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Home My WebLink About20062480 'k� xyY Y1} r:c }� . $ . ' 44, a. 4 kY'h An A a -i 0. '1 * 8Y x., a Ay , 4 E ,,tilt: ',,,•',4,,,,c,, fioy? . �y� w �. t w M , r "n' w' Po gym+ h � Sir . I riaa ... , A .-` •! ,.. -47-c---; R 1 ^rc4x' x COUNTY- NFO WELD STATE OF CoLORADO I , 2006-2480�S ! � C; q _t?('? C(4-' ----- r COUNTY OF WELD 2007 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS M. J. "Mike" Geile, Chair David E. Long, Pro-Tern William H. Jerke, Commissioner Robert D. Masden, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN September, 2006 1111De. 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 42 Specific Revenue Assumptions of Significant Revenue 43 Major Revenue Historical Trends and Analysis 45 Policy Directions 46 Explanation of Individual Funds 48 Significant Budget and Accounting Policies 51 Capital Improvement Policy 53 Investment Policy 55 Fund Balance and Reserve Policy 56 Organizational Responsibility for Budget Units 57 Policy Matters/Points of Issue with Fiscal Impact 60 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 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 Summary of Fund Balances 71 2007 Summary of Major Revenues and Expenditures 72 2006 Summary of Major Revenues and Expenditures 73 2005 Summary of Major Revenues and Expenditures 74 Governmental Funds - 2004 - 2006 Summary of Estimated Financial Sources and Uses 75 PAGE SUMMARY OF FUNDS (CONTINUED): 2006 Assessed Values to be Used for 2007 Budget 77 Net Program Cost 78 Summary of 2005 Allocated Costs Applicable for 2007 80 Ten Year Trend Data: Beginning Fund Balance 81 County Expenditures 82 Weld County- Organizational Chart 83 Summary of County Funded Positions 84 GENERAL FUND: Graph -- General Fund Revenue Changes 87 Graph -- General Fund Expenditure Changes 88 Ten Year Trend Data: General Government 89 Public Safety 90 Health and Welfare 91 Narrative Fund Summary 92 Summary of Revenue 94 Summary of Expenditures 97 Office of the Board 100 County Attorney 102 Public Trustee 104 Clerk to the Board 107 Clerk and Recorder: Recording/Administration 109 Elections 111 Motor Vehicle 113 Treasurer 115 Assessor 117 County Council 119 District Attorney: Ten Year Trend Data 121 Budget Unit Summary 123 Juvenile Diversion 125 Victim/Witness Assistance 127 White Collar Crime Task Force 130 Finance and Administration 131 Accounting 133 Purchasing 135 Personnel 137 Planning and Zoning 139 Buildings and Grounds 142 Computer Services 144 Geographical Information System 146 Capital Outlay 148 Printing and Supplies 150 II PAGE GENERAL FUND (CONTINUED): Sheriffs Office: Ten Year Trend Data 152 Budget Unit Summary- All Departments 153 Sheriff Administration 154 Sheriff Operations 156 Traffic Enforcement 159 Sheriff's Office Ordinance Enforcement 161 Regional Forensic Laboratory 163 Victim Advocate Services 165 Multi-Jurisdictional Drug Task Force 167 North Jail Complex 169 Centennial Jail 172 Contract Jail Space 174 Office of Emergency Management 175 Communications - County Wide 177 Communications System Development 181 E-911 Administration 182 Criminal Justice Information System 183 Coroner 185 Community Corrections 187 Building Inspection 189 Noxious Weeds 192 General Engineering 194 Missile Site Park 196 Parks and Trails 198 Airport 199 Senior Programs 200 Waste Water Management 201 Developmentally Disabled 202 Mental Health 204 Child Advocacy Center 206 Transfers: Agency on Aging 207 Health Department 208 Economic Development 209 Building Rents 211 Non-Departmental 213 Retiree Health Insurance 215 Community Agency Grants 216 Extension Service 218 County Fair 220 Veteran's Office 222 Island Grove Building 224 Contingency(Salary) 225 iii PAGE PUBLIC WORKS FUND: Graph -- Revenues 227 Graph -- Revenue Changes 228 Graph -- Expenditures 229 Graph -- Ten Year Trend Data 230 Narrative Fund Summary 231 Concerning Local Accountability for Money Used for Highway Purposes 232 Construction Bidding for State-Funded Local Projects 233 Summary of Revenue 234 Summary of Expenditures 235 Administration 236 Trucking 238 Motor Grader 240 Bridge Construction 242 Maintenance Support 244 Other Public Works 246 Mining 248 Grants-in-Aid to Cities and Towns 250 Non-Departmental Revenue 251 Contingency(Salary) 252 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 253 Graph -- Social Services Expenditures 254 Graph -- Ten Year Trend Data 255 Fund Narrative 256 Summary of Revenue 258 Summary of Expenditures 261 County Administration 262 Non Program Revenue 264 Other Programs 265 Child Support Administration 267 Temporary Assistance to Needy Families &Administration 269 Aid to Needy Disabled 271 Child Care 273 Old Age Pension 275 Child Welfare and Administration 277 Core Services 279 LEAP Program and Administration 281 General Assistance 283 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenue 285 Graph -- Health Fund Expenditures 286 Graph -- Ten Year Trend Data 287 Narrative Fund Summary 288 Summary of Revenue 291 Summary of Expenditures 292 Budget Unit Summary- All Departments 293 Non-Program Revenue 295 Administration 296 Health Communication 298 Community Health Services 301 Environmental Health Services 303 HUMAN SERVICES FUND: Narrative Fund Summary 307 Graph -- Ten Year Trend Data 308 Summary of Revenue 309 Summary of Expenditures 311 Head Start Program 312 Migrant Head Start 313 Preschool Fund 314 Job Service (Wagner/Peyser) 315 Summer Job Hunt 316 Consumer Navigator 317 Employment First 318 Tony Grampsas Youth Services 319 Assistance to Needy Families 320 Workforce Investment Act -Administration 321 Workforce Investment Act -Adult Program 322 Workforce Investment Act - Youth Program 323 Multi-Disciplinary Youth Assessment 324 Workforce Investment Act - Statewide Activities Grant 325 Workforce Investment Act - Dislocated Worker Program 326 Educational Lab 327 AmeriCorps Program 328 Tight Corp Program 329 AAA Administration 330 AAA Support Services 331 AAA Congregate Meal 333 AAA Home Delivered Meals 334 AAA Health Services 335 AAA Elder Abuse Grant 336 AAA Special Ombudsman 337 AAA Single Entry Point 338 Federal Transit Grant 339 AAA Other Programs 340 Transportation (History only) 341 AAA State Funds 342 Medicaid Transportation 343 v PAGE HUMAN SERVICES FUND (CONTINUED): Part E Family Caregiver Support 344 Supplemental Foods 345 Community Services Block Grant 346 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 347 Conservation Trust Fund Summary of Revenue 348 Summary of Expenditures 349 Budget Unit Summary 350 Contingency Fund: Summary of Revenue 354 Summary of Expenditures 355 Budget Unit Summary 356 Emergency Reserve Fund: Summary of Revenue 357 Summary of Expenditures 358 Budget Unit Summary 359 Solid Waste Fund Summary of Revenue 360 Summary of Expenditures 361 Budget Unit Request Summary- Code Enforcement 362 Budget Unit Fund Summary 364 CAPITAL FUNDS: Graph - - Ten Year Trend 367 Narrative Summary of Fund 368 Summary of Revenue 369 Summary of Expenditures 370 Budget Unit Summary 371 Long Range Capital Projects Five-Year Plan 373 PROPRIETARY FUNDS: Narrative Summary of Funds 409 Paramedic Services Enterprise Fund: Summary of Revenue 410 Summary of Expenditures 411 Budget Unit Summary 412 IGS - Motor Pool Fund Summary of Revenue 415 Summary of Expenditures 416 Budget Unit Summary- Motor Pool Administration 417 Budget Unit Summary- Motor Pool Equipment 419 IGS - Health Insurance Fund: Summary of Revenue 423 Summary of Expenditures 424 Budget Unit Summary 425 vi PAGE PROPRIETARY FUNDS (CONTINUED): IGS - Insurance Fund: Summary of Revenue 427 Summary of Expenditures 428 Budget Unit Summary 429 IGS - Phone Services Fund: Summary of Revenue 431 Summary of Expenditures 432 Budget Unit Summary 433 Weld County Finance Authority Summary of Revenue 435 Summary of Expenditures 436 Budget Unit Summary 437 vii istit. Wilk ri GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2006 6644/ Strip-deass-. President Executive Director 1 ia Plc DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303)356-5000, EXT.4218 a FAX: (303)352-0242 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 COLORADO September 1, 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 $171,021,971, with a net of$167,763,853 when interfund transfers are excluded. The Internal Service Funds total an additional$16,975,526. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$104,960,668,anticipated fund balances of$28,134,000,and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$67,868,286. 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 supportthe 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 yearfunding,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 theirfinancial 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$172,828,954 in 2007,an increase of 9.45%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% $67,868,286 39.3% $3,231,823 Other Taxes 6,410,000 4.1 6,710,000 3.9 300,000 Licenses and Permits 3,002,400 1.9 3,470,900 2.0 468,500 Intergovernmental Revenue 43,117,355 27.3 49,902,377 28.9 6,785,022 Charges for Services 5,301,937 3.3 5,219,059 3.0 (82,878) Ambulance Fees 6,215,459 3.9 7,642,187 4.4 1,426,728 Miscellaneous Revenue 5,054,178 3.2 7,691,274 4.5 2,637,096 Fee Accounts 7,827,000 5.0 7,330,000 4.2 (497,000) Internal Service Charges 16,345,526 10.4 16,994,871 9.8 649,345 TOTAL $ 157,910,318 100.0% $ 172,828,954 100.0% $ 14,918,636 5 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$185,934,924 for 2007,which is an increase of 6.76%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% $ 23,369,101 12.6% $ 451,650 Social Services 19,841,300 11.4 24,248,012 13.0 4,406,712 Road and Bridge 28,376,615 16.3 36,060,720 19.4 7,684,105 Public Safety 30,225,451 17.4 32,617,344 17.5 2,391,893 Human Services 14,194,876 8.1 13,066,613 7.0 (1,128,263) Health 6,943,026 4.0 7,736,299 4.2 793,273 Capital 13,205,000 7.6 6,375,000 3.4 (6,830,000) Public Works 1,720,733 0.9 1,748,694 0.9 27,961 Contingency 10,150,000 5.8 9,450,000 5.1 (700,000) Miscellaneous 1,888,283 1.1 3,981,215 2.1 2,092,932 Culture and Recreation 990,796 .6 1,005,181 .6 14,385 Auxiliary 440,863 .3 463,487 .3 22,624 Paramedic Services 6,294,648 3.6 7,642,187 4.1 1,347,539 Internal Services 16,975,526 9.7 18,171,071 9.8 1,195.545 TOTAL $ 174,164,568 100.0% $ 185,934,924 100.0% $ 11,770,356 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 $5,201,500 to pay off the Certificates of Participation for the jail, $200,000 fora new grader shed in Rockport,$300,000 for the Social Services Building parking lot, and $100,000 for special projects. No carry-over beginning fund balance is anticipated, and $573,500 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 twenty-five million dollar allowable debt capacity in accordance with Colorado State statute. There 6 are Certificate of Participation Bond Issues for the construction of the Correctional Facility,totaling $5,201,500. There are funds in the Capital Expenditure Fund budget in 2007 to pay off the Certificates Of Participation on the call date of August 1, 2007. 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 Countywill continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be determined after the assessed value is finalized in December. The assessed value for the 2007 Budget is$4,184,249,430, which is up$573,215,860, or 16 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 $629,950, or one percent; and State assessed property which is down $17.0 million, or four percent. The major increase is in oil and gas due to price and production being up. Oil and gas is up$457.2 million,or 36 percent; natural resources is up$747,110, or eight percent; industrial is up$27.2 million,or 18 percent; residential property is up $80.6 million, or eight percent; and commercial property is up $32.2 million,or six percent.There is an actual value increase of new construction of$1.189 billion, or nearly a 6.76 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,fora total of 8.0 percent. Health insurance premiums are expected to increase 10-15%. 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. Fund Balances: County fund balances continue to remain very healthy, with an anticipated $28,134,000 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 $15,028,030. However, the ending fund balance is actually understated because the Contingency Fund and Emergency Reserve Fund are appropriated,thus 7 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 no fund balance earmarked in the 2007 budget. All other fund balance amounts are undesignated. With the above projection, ending fund balances should be $24,478,030. 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$65,080,418,up$4,937,716. Without salary adjustments, the budget for the general government functions is up $1,321,650. There was a decrease of $160,822 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$220,917, primarily due to the addition of 2.5 FTE($123,902) for the addition of a mid-year County Court division 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. Planning is up$56,549 with the addition of a Long range Planner position. Other departments had normal inflationary increases. Public safety functions are up $2,391,893. 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 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 8 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. 