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Home My WebLink About20030202 COUNTY OF WELD 2003 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Glenn Vaad, Chair David E. Long, Pro-Tem M. J. "Mike" Geile, Commissioner Bill Jerke, Commissioner Robert D. Masden, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December, 2002 F=co3k) 2003-0202 a \ 111k. COLORADO TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 11 2003 BUDGET PLAN 15 2003 BUDGET CALENDAR 20 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 Weld County Mission Statement 25 Weld County Government Strategic Goals 26 Weld County Guiding Principles 27 Implementation and Results of Strategic Objectives 28 Budget Process 32 Highlights 33 Target Budget Approach 34 Solutions/Approaches 35 Goals of Budget Process 36 Major Program Specific Goals 37 2003 Guidelines 38 2003 Special Budget Instructions 40 2003 Program Issues 42 Budget Policies 43 Revenue Policies and Assumptions 44 Specific Revenue Assumptions of Significant Revenue and Trends 45 Policy Directions 47 Significant Changes in Policy from Prior Years 49 Significant Budget and Accounting Policies 51 Capital Improvement Policy 53 Investment Policy 55 Fund Balance and Reserve Policy 56 Explanation of Individual Funds 57 Organizational Responsibility for Budget Units 59 Policy Matters/Points of Issue with Fiscal Impact 62 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 65 2003 Health Insurance 66 Salary Adjustments by Department 69 Position Authorization Changes Due to 2003 Budget 71 SUMMARY OF FUNDS: Graph - -All Funds Revenue 73 Graph - -All Funds Expenditures 74 Graph - - Mill Levy 75 Summary of Fund Balances 76 Governmental Funds - 2001 - 2003 Summary of Estimated Financial Sources and Uses 77 2002 Assessed Values to be Used for 2003 Budget 78 Net Program Cost 79 PAGE SUMMARY OF FUNDS (CONTINUED): Summary of 2001 Allocated Costs Applicable for 2003 81 Ten Year Trend Data: Beginning Fund Balance 82 Cumulative Percent Increase: Expenditures 83 Weld County- Organizational Chart 84 Summary of County Funded Positions 85 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 101 County Attorney 103 Public Trustee 105 Clerk to the Board 108 Clerk and Recorder: Recording/Administration 110 Elections 112 Motor Vehicle 114 Treasurer 116 Assessor 118 County Council 120 District Attorney: Ten Year Trend Data 122 Budget Unit Summary 124 Juvenile Diversion 126 Victim/Witness Assistance 128 Finance and Administration 130 Accounting 132 Purchasing 134 Personnel 135 Planning and Zoning 138 Buildings and Grounds 141 Computer Services 143 Geographical Information System 145 Capital Outlay 147 Printing and Supplies 149 Sheriff's Office: Ten Year Trend Data 151 Budget Unit Summary- All Departments 152 Sheriff Administration 153 Sheriff Operations 156 Traffic Enforcement 159 Multi-Jurisdictional Drug Task Force 161 11 PAGE Sheriffs Office (Continued): County-wide Animal Control 163 Regional Forensic Laboratory 165 North Jail Complex 167 Centennial Jail 169 Office of Emergency Management 171 Communications - County Wide 173 Communications System Development 177 E-911 Administration 178 Criminal Justice Information System 179 Coroner 181 Community Corrections 183 Building Inspection 185 Weed and Pest 188 West Nile Virus Program 190 General Engineering 192 Missile Site Park 195 Airport 197 Senior Programs 199 Waste Water Management 200 Developmentally Disabled 201 Mental Health 203 Child Advocacy Center 205 Transfers: Agency on Aging 206 Health Department 207 Economic Development 208 Building Rents 210 Non-Departmental 212 Extension 214 County Fair 216 Veteran's Office 218 Island Grove Building 220 Contingency (Salary) 221 PUBLIC WORKS FUND: Graph -- Revenues 223 Graph -- Revenue Changes 224 Graph -- Expenditures 225 Graph -- Ten Year Trend Data 226 Narrative Fund Summary 227 Concerning Local Accountability for Money Used for Highway Purposes 228 Construction Bidding for State-Funded Local Projects 229 Summary of Revenue 230 Summary of Expenditures 231 Non-Departmental Revenue 232 Administration 233 Trucking 235 Motor Grader 237 iii PAGE PUBLIC WORKS (CONTINUED): Bridge Construction 239 Maintenance Support 241 Other Public Works 243 Mining 245 Grants-in-Aid to Cities and Towns 247 Contingency (Salary) 248 Public Works 2003 Work Plan 249 Public Works 2003 Strategic Roadway Plan 255 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 259 Graph -- Social Services Expenditures 260 Graph -- Ten Year Trend Data 261 Fund Narrative 262 Mandated Federal and State Programs 263 Estimated Revenue 264 Summary of Revenue 265 Summary of Expenditures 266 County Administration 267 Non Program Revenue 269 Other Programs 270 Child Support Administration 272 Temporary Assistance to Needy Families & Administration 274 Aid to Needy Disabled 276 Child Care 278 Old Age Pension 280 Child Welfare and Administration 282 Core Services 284 LEAP Program and Administration 286 General Assistance 288 HEALTH FUND: Graph -- Health Fund Revenue 291 Graph -- Health Fund Expenditures 292 Graph -- Ten Year Trend Data 293 Narrative Fund Summary 294 Summary of Revenue 297 Summary of Expenditures 298 Budget Unit Summary -All Departments 299 Non-Program Revenue 301 Administration 303 Health Promotion 305 Community Health Services 307 Environmental Protection Services 310 HUMAN SERVICES FUND: Graph --Ten Year Trend Data 315 Narrative Fund Summary 316 Summary of Revenue 317 iv PAGE HUMAN SERVICES FUND (CONTINUED): Summary of Expenditures 319 Head Start Program 320 Migrant