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Home My WebLink About20062595 COUNTY OF WELD 2007 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS M. J. "Mike" Geile, Chair David E. Long, Pro-Tem William H. Jerke, Commissioner Robert D. Masden, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN �" "ad-eg artier- �� December, 2006 a DOG - as95 lURe TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 11 2007 BUDGET PLAN 15 2007 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 2007 Guidelines 26 2007 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 2007 Program Issues 34 Significant Changes in Policy from Prior Years 36 Implementation and Results of Strategic Objectives 37 Budget Policies 40 Long Range Financial Policies 41 Revenue Policies and Assumptions 43 Specific Revenue Assumptions of Significant Revenue 44 Major Revenue Historical Trends and Analysis 46 Policy Directions 47 Explanation of Individual Funds 49 Significant Budget and Accounting Policies 52 Capital Improvement Policy 54 Investment Policy 56 Fund Balance and Reserve Policy 57 Organizational Responsibility for Budget Units 58 Policy Matters/Points of Issue with Fiscal Impact 61 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 63 2007 Other Benefits 64 Salary Adjustments by Department 65 Position Authorization Changes Due to 2007 Budget 67 SUMMARY OF FUNDS: Graph - -All Funds Revenue 69 Graph - -All Funds Expenditures 70 Graph - - Mill Levy 71 Summary of Fund Balances 72 2007 Summary of Major Revenues and Expenditures 74 2006 Summary of Major Revenues and Expenditures 76 2005 Summary of Major Revenues and Expenditures 78 PAGE SUMMARY OF FUNDS (CONTINUED): Governmental Funds - 2005 - 2007 Summary of Estimated Financial Sources and Uses 80 2006 Assessed Values to be Used for 2007 Budget 82 Net Program Cost 83 Summary of 2005 Allocated Costs Applicable for 2007 85 Seven Year Trend Data: Beginning Fund Balance 86 County Expenditures 87 Weld County- Organizational Chart 88 Summary of County Funded Positions 80 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 128 Victim/Witness Assistance 130 White Collar Crime Task Force 133 Finance and Administration 134 Accounting 136 Purchasing 138 Personnel 140 Planning and Zoning 142 Buildings and Grounds 145 Computer Services 147 Geographical Information System 149 Capital Outlay 151 Printing and Supplies 153 ii PAGE GENERAL FUND (CONTINUED): Sheriffs Office: Seven Year Trend Data 155 Budget Unit Summary-All Departments 156 Sheriff Administration 157 Sheriff Operations 159 Traffic Enforcement 162 Sheriff's Office Ordinance Enforcement 164 Regional Forensic Laboratory 166 Victim Advocate Services 168 Multi-Jurisdictional Drug Task Force 170 North Jail Complex 172 Centennial Jail 175 Contract Jail Space 177 Office of Emergency Management 178 Communications - County Wide 180 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 200 Parks and Trails 202 Airport 203 Senior Programs 204 Waste Water Management 205 Developmentally Disabled 206 Mental Health 208 Child Advocacy Center 210 Transfers: Agency on Aging 211 Health Department 212 Economic Development 213 Building Rents 215 Non-Departmental 217 Retiree Health Insurance 219 Community Agency Grants 220 Extension Service 223 County Fair 225 Veteran's Office 227 Island Grove Building 229 Contingency(Salary) 230 iii PAGE PUBLIC WORKS FUND: Graph -- Public Works Revenues 231 Graph -- Public Works Expenditures 232 Graph -- Seven Year Trend Data 233 Narrative Fund Summary 234 Concerning Local Accountability for Money Used for Highway Purposes 235 Construction Bidding for State-Funded Local Projects 236 Summary of Revenue 237 Summary of Expenditures 238 Administration 239 Trucking 242 Motor Grader 244 Bridge Construction 246 Maintenance Support 248 Other Public Works 250 Mining 252 Grants-in-Aid to Cities and Towns 254 Non-Departmental Revenue 255 Contingency (Salary) 256 Five Year Plan 257 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 265 Graph -- Social Services Expenditures 266 Graph -- Seven Year Trend Data 267 Fund Narrative 268 Summary of Revenue 272 Summary of Expenditures 273 County Administration 274 Non Program Revenue 276 Other Programs 277 Child Support Administration 279 Temporary Assistance to Needy Families 281 Aid to Needy Disabled 283 Child Care 285 Old Age Pension 287 Child Welfare and Administration 289 Core Services 291 LEAP Program and Administration 293 General Assistance 295 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenues 297 Graph -- Health Fund Expenditures 298 Graph -- Seven Year Trend Data 299 Narrative Fund Summary 300 Summary of Revenue 303 Summary of Expenditures 304 Budget Unit Summary- All Departments 305 Non-Program Revenue 307 Administration 308 Health Communication 310 Public Health Services 313 Environmental Health Services 315 HUMAN SERVICES FUND: Graph -- Seven Year Trend Data 319 Narrative Fund Summary 320 Summary of Revenue 321 Summary of Expenditures 322 Head Start Program 323 Migrant Head Start 324 Preschool Fund 325 Job Service (Wagner/Peyser) 326 Summer Job Hunt 327 Consumer Navigator 328 Employment First 329 Tony Grampsas Youth Services (History only) 330 Assistance to Needy Families 331 Workforce Investment Act - Administration 332 Workforce Investment Act - Adult Program 333 Workforce Investment Act - Youth Program 334 Multi-Disciplinary Youth Assessment 335 Workforce Investment Act - Statewide Activities Grant 336 Workforce Investment Act - Dislocated Worker Program 337 Educational Lab 338 AmeriCorps Program 339 Tight Corp Program 340 AAA Administration 341 AAA Support Services 342 AAA Congregate Meal 343 AAA Home Delivered Meals 344 AAA Health Services 345 AAA Elder Abuse Grant 346 AAA Special Ombudsman 347 AAA Single Entry Point 348 Federal Transit Grant 349 AAA Other Programs 350 Transportation (History only) 351 v PAGE HUMAN SERVICES FUND (CONTINUED): AAA State Funds 352 Medicaid Transportation 353 Part E Family Caregiver Support 354 Supplemental Foods 355 Community Services Block Grant 356 SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 357 Conservation Trust Fund Summary of Revenue 358 Summary of Expenditures 359 Budget Unit Summary 360 Contingency Fund: Summary of Revenue 364 Summary of Expenditures 365 Budget Unit Summary 366 Emergency Reserve Fund: Summary of Revenue 367 Summary of Expenditures 368 Budget Unit Summary 369 Solid Waste Fund Summary of Revenue 370 Summary of Expenditures 371 Budget Unit Request Summary- Code Enforcement 372 Budget Unit Fund Summary 374 CAPITAL FUNDS: Graph - - Seven Year Trend 377 Narrative Fund Summary 378 Summary of Revenue 379 Summary of Expenditures 380 Budget Unit Summary 381 Long Range Capital Projects Five-Year Plan 383 PROPRIETARY FUNDS: Narrative Summary of Funds 419 Paramedic Services Enterprise Fund: Summary of Revenue 420 Summary of Expenditures 421 Budget Unit Summary 422 IGS - Motor Pool Fund Summary of Revenue 425 Summary of Expenditures 426 Budget Unit Summary- Motor Pool Administration 427 Budget Unit Summary- Motor Pool Equipment 429 IGS - Health Insurance Fund: Summary of Revenue 432 Summary of Expenditures 433 Budget Unit Summary 434 vi PAGE PROPRIETARY FUNDS (CONTINUED): IGS - Insurance Fund: Summary of Revenue 436 Summary of Expenditures 437 Budget Unit Summary 438 IGS - Phone Services Fund: Summary of Revenue 440 Summary of Expenditures 441 Budget Unit Summary 442 Weld County Finance Authority Summary of Revenue 444 Summary of Expenditures 441 Budget Unit Summary 442 GLOSSARY 447 SUPPLEMENTAL DATA: Demographic and Economic Statistics 461 Operating Indicators by Function/Program 462 Assessed and Estimated Actual Value of Property 463 Property Tax Rates - Direct and Overlapping Governments 464 Property Tax Levies and Collections 465 Principal Property Taxpayers 466 Principal Employers 467 Consumer Price Index 468 Demographic Profile 472 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR: Population Distribution and Growth 475 Taxable Assessed Value by Type 476 Primary Sources of Revenue 477 Primary Revenue Sources (Normalized to Population) 478 Citizens Served per County Employee 479 vii 0 r. vinC. COLORADO VIII iM GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2006 6044/t f te President Executive Director 1 Atctr ON DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303)356-5000, EXT.4218 a FAX: (303)352-0242 re) 915 10TH STREET P.O. BOX758 GREELEY, COLORADO 80632632 ik COLORADO December 14, 2006 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2007 proposed budget for operations and capital outlay totals a gross amount of $177,274,235, with a net of$174,016,117 when interfund transfers are excluded. The Internal Service Funds total an additional$18,592,355. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$104,041,343,anticipated fund balances of$33,504,000,and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$70,575,408. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK The Weld County and Colorado economies continue to strengthen. Overall the state and local economies are faring well with stronger employment growth,low unemployment,and low inflation. In the last year Upstate Colorado Economic Development reported that 1,327 new primary sector jobs were created along with 1,955 other indirect jobs, for a total of 3,282 jobs in Weld County. Employment is expected to grow 2.6% in 2007, and the unemployment rate to stay below 5%. Inflation for Colorado is projected to be around 2.5% in 2007. Weld County had one of the fastest growing rates of population in the US in 2005-2006. The rate of growth is estimated to continue at 3% in 2007, especially in southwest Weld County. Some housing growth has slowed in the Greeley area with higher mortgage interest rates. The main risk for the Weld County economy is that the national economic recovery could stumble. The risks are higher interest rates,energy prices,and the conflicts in the Mideast. Interest rates and energy prices could especially impact consumer spending, which has been the driver for the national economy the last few years. The local and state economy could mirror any major shift in the national economy, either positive or negative. The federal deficit,although still a problem, has been reduced some as the economy grows, and tax revenues increase. The state and local government efforts to encourage business expansion and attraction of new business appear to be effective for the state's economy and job market. Employment indicators also point to a rebound and strengthening state economy. The energy industry is strong with high 3 levels of new exploration due to high energy prices. Manufacturing continues to grow in Colorado. Finally,tourism is recovering from the dramatic drop caused by September 11th and the recession. Weld County's local economy is performing well. The diversity of the local economy away from agriculture has made Weld County much more like the statewide economy and the metro-Denver area. In the last year, Weld County has seen major expansions at Boulder Scientific, Golden Aluminum,Swift,Cambium Learning,and TM Corporation. Owens-Illinois has opened a new bottle manufacturing plant. In addition to these major projects, a number of small new and existing companies are expanding in Weld County, especially in southwest Weld County. 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 continued infrastructure development. FOR THE FUTURE There are a number of future issues and concerns that will be impacting Weld County's budget in 2007 and in subsequent fiscal years. 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. This is especially true as Weld County is called upon to provide more municipal-type services,which can only be provided functionally and in an equitable manner through metropolitan or special districts. 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,even with the planned new jail expansion being accelerated by one year. Caseload for the Sheriff, District Attorney,and courts is growing at rate that stresses 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 come up with creative solutions to allocate the limited resources of the county to maximize service delivery to the citizens of Weld County. As the County grows and service levels increase, staffing requirements are correspondingly impacted. Historically, Weld County has maintained a very low FTE/population ratio. During the past several years,the workload has increased significantly in many departments. The staffing level in some departments has not kept pace with the growth of the County. This strain is beginning to be evident. Another area impacted by growth and increased staffing is the growing need for more facilities to house and accommodate the increased service demands, especially in the southern parts of the County. A new Southeast Weld County Services Center will open the last quarter of this year, but already there is need for more space at the Southwest Weld County Service Center. Another administration building was opened in April,2006,to meet the needs in the Greeley area. Court and jail facilities continue to put a high demand on capital resources in the County. The transportation infrastructure requirements of the County continue to increase due to aging and growth. The growth has put higher traffic counts on nearly every county road. The strategic road plan has been developed for the major arterials,but all roads are stressed due to growth in volume. The demand in this area will call for very creative solutions in the coming years to accommodate the added traffic that will be generated. 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 those problems. Besides the 4 traditional role of budgeting to responsibly manage available current year funding,there must be a continued emphasis on long-term planning, recognition of the cumulative effects 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. The State of Colorado was granted some fiscal relief from their financial problems with the passage of Referendum C in 2005. With the added revenues from Referendum C,the Legislature acted very responsibly in restoring many state and local program cuts, especially in the areas of health and human services. The state funding that will flow to counties will provide much needed relief in the health and human service programs. The federal budget and deficit will place additional strain on the state's and local government budgets. The federal government is not increasing,and is even reducing,funding in the domestic program areas. Therefore, the solutions to the federal budget problems, as they impact Weld County, will have to be solved locally. The awarding of federal grant dollars will become more competitive and will require Weld County to become more aggressive in pursuing federal grants. In response to the growth and reduced federal assistance, Weld County must continue to take a long-term view when examining the county's budget in 2007, and expand the budgetary horizon beyond the immediate issues facing the county. This will call for a thorough examination of all county programs, and prioritization to show each program's place in the big picture of providing essential services to the citizens of Weld County in the next five years and beyond. All programs must be reviewed in the 2007 budget process to achieve a continued level of efficiency in the county. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service,and Enterprise Funds,totals$174,616,751 in 2007,an increase of 10.58%over 2006. The amount of revenue from various sources and the changes compared to 2006 are shown in the following tabulation: 2006 2007 Increase 2006 Percent 2007 Percent (Decrease) Revenue Sources Amount of Total Amount of Total from 2006 Property Taxes $ 64,636,463 40.9% $ 70,575,408 40.4% $5,938,945 Other Taxes 6,410,000 4.1 6,710,000 3.8 300,000 Licenses and Permits 3,002,400 1.9 3,470,900 2.0 468,500 Intergovernmental Revenue 43,117,355 27.3 50,899,664 29.1 7,782,309 Charges for Services 5,301,937 3.3 5,169,059 3.0 (132,878) Ambulance Fees 6,215,459 3.9 7,642,187 4.4 1,426,728 Miscellaneous Revenue 5,054,178 3.2 5,403,378 3.1 349,200 Fee Accounts 7,827,000 5.0 7,330,000 4.2 (497,000) Internal Service Charges 16,345,526 10.4 17,416,155 10.0 1,070,629 TOTAL $ 157,910,318 100.0% $ 174.616,751 100.0% $ 16,706,433 5 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$192,608,472 for2007,which is an increase of 10.59%over 2006.The amounts by function and the increase over 2006 are as follows: 2006 2007 Increase 2006 Percent 2007 Percent (Decrease) Expenditure Sources Amount of Total Amount of Total from 2006 General Government $ 22,917,451 13.2% $ 23,914,992 12.4% $ 997,541 Social Services 19,841,300 11.4 25,395,012 13.2 5,553,712 Road and Bridge 28,376,615 16.3 35,983,234 18.7 7,606,619 Public Safety 30,225,451 17.4 33,419,559 17.4 3,194,108 Human Services 14,194,876 8.1 13,069,000 6.8 (1,125,876) Health 6,943,026 4.0 7,736,299 4.0 793,273 Capital 13,205,000 7.6 6,375,000 3.3 (6,830,000) Public Works 1,720,733 0.9 1,768,230 0.9 47,497 Contingency 10,150,000 5.8 9,450,000 4.9 (700,000) Miscellaneous 1,888,283 1.1 7,777,783 4.0 5,889,500 Culture and Recreation 990,796 .6 1,008,521 0.5 17,725 Auxiliary 440,863 .3 476,300 0.2 35,437 Paramedic Services 6,294,648 3.6 7,642,187 4.0 1,347,539 Internal Services 16,975,526 9.7 18,592,355 9.7 1,616,829 TOTAL $ 174,164,568 100.0% $ 192,608,472 100.0% $ 18,443.904 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 nearly 13,000 calls in 2007 and generated revenue of$7,642,187. Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2007 program is funded at $6,375,000, with $5,875,000 from property tax, $400,000 from capital expansion fees,and$100,000 from interest. Anticipated projects include$500,000 fora garage/storage facility for emergency vehicles and the mobile health clinic van, $4,275,000 for an Alternative Programs facility, $1,000,000 for the courtroom remodel,$100,000 for special projects,$300,000 for the Social Services parking lot,and $200,000 for a new grader shed in Rockport. No carry-over beginning fund balance is anticipated, and no ending reserve fund balance is anticipated at the end of 2007. Debt Administration: In 2006,the county continues to have no bonded indebtedness. With the passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of the assessed valuation of the county. Thus, Weld County maintains over one hundred 6 twenty-five million dollar allowable debt capacity in accordance with Colorado State statute. There are Certificate of Participation Bond Issues for the construction of the Correctional Facility,totaling $5,201,500. There are funds reserved in the General Fund to pay off the Certificates Of Participation on the call date of August 1, 2007. At that point,Weld County will not have any debt of any type, one of 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, 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 2007 is $2,889,000. The county's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository insurance or collateralized. All collateral on deposits is held either by the government, its agent or a financial institution's trust department in the government's name. Risk Management: During 2007,Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be 16.804,a drop of 1.096 mills from last year. Under the TABOR mill levy limit, the 1.096 mills from this year and the 4.138 mill reduction from the past years will be classified as a temporary mill levy reduction,for a total of 5.234 mills. The assessed value for the 2007 Budget is $4,199,897,970, which is up $588,864,400, or 16.3 percent over last year. All classes of property increased in assessed value for the year, except vacant land, which is down $6.8 million, or six percent; agricultural property which is down $241,960; and State assessed property which is down $16.9 million, or four percent. The major increase is in oil and gas due to price and production being up. Oil and gas is up$456.9 million, or 36 percent; natural resources is up $1.6 million, or seventeen percent; industrial is up $39.0 million, or 25 percent; residential property is up $82.2 million, or eight percent; and commercial property is up $30.5 million, or six percent. There is an actual value increase of new construction of $1.113 billion, or nearly a 6.34 percent increase in actual value. Employee Compensation Pay: The 2007 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 8.0 percent. Health insurance premiums have increased 16.8%. In 2007, Weld County will stay with the Great West Healthcare consumer-driven health plan put in place in 2005. All other benefit plans stay the same in 2007. 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 retiree. The estimated actuarial amount that will need to be reserved to recognize the cost of the benefit in periods related to when services are received by the employer (Weld County), is $600,000 in 2007. This replaces the pay-as- you go accounting that was permitted prior to 2007. 7 Fund Balances: County fund balances continue to remain very healthy, with an anticipated $33,504,000 to begin 2007. 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 $15,512,279. 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 2007,and if no emergencies or unforeseen events happen,the amounts should be in the ending fund balance. There is$5,201,500 of the fund balance earmarked in the 2007 budget to pay off the balance of the County's Certificates of Anticipation on the call date of August 1, 2007. All other fund balance amounts are undesignated. With the above projection, ending fund balances should be $24,962,279. The two funds with significant fund balance changes from last year are Public Works and Capital Expenditures. The Public Works Fund balance declined due to the use of accumulated reserves to construct Weld County Road 13,which is a$7,887,000 project. The Capital Expenditures Fund balance decreased with construction of the $17 million addition to the County Jail. MAJOR FACTORS IMPACTING THE 2007 BUDGET The major factors impacting the 2007 budget continue to be related to the rapid growth occurring in Weld County. The growth impacts the criminal justice system, land use planning,transportation systems, and human services. The spin-off of growth impacts virtually every county department. Not only direct services, but the various support functions of the county, such as facilities and growing space needs. The county did receive some relief from the state's budget crisis with the passage of Referendum C,which allows the state to retain revenue above the TABOR spending limitation for five years. This resulted in many of the county's health and human services program cuts over the past four years to be restored. This helped the Social Services, Public Health and Juvenile Diversion budget programs. The General Fund is funded at the level of $70,263,168, up $10,120,466. Without salary adjustments, the budget for the general government functions is up $997,541. There was a decrease of$205,498 in election costs since 2007 is an off-year election year. Information Services increased$146,634 due to contracted cost-of-living changes and the addition of a technical support position. The District Attorney's budget is up $308,500, primarily due to the addition of 2.5 FTE ($133,373) for the addition of a mid-year County Court division, an additional Deputy District Attorney III for Intake,and an Office Tech position to be the Discovery Clerk to provide documents to defense counsel ($37,259). Juvenile Diversion is up $34,432 due to a grant funded position. Other departments had normal inflationary increases. Public safety functions are up $3,194,108. The North Jail budget, which by far has the most significant impact on the 2007 budget, will continue to increase in 2008 and 2009. The budget's increased costs are driven by preparation in 2007 to train additional security and support staff in order to open the new Phase III of the jail that will add 374 beds. Forty-nine additional staff positions will be phased in over the twelve months of 2007,to insure they are in place for the opening of the new facility on January 1,2008. The Jail Bureau Chief has worked with Finance and Administration to develop a phased-in plan. The cost for new facility will be $1,207,494 in 2007, an additional $1,753,131 in 2008,and an additional$1,587,530 in 2009. When the 374 beds are fully operational, there will be 83 additional positions and an annual operational cost increase of$4,548,155 to cover staff, medical, and food costs. This will be offset by the savings of$1,396,125 from not having to pay to house inmates at other facilities outside Weld County. The net cost increase to operate Phase III of the jail will be$3,152,030 annually in 2007 dollars. In 2008 the jail will be staffed to use 8 252 of the 374 new beds, and then staffed to use all 374 new beds in 2009. The construction the facility by housing unit allows the gradual opening of housing units as they are needed. At the current incarceration rate,an additional phase of the jail may be needed within five years after