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,$1,404,932 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 $67,868,286, 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 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, and $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. Permit revenues are$300,000. Reimbursement from Frederick for Weld County Road 13 will be$1,000,000;Larimer Countyfor 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 9 $500,000. Other revenues are stable with little change. Social Services revenues are up $2,426,373 with higher state allocations and restored state funding lost the last four 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. Very�ruly yours, //, jl/F//l\I /��2�t/��tin 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. 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 it„ent finally in 1877, returned to Greeley. �� • 1- A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900's. Originally they came as railroad workers; many soon worked in the productive beet fields and eventually became prosperous landowners. Weld County's Spanish-surname population began to arrive during the mid 1920's as laborers for the sugar beet industry. 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. - °_.„. North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major --- ` _-_ cancer treatment facility in Colorado. EDUCATION Education has always been an important part of life in Weld County where twelve school districts offer educational opportunities which have earned a reputation for quality. Greeley is the home of the University of Northern Colorado, a 4-year university offering bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is a 2-year liberal arts and vocational college in Greeley with a second campus in Fort Lupton. With 4,004 square miles within its borders and a population of over 180,000, Weld County has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles from urban to rural. To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result 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 which ranks as the third leading agricultural area in the United States. Weld County is Colorado's leading producer of cattle, i"-` .:1'5")"4-&44'11;--/- ` ' '" grain and sugar beets. An abundance of water has been important to not only the agricultural community, but also to industrial development. / Greeley's supply, for example, includes reserves estimated at 100%. Future supply is equally impressive with such developments as the Windy Gap Project. Weld County is the second leading area in Colorado in the production of oil and gas. The county's many abundant resources provide a sound economic base and a secure future for the area. One of Weld County's most valuable resources is its labor force. The people resources provide a healthy labor climate for any corporation or industry. OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees. The available services, recruitability, location, resources and livability make Weld County a desirable place in which to work and live. Weld County has one more important ingredient, as well, a positive attitude toward growth. We love being here and we'd love having you here, too. INDUSTRY r��r Numerous industrial sites are located throughout Weld County. Fully developed rail and non-rail parks; undeveloped , $ t parcels, many zoned and with rail utilities adjacent to the .o' property; a variety of industrial and commercial sites; and i availability of both new and renovated prime office space are indicative of this area's attitude toward growth. Convenient access to every type of supply artery facilitates the industrial possibilities in Weld County. Major employers who already call Weld County "home" include: 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 /P � drl IIIIk 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 salary within 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 Budgetwork 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 Atc*, COLORADO 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"userfriendly'document,designed to enhance policy makers', managers', and citizens'understanding of major issues,resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures,describes major revenue sources,underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation,review,and adoption process,includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments,such as those done by the Health Department and Social Services,surveys, town meetings,citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments,policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities,and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policyformulation. 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 • a Can auk S - Y R9LICY `FORMULATION R z.Analyze Community Needs ` ' . Selbp County-wide Goals ₹` R . Long Range Planning Community d Assessment c/k5Sess riot'Year's Performance><*.„ y Capital Improvements ≥,tevtewPolicy Alternatives h . R • •Esta'blislt General Pnonaes ,,$ ,_ `':Y F Establish Fiscal Poiicy�: w / ''4,0friAttg:::-W]',P,O.%:g.:i..!::::-.-' • F SUPPORT � >.PROGRAM PROGRAM sg EVALUATION PLANNING Assess Program ��Program Analysis 'Aternatives e Accounting System i gx " . Design Program a . Review Prosratn Fiscal Control Define Program CosrAccounting by Program reti. ;Perfonnance , xR Oblecr;ves XX 1'1R I Leto Present ' 'Examine and Evaluate " Operations, Alternattves Performance Measurement Revise as Necessary Systems and Reports Service { n; r , sK ar'�= r fr Delivery < 4s BUDGETING . ; BASED Old PROGRAMS, . PER_ FORMANCE,PERIODIC .• . r PROGRAM:REVIEW s "iaR� y lPag "'R :t. _ Vii,=ten .cy ` = Allocate Resources by • Olt` } Program Area DevelopMulti Year Projections `Schedule Action . ::'• 23 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS \V h':�r� fi=x. � 8�`w , F; R �(S th,101:141;agnitSli Ot1CIE8 "NS4k , : a w ' \r„CY4' ,yn5•�Ai ..,z. 3' ii :'tR x` r �7 �ie arty. Ax. y c,$ s a x4'T:ti#' :� �t Ma �lpG OEs � MPLEMENTATIbl AND RESULTS : ' - \ s >>y�y,a s a OP SXRATE•GIC 08JECTIVES �s REVENUE POLICIES+ r= ; .£ MAJOR PROGRAM GOALS io L1tvOIR�C 1O S �� x. • SPECIFlCREYENUEASSUMPTIONS'rnPi`�{ R ua Rw p `�� 3�'kymq ' 's, vs, "s 3.,...s , . �:' �`" coo -e-,./,G POLICIES y POLICY MATTERS/FOINT$OF ISSUE i `x zz 1y£$4 Fvfw x are.3 d 4\' : fro�ii4, : i A!,7RR......„,,,,,,x:,!..vEsTIOPF oouc;Es�shy` . , £WO.R,IyQOAODATA S3y n .> �x£H, kaa t-£k. b .d'R x '�,�r$ mn CA ,sbtA'IIMM�PROVEMENTPOu�Cy��IES gr dEpAq�MENt *�<9JECYNES iwsx� SR <& .W �` R 'C'�4 .: s ki Y mS> LLR.- A 4 sBUDGET GUID L1NEs h; 0�` ",-k:tVs i`N� s .. ik a : kz<zg fs s:k s = =a q R., .R.. q';e SIGNIrH'CANT CHANGES s ka i�'YZa .r sriS' `'ssR k - . i z 4 £ . �R2 f,, a zALLOCATION QFRESOURCE$ ivy ` ¢w .41 �r 'xxX°k arox `a'a+ ya`� ri 'ir §k auczf £..x `. I .� ///illif. N1/4 DEPARTMENT BUDGET UNITS 24 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the County. 2. Analyze new or expanding services,using a common criteria for justification,aimed at identifying mandated and optional programs. 3. Rank, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyze major revenue sources. 5. Eliminate procedures which were not fully utilized in the decision making process of the budget. 6. Identify optional programs and service levels which may be reduced if necessary. 7. Continue refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Utilize the target budget approach. 9. Initiate a strategic planning process. 25 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 42.50 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: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. 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 Eslbanne Cuotemer serviceOPERATIONALReduce Cost Provide Focus on Cooperate PERSPECTIVE of Doing Mandated Root and Business , Services Causes Collaborate FINANCIAL MaintainFlbcal 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. ♦ Replace Bridge 87/42.5 over South Platte River. ♦ 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. ♦ Enhance and expand services in Southwest Weld County Service Center. + Update the Weld County Comprehensive Plan + Continue to increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and highways. ♦ Cope with the growing inmate population. + 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. 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. 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. 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 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. 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. Debt Issuance and Management: Debt shall only be used for capital expenditures that have a life expectancy greater than the repayment schedule of the debt. As a historical practice and policy, Weld County rarely uses debt financing and is a pay as you go county. Debt Level and Capacity: Weld County's debt level per Weld County's Home Rule Charter and state law can not exceed three percent of the current assessed value of the county. The current debt capacity is over $125 million. 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. Balancing the Operating Budget: The State of Colorado's constitution requires all local governments to adopt a balanced budget annually. Balanced budget means expenditures cannot exceed available resources. No debt financing of the operational budget is permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget that is not balanced, even if the constitutional requirement was lifted. 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. Contingency Planning: Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies, cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens. 41 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 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 or federal revenues are reduced or eliminated. Local funding will be substituted onlyaftera 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. 42 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 three and one-half 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. 43 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. 44 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 $67,868,286 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 49,902,377 Licenses/Permits 2,216,114 1,989,400 2,064,620 3,002,400 347,090 Charges for Services 3,360,940 4,316,156 4,532,516 5,301,937 5,219,059 Internal Services 6,894,785 7,411,064 15,985,123 16,345,526 16,994,871 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 7,691,274 TOTAL REVENUES $118,675,267 $127,748,504 $145,308,227 $157,910,318 $169,705,144 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 they jumped 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. 45 POLICY DIRECTIONS - Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget submission. Continue revenue maximization policy to support County services to users. Continue policy of identifying ways to minimize the reliance upon property tax funding. Advocate legislative positions. Recommend a revised compensation pay plan based upon annual salary survey data to keep County compensation competitive with the labor market. - Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce. Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations. - Utilize cost cutting/revenue raising strategies to hold down costs and support County services. This may be accomplished by: Organization assessment - Contraction in services Productivity improvement Reprivatization and contracting Automation - Energy conservation Administrative reorganization - Innovation/technological transfer Continue position sunset review process to assess the need for any vacated positions. - Utilize a target budget approach with the following features: - Identifies County's resource capacity All can see the targets and related reductions Identify proposed non-funding early - Allows time to accommodate reductions (employees) Offers support to managers to eliminate marginal services, less productive employees, etc. - Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies - Better reflects County priorities Since limits are known,allows planning of alternative expenditure levels six months before fiscal year begins - Constrains growth in existing levels,so high priority requests can be granted while lower priority projects are cut 46 - Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a follow-up we have been doing the last three years. Clearly identify all newly mandated program costs for the Board. - Continue the County's share of partnership programs, unless a change is legally mandated, and decrease the share wherever possible. Maximize manpower avoidance or substitution methods for all departments through automation, productivity improvements, or cost cutting strategies. Recommend capital outlay expenses for equipment only when the need has been fully justified,the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. Continue to examine priorities,which services to provide,best way to deliver services,and most cost effective way to provide services within the constraints of TABOR. Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible. 47 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities. General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds. Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finance specified activities as required by law or administrative action. Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition,development and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One(TABOR),passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be one percent of fiscal spending in 1993,two percent in 1994,and three percent in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Public Health Department provides health services to County residents. The fund reflects revenue and expenditures for health care, health education, health monitoring and other related activities. 48 Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL, HHS, and CSA. Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. Capital Project Funds Capital Project Funds are established to account forfinancial 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. 