Head Start 321 Preschool Fund 322 Job Service (Wagner/Peyser) 323 Summer Job Hunt 324 Employment First Program 325 Youth Crime Prevention Intervention 326 Temporary Assistance to Needy Families 327 Welfare to Work Program 328 Workforce Investment Act -Administration 329 Workforce Investment Act -Adult Program 330 Workforce Investment Act - Youth Program 331 Workforce Investment Act - Statewide Activities Grant 332 Workforce Investment Act - Dislocated Worker Program 333 Educational Lab 334 Americorp Program 335 AAA Administration 336 AAA Support Services 337 AAA Congregate Meal 339 AAA Home Delivered Meals 340 AAA Health Services 341 AAA Elder Abuse Grant 342 AAA Special Ombudsman 343 AAA Single Entry Point 344 Federal Transit Grant 345 AAA Other Programs 346 MA State Funds 347 Medicaid Transportation 348 Supplemental Foods 349 Community Services Block Grant 350 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 351 Conservation Trust Fund Summary of Revenue 352 Summary of Expenditures 353 Budget Unit Summary 354 Contingency Fund: Summary of Revenue 358 Summary of Expenditures 359 Budget Unit Summary 360 Emergency Reserve Fund: Summary of Revenue 361 Summary of Expenditures 362 Budget Unit Summary 363 v PAGE SPECIAL REVENUE FUNDS (CONTINUED): Solid Waste Fund Summary of Revenue 364 Summary of Expenditures 365 Code Enforcement 366 Budget Unit Summary 367 CAPITAL FUNDS: Graph - - Ten Year Trend 369 Narrative Summary of Fund 370 Summary of Revenue 371 Summary of Expenditures 372 Budget Unit Summary 373 Long Range Capital Projects Five-Year Plan 375 PROPRIETARY FUNDS: Narrative Summary of Funds 409 Ambulance 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 Equipment 417 Budget Unit Summary - Motor Pool Administration 421 Health Insurance Fund: Summary of Revenue 423 Summary of Expenditures 424 Budget Unit Summary 425 Insurance Fund: Summary of Revenue 428 Summary of Expenditures 429 Budget Unit Summary 430 PBX - Phone Services Fund: Summary of Revenue 432 Summary of Expenditures 433 Budget Unit Summary 434 Weld County Finance Authority Summary of Revenue 436 Summary of Expenditures 437 Budget Unit Summary 438 GLOSSARY 439 vi PAGE PAY TABLES: Job Code Table 453 Pay Table 456 SUPPLEMENTAL DATA: Miscellaneous Statistics 471 Demographic Statistics 473 General Governmental Expenditures by Function 474 General Revenue by Source 474 Property Value, Construction, Bank Deposits and Other Economic Indicators 476 Property Tax Levies and Collections 477 Assessed and Estimated Actual Value of Property 477 Property Tax Levies - Direct and Overlapping Governments 478 Principal Taxpayers 479 Demographic Profile of Weld County 480 Consumer Price Index 484 2003 Inflation Projections (CPI) 485 Employment Cost Index (ECI) 486 Northern Colorado Pay Increases 487 2003 Average Employee Salary Projections - Geographic Location 488 Industry Breakdown 489 Employment Size 490 Rate Range Adjustments 491 Colorado Employment Graphs 492 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR: Population Distribution and Growth 503 Municipal vs. Unincorporated Population 504 Taxable Assessed Value by Type 505 Property Tax Levied for Social Services and Road and Bridge per Capita 506 County Mill Levy- Major Components as a Percent of Total 507 Property Tax Revenue Per Capita 508 Other Revenue Types per Capita Excluding Debt Proceeds 509 Citizens Served / Employee 510 Human Resources / Risk Management Functions - FTE's per Unit of Measure 511 Financial Management- FTE's per 1,000 Employees 512 Planning - FTE's per 100,000 Population 513 Treasurer and Assessor- FTE's per 100,000 Population 514 Clerk and Recorder- FTE's per 100,000 Population 515 District Attorney Office - FTE's per 100,000 Population 516 Sheriff's Office - FTE's per Factor 517 Road and Bridge and Engineering - FTE's per 10,000 Unincorporated Population 518 Information Systems - FTE's per 1,000 Employees 519 vii a WinC. COLORADO VIII el GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2002 President Executive Director 1 (øtr. 4 0lis DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303)356-5000, EXT.4218 (7cm FAX: (303)352-0242 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 C. COLORADO December 22, 2002 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2003 budget for operations and capital outlay totals a gross amount of $121,653,065 with a net of $118,770,320 when interfund transfers are excluded. The Internal Service Funds total an additional $7,382,885. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$70,034,842,anticipated fund balances of$23,440,000, and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$48,640,425. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK For the national economy, the long period of economic expansion ended in 2001. The current recession started in March, 2001, and it is now recovering in the last half of 2002. During the recession, most Americans continued to spend money, so spending may not rise as quickly and as sharply as it has in the past. Also, most economists do not expect the economy to return to the level it was during the 1990's until about 2004. Although Colorado's economy suffered during the recession, it is still one of the nation's top performing economies, especially in Northern Colorado, the fastest growing region in the state. Because of the diversity in Weld County's economic base, we have not felt the effects of the recession, mild as it has been, as strongly as other areas of the country. High levels of education and surging