the opening of Phase III in 2008. The Sheriff has requested the addition of a Deputy Bureau Chief ($99,530)and a .75 FTE for a Deputy II position to address the volume of Temporary Restraining Orders(TRO's), calls to the jail and work release facilities, and to perform Desk Officer($41,956) duties to provide better customer service as the scope and volume of activity continues to grow in the unit. The Sheriffs Office is requesting a significant change in the manner Code Enforcement and Animal Control units conduct business by combining the personnel assigned to both the Animal Control Unit and the Code Enforcement unit to formulate a Sheriffs Office Ordinance Enforcement Unit and moving all personnel assigned to both units to full time status. The personnel services costs for personnel assigned to the Code Enforcement unit($33,456), plus the cost to increase to full-time ($48,436), have been included in this budget. Communication costs are up $298,738, primarily from personnel costs being up for salary adjustments due to cost-of-living increases ($77,251),and 4 additional dispatch positions($176,319). Community Correction contracts from the state are up$76,949. Pest and Weed is up$56,700 with the transfer of mowing vehicle costs to this unit from Public Works. Due to the General Fund's fund balance being much higher than anticipated at the end of 2006,due to unanticipated revenues from interest earnings,mineral leases,reduction in tax credit payable,and savings from expenditures, the Board has decided to pay off the balance of the Certificates of Participation issued in 1997 to fund the first phase of the jail. The Certificates of Participation have a call date of August 1, 2007, and a remaining balance of$5,201,500 on that date. They will be called and paid off on August 1, 2007,which will result in Weld County no longer having any long term debt. Few local governments can make the same claim. Other significant changes are the fact that 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 will need to be reserve to recognize the cost of the benefit in periods related to when services are received by the employer(Weld County),is$600,000 in 2007. This replaces the pay-as-you go accounting that was permitted prior to 2007. The Health Department subsidy is down $51,729, even with salary increases due to the state restoring per capita funding for counties. Finally,$1,537,860 is included fora 3.5%salary increase,the increase of retirement to 8.0%, and health insurance rate increases for 2007. In the area of Public Works Road Construction supplies increased$1,914,785 based on the Capital Improvement Plan. Asphalt purchases total$2,850,000. Contract truck hauling has been eliminated with the addition of 20 trucks in 2006. Chip seal projects will total$600,000,and sealing and crack fill projects will total $1,000,000. Dust control will be funded at a level of$320,000. $200,000 will be used to rehabilitate six bridges. Recycle in place projects for 10.6 miles will cost $400,000. Strategic Roads increased$3,738,000 to$7,887,000 for work to be completed on roads within the strategic corridor, specifically on Weld County Road 13. Right-of-Way Purchases total $66,000, based on the capital improvement plan. Bridge 87/42.5,over the South Platte River,is funded with a grant at$2,100,000. Design and utility work for Bridge 13/54A($335,000), and Bridge 27/66A ($250,000)will also be done in 2007. Other budget units are stable with the exception of those being impacted by fuel costs. On the revenue side of the budget property taxes are budgeted at $70,575,408, the maximum amount under the Weld County Home Rule Charter's 5% property tax limitation. Revenue from interest earnings due to the rising interest rates are anticipated to be up$1,250,000. Severance 9 taxes are unchanged,and revenues from oil and gas leases are up$120,000. Building Inspection fees are unchanged. Charges for services are up$22,492. Community Corrections revenues are up $76,949. Planning and Building Inspection permit fees are only slightly changed. The Treasurer's fees are anticipated to be up$453,000 due to the volume of activity and conservative estimates in the past. Clerk and Recorder's fees are the same as the current year 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, revenues for specific ownership tax is estimated to be$5,875,000, up $300,000. HUTF is down$400,000 at$7,900,000. Grant revenue is anticipated to be$1,500,000 from Energy Impact for Weld County Road 13 improvements. Other revenues include$440,000 from landfill impact fees, $1,028,000 from transportation impact fees, $94,000 for off-site improvements for Pheasant Crest subdivision, bridge grant revenues equal $2,148,000, a signal grant for SH52/WCR is $800,000, and permit revenues are $300,000. Reimbursement from Frederick for Weld County Road 13 will be $1,000,000; Larimer County for Bridge 13/54A will be $25,000,and Adams County for design of Weld County Road 2 from Weld County Road 39 to Weld County Road 45 will be$100,000. Weld County Road 74 design reimbursement from Timnath will be $500,000. Other revenues are stable with little change. Social Services revenues are up $3,573,373, with higher state allocations and restored state funding lost the last four years. In addition, in October Social Services received a federal Supporting Healthy Marriages Grant of $907,000 for five years. Other revenues in the various funds are stable or only slightly changed. The 2007 Proposed Budget contains adequate resources to provide a level of service similar to 2006. 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 associated with a growing economy. Many tough decisions associated with implementation of programs, and how they are to be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials,department managers,and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county,as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county,and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street, Room 317,Greeley, Colorado. More information can be found on Weld County's website at www.co.weld.co.us. Vetru Iy you � /��'vG%2G� Donald/ D. Warden, Director Finance and Administration 10 ABOUT WELD COUNTY Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other - smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. r 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. 4- f'� :' ' A large segment of the Weld County region was settled by E se 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. 11 Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926. LIVABILITY Weld County. Its livability is just one of the features that make it a better place to be. Abundant Colorado sunshine, low humidity, cool, summer nights and mild winters provide a climate people appreciate. Recreational opportunities are almost endless. Much of Weld County is within an hour's distance of the majestic Rocky Mountains. Sports fans don't have far to go to cheer for their favorite professional teams in Denver. Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort Vasquez In southern Weld County has an exciting history as an early Colorado trading post. The Greeley Philharmonic Orchestra is the oldest symphony 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. a. ` � North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major a cancer treatment facility in Colorado. EDUCATION Education has always been an important part of life in Weld County where twelve school districts offer educational opportunities which have earned a reputation for quality. Greeley is the home of the University of Northern Colorado, a 4-year university offering bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is a 2-year liberal arts and vocational college in Greeley with a second campus in Fort Lupton. With 4,004 square miles within its borders and a population of over 180,000, Weld County has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles from urban to rural. To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result is that Weld County provides an ideal location for corporations, industry and businesses. Most importantly it's a nice place for people. 12 RESOURCES Fertile fields of green can be found in every part of the County, z 3` which ranks as the third leading agricultural area in the United States. Weld County is Colorado's leading producer of cattle, xLL `" ";'- grain and sugar beets. T An abundance of water has been important to not only the ` , agricultural community, but also to industrial development. 1 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 g I Numerous industrial sites are located throughout Weld � County. Fully developed rail and non-rail parks; undeveloped i $ ! *` „E '• • parcels, many zoned and with rail utilities adjacent to the ;,,g property; a variety of industrial and commercial sites; and y ik availability of both new and renovated prime office space are J 4 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: KODAK SWIFT FOODS STATE FARM INSURANCE NORTHERN COLORADO MEDICAL CENTER HARSH INTERNATIONAL PLATTE VALLEY STEEL HENSEL-PHELPS CONSTRUCTION STARTEK BURRIS COMPANY, INC. METAL CONTAINER CORPORATION ROCHE CONSTRUCTORS RR DONNELLEY NORWEST 13 tistr 1111De. COLORADO 2007 BUDGET PLAN 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 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. There are a number of future issues and concerns that will be impacting Weld County's budget in 2007 and subsequent fiscal years. 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. This is especially true as Weld County is called upon to provide more municipal type services,that can only be provided functionally and in an equitable manner through metropolitan or special districts. 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,even with the planned new jail expansion being accelerated by one year. Caseloads for the Sheriff, District Attorney, and courts are growing at a rate that stresses 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 come up with creative solutions to allocate the limited resources of the county to maximize service delivery to the citizens of Weld County. As the County grows and service levels increase, staffing requirements are correspondingly impacted. Historically, Weld County has maintained a very low FTE/population ratio. During the past several years,the workload has increased significantly in many departments. The staffing level in some departments has not kept pace with the growth of the County. This strain is beginning to be evident. Another area impacted by growth is the growing need for more facilities to house and accommodate the increased service demands, especially in the southern parts of the County. A new Southeast Weld County Services Center will open the last quarter of this year,but already there is need for more space at the Southwest Weld County Service Center. Another administration building was opened in April, 2006, to meet the needs in the Greeley area. Court and jail facilities continue to put a high demand on capital resources in the County. The transportation infrastructure requirements of the County continue to increase due to aging and growth. The growth has put higher traffic counts on nearly every county road. The strategic road plan has been developed for the major arterials,but all roads are stressed due to growth in volume. The demand in this area will call for very creative solutions in the coming years to accommodate the added traffic which will be generated. 15 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 those problems. Besides the traditional role of budgeting to responsibly manage available current year funding;there must be a continued emphasis on long-term planning, recognition of the cumulative effects 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. The State of Colorado was granted some fiscal relief from its financial problems with the passage of Referendum C in 2005. With the added revenues from Referendum C,the Legislature acted very responsibly in restoring many State and local program cuts, especially in the areas of health and human services. The State funding that will flow to counties will provide much needed relief in the health and human service programs. The federal budget and deficit will place additional strain on the State's and local government budgets. The federal government is not increasing,and is even reducing,funding in the domestic program areas. Therefore, the solutions to the federal budget problems, as they impact Weld County, will have to be solved locally. The awarding of federal grant dollars will become more competitive and will require Weld County to become more aggressive in pursuing federal grants. In response to the growth and reduced federal assistance, Weld County must continue to take a long-term view when examining the county's budget in 2007, and expand the budgetary horizon beyond just the immediate issues facing the county. This will call for a thorough examination of all county programs, and prioritization to show each program's place in the big picture of providing essential services to the citizens of Weld County in the next five years and beyond. All programs must be reviewed in the 2007 budget process to achieve a continued level of efficiency in the county. The 2007 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 2007 before budget preparations begin. 16 > A target of ten percent off the 2006 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 2006 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 salarywithin the assigned target budget amount. > Fringe benefits will be left at the current level of benefit. > Outside agencies will be treated like county departments, since most provide contractual services. > Any 2007 classification upgrades will be treated like new position requests in the budget process,with the department funding any requests within the target amount. > New or expanded mandates will be absorbed within the 2007 target amount by all budget units. > Self-supporting budgets will float at the 2006 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. > There will not be any recommended increases in personnel in the recommended budget to the Board. Increased workload will be absorbed by existing personnel wherever possible through increased productivity. > 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 2007 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 2007, while accomplishing a balanced budget. The 2007 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. 17 > 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. > 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. > Weld County must continue the initiatives required to foster area economic development and to improve the quality of life. 18 2007 BUDGET CALENDAR May 1 Board review of 2007 budget plan. May 1 - 5 Director of Finance and Administration discusses target budgets and 2007 budget plan with department heads and elected officials. June 23 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 23 Elected officials and department heads submit PBX phone service requests to PBX. June 23 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. June 23 Elected officials and department heads submit requests for information services requests to ACS. July 10 Submit budget request to Finance. September 12 Early warning budget work session and community agency requests. July 10 - September 12 Finance office review. September 12 Budget Message to Board and transmit Proposed Budget to Commissioners. October31 and November2 Budget work session hearings with Commissioners and elected officials and department heads. November 10 Publish notice of final budget hearing. October 27 - December 12 Prepare final budget. December 13 Public Hearing to adopt mill levy. December 13 Public Hearing on Final Budget, 9:00 a.m. 19 Actes, 111k. COLORADO �Co POINTS OF ISSUE AND POLICY MATTERS 67) 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,policyformulation 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 policyformulation 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 H Fa,' �yLe'��YA .:% h '' 4, ?POLICY ¢ n ..;� is FORMULATION ' k ' W',�xyxyd'S•i�`E�` ``Faah' 3°'$F'ya, xz ".N' ems"s y S::'�".€Cx� k •uSY F ' k " x7.8 C0mIL1UI11ty Nees• akik rs v MS,51 County Wide Goals 5 W` Long Range Planning Community f . Asssment ssess l ox ye ar'skerfar4tance "-.0 Capital Improvements R ie Po ucy AItemat�ves- . Establisl GenerakPri ites, .,? F Estab'hsh Fiscal Policy F '3'k gt. .'Y' i ,...,.,.:„::..„,;., \ Cr ",,,,t x, SUPPORT :„ ` PRUGRAIYI {: PROGRAM h u PLANISING EVALUATION Assess Program x i na>Y w F Alternatives Pro• gram Anaivsls° w F Accounting System • r 11` *..l it,4c4I �y z . Design Program a k ` Fiscal Control rai Define Program s x 'Review 1?t.• .. «. �ax n s Cost'Accounting by Program objectives yi%Terforman9 l t Relate to Present `' ' ai4' i sS...,m' ` a.� ri r Examine and.Evaivate Operations Altemanves Performance Measurement Revise as N•ecessary' Systems and Reports / . • Service .• g p f�.Q$ d.J3 k Y Delivery BUDGETING I BASED;O PROGRAMS, , PERFORMANCE,PERIODIC;; •� " PROGRAM REVIEW'S R ry K..Allocate.Resources•by,l 3:: • • : Rs x: .". Program.Are • yy Develop Multi-Year Projections - - 'Schedule Action '- 23 HIERARCHY OF BUDGET INFORMATION • STRATEGIC OBJECTIVES • BOARD OF COUNTY 7 COMMISSIONERS \ BUDGET di7CEI}% Y° �` t� M �` x ", £ zyy •z. .y • Txi`t43azae` ₹ > ayy '₹4yEsz ky�' M.rz a �'z :a . x`2n"> s'y `� '.A `�§`• W k; 5� V, : z r r GES , � „IMPLEpAENT4,tOWA.JORESULTS a ao 'iy"F'�„zt dLyh:3'fi � "F ' '.E ,, T \ • • • REVENUE PDLICIES MAJdR PROGRAM GOALS `C � .k`-,y A*,,` > r# c7U OIREC O z a t h> SPECIFIC REVENUE ASSUMPTIONS 04, e.i `t37,;ef ` ty, h3 ' a • o-- f 5 E. xG z Iri. i TIM '��'zPh"� ' aA 3 :ACCOUNTI G PO CIES> POLICY MATTEFtSIPOINTS OF ISSUE An a x' z ,8 2 `t tY°' R M z'`@i c � IN•V•• CEMENT GIE6 ₹ WORKLOADDATA' :. at. • .c• Six " + 1°'C '* C.,APIT I' P�OVEMENTPOMES4i E ¢'^z ,� T3' z c x ts� ₹ y BJECtNES . a> � UO��GVI�NES ` �s'� c � � ` x `��` x• Jx E c: - SIGNIFICANT CHANGES Aib.a?>ALOC.A71ON,zOFR 'SOURCES '��'x r�,w. ca # a� `s' NN / , • 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 forjustification,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 2007 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 2006's budget presentation. > Salaries should be budgeted at the 2006 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 fora 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 2007 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 2007 budget process. > Use the following budget population data for performance measures: YEAR POPULATION 2005 (Actual) 214,700 2006 (Estimated) 220,000 2007 (Projected) 226,600 > 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 2007 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used in conjunction with your Budget Manual for submission of your 2007 budget. 1. All budgets (including Enterprise and IGS) must be submitted by July 10, 2007. 2. All departments are requested to submit,on or before June 23,2006,the following items that will be part of your 2007 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 2007. Unplanned moves will only be done if absorbed in the 2007 budget. D. Information Services requests for computer hardware, software, system upgrades or system study. 3. Salary and fringe benefits will be budgeted at the 2006 level. Any anticipated increase over 2006 level must be absorbed in target amount. 4. For budgetary purposes, please use the 46.50 per mile reimbursement rate in developing your 2007 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. Postage costs are anticipated to remain 390 in 2007. 8. 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. 9. Any amount in excess of the 90% target amount must have a form #01-807-914 (Appropriation Request Exceeding Target Budget Level) for the regular budget. TABOR budget target will be provided to each department also. 28 10. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2006. See Finance for exact format. 11. Any 2007 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 2007 budget process. 12. Early Warning Budget Hearings will be held in September. 13. 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. 14. A worksheet showing each line item with five years' history is being provided to show historical expenditure patterns. 15. INTERNS:Anydepartment 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. 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 the people of Weld County. 30 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE OPERATIONAL Cost, Provide Focus on " Cooperate , PERSPECTIVE of Doing Mandated Root and Business Services Causes Collaborate FINANCIAL iStatutsht fiscal HUMAN PERSPECTIVE Stability EquiP RESOURCES Employees 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 ♦ Establish benchmarks with measurable standards 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 to the people of Weld County. ♦ 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 public's perception of the services received from Weld County. ♦ 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 of Weld County. + Ensure that Weld County operates an ethical organization through training of staff and the development of a Code of Ethics. ♦ Review and eliminate unnecessary restrictive regulations,policies,and procedures which hinder the County's ability to deliver services. 32 MAJOR PROGRAM SPECIFIC GOALS + Work with State in improving CBMS system in Social Services. ♦ Complete the 2007 Public Works Work Plan and develop strategic transportation system. f Replace Bridge 87/42.5 over South Platte River. f Continue implementing the long-term strategy for use of e-government and new technologies in Weld County departments and offices. ♦ Construct Weld County Road 13 from Weld County Road 8 to 5th Street in Frederick. ♦ Continue West Nile Virus program at monitoring and some education level. ♦ Conduct study of 1-76 growth corridor. ♦ Explore revenue raising and cost containment strategies for the Paramedic Services. f Enhance and expand services in Southwest Weld County Service Center. f Update the Weld County Comprehensive Plan f Continue to increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and highways. ♦ Cope with the growing inmate population. f Complete construction of Phase III of North Jail to open in 2008. ♦ Recruit and train staff to open Phase III of North Jail. ♦ Conduct study of Liberty Gulch flood plain. ♦ Develop IGA's with municipalities in the 1-25 MUD area. ♦ Implement the five-year Support Healthy Marriages Grant. 33 2007 PROGRAM ISSUES + Complete construction of Phase III of the North Jail. + Recruit and train staff to open Phase III of the North Jail. ♦ Increase traffic enforcement in Weld County to reduce traffic fatalities. ♦ Cope with the continued growth and development in the County. + Enhance services at the Southwest Weld County Service Center. ♦ Implement strategic transportation system to accommodate growth in County's urbanized areas and use of the transportation impact fees. ♦ Remodel and open two additional courtrooms. ♦ Reorganize Code Enforcement and Animal Control into one unit. + Identify technology uses to improve services and cost-effectiveness of services. + Enhance public relations and communication efforts with constituents. + Update the Weld County Comprehensive Plan. ♦ Continue implementation of e-government strategy. ♦ Do studies to update impact fees. + Conduct growth study for 1-76 Corridor. ♦ Continue to explore revenue and operational options to keep the Paramedic Services a viable and affordable service to the citizens. ♦ Enhance and expand services in the Southeast Weld Service Center. + Develop IGA's with municipalities in the 1-25 MUD area. ♦ Continue implementation of CBMS system in Social Services. + Contract to construct Weld County Road 13 from Weld County Road 8 to 5th Street in Frederick. 34 ♦ Monitor West Nile Virus, but no spraying. ♦ Continue to develop plans for the County for bioterrorism and emergency preparedness. ♦ Conduct study of the Liberty Gulch Floodplain. ♦ Cope with growing inmate population. ♦ Fund cost of post-employment benefit for retirees' health program. ♦ Implement the five-year Support Healthy Marriages Grant. 35 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS > Enhance and expand services in the Southwest Weld County Service Center. > Update the Weld County Comprehensive Plan,. > Continue implementation of the Strategic Road Plan. > Continue a reduced West Nile Virus program to monitoring and some education. > Conduct growth study on 1-76 Corridor. > Continue to enhance the public health infrastructure to improve local emergency preparedness and responsive to bioterrorist events. > Develop IGA's with municipalities in the 1-25 MUD area. > Work with State in resolving CBMS problems for Social Services. > Fund cost of post-employment benefits for retirees' health program. > Contract for 100 inmate beds with other jails to cope with overcrowded jail. > Complete construction of Phase III of North Jail. > Recruit and train staff to open Phase III of North Jail. > Continue increased traffic enforcement efforts to reduce traffic fatalities in Weld County. > Conduct study of Liberty Gulch Floodplain. > Remodel and open two new courtrooms due to additional judges. > Replace Bridge 87/42.5 over the South Platte River. > Implement a Support Healthy Marriages program. 