49 Enterprise Funds Enterprise funds are established to account for operations(a)that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs(expenses, including depreciation)of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a County-wide paramedic service for the citizens of Weld County. 50 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BUDGETARY ACCOUNTING BASIS: The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under this method revenue is recorded in the year in which it becomes both measurable and available as net current assets. "Measurable" means the amount of the transaction can be determined and"available"means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations,or of a material amount and not received at the normal time of receipt,primarily consists of 1)state highway users tax;2)property taxes,assessed in 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. 51 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments,it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy,the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February28 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. Anyone capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levyforthree years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One(TABOR)effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 52 CAPITAL IMPROVEMENT POLICY 1. Capita!Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Assets- Capital assets are defined as land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure,and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period. 4. Capital Projects-Capital projects are defined as those major, non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 5. Annual Action Program-Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6. Relationship Between Capital Funding and Operating Budget-Capital assets, which include property,plant equipment,and infrastructure assets(e.g.,roads,bridges and similar items,)are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial, individual cost of more than$5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. 53 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. All reported capital assets, except for gravel roads, are depreciated. Improvements are depreciated over the remaining useful lives of the related capital assets. Depreciation on all assets is provided on the straight-line basis(asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the asset and the cost incurred to maintain the service potential to locally established minimum standards in lieu of depreciation. To elect this option the County must develop and implement an asset management system which measures, at least every third year by class of asset, if the minimum standards are being maintained. The County has elected to use this alternative approach only for gravel roads. 54 INVESTMENT POLICY On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment policy. A copy of the detailed investment policy can be obtained by contacting the Weld County Treasurer at(970)356-4000, Extension 3260. The following is a brief overview of the investment policy: The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S. Investment priorities are (1) safety, (2) liquidity, and (3) yield. In compliance with statutes,deposits/investments are made only in"qualified"financial institutions, i.e., those which are federally insured by either FDIC. or FSLIC. Further, any deposit/investment amount in excess of $100,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11,C.R.S. 1973,savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levythus 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 yearend,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. 55 FUND BALANCE AND RESERVE POLICY Weld County considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County. A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable. The appropriate size of such fund balance reserves depends on the potential viability of the County's revenues and expenses, as well as its working cash needs to handle seasonality of revenues or expenditures. At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in the amount which shall be no less than three percent of the fiscal year spending limit. The County will budget a year-end fund balance in each fund, other than the Contingent and Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay current operating expenditures. Annually, the County will, in total, maintain satisfactory levels of fund balance reserves and contingent/emergency reserves to insure a continued strong financial position within the County. The actual fund balance and reserve amounts will be reviewed and set annually by the Board of Weld County Commissioners at the time of the adoption of the annual budget. In formulating the fund balance reserve levels the County has considered the two most frequent methods of determining a public entity's adequate reserve level by allocating enough money to cover a specific number of days of operating expenses, or allocating a flat percentage of operating revenues. As a prudent financial standard in the former case,a minimum of one to two months of operating expenses should be considered and in the latter instance,a minimum level of five to ten percent should be targeted. In addition, the reserve should be defined as only the unreserved or undesignated portion of the fund balance, not the total fund balance that includes receivables, accrued items,encumbrances, inventories,and subsequent year's expenditures. The unreserved or undesignated fund balance is totally liquid and has the most financial flexibility. With the above guidance Weld County has adopted the target reserve fund balance to be in the range of eight to twelve percent of the budgeted expenses of the annual operating and capital funds in total, excluding internal service funds. 56 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Director, Finance and Administration Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Director, Personnel/General Services Printing and Supply Director, Personnel/General Services Personnel Director, Personnel/General Services Computer Services Director, Finance and Administration Geographical Information System Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff 57 BUDGET UNIT RESPONSIBLE OFFICIAL Drug Task Force Sheriff Traffic Enforcement Sheriff Communications - County-wide Director, Finance and Administration E-911 Administration Director, Finance and Administration Criminal Justice Information System Director, Finance and Administration Communications System Development Director, Finance and Administration Coroner Coroner Centennial Jail Sheriff North Jail Sheriff Community Corrections Chairman, Community Corrections Board Building Inspection Director, Planning Services Office of Emergency Management Sheriff County-wide Animal Control Sheriff Pest and Weed Control Director, Public Works West Nile Virus Program Director, Finance and Administration Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran's Office Director, Personnel/General Services 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, Personnel/General Services Parks and Trails Director, Finance and Administration Building Rents Director, Finance and Administration Non-Departmental Director, Finance and Administration 58 BUDGET UNIT RESPONSIBLE OFFICIAL Community Agency Grants Director, Finance and Administration Island Grove Building Director, Finance and Administration County Fair Extension Agent Public Works Fund Director, Public Works Social Services Fund Director, Social Services 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 Director, Public Works Insurance Fund Director, Finance and Administration Phone Services Fund Director, Personnel/General Services Health Insurance Fund Director. Finance and Administration 59 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 60 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 115,000 Park and Trail: Poudre Trail increase 32,000 Community Agency Grants: 211 Information and Referral 12,000 13,000 RSVP 5,000 A Kid's Place 8,250 500 TOTAL GENERAL FUND $ 4,360,676 $ 371,631 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 $ 150,000 $ 139,438 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. 61 tett 'Mc COLORADO 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 $ 1,404,932 Road and Bridge Fund 318,135 Health Fund 225,495 TOTAL $ 1,948,562 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 581,000 604,457 23,457 Clerk to the Board 218,850 237,098 18,248 County Clerk 550,895 613,659 62,764 Elections 209,664 226,815 17,151 Motor Vehicle 1,389,077 1,389,077 0 Treasurer 510,304 534,018 23,714 Assessor 2,054,031 2,144,399 90,368 County Council 17,030 17,626 596 District Attorney 3,699,564 3,851,003 151,439 Juvenile Diversion 144,444 144,444 0 Victim Assistance 406,174 406,174 0 Finance 279,082 288,271 9,189 Accounting 386,983 405,524 18,541 Purchasing 113,900 122,278 8,378 Personnel 449,854 450,205 351 Planning 1,098,823 1,144,044 45,221 Buildings and Grounds 1,313,891 1,369,265 55,374 GIS 40,115 51,768 11,653 Printing and Supply 84,262 94,137 9,875 Sheriff Administration 1,068,749 1,109,819 41,070 Sheriff Operations 5,086,044 5,230,795 144,751 Traffic 796,227 826,488 30,261 Animal Control 127,885 133,001 5,116 Forensic Laboratory 124,547 130,118 5,571 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 $ 310,065 $ 14,056 North Jail 9,362,069 9,742,515 380,446 Centennial Jail 1,814,358 1,893,706 79,348 Building Inspection 947,547 996,230 48,683 Noxious Weeds 246,946 249,745 2,799 Office of Emergency Management 74,026 75,110 1,084 Engineering 1,472,529 1,538,693 66,164 Missile Park 35,735 38,679 2,944 County Extension Office 302,331 310,393 8,062 Veterans Affairs 53,697 62,274 8,577 TOTAL GENERAL FUND $ 36,024,478 $ 37,429,410 $ 1,404,932 0 Public Works Administration $ 552,617 $ 577,944 $ 25,327 Public Works Trucking 1,637,391 1,677,379 39,988 Public Works Motor Grader 2,196,401 2,302,775 106,374 Public Works Bridge 1,440,849 1,508,625 67,776 Public Works Maintenance Support 1,040,811 1,088,958 48,147 Public Works Mining 615,212 645,735 30,523 TOTAL PUBLIC WORKS FUND $ 7,483,281 $ 7,801,416 $ 318,135 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 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) 1000-12100 Elections None Office Tech IV (Outreach) 1000-13100 Assessor Office Mgr/Coordinator Assessment Administrator 1000-13100 Assessor (2)Asst Value Analyst (2)Asst Value Analyst (Grade 25) (Grade 30) 1000-17100 Planning None 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 1000-24410 North Jail None (2) Booking Technicians 1000-24410 North Jail None Classification Specialist 1000-24410 North Jail None (36) Correctional Officer I 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 67 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-31100 Engineering None Engineer Tech (Auto CAD) 1000-31100 Engineering None Intern (GIS) 1000-31100 Engineering None (2) Interns (Sign Inventory) 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 2100-42110 Social Services None 7.0 FTE 2500-41100 Health Administration None Office Tech Ill 2500-41100 Health Administration Office Mgr/Coordinator Health Administrator Asst 2500-41100 Health Administration Office Tech Ill 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 68 ALL FUNDS REVENUE $80,000,000 $70,000,000 $60,000,000 ? 2007 $50,000,000 , r $40,000,000 ■2006 $30,000,000 $20,000,000 L g $10,000,000 ME $0 XCnforti W el U) CD CO U) X O N C E O C (2 N m N lB 11 C d n f6 m N o N f a) w -o — w O .a. L-. To j o iO U -o f6 E d O C O) N 7 E m a� U U u_ :3 m C 11 C 2007 Revenue Total $200,962,954 (2006 $190,250,318) Paramedic Fees, $7,642,187, 4% Internal Services, $16,994,871, 8% Property Tax, h r:: Fund Balance, " $67,868,286, 34% $28,134,000, 14% Miscellaneous, Other Taxes, $8,091,274,4% $6,710,000, 3% Chg for Service, $5,219,059, 3% Intergovernmental $49,902,377 Licenses/Permits,j 25% Fees, $6,930,000, $3,470,900, 2% 3% 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 — $5,000,000 — th ram •°e5 o��e °c°4 \\A \9 2 �ecl o°c ec\ aOe o°y ds °y oe ec° cA �-p C se° ga ea e pc ens ce �S e�S 5 ,ems.° oco o °d o°° a4r g �a \`'° `5 5° QJ QJ dse' �• Q-°e •�Fec ��ye •eS etcea 6v Ge �c Qe� 2007 EXPENDITURES Total $185,934,924 (2006 $174,164,568) Auxiliary$463,487 0%— Contingency$9,450,000_ 5% Public Works$1,748,694 Capital$6,375,000 3 1% Social Services ,. Health$7,736,299 4% 13%$24,248,012 ° ky'' Public Safety$32,617,344 Paramedic Serve r: '. 18% 4%$7,642,187 x r P.; Culture/Recreation Internal Services 1%$1,005,181 10%$18,171,071 General Government Miscellaneous$3,981,215 13%$23,369,101 2% Human Services 7%$13,066,613 Road&Bridge 19%$36,060,720 70 CO CO r 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 O 0 m CO 0 0 o CO CO 0 0 O O co a) W U) W CO O O O N N Co O O m O O 0 U N W O O O a C) O O CO CO of r Z z aG (O 0 0 0 N N 0 h r N N 000 O r N r O 0 0 O CO O CO O N Z a N 0) 0) a cO r W Q CO m d O' w «n vs 63_ MI CO O N O O O a 0 0 O N- r 0 CO V a O 0) CO r a Z J CO N O O O N O 0 CO r (O N. 