home equity have contributed to this strength. Employment, real estate, bank revenue and sales tax revenues in Northern Colorado are expected to rebound fairly quickly over the next couple years. Weld County is the major agri-business hub of Northern Colorado, and linked to the Front Range of Colorado. According to the Forbes/Milken Institute Greeley/Weld County was Number One "Best Place for Business and Career" among smaller metro areas in the United States in 2002. Money magazine in 1998 ranked Greeley among the top cities in America as having the best quality of life. Weld County has wonderful fundamentals in our economy with solid job growth, significant increase in standard of living and rising personal incomes. Weld has a vibrant and diversified business climate with an attractive living environment and innovative and productive people. The future is bright for Weld County and Northern Colorado. Weld County is open for business! 3 FOR THE FUTURE As Weld County looks forward to 2003, a number of challenges and opportunities exist for the county and its citizens. The Board and staff must continue their past diligence and strong management approaches to deal with the issue of the ever changing and growing demands of the county's citizens to maintain the quality of service the citizens have grown to expect from Weld County government. Although the state and national economies have not had a major adverse impact on Weld County's local economy or the county's fiscal condition, they have stressed both the state and federal government's budgets. The state and federal governments have both reduced, or in the case of the state, actually eliminated programs that help fund county services, such as juvenile diversion and health programs. This trend could continue until the state and national economies improve. The county must pay close attention to what is going on at the state and federal levels with the state's budgetary problems, the reauthorization of TANF, welfare funding allocations, homeland security issues, Medicare and Medicaid funding, and other legislative changes that may impact county government. As far as the local economy, the continued drought that the western United States has experienced the last two years is taking its toll on the state's water supplies as water restrictions have been put into effect for domestic water users throughout the state,and agricultural users are finding more and more limitations on water availability for irrigation. If the drought cycle continues it will impact agricultural production, and could cause a slowing in the growth of the area due to the lack of water supplies. Also, in late summer of this year, the West Nile virus spread into Weld County. This disease will require a response to minimize its impact over the next few years. 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 have changed from rural to urbanized due to the traffic volume demanding a higher capacity and level of service. The county is responding by increasing road funding, the development of a strategic road plan, and consideration of implementing a countywide transportation impact fee for new development. In 2002, the Board of Weld County Commissioners 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 increased funding and has imposed a countywide transportation impact fee, additional investments will have to made in the future to keep the transportation system at an acceptable service level. 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 also 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 and maintains the high quality of life they are accustomed to having in Weld County. 4 With growth has come an ever growing demand in the area of public safety that has resulted in a larger criminal justice system and spending in this area in Weld County. The growth has led to more urbanized problems, such as crime. As a result there is a demand for more police officers on the streets, more District Attorney staff members, more court facilities and more jail space. All these areas are impacting the 2003 budget and will most likely impact all future budgets. The county will finish a new 226 bed jail addition in 2003, only to begin reserving funds for the next addition that will most likely be needed within five years. Over$2,000,000 is budgeted in the capital budget in 2003 to remodel and add more court facilities to accommodate four more judges in the next three years. The public safety function could have used nearly all of Weld County's Home Rule Charter 5% property tax limitation increase, if all public safety budget requests had been granted in the 2003 budget. Unfortunately this trend may continue for sometime. Basically, in 2003 and in the future, the Weld County Commissioners' primary consideration in planning any new budget will be identifying available revenues to offset growing expenditures. Since a third of the county's revenue is from property tax,the property tax revenue limits of TABOR and the Weld County Home Rule Charter will require a prudent approach to the levels of service that impact expenditures beyond current budget levels. Without voters' approval, growth from property tax revenues can only be realized if the assessed value increases, either through reappraisals or new construction which adds properties to the tax roll. The paradox is that although growth adds a demand for services, continued growth and economic development is essential for the long term financial viability of Weld County government and its citizens. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service, and Enterprise Funds total $118,675,267 in 2003, an increase of 4.9 percent over 2002. The amount of revenue from various sources and the changes compared to 2002 are shown in the following tabulation: 2003 2002 Increase 2003 Percent 2002 Percent (Decrease) Revenue Sources Amount of Total Amount of Total from 2003 Property Taxes $48,640,425 41.0% $45,619,589 40.3% $ 3,020,836 Other Taxes 5,020,026 4.2 4,595,000 4.1 425,026 Licenses and Permits 2,216,114 1.9 2,098,900 1.9 117,214 Intergovernmental Revenue 35,629,136 3 34,010,502 30.0 1,618,634 Charges for Services 3,360,940 2.8 5,061,351 4.5 (1,700,411) Ambulance Fees 7,510,000 6.3 6,210,000 5.5 1,300,000 Miscellaneous Revenue 4,071,841 3.5 4,583,296 4.0 (511,455) Fee Accounts 5,332,000 4.5 3,878,000 3.4 1,454,000 Internal Service Charges 6,894,785 5.8 7,124,336 6.3 (229,551) TOTAL $118,675,267 100.0% $113,180,974 100.0% $ 5,494,293 5 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$126,153,205 for 2003,which is an increase of 1.01 percent over 2002. The amounts by function and the increase over 2002 are as follows: 2003 2002 Increase 2003 Percent 2002 Percent (Decrease) Expenditure Sources Amount of Total Amount of Total from 2003 General Government $ 18,858,166 14.9% $ 18,327,943 14.7% $ 530,223 Social Services 14,643,179 11.6 13,707,583 11.0 935,596 Road and Bridge 21,741,717 17.2 20,215,276 16.3 1,526,441 Public Safety 25,167,658 20.0 21,906,649 17.6 3,261,009 Human Services 10,742,024 8.5 10,361,375 8.3 380,649 Health 5,473,559 4.3 5,180,458 4.2 293,101 Capital 3,790,000 3.0 12,064,555 9.7 (8,274,555) Public Works 857,546 .7 748,370 .6 109,176 Contingency 7,500,000 5.9 5,500,000 4.4 2,000,000 Miscellaneous 1,773,104 1.4 1,841,777 1.5 (68,673) Culture and Recreation 581,257 .5 537,151 .5 44,106 Auxiliary 459,981 .4 506,057 .4 (46,076) Paramedic Services 7,182,129 5.7 5,996,768 4.8 1,185,361 Internal Services 7,382,885 5.9 7,524,436 6.0 (141,551) TOTAL $126,153,205 100.0% $124,418,398 100.0% $ 1,734,807 Enterprise Operations: The county's enterprise operation is comprised of the Paramedic Service. The Paramedic Service is a county-wide advanced life support emergency medical service. The program is totally supported by fees. The operation anticipates nearly 11,346 calls in 2003 and generated revenue of$7,510,000. Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2003 program is funded at $3,790,000, with $3,490,000 from property tax, and $300,000 from interest earnings. Anticipated projects include $2,000,000 for the Courthouse/Centennial Center renovation for additional court space, an additional storage garage at the Public Works Headquarters, parks/recreation ($125,000), and $100,000 for special projects. In addition, $1,465,000 will be reserved for construction of Phase III of the North Jail Complex. No carry-over beginning fund balance is anticipated, however, a $1,465,000 ending reserve fund balance is anticipated at the end of 2003. 6 Debt Administration: In 2002, 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 a seventy million dollar allowable debt capacity in accordance with Colorado State statute. There are Certificate of Participation Bond Issues for the construction of the Correctional Facility totaling $6,790,000. 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 2003 is $1,514,000. 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 are held either by the government, its agent or a financial institution's trust department in the government's name. Risk Management During 2003, Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be 20.056, a drop of 0.0503 mills from last year. Under the TABOR mill levy limit, the 0.339 mills from this year and the 1.479 mill reduction from two years ago will be classified as a temporary mill levy reduction, for a total of 1.982 mills. The assessed value for the 2003 Budget is $2,425,278,682, which is up $206,364,017, or 9.30 percent over last year. All classes of property increased in assessed value for the year; natural resources is up $608,020, or 8.59 percent; agricultural property is up $954,960, or 1.01 percent; industrial is up $3.0 million, or 1.93 percent; residential property is up $76.6 million, or 10.58 percent; commercial property is up $29.8 million, or 8.59 percent; oil and gas is up $26.7 million, or 4.28 percent; vacant land is up $15.1 million, or 21.68 percent; and State assessed property is up$52.9 million, or 26.36 percent. There is an actual value increase of new construction of$753.9 million, or nearly a 7.07 percent increase in actual value. Employee Compensation Pay: The 2003 budget reflects a salary adjustment of four percent. Due to the current provider raising rates 35 percent, the staff and the county insurance broker solicited proposals from five health insurance providers. Based upon the competitive bid process, staff recommended that Weld County select PacifiCare as the new health insurance provider. The Board concurred and approved changing health insurance providers by selecting PacifiCare,which offered a revised plan at a lower cost than the current provider. The county will contribute$245.67 for single coverage, compared to $245.68 last year, and $196.33 for dependent coverage, compared to $130.00 for last year. Dental and vision coverage will remain self-insurance on a reimbursement basis. All other benefits remain the same. 7 Fund Balances: County fund balances continue to remain very healthy with an anticipated $23,440,000 to begin 2003. This is the highest level in many years. The strong fund balance figures have been sparked by a strong local economy. The ending fund balances are projected at $15,962,062. However, the ending fund balance is actually understated because the Contingency Fund and Emergency Reserve Fund are appropriated, thus not showing up in the ending fund balance figure. These two amounts are not anticipated to be spent in 2003, and if no emergencies or unforeseen events happen the amounts should be in the ending fund balance. The only fund balance earmarked is $1,465,000 in the Capital Expenditure Fund for future jail expansion. All other fund balance amounts are undesignated. With the above projection, ending fund balances should be $23,462,062. MAJOR FACTORS IMPACTING THE 2003 BUDGET The format of the budget summaries in the 2003 budget continue to evolve with the further enhancement of performance measures for each of the budget units. This effort grew out of the strategic planning sessions held with the Board of County Commissioners, other elected officials, and department heads. The performance measures and implementation of the strategic plan direct the use of resources in this budget. The performance measures will be used over time to determine if the budgeted resources bring about the desired results and are being used in an efficient and effective manner. Significant factors impacting the 2003 budget are found in the area of public safety. Besides the continued growth occurring in Weld County, public safety functions are up $3,261,009. A major increase is the computer upgrade of the county's criminal information system,Tiburon, that will be a one-time cost of $1,006,869. The Sheriff's Office's budget is up $605,816, primarily from the addition of eight positions for the jail, and increased costs of the jail from the growth of the inmate population,which was up 10.0% in 2001, and up 13.3%year-to-date in 2002. In 2003 the county will complete the construction of Phase II of the county jail, which will add 226 beds. Next year the jail staff will also be gearing up for the opening of the additional jail space. Added costs for staffing of the new jail is estimated to be over $500,000 for the 2004 budget planning process. Communication costs for the dispatch center are up $129,445, again due to growth in activity. Community Correction contracts from the State are down$281,716 because of State budget cuts. The public safety portion of the budget also reflects the first year of a West Nile virus control program aimed at responding to the health threat of the virus that spread into Weld County last year. The program has $75,000 to fund the Health Department's education, testing, and monitoring programs, plus$700,000 to control the disease through contract spraying and larvicide efforts. Approximately 300 to 400 square miles of the heavily populated areas of Weld County will have a mosquito control program in conjunction with the municipalities. Municipalities will pay for their incorporated areas at an estimated cost of$225,000, which will be an offsetting revenue to the county. • General government functions,without salary increases, are down $152,238. The decreases are primarily attributed to the decrease of$166,403 in election costs,since 2003 is an off-year election year. In addition, with the Treasurer's Office moving to being an appointed position instead of being elected, the department will become part of the Finance and Administration Division. The reorganization will result in a $97,166 savings. A change in the accounting for revenues in Information Services reduced appropriations by $518,502, with a corresponding reduction in revenues. The actual net change for Information Services was an increase in net county costs by $81,498. Recording and Motor Vehicle each had an additional.5 FTE clerical position for an added cost of$29,218. The Assessor, due to growth in new construction and the reappraisal in 2003, 8 added a data collector position ($32,985). Planning reduced costs by$70,170 with the elimination of a Planner I ($53,081) and .5 FTE Office Technician ($17,089). The District Attorney added a new Deputy DA due to the State adding a new District Court Judge and Court division for criminal cases. In addition, an Office Technician ($33,466) in the District Attorney's Juvenile Division was added because of the growing caseload. Another major increase was in Building and Grounds. The department's budget is up $292,063 in anticipation of the maintenance of the new Public Safety Administration Building and the opening of the new module in the jail. In total, 74,000 square feet of space will be added in 2003 for maintenance. The City of Greeley's new storm water drainage fee will cost Weld County an additional $35,000 in 2003. Other significant changes are that Engineering is up $88,390 for the hiring of an additional Engineering Technician, while backfilling the Engineering Manager position for seven months to accommodate a retirement transition. Airport subsidy for construction is down $48,611 for 2003. The Health department subsidy is up $285,227 due to salary increases and the State cutting the State per diem subsidy. The Health Department is impacted by the additional programs and resources it has received from the federal government as part of the Bioterrorism and Preparedness Program. The West Nile virus program also will impact the Health Department's budget and workload. Building rents are down $231,460, with the final