36 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES A number of initiatives have taken place in the last year. One of the most significant was an initiative with United Way to do a community needs assessment to mobilize the community to improve people's lives in Weld County. The initiative was to create a comprehensive report on the quality of life in Weld County in order to identify emerging community needs and to chart resources that exist to solve community problems. The purpose was to assure that community needs are properly identified so agencies and organizations can assure proper allocation of resources to interventions that improve community life in measurable ways. After working fora year,the group identified four components that will strengthen families and build self-sufficiency in Weld County. The four components are:achieving potential;financial well-being,community wellness,and strengthening community safety. Various community groups and local governments in Weld County are taking on these issues and developing actions plans. The comprehensive report entitled,"Weld County: Communities at a Crossroad" is available from United Way of Weld County. Weld County continues developing initiatives in the area of technology and e-govemment. The Weld County website at www.co.weld.co.us has been enhanced in a number of areas. The county budget and Comprehensive Annual Financial Report have been added to the website. Property taxes can now be paid on-line by taxpayers using ACH check transactions or credit cards. Meeting agendas, minutes, hearing notices,applications and forms from most departments are available on-line to public. The Health Department provides various health education resources. The Sheriffs Office has added a number of informational components. The property records available on the website have continued to be improved,along with the geographical information system data. E-recording is made available to title companies and the public to allow customers to electronically record documents via the internet. Vote centers were implemented with the 2006 election allowing voters to vote at any vote center in the county versus having to go to a specific precinct location. New election equipment was added that has touch screens for all tabulation equipment. The election equipment is HAVA compliant. The initiative to use bench marking and measurable performance standards to improve services in Weld County is continuing into its seventh year. The budget unit summaries for each budget contain this information for each county service. The performance measures are being used to determine whether the budget resources bring about the desired results and whether the resources are being used in an efficient and effective manner. Growth in the county continues to put an ever increasing demand on county services and the county's infrastructure. The growth has increased the use of county roads and created congestion on several county roadways that need to be mitigated. The character of many county roads has changed from rural to urban due to the traffic volume demanding a higher capacity and level of service. The county is responding by increasing road funding,developing a strategic road plan,and implementing a county-wide transportation impact fee for new development. The Board of Weld County Commissioners has developed and adopted a Strategic Road Plan. The goal of the plan is to identify, plan,and develop strategic corridors throughout Weld County that safely move large volumes of traffic between major transportation connections and populated areas. The Strategic Road Plan identified seven major corridors for future development over the next 20 to 25 years. A portion of the budget each year will be dedicated to the strategic roads. Even though the county has 37 increased funding and has imposed a county-wide transportation impact fee,additional investments will have to be made in the future to keep the transportation system at an acceptable service level. The first strategic road(Weld County Road 13)was constructed in 2006. The design and corridor studies for Weld County Road 49 have been started. In 2007 funds to construct additional sections of Weld County Road 13 are budgeted for the road and bridge. Weld County must continue to deal with the growth it is experiencing in Southwest Weld County, the Windsor area, and West Greeley. The growth not only impacts the transportation system as cited above, but also impacts the criminal justice system, land use planning,and human services. All these new demands from the growth pressures come at a time when the public's demand is to limit the size of government and its tax revenues, resulting in such issues as welfare reform, and the TABOR tax revenue and spending limitations. Weld County must respond with new and creative ways to deal with these issues in a way that is satisfactory to the citizens, as well as maintaining the high quality of life the citizens are accustomed to having in Weld County. In June, 2005, the county imposed a capital expansion impact fee and drainage/stormwater impact fee to require new growth to pay its own way. In the county's continuing goal of providing satellite locations to offer county services, the new Southeast Weld County Administration Building in Fort Lupton was opened in September, 2006. Weld County has continued to seek involvement and input from the municipalities and communities within Weld County. During the last year,staff and the County Commissioners held town meetings with representatives from all 31 city/town councils and 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. Weld County's local economy is performing well. The diversity of the local economy away from agriculture has made Weld County much more like the statewide economy and the metro-Denver area. In the last year, Weld County has seen major expansions at Boulder Scientific, Golden Aluminum,Swift,Cambium Learning,and TM Corporation. Owens-Illinois has opened a new bottle manufacturing plant. In addition to these major projects, a number of small new and existing companies are expanding in Weld County, especially in southwest Weld County. 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 continues infrastructure development. The Upstate Colorado Economic Development organization,formerly the Greeley/Weld Economic Development Action Partnership(EDAP), is building upon the area's diverse heritage and strong work ethic,pursuing a comprehensive approach to economic development--creating opportunities, attracting new enterprises to the area, retaining those companies already here and helping businesses expand. This strategy supports development at the local level, while embracing a cooperative approach to marketing the entire northern Colorado region as Aplace©for companies to start up, grow, expand, and/or relocate. Upstate Colorado will meld the energies and entrepreneurial abilities found in the private sector with the resources and community values exemplified by the public sector. This cooperative spirit and working relationship empowers this partnership to make things happen. Why do we do it? To make Weld County a better place to live, work and play. 38 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 was to reduce or eliminate those regulations,policies,and procedures that hinder the county's ability to deliver services to its citizens and be more user friendly. A 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 on the applicant,while still protecting all the property rights of interested parties. Weld County continues to strive to be a community with a healthy and sustainable economy that creates wealth,preserves the quality of life and improves the standard of living for its area residents. The county's strategic goals and guiding principles are meant to facilitate and promote this community vision. 39 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 • 2007 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. 40 LONG RANGE FINANCIAL POLICIES Balancing the Operating Budget: The State of Colorado's constitution requires all local governments to adopta 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. 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 $125 million. 41 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. 42 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2007 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 orfederal revenues are reduced or elim inated. 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 2006, historical growth rates,and interest rates of an average of 5.2 percent throughout 2007. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation. 11. Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding. 43 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation. Specific Ownership Tax: Personal property tax on vehicles(SOT)is anticipated to remain at the historical level of 9.75 percent of property tax. Building Inspection and Planning Permits: Based upon continuation of 2006 land use and construction activity level with 2007 rates applied. 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 5.2 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 2007. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues based upon the 2005 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. Highway User's Tax: Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced. 44 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, 2006. Health Fees: Based upon historical patient/client caseload with 2007 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 2006. 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 2005-2006 call volume plus ten percent rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. DOC Inmate Reimbursement: Revenue based upon average holding of 18 State Department of Correction inmates at $46.49 per day per inmate. Work Release Inmate Fee: Based upon average of 200 work release inmates per day. 45 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2003 2004 2005 2006 2007 Property Taxes $48,640,425 $53,350,030 $59,680,948 $64,636,463 $70,575,408 Other Taxes 5,020,026 5,775,000 5,900,000 6,410,000 6,710,000 Fees 5,332,000 5,402,000 5,552,000 7,827,000 7,330,000 Intergovernmental 35,629,136 37,596,009 40,309,456 43,117,355 50,899,664 Licenses/Permits 2,216,114 1,989,400 2,064,620 3,002,400 3,470,900 Charges for Services 3,360,940 4,316,156 4,532,516 5,301,937 5,169,059 Internal Services 6,894,785 7,411,064 15,985,123 16,345,526 17,416,155 Paramedic Fees 7,510,000 8,340,000 8,865,667 6,215,459 7,642,187 Miscellaneous 4,071,841 3,568,845 2,417,897 5,054,178 5,403,378 TOTAL REVENUES $118,675.267 $127,748,504 $145,308,227 $157,910,318 $174,616,751 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. (9.76% in 2007.) Other Taxes: Primarily, specific ownership taxes that grow with car registrations. Fees: Fees have been increased and new fees added, due to growth in area. However, in 2006 fees from the new capital expansion fee was over estimated. Project growth trend to continue with the adjustment in a realistic capital expansion fee. Intergovernmental: State and federal revenues have been growing at about 7% per year. However,in 2007 theyjumped to 15.7%growth due to the state restoring health and human service funding levels which were cut during the last four years. Historical trend should resume in 2008. Licenses/Permits: Permit revenue growth will continue in 2007,due to new permits and phase of development. Should level out after 2007 with inflationary growth. Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects. Slight drop in 2007, due to Human Services drop in transportation services. Internal Services: Predictable revenue based on stable usage. Change in 2005 was due to becoming self-insured for health care insurance. Increase in 2007 is for fuel costs in IGS Motor Pool. Paramedic Fees: Fees grow about 10% due to volume, and 10% due to rate increase. Very predictable. 2006 had a change in accounting for Medicaid/Medicare adjustments being treated as revenue adjustments versus uncollectible amounts. Net amount the same. Miscellaneous: Revenue predictable, even though some variation in specific years. Interest revenue is found in this category and increased significantly in 2007 due to higher interest rates. 46 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 47 - 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. 48 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. 49 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. The only active lease is for the North Jail. 50 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. 51 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,orof 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 2006 payable in 2007,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. 52 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 anotherfund 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. 53 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. 54 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. 55 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 bya 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$90.0 million. Of this amount, approximately$1 million will be covered by Federal deposit insurance, and the remainder was collateralized with securities held bythe 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 5.2 percent in 2007. 56 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. 57 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 Plant 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 58 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 59 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 Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration Solid Waste Fund Director, Finance and Administration Capital Expenditure Fund Director, Finance and Administration Paramedic Fund Director, Paramedic Services Motor Pool Fund Controller Insurance Fund Director, Finance and Administration Phone Services Fund Director, Administrative Services Health Insurance Fund Director. Finance and Administration 60 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Planning: Long Range Planner $ 56,212 Victim Witness: Victim Witness Assistant 20,000 District Attorney: Additional Deputy DA III 87,583 Office Tech II (Discovery Clerk) 37,259 Investigator(ICE) $ 59,259 Upgrade Office Techs (3) 14,963 Extension: Office Tech II 32,800 Pest Management Specialist 2,000 Health: Upgrade Office Tech 2,777 Office Tech -Administration 36,827 Business Manager Upgrade 5,745 Division Director Upgrade (Communications Division) 6,875 Sheriff's Office: Contract Jail Space (100 inmates) 1,396,125 Correctional Officer(2) Courts 145,964 Assistant Bureau Chief- Operations 99,530 Desk Officer(.75 FTE) 41,956 Phase III North Jail 1,207,494 OEM Position 60,771 Reorganize Code Enforcement 48,436 Communications: Dispatch positions (4)for E911 176,319 Retiree Health: Retiree Health costs 600,000 Elections: Elections Outreach Specialist 44,676 61 FUNDING INCLUDED EXCLUDED Engineering: Auto CAD Tech $ 54,143 Intern - GIS 8,000 Interns (2) - Sign Inventory $ 34,000 Intern - Intersection Study 8,000 Liberty Gulch Floodplain Study 100,000 Developmentally Disabled: Envision 46,125 112,718 Economic Development: Upstate Colorado Economic Development 100,000 15,000 Park and Trail: Poudre Trail increase 32,000 Community Agency Grants: 211 Information and Referral 25,000 RSVP 5,000 A Kid's Place 8,750 0 TOTAL GENERAL FUND $ 4,373,083 $ 359,224 Public Works: Upgrade Operations Manager $ 10,000 Assistant Operations Manager 57,438 Camera at Keota/Grover 25,000 Sign Management Software 75,000 Property/Inventory System 75,000 Senior Supervisor- Bridge 4,000 Upgrade to P. W. Supervisor- Bridge 43,000 TOTAL PUBLIC WORKS $ 0 $ 289,438 Paramedic Services Fund: Paramedics (2) $ 115,024 EMT Basic (2) 85,410 Rate Increase (10%) n/a 0 TOTAL PARAMEDIC SERVICES FUND $ 200,434 $ 0 NOTE: • Policy matters are changes in current policies. • Points of issue are items where the Director of Finance and Administration has a different recommendation than the budget unit's department head/elected official. 62 EMPLOYEE SALARY SCHEDULE AND ENEFITS SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council - Public Employers Mountain States Employers' Council - Front Range • Budget reflects a salary adjustment of 3.5 percent with the only benefit change being the increase in the health insurance county contribution. Coverage remains with Great-West Healthcare. The Weld County Retirement Plan contribution for employer and employee move to 8.0 percent in 2007 and PERAforthe Health Department moved to 11.0%. All other benefits remain the same. The breakout by fund is as follows: General Fund $ 1,537,860 Road and Bridge Fund 354,967 Health Fund 225,495 TOTAL $ 2,118,322 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 LIFE: Three times annual salary up to $600,000 at $.246/$1,000/per month DISABILITY: $.38/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: Program offered by APS LifeLink. WELLNESS: Wellness program will be continued to all County employees. 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-(8.0 percent of gross salary for County and employee contribution.) PERA-(11.0 percent of gross salary for County contribution and 8.5 percent of gross salary for employee contribution.) 64 SALARY ADJUSTMENTS BY DEPARTMENT DEPARTMENT NAME 2006 2007 DIFFERENCE Board of County Commissioners $ 483,299 $ 500,536 $ 17,237 County Attorney 581,000 605,697 24,697 Clerk to the Board 218,850 237,942 19,092 County Clerk 550,895 615,345 64,450 Elections 209,664 228,228 18,564 Motor Vehicle 1,389,077 1,398,741 9,664 Treasurer 510,304 536,151 25,847 Assessor 2,054,031 2,156,618 102,587 County Council 17,030 17,626 596 District Attorney 3,699,564 3,863,162 163,598 Juvenile Diversion 144,444 144,444 0 Victim Assistance 406,174 406,174 0 Finance 279,082 288,667 9,585 Accounting 386,983 409,138 22,155 Purchasing 113,900 122,725 8,825 Personnel 449,854 451,618 1,764 Planning 1,098,823 1,148,349 49,526 Buildings and Grounds 1,313,891 1,374,943 61,052 GIS 40,115 51,992 11,877 Printing and Supply 84,262 94,757 10,495 Sheriff Administration 1,068,749 1,114,714 45,965 Sheriff Operations 5,086,044 5,253,923 167,879 Traffic 796,227 829,140 32,913 Animal Control 127,885 135,225 7,340 Forensic Laboratory 124,547 130,514 5,967 Victim Advocates 85,170 85,170 0 Task Force 99,367 101,811 2,444 65 DEPARTMENT NAME 2006 2007 DIFFERENCE County Coroner $ 296,009 $ 310,512 $ 14,503 North Jail 9,362,069 9,783,746 421,677 Centennial Jail 1,814,358 1,904,701 90,343 Building Inspection 947,547 1,002,539 54,992 Noxious Weeds 246,946 251,175 4,229 Office of Emergency Management 74,026 75,334 1,308 Engineering 1,593,672 1,647,208 53,536 Missile Park 35,735 39,075 3,340 County Extension Office 302,331 311,236 8,905 Veterans Affairs 53,697 57,605 3,908 TOTAL GENERAL FUND $ 36,145,621 $ 37,686,481 $ 1,540,860 0 Public Works Administration $ 552,617 $ 579,813 $ 27,196 Public Works Trucking 1,637,391 1,681,991 44,600 Public Works Motor Grader 2,196,401 2,314,518 118,117 Public Works Bridge 1,440,849 1,516,129 75,280 Public Works Maintenance Support 1,040,811 1,095,043 54,232 Public Works Mining 615,212 650,754 35,542 TOTAL PUBLIC WORKS FUND $ 7,483,281 $ 7,838,248 $ 354,967 0 Health Administration $ 505,387 $ 527,054 $ 21,667 Health Communication 794,736 820,631 25,895 Community Health Services 2,403,960 2,511,509 107,549 Environmental Health 1,486,914 1,557,298 70,384 TOTAL PUBLIC HEALTH FUND $ 5,190,997 $ 5,416,492 $ 225,495 66 POSITION AUTHORIZATION CHANGES DUE TO 2007 BUDGET FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-11300 Motor Vehicle (2) Office Tech IV (2) Office Managers 1000-15100 District Attorney .5 FTE Deputy DA I (2) Deputy DA I 1000-15100 District Attorney None Deputy DA III 1000-15100 District Attorney None Office Tech IV 1000-15100 District Attorney (2) Legal Secretary (2) Office Managers 1000-15100 District Attorney Office Tech III Office Tech IV 1000-15100 District Attorney None Office Tech III (Discovery) 1000-15200 Juvenile Diversion None Grant positions (.5 FTE) 1000-15300 Victim Witness None Grant positions (1.25 FTE) 1000-13100 Assessor Office Mgr/Coordinator Assessment Administrator 1000-13100 Assessor (2)Asst Value Analyst (2)Asst Value Analyst (Grade 25) (Grade 30) 1000-13100 Assessor Office Tech III GIS Mapper 1000-16400 Personnel Director/GSA Director, Admin. Services 1000-16400 Personnel Asst. Personnel Dir. Director of Personnel 1000-17100 Planning Asst. Planning Direct. Long Range Planner 1000-21200 Sheriff Operations Office Tech III Support Services Tech 1000-21200 Sheriff Operations None .75 FTE Front Desk Officer 1000-21200 Sheriff Operations None Asst Bureau Chief 1000-21230 Code Enforcement/ (2) Part time ACO (5) Full time ACO / Code Animal Control (2) Part time Code Enforcement Officers Enforcement Officers 1000-23200 Coroner Investigator I Investigator II 1000-24410 North Jail None (3) Office Tech II 1000-24410 North Jail None (2) Booking Technicians 1000-24410 North Jail None Classification Specialist 1000-24410 North Jail None (36) Correctional Officer I 67 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-24410 North Jail None (3) Correctional Officer II 1000-24410 North Jail None (3) Correctional Officer III 1000-24410 North Jail None Program Specialist 1000-24410 North Jail Program Director Support Services Director 1000-14420 Centennial Jail None (2) Correction Officer III 1000-31100 Engineering None Engineer Tech (Auto CAD) 1000-31100 Engineering None Intern (GIS) 1000-31100 Engineering None Intern (Intersection Study) 1000-96100 Extension None Pest Mgt Specialist ($2,000) 2000-32100 PW Trucking None (20) Service Worker II 2000-32100 PW Trucking None Foreman 2000-32300 PW Bridge Service Worker III Foreman 2100-42110 Social Services None 11.0 FTE 2500-41100 Health Administration None Office Tech III 2500-41100 Health Administration Office Mgr/Coordinator Health Administrator Asst 2500-41100 Health Administration Office Tech III Office Tech IV 2500-41210 Health Communication 9.75 FTE 14.50 FTE 2500-41210 Health Communication Health Manager Division Manager 2560-41300 Community Health 44.94 FTE 44.90 FTE Services 2500-41400 Environmental Health 24.5 FTE 25.94 FTE 5000-23100 Paramedic Services None (2) Paramedics 5000-23100 Paramedic Services None (2) EMT Basic NOTE: The dollar impact of the additional positions and upgrades for 2007 total $2,449,148 for salaries and benefits. 68 SUMMARY OF FUNDS • .►.!. ALL FUNDS REVENUE $80,000,000$70,000,000 $60,000,000 -- - $50,000,000 2007 $30,000,000 000 ■2006 $20,000,000 hiI. $10,000,000 ' _-i$ "M $0 "MI .* I rim 'int ° inMn X CO CO N N CO N NO3 U) I- X O a) C E O C U a) >, (6 LL O '- N L6 LL ~ E d W (0 m O O L N 8 - - a O - O N O N N 11 0 o N a C C Ol a) - L L a) L6 0 O .. Ln N C J = 2007 Revenue Total $208,120,751 (2006 $190,250,318) Paramedic Fees, $7,642,187, 4% Internal Services, $17,416,155, 8% Property Tax, Fund Balance, KinmitiuoiniiiiiiiiNlailopi $70,575,408, 34% $33,504,000, 16% Miscellaneous, Other Taxes, $5,403,378, 3% $6,710,000, 3% Chg for Service, Intergovernmental $5,169,059, 2% $50,899,664 Licenses/Permits,J 24% Fees, $7,330,000, $3,470,900, 2% 4% 69 ALL FUNDS EXPENDITURES $40,000,000 ---- $35,000,000 - - - --- $30,000,000 -- ▪2006 ■2007 $25,000,000 -- $20,000,000 $15,000,000 - $10,000,000 - 1 $5,000,000 — cps ,ts o'� c� ..