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CCi N m M 413 w N S 19 co _ N ❑ ❑ m z a V) Z 2 O w Z K ❑ ❑ J yy 0) y W IL d y O V W u U c U LL c ❑ 00 W LL N 0 0 c 0 O) 2 0 H 0 Q 0 LL z 0> p Q z LL W N Z 0 N d ❑ N N ' LUX LL N J K K 0 C C 0 OJ C N J p W v N c es 3 0 o W E.8 Q H N W A r in N Cu) 0(co D d a D 0 o 0 E• 0 0 = o a m it my O Z a N Ea v 0 t y ¢ �Z LL ❑ Q a Cl) O O taw x = co Q O a au) h LL ~O z MO = c a 3 F' ❑ V H W co D_ h K I- aa/)J o w o 0 0 0 0 0 0 0 x 0 �' 0 0 w F- H o 0 0 0 0 I_ O J a r Cl) N N N N N N N N O e W 0 0 Z Z Z toD c"0 ttOO 00 0 Z 0 74 GOVERNMENTAL FUNDS 2005- 2007 Summary of Estimated Financial Sources and Uses REVENUES 2005 2006 2007 Taxes $ 65,580,948 $ 71,046,463 $ 73,328,286 Licenses and permits 2,064,620 3,002,400 3,470,900 Intergovernmental 40,309,456 43,117,355 49,902.377 Miscellaneous 2,417,897 5,054,178 7,691,274 Fees 5,552,000 7,827,000 7,330,000 Charges for Services 4,532,516 5.301,937 5,219,059 Total Estimated Financial Sources $120,457,437 $135,349,333 $146,941,896 EXPENDITURES Current: General government $ 20,633,047 $ 22,917,451 $ 23,369,101 Public safety 27,740,315 30,225,451 32,617,344 Public works 28,703,955 30,097,348 37,809,414 Public health and welfare 24,849,078 26,784,326 31,984,311 Culture and recreation 973,707 990,796 1,005,181 Human services 12,521,726 14,194,876 13,066,613 Miscellaneous 2,334,815 2,329,146 4,444,702 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 $160,121,666 Net Increase (Decrease) in Fund Balance -12,779,206 -15,545,061 -13,179,770 Fund Balance at Beginning of Year 32,158,267 28,229,061 22,834,000 Fund Balance at End of Year- without Unspent Contingencies / Reserves 19,379,061 12,684,000 9,654,230 Contingencies/ Reserves Appropriated but not Spent 8.850.000 10,150.000 9.450.000 Fund Balance at End of Year-with Contingencies / Reserves $ 28,229,061 $ 22,834,000 $ 19,104,230 75 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 16.994,871 Total Estimated Financial Sources $25.600.790 $ 23.640.174 $ 25.887.058 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 8,279,724 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 $ 25,813,258 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 76 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 $ 108,281,810 $ (6,848,560) -6% Residential $ 1,052,328,130 $ 1,133,000,390 $ 80,672,260 8% Commercial $ 507,867,420 $ 540,090,910 $ 32,223,490 6% Industrial $ 155,227,960 $ 182,436,200 $ 27,208,240 18% Agricultural $ 92,390,890 $ 91,760,940 $ (629,950) -1% Natural Rsc $ 9,310,740 $ 10,057,850 $ 747,110 8% Oil &Gas $ 1,279,782,160 $ 1,736,947,920 $ 457,165,760 36% State Assd ** $ 403,287,500 $ 386,317,900 $ (16,969,600) -4% Total Value: $ 3,615,325,170 $ 4,188,893,920 $ 573,568,750 16% Less TIF Value $ (4,291,600) $ (4,644,490) Net Total: $ 3,611,033,570 $ 4,184,249,430 $ 573,215,860 16% Class 2005 Assd Value 2006 Assd Value Change$ Change % Total Real $ 3,031,621,890 $ 3,490,613,490 $ 458,991,600 15% Total Personal $ 583,703,280 $ 698,280,430 $ 114,577,150 20% Percent of Value 2005 2006 Change % Real 84% 83% -1% Personal 16% 17% 1% Value Changes 2005-2006 Weld Assd Value By Type 2006 . 2000 ,aro 1600 Total icoo Personal -9W 000 41 CW 1W , d/ /r oe i cf ye`,s °o, Total Real ■2005■20061 77 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 600,590 $ 336,824 $ 937,414 PUBLIC TRUSTEE 7,000 1,893 8,893 CLERK&RECORDER (2,584,631) 531,686 (2,052,945) ELECTIONS 886,058 72,719 958,777 TREASURER (1,084,796) 0 (1,084,796) ASSESSOR 2,266,127 340,535 2,606,662 COUNTY COUNCIL 28,150 14,573 42,723 DISTRICT ATTORNEY 3,891,246 533,999 4,425,245 SHERIFF 1,292,445 1,829,574 3,122,019 CORONER 553,759 60,419 614,178 CLERK TO THE BOARD 179,119 115,447 294,566 TOTAL $ 6,035,067 $ 3,837,671 $ 9,872,738 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 11,175,522 $ 1,113,419 $ 12,288,941 CENTENNIAL JAIL 1,681,577 167,581 1,849,158 CONTRACT JAIL SPACE 1,396,125 139,177 1,535,302 COMMUNITY CORRECTIONS 0 15,650 15,650 SOCIAL SERVICES 5,600,000 1,001,796 6,601,796 HUMAN RESOURCES 12,351 847,531 859,882 PUBLIC HEALTH 2,550,741 742,690 3,293,431 TOTAL $ 22,416,316 $ 4,027,844 $ 26,444,160 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 884,049 $ 1,258 $ 885,307 CRIME LAB 111,198 24,352 135,550 POLICE SERVICES(LEVEL) 5,772,705 117,440 5,890,145 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 86,046 5,754 91,800 DRUG TASK FORCE 169,615 1,971 171,586 TRAFFIC ENFORCEMENT 759,000 18,240 777,240 TOTAL $ 9,417,731 $ 169,015 $ 9,586,746 78 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 486,325 $ 409,570 $ 895,895 ANIMAL CONTROUCODE ENFORCEMENT 227,995 4,985 232,980 NOXIOUS WEEDS 438,646 48,540 487,186 EXTENSION SERVICE 385,028 172,420 557,448 VETERAN'S OFFICE 58,585 29,388 87,973 AIRPORT 17,474 23,792 41,266 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 64,260 7,995 72,255 COUNTY FAIR 68,546 3,338 71,884 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 185,114 20,544 205,658 JUVENILE DIVERSION 47,164 7,803 54,967 VICTIM ADVOCATES 14,376 0 14,376 WASTE WATER MANAGEMENT 11,367 17,852 29,219 ECONOMIC DEVELOPMENT 115,000 0 115,000 A KID'S PLACE 8,250 0 8,250 GEOGRAPHICAL INFORMATION SYSTEM 263,741 31,812 295,553 COMMUNITY AGENCY GRANTS 75,528 0 75,528 PARKS AND TRAILS 125,000 0 125,000 ISLAND GROVE BUILDING 115,000 0 115,000 RETIREE HEALTH 600,000 TOTAL $ 3,501,899 $ 778,039 $ 3,679,938 GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000 PUBLIC WORKS $ 7,004,703 $ 1,302,334 $ 8,307,037 ENGINEERING 1,498,981 47,328 1,546,309 TOTAL $ 8,503,684 $ 1,349,662 $ 9,853,346 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 $ 640,305 $ (640,305) $ - BUILDING&GROUNDS 3,903,291 (3,903,291) 0 FINANCE&ADMINISTRATION 287,792 (287,792) 0 ACCOUNTING 490,812 (490,812) 0 PURCHASING 121,344 (121,344) 0 PERSONNEL 575,144 (575,144) 0 PBX/PHONES 0 0 0 INSURANCE 1,250,000 (1,250,000) 0 NON-DEPARTMENTAL 556,000 (556,000) 0 BUILDING RENTS 741,293 (741,293) 0 COMPUTER 3,010,034 (3,010,034) 0 PRINTING&SUPPLY 46,562 (46,562) 0 TOTAL $ 11,622,577 $ (11,622,577) $ - 79 U - mmm - mOtOMOCrr mmom ON) COO co W N V m m W (O V N M W r r N N N Nr Q mN W r )O W V M V W r r NO) N re (Np o o rf9 N aO M N N O N r V coO O J O N O coc . 0 Q C9 or_ - F No O Q M m ~ N = = ~ Q n N 0 J O a oz H J N O - Z Q O v a • W a' Zw C) - = W ZU W Ya - O W � -a. w n. 0 Qz U O > U x O to Z o d a nu) H LJ CO0 w2 � W ≥ V NYOw )" Na- =Q tc - 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C O O C o OE O Z m o °� .5 -5g a " .5 >- d C O p) C o CO L Ct C .= o m c m .. a5i .. c c ._ U' o N V W E U C CC .N C _ O U pNctito, �' m aL E3L`"°�a Nm O in di U v o do V m CQZ" ` 2(O h J " t N f0 E ` 0C .C .. E T3 = m M ¢ E m .5 ° 22' LL QCL 0 E o ` C E E � € Q8� U } cdcrn'd5 d m m `� J L] C = a V U Q Q LLa = it-- UN m > a is_ a 83 SUMMARY OF COUNTY FUNDED POSITIONS 2007 LAST CURRENT REQUEST RECOMMEND 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 12.000 2.000 1.000 Purchasing 2.000 2.000 2.000 2.000 District Attorney 49.250 52.750 58.250 56.250 + 3.500 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 84 LAST CURRENT REQUEST RECOMMEND 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 533.800 567.925 634.425 630.425 + 62.500 PUBLIC WORKS: Maintenance Support 16.000 19.000 19.000 19.000 Administration 9.000 8.000 9.000 8.000 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 109.000 120.000 142.000 141.000 + 21.000 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 DEP'T FUND 85.250 89.190 93.340 93.340 + 7.150 SOCIAL SERVICES 176.000 213.500 220.500 220.500 + 7.000 PHONE SERVICES 2.000 2.000 2.000 2.000 PARAMEDIC SERVICES 41.000 44.000 50.000 50.000 + 6.000 GRAND TOTAL 947.050 1,033.615 1,142.265 1,135.265 +103.650 85 Moct:ri WilDe COLORADO GENERAL FUND Revenue Changes $50,000,000 $45,000,000 - _ $40,000,000 $35,000,000 O 2007 $30,000,000 - O 2006 $25,000,000 - $20,000,000 $15,000,000 - $10,000,000 $5,000,000 - t r `! t �, SO - ..._ . , _ —__.-_� I I I 1 I <'..1 , , ;!'' i!:�r:: i t a{rry .a4 .4? Ct5 tia �`y G0y c°y oy ce ti� �a of e� ec� �s �'d eo `,�O °Q0` fie` eP4G ,��cF eyR o�y� ot�0 m\ aka Q p �e `�o • �c5 t ¢yK .."1" iS Gr 2007 Revenue Total $68,162,004 (2006 $64,098,921 ) Other Taxes,$110,000, 0% Fee Accounts, $6,930,000,10% Intergovernmental, $3,452,908,5% Licenses/Perm its, Property Tax, $2,385,000,3°/ $45,538,583,67% Charges for Services, $2,621,739,4% Fines/Forfeitures, Fund Balance, Miscellaneous, $151,500,0% $2,500,000,4% $4,472,274,7% 87 GENERAL FUND EXPENDITURE CHANGES $35,000,000 - $30,000,000 $25,000,000 ■2afl7 ❑2aas $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 1111 r1 Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2007 Expenditures Total $65,080,418 (2006 $60,142,702) Health&Welfare, $2,674,265,4% General Gov., Human Serv.,$269,754. $23,369,101,36% 0% Misc.,$3,313,592,5% Auxilary,$ , 1% 46 3 48 7 s' ......�::..._......:::.:.::. ....:..:...:..,:.. yam= Public Works,$1,748,694, __.._......_._....�.. .ter 3% Culture/Rec.,$624,181, Public Safety, 1% $32,617,344,50% 88 r p 3 O O to 1 O w -• > - - 0 '1T S N ^'I -� m a ) a) Vie .,v.__: # _...a. wi a) NK C•1SN EA fA SNOIIHIIN 89 n ON 0 N 0 W 6 Zi 4 sa ■■■■ ■■ O W E Q, ,- g3) a) u, o u It) o , o it) o S S 0* 0* a a SNOII1IW 90 p O O p 0 O W o 1 .2 O O ID 42.5 p m C:wc,_ i_ p p i 'c'.,' Z IS FT I ill a) E . S-9) c) p in p t() c) p u7 O SNOI11IIN 91 GENERAL FUND SUMMARY The General Fund is funded at the level of $65,080,418, up $4,937,716. Without salary adjustments,the budget for general government functions is up$1,321,650. There was a decrease of $160,822 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 $220,917, primarily due to the addition of 2.5 FTE's ($123,902) for the addition of a County Court division in mid-year 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. Planning is up $56,549 with the addition of a Long Range Planner position. Other departments have normal inflationary increases. Public safety functions are up $2,391,893. 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,$1,404,932 is included for a 3.5% salary increase,the increase of retirement to 8.0%, and health insurance rate increases for 2007. 92 The available resources to the General Fund are $68,162,004 compared to $64,098,921 in 2006, up$4,063,083. Property taxes are budgeted at$45,538,583. 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 $2,500,000 for 2007. An estimated ending fund balance of$3,081,586 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. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. 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H x S N 7 W S W m z g J W w U' W Z J W i- H 4) V)COCOw O 02 —i < W I- J Q ce O H W Q U Z J •:( < _, z W E- Q > Z W W o cc <2 ,9 � oo3 z < = z z (nrrou�) W 0 az � > zbmu- oomi- ° LL ZP LU 2F- iIZgi- i- w Ico 02< 0Of- ww ? ° Enuid (Qi > coco00 z ceF 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0f Z r N CO V (O O O O O N O 0 0 0 0 0) O O 0 (O (O (O O O o O o 0 (D CON 0 O OO) O O 4] (O (O (O 0 (O CO 0 CO CO 0 O) O N O U 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 U CD 0 0 0 0 0 0 O O 0 0 0 0 0 0 0 0 Q Z 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 D r r W 99 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 $ 483,299 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 $ 600,590 Revenue 0 0 0 0 Net County Cost $ 599,795 $ 598,493 $ 600,590 $ 600,590 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. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 100 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 $2.65 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: 101 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 553,859 $ 581,000 $ 581,000 $ 581,000 Supplies 2,604 1,500 2,000 2,000 Purchased Services 187,269 162,805 162,305 162,305 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 743,732 $ 745,305 $ 745,305 $ 745,305 Revenue 116,019 105,000 105,000 105,000 Net County Cost $ 627,713 $ 640,305 $ 640,305 $ 640,305 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No change. Prior to completing the Final Budget, some staff adjustments may be necessary. 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. 102 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 0.221 Per capita cost(county support) $2.92 $2.91 $2.83 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: 103 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 7,000 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. 104 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: 105 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 $ 251,363 106 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 179,125 $ 180,536 $ 218,850 $ 218,850 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 $ 235,029 Revenue 49,968 52,086 55,910 55,910 Net County Cost $ 213,212 $ 145,018 $ 179,119 $ 179,119 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 ($55,410) and County Attorney($10,263)increased$4,213. All other line items are unchanged. Net increase is$34,101. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Update codification of all county ordinances and regulations. 107 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 $0.79 Cost per meeting/hearing $991.68 $674.50 $778.78 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: 108 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 550,089 $ 550,895 $ 550,895 $ 550,895 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 $ 728,262 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 $ -4,121,738 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. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 109 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 $3.21 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: 110 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel,services municipal clerks,school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 354,950 $ 324,326 $ 376,572 $ 376,572 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 $ 1,086,058 Revenue 232,911 110,000 200,000 200,000 Net County Cost $ 587,720 $ 1,136,880 $ 886,058 $ 886,058 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). 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. 