payment for a lease purchase agreement for the Human Service Building ending last year. Finally, in the General Fund, $1,618,569 is included for a four (4) percent salary increase and health insurance rate increases for 2003. The Public Works budget is up $1,526,441 for 2003. There is $1,283,017 earmarked for the Strategic Road Program that identifies seven major strategic roads or major arterial roads. The Strategic Road Program is shown in detail in the Public Works Section, along with the Five Year Capital Improvement Plan. Bridge 13/26A will be replaced next year at a cost of$720,000. Social Services remains stable at a funding level of$14,643,179, assuming the local economy remains healthy. The capital budget is down $8,274,555,with the jail expansion all appropriated in the last year's budget. On the revenue side, property taxes are budgeted at$48,640,425. Tobacco tax is up $5,000 and cable fees $3,000. There has been a drop in interest earnings of$900,000 due to lower interest rates. Rent from the Social Services Building is down $249,312, due to a federal regulatory interpretation change of only being able to charge Social Services for the depreciation on the building versus fair market value of the rent. Property tax subsidy to Social Services is down accordingly, since it was an offsetting transaction. Overhead from indirect charges are down $235,765 due to no longer charging the Paramedic Service for overhead costs. Severance taxes are up $40,000, and revenues from oil and gas leases are unchanged. Building Inspection fees are unchanged. Charges for services are down $1,058,556, with $600,000 of that amount attributed to a change in accounting for computer services charges to departments,and the Health Departments solid waste revenues of $707,377 being treated as an interdepartmental transfer instead of revenue. The majority of the other increases in charges for services are in the Sheriff's budget. Due to fee adjustments, Planning permits will up $50,000. The Treasurer's fees are anticipated to be up $100,000, along with election reimbursements from other jurisdictions increasing $20,000. A major revenue increase is the Clerk and Recorder's fees, which are up $1,355,000 due to motor vehicle license fees from strong auto sales and population growth, and recording fees from new construction and mortgage refinancing activities. Highway user fees are unchanged,and specific ownership taxes are up$1,000,000. Paramedic fees are up$1,300,000, with only an anticipated 60%collection rate due to Medicare program changes. Intergovernmental revenues are up $1,618,634. Other revenues are stable or only slightly changed. 9 The 2003 Proposed Budget contains adequate resources to provide a level of service similar to 2002. 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 91510th Street, Room 317, Greeley, Colorado. More information can be found on Weld County's website at www.co.weld.co.us. Very truly kovii/a0A-tyours Donald D. Warden, Director Finance and Administration 10 About Weld County, Colorado Weld County covers an area of 4,000 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 44O level in the east, with rolling prairies and low hills � near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county seat was moved from St. Vrain to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again, and finally in 1877, returned to Greeley. 11 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. 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 11 make it a better place to be. Abundant Colorado sunshine, 1 1.:„„,..-4,C.4-4-4. low humidity, cool, summer nights and mild winters . provide a climate people appreciate. '3,'tr •Recreational opportunities are almost endless. Much of � '' Weld County is within an hour's distance of the majestic t •. 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. 3.ti4+k4 -non a EDUCATION — -- w 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 4,000 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. 12 To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result that Weld County provides an ideal location for corporations, industry and businesses. Most importantly it's a nice place for people. RESOURCES Fertile fields of green can be found in every part County, which ranks as the third leading agricultural area in the United States. Weld County is Colorado's leading producer of cattle, grain and sugar beets. 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 1 live. —}.x a i Weld County has one more important ingredient, as ■ well. A positive attitude toward growth. We love being b here and we'd love having you here, too. /' INDUSTRY Numerous industrial sites are located throughout Weld County. Fully developed rail and non-rail parks; undeveloped parcels, many zoned and with rail utilities adjacent to the property; a variety of industrial and commercial sites; and availability of both new and renovated prime office space are indicative of this area's attitude toward growth. Convenient access to every type of supply artery facilitates the industrial possibilities in Weld County. 