�a` " ti� oc ce- a ey JS o5 oa e.0ooa�oSQGocN§' F4). Gad\ �am J�e�ati�o�eo`eao Go ocPQ'aab�i•a�acroe' yee tb- ` caecS°� o ca ea G� Gocoa \ z eq' 2007 EXPENDITURES Total $192,608,472 (2006 $174,164,568) Auxiliary$476,300 0%— Contingency$9,450,000 5% Public Works$1,768,230 Capital$6,375,000 3% 1% Social Services Health$7,736,299 4% 13%$25,395,012 Public Safety$33A19,559 Paramedic Serve .e 17% irifte 4%$7,642,187 s m j xlmix.its. :iv Culture/Recreation 1%$1,008,521 Internal Services 10%$18,592,355 General Government Miscellaneous$7,777,783 - 12%$23,914,992 4% Human Services Road 8 Bridge 7%$13,069,000 19%$35,983,234 70 MILL LEVY 2007 TOTAL 16.804 Capital, 1.399 8% Social Services, 1.333,8% Insurance, 0.298 2% Public Works, General, 11.487 1.668, 10% 68% Contingency, 0.619, 4% 2006 TOTAL 17.900 Public Works, 1.847, 10% Contingency, 0.36, 2% Insurance, 0.277, 2% Social Services, 1.551, 9% Capital, 1.544, General, 12.321, 9% 68% 71 2007 BUDGET SUMMARY OF FUND BALANCES 2006 2006 2007 2007 2007 BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 6,760,299 12.321 $ 7,870,000 11.487 $ 48,245,705 SPECIAL REVENUE FUNDS: 2000 Public Works 10,235,777 1.847 8,784,000 1.668 7,004,703 2100 Social Services 2,859,919 1.551 2,100,000 1.333 5,600,000 2200 Conservation Trust 353,603 0.000 0 0.000 0 2300 Contingent 4,855,069 0.360 2,850,000 0.619 2,600,000 2400 Emergency Reserve 4,000,000 0.000 4,000,000 0.000 0 2500 Health Department 1,692,792 0.000 700,000 0.000 0 2600 Human Services 639,289 0.000 600,000 0.000 0 2700 Solid Waste 1,326,876 0.000 1,300,000 0.000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 3,511,495 1.544 0 1.399 5,875,000 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0.000 0 0.000 0 GROSS TOTALS $ 36,235,119 17.623 $ 28,204,000 16.506 $ 69,325,408 INTERFUND TRANSFER 0 0.000 0 0.000 0 NET TOTALS $ 36,235,119 17.623 $ 28,204,000 16.506 $ 69,325,408 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 330,332 0.000 1,500,000 0.000 0 6200 Health Insurance 2,662,674 0.000 2,600,000 0.000 0 6300 Insurance 190,423 0.277 0 0.298 1,250,000 6400 Phone Services 1,414,274 0.000 1,200,000 0.000 0 6500 Weld Finance Corp 0 0.000 0 0.000 0 NET TOTALS - I S FUNDS $ 4,597,703 0.277 $ 5,300,000 0.298 $ 1,250,000 GROSS TOTALS -ALL FUNDS $ 40,832,822 17.900 $ 33,504,000 16.804 $ 70,575,408 72 ASSESSED VALUATION: $4,199,897,970 2007 2007 2007 2007 2007 TOTAL 2007 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 3,303,195 $ 14,332,617 $ 0 $ 73,751,517 $ 70,263,168 $ 3,488,349 12,938,000 10,087,000 0 38,813,703 35,983,234 2,830,469 18,914,673 0 0 26,614,673 25,395,012 1,219,661 372,000 9,000 0 381,000 381,000 0 0 0 0 5,450,000 5,450,000 0 0 0 0 4,000,000 4,000,000 0 3,249,937 1,104,720 3,245,767 8,300,424 7,600,424 700,000 12,121,859 675,000 12,351 13,409,210 12,809,210 600,000 0 1,375,000 0 2,675,000 1,375,000 1,300,000 0 500,000 0 6,375,000 6,375,000 0 0 7,642,187 0 7,642,187 7,642,187 0 $ 50,899,664 $ 35,725,524 $ 3,258,118 $ 187,412,714 $177,274,235 $ 10,138,479 0 0 -3,258,118 -3,258,118 -3,258,118 0 $ 50,899,664 $ 35,725,524 $ 0 $ 184,154,596 $174,016,117 $ 10,138,479 0 6,687,275 0 8,187,275 6,363,475 1,823,800 0 8,701,008 0 11,301,008 8,701,008 2,600,000 0 330,000 0 1,580,000 1,580,000 0 0 956,579 0 2,156,579 1,206,579 950,000 0 741,293 0 741,293 741,293 0 $ 0 $ 17,416,155 $ 0 $ 23,966,155 $ 18,592,355 $ 5,373,800 $ 50,899,664 $ 53,141,679 $ 0 $208,120,751 $ 192,608,472 $ 15,512,279 73 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 $ 7,870,000 $ 48,245,705 $ 3,303,195 $ 14,332,617 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 8,784,000 7,004,703 12,938,000 10,087,000 0 2100 Social Services 2,100,000 5,600,000 18,914,673 0 0 2200 Conservation Trust 0 0 372,000 9,000 0 2300 Contingent 2,850,000 2,600,000 0 0 0 2400 Emergency Reserve 4,000,000 0 0 0 0 2500 Health Department 700,000 0 3,249,937 1,104,720 3,245,767 2600 Human Services 600,000 0 12,121,859 675,000 12,351 2700 Solid Waste 1,300,000 0 0 1,375,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 0 5,875,000 0 500,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 0 7,642,187 0 GROSS TOTALS $ 28,204,000 $ 69,325,408 $ 50,899,664 $ 35,725,524 $ 3,258,118 INTERFUND TRANSFER 0 0 0 0 -3,258,118 NET TOTALS $ 28,204,000 $ 69,325,408 $ 50,899,664 $ 35,725,524 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,500,000 0 0 6,687,275 0 6200 Health Insurance 2,600,000 0 0 8,701,008 0 6300 Insurance 0 1,250,000 0 330,000 0 6400 Phone Services 1,200,000 0 0 956,579 0 6500 Weld Finance Corp 0 0 0 741,293 0 NET TOTALS - I S FUNDS $ 5,300,000 $ 1,250,000 $ 0 $ 17,416,155 $ 0 GROSS TOTALS -ALL FUNDS $ 33,504,000 $ 70,575,408 $ 50,899,664 $ 53,141,679 $ 0 74 2007 2007 2007 2007 2007 TOTAL 2007 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 73,751,517 $ 37,549,938 $ 31,606,730 $ 1,106,500 $ 70,263,168 $ 3,488,349 38,813,703 7,720,815 28,262,419 0 35,983,234 2,830,469 26,614,673 15,161,962 10,028,050 205,000 25,395,012 1,219,661 381,000 0 381,000 0 381,000 0 5,450,000 0 5,450,000 0 5,450,000 0 4,000,000 0 4,000,000 0 4,000,000 0 8,300,424 5,416,492 2,183,932 0 7,600,424 700,000 13,409,210 6,524,407 6,284,803 0 12,809,210 600,000 2,675,000 0 1,375,000 0 1,375,000 1,300,000 6,375,000 0 0 6,375,000 6,375,000 0 7,642,187 3,856,782 3,510,405 275,000 7,642,187 0 $ 187,412,714 $ 76,230,396 $ 93,082,339 $ 7,961,500 $177,274,235 $ 10,138,479 -3,258,118 -3,258,118 0 -3,258,118 0 $ 184,154,596 $ 72,972,278 $ 93,082,339 $ 7,961,500 $174,016,117 $ 10,138,479 8,187,275 0 6,363,475 0 6,363,475 1,823,800 11,301,008 0 8,701,008 0 8,701,008 2,600,000 1,580,000 0 1,580,000 0 1,580,000 0 2,156,579 133,990 822,589 250,000 1,206,579 950,000 741,293 0 741,293 0 741,293 0 $ 23,966,155 $ 133,990 $ 18,208,365 $ 250,000 $ 18,592,355 $ 5,373,800 $ 208,120,751 $ 73,106,268 $ 111,290,704 $8,211,500 $192,608,472 $ 15,512,279 75 2006 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2006 2006 2006 2006 2006 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 3,000,000 $ 44,490,317 $ 3,224,254 $ 17,298,131 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 6,540,000 6,671,146 10,420,000 13,529,469 0 2100 Social Services 1,820,000 5,600,000 14,521,300 0 0 2200 Conservation Trust 0 0 365,000 14,000 0 2300 Contingent 4,850,000 1,300,000 0 0 0 2400 Emergency Reserve 4,000,000 0 0 0 0 2500 Health Department 500,000 0 2,597,220 1,112,435 3,297,496 2600 Human Services 900,000 0 12,910,392 729,730 12,351 2700 Solid Waste 1,000,000 0 0 1,350,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 6,030,000 5,575,000 0 1,600,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 79,189 6,215,459 0 GROSS TOTALS $ 28,640,000 $ 63,636,463 $ 44,117,355 $ 41,849,224 $ 3,309,847 INTERFUND TRANSFER 0 0 0 0 -3,309,847 NET TOTALS $ 28,640,000 $ 63,636,463 $ 44,117,355 $ 41,849,224 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 950,000 0 0 6,086,709 0 6200 Health Insurance 950,000 0 0 8,279,724 0 6300 Insurance 600,000 1,000,000 0 356,800 0 6400 Phone Services 1,200,000 0 0 880,000 0 6500 Weld Finance Corp 0 0 0 742,293 0 NET TOTALS - I S FUNDS $ 3,700,000 $ 1,000,000 $ 0 $ 16,345,526 $ 0 GROSS TOTALS -ALL FUNDS $ 32,340,000 $ 64,636,463 $ 44,117,355 $ 58,194,750 $ 0 76 2006 2006 2006 2006 2006 TOTAL 2006 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 68,012,702 $ 34,079,605 $ 24,950,347 $ 1,112,750 $ 60,142,702 $ 7,870,000 37,160,615 6,761,077 21,615,538 0 28,376,615 8,784,000 21,941,300 10,465,600 9,180,700 195,000 19,841,300 2,100,000 379,000 0 352,837 26,163 379,000 0 6,150,000 0 3,300,000 0 3,300,000 2,850,000 4,000,000 0 0 0 0 4,000,000 7,507,151 4,654,054 2,153,097 0 6,807,151 700,000 14,552,473 6,452,686 7,499,787 0 13,952,473 600,000 2,350,000 38,622 1,011,378 0 1,050,000 1,300,000 13,205,000 0 0 13,205,000 13,205,000 0 6,294,648 3,288,900 2,841,748 164,000 6,294,648 0 $ 181,552,889 $ 65,740,544 $ 72,905,432 $ 14,702,913 $153,348,889 $ 28,204,000 -3,309,847 -3,309,847 0 -3,309,847 0 $ 178,243,042 $ 62,430,697 $ 72,905,432 $ 14,702,913 $150,039,042 $ 28,204,000 7,036,709 0 5,536,709 0 5,536,709 1,500,000 9,229,724 0 6,629,724 0 6,629,724 2,600,000 1,956,800 0 1,956,800 0 1,956,800 0 2,080,000 122,994 757,006 0 880,000 1,200,000 742,293 0 742,293 0 742,293 0 $ 21,045,526 $ 122,994 $ 15,622,532 $ 0 $ 15,745,526 $ 5,300,000 $ 199,288,568 $ 62,553,691 $ 88,527,964 $14,702,913 $165,784,568 $ 33,504,000 77 2005 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2005 2005 2005 2005 2005 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 3,350,000 $ 41,593,093 $ 3,791,811 $ 9,863,838 $ 0 SPECIAL REVENUE FUNDS: 2000 Public Works 8,630,000 5,987,855 9,431,400 7,515,000 0 2100 Social Services 2,000,000 5,300,000 11,810,480 0 0 2200 Conservation Trust 0 0 385,000 14,000 0 2300 Contingent 3,750,000 1,600,000 0 0 0 2400 Emergency Reserve 3,500,000 0 0 500,000 0 2500 Health Department 500,000 0 2,631,765 940,195 3,092,543 2600 Human Services 1,000,000 0 11,608,500 734,000 12,351 2700 Solid Waste 950,000 0 0 1,300,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 1,580,000 4,450,000 500,000 100,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 0 8,865,667 0 GROSS TOTALS $ 25,260,000 $ 58,930,948 $ 40,158,956 $ 29,832,700 $ 3,104,894 INTERFUND TRANSFER 0 0 0 0 -3,104,894 NET TOTALS $ 25,260,000 $ 58,930,948 $ 40,158,956 $ 29,832,700 $ 0 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 900,000 0 150,500 5,713,506 0 6200 Health Insurance 900,000 0 0 8,279,724 0 6300 Insurance 725,000 750,000 0 390,000 0 6400 Phone Services 900,000 0 0 860,000 0 6500 Weld Finance Corp 0 0 0 741,893 0 NET TOTALS - I S FUNDS $ 3,425,000 $ 750,000 $ 150,500 $ 15,985,123 $ 0 GROSS TOTALS -ALL FUNDS $ 28,685,000 $ 59,680,948 $ 40,309,456 $ 45,817,823 $ 0 78 2005 2005 2005 2005 2005 TOTAL 2005 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 58,598,742 $ 29,852,446 $ 24,479,296 $ 1,267,000 $ 55,598,742 $ 3,000,000 31,564,255 5,918,412 19,105,843 0 25,024,255 6,540,000 19,110,480 9,451,000 7,729,480 110,000 17,290,480 1,820,000 399,000 0 333,837 65,163 399,000 0 5,350,000 0 500,000 0 500,000 4,850,000 4,000,000 0 0 0 0 4,000,000 7,164,503 4,356,421 2,302,542 5,540 6,664,503 500,000 13,354,851 6,113,492 6,341,359 0 12,454,851 900,000 2,250,000 38,622 1,211,378 0 1,250,000 1,000,000 6,630,000 0 0 600,000 600,000 6,030,000 8,865,667 3,085,635 5,631,032 149,000 8,865,667 0 $ 157,287,498 $ 58,816,028 $ 67,634,767 $ 2,196,703 $128,647,498 $ 28,640,000 -3,104,894 -3,104,894 0 -3,104,894 0 $ 154,182,604 $ 55,711,134 $ 67,634,767 $ 2,196,703 $125,542,604 $ 28,640,000 6,764,006 0 5,814,006 0 5,814,006 950,000 9,179,724 0 8,229,724 0 8,229,724 950,000 1,865,000 0 1,265,000 0 1,265,000 600,000 1,760,000 117,883 442,117 0 560,000 1,200,000 741,893 0 741,893 0 741,893 0 $ 20,310,623 $ 117,883 $ 16,492,740 $ 0 $ 16,610,623 $ 3,700,000 $ 174,493,227 $ 55,829,017 $ 84,127,507 $2,196,703 $142,153,227 $ 32,340,000 79 GOVERNMENTAL FUNDS 2005 - 2007 Summary of Estimated Financial Sources and Uses REVENUES 2005 2006 2007 Taxes $ 65,580,948 $ 71,046,463 $ 76,035,408 Licenses and permits 2,064,620 3,002,400 3,470,900 Intergovernmental 40,309,456 43,117,355 50,899,664 Miscellaneous 2,417,897 5,054,178 5,403,378 Fees 5,552,000 7,827,000 7,330,000 Charges for Services 4,532.516 5.301,937 5,169,059 Total Estimated Financial Sources $120,457,437 $135,349,333 $148,308,409 EXPENDITURES Current: General government $ 20,633,047 $ 22,917,451 $ 23,914,992 Public safety 27,740,315 30,225,451 33,419,559 Public works 28,703,955 30,097,348 37,751,464 Public health and welfare 24,849,078 26,784,326 33,131,311 Culture and recreation 973,707 990,796 1,008,521 Human services 12,521,726 14,194,876 13,069,000 Miscellaneous 2,334,815 2,329,146 8,254,083 Capital outlay 6,630,000 13,205,000 6,375,000 Contingency/ Reserves 8,850,000 10,150,000 9,450,000 Total Use of Resources $133,236,643 $150,894,394 $166,373.930 Net Increase (Decrease) in Fund Balance -12,779,206 -15,545,061 -18,065,521 Fund Balance at Beginning of Year 37,528,267 33,599,061 28.204,000 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 24,749,061 18,054,000 10,138,479 Contingencies/ Reserves Appropriated but not Spent 8,850,000 10.150.000 9,450,000 Fund Balance at End of Year-with Contingencies / Reserves $ 33,599.061 $ 28.204,000 $ 19,588,479 80 PROPRIETARY FUNDS 2005 - 2007 Summary of Estimated Financial Sources and Uses REVENUES 2005 2006 2007 Taxes $ 750,000 $ 1,000,000 $ 1,250,000 Intergovernmental 0 79,189 0 Fees 8,865,667 6,215,459 7,642,187 Charges for Services 15,985.123 16.345,526 17.416.155 Total Estimated Financial Sources $25,600,790 $ 23,640,174 $ 26,308,342 EXPENDITURES Paramedic Services $ 8,865,667 $ 6,294,648 $ 7,642,187 Motor Pool 5,387,106 5,716,709 6,363,475 Health Insurance 8,279,724 8,279,724 8,701,008 Insurance 1,297,800 1,356,800 1,580,000 Phone Services 860,000 880,000 1,206,579 Weld Finance Corp 741,893 742,293 741.293 Total Use of Resources $ 25.432,190 $ 23,270,174 $ 26,234,542 Net Increase (Decrease) in Fund Balance 168,600 370,000 73,800 Fund Balance at Beginning of Year 4.761,400 4,930,000 5.300,000 Fund Balance at End of Year-without Unspent Contingencies / Reserves 4,930,000 5,300,000 5,373,800 Contingencies / Reserves Appropriated but not Spent 0 0 0 Fund Balance at End of Year-with Contingencies / Reserves $ 4,930,000 $ 5,300,000 $ 5,373,800 81 WELD COUNTY TOTAL TAXABLE PROPERTY 2006 ASSESSED VALUES TO BE USED FOR 2007 BUDGET Class 2005 Assd Value 2006 Assd Value Change$ Change % Vacant $ 115,130,370 $ 110,687,180 $ (4,443,190) -4% Residential $ 1,052,328,130 $ 1,134,499,310 $ 82,171,180 8% Commercial $ 507,867,420 $ 538,352,810 $ 30,485,390 6% Industrial $ 155,227,960 $ 194,235,560 $ 39,007,600 25% Agricultural $ 92,390,890 $ 92,148,930 $ (241,960) 0% Natural Rsc $ 9,310,740 $ 10,876,640 $ 1,565,900 17% Oil &Gas $ 1,279,782,160 $ 1,736,735,240 $ 456,953,080 36% State Assd ** $ 403,287,500 $ 386,413,500 $ (16,874,000) -4% Total Value: $ 3,615,325,170 $ 4,203,949,170 $ 588,624,000 16% Less TIF Value $ (4,291,600) $ (4,051,200) Net Total: $ 3,611,033,570 $ 4,199,897,970 $ 588,864,400 16% Class 2005 Assd Value 2006 Assd Value Change$ Change % Total Real $ 3,031,621,890 $ 3,590,026,590 $ 558,404,700 18% Total Personal $ 583,703,280 $ 613,922,580 $ 30,219,300 5% Percent of Value 2005 2006 Change Real 84% 85% 1% Personal 16% 15% -1% Value Changes 2005-2006 Weld Assd Value By Type 2006 - 2000 °- 1900 Total 2 1800 Personal g. 1400 15% . 1200 3 1M° e00 400 200 di 'acl �,aea °I `i ,§1 ,9-4' yI + Total Real P°g cp �<e�� ' cD qa� 85 a.. 2005 2000-I 82 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 617,827 $ 491,426 $ 1,109,253 PUBLIC TRUSTEE 7,000 2,761 9,761 CLERK& RECORDER (2,510,517) 775,729 (1,734,788) ELECTIONS 859,946 106,097 966,043 TREASURER (1,058,949) 0 (1,058,949) ASSESSOR 2,368,714 496,841 2,865,555 COUNTY COUNCIL 28,746 21,262 50,008 DISTRICT ATTORNEY 4,142,427 779,104 4,921,531 SHERIFF 1,338,410 2,669,350 4,007,760 CORONER 568,262 88,152 656,414 CLERK TO THE BOARD 198,211 168,437 366,648 TOTAL $ 6,560,077 $ 5,599,160 $ 12,159,237 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 11,597,199 $ 1,624,479 $ 13,221,678 CENTENNIAL JAIL 1,771,920 244,501 2,016,421 CONTRACT JAIL SPACE 1,396,125 203,060 1,599,185 COMMUNITY CORRECTIONS 0 22,833 22,833 SOCIAL SERVICES 5,600,000 1,461,621 7,061,621 HUMAN RESOURCES 12,351 1,236,549 1,248,900 PUBLIC HEALTH 2,550,741 1,083,584 3,634,325 TOTAL $ 22,928,336 $ 5,876,626 $ 28,804,962 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 839,148 $ 1,836 $ 840,984 CRIME LAB 117,165 35,530 152,695 POLICE SERVICES(LEVEL) 5,940,584 171,345 6,111,929 COMMUNICATIONS-COUNTY-WIDE 1,509,418 0 1,509,418 COMMUNICATION SYSTEM DEVEL 125,000 0 125,000 E-911 700 0 700 OFFICE EMERGENCY SERVICES 87,354 8,395 95,749 DRUG TASK FORCE 169,615 2,876 172,491 TRAFFIC ENFORCEMENT 791,913 26,612 818,525 TOTAL $ 9,580,897 $ 246,593 $ 9,827,490 83 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 527,523 $ 597,563 $ 1,125,086 ANIMAL CONTROL/CODE ENFORCEMENT 235,335 7,274 242,609 NOXIOUS WEEDS 442,875 70,820 513,695 EXTENSION SERVICE 393,933 251,561 645,494 VETERAN'S OFFICE 62,493 42,877 105,370 AIRPORT 17,474 34,712 52,186 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 67,600 11,665 79,265 COUNTY FAIR 68,546 4,870 73,416 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 185,114 29,974 215,088 JUVENILE DIVERSION 47,164 11,384 58,548 VICTIM ADVOCATES 14,376 0 14,376 WHITE COLLAR CRIME 13,000 0 13,000 WASTE WATER MANAGEMENT 11,367 26,047 37,414 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,750 0 8,750 GEOGRAPHICAL INFORMATION SYSTEM 275,618 46,414 322,032 COMMUNITY AGENCY GRANTS 92,415 0 92,415 PARKS AND TRAILS 125,000 0 125,000 ISLAND GROVE BUILDING 115,000 0 115,000 RETIREE HEALTH 600,000 0 600,000 TOTAL $ 3,598,083 $ 1,135,160 $ 4,733,243 GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000 PUBLIC WORKS $ 7,004,703 $ 1,900,105 $ 8,904,808 ENGINEERING 1,668,230 69,052 1,737,282 TOTAL $ 8,672,933 $ 1,969,157 $ 10,642,090 CAPITAL: EQUIPMENT $ 90,000 $ - $ 90,000 BUILDINGS 5,875,000 0 5,875,000 TOTAL $ 5,965,000 $ - $ 5,965,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 659,695 $ (659,695) $ - BUILDING&GROUNDS 3,964,343 (3,964,343) 0 FINANCE&ADMINISTRATION 297,377 (297,377) 0 ACCOUNTING 512,967 (512,967) 0 PURCHASING 130,169 (130,169) 0 PERSONNEL 576,908 (576,908) 0 PBX/PHONES 0 0 0 INSURANCE 1,250,000 (1,250,000) 0 NON-DEPARTMENTAL 556,000 (556,000) 0 BUILDING RENTS 5,942,793 (5,942,793) 0 COMPUTER 3,010,034 (3,010,034) 0 PRINTING&SUPPLY 57,057 (57,057) 0 TOTAL $ 16,957,343 $ (16,957,343) $ - 84 CENTRAL SERVICE COST ALLOCATION PLAN SUMMARY OF 2005 ALLOCATED COSTS APPLICABLE FOR 2007 DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED OFFICE OF THE BOARD $364,054 TRAFFIC ENFORCEMENT $19,714 PUBLIC TRUSTEE 2,046 PEST&WEED CONTROL 52,464 ELECTIONS 78,598 EXTENSION SERVICE 186,359 ASSESSOR 368,065 VETERAN'S OFFICE 31,764 COUNTY COUNCIL 15,751 AIRPORT 25,715 DISTRICT ATTORNEY 577,169 MISSILE SITE PARK 8,642 SHERIFF 1,977,483 CLERK TO THE BOARD 124,780 CORONER 65,304 COUNTY FAIR 3,608 JAIL 1,534,989 COUNTY CLERK 574,669 COMMUNITY CORRECTIONS 16,915 JUVENILE DIVERSION 8,433 GRAPHIC INFORMATION SERVICE 34,384 VICTIM ASSISTANCE 22,205 SOCIAL SERVICES 1,082,784 CRIMINAL JUSTICE 1,360 HUMAN RESOURCES 916,049 PUBLIC WORKS 1,407,618 PUBLIC HEALTH 802,731 ENGINEERING 51,154 POLICE SERVICES (LEVEL) 126,934 TASK FORCE 2,131 ANIMAL CONTROL 5,388 SOLID WASTE 19,296 REGIONAL FORENSIC LAB 26,321 COURTS-STATE 542,732 AMBULANCE 227,214 COURTS-COUNTY OFFICE EMERGENCY SERVICES 6,219 HOUSING AUTHORITY 1,892 PLANNING &ZONING/BLDG INSP 442,681 OTHER 806,567 $12,562,183 The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 2005, prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2007 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 2007. 85 SEVEN YEAR TREND Beginning Fund Balance o o d 0 0 O N aOa t•! f�1 � 35000,000 O O O YJ in ro M O N 30,000 000-7 m 0 o n o m o m N N N 25,000,000 A 01 N N 20,000,000 air 15,000.000 10,000,000-7- 5,000 000-7- 2001 2002 2003 2004 2005 2006 2007 86 SEVEN YEAR TREND County Expenditures $50- El Gen Gov ®Public Safety 4' $45 O Roads & Bridges O Health/Human Srv/Soc Sry 40,' . $40 37 37.9 33.g` $35 33 30 ' 30.23 e, 29 - HO $30 ,x' ;.3 �qi. i1 ird 110 O Pill r Jiltt 2 $25 21 8 21. P 1 .7 ON" ;It i" %" i�+ 1 T. ill .3VtY RLI$20 '. I `'6� ;3 Hri: '..' et kiilt $15 sz.INSi '.611 �� .. $.1 i 9 V'�� 9 �Ii �N Ti - ° F pergiip, f ig k` IIA $0 'l .. . '- giG a _., - _.,., A 4 i t 2001 2002 2003 2004 2005 2006 2007 87 WELD COUNTY HOME RULE GOVERNMENT COUNTY CITIZENS) WELD COUNTY COUNCIL of County Commiss ioners --(County Attorney) { Assessor(5 Elected Members) ) [Board (5 Elected Members) I I I I Sheriff Department of Department of Department of Department of Department of cmedka..t.. . Finance, Central Public Health and Planning Public Human MW(bryd•Forensic Lab Purchasing, and Environment Services Works Services TWFaColee.CO ENarammn PersonneldF Commissioner Commissioner Commissioner Commissioner Commissioner Coordinator Coordinator Coordinator .. .'f, . Coordinator i I I I Director of Health Director Director of Public Works Social Services Clerk and Finance and Healmoe,atlnant Planning Director Director Recorder Administration Health Board Services Hospital BoardEngineering Social Services — Road and Bridge Finance Division I Planning and Zoning Pest and Weed Recording Vehicle Personnel Services Building Inspection Fleet Management Motorlion Information Services Paramedic Board of Adjustment Election Accounting Services Director Manning Commission Treasurers Office Uniform Building Code ' Clerk to the Board Utility Board Human Services Budget Paramedic Services Director Risk Management ILliport I Comrrunlogons Human Services Contract Administration Extension Director Human Services Board Sanitary Landfills Purchasing Buildings and Grounds Special Projects Extension Service Veterans' Services Fair Board• Printing and Supply Coroner 88 SUMMARY OF COUNTY FUNDED POSITIONS 2007 LAST CURRENT REQUEST ANAL CURRENT DEPARTMENT ACTUAL YEAR BUDGET BUDGET TO YEAR 2006 2007 2007 FINAL 2005 CHANGE GENERAL FUND: Office of the Board 6.000 6.000 6.000 6.000 County Attorney 5.000 5.000 5.000 5.000 Planning and Zoning 14.000 16.000 17.000 17.000 + 1.000 Clerk to the Board 5.500 5.500 6.000 6.000 + 0.500 Accounting 5.000 5.000 6.500 6.500 + 1.500 Finance and Administration 2.000 2.000 1.500 1.500 - 0.500 Clerk and Recorder 44.000 45.000 45.000 45.000 Elections 4.000 4.000 5.000 5.000 + 1.000 Treasurer 10.000 10.000 10.000 10.000 Assessor 39.500 39.500 39.500 39.500 Personnel 5.000 5.000 5.000 5.000 Buildings and Grounds 25.000 25.000 24.500 24.500 - 0.500 Victim Witness 7.000 8.125 9.375 9.375 + 1.250 Juvenile Diversion 0.000 2.000 2.500 2.500 + 0.500 Office of Emergency Management 1.000 1.000 2.000 1.000 Purchasing 2.000 2.000 2.000 2.000 District Attorney 49.250 52.750 58.250 57.250 + 4.500 Coroner 5.000 5.000 5.000 5.000 Centennial Jail 23.000 28.000 30.000 30.000 + 2.000 North Jail 123.000 139.000 188.000 188.000 + 49.000 Sheriff 14.000 16.000 16.000 16.000 Victim Advocates 2.000 2.000 2.000 2.000 Crime Lab 1.000 1.000 1.000 1.000 Drug Task Force 1.000 1.000 1.000 1.000 Building Inspection 16.000 16.000 16.000 16.000 Police Services 65.500 69.000 70.750 70.750 + 1.750 Traffic Enforcement 11.000 12.000 12.000 12.000 Community Corrections 1.000 1.000 1.000 1.000 Pest and Weed Control 1.000 2.000 2.000 2.000 Extension Service 10.750 10.750 11.750 10.750 89 LAST CURRENT REQUEST FINAL CURRENT DEPARTMENT ACTUAL YEAR BUDGET BUDGET TO YEAR 2006 2007 2007 FINAL 2005 CHANGE Veteran's Office 1.000 1.000 1.000 1.000 Missile site 1.000 1.000 1.000 1.000 General Engineering 11.000 22.000 23.000 23.000 + 1.000 Printing and Supply 2.000 2.000 2.000 2.000 Fair 0.300 0.300 0.300 0.300 Geographical Information System 1.000 1.000 1.000 1.000 Animal Control/Code Enforcement 4.000 4.000 5.000 5.000 + 1.000 TOTAL GENERAL FUND 518.800 567.925 634.925 631.925 + 64.000 PUBLIC WORKS: Maintenance Support 16.000 19.000 19.000 19.000 Administration 9.000 8.000 9.000 7.000 - 1.000 Motor Graders 38.000 41.000 41.000 41.000 Trucking 13.000 15.000 36.000 36.000 + 21.000 Bridge Construction 22.000 26.000 27.000 26.000 Mining 11.000 11.000 11.000 11.000 TOTAL PUBLIC WORKS 109.000 120.000 143.000 140.000 + 20.000 HEALTH DEP'T FUND: Administration 7.000 7.000 8.000 8.000 + 1.000 Health Promotion 9.250 9.750 14.500 14.500 + 4.750 Environmental Services 24.000 24.500 25.940 25.940 + 1.440 Public Health Services 45.000 44.940 44.900 44.900 - 0.040 TOTAL HEALTH DEPT FUND 85.250 86.190 93.340 93.340 + 7.150 SOCIAL SERVICES 176.000 213.500 220.500 224.500 + 11.000 PHONE SERVICES 2.000 2.000 2.000 2.000 PARAMEDIC SERVICES 41.000 44.000 50.000 50.000 + 6.000 GRAND TOTAL 932.050 1,033.615 1,143.765 1,141.765 +108.150 90 GENERAL FUND GENERAL FUND Revenue Changes $60,000,000 $50,000,000 y -- 0 2007 $40,000,000 --- 0 2006 $30,000,000 --- $20,000,000 - $10,000,000 --- + y .y ♦ by y y y e .� a+ J� t o0 to ) 4 T e ti� of ck" ev ets e�� ce° aao Qe et Q4 ego yR co tti Qa 0 Qto fee A°, ecye y of e�h° �y°e <c Jca \c`et <i' at°e •c CO'(‘ 2007 Revenue Total $73,751 ,517 (2006 $64,098,921 ) Other Taxes,$110,000, 0% Property Tax, $48,245,705,66%—' Fee Accounts, $6,930,000,9%zzzIntergovernmental, --- 7_ $3,303,195,4% -`\ Licenses/Permits, $2,385,000,3% Charges for Services, Fund Balance, $2,571,739,3% $7,870,000,12% Miscellaneous, $2,184,378,3% Fines/Forfeitures, $151,500,0% 91 GENERAL FUND EXPENDITURE CHANGES $40,000,000 $35,000,000 $30,000,000 — — ®2007 - — $25,000,000 _ 0 200 $20,000,000 -- $15,000,000 -. $10,000,000 $5,000,000 $0 I Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2007 Expenditures Total $70,263,168 (2006 $60,142,702) Health&Welfare, $2,674,265,4% General Gov., Human Serv., $272,141, $23,914,992, 34% 0% Misc., $7,110,160, 10% - - Auxilary, $476,300, 1 Iiiggialtnert � 1 . 21 Public Works, $1,768.230, 3% Culture/Rec., $627,521, Public Safety, 1% $33,419,559,47% 92 SEVEN YEAR TREND General Government $30 $25 is $20 a " ' a IT.:11.1:€11:: Ja" a" t a r C"+j' ' ill f x f' t i i {i f'5 }€1 +t.il t Fl,l ! FT i 'll it elli i �'' f C I• f $10 i I r t• ie r °p. I # f a z •{ 4 t .S ,d l2 % el e x ,.14 I. ° ,r id, .a $0 +...4._ri I 6.,.,>.:4 4 !...4.,..p...1 I (L......4 I i'„w. . I ::F+ I . :"' 2001 2002 2003 2004 2005 2006 2007 93 SEVEN YEAR TREND Public Safety $40 $35 $30 $25 w 0 $20 $15 $10 $5 $0 2001 2002 2003 2004 2005 2006 2007 94 SEVEN YEAR TREND Health & Welfare $50 $45 $40 $35 • • $30 • • • 0 • $25 2 • $20 • .