111 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 $3.91 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: 112 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle -- 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,273,869 $ 1,376,873 $ 1,389,077 $ 1,389,077 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 $ 1,537,107 Revenue 0 0 0 0 Net County Cost $ 1,404,121 $ 1,524,403 $ 1,537,107 $ 1,537,107 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. 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. 113 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 $6.78 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: 114 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer-- 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,such as property taxes,and disbursing funds collected for the state,county school districts, municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 481,169 $ 510,304 $ 510,304 $ 510,304 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 $ 773,204 Revenue 1,573,091 1,400,000 1,858,000 1,858,000 Net County Cost $ -877,128 $ -643,896 $ -1,084,796 $ -1,084,796 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 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. 115 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 $3.41 Effectiveness Measures(desired results) Investment Interest Percent 4.1% 4.7% 5.2% Property Tax Percent Collected 99.5% 99.5% 99.5% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Line item increases are justified, based upon workload volume. BOARD ACTION: 116 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,951,592 $ 2,054,031 $ 2,054,031 $ 2,054,031 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 $ 2,316,127 Revenue 54,380 45,000 50,000 50,000 Net County Cost $ 2,258,508 $ 2,251,127 $ 2,266,127 $ 2,266,127 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. 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. 117 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 $10.00 Cost per parcel $12.56 $12.29 $12.18 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: 118 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 13,145 $ 17,030 $ 17,030 $ 17,030 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 $ 28,150 Revenue 0 0 0 0 Net County Cost $ 15,962 $ 28,150 $ 28,150 $ 28,150 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: No change. 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. 119 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 $0.124 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: 120 N- O N O O O N LO O O N Z O O IMT4 CV T + CO O CD L Q N O N LI N W O O O CO rn CO O) In t Lr) (+) U) N U[) r (f) O Ni t`7 N r a SNOIIIIIIII 121 O O N (0 0 0 (N in ■■■■■■ o O O o O CV ;1114 en � o O `V N L NO O o CV y o N W 0 0 II EN CD co 0) a) U V Lo co Lo N 47 , K) O V th N , p SNOI11IW 122 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney- - 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies;answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,167,036 $ 3,513,969 $ 3,846,406 $ 3,699,564 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 $ 4,039,846 Revenue 232,378 120,600 148,600 148,600 Net County Cost $ 3,391,674 $ 3,698,329 $ 4,038,088 $ 3,891,246 Budget Positions 48.25 52.75 58.25 56.25 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($123,902)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). OBJECTIVES: Prosecute cases as indicated below in workload measures. 123 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 ($123,902). 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 Ill 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 Attomey 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. BOARD ACTION: 124 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 RECOMMEND 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. 125 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: 126 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment.The program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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. 127 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 0 128 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: 129 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: White Collar Crime Task Force -- 1000-15400 DEPARTMENT DESCRIPTION: The Task Force focuses on white collar crime committed by individuals against employers, businesses, banks, and individuals. The program is supported through donations from the banking industry. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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 0 0 Net County Cost $ -25,839 $ 0 $ 13,000 $ 13,000 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: 130 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finanre and Adminictratinn -- lenn_16100 DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 333,123 $ 359,396 $ 279,082 $ 279,082 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 $ 287,792 Revenue 0 0 0 0 Net County Cost $ 341,327 $ 368,106 $ 287,792 $ 287,792 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. 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. 131 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 $1.27 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: 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200 DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 303,363 $ 306,579 $ 386,983 $ 386,983 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 $ 490,812 Revenue 0 0 0 0 Net County Cost $ 393,575 $ 410,408 $ 490,812 $ 490,812 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 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. 133 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 $2.16 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: 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 109,307 $ 113,900 $ 113,900 $ 113,900 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 $ 121,344 Revenue 0 0 0 0 Net County Cost $ 116,701 $ 121,344 $ 121,344 $ 121,344 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. 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). 135 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 $0.535 Cost per Purchase Order $58.06 $60.67 $60.67 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: 136 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 413,752 $ 449,854 $ 449,854 $ 449,854 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 $ 575,144 Revenue 0 0 0 0 Net County Cost $ 476,276 $ 575,144 $ 575,144 $ 575,144 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. 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. 137 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 $2.54 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: 138 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 890,589 $ 1,042,711 $ 1,098,823 $ 1,098,823 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 $ 1,649,085 Revenue 824,241 1,009,000 1,009,000 1,009,000 Net County Cost $ 126,413 $ 583,536 $ 640,085 $ 640,085 Budget Positions 14 16 17 17 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. OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use activities, and incorporate County Code changes; 2) Actively participate in County-wide GIS; 3) Continue to develop IGA's; 4) Continue to implement Road Impact Fee Program; 5) Continue to make necessary changes to County Code; 6) Continue to work with Weld County Planning Commission and Advisory Boards; 7) Conduct Special Projects, i.e. Strategic Road Plan, Trails Project, and Storm Water Drainage 8) Continue to meet the Land Use needs of the public; 9) Continue to actively pursue violations and assist communities in resolving these issues; 10) Continue to participate in Census Follow-up Program; 11)Continue to work on internet usage for public access to County Land Use and Procedures and 12)Continue to evaluate the needs of the Southwest Planning Office. 139 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of total applications submitted 607 435 448 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 865 930 950 140 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: 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North CountyJail, Health Building,Training Center,Southwest Weld Administration Building, Public Safety Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,308,772 $ 1,362,238 $ 1,313,891 $ 1,313,891 Supplies 407,943 375,300 416,300 416,300 Purchased Services 1,984,768 2,163,100 2,215,830 2,215,830 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 $ 3,903,021 $ 3,903,021 Revenue 0 0 0 0 Net County Cost $ 3,663,685 $ 3,861,638 $ 3,903,021 $ 3,903,021 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 $4.96 per square foot, which is very good in industrial standards. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board: 142 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 $4.90 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: 143 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Supplies $ 720,097 $ 0 $ 0 $ 0 Purchased Services 2,552,969 2,713,400 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 $ 2,863,400 $ 3,010,034 $ 3,010,034 Revenue 497,448 0 0 0 Net County Cost $ 2,377,960 $ 2,863,400 $ 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$875,000. An additional position for application support has been added due to the growing number of applications to maintain. Net increase in the budget is $146,634. 144 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: 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems(GIS)provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ACS Corporation. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 27,746 $ 40,115 $ 40,115 $ 40,115 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 15,000 15,000 Gross County Cost $ 242,786 $ 316,854 $ 297,241 $ 297,241 Revenue 116,326 10,000 20,000 20,000 Net County Cost $ 126,460 $ 306,854 $ 277,241 $ 277,241 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. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 146 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 $1.16 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: 147 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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 $ 57M00 $ 501100 $ 90 J100 $ q03100 SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 148 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Microfilm Viewers (6) $ 76,235 $ 76,235 $ UN-DESIGNATED: 13,765 13,765 TOTAL $ 90,000 $ 90,000 $ 149 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 94,782 $ 84,262 $ 84,262 $ 84,262 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 $ 268,562 Revenue 210,156 222,000 222,000 222,000 Net County Cost $ 24,505 $ 46,562 $ 46,562 $ 46,562 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. 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. 150 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 $0.205 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: 151 O O O O O N W Nrta T I 1 O 0 No N W L�l O N O) O) r r a) a) r r L[) O l!) O U) O NN M 63 fH E9 SNOII1IW 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary--All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15,714,432 $ 17,129,985 $ 18,709,356 $ 18,638,442 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 $ 25,085,067 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 $ 22,686,604 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. 153 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training, uniforms,common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 951,682 $ 2,065,110 $ 1,068,749 $ 1,068,749 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 $ 1,352,445 Revenue 26,894 73,206 60,000 60,000 Net County Cost $ 1,115,347 $ 2,212,838 $ 1,336,945 $ 1,292,445 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. 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. 154 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 $5.70 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/ADMINISTRATION RECOMMENDATION: 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: 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations -- 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal,other county,state and federal law enforcement and regulatory agencies. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,600,933 $ 4,869,518 $ 5,096,187 $ 5,086,044 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 $ 6,179,705 Revenue 323,099 285,340 407,000 407,000 Net County Cost $ 5,282,078 $ 5,605,157 $ 5,782,848 $ 5,772,705 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. 156 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 $25.47 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 3.3 157 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 FINANCE/ADMINISTRATIONRECOMMENDATION: 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 $121,160. 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: 158 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement-- 1000-21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 683,872 $ 796,227 $ 796,227 $ 796,227 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 $ 930,828 Revenue 59,112 171,828 171,828 171,828 Net County Cost $ 842,093 $ 769,000 $ 759,000 $ 759,000 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. 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. 159 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 $3.35 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: 160 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 87,965 $ 79,447 $ 127,885 $ 127,885 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 $ 309,887 Revenue 634 0 81,892 81,892 Net County Cost $ 259,034 $ 257,747 $ 227,995 $ 227,995 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($33,456), plus the cost to increase to full-time ($48,436) have been added to this budget 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. 