13 Major employers who already call Weld County "home" include: KODAK HEWLETT-PACKARD MONFORT OF COLORADO/CONAGRA STATE FARM INSURANCE DOVATRON APPLIED FILMS HARSH HYDRAULICS PLATTE VALLEY STEEL HENSEL-PHELPS CONSTRUCTION SYKES ENTERPRISES INC. STARTEK 14 2003 BUDGET PLAN The Mission Statement of Weld County reads as follows: Provide responsive,efficient,and ethical government services for the people of Weld County. The Strategic Goals for Weld County Government are: + 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 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 non-profit 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. Weld County is accountable to its citizens for the use of public dollars. Its resources should be used wisely to ensure adequate funding for the services, public facilities and infrastructure necessary to meet the community's present and future needs. The budget is intended to serve as a blueprint to achieve the fiscal stability required to accomplish Weld County's policy goals and objectives. The county's development of a mission statement, strategic goals and conforming departmental objectives are critical elements in the successful development and maintenance of the county budget. Rather than driving the goals and objectives of the county, the budget is simply a tool which is used to accomplish Weld County's mission and strategic goals. 15 In addition, Weld County as an institution has multiple partners, including citizens, taxpayers, businesses,employees and other governments. As a major institution,economic and service force in the region, it is important that the county strengthen its relationships with its partners by adopting clear and comprehensive budgetary policies. Weld County's budget approach is a reflection of its status in the hierarchy of governments, revenue trends, local circumstances, and its commitment to provide efficient and effective services. It is clear that local governments, such as Weld County, are operating in a new environment. It is an environment that has both opportunities and challenges that promise more room for growth, exercise of imagination, responsibility, and accountability than we have known in the past. The key challenge will be to define what must be provided in areas of public services and goods and the most efficient and effective manner in which to deliver them. The manner in which Weld County government meets the challenges ahead will be best decided in an atmosphere of continuing cooperation and interaction between citizens and their government. 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 to citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. State and local governments are in the middle of a slowing economic period. Competition for limited public funds has been steadily increasing. The passage of the TABOR Amendment in 1992 made budgeting for the State of Colorado and local governments more challenging. The TABOR Amendment limits the amount of revenue that can be collected; the amount of expenditures that can be made; and requires that the mill levy remain constant unless voters approve a change. These state and local financial constraints are complicated by the efforts at the federal level to limit the growth of the federal budget, provide federal tax cuts, and restructure the historical funding relationship with state and local governments. In addition, all county services are experiencing pressures for more demand for services due to the growth in the county. Because of all this, having departments and agencies balance revenues to expenditures will be more difficult. Weld County adopted the following Guiding Principles in 2002: 1. Ensure long-term fiscal stability for the county. 2. Reduce the cost of conducting the county's business. 3. Enhance customer service. 4. Provide the necessary knowledge, skills, and resources to county employees to carry out these principles. 5. Ensure adequate provision of mandated services. 6. Focus on the root causes of problems that affect the quality of life of county citizens. 7. Provide leadership on intragovernmental, intergovernmental, and intersectoral cooperation and collaboration aimed at improving services to county citizens. 16 As a result of the above Guiding Principles as the 2003 budget is developed, each elected official and department head must begin with a business improvement process that will yield department business plans with performance measures, professional development, and readiness to improve customer satisfaction by providing enhanced government services. The process of improvements will come from streamlining government services, return on investment, review of policies and procedures that led to enhanced services. The budget process requires critical reviews of the level of services being provided throughout the county and must address the need to perform more efficiently. All programs must be reviewed in the 2003 budget process to achieve a continued level of efficiency in the county. 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 2003 before budget preparations begin. A target of ten percent off the 2002 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 2002 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. Health Insurance is stable with the change in provider. • Outside agencies will be treated like county departments, since most provide contractual services. • Any 2003 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 2003 target amount by all budget units. • Self-supporting budgets will float at the 2002 funding levels. 17 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 2003 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 2003, while accomplishing a balanced budget. The 2003 budget must be structured to attempt, within available funds, to insure that: Basic services are funded at adequate levels. Revenue has been estimated at realistic levels. > Reserves that afford protection for the future are funded. • Productivity improvement programs are continued. Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. TABOR Amendment limits are adhered to in the budget. Legislative and regulatory changes are accommodated. Welfare reform continues to be implemented effectively. GIS,e-government, and other technologies are employed in cost effective manners in the county. 18 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. > Capital and operational resources must be provided to accommodate the growing jail population. 19 2003 BUDGET CALENDAR May 1 Board review of 2003 budget plan. May 6 - 17 Director of Finance and Administration discusses target budgets and 2003 budget plan with department heads and elected officials. June 17 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 17 Elected officials and department heads submit PBX phone service requests to PBX. June 17 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. June 17 Elected officials and department heads submit requests for information services requests to ACS. July 8 Submit budget request to Finance. September 17 Early warning budget work session and community agency requests. July 8 - September 11 Finance office review. September 12 Budget Message to Board and transmit Proposed Budget to Commissioners. October 22 and 29 Budget work session hearings with Commissioners and elected officials and department heads. November 13 Publish notice of final budget hearing. October 29 - December 10 Prepare final budget. December 11 Public Hearing to adopt mill levy. December 11 Public Hearing on Final Budget, 9:00 a.m. 20 POINTS OF ISSUE AND POLICY MATTERS EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"user friendly"document,designed to enhance policy makers', managers', and citizens' understanding of major issues, resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation,review,and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives,and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process fora new budget cycle. 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. 21 In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 22 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Community Develop County-Wide Goals Long Range Planning Assessment Assess Prior Year Performance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy SUPPORT PROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Alternatives Accounting System Design Program Review Program Fiscal Control Define Program Cost Accounting by Program Performance Objectives Relate to Present Examine and Evaluate '' Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports Service Delivery BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi Year Projections Schedule Action 23 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS $UDGET POLICIES RUpGET PRQCESS IMPLEMENTATION AND RESULTS OF STRATEGIC OSJECTIVFS REVENUE POLICIES MAJOR PROGRAM GOALS POLICY t'IRECTION$ SPECIFIC REVENUE ASSUMPTIONS ACCOUNTIPJG POLICIES • POLICY MATTERS/POINTS OF ISSUE INVESTMENT PoIJCIES'. WORKLOAD DATA CAPITAL IMPROVEMENTPOUCIES DEPARTMENT OBJECTIVES BUDGET GUIDELINES • SIGNIFICANT CHANGES ALLOCATION Of RESOURCES I N44, DEPARTMENT BUDGET UNITS 24 WELD COUNTY MISSION STATEMENT Provide responsive, efficient, and ethical government services for the people of Weld County. 25 WELD COUNTY GOVERNMENT STRATEGIC GOALS f 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. f 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. 26 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE SC?i ,., M' n1 OPERATIONAL ' { 9 Ir { ' e PERSPECTIVE � � � a . xa ' � } � r e � a per lid. Ill‘ FINANCIAL ' ` `...,iafif'. HUMAN PERSPECTIVE s '' Ensure long-term fisca -• • . - ounty. RESOURCES , , PERSPECTIVE Reduce the cost of conducting the county's business. Enhance customer service. Provide the necessary knowledge, skills, and resources to county employees to carry out these principles. Ensure adequate provision of mandated services. Focus on the root causes or problems that affect the quality of life of county citizens. Provide leadership on intragovernmental, intergovernmental and intersectoral cooperation and collaboration aimed at improving services to county citizens. NOTE: Robert S. Kaplan of Harvard Business School has determined that two perspectives, human resources and financial, are the driving indicators of operations and that operations are the primary indicators of customer service. 27 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES Weld County took a number of actions towards the implementation of the strategic goals identified by the Board of Weld County Commissioners in 2002. In response to the goal of satellite campuses, Weld County, in January, 2002, opened the Southwest Weld County Service Building offering services in the Departments of Planning Services, Building Inspections, Social Services, Assessor, Extension Services, Human Services, Public Health and the Environment, and the offices of the Clerk and Recorder, District Attorney, and Sheriff. As the population in the area continues to grow more and more services will be provided from the new facility. Strides are being made in the use of cost effective and beneficial technology to enhance services. The 800 MHZ communication network is in its third phase with completion scheduled for the end of 2003. This multi-million dollar investment will greatly enhance radio communication for public safety and emergency services in all of