• $15 • $10 • $5 $0 2001 2002 2003 2004 2005 2006 2007 95 GENERAL FUND SUMMARY The General Fund is funded at the level of $70,263,168, up $10,120,466. Without salary adjustments, the budget for general government functions is up$997,541. There was a decrease of $205,498 in election costs since 2007 is an off-year election year. Information Services increased $146,634 in costs due to contract cost of living changes, and the addition of a technical support position. The District Attorney's budget is up $308,500, primarily due to the addition of 2.5 FTE's ($133,373) for the addition of a County Court division in mid-year, an additional Deputy DA III for in-take, and an Office Tech position to be the Discovery Clerk to provide documents to defense counsel ($37,259). Juvenile Diversion is up$34,432 due to a grant funded position. Other departments have normal inflationary increases. Public safety functions are up $3,194,108. The North Jail budget by far has the most significant impact on the 2007 budget and will continue to do so in 2008 and 2009. The budget's increased costs are driven by preparation in 2007 to get additional security and support staff trained and available to open the new Phase III of the jail that will add 374 beds. Forty-nine additional staff positions will be phased in over the twelve months of 2007, so they are in place to open the new facility on January 1, 2008. The Jail Bureau Chief has worked with Finance and Administration to develop a phased in plan. The cost for new facility will be $1,207,494 in 2007, an additional $1,753,131 in 2008, and an additional $ 1,587,530 in 2009. When the 374 beds are fully operational, there will be 83 additional positions and an annual operational cost increase of $4,548,155 to cover staff, medical, and food costs. This will be offset by the savings of$1,396,125 from not having to pay to house inmates at other facilities outside Weld County. The net cost increase to operate the Phase III of the jail will be $3,152,030 annually in 2007 dollars. In 2008 the jail will staff to use 252 of the 374 new beds, and then staff to use all 374 new beds in 2009. The construction of the facility by housing unit allows the gradual opening of housing units as they are needed. At the current incarceration rate, an additional phase of the jail may be needed within five years after opening Phase III in 2008. The Sheriff has requested the addition of a Deputy Bureau Chief ($99,530) and a .75 FTE for a Deputy II position to address the volume of Temporary Restraining Orders(TRO's), calls to the jail and work release facilities, and to perform Desk Officer ($41,956)duties to provide better customer service as the scope and volume of activity continues to grow in the unit. The Sheriffs Office is requesting a significant change in the manner Code Enforcement and Animal Control units conduct business by combining the personnel assigned to both the Animal Control Unit and the Code Enforcement unit to formulate a Sheriffs Office Ordinance Enforcement Unit and moving all personnel assigned to both units to full time status. The personnel services cost for personnel assigned to the Code Enforcement Unit($33,456), plus the cost to increase to full time ($48,436) have both been added to this budget. Communication costs are up $298,738, primarily from personnel costs increasing for salary adjustments due to cost-of-living increases ($77,251), and 4 additional dispatch positions ($176,319). Community Correction contracts from the state are up$76,949. Pest and Weed is up$56,700 with the transfer of mowing vehicle costs to this unit from Public Works. Other significant changes include a change in accounting because, 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 retiree. The estimated actuarial amount necessary to reserve to recognize the cost of the benefit in periods related to when services are received by the employer(Weld County)is$600,000 in 2007. This replaces the pay-as-you-go accounting that was permitted prior to 2007. The Health Department subsidy is down $51,729, even with salary increases,due to the state restoring per capita funding for counties. Finally, $1,537,860 is included for a 3.5%salary increase,the increase of retirement to 8.0%, and health insurance rate increases for 2007. 96 The available resources to the General Fund are $73,751,517 compared to $64,098,921 in 2006, up$9,652,596. Property taxes are budgeted at$48,245,705. Revenue from interest earnings due to the rising interest rates are anticipated to be up $1,250,000. Severance taxes are unchanged, and revenues from oil and gas leases are up $120,000. Building Inspection fees are unchanged. Charges for services are up$22,492. Community Corrections revenues are up$76,949. Planning and Building Inspection permit fees are only slightly changed. The Treasurer's fees are anticipated to be up$453,000 due to the volume of activity and conservative estimates in the past. Clerk and Recorder's fees are the same as the current year 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. The beginning fund balance is anticipated to be $7,870,000 for 2007. An estimated ending fund balance of$3,488,349 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 $4,000,000 Emergency Reserve Fund required under the TABOR Amendment, which passed in 1992. Due to the General Fund's fund balance being much higher than anticipated at the end of 2006, due to unanticipated revenues from interest earnings, mineral leases, reduction in tax credit payable, and savings from expenditures, the Board has decided to pay off the balance of the Certificates of Participation issued in 1997 to fund the first phase of the jail. The Certificates of Participation have a call date of August 1, 2007, and a remaining balance of $5,201,500 on that date. They will be called and paid off on August 1, 2007, which will result in Weld County not having any long term debt, which is a claim few local governments can make. 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 2005 and future years. 97 GENERAL FUND SUMMARY OF REVENUE 2007 ACCOUNT NUMBER 2006 2007 2007 2007 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 44,490,317 45,538,583 45,538,583 48,245,705 1000 90100 4116 PROPERTY TAX ADJUSTMENT -1,262,239 0 0 -2,287,896 1000 90100 4140 SEVERANCE TAXES 25,000 25,000 25,000 25,000 1000 90100 4150 TOBACCO PRODUCTS 85,000 85,000 85,000 85,000 TOTAL TAXES 43,338,078 45,648,583 45,648,583 46,067,809 LICENSES&PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 4,000 5,000 5,000 5,000 1000 17100 4221 PERMITS 1,000,000 1,000,000 1,000,000 1,000,000 1000 25100 4222 BUILDING 900,000 900,000 900,000 900,000 1000 25100 4224 ELECTRICAL 130,000 130,000 130,000 130,000 1000 25100 4226 PLAN CHECK 350,000 350,000 350,000 350,000 TOTAL LICENSES&PERMITS 2,384,000 2,385,000 2,385,000 2,385,000 INTERGOVERNMENTAL REVENUE 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 4,000 4,000 4,000 1000 15100 4336 REIMBURSEMENTS 53,600 53,600 53,600 53,600 1000 21210 4336 REIMBURSEMENTS 46,828 46,828 46,828 46,828 1000 24410 4336 REIMBURSEMENTS 8,500 10,000 10,000 10,000 1000 31100 4336 REIMBURSEMENTS 149,713 249,713 249,713 100,000 1000 15200 4340 GRANTS 0 99,280 99,280 99,280 1000 15300 4340 GRANTS 85,000 108,000 108,000 108,000 1130 15300 4340 GRANTS 77,721 91,300 91,300 91,300 11200 15300 4340 GRANTS 31,352 32,606 32,606 32,606 114006 15300 4340 GRANTS 31,850 10,154 10,154 10,154 1000 21100 4340 GRANTS 49,206 0 0 0 1000 21300 4340 GRANTS 59,000 78,794 78,794 78,794 1000 24200 4340 GRANTS 88,400 87,869 87,869 87,869 116005 24210 4340 GRANTS 387,520 401,099 401,099 401,099 116005 24220 4340 GRANTS 1,822,474 1,886,375 1,886,375 1,886,375 1000 96400 4340 GRANTS 1,200 2,400 2,400 2,400 1000 90100 4352 THORNTON 29,890 29,890 29,890 29,890 1000 21300 4354 CITIES AND TOWNS 0 9,000 9,000 9,000 1000 24410 4354 CITIES AND TOWNS 300,000 252,000 252,000 252,000 TOTAL INTERGOVERNMENTAL 3,224,254 3,452,908 3,452,908 3,303,195 98 GENERAL FUND SUMMARY OF REVENUE 2007 ACCOUNT NUMBER 2006 2007 2007 2007 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 105,000 105,000 105,000 55,000 1000 10400 4410 CHARGE FOR SERVICES 51,686 55,510 55,510 55,510 1000 11200 4410 CHARGE FOR SERVICES 110,000 200,000 200,000 200,000 1000 15100 4410 CHARGE FOR SERVICES 25,000 30,000 30,000 30,000 1000 15200 4410 CHARGE FOR SERVICES 65,215 0 0 0 1000 15300 4410 CHARGE FOR SERVICES 0 6,000 6,000 6,000 1000 17350 4410 CHARGE FOR SERVICES 10,000 20,000 20,000 20,000 1000 17600 4410 CHARGE FOR SERVICES 204,000 195,000 195,000 195,000 1000 21100 4410 CHARGE FOR SERVICES 24,000 60,000 60,000 60,000 1000 21200 4410 CHARGE FOR SERVICES 283,840 405,000 405,000 405,000 1000 22100 4410 CHARGE FOR SERVICES 353,731 351,954 351,954 351,954 1000 22200 4410 CHARGE FOR SERVICES 250,000 0 0 0 1000 24410 4410 CHARGE FOR SERVICES 362,000 292,500 292,500 292,500 1000 24420 4410 CHARGE FOR SERVICES 625,000 750,000 750,000 750,000 1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,000 1000 50100 4410 CHARGE FOR SERVICES 1,375 1,375 1,375 1,375 1000 90100 4420 PARKING 34,500 31,000 31,000 31,000 1000 10400 4430 SALE OF SUPPLIES 400 400 400 400 1000 13100 4430 SALE OF SUPPLIES 20,000 10,000 10,000 10,000 1000 15100 4430 SALE OF SUPPLIES 35,000 60,000 60,000 60,000 1000 17100 4430 SALE OF SUPPLIES 9,000 9,000 9,000 9,000 1000 17600 4430 SALE OF SUPPLIES 18,000 27,000 27,000 27,000 1000 21200 4430 SALE OF SUPPLIES 1,500 2,000 2,000 2,000 TOTAL CHARGE FOR SERVICE 2,599,247 2,621,739 2,621,739 2,571,739 FINES&FORFEITURES 1000 21210 4510 FINES 125,000 125,000 125,000 125,000 1000 90100 4510 FINES 24,000 24,000 24,000 24,000 1000 24410 4520 FORFEITURES 4,500 2,500 2,500 2,500 TOTAL FINES&FORFEITURES 153,500 151,500 151,500 151,500 MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 1,500,000 2,750,000 2,750,000 2,750,000 1000 22100 4624 RENTS FROM BUILDINGS 54,400 56,918 56,918 56,918 1000 90100 4624 RENTS FROM BUILDINGS 64,982 80,000 80,000 80,000 1000 90100 4640 OIL AND GAS 360,000 300,000 300,000 300,000 1000 90100 4650 OVERHEAD 797,814 789,265 789,265 789,265 1000 21260 4670 REFUND OF EXPENDITURE 104,828 118,449 118,449 118,449 1000 21410 4670 REFUND OF EXPENDITURE 54,068 0 0 0 1000 24410 4670 REFUND OF EXPENDITURE 500 500 500 500 1000 26200 4670 REFUND OF EXPENDITURE 36,000 32,000 32,000 32,000 1000 23200 4680 OTHER 250 250 250 250 1000 96200 4680 OTHER 250,000 250,000 250,000 250,000 1000 15400 4690 DONATIONS 30,000 13,000 13,000 13,000 1000 21230 712700 TRANSFER 0 81,892 81,892 81,892 TOTAL MISCELLANEOUS 3,252,842 4,472,274 4,472,274 4,472,274 FEES 1000 12100 4720 ADVERTISING FEES 53,000 58,000 58,000 58,000 1000 11100 4730 OTHER FEES 4,850,000 4,850,000 4,850,000 4,850,000 1000 12100 4730 OTHER FEES 1,347,000 1,800,000 1,800,000 1,800,000 1000 13100 4730 OTHER FEES 25,000 40,000 40,000 40,000 1000 15100 4730 OTHER FEES 7,000 5,000 5,000 5,000 1000 24410 4730 OTHER FEES 0 132,000 132,000 132,000 1000 90100 4740 FEES,CABLE FRANCHISE 45,000 45,000 45,000 45,000 TOTAL FEES 6,327,000 6,930,000 6,930,000 6,930,000 TOTAL GENERAL FUND 61,278,921 65,662,004 65,662,004 65,881,517 99 GENERAL FUND SUMMARY OF EXPENDITURES 2007 ACCOUNT# 2006 2007 2007 2007 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 598,493 600,590 600,590 617,827 1000 10200 COUNTY ATTORNEY 745,305 745,305 745,305 714,695 1000 10300 PUBLIC TRUSTEE 7,000 7,000 7,000 7,000 1000 10400 CLERK TO THE BOARD 197,104 235,029 235,029 254,121 1000 11100 COUNTY CLERK 727,665 728,262 728,262 792,712 1000 11200 ELECTIONS AND REGISTRATION 1,246,880 1,086,058 1,086,058 1,059,946 1000 11300 MOTOR VEHICLE 1,524,403 1,537,107 1,537,107 1,546,771 1000 12100 TREASURER'S OFFICE 756,104 773,204 773,204 799,051 1000 13100 ASSESSOR 2,296,127 2,316,127 2,316,127 2,418,714 1000 14100 COUNTY COUNCIL 28,150 28,150 28,150 28,746 1000 15100 DISTRICT ATTORNEY 3,818,929 4,186,688 4,039,846 4,291,027 1000 15200 JUVENILE DIVERSION 112,012 146,444 146,444 146,444 1000 15300 VICTIM WITNESS 251,528 299,114 299,114 299,114 1120 15300 VICTIM WITNESS 31,352 32,606 32,606 32,606 1130 15300 VICTIM WITNESS 77,721 91,300 91,300 91,300 114006 15300 VICTIM WITNESS 40,686 10,154 10,154 10,154 1000 15400 WHITE COLLAR CRIME 30,000 13,000 13,000 13,000 1000 16100 FINANCE 368,106 287,792 287,792 297,377 1000 16200 ACCOUNTING 410,408 490,812 490,812 512,967 1000 16300 PURCHASING 121,344 121,344 121,344 130,169 1000 16400 PERSONNEL 575,144 575,144 575,144 576,908 1000 17100 PLANNING OFFICE 1,592,536 1,649,085 1,649,085 1,635,291 1000 17200 BUILDINGS AND GROUNDS 3,861,638 3,903,291 3,903,291 3,964,343 1000 17300 INFORMATION SERVICES 2,863,400 3,010,034 3,010,034 3,010,034 1000 17350 GEOGRAPHICAL INFO SYSTEM 316,854 283,741 283,741 295,618 1000 17500 CAPITAL IMPROV&ACQUISITION 50,000 90,000 90,000 90,000 1000 17600 PRINTING AND SUPPLY 268,562 268,562 268,562 279,057 TOTAL GENERAL GOVERNMENT 22,917,451 23,515,943 23,369,101 23,914,992 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 1,286,044 1,396,945 1,352,445 1,398,410 1000 21200 SHERIFF'S OPERATIONS 5,890,497 6,189,848 6,179,705 6,347,584 1000 21210 TRAFFIC CONTROL 940,828 930,828 930,828 963,741 1000 21230 ORDINANCE 88 ENFORCE 257,747 309,887 309,887 317,227 1000 21260 REGIONAL LAB 212,222 229,647 229,647 235,614 1000 21300 VICTIM ADVOCATES 85,170 102,170 102,170 102,170 1000 21410 DRUG TASK FORCE 169,615 169,615 169,615 169,615 1000 22100 COMMUNICATIONS SERVICE 1,619,552 1,918,290 1,918,290 1,918,290 1000 22200 COMMUNICATIONS SYSTEM DEV 250,000 125,000 125,000 125,000 1000 22300 E-911 700 700 700 700 1000 22400 CRIMIAL JUSTICE SYSTEM 862,873 884,049 884,049 839,148 1000 23200 COUNTY CORONER 554,009 554,009 554,009 568,512 1000 24200 COMMUNITY CORRECTIONS 88,400 87,869 87,869 87,869 116005 24210 RESIDENTIALTREATMENTCNTR 387,520 401,099 401,099 401,099 116005 24220 THE RESTITUTION CENTER 1,822,474 1,886,375 1,886,375 1,886,375 1000 24410 NORTH JAIL COMPLEX 10,432,581 11,865,022 11,865,022 12,286,699 1000 24420 CENTENNIAL JAIL 2,042,494 2,431,577 2,431,577 2,521,920 1000 24440 CONTRACT JAIL SPACE 1,642,500 1,396,125 1,396,125 1,396,125 1000 25100 BUILDING INSPECTION 1,177,544 1,226,240 1,226,240 1,281,232 1000 26100 WEED AND PEST 391,946 448,646 448,646 452,875 1000 26200 OFFICE OF EMERGENCY MGNT 110,735 182,017 118,046 119,354 TOTAL PUBLIC SAFETY 30,225,451 32,735,958 32,617,344 33,419,559 100 GENERAL FUND SUMMARY OF EXPENDITURES 2007 ACCOUNT# 2006 2007 2007 2007 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL PUBLIC WORKS 1000 31100 ENGINEERING 1,720,733 1,748,694 1,748,694 1,768,230 CULTURE&RECURATION 1000 50100 MISSILE PARK 65,635 65,635 65,635 68,975 1000 50200 PARKS AND TRAILS 138,500 125,000 125,000 125,000 1000 56100 AIRPORT 0 17,474 17,474 17,474 TOTAL CULTURE&RECURATION 204,135 208,109 208,109 211,449 HEALTH &WELFARE 1000 56110 SENIOR PROGRAMS 12,500 12,500 12,500 12,500 1000 56120 WASTE WATER 11,367 11,367 11,367 11,367 1000 56130 DEVELOPMENTALLY DISABLED 46,125 158,843 46,125 46,125 1000 56140 MENTAL HEALTH 135,875 135,875 135,875 135,875 1000 56150 A KID'S PLACE 8,250 8,750 8,250 8,750 1000 56160 COUNTY CONTRIBUTIONS 2,602,470 2,550,741 2,550,741 2,550,741 TOTAL HEALTH &WELFARE 2,816,587 2,878,076 2,764,858 2,765,358 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 100,000 115,000 115,000 100,000 1000 60300 INDUSTRIAL REVENUE BONDS 742,293 741,293 741,293 5,942,793 TOTAL ECONOMIC ASSISTANCE 842,293 856,293 856,293 6,042,793 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 492,000 556,000 556,000 556,000 1000 90120 RETIREE HEALTH BENEFITS 0 600,000 600,000 600,000 1000 90150 COMMUNITY AGENCIES GRANTS 75,528 93,528 75,528 92,415 1000 96100 EXTENSION 379,878 417,828 385,028 393,933 1000 96200 FAIR 292,661 318,546 318,546 318,546 1000 96400 VETERANS 60,985 60,985 60,985 64,893 1000 96500 ISLAND GROVE BUILDINGS 115,000 115,000 115,000 115,000 1000 99999 SALARY CONTINGENCY 0 1,404,932 1,404,932 0 TOTAL MISCELLANEOUS 1,416,052 3,566,819 3,516,019 2,140,787 TOTAL GENERAL FUND 60,142,702 65,509,892 65,080,418 70,263,168 101 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 499,473 $ 483,299 $ 483,299 $ 500,536 Supplies 3,799 1,450 1,450 1,450 Purchased Services 96,523 113,744 115,841 115,841 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 599,795 $ 598,493 $ 600,590 $ 617,827 Revenue 0 0 0 0 Net County Cost $ 599,795 $ 598,493 $ 600,590 $ 617,827 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Print/duplicate has been reduced by$300. There are increases in other purchased services of$500, and phone costs are up$1,897. The remainder of the accounts are at the 2006 level. Net increase is $2,097. Final budget adjustments include an increase in salaries of$17,237. 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 0.279 0.272 0.265 Per capita cost(county support) $2.79 $2.72 $2.73 Effectiveness Measures (desired results) Establish benchmarks with measurable standards 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 to the people of Weld County. 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 website, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well-being of county citizens. Include health 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 of Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 553,859 $ 581,000 $ 581,000 $ 500,390 Supplies 2,604 1,500 2,000 2,000 Purchased Services 187,269 162,805 162,305 212,305 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 743,732 $ 745,305 $ 745,305 $ 714,695 Revenue 116,019 105,000 105,000 55,000 Net County Cost $ 627,713 $ 640,305 $ 640,305 $ 659,695 Budget Positions 5 5 5 4 SUMMARY OF CHANGES: No change. Prior to completing the Final Budget, some staff adjustments may be necessary. Final budget adjustments include an increase in salaries of $24,697. 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 540 550 565 #of new mental health cases 50 55 55 #of new code violations 50 50 60 #of new zoning and building code cases 60 60 60 Efficiency Measures FTE's per 10,000/capita 0.233 0.227 0.186 Per capita cost(county support) $2.92 $2.91 $2.91 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 100% 100% 100% referral and required delay FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: In the Final Budget, the Board authorized the reorganization of the department by eliminating one Assistant County Attorney V. As an offset, Professional Services were increased $50,000 for charge backs from an Assistant County Attorney III budgeted in Social Services, and revenues from Social Services was reduced $50,000. Net savings is $5,307. No other changes were made by the Board. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 7,000 7,000 7,000 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 7,000 $ 7,000 $ 7,000 Revenue 502,700 0 0 0 Net County Cost $ -502,700 $ 7,000 $ 7,000 $ 7,000 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. For several years in Weld County there was no revenue going into the General Fund. However, in 2002, 2003, and 2005 revenue was received, although none was received in 2004. Based upon the statute and due to the uncertainty of the amount, no revenues are budgeted for 2006. However, per Section 38-37-103(3), C.R.S., the county must continue to furnish all books, blanks, and stationery for the use of the Public Trustee, at a cost of$7,000. 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 22,050 19,000 17,000 Number of cures 57 63 65 Number of redemptions 85 94 100 Number of foreclosures 1,201 2,000 2,000 Efficiency Measures Per capita cost(county support) $0.000 $0.000 $0.000 Cost per lien released $0.32 $0.39 $0.41 Effectiveness Measures(desired results) Foreclosures per 10,000 capita 58 55 55 Percent of cures/redemptions to foreclosures 13% 13% 13% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37-102(3), C.R.S. See the following page for the Public Trustee's budget which, as a state office, is maintained independent of Weld County's budget. BOARD ACTION: No change. 107 WELD COUNTY PUBLIC TRUSTEE BUDGET 2007 Income Foreclosure Revenues $ 950,000 Release Revenues 416,000 Interest Revenues 90,000 Total Income $1,456,000 Cost of Foreclosures Cost of Foreclosures $ 490,000 Cost of Releases 117,000 Total Cost of Foreclosure $ 607,000 Personal Expenses Salaries 295,000 Trustees Allowance 48,500 FICA, Medicare 20,057 FUTA 560 SUTA 1,030 Retirement 22,000 Employee Health, Life 40,000 Total Personal Expenses $ 427,147 Office/Other Bank Service Charges 40 Dues and Subscriptions 1,000 Equipment Purchase 65,000 Equipment Lease 4,000 Insurance/Bond 5,000 Office Supplies 19,000 Postage/Delivery 11,200 Professional Fees 15,000 Rent 24,600 Meetings 500 Maintenance and Repair 3,500 Telephone 5,150 Travel and Conferences 1,000 Utilities 7,000 Miscellaneous 8,500 Total Office/Other $ 170,490 Total Personnel and Office Expense 597,637 Total Expenses 1,204,637 Net Income $ 251,363 108 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 179,125 $ 180,536 $ 218,850 $ 237,942 Supplies 83,066 11,000 11,000 11,000 Purchased Services 10,508 15,442 15,442 15,442 Fixed Charges -9,519 -9,874 -10,263 -10,263 Capital 0 0 0 0 Gross County Cost $ 263,180 $ 197,104 $ 235,029 $ 254,121 Revenue 49,968 52,086 55,910 55,910 Net County Cost $ 213,212 $ 145,018 $ 179,119 $ 198,211 Budget Positions 5.5 5.5 6 6 SUMMARY OF CHANGES: Budget reflects the transfer of an 0.5 FTE Office Tech position from Finance and Administration to Clerk to the Board ($38,314) with the retirement of the Office Manager/Coordinator position in 2006. Charge backs for Phone Services ($55,910) and County Attorney($10,263)increased$4,213. All other line items are unchanged. Net increase is$34,101. Final budget adjustments include an increase in salaries of$19,092. 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 215 215 230 Number of documents optically scanned 4,000 4,200 4,500 Number of BOE hearings scheduled 466 50 500 Efficiency Measures FTE's per 10,000/capita 0.256 0.250 0.265 Per capita cost(county support) $0.99 $0.66 $0.87 Cost per meeting/hearing $991.68 $674.50 $861.79 Effectiveness Measures (desired results) Percent of documents distributed within the week approved 90% 90% 90% Percent of minutes not transcribed within 2 weeks 1% 1% 1% Percent of contracts/resolutions scanned within 2 weeks 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 550,089 $ 550,895 $ 550,895 $ 615,345 Supplies 127,034 65,032 65,032 65,032 Purchased Services 78,583 96,738 97,335 97,335 Fixed Charges 13,170 15,000 15,000 15,000 Capital 0 0 0 0 Gross County Cost $ 768,876 $ 727,665 $ 728,262 $ 792,712 Revenue 4,841,452 4,850,000 4,850,000 4,850,000 Net County Cost $ -4,072,576 $ -4,122,335 $ -4,121,738 $ -4,057,288 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: Repairs are up $597, otherwise, accounts remain the same. In the Capital Outlay budget there is $76,235 to purchase six microfilm reader machines for Recording to replace obsolete equipment. Revenue is not expected to increase in 2007,as car sales slow and recordings of mortgage documents are down with the higher interest rates. Final budget adjustments include an increase in salaries of$64,450. 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 103,047 97,836 107,620 Number of copies produced 186,903 205,593 226,152 Number of marriage licenses issued 1,549 1,704 1,874 Efficiency Measures FTE'S per 10,000/capita - Recording 0.47 0.46 0.44 Per capita contribution $3.58 $3.31 $3.50 Number of documents recorded per FTE 10,305 9,784 10,762 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval,including the six new microfilm readers in the Capital Outlay budget. BOARD ACTION: The Board approved the budget as recommended, including the six microfilm readers in the Capital Outlay Budget. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 354,950 $ 324,326 $ 376,572 $ 350,460 Supplies 320,429 626,004 412,403 412,403 Purchased Services 145,212 292,050 292,583 292,583 Fixed Charges 40 4,500 4,500 4,500 Capital 0 0 0 0 Gross County Cost $ 820,631 $ 1,246,880 $ 1,086,058 $ 1,059,946 Revenue 232,911 110,000 200,000 200,000 Net County Cost $ 587,720 $ 1,136,880 $ 886,058 $ 859,946 Budget Positions 4 4 5 5 SUMMARY OF CHANGES: Decreases in costs are due to 2007 being an off-year coordinated election year with only TABOR and special election issues in November, 2007. Revenues reflect the anticipated amount for State issues, as well as TABOR issues paid for by other jurisdictions. An additional Office Tech IV position is requested to serve as an Election Outreach Specialist ($44,676). Final budget adjustments include an increase in salaries of$18,564. 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 276,997 185,848 371,696 Revenue generated from elections $232,911 $110,000 $200,000 Efficiency Measures FTE'S per 10,000/capita 0.186 0.228 0.221 Per capita cost(county support) $2.74 $5.16 $3.80 Transactions per FTE 69,249 37,170 74,339 Effectiveness Measures(desired results) Percent of voter transactions per capita 130% 85% 246% Percent of voter participation 46.5% 65% 50% FINANCE/ADMINISTRATION RECOMMENDATION: The additional position of Election Outreach Specialist is a policy issue, since it is an expansion of services. With the HAVA changes and new voting equipment, the employee would work on programs to inform and involve voters in the voting process. The position would be responsible for developing and implementing programs designed to increase voter awareness and participation,develop and host voter fairs,establish outreach and education programs, and assist citizens with questions regarding elections. Policy issue. The remainder of the budget is recommended. BOARD ACTION: The Board did not see the need for the Election Outreach Specialist. Therefore, the position was not approved ($44,676). No other changes. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,273,869 $ 1,376,873 $ 1,389,077 $ 1,398,741 Supplies 12,564 13,460 13,460 13,460 Purchased Services 117,688 134,070 134,570 134,570 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,404,121 $ 1,524,403 $ 1,537,107 $ 1,546,771 Revenue 0 0 0 0 Net County Cost $ 1,404,121 $ 1,524,403 $ 1,537,107 $ 1,546,771 Budget Positions 31 Full-time 32 Full-time 32 Full-time 32 Full-time 4 Part-time 4 Part-time 4 Part-time 4 Part-time SUMMARY OF CHANGES: The upgrade of two Office Tech IV positions to Office Managers to provide for an Office Manager in each branch location is recommended. The branch offices in Fort Lupton and Southwest Weld have grown in number of employees and volume of activity to justify the upgrade. All other items are recommended in the budget. Final budget adjustments include an increase in salaries of$9,664. 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 462,877 459,365 505,301 FORT LUPTON BRANCH OFFICE: Number of marriage licenses issued 143 160 200 DEL CAMINO BRANCH OFFICE: Number of marriage licenses issued 216 195 250 Efficiency Measures FTE'S per 10,000/capita - DMV 1.49 1.46 1.41 Per capita cost $6.54 $6.93 $6.83 Number of titles/registrations issued per FTE 14,465 14,355 15,791 FINANCE/ADMINISTRATIONRECOMMENDATION: The upgrade of two Office Tech IV positions to Office Managers to provide for an Office Manager in each branch location is recommended. The branch offices in Fort Lupton and Southwest Weld have grown in number of employees and volume of activity to justify the upgrade. All other items are recommended in the budget. BOARD ACTION: The Board approved the budget as recommended, including the two position upgrades. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 481,169 $ 510,304 $ 510,304 $ 536,151 Supplies 32,329 34,500 35,900 35,900 Purchased Services 181,215 211,300 227,000 227,000 Fixed Charges 1,250 0 0 0 Capital 0 0 0 0 Gross County Cost $ 695,963 $ 756,104 $ 773,204 $ 799,051 Revenue 1,573,091 1,400,000 1,858,000 1,858,000 Net County Cost $ -877,128 $ -643,896 $ -1,084,796 $ -1,058,949 Budget Positions 10 10 10 10 SUMMARY OF CHANGES: Supplies are up$1,400 with increases of$200 in computer software, $500 in office supplies, and $200 in small items of equipment which is offset by a $300 reduction in other supplies. Purchased services are up $15,700 with an increase in banking services of $18,500, travel of$700, postage of$5,700, and membership of$100. Repairs are down $1,000, and phones$2,000. All other items are unchanged. Revenues are projected at$1,858,000. Final budget adjustments include an increase in salaries of$25,847. 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 232M 261 M 276M Miscellaneous Revenue Collected 55M 60M 64M Investments 86M 94M 97M Efficiency Measures FTE's per 10,000/capita .466 .454 .440 Per capita expenditure $3.24 $3.44 $3.53 Effectiveness Measures(desired results) Investment Interest Percent 4.1% 4.7% 5.2% Property Tax Percent Collected 99.5% 99.5% 99.5% FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Line item increases are justified, based upon workload volume. BOARD ACTION: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,951,592 $ 2,054,031 $ 2,054,031 $ 2,156,618 Supplies 197,219 58,296 58,296 58,296 Purchased Services 164,077 183,800 203,800 203,800 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,312,888 $ 2,296,127 $ 2,316,127 $ 2,418,714 Revenue 54,380 45,000 50,000 50,000 Net County Cost $ 2,258,508 $ 2,251,127 $ 2,266,127 $ 2,368,714 Budget Positions 39 39.5 39.5 39.5 SUMMARY OF CHANGES: The only increase is $20,000 for postage, due to 2007 being a reappraisal year which requires mailing of NOV's to all parcel owners. Sales of supplies (maps) are budgeted at $10,000, and fees at $40,000. The Assessor has requested three position upgrades. All other items are unchanged. Final budget adjustments include an increase in salaries of$102,587. 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) 173,580 183,177 186,481 Telephone Calls Answered 45,000 40,000 35,000 Number of administrative updates to database 135,000 135,000 140,000 Number of walk-ins requesting assistance 3,000 2,500 3,500 Number of Property Inspections 8,000 8,000 8,000 Sales Verification 12,000 12,000 11,000 Efficiency Measures FTE's per 10,000/capita 1.82 1.80 1.74 Per capita cost(county support) $10.15 $10.23 $10.45 Cost per parcel $12.56 $12.29 $12.70 Parcels Per FTE 4,450 4,638 4,721 Effectiveness Measures(desired results) Deed Processing Time (days) 14 14 14 Requests for Information per FTE 1,117 1,076 975 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to market value 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The new Assessor may be proposing a reorganization when he takes office in January, 2007. The proposed reorganization will be cost neutral and have no budgetary impact. The following upgrades are recommended. • Office Manager/Coordinator(Grade 40)to Assessment Administrator(Grade 44) • Office Tech III to GIS Mapper(Grade 30) • Assistant Value Analysts from Grade 25 to 30 BOARD ACTION: The Board approved the budget as recommended, including upgrades of the positions listed above. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 13,145 $ 17,030 $ 17,030 $ 17,626 Supplies 450 400 400 400 Purchased Services 2,367 10,720 10,720 10,720 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 15,962 $ 28,150 $ 28,150 $ 28,746 Revenue 0 0 0 0 Net County Cost $ 15,962 $ 28,150 $ 28,150 $ 28,746 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$596. 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 0.047 0.045 0.044 Per capita cost(county support) $0.074 $0.128 $0.129 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. BOARD ACTION: No change. 122 SEVEN YEAR TREND District Attorney 5 4.5 4 3.5 3 N 7, 2.5 e._.. . ` f 2 1.5 1 0.5 0 2001 2002 2003 2004 2005 2006 2007 123 SEVEN YEAR TREND District Attorney Local Cost 4.5 4 3.5 3 2.5 vl O J f 2 1.5 1 0.5 0 2001 2002 2003 2004 2005 2006 2007 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,167,036 $ 3,513,969 $ 3,846,406 $ 3,950,745 Supplies 78,085 47,200 64,537 64,537 Purchased Services 267,821 217,061 275,745 275,745 Fixed Charges 29,241 40,699 0 0 Capital 81,869 0 0 0 Gross County Cost $ 3,624,052 $ 3,818,929 $ 4,186,688 $ 4,291,027 Revenue 232,378 120,600 148,600 148,600 Net County Cost $ 3,391,674 $ 3,698,329 $ 4,038,088 $ 4,142,427 Budget Positions 48.25 52.75 58.25 57.25 SUMMARY OF CHANGES: Revenue has increased due to the fact that more discovery is being requested including DVD's,CD's and cassette tapes. Supplies have increased with added staff and the price of supplies continuing to increase each year. The District Attorney has requested three new positions and three personnel reclassifications. In addition,2.5 FTE($133,373)for the addition of a mid-year County Court Division added in 2006 have been included. A Ford escape Hybrid vehicle with lights, siren, and radio has been requested to replace the DA's vehicle in the Motor Pool budget($30,000). Final budget adjustments include an increase in salaries of$163,598. OBJECTIVES: Prosecute cases as indicated below in workload measures. 125 DISTRICT ATTORNEY (CONTINUED) 1000 - 15100 FINANCE/ADMINISTRATION RECOMMENDATION: The service and supply portion of the budget is recommended as requested. The following are recommendations on the staffing requests: 1. The 2.5 FTE funded mid-year due to the additional judge effective July 1, 2006, increased the staff by an Office Tech IV and 1.5 FTE for Deputy District Attorneys ($133,373). Recommended. 2. The upgrades of two Lead Clerks to Office Managers to head two divisions are justified and recommended ($10,596)to maintain parity with other like county positions. 3. The upgrade of an Office Tech III to Office Tech IV for County Court is justified and recommended ($4,367)to maintain parity with other like county positions. 4. The Office Tech position to be the Discovery Clerk is justified based upon the added volume as indicated by the increase in revenue form the sale of the documents. Revenues are up $30,000 to offset the cost of$37,259. Recommend approval. 5. The request for an additional Deputy District Attorney III ($87,583) due to growth in workload is not recommended. 1.5 FTE Deputy District Attorney positions were added mid-year in 2006 with the additional judge, and 2.5 FTE Deputy District Attorney positions were added in 2006. Also, with the anticipated addition of another District Court Judge on July 1, 2007, a mid-year request for additional District Attorney Office staff can be anticipated. Policy issue. 6. An entry level investigator position ($59,259) is requested to participate in a program sponsored by the U.S. Immigrations and Customs Enforcement(ICE),which trains and gives federal authorization to local law enforcement to investigate illegal aliens for federal prosecution because the ICE enforcement officers do not have the time or priority to do. The pros of this program is to relieve jail and court over crowding by allowing for the deportation of illegal aliens who violate laws, but are not a priority for ICE enforcement officers. The con is that the county is assuming a federal responsibility and not being compensated. An additional issue is that the District Attorney's Office was able to loan an Investigator position to the JAC from January to July in 2006 to serve as the JAC's Acting Executive Director. With the return of the position to duty in the District Attorney's Office the position could be assigned to this function, if it is a high priority of the office. Funds for the position are not in the recommended budget. Policy issue. 7. A Ford Escape Hybrid vehicle with lights, siren, and radio has been requested to replace the DA's vehicle in the Motor Pool budget($30,000). This is an upgrade of the traditional unmarked sedan vehicle provided. Difference in cost is $10,000. Policy issue. 126 DISTRICT ATTORNEY (CONTINUED) 1000 - 15100 BOARD ACTION: The Board took the following actions regarding the District Attorney's Final Budget: 1. Reaffirmed the 2.5 FTE approved mid-year. 2. Approved the upgrade of two Lead Clerks to Office Managers. 3. Approved the upgrade of the Office Tech III to Office Tech IV. 4. Approved the Discovery Clerk. 5. Approved the additional Deputy District Attorney III ($87,583). 6. Did not approve the ICE Investigator position. 7. Did not approve any new vehicles for the District Attorney. No other changes were made. 127 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 offered and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 32,396 $ 112,012 $ 144,444 $ 144,444 Supplies 0 0 1,000 1,000 Purchased Services 0 0 1,000 1,000 Fixed Charges 0 0 0 0 Contra Account 0 0 0 0 Gross County Cost $ 32,396 $ 112,012 $ 146,444 $ 146,444 Revenue 22,989 65,215 99,280 99,280 Net County Cost $ 9,407 $ 46,797 $ 47,164 $ 47,164 Budget Positions 1 2 2.5 2.5 SUMMARY OF CHANGES: Division of Criminal Justice Grant will start October I, 2006 and run through June 30, 2007. Revenues and expenses are budgeted for twelve months, assuming the State will continue the program since Referendum C funds are reinstated. Staffing includes the addition of a 20 hour/week hourly employee paid for by grant funds. Service and supply costs of $2,000 previously paid for by the District Attorney's budget are included in this budget unit for grant accounting purposes. 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 Attorney's 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 and referring juveniles accepted into the program to appropriate community agencies as needed to address issues with the juvenile and their family to present future criminal behavior. 128 JUVENILE DIVERSION (CONTINUED) 1000-15200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. if the Division of Criminal Justice Grant is not continued after June 30, 2007, the program will have to be evaluated as to funding level mid-year. BOARD ACTION: The Board approved the budget with the condition cited above regarding continued funding after June 30, 2007. 129 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment.The program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 297,501 $ 377,853 $ 406,174 $ 406,174 Supplies 3,983 2,496 5,000 5,000 Purchased Services 22,147 20,938 22,000 22,000 Fixed Costs 535,864 0 0 0 Gross County Cost $ 859,495 $ 401,287 $ 433,174 $ 433,174 Revenue 751,701 225,923 248,060 248,060 Net County Cost $ 107,794 $ 175,364 $ 185,114 $ 185,114 Budget Positions 7 8.125 9.375 9.375 SUMMARY OF CHANGES: A new full-time specialized victim witness assistant handling felony domestic violence cases, and VRA Juvenile cases is requested. Due to an overage in the VALE Administrative funds, $20,000 would be allocated for the first year to fund this new position. After 2007,if additional Vale Administrative funds are not available,the county would be fully funding this position in 2008. A request to upgrade the following positions has been made: • Victim Compensation Coordinator- upgrade to a Grade 32, Step 6 • Program Director-step increase to Step 7 (remain at Grade 44) The VALE Board has funded a 20 hour a week Domestic Violence Fast Track Intern for the grant cycle July 1, 2006 through June 30, 2007, which is reflected in the "Budget Positions". Supply accounts are up $2,504 for office supplies and service accounts are up $1,062 for postage. Revenue totals$248,060. The sources include a VALE grant of$91,300, VOCA grant of$32,606, VAWA grant of $10,154, $108,000 from VALE Administrative Funds (VALE: $60,000 and COMP: $48,000)and $6,000 for Victim Comp Intern grant. 130 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 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 336 448 500 Number of victims and witnesses served 24,335 32,000 34,000 Number of VRA notices provided 13,465 18,000 19,200 Number of VALE grants administered 24 24 37 Efficiency Measures FTE'S per 10,000/capita 0.326 0.348 0.414 Per capita cost(county support) $0.502 $0.797 $0.817 Effectiveness Measures (desired results) Total CVC funds awarded $282,433 #476,577 $500,000 Average weeks to process Comp. claim 5.6 5.3 5.0 Total VALE grant funds awarded $329,456 $329,456 $464,359 Formal complaints to state against V/W Program 0 0 0 131 VICTIM ASSISTANCE (CONTINUED) 1000-15300 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increased grant funding covers added cost for additional positions. Due to grant calculations, salary increases are included in this budget. Upgrades are not recommended by Personnel based upon salary survey data. Both positions were upgraded in January, 2006. BOARD ACTION: The Board approved the upgrades of the Victim Compensation Coordinator and Program Director positions, effective October 16, 2006. The Board also approved the new full-time specialized Victim Witness Assistant handling felony domestic violence cases, and VRA juvenile cases. Due to an overage in the VALE Administrative funds, $20,000 will be allocated for the first year to fund this new position. After 2007, if additional VALE Administrative funds are not available,the County would be fully funding this position in 2008. The Board indicated that if the funding is not continued in 2008, the Board will revisit the decision and may not fund it in 2008. 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: White Collar Crime Task Force -- 1000-15400 DEPARTMENT DESCRIPTION: The Task Force focuses on white collar crime committed by individuals against employers, businesses, banks, and individuals. The program is supported through donations from the banking industry. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,646 $ 30,000 $ 12,000 $ 12,000 Supplies 0 0 0 0 Purchased Services 715 0 1,000 1,000 Gross County Cost $ 3,361 $ 30,000 $ 13,000 $ 13,000 Revenue 29,200 30,000 13,000 13,000 Net County Cost $ -25,839 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Budgeted funds contract employees to conduct investigation of white collar crime committed in Weld County. Revenues include $13,000 from donations from the banking industry in Weld County. OBJECTIVES: To investigate white collar crime activities in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 133 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Adminictratinn -- 100(1-1R1nn DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 333,123 $ 359,396 $ 279,082 $ 288,667 Supplies 2,790 250 250 250 Purchased Services 5,414 8,460 8,460 8,460 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 341,327 $ 368,106 $ 287,792 $ 297,377 Revenue 0 0 0 0 Net County Cost $ 341,327 $ 368,106 $ 287,792 $ 297,377 Budget Positions 2 2 1.5 1.5 SUMMARY OF CHANGES: Budget reflects the reduction of 0.5 FTE due to retirement and employee returning to work part-time, plus reduction in Director's hours. All other line items remain unchanged. Final budget adjustments include an increase in salaries of$9,585. 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 20067; 5)Oversee the capital construction program for 2007. 134 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 3.7% 3.0% 3.0% Budgeted fund balance vs actual variance 3.6% 3.0% 3.0% Number of departments with performance measures 50 50 50 Efficiency Measures FTE'S per 10,000/capita 0.093 0.091 0.066 Per capita cost(county support) $1.59 $1.67 $1.31 Effectiveness Measures (desired results) Percent variance in projected revenue 5.0% 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 10% 10% 10% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 135 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200 DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 303,363 $ 306,579 $ 386,983 $ 409,138 Supplies 61,637 70,500 70,500 70,500 Purchased Services 28,575 33,329 33,329 33,329 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 393,575 $ 410,408 $ 490,812 $ 512,967 Revenue 0 0 0 0 Net County Cost $ 393,575 $ 410,408 $ 490,812 $ 512,967 Budget Positions 5 5 6.5 6.5 SUMMARY OF CHANGES: The budget includes the transfer of one part-time Office Tech ($15,099)from Building and Grounds, and an additional Accountant III ($65,305), approved with the succession plan for Finance and Administration. All other line items are unchanged. Final budget adjustments include an increase in salaries of$22,155. 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. 136 ACCOUNTING (CONTINUED) 1000-16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 38,322 40,000 30,000 Average number of employees paid 1,120 1,190 1,295 Number of employees trained on General Ledger 110 115 115 Total County federal funds $40.3 $43.1 $45.0 Efficiency Measures FTE's per 10,000/capita .235 .225 .287 Per capita cost(county support) $1.83 $1.86 $2.26 Account Payable warrants per week per A/P FTE 150 115 85 Employees paid monthly per Payroll FTE 1,120 1.190 1,295 Effectiveness Measures (desired results) GFOA certificate received Yes Yes Submitted Number of audit adjustments 5 3 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Transfer of the clerical position from Building and Grounds resulted in a savings of $55,644. The Accountant position was approved mid-year. Purchase cards should continue to reduce the number of warrants issued each year. BOARD ACTION: No change. 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 109,307 $ 113,900 $ 113,900 $ 122,725 Supplies 2,085 1,400 1,400 1,400 Purchased Services 5,309 6,044 6,044 6,044 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 116,701 $ 121,344 $ 121,344 $ 130,169 Revenue 0 0 0 0 Net County Cost $ 116,701 $ 121,344 $ 121,344 $ 130,169 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$8,825. 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). 138 PURCHASING (CONTINUED) 1000-16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dollar value of Purchase Orders placed $30 million $31.6 million $34 million Number of formal bids 254 260 265 Number of Purchase Orders placed 2,010 2,000 2,000 Efficiency Measures FTE'S per 10,000/capita 0.093 0.091 0.088 Per capita cost(county support) $0.544 $0.552 $0.574 Cost per Purchase Order $58.06 $60.67 $65.08 Effectiveness Measures(desired results) Process vendor invoices and/or department requisitions on all PO's within 7 days 90% 90% 90% Process emergency requests within 24 hours 99% 99% 99% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three -five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 413,752 $ 449,854 $ 449,854 $ 451,618 Supplies 26,042 85,250 82,440 82,440 Purchased Services 36,482 40,040 42,850 42,850 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 476,276 $ 575,144 $ 575,144 $ 576,908 Revenue 0 0 0 0 Net County Cost $ 476,276 $ 575,144 $ 575,144 $ 576,908 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: Line items have been reallocated to reflect expenditure history, without change in total recommended budget. An Office Tech III was reclassified HR Technician mid-year with the re-structuring of the Administrative departments. Final budget adjustments include an increase in salaries of$1,764. 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. 140 PERSONNEL (CONTINUED) 1000-16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions (FTE'S) 1,155 1,213 1,150 Occupied FTE'S 1,135 1,193 1,230 Number of employees terminated 135 135 140 Efficiency Measures FTE'S per 10,000/capita 0.233 0.227 0.221 Per capita cost(county support) $2.22 $2.61 $2.55 Personnel served per FTE 231 243 250 Effectiveness Measures (desired results) Turnover rate 12% 11% 12% Number of people attending training 421 450 500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board approved the budget as recommended. The position of Director of General Services Administration was changed to Director of Administrative Services (Grade 76), and Assistant Personnel Director was retitled Director of Personnel. 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 890,589 $ 1,042,711 $ 1,098,823 $ 1,085,029 Supplies 80,689 30,200 30,637 30,637 Purchased Services 69,425 609,674 609,674 609,674 Capital 0 0 0 0 Contra Account -90,049 -90,049 -90,049 -90,049 Gross County Cost $ 950,654 $ 1,592,536 $ 1,649,085 $ 1,635,291 Revenue 824,241 1,009,000 1,009,000 1,009,000 Net County Cost $ 126,413 $ 583,536 $ 640,085 $ 626,291 Budget Positions 14 16 17 16 SUMMARY OF CHANGES: Budget includes the addition of a Long Range Planner at Grade 45 ($56,212). Fuel costs reflect an increase of$437. No increase is requested in the Planning Fee Schedule. Final budget adjustments include an increase in salaries of$49,526. 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. 142 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of total applications submitted 607 435 550 Number of requests for information 7,973 5,581 5,554 Number of administrative land use cases 435 304 314 Current Planning Effectiveness Measures Avg. conditions of approval per application 18 18 18 Avg. land use applications per year 600 435 448 Total Public Hearings 110 100 100 Number of Walk in customers served 3,304 2,313 2,382 Long Range Planning Work Outputs Number of requests for information 350 360 400 Number of Intergovernmental Agreements 1 1 4 Number of Annexations and Referrals 62 50 50 Hours for Open Space and Trails projects 50 50 50 Long Range Planning Effectiveness Measures Avg. Number of Public Outreach Meetings 50 45 45 Number of land use referrals 60 65 65 Technical Support Work Outputs Average length of hearings 3.8 hours 3.8 hours 3.8 hours Number of phone calls 59,771 53,794 59,173 Compliance Planning Work Outputs Number of site visits 865 930 950 Number of violations issued 223 350 350 Number of violations to County Attorney 94 125 125 Average number of District Court hearings 22 40 40 Number of Community Clean-ups 0 0 1 Liquor License Files 50 51 51 Compliance Planning Effectiveness Measures Total cases per compliance officer 135 150 150 Number of site inspections 865 930 950 143 PLANNING AND ZONING (CONTINUED) 1000-17100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional Long Range Planner ($56,212) is recommended in light of the work plan the Board has proposed for 2007, which includes updating the Comprehensive Plan, Southwest Weld Service Plan, 1-76 corridor Study, IGA's in the 1-25 MUD area, and update of impact fee ordinances. BOARD ACTION: In the Final Budget, the Board authorized reorganization of the department by eliminating the Assistant Planning Director and approving the Long Range Planner position. The net change in the budget was a reduction of $63,320 over the recommended amount. No other changes were made by the Board. 