161 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 $1.37 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: 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory-- 1000-21260 DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of Greeley and Weld County. The two entities also have agreements for services on a contract basis. The laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases. The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for accreditation by the American Society of Crime Lab Directors. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 118,976 $ 124,547 $ 124,547 $ 124,547 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 $ 229,647 Revenue 178,457 104,828 118,449 118,449 Net County Cost $ 16,973 $ 107,394 $ 111,198 $ 111,198 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). 163 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 $0.488 $0.522 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: 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services -- 1000-21300 DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance (VALENOCA)funding. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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. 165 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 VALENOCA 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: 166 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 1000-21410 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the Sheriff. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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. 167 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: 168 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex-- 1000-24410 DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean,wholesome, safe, and well-maintained jail. Professional jail support services such as medical care,food preparation, and facility programming are provided to meet these mandates. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7,679,570 $ 8,271,490 $ 9,362,069 $ 9,362,069 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 $ 11,865,022 Revenue 674,049 675,500 689,500 689,500 Net County Cost $ 10,311,182 $ 9,757,081 $ 11,175,522 $ 11,175,522 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. OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe, humane environment that provides opportunities for rehabilitation and victim reparation and that returns people to the community better, or no worse than they arrived; and, 2) Meet Sheriffs statutory duties as the Keeper of the Jail effectively and efficiently. 169 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 $54.84 $58.26 $62.90 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 Eaming GED 53 55 55 170 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 III 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 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 the opening of Phase III 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: 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse. This budget unit supports the resources to comply with all of these requirements. C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative programs operate within this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,422,524 $ 1,668,394 $ 1,814,358 $ 1,814,358 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 $ 2,431,577 Revenue 310,266 625,000 750,000 750,000 Net County Cost $ 1,460,855 $ 1,417,494 $ 1,681,577 $ 1,681,577 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. 172 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: 173 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Contract Jail Space -- 1000-24440 DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'facilities due to the overcrowding of Weld County's jail. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,216 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: 174 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management-- 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 67,477 $ 70,715 $ 134,797 $ 74,026 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 $ 118,046 Revenue 56,770 36,000 32,000 32,000 Net County Cost $ 59,820 $ 74,735 $ 150,017 $ 86,046 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. 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. 175 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 $0.38 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: 176 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. 177 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 DispatcherI 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 $ 884,049 178 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 SUMMARY OF CHANGES(CONTINUED): The County receives cost reimbursement from tower rental ($6,918), 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 $864. 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 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 1,200 179 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: 180 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: 181 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: 182 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 742,748 762,873 784,049 784,049 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 769,385 $ 862,873 $ 884,049 $ 884,049 Revenue 0 0 0 0 Net County Cost $ 769,385 $ 862,873 $ 884,049 $ 884,049 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. 183 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 $3.90 Effectiveness Measures (desired results ARS documents transcribed per FTE 1,282 1,390 1,507 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 290,060 $ 296,009 $ 296,009 $ 296,009 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 $ 554,009 Revenue 1,037 250 250 250 Net County Cost $ 474,880 $ 553,759 $ 553,759 $ 553,759 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No change. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 185 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 $2.44 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: 186 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not eligible for probation from State penal facilities to community programs. Operates under the Board of County Commissioners with delegated authority to the Community Corrections Board. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 49,433 $ 49,633 $ 53,633 $ 53,633 Supplies 1,317 200 400 400 Purchased Services 2,365,637 2,215,838 2,215,838 2,215,838 Fixed Charges 65,914 32,723 23,000 23,000 Capital 0 0 0 0 Gross County Cost $ 2,482,301 $ 2,298,394 $ 2,292,871 $ 2,292,871 Revenue 2,482,301 2,298,394 2,375,343 2,375,343 Net County Cost $ 0 $ 0 $ -82,472 $ -82,472 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Budget consists of the Community Corrections Board's administrative budget funded at $87,869, the Residential Treatment Center funded at $401,099, and the Restitution Center funded at$1,886,375. Total State funding for the program is up $76,949. OBJECTIVES: 1) Provide counseling and diversion programs for non-violent offenders; and 2) Carry out all community corrections contract requirements of the State of Colorado. 187 COMMUNITY CORRECTIONS (CONTINUED) 1000-24200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs The Restitution Center(beds): Parole 9 9 9 Residential Transition 44 44 44 Diversion Residential 83 83 83 Diversion Non/Residential 67 67 67 Independent Living (3/4 House) 0 0 0 Residential Treatment Center 32 32 32 Specialized Services 16 16 16 Efficiency Measures FTE's per 10,000/capita .047 0.045 0.044 Effectiveness Measures(desired results) Percent of Client Recidivism: The Restitution Center 31% 32% 32% Residential Treatment Center 16% 17% 18% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100% state funded to reduce prison population. BOARD ACTION: 188 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during each phase of construction to insure minimum requirements are met. Assists Weld County Citizens in understanding and applying the International Building Code for utmost construction safety. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 883,407 $ 947,547 $ 947,547 $ 947,547 Supplies 164,653 13,300 61,996 61,996 Purchased Services 94,611 126,648 126,648 126,648 Fixed Charges 99,812 90,049 90,049 90,049 Capital 0 0 0 0 Gross County Cost $ 1,242,483 $ 1,177,544 $ 1,226,240 $ 1,226,240 Revenue 1,289,808 1,380,000 1,380,000 1,380,000 Net County Cost $ -47,325 $ -202,456 $ -153,760 $ -153,760 Budget Positions 16 16 16 16 SUMMARY OF CHANGES: ACCELA Land Management software costs of$40,000 are reassigned to this department instead of Planning. Fuel costs are expected to increase by $8,696. Replacement of one vehicle is budgeted in the Motor Pool budget. Building Inspection will be proposing the adoption of the 2006 International Building Code, resulting in modifications to the fee schedule for building permits. Revenues remain the same. OBJECTIVES: 1) Review and issue construction permits; 2) Conduct construction/electrical inspections; 3)Review and issue building violations. 4)Continuation of follow-up on old violations. 5) Continue training of staff. 6) Expansion of training for Support Staff. 7) Implement MJ4 regulations. 8) Implement department wide new computer system. 9) Implement attainment compliance for oil and gas structures. 10)Conduct field inspections and full service via Southwest Weld Administration Office. 11) Provide educational support for local contractors and citizens. 12)Ensure the health and safety of the built environment for Weld County citizens. 13) Implement the 2006 International Building Code. 189 BUILDING INSPECTION (CONTINUED) 1000-25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs Number of field inspections performed 29,921 26,929 29,621 Number of stop work orders issued 95 85 93 Avg. #of field inspections per building permit 17.5 17.5 17.5 Field Inspection Effectiveness Measures Avg. #of certifications per inspector 2.5 2.5 2.5 Avg. #of certifications per electrical inspector 3 3 3 Avg. #of miles driven per day per inspector 118 106 116 Avg. #of inspections per day per inspector 17 15 17 Plans Examiner/Inspector-On-Call Work Outputs) #of major plan reviews — north office 185 166 182 #of major plan reviews—south office 99 89 98 #of minor plan reviews— north office 903 813 894 #of minor plan reviews—south office 492 443 487 Plans Examiner/Inspector-On-Call Effectiveness Measures Avg. number of certifications per plans examiner 4.7 4.3 4.3 Avg. response time to return client questions 1/2 day 1/2 day 1/2 day Avg. time spent on major plan reviews Residential 2 hours 2 hours 2 hours Commercial 6 hours 6 hours 6 hours 190 BUILDING INSPECTION (CONTINUED) 1000-25100 PERFORMANCE MEASURES(CONTINUED) ACTUAL ESTIMATED PROJECTED Technical Support Work Outputs Number of building permits processed 2,082 1,874 2,061 Incoming Calls - January- May 2006 900 820 902 Field Inspection Effectiveness Measures Avg. #of certifications per building inspector 2 2.5 2.5 Avg. #of certifications per electrical inspector 3 3 3 Plans Examiner/Inspector-On-Call Effectiveness Measures Percent of permits past review time Less than 2% Less than 2% Less than 2% Avg. #of certifications per plans examiner 4.7 4.3 4.3 Average response time to return client questions 1/2 day 1/2 day 1/2 day FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 191 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100 DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 217,217 $ 246,946 $ 246,946 $ 246,946 Supplies 57,902 59,700 61,850 61,850 Purchased Services 95,456 85,300 139,850 139,850 Fixed Charges 8,923 0 0 0 Capital 0 0 0 0 Gross County Cost $ 379,498 $ 391,946 $ 448,646 $ 448,646 Revenue 10,055 10,000 10,000 10,000 Net County Cost $ 369,443 $ 381,946 $ 438,646 $ 438,646 Budget Positions 1 FTE 2 FTE 2 FTE 2 FTE 3.5 PT 3 PT 3 PT 3PT SUMMARY OF CHANGES: Supplies increased a total of $2,150. Computer Software and Attachments decreased $3,000 since no new computer equipment will be needed. Uniforms and Clothing increased $150 to cover the increased reimbursement for steel-toed boots. Other Operating Supplies increased $5,000, in part due to additional chemical, and a new gator for performing noxious weed control on various properties. Purchased Services increased a total of$54,550. Memberships and Registrations increased $125 based on registration for additional employees. Repair and Maintenance increased $5,325 based on anticipated needs for 2007. Vehicle Expense increased $49,100 based on anticipated costs for fuel for 2007 and transfer of mowing and other equipment aligning the Division. OBJECTIVES: 1) Carry out Colorado Weed Management Act(noxious weed control)on county property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate educational programs to inform the public of the "Colorado Weed Management Act"; and 4) Carry out weed control for all divisions of the Public Works and Buildings and Grounds Departments. 192 NOXIOUS WEEDS (CONTINUED) 1000-26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs All operations will meet established codes, polices, and procedures 100% 100% 100% 95% attendance at all safety meetings Yes Yes Yes All PPE equipment used as required 100% 100% 100% Lane miles mowed annually 2,500 2,500 2,500 Efficiency Measures FTE's per 10,000/capita .050 .050 .050 Per capita cost(county support) $1.70 $1.74 $1.94 Effectiveness Measures(desired results) Number of inquiries per 1,000 capita .227 .223 .219 % of mapping completed for weed infestation on County Rights-of-Way 100% 100% 100% #of abatement letter recipients required to go to public hearing 2 0 0 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Moving the mowing vehicle expenses to this budget better captures the total cost of the program. BOARD ACTION: 193 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100 DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development referrals; field survey operations to establish line and grade control; administrative and inspection work in utility and subdivision construction; performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering, bridge engineering, design and construction inspection. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 753,134 $ 1,472,529 $ 1,593,672 $ 1,593,672 Supplies 37,471 54,950 105,500 105,500 Purchased Services 165,903 721,480 577,748 577,748 Fixed Charges 137 0 0 0 Contra 0 -528,226 -528,226 -528,226 Gross County Cost $ 956,645 $ 1,720,733 $ 1,748,694 $ 1,748,694 Revenue 0 149,713 249,713 249,713 Net County Cost $ 956,645 $ 1,571,020 $ 1,498,981 $ 1,498,981 Budget Positions 12 22 23 23 SUMMARY OF CHANGES: Personnel Services increased $121,143. An Auto CAD Tech ($54,143 - Engineer Tech II) is included, to do small design projects which will allow a number of projects to be done in-house versus contracting them out at a higher cost. Two part-time interns (Grade 13) are requested to do the sign inventory project ($34,000). An intern to conduct an analysis of 30 intersections is requested ($8,000). An intern for GIS data entry is requested ($8,000). Supplies increased a total of $50,550. Office Supplies are up $1,000, Small Items of Equipment $100, and Computer Software and Attachments$53,900. Road Construction Supplies decreased $3,000 based on anticipated needs for 2007. Other increases include Uniforms ($150) based on an additional employee, Postage ($250), Printing ($2,000), Memberships and Registration Fees ($720), Advertising ($6,000), and Travel and Meetings ($1,000), based on anticipated needs for 2007. Decreases include Other Operating Supplies ($1,600), Purchased Services ($142,830), Vehicle Expense($116,200), and Training($1,100)based on historical data and anticipated costs for 2007. Public Relations, in the amount of $1,500, was eliminated. Engineering increased $130,000 and Other Professional Services decreased$164,902 based on the capital improvement plan. Revenues include $100,000 from Stormwater Fund for Liberty Gulch Study. 194 GENERAL ENGINEERING (CONTINUED) 1000-31100 OBJECTIVES: 1) Design and manage contract construction and provide technical support for Public Works Department, as well as other Weld County departments, such as Planning, Purchasing, and the County Attorney's office; 2) Perform all necessary bridge inspections, pavement management, construction management and inspection material testing, bridge grant administration, and utility permitting and inspections; and 3) Manage Floodplain and stormwater. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of designs completed 5 6 5 Number of construction projects completed 5 5 5 Number of plats reviewed 710 700 720 Efficiency Measures FTE's per 10,000/capita .559 1.00 1.015 Per capita cost(county support) $4.46 $7.14 $6.62 FINANCE/ADMINISTRATIONRECOMMENDATION: Service and supply account changes appear to be justifies based upon usage and the work plan for 2007. The following are recommendations concerning positions: 1. The Auto CAD position ($54,143) is recommended since it is more cost effective than contracting out some of the design services. 2. The interns to do the sign inventory are a policy issue for the Board as to whether they want to approve the project. In addition to the intern cost of$34,000, there are costs associated with getting a software system and long term maintenance. Policy issue. 3. The intern for the intersection analysis ($8,000) is also a policy issue for the Commissioners. 4. The intern for GIS data entry has been funded from salary savings for the last few years. Recommend approval. A flood plain study of Liberty Gulch using impact fees is included in the budget. BOARD ACTION: 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MISSILE SITE PARK BUDGET UNIT TITLE AND NUMBER: Micsile Site Park -- 1nnn_ Mnn DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Provides security for the park. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 34,150 $ 35,735 $ 35,735 $ 35,735 Supplies 466 2,100 2,100 2,100 Purchased Services 18,081 27,800 27,800 27,800 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 52,697 $ 65,635 $ 65,635 $ 65,635 Revenue 1,322 1,375 1,375 1,375 Net County Cost $ 51,375 $ 64,260 $ 64,260 $ 64,260 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No change. OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for all Weld County residents. 196 MISSILE SITE PARK (CONTINUED) 1000-50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 586 600 600 Efficiency Measures FTE's per 10,000/capita 0.046 0.045 0.044 Per capita cost(county support) $0.239 $0.292 $0.284 Effectiveness Measures(desired results) Percentage of time park unavailable to 0% 0% 0% public during scheduled operating hours FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Parks and Trails -- 1000-50200 DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future park projects. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 818 138,500 125,000 125,000 Fixed Charges 13,809 0 0 0 Capital 10,442 0 0 0 Gross County Cost $ 25,069 $ 138,500 $ 125,000 $ 125,000 Revenue 81,600 0 0 0 Net County Cost $ -56,531 $ 138,500 $ 125,000 $ 125,000 Budget Positions - - -- -- - - SUMMARY OF CHANGES: Budget includes$32,000 for the joint maintenance and administration, with Windsor and Greeley, of the Poudre River Trail. This is an increase of$18,500. The Board agreed in April, 2004,to fund the County's share. A new IGA was developed in 2006 that includes the full maintenance and administration of the trail with each entity paying one-third of the costs. The City of Greeley will actually do the maintenance and administration. The County has committed to include $125,000 each year for trail and park expenses and development. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit consolidates all spending on trail maintenance and development, as well as any new park development. Recommend the $18,500 increase in the maintenance of the Poudre River Trail. BOARD ACTION: 198 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100 DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Fixed Charges $ 27,276 $ 0 $ 17,474 $ 17,474 Capital 0 0 0 0 Gross County Cost $ 27,276 $ 0 $ 17,474 $ 17,474 Revenue 0 0 0 0 Net County Cost $ 27,276 $ 0 $ 17,474 $ 17,474 Budget Positions - - - - -- - - SUMMARY OF CHANGES: The Airport is requesting $17,474 for local FAA matching funds for pavement maintenance fog seal and drainage improvements. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.129 $0.000 $0.077 Grant Summary: Airport Grant $27,276 $0 $17,474 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 199 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the seventeen senior centers throughout the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,500 12,500 12,500 12,500 Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.058 $0.057 $0.055 Grants Summary Senior Center Grant $12,500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 200 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management-- 1000-56120 DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management, and Big Thompson Watershed Forum. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Purchased Services $ 14,867 $ 11,367 $ 11,367 $ 11,367 Supplies 0 0 0 0 Gross County Cost $ 14,867 $ 11,367 $ 11,367 $ 11,367 Revenue 0 0 0 0 Net County Cost $ 14,867 $ 11,367 $ 11,367 $ 11,367 Budget Positions -- - - - - - - SUMMARY OF CHANGES: This budget is the same as 2006. This Budget Unit includes dues for the North Front Range Water Quality Planning Organization ($7,867) and the Big Thompson Watershed Forum. OBJECTIVES: Conduct 208 water quality responsibilities for the North Front Range of Colorado. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in NFRWQPA and Big Thompson Watershed Forum. BOARD ACTION: 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130 DEPARTMENT DESCRIPTION: Weld County's financial support of Envision,formerly Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Purchased Services $ 46,125 $ 46,125 $ 153,385 $ 46,125 Supplies 0 0 0 0 Gross County Cost $ 46,125 $ 46,125 $ 153,385 $ 46,125 Revenue 0 0 0 0 Net County Cost $ 46,125 $ 46,175 $ 153,9R5 $ 4k175 SUMMARY OF CHANGES: Envision has requested the County increase its budget to $153,843 to meet the local match requirement of the State Development Disability Services contract. Only the current base funding of$46,125 is included in the recommended budget. OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via contract with Envision. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Individuals served 1,400 1,575 1,575 Efficiency Measures Per capita cost(county support) $0.215 $0.210 $0.204 Effectiveness Measures(desired results Grant- Envision $46,125 $46,125 $46,125 202 ENVISION (CONTINUED) 1000-56130 FINANCE/ADMINISTRATION RECOMMENDATION: Funding at the requested level would be a major policy shift for the County from past practices and an assumption of another state mandate. Statutory authority exists to have a special mill levy for this purpose. The Board has advised Envision in the past that if they want an increased funding level they should organize a grassroots campaign to pass a special mill levy. Envision did sponsor a petition drive and had a ballot issue on the November 1, 2005, election for a dedicated one mill levy. The ballot issue was defeated (46% to 44%). It is not recommended to increase the funding level without a voter-approved mill levy for the developmentally disabled. Therefore, only the current funding level of $46,125 is included in the recommended budget. BOARD ACTION: 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range Behavioral Health which provides extensive mental health services to citizens in Weld County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 91,875 135,875 135,875 135,875 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 91,875 $ 135,875 $ 135,875 $ 135,875 Revenue 0 0 0 0 Net County Cost $ 91,875 $ 135,875 $ 135,875 $ 135,875 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget request includes$901,875 for North Front Range Behavioral Health (NFRBH), which is the current funding level. In addition, $29,000 for inpatient care at NCMC, and $15,000 for psychiatrist costs associated with the 72-hour holds picked up by police agencies are included in the budget. OBJECTIVES: (1)Provide mental health services to Weld County citizens via contract with North Front Range Behavioral Health. (2) Provide payment for 72-hour mental health patients put on hold by police agencies. 204 MENTAL HEALTH (CONTINUED) 1000-56140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.58 $0.63 $0.62 Effectiveness Measures(desired results) Grant- North Front Range Behavioral $120,875 $135,875 $135,875 Center FINANCE/ADMINISTRATION RECOMMENDATION: Budget is the same as the current year. Recommend approval. The County will provide several contracts from Social Services monies in 2007, in addition to this budget, to fund mental health services in Weld County. BOARD ACTION: 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 11,000 11,000 11,000 11,000 Purchased Services -2,750 -2,750 -2,750 -2,750 Gross County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250 Revenue 0 0 0 0 Net County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250 Budget Positions - - - - - - -- SUMMARY OF CHANGES: A Kid's Place has requested a $500 increase without stating why, other than a 2% inflationary increase. Recommended budget does not include the$500 increase. OBJECTIVES: n/a PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.39 $0.038 $0.036 Grants Summary A Kids Place Grant $11,000 $11,000 $11,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is supported by Sheriffs Office, District Attorney, and Social Services. Recommended budget does not include the $500 increase. Policy issue. BOARD ACTION: 206 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 12,351 12,351 12,351 12,351 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions __ __ __ SUMMARY OF CHANGES: No change. OBJECTIVES: See Human Services budget detail. WORKLOAD MEASURES: See Human Services budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 207 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 1,385,166 2,590,119 2,550,741 2,550,741 Gross County Cost $ 1,385,166 $ 2,590,119 $ 2,550,741 $ 2,550,741 Revenue 0 0 0 0 Net County Cost $ 1,385,166 $ 2,590,119 $ 2,550,741 $ 2,550,741 Budget Positions -- -- - - -- SUMMARY OF CHANGES: See Health Fund for details. OBJECTIVES: See Health Fund for details. WORKLOAD MEASURES: See Health Fund. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 208 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development-- 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic development program through the Economic Development Action Partnership (EDAP), a public/private non-profit organization. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 100,000 100,000 115,000 115,000 Fixed Charges 0 0 0 0 Gross County Cost $ 100,000 $ 100,000 $ 115,000 $ 115,000 Revenue 0 0 0 0 Net County Cost $ 100,000 $ 100,000 $ 115,000 $ 115,000 Budget Positions - - -- - - -- SUMMARY OF CHANGES: EDAP is requesting $115,000, which is a $15,000 increase for the changes in the name and emphasis to better serve the entire County. These changes include the website re-construction and the institution of the use of the GIS element for self-directed property searches and the generation of several demographic and business reports. The state of the art technology is increasingly assumed to be part of the professional, competitive economic development office. OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote continued economic vitality to the County; 2)Assist existing businesses in their expansion efforts; 3)Work to retain existing businesses in the county; 4)Support state and regional efforts to attract businesses to Northern Colorado. 209 ECONOMIC DEVELOPMENT (CONTINUED) 1000-61200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.466 $0.455 $0.508 Effectiveness Measures(desired results) Jobs created 1,327 1,250 1,250 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic development and job creation are high priorities for the County to diversify the local economy. Job creation is especially important to the success of the welfare reform efforts in Weld County. The increase of$15,000 is a policy issue. BOARD ACTION: 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300 DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts from Correctional Facility and the Administrative Building for building rents. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 400,000 420,000 440,000 440,000 Interest 340,411 322,293 301,293 301,293 Gross County Cost $ 740,411 $ 742,293 $ 741,293 $ 741,293 Revenue 0 0 0 0 Net County Cost $ 740,411 $ 742,293 $ 741,293 $ 741,293 Budget Positions - - -- -- - - SUMMARY OF CHANGES: Budget reflects the following county lease purchase contract: RENT INTEREST TOTAL Correctional Facility $ 440,000 $ 301,293 $ 741,293 Total $ 440,000 $ 301,293 $ 741,293 $5,210,500 is included in the Capital Fund to pay off the COP on the call date of August 1, 2007. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 211 LEASE-PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29-1-104(2Xd), C. R. S., 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property Correctional Facility $ 741,293 B. The total maximum payment liability of the local government under all lease-purchase agreements involving real property over the entire terms of such agreements, including all optional renewal terms Correctional Facility $5,201,500 C. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real property $ -0- D. The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal $ -0- 212 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100 DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not allocated to program budgets, e.g. training, audit fees, etc. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 208 $ 0 $ 0 $ 0 Supplies 223,455 74,500 95,500 95,500 Purchased Services 545,927 296,500 360,500 360,500 Fixed Charges 48,629 121,000 100,000 100,000 Capital 0 0 0 0 Gross County Cost $ 818,219 $ 492,000 $ 556,000 $ 556,000 Revenue 44,485,052 46,020,264 49,706,738 49,706,738 Net County Cost $ -43,666,833 $ -45,528,264 $ -49,150,738 $ -49,150,738 Budget Positions - - -- - - -- SUMMARY OF CHANGES: Gross total expenditures are up $64,000. Operating supplies for copiers are up $21,000, and copier maintenance is up$45,000. These added costs for copiers will be reallocated to using departments in the final budget after existing machines that go off the five-year leases are replaced. Line items have been adjusted to reflect historical expenditure patterns. The miscellaneous line item, which is a contingency for mid-year items, is funded at $70,000, based upon recent years' usage. Revenues are up $3,686,474, primarily due to property tax revenue being up for 2007. Plus, earnings on interests are up $1,275,000 due to higher interest rates. Oil and gas leases are up $120,000. All other revenues are stable at the current year's level. 213 NON-DEPARTMENTAL (CONTINUED) 1000-90100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $3.81 $2.24 $2.55 Non-Departmental Summary Total Non-Departmental $818,219 $492,000 $556,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The reallocation of expenditures will better allow for tracking of expenditures. The increases for copiers will be reallocated in the Final Budget. BOARD ACTION: 214 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120 DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health benefits. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 600,000 $ 600,000 Supplies Purchased Services Fixed Charges Gross County Cost $ 0 $ 0 $ 600,000 $ 600,000 Revenue Net County Cost $ 0 $ 0 $ 600,000 $ 600,000 Budget Positions SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers must account for the actuarial cost of post-employment benefits paid to retirees. Weld County's only program outside of the retirement program is the payment of health insurance benefits to retirees. The estimated actuarial amount that 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. OBJECTIVES: n/a FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. GASB mandates that the County reserve this amount assuming a 30-year amortization rate. A trust fund will be established to hold these funds. BOARD ACTION: 215 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150 DEPARTMENT DESCRIPTION:Weld County's financial support to community agencies that do not fit under a specific county program. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 45,660 75,528 93,528 75,528 Gross County Cost $ 45,660 $ 75,528 $ 93,528 $ 75,528 Revenue 0 0 0 0 Net County Cost $ 45,660 $ 75,528 $ 93,528 $ 75,528 Budget Positions - - - - -- - - SUMMARY OF CHANGES: Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL IGRTC $ 14,394 $ 14,394 $ 14,394 $ Promises for Children 10,000 10,000 10,000 RSVP 0 5,000 0 Convention &Visitors' Bureau 5,000 5,000 5,000 211 Information and Referral 12,000 25,000 12,000 Juvenile Assessment Center 26,634 26,634 26,634 Radio Read. Srvc. Of Rockies 7.500 7.500 7.500 Total $45,660 $ 93.528 $ 75.528 OBJECTIVES: Provide support to community agencies that do not fit under a specific county program that services county residents. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost(county support) $0.213 $0.343 $0.333 Grants Summary Non-profit Grants $45,660 $75,528 $75,528 216 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community agencies with requests that do not fit under a specific program. The following are the recommendation for each agency: . IGRTC (Island Grove Regional Treatment Center) has requested $14,394 for the detox services of Weld County residents referred to as IGRTC. The request covers the funding gap of$72.57/day for 183 clients. The funding gap is the difference between the state ADAD funding allowed and the actual cost. Since this program serves indigent clients who,without this option may end up in jail,the funding appears to be economically justified for the County. The request is the same as 2006. Recommend approval. . Promises for Children. The Board, in May,2004, made a commitment to fund this program along with other partners in the community. Recommend approval. . RSVP has requested funding for the first time in 2006 for senior volunteer services due to decrease in support by existing sources for RSVP. No amount recommended due to the fact that this would be funding a new agency. Policy issue. . Convention & Visitor Bureau has requested $5,000 again this year for visitor guides. Recommend approval. . 211 Information and Referral has requested $25,000 for the 211 information and referral system operated by United Way. This amount is up $13,000 over the current year. Recommended budget only includes current funding level of$12,000. Policy issue. . Radio Reading Service of the Rockies (RRSR) has requested $7,500 again this year to provide radio reading services for the visually impaired in Weld County. Recommend approval. . Juvenile Assessment Center has requested the same funding level as the current year, $26,634, as Weld County's share of law enforcement support. Recommend approval. BOARD ACTION: 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100 DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based education for agricultural, environmental and consumer issues. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 268,316 $299,831 $ 335,131 $ 302,331 Supplies 10,694 9,350 9,800 9,800 Purchased Services 47,254 70,697 72,897 72,897 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 326,264 $ 379,878 $ 417,828 $ 385,028 Revenue 4,071 0 0 0 Net County Cost _ $ 322,193 $ 379,878 $ 417,828 $ 385,028 Budget Positions 10.75 10.75 10.75 10.75 SUMMARY OF CHANGES: A new administrative support position (Office Tech II), costing $32,800, is being requested. An increase in Other Professional Services ($2,000) for a Pest Management Specialist (shared cost by CSU and five counties, housed in Weld County) is included. Other increases include postage ($200) due to rate increase in 2006, and an increase in office supplies($450). CSU Memorandum of Understanding costs have increased$300 per FTE agent, for a total of$1,500. OBJECTIVES: 1) Provide information and education, as well as encourage the application of Colorado State University research-based knowledge in response to local, state, and national issues affecting individuals, youth, families, agricultural enterprises and communities. 218 EXTENSION (CONTINUED) 1000-96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of contacts 69,833 71,516 73,604 4-H enrollment 1,137 1,164 1,198 Number of public meetings 222 227 234 Efficiency Measures FTE's per 10,000/capita .501 .489 .474 Per capita cost(county support) $1.62 $1.73 $1.70 Effectiveness Measures(desired results) Contacts per 10,000 capita 3,316 3,314 3,312 4-H enrollment per 10,000 capita 53 53 53 FINANCE/ADMINISTRATION RECOMMENDATION: All items are recommended, but the additional clerical position ($32,800) is not included in the recommended budget amount. The position would be used for more clerical support, and enable more website development, which could result in more on-line accessibility for programs in Extension. The position is an expansion of service and is a policy issue for the Board. BOARD ACTION: 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair-- 1000-96200 DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,083 $ 10,051 $ 10,051 $ 10,051 Supplies 6,480 0 0 0 Purchased Services 359,178 282,610 308,495 308,495 Fixed Charges 0 0 0 0 Capital 0 0 2,000 0 Gross County Cost $ 374,741 $ 292,661 $ 320,546 $ 318,546 Revenue 333,165 250,000 250,000 250,000 Net County Cost $ 41,576 $ 42,661 $ 70,546 $ 68,546 Budget Positions 0.3 0.3 0.3 0.3 SUMMARY OF CHANGES: A base budget increase of $18,385 is requested annually to cover current budget deficit, which includes carpet request. Request also includes a one time software purchase for Fair database software(ShoWorks)of$5,500($4,000 software plus$1,500 for 3-year maintenance agreement), and funds for livestock panels of$2,000. Funds for an intern are once again included in the budget($2,000). OBJECTIVES: 1)Exhibit of educational work and skills learned by youth; 2) Recognition of youth and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth and adults to exhibit, learn and develop community spirit and pride. 220 COUNTY FAIR (CONTINUED) 1000-96200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 6,941 7,108 7,315 Exhibitors registered 2,422 2,480 2,552 Efficiency Measures Per capita cost(county support) $0.198 $0.311 $0.302 Effectiveness Measures(desired results) Number of people attending 20,000 20,482 21,080 FINANCE/ADMINISTRATION RECOMMENDATION: The increase of$18,385 to cover the Fair's budget deficit is a policy issue for the board. The options are to include the$18,385 in the budget, tell the Fair Board to cut expenses or raise more revenues, or have the Fair take the funds from its savings account. BOARD ACTION: 221 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400 DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 51,888 $ 53,697 $ 53,697 $ 53,697 Supplies 201 300 300 300 Purchased Services 5,738 6,988 6,988 6,988 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 57,827 $ 60,985 $ 60,985 $ 60,985 Revenue 2,400 1,200 2,400 2,400 Net County Cost $ 55,427 $ 59,785 $ 58,585 $ 58,585 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Expense line items have been reallocated to reflect expenditure patterns. Revenues reflect the $2,400 received from the State for having a Veterans' Services Officer. OBJECTIVES: 1)To provide referral and processing services to veterans; 2)To provide outreach to organizations and communities regarding veterans benefits and rights; and 3) To maintain a strong liaison with Colorado Department of Veterans Affairs and the Veterans Administration. 222 VETERANS' OFFICE (CONTINUED) 1000-96400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Active files 675 675 675 Office visits 3,010 3,000 3,000 Efficiency Measures FTE's per 10,000/capita 0.047 0.045 0.044 Per capita cost(county support $0.258 $0.271 $0.259 Effectiveness Measures (desired results) Applications processed for VA Comp 100% 100% 100% In-person information provided (5/year) 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 223 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 110,823 115,000 115,000 115,000 Gross County Cost $ 110,823 $ 115,000 $ 115,000 $ 115,000 Revenue 0 0 0 0 Net County Cost $ 110,823 $ 115,000 $ 115,000 $ 115,000 Budget Positions -- -- - - -- SUMMARY OF CHANGES: Budget is the same, based on the subsidy anticipated in 2007 for the Event Center. The addition of air conditioning has increased the cost without offsetting revenue. OBJECTIVES: Provide additional building space for Island Grove Park activities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Usage has not increased as projected, plus utility costs have increased dramatically since the building went into operation. The subsidy seems to be stabilizing. The new meeting rooms may eventually result in more use and revenue. BOARD ACTION: 224 Hello