144 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North County Jail, Health Building,Training Center,Southwest Weld Administration Building, Public Safety Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,308,772 $ 1,362,238 $ 1,313,891 $ 1,374,943 Supplies 407,943 375,300 416,300 416,300 Purchased Services 1,984,768 2,163,100 2,216,100 2,216,100 Fixed Charges 9,273 21,000 17,000 17,000 Contra Account -47,071 -60,000 -60,000 -60,000 Gross County Cost $ 3,663,685 $ 3,861,638 $ 3,903,291 $ 3,964,343 Revenue 0 0 0 0 Net County Cost $ 3,663,685 $ 3,861,638 $ 3,903,291 $ 3,964,343 Budget Positions 25 25 24 24 SUMMARY OF CHANGES: Net overall budget is up$41,653, totally due to the additional 25,100 square feet of office space that must be maintained. Line items have been reallocated to reflect historical expenditure patterns. An overestimation in the growth of utility bills allowed for the reallocation of resources to other line items to absorb inflation, but not the additional space that will come on-line in 2007. Mid-year an Office Manager position was eliminated and the functions transferred to Accounting as a part-time clerical position ($48,347). Per square foot cost for building maintenance in Weld County is $4.98 per square foot, which is very good in industrial standards. Final budget adjustments include an increase in salaries of$61,052. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 145 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 743,000 771,500 796,600 Number of preventative maintenance work orders (PMs) 415 430 450 Number of tracked repair work orders 1,275 1,350 1,400 Efficiency Measures FTE'S per 10,000/capita 1.16 1.14 1.06 Per capita cost(county support) $17.06 $17.55 $17.22 Cost per square foot $4.93 $5.01 $4.98 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. Mid-year reduction in clerical staff and transfer of the functions to a part-time position in Accounting is working well. BOARD ACTION: No change. 146 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Supplies $ 720,097 $ 0 $ 0 $ 0 Purchased Services 2,552,969 2,714,400 2,885,534 2,885,534 Fixed Charges 0 0 0 0 Contra Account -715,697 -850,000 -875,500 -875,500 Capital 318,039 1,000,000 1,000,000 1,000,000 Gross County Cost $ 2,875,408 $ 2,864,400 $ 3,010,034 $ 3,010,034 Revenue 497,448 0 0 0 Net County Cost $ 2,377,960 $ 2,864,400 $ 3,010,034 $ 3,010,034 Budget Positions -- -- -- - - SUMMARY OF CHANGES:ACS contract costs are as follows for 2007: 2006 2007 Base Contract(COLA at 1.7%) $1,945,374 $1,994,008 Contract Enhancement One (Set at 3%) 85,078 87,630 Contract Enhancement Two (Set at 4%) 110,716 115,145 E-gov(Set at 4%) 148,742 154,692 Amendment/Microcomputer Tech(Set at 3%) 81,955 84,414 E-gov II (Set at 4%) 88,400 91,936 Applications Support 95,000 98,800 Contract Enhancement(1/1/07) 0 95,000 Network/Microcomputer Support(Set at 3%) 159,135 163,909 TOTAL $2,714,400 $2,885,534 $1,000,000 has been budgeted for equipment and software upgrades,which include PC's, printers, servers, network equipment and software applications. Revenue is budgeted in a contra account, in the amount of$875,500. An additional position for application support has been added due to the growing number of applications to maintain. Net increase in the budget is $145,634. 147 COMPUTER SERVICES (CONTINUED) 1000-17300 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Personal Computer systems supported 1,053 1,060 1,090 Number of Personal Computer systems installed/replaced 223 300 300 Number of staff trained 200 200 200 Number of applications supported 205 210 215 Number of applications upgraded 90 100 105 Efficiency Measures FTE'S per 10,000/capita 0.8850 0.9091 0.9100 Per capita cost(county support) $11.08 $13.09 $13.28 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. With all the new applications and growing sophistication of the various systems, the additional support position is justified. Other increases are inflationary cost-of-living adjustments, per the contracts. BOARD ACTION: The Board approved the budget as recommended, including the additional support position. 148 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 27,746 $ 40,115 $ 40,115 $ 51,992 Supplies 31,408 104,603 80,300 80,300 Purchased Services 183,632 146,382 146,582 146,582 Fixed Charges 0 15,754 15,244 15,244 Capital 0 10,000 1,500 1,500 Gross County Cost $ 242,786 $ 316,854 $ 283,741 $ 295,618 Revenue 116,326 10,000 20,000 20,000 Net County Cost $ 126,460 $ 306,854 $ 263,741 $ 275,618 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Net budget costs are down$43,113. Budget provides$1,500 for new hardware, $80,300 for software, $11,680 for training, $34,902 for professional services, $15,244 for miscellaneous items, and $100,000 for orthophotography updates. County staffing level is one FTE, classified as a GIS Tech. Through the ACS contract, 3 FTE are provided. Revenue is budgeted at $20,000 from the sales of GIS data and maps. Final budget adjustments include an increase in salaries of$11,877. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 149 GEOGRAPHICAL INFORMA HON SYSTEM (CONTINUED) 1000-17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs #Parcels in Database 173,580 183,177 186,481 #Parcels Updated 5,000 5,000 5,000 #Available Coverages (Layers) in GIS 1,100 1,120 1,135 Efficiency Measures FTE'S per 10,000/capita 0.186 0.181 0.177 Per capita costs (County support) $0.58 $1.39 $1.28 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. Budget varies due to need for software updates and the amount of orthophotography needed each year. BOARD ACTION: No change. 150 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 52,600 50,000 90,000 90,000 Gross County Cost $ 52,600 $ 50,000 $ 90,000 $ 90,000 Revenue 0 0 0 0 Net County Cost $ 59600 $ 505)00 $ 905)00 $ 905)00 SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 151 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Microfilm Viewers (6) $ 76,235 $ 76,235 $ 76,235 UN-DESIGNATED: 13.765 13.765 13,765 TOTAL $ 90.000 $ 90,000 $ 90.000 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 94,782 $ 84,262 $ 84,262 $ 94,757 Supplies 40,950 53,000 53,000 53,000 Purchased Services 98,720 127,300 127,300 127,300 Fixed Charges 209 4,000 4,000 4,000 Capital 0 0 0 0 Gross County Cost $ 234,661 $ 268,562 $ 268,562 $ 279,057 Revenue 210,156 222,000 222,000 222,000 Net County Cost $ 24,505 $ 46,562 $ 46,562 $ 57,057 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$10,495. 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. 153 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 1,945 1,950 1,950 Mail Pieces 631,356 633,000 635,000 Supply Orders 1,234 1,250 1,250 Efficiency Measures FTE's per 10,000/capita 0.093 0.091 0.088 Per Capita cost(county support) $0.114 $0.212 $0.252 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. BOARD ACTION: No change. 154 SEVEN YEAR TREND Sheriffs Office Local Costs $25 $20 $15 N Z O J $10 $5 $0 2001 2002 2003 2004 2005 2006 2007 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary- -All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15,714,432 $ 17,129,985 $ 18,709,356 $ 19,411,834 Supplies 738,172 595,975 784,955 742,955 Purchased Services 4,600,941 5,190,101 5,609,236 5,603,536 Fixed Charges 32,787 91,622 83,634 83,634 Capital 33,665 62,750 16,500 16,500 Gross County Cost $ 21,119,997 $ 23,070,433 $ 25,203,681 $ 25,858,459 Revenue 1,770,873 2,084,770 2,398,463 2,398,463 Net County Cost $ 19,349,124 $ 20,985,663 $ 22,805,218 $ 23,459,996 Budget Positions 252.5 271 327 327 SUMMARY OF CHANGES: See Individual Organization Units. OBJECTIVES:See Individual Organization Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Organization Units. BOARD ACTION: See Individual Organization Units. 156 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation, clerical staff,training, uniforms,common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control,etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 951,682 $ 2,065,110 $ 1,068,749 $ 1,114,714 Supplies 104,815 95,500 193,591 151,591 Purchased Services 79,834 65,300 69,223 66,723 Fixed Charges 5,910 60,134 65,382 65,382 Capital 0 0 0 0 Gross County Cost $ 1,142,241 $ 2,286,044 $ 1,396,945 $ 1,398,410 Revenue 26,894 73,206 60,000 60,000 Net County Cost $ 1,115,347 $ 2,212,838 $ 1,336,945 $ 1,338,410 Budget Positions 14 16 16 16 SUMMARY OF CHANGES: The most significant change is the addition of uniforms and equipment for Correctional Officers and Deputy Sheriffs. The major cost associated with uniforms and equipment for new Corrections Officers and Deputy Sheriffs is the actual cost of the required items. Uniforms and special items of equipment are necessary to safely equip Correctional Officers and Deputy Sheriffs who respond to emergencies, protect self and others,and manage inmate behavior while maintaining a safe and secure environment for the inmate population,staff and visitors inside the jail facility. The redesign with additional work cubicles in the Law Enforcement Administration Building is critical because it will allow more effective and efficient use of office space while improving productivity and communication. The potential outcome of creating and establishing a Physical Fitness Standard could decrease Workers' Compensation claims and make employees healthier, which could reduce insurance costs and increase employee longevity and productivity. The upgrades of the Court Technicians from grade 18 to grade 21 are not recommended. Final budget adjustments include an increase in salaries of$45,965. 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. 157 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 7,946 8,343 8,760 Commissary Orders Processed 10,419 11,148 11,705 Invoice/Requisitions Processed 618 649 681 Applicants Processed 618 649 681 Incoming Inmate Mail Processed 45,958 48,255 50,667 Efficiency Measures FTE's per 10,000/capita .885 .773 .707 Per capita cost(county support) $5.24 $5.51 $5.91 Effectiveness Measures(desired results) Civil Process Served 5,450 5,722 6,008 Percent Civil Process Served 68% 75% 75% Daily Average Incoming Inmate Mail 176 184 193 Applicants Hired 34 36 45 Average Miles driven per Civil Process 7 9 11 Complaints per 1,000 Civil Process Served 1 1 1 Complaints per 1,000 Commissary Orders 1 1 1 FINANCE/ADMINISTRATIONRECOMMENDATION: The recommended budget does not include $5,000 for computers, since that will be determine by the IT Governance Committee, or$10,000 for office panels, which is budgeted in the Capital Expenditures budget. Utilities, in the amount of $2,500, was eliminated since utilities are budgeted in Buildings and Grounds. Finally, Uniforms were reduced $27,000 in the recommended budget. Based upon historical use and the cost to equip the new staff, $110,000 seems more than adequate. Total reduction in the recommended budget is $44,500. The upgrades of Court Technicians from grade 18 to grade 21 are not recommended. Job duties have not changed since the last upgrade was requested in 1997 in comparing the data submitted. BOARD ACTION: No change in the recommended budget. 158 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,600,933 $ 4,869,518 $ 5,096,187 $ 5,253,923 Supplies 164,872 181,332 198,869 198,869 Purchased Services 836,327 839,647 894,792 894,792 Fixed Charges 3,045 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5,605,177 $ 5,890,497 $ 6,189,848 $ 6,347,584 Revenue 323,099 285,340 407,000 407,000 Net County Cost $ 5,282,078 $ 5,605,157 $ 5,782,848 $ 5,940,584 Budget Positions 65.5 69 70.75 70.75 SUMMARY OF CHANGES: Revenues have increased due to extended request for contracted services in municipal contract time,a projected rate adjustment to more accurately reflect the hourly cost for an officer and marked patrol unit working municipal contracts, and an increase in the volume of civil paper services. Personnel was increased to adjust for requested positions and overtime to meet the demands of adequate supervision and operations for the Public Safety Bureau. Supplies have increased to update patrol unit equipment tied to safety issues and equipment that has exceeded it's useful life and is in need of replacement. Services reflect increases in contract services for the use of evidence storage. A large increase was added to vehicle depreciation, fuel, and repairs based on historical data and the jump in fuel prices. No capital equipment has been requested for 2007. Final budget adjustments include an increase in salaries of$167,879. 159 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 2,748 3,050 3,386 Part B Offenses 1,420 1,860 2,437 Adult Arrest 1,574 1,606 1,638 Juvenile Arrest 215 224 233 Dispatched Calls for Service 37,692 44,477 52,483 Temporary Restraining Orders Received 553 652 769 Efficiency Measures FTE's per 10,000/capita 3.05 3.14 3.13 Per capita net cost $24.60 $25.48 $26.22 Effectiveness Measures (desired results) Part A Offenses per 1,000 Capita 12.80 13.79 14.85 Part A Percent Cleared 30.4% 34.3% 38.7% Net Property Loss per 1,000 Capita $18,583 $21,582 $25,682 Calls for Service per 1,000 Capita 222.7 325.1 475.1 Average Emergency Response Time (Minutes) 18.78 17.15 17.00 Service Complaints per 1,000 Dispatched Calls for Service 3.7 3.5 3.3 160 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget includes cost increases in overtime and other line items to accommodate the additional requests for municipal patrol services. These costs are recovered from the towns, therefore, revenue from the towns is up $121,660. The Sheriff has again requested the addition of a Deputy Bureau Chief($99,530), as the scope and volume of activity continues to grow in the unit. The Bureau Chief manages 10 supervisors and 73.5 line personnel. With all of the criminal justice problem solving initiatives and growth in activity some of the duties of the Bureau Chief suffer due to lack of time. The success and future progress of the Operation Division could suffer if some relief to the position is not provided. As a result, a new position of Deputy Bureau Chief, similar to one added to the jail last year, is requested and recommended. Policy issue. The upgrades of two Office Tech III positions to Office Tech IV positions ($10,143) are not recommended. Based upon assigned duties, the Southwest Service Center position should be reclassified as SO Support Services Tech at grade 18. The other position request is not justified based on duties and assignments. The additional .75 FTE for a Deputy II position is needed to address the volume of Temporary Restraining Orders(TRO's), calls to the jail and work release facilities, and to perform Desk Officer duties to provide better customer service. Cost of the position is $41,956 (Grade 36, Step 5). Position is a service level increase, therefore a policy issue. BOARD ACTION: The Board took the following actions. 1. Approved the Deputy Bureau Chief position. 2. Approved the upgrade of one Office Tech III to SO Support Service Tech; and denied the upgrade of the other Office Tech III. 3. Approved the .75 FTE for a Deputy III. 4. Approved all other recommendations. 161 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement- - 1000-21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 683,872 $ 796,227 $ 796,227 $ 829,140 Supplies 129,631 42,383 42,383 42,383 Purchased Services 66,948 87,218 92,218 92,218 Fixed Charges 2,904 0 0 0 Capital 17,850 15,000 0 0 Gross County Cost $ 901,205 $ 940,828 $ 930,828 $ 963,741 Revenue 59,112 171,828 171,828 171,828 Net County Cost $ 842,093 $ 769,000 $ 759,000 $ 791,913 Budget Positions 11 12 12 12 SUMMARY OF CHANGES: Personal Services includes a half-time clerical position approved last year to assist with the implementation of the Model Traffic Code enforcement efforts. In discussion with the Courts, the position was used there. The bulk of the work being done to enter and track citations is being done within the Sheriffs Office clerical staff. This half-time position is needed by the Sheriffs Office. Final budget adjustments include an increase in salaries of$32,913. The supply line should remain the same. These funds appear to be under-utilized during the current budget year, due to grant funds obtained through the Colorado Department of Transportation (CDOT). There is no way to determine what funding will be available from CDOT while in the budget planning cycle. If CDOT does not fund projects for the traffic unit, this budget line will be required. An increase of $5,000 is requested to cover projected fuel cost increases. Capital was decreased by$15,000. Revenue will remain at $171,828; however, in the current fiscal year this amount will not be obtained due to officer shortages and a delay in implementing the data base to track the Model Traffic Code violations. This inhibited the full agency-wide implementation of the Model Traffic Code. OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic accident and traffic fatalities in Weld County. 162 TRAFFIC CONTROL (CONTINUED) 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Enforcement Hours 14,000 14,000 22,000 Alcohol Related Driving Arrest 321 424 500 Efficiency Measures FTE's per 10,000/capita 1.95 1.83 1.89 Per capita net cost $3.92 $3.50 $3.49 Effectiveness Measures(desired results) #of fatal crashes 42 26 24 #of total crashes 1,956 1,610 1,550 Percent Seatbelt Use 72% 73% 73% Percent Vehicles >10 Over Limits 8% 7% 6.5% Percent Vehicles Failing to Stop @ Signs 24% 24% 22% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The program's net costs are down $10,000 due to no capital needs in 2007. The revenue of$125,000 from fines did not materialize in 2006 due to delays in implementation. The programs are in place and should allow the Traffic Enforcement Unit to achieve the level of fine revenues budgeted in 2007. Since it was started two years ago, the program has worked in reducing accidents and traffic fatalities in Weld County. BOARD ACTION: No change. 163 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 87,965 $ 79,447 $ 127,885 $ 135,225 Supplies 5,542 9,500 12,500 12,500 Purchased Services 166,161 168,800 169,502 169,502 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 259,668 $ 257,747 $ 309,887 $ 317,227 Revenue 634 0 81,892 81,892 Net County Cost $ 259,034 $ 257,747 $ 227,995 $ 235,335 Budget Positions 2 2 5 5 SUMMARY OF CHANGES: The Sheriffs Office is requesting a significant change in the manner this unit conducts business by combining the personnel assigned to the Animal Control Unit and the Code Enforcement Unit to formulate a Sheriffs Office Ordinance Enforcement Unit and moving all personnel assigned to both units to full-time status. The personnel services costs for personnel assigned to the Code Enforcement Unit, plus the cost to increase to full-time ($48,436) have been added to this budget. Final budget adjustments include an increase in salaries of$7,340. A one time increase of$8,400 is requested for small items of equipment to allow for the purchase of two 800 MHz pack-set radios to allow each employee in the Animal Control Unit to be assigned a radio. This would provide an increased amount of safety to each employee as they would have a radio that identified them to the dispatch center in an emergency situation and not just a"general" number. The unit currently shares two "general" coded pack-sets. An increase of $200 is necessary in general supplies, since there will be an impact due to an increased amount of coverage time with the Animal Control and Code Enforcement Unit moving to full time status. A $100 increase is requested for printing and duplicating since the Animal Control and Code Enforcement Unit is constantly trying to provide more community service oriented events to allow for low cost spay and neuter clinics. The unit intends to starting a low cost pet "micro-chipping" clinic in 2007, and would anticipate a need for an increase in printing and duplicating to advertise for the clinic. The Humane Society contract for 2007 will remain at last year's rate. In The Motor Pool budget a replacement vehicle is included, in the amount of$19,000. Revenues include a transfer of funds from the Solid Waste Unit of$81,892. 164 COUNTYWIDE ANIMAL CONTROL (CONTINUED) 1000-21230 OBJECTIVES: 1) Provide efficient and effective service within allocated resources. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2,727 3,408 4,206 Animals Transported to Shelter 1,060 1,200 1,356 Efficiency Measures FTE's per 10,000/capita .0932 .0910 .1324 Per capita cost(county support) $1.21 $1.17 $1.40 Miles Driven per Call for Service 27.76 32.85 38.78 Effectiveness Measures (desired results) Summons Issued 186 260 312 FINANCE/ADMINISTRATION RECOMMENDATION: The budget is recommended as requested. This budget represents a significant change in the way code enforcement and animal control have operated in the past. Finance and Administration supports the proposed organizational and operational changes. The changes appear to be a creative way to improve both services, while doing it without a lot of additional costs. The budget unit in the Solid Waste Fund will show a transfer of$81,892 to cover the code enforcement costs previously done by staff in that budget unit. The line items and positions will be transferred to this budget beginning in 2007. The increases in services and supplies are justified. BOARD ACTION: The Board approved the restructuring as recommended,and the recommended staffing and funding levels. No changes to the recommended budget. 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory-- 1000-21260 DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of Greeley and Weld County. The two entities also have agreements for services on a contract basis. The laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases. The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for accreditation by the American Society of Crime Lab Directors. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 118,976 $ 124,547 $ 124,547 $ 130,514 Supplies 38,463 39,710 21,000 21,000 Purchased Services 21,829 47,965 67,600 67,600 Fixed Charges 347 0 0 0 Capital 15,815 0 16,500 16,500 Gross County Cost $ 195,430 $ 212,222 $ 229,647 $ 235,614 Revenue 178,457 104,828 118,449 118,449 Net County Cost $ 16,973 $ 107,394 $ 111,198 $ 117,165 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: In addition to digital evidence yearly software upgrades, the "More Hits" software, which links to the AFIS unit, is a new maintenance item ($995). The AFIS System, acquired in 2006, requires a maintenance agreement($9,065) to covers hardware and software. Equipment improvements include an essential gas chromatograph - mass spectrometer(GC-MS) upgrade to install an "inert ion source"combined with electronics and software upgrades. Agilent, the manufacturer of the GC-MS, will no longer support the current MS hardware for the purpose of maintenance agreements. To avoid relying on third parties for repair parts, to avoid service or repair delays, and to get increased sensitivity provided by the inert source, the upgrade is being requested ($16,500). Final budget adjustments include an increase in salaries of$5,967. 166 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 OBJECTIVES: 1)Provide accurate, competent,and timely analysis of evidence to meet the needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases completed -drug/arson/paint 84 120 140 Court Testimony 4 4 5 Hours of Lab Analysis -drug/arson/paint 266 280 300 Efficiency Measures FTE's per 10,000/capita .046 .045 .044 Per capita cost(county support) $0.432 $0.413 $0.517 Effectiveness Measures(desired results) Quality Audit 1 1 1 Proficiency Testing (Test Run/Errors) 3/2 3/0 3/0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 167 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 26,944 $ 85,170 $ 85,170 $ 85,170 Supplies 2,288 0 6,400 6,400 Purchased Services 3,273 0 10,600 10,600 Gross County Cost $ 32,505 $ 85,170 $ 102,170 $ 102,170 Revenue 25,811 59,000 87,794 87,794 Net County Cost $ 6,694 $ 26,170 $ 14,376 $ 14,376 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: This unit received a VALE Grant, in the amount of $78,794, for 2006/2007. The grant period is July 1st, 2006 to June 30th, 2007. Prior to this a VALE grant, in the approximate amount of$59,000, was received for the period of July 1st, 2005 to June 30th, 2006. This represents a $19,794 increase in revenue. The County does not currently have a written contract for services with the south County agencies to whom we provide advocacy services. We have requested and received monetary assistance from these agencies, in the amount of$13,200. The amount the amount to be received in 2007 is uncertain; however, based on past dollar amounts it is anticipated to be $9,000 in 2007. There have been several increases in Supplies, Services, Meetings, and Training, which are attributed to a better understanding of costs associated with the operation of the newly formed unit. "Supplies" have increased this year due to a request for two 800 MHz radios to increase advocate safety. "Services" have increased due to the need for four cell phones for use by the volunteers. This area of increase is directly covered by the VALE grant. The increase in Training and Meetings is $3,522 dollars, and is due to the associated cost of maintaining a volunteer unit that is needed in order to provide the quality of services that are appropriate. However, these costs were offset by the increase in revenue from the VALE grant. It is expected that there will be a decrease from $26,170 net county cost in 2006 to $14,376 net county cost in 2007. It is expected that VALE grants will continue to cover the majority of costs for operation, but as with any grant situation this is not guaranteed funds. OBJECTIVES: To assist victims of crimes with immediate counseling and referral to community agencies that help them cope with their loss or injury. 168 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 217 768 911 Number of VALE grants administered 1 1 1 Efficiency Measures FTE's per 10,000/capita .093 .090 .088 Per capita cost(county support) $0.031 $0.118 $0.063 Effectiveness Measures(desired results) Victims Assisted 124 376 383 Total VALE/VOCA grant funds awarded $59,000 $78,794 $75,000 Funds from Other Agencies $13,200 $9,000 $10,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The program has some cost increases, with VALE Grant revenue to offset the increased costs. Net cost of the budget is down $11,794. County assumed management of this program July 1, 2005. BOARD ACTION: No change. 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Multi-Jurisdictional Drug Task Force -- 1000-21410 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the Sheriff. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 74,489 $ 99,367 $ 99,367 $ 99,367 Supplies 0 0 0 0 Purchased Services 35,124 70,248 70,248 70,248 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 109,613 $ 169,615 $ 169,615 $ 169,615 Revenue 115,781 54,068 0 0 Net County Cost $ -6,168 $ 115,547 $ 169,615 $ 169,615 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: The above projected numbers reflect the period from January 1, 2007 through December 31,2007. We have been approved and are operating on the grant commencing October 1, 2005 through September 30, 2006. We will be requesting another grant to operate the 12 month period commencing October 1, 2006. This grant has been operating for the past several years with the assistance of less than 20% federal funding. The Weld County Task Force Board has met and discussed impacts. The goal would be to work 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. The above figures reflect the projected cost to the County anticipating grant approval for the 2006/2007 grant year. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 170 MULTI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) • 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 199 210 215 Drug Arrests 181 190 200 Search Warrants Executed 21 25 25 Cocaine Seizures (Kilos) 1.98 3.50 4.00 Methamphetamine Seizures (Pounds) 3.87 4.00 4.50 Marijuana Seizures (Pounds) 860 500 500 Meth Lab Seized 6 6 6 Efficiency Measures FTE's per 10,000/capita .046 .045 .044 Per capita cost(county support) $0.33 $0.52 $0.75 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita 1.08 1.05 1.05 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. The Commissioners were advised in the 2006 budget process that the County may have to pick up the costs of the Investigator assigned to this program in 2007 due to grant funding ending. The program has been an effective intergovernmental effort to deal with the drug problem in the County. The Drug Task force is working to becoming self-sufficient through other funding sources as the federal grant program ends in 2007. BOARD ACTION: No change. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex - - 1000-24410 DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe, and well-maintained jail. Professional jail support services such as medical care,food preparation, and facility programming are provided to meet these mandates. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7,679,570 $ 8,271,490 $ 9,362,069 $ 9,783,746 Supplies 248,216 205,300 267,430 267,430 Purchased Services 3,040,724 1,879,803 2,218,621 2,218,621 Fixed Charges 16,721 28,238 16,902 16,902 Capital 0 47,750 0 0 Gross County Cost $ 10,985,231 $ 10,432,581 $ 11,865,022 $ 12,286,699 Revenue 674,049 675,500 689,500 689,500 Net County Cost $ 10,311,182 $ 9,757,081 $ 11,175,522 $ 11,597,199 Budget Positions 132 139 146(12 mo) 146(12 mo) 167 (6 mo) 167 (6 mo) 188 (3 mo) 188 (3 mo) SUMMARY OF CHANGES: The most significant impacts to this budget unit are the addition of security and support personnel needed to operate the new capacity added by the Phase III capital project in January 2008 and coping with a 20% increase in the number of admissions since 2005. Security staff training and the practical limits of how many can be trained at one time require a phased hiring approach timed so operational capacity is available as soon as possible. Some personnel costs will eventually be offset by elimination of out-of-county housing costs and this approach defers the full impact of additional staff over multiple budget years. The increase in supplies is the direct result of having to procure supplies for additional capacity. Purchased services have increased because of medical costs. Medical costs have increased significantly for three reasons: 1)The low medical services bidder was still much higher than what was originally budgeted in 2006, 2)Outside medical costs for critical care inmates were much higher because of the duration of inpatient situations and increased frequency of use; and, 3)The increased cost of necessary psychotropic medications. The revenue projection increased primarily as the result of new fees assessed to inmates for the cost of admission and release. However, how these fees are used is specifically articulated by statute. Final budget adjustments include an increase in salaries of$421,677. 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 Sheriff's statutory duties as the Keeper of the Jail effectively and efficiently. 172 NORTH JAIL (CONTINUED) 1000-24410 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg. Secure Jail Population Daily 579 637 688 Avg. Work Release Clients Daily 122 175 180 Avg. Electronic Home Monitoring Daily 64 68 70 Avg. Pre-Trial Supervision Clients Daily 249 290 290 Total Offenders Under Supervision Daily 1,014 1,170 1,228 All Offenders Processed Into Facilities 13,945 15,250 17,300 Number of Offenders Transported to Court Appearances 15,771 16,250 16,500 Offenders Arrested and Extradited from Out-of-State 139 142 145 New Correctional Officers Entering Basic Training 30 36 67 Efficiency Measures Offender Supervision FTE's per 10,000 Capita 7.22 7.59 9.53 Per capita net cost $48.03 $44.35 $51.18 Avg. Medical Cost Per Inmate Daily $5.88 $6.85 $7.26 Avg. Food Cost Per Inmate Daily $3.38 $3.38 $3.51 Secure Facility Occupancy Rate 143% 157% 170% Effectiveness Measures (desired results) Avg. Length of Stay Days (Secure) 23.1 21.0 21.8 Sentence Days Deducted for Inmate Work Time 4,525 4,700 4,700 In-Custody Suicides 0 0 0 Escapes from Secure Custody 0 0 0 Successful EHM Completion 95% 97% 97% Successful Work Release Completion 72% 73% 73% Offenders Eaminq GED 53 55 55 173 NORTH JAIL (CONTINUED) 1000-24410 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit, by far, has the most significant impact on the 2007 budget and will continue to do so in 2008 and 2009. The increased costs are driven by preparation in 2007 to get additional security and support staff trained and available to open Phase Ill of the jail, which will add 374 beds. Forty-nine additional staff positions will be phased in over the twelve months of 2007, so that they are in place to open the new facility on January 1, 2008. The Jail Bureau Chief has worked with Finance and Administration to develop a phased-in plan. The cost for the new facility will be$1,207,494 in 2007, an additional $1,753,131 in 2008, and an additional $1,587,530 in 2009. When the 374 beds are fully operational, there will be 83 additional positions and an annual operational cost increase of $4,548,155 to cover staff, medical, and food costs. This will be offset by savings of $1,396,125 currently being paid to house inmates at other facilities outside Weld County. The net cost increase to operate the Phase Ill of the jail will be $3,152,030 annually in 2007 dollars. In 2008, the jail will staff to use 252 of the 374 new beds, and then staff to use all 374 new beds in 2009. The construction of the facility by housing unit allows the gradual opening of housing units as they are needed. At the current incarceration rate, an additional phase of the jail may be needed within five years after the opening of Phase Ill in 2008. The upgrade of Programs Director (Grade 44) to Support Services Director (Grade 50) is recommended in light of the additional duties assigned to manage the food services and medical contract. BOARD ACTION: No change. The Board approved the funding and staffing of the additional facility as recommended. Upgrade of the Programs Director was approved. 174 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse. This budget unit supports the resources to comply with all of these requirements. C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative programs operate within this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,422,524 $ 1,668,394 $ 1,814,358 $ 1,904,701 Supplies 22,280 18,000 38,532 38,532 Purchased Services 325,689 352,850 577,337 577,337 Fixed Charges 628 3,250 1,350 1,350 Capital 0 0 0 0 Gross County Cost $ 1,771,121 $ 2,042,494 $ 2,431,577 $ 2,521,920 Revenue 310,266 625,000 750,000 750,000 Net County Cost $ 1,460,855 $ 1,417,494 $ 1,681,577 $ 1,771,920 Budget Positions 23 28 30 30 SUMMARY OF CHANGES: Personnel Services have increased with the addition of two Court Services Officers which are requested to provide additional resources for inmate transportation to court, courtroom security and courthouse emergency response. The number of judges and use of courtrooms continues to expand predicating more resources. Supplies have increased primarily because both the Court Services and Alternative Programs Divisions need additional radio communication and small items of equipment to equip staff, as well as the full capacity at Work Release. Purchased Services has increased because food for Work Release clients had not been previously charged to Work Release but was carried by the North Jail. This reflects a more accurate cost distribution. The Alternative Programs Division has also requested a car for staff to perform client home and work-site checks. The revenue increase is due to a fee increase from$10 to $12 per day. Work Release is operating at near full capacity, including the part that was added in 2005. Final budget adjustments include an increase in salaries of$90,343. 175 CENTENNIAL JAIL (CONTINUED) 1000-24420 OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide effective and efficient community supervision alternatives to secure detention. PERFORMANCE MEASURES: Included in North Jail Complex(1000-24410)Summary. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional judges added to the court system cause the need for the two additional personnel to serve the courts($145,964). The restructuring of costs for Work Release are not actually increases, but are the transfer of costs to this budget unit to better account for the cost by program. Revenues are up $125,000 due to Work Release income. BOARD ACTION: No change. Two additional positions were approved for the courts. 176 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440 DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'facilities due to the overcrowding of Weld County's jail. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,216 1,642,500 1,396,125 1,396,125 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,216 $ 1,642,500 $ 1,396,125 $ 1,396,125 Revenue 0 0 0 0 Net County Cost $ 1,216 $ 1,642,500 $ 1,396,125 $ 1,396,125 Budget Positions - - -- -- - - SUMMARY OF CHANGES: This budget pays for housing Weld County Jail inmates in other counties because of Weld County Jail overcrowding. The budget was forecast to pay for an average of 100 inmates a day to be housed in other counties at$45 day. Experience has shown that Weld inmates backlogged waiting to be accepted by the Colorado Department of Corrections use many of the beds in other counties. Weld does not pay for these inmates. As a result, the requested budget has been reduced to reflect expected utilization. OBJECTIVES: See North Jail budget for details. PERFORMANCE MEASURES: See North Jail budget for details. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 177 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management- - 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 67,477 $ 70,715 $ 134,797 $ 75,334 Supplies 22,065 4,250 4,250 4,250 Purchased Services 23,816 35,770 42,970 39,770 Fixed Charges 3,232 0 0 0 Capital 0 0 0 0 Gross County Cost $ 116,590 $ 110,735 $ 182,017 $ 119,354 Revenue 56,770 36,000 32,000 32,000 Net County Cost $ 59,820 $ 74,735 $ 150,017 $ 87,354 Budget Positions 1 1 2 1 SUMMARY OF CHANGES: Changes to this budget include a 5% increase to the OEM Director's salary for a grade increase. This is similar to what is provided to the Detectives that work with the Sheriffs Office. The OEM Director attends several meeting in the county and the state, which requires him to dress professionally. The OEM Director, while attending meetings, is representing the Weld County Sheriffs Office and Weld County. An additional staff member($60,771) is also requested that will work in the south part of the county as an Emergency Manager. The added staff member will help in all areas of Emergency Management. The staff member will help with preparedness issues in Weld County to include Weld County government, local municipalities, towns, citizens and their communities. Final budget adjustments include an increase in salaries of$1,308. Purchased Services is increased to add funding for the additional staff member for travel expenses for meeting, a Blackberry cell phone and service, and added funding for training. There is also an additional$4,000 added to the budget for updates to the Emergency Operations Center,with Smart Boards added to the EOC in each room. There is also a need to update to DVD players in the training rooms, utilizing grant funding. Some of the state grants require a matching dollar amount. Although the $4,000 will not cover the cost of the equipment, it is a starting point for funding. OBJECTIVES: Comply with State and Federal EMA programs. 178 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of drills and exercises 6 8 8 Number of people participating in drills 1,100 1,100 1,100 Number of inspections and/or reports 10 10 12 Efficiency Measures FTE's per 10,000/capita .047 .045 .044 Per capita cost $0.27 $0.34 $0.39 Effectiveness Measures(desired results) Percent increase in number of inspections and/or reports 12.5% 12% 12.0% FINANCE/ADMINISTRATION RECOMMENDATION: The upgrade of the OEM Director($3,311) to create parity with other positions in the Sheriffs Office is recommended; however, the additional Emergency Manger position ($60,771) is not recommended. The position is requested to work in the south part of the county. This is a significant expansion of service that does not seem justified. Policy issue. The increases of $3,200 for services and supplies to support the additional position are not recommended and have been reduced in the recommended budget. The remainder of the budget is recommended as requested, with a $4,000 increase for equipment upgrades BOARD ACTION: No change. The Board denied the additional position and the associated costs. 179 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100 DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18 fire departments,2 rescue/ambulance departments, plus local government including public works. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 16,005 0 0 0 Purchased Services 1,555,342 1,619,552 1,909,690 1,909,690 Fixed Charges 4,923 0 8,600 8,600 Capital 0 0 0 0 Gross County Cost $ 1,576,270 $ 1,619,552 $ 1,918,290 $ 1,918,290 Revenue 415,694 408,131 408,872 408,872 Net County Cost $ 1,160,576 $ 1,211,421 $ 1,509,418 $ 1,509,418 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. Details of the total cost of the contract are on the following page. 180 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERSONNEL: 2006 2007 WCRCC CJIS 1.00 Upgrade of Police Sgt to Capt $ 26,025 $ 27,977 $ 27,977 $ 0 1.00 Upgrade Computer Systems Mgr 24,764 27,435 0 27,435 1.50 Systems Administrator 113,668 117,078 0 117,078 2.50 P C Specialist 102,852 105,938 0 105,938 0.50 Services Sgt Upgrade to Lt 51,836 57,832 57,832 0 2.64 Dispatcher II 128,490 169,638 169,638 0 25.71 Dispatcher I 1,147,676 1,321,131 1,321,131 0 Dispatch Temp Services 9,480 16,900 16,900 0 Dispatch Overtime 17,160 21,210 21,210 0 7.38 Data Coordinator I 314,391 323,720 0 323,720 Clerks Temp Services 18,369 20,000 0 20,000 0.28 Records Overtime 12,238 14,000 0 14,000 0.28 Clerical Assistant 9,889 10,186 0 10,186 Data Coordinator II 14,287 14,716 0 14,716 0.05 Upgrade Data Coordinator Ito II 7.405 7,627 0 7,627 TOTAL PERSONNEL COSTS $ 1.998.530 $ 2,255,388 $ 1,614,688 $ 640,700 COMPUTER SYSTEM: Radio Maintenance Contract $ 114,288 $ 163,440 $ 163,440 $ 0 Computer Enhancements 100,000 100,000 0 100,000 Radio Enhancements 0 0 0 0 Tower Rental 15,400 0 0 0 Radio Modifications 15,000 20,000 20,000 0 Utilities 18.810 19.562 19.562 0 TOTAL COST $ 263.498 $ 303.002 $ 203.202 $ 100,000 HARDWARE/SOFTWARE MAINTENANCE: Tiburon $ 117,889 $ 112,489 $ 0 $ 112,489 IBM 7,500 6,402 0 6,402 Informer System 4,200 4,560 0 4,560 Service Motorola Console 12,685 19,898 0 19,898 Thales Wordnet 3 2,736 0 0 0 TOTAL $ 145,010 $ 143,349 $ 0 $ 143.349 PROGRAM TOTALS $ 2,407,038 $ 2.701.739 $ 1,817.690 $ 884,049 181 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 SUMMARY OF CHANGES(CONTINUED): The County receives cost reimbursement from tower rental ($56,918), Mountain View Fire ($23,000), AirLife services ($54,258), services to the City of Fort Lupton ($252,696), and Fort Lupton FPD ($22,000), for total revenue of $408,872. Of the above costs, the $2,701,739 contract will be allocated as follows: $1,817,690 to the Weld County Regional Communications Center, and $887,049 to the Criminal Justice Information System. Included as an enhancement to the computer system is $100,000 for Tiburon. Phone costs of $65,000, tower rental of$6,000, and motor pool costs of$4,600 are included in the budget outside the contract. In addition, in 2007 Weld County must begin contributing $25,000 per year to CCNC for the maintenance of the state 800 MHz controller system. Net costs of the budget are up $297,997, or 24.6% for 2007. Personnel costs are up $256,858, with salary adjustments due to cost-of-living increases ($77,251), and four additional dispatch positions($176,319). The service and supply accounts are up$8,600. Revenues are up$741 due to cost-of-living increases in the contracts. OBJECTIVES: 1) Perform emergency service and dispatching for 43 law enforcement, fire and ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and repair services; 3)Perform NCIC/CCIC termination operations for information inquiry requests from user agencies; and 4) Operate and maintain the E-911 emergency telephone system. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs E-911 Calls 92,045 95,524 99,345 Non-911 Calls 391,354 375,700 360,672 CAD Incidents for Law and Fire/Ambulance 307,477 342,432 383,524 EMD Calls 11,000 13,126 15,620 Criminal Justice Records, Total Case #s issued 7,026 7,049 7,073 ARS Documents Transcribed 11,286 12,233 13,260 Warrants Processing Activity 11,695 23,558 24,000 Citations Processed 24,018 29,280 32,500 Phone Calls into Records 54,832 54,000 54,000 Computer Service Requests 12,085 17,140 18,300 Efficiency Measures FTE'S per 10,000/capita 1.79 1.71 1.84 Per Capita Cost- Operating Budget $5.41 $5.51 $6.66 EMD Call per FTE 247 295 309 CAD Incident per FTE 6,914 7,699 7,577 Total Telephone Calls to Center per FTE 7,026 10,596 9,089 ARS Document transcribed per FTE 1,271 1,200 1,200 182 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERFORMANCE MEASURES(CONTINUED) ACTUAL ESTIMATED PROJECTED Effectiveness Measures (desired results) Respond to all 911 calls within 7 seconds 99% 99% 99% Maintain Emergency Medical certification of 100% 100% 100% all dispatch personnel. Maintain customer satisfaction as indicated by feedback from the Weld County Board of Commissioners, City Council of Greeley, Weld County Communications Board, and Weld County E-911 Board 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the growing workload and additional volume of dispatching, the additional Dispatchers are justified. Three of the Dispatchers were paid for by the E911 Authority in 2006, with the understanding that the County and City would pick up the cost after 2006. The addition of a Dispatcher II is for supervision. The costs of the additional staff are split between the City of Greeley and Weld County based upon activity, per the original IGA. The contribution of $25,000 per year to CCNC for maintenance of the state 800 MHz controller system is a shift of state costs to local governments; however, it is still less than the county would have to pay to maintain its own system. Recommend approval. Other increases reflect inflationary trends. BOARD ACTION: The Final Budget was adjusted by$44,901, due to the E911 Authority Board agreeing to pay for software costs associated with the E911 dispatch. The Tiburon software was reduced from$112,489 to$70,860,and the IBM software was reduced from$6,402 to$3,130. The net effect is that the Criminal Justice Information System (CJIS) portion of the City of Greeley contract dropped from $884,049 to $839,148. The Board approved the budget, as amended. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 567,970 0 0 0 Purchased Services 3,554 0 0 0 Fixed Charges 0 0 0 0 Capital 81,183 250,000 125,000 125,000 Gross County Cost $ 652,707 $ 250,000 $ 125,000 $ 125,000 Revenue 537,127 250,000 0 0 Net County Cost $ 115,580 $ 0 $ 125,000 $ 125,000 Budget Positions - - - - - - -- SUMMARY OF CHANGES: Budgeted costs are $125,000 to make the microwave hop from the Nunn to Grover towers a licensed versus unlicensed frequency for greater security and reliability. 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: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 700 700 700 Gross County Cost $ 0 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net County Cost $ 0 $ 700 $ 700 $ 700 Budget Positions -- -- -- - - SUMMARY OF CHANGES: No change. 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: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,562 $ 0 $ 0 $ 0 Supplies 24,075 100,000 100,000 100,000 Purchased Services 742,748 762,873 784,049 739,148 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 769,385 $ 862,873 $ 884,049 $ 839,148 Revenue 0 0 0 0 Net County Cost $ 769,385 $ 862,873 $ 884,049 $ 839,148 Budget Positions - - -- - - -- SUMMARY OF CHANGES: See Communication Budget Unit (1000-22100) for details on the consolidation of the communications dispatch center and criminal records system with the City of Greeley. The budget includes $640,700 in personnel costs, $100,000 for enhancements to Tiburon,and$143,349 for computer maintenance costs,for a total of$874,049. This is an increase of$21,176. The increases are in personnel costs for cost-of-living adjustments. All other line items remain the same. 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 11,286 12,233 13,260 Efficiency Measures Per capita cost(county support) $3.58 $3.92 $3.70 Effectiveness Measures (desired results) ARS documents transcribed per FTE 1,282 1,390 1,507 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: As indicated in the Communications Budget Unit (1000-22100), the Final Budget was adjusted by $44,901 due to the E911 Authority Board agreeing to pay for software costs associated with the E911 dispatch. The Tiburon software was reduced from $112,489 to $70,860, and the IBM software was reduced from $6,402 to $3,130. The Net effect is that the Criminal Justice Information System (CJIS) portion of the City of Greeley contract dropped from $884,049 to $839,148. The Board approved the budget, as amended. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 290,060 $ 296,009 $ 296,009 $ 310,512 Supplies 8,737 10,700 10,700 10,700 Purchased Services 177,120 247,300 247,300 247,300 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 475,917 $ 554,009 $ 554,009 $ 568,512 Revenue 1,037 250 250 250 Net County Cost $ 474,880 $ 553,759 $ 553,759 $ 568,262 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: One Coroner Investigator I was upgraded to Coroner Investigator II. Final budget adjustments include an increase in salaries of$14,503. 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 929 950 980 Number of inspections 417 430 460 Number of full autopsies 126 150 155 Efficiency Measures FTE's per 10,000/capita 0.233 0.227 0.221 Per capita cost(county support) $2.21 $2.52 $2.51 Cost per autopsy/inspection $800 $824 $848 Effectiveness Measures(desired results) Percent full autopsies of post-mortem 14% 16% 16% exams Percentage of contested work 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: One Coroner Investigator I (Grade 36) position was upgraded to Coroner Investigator II (Grade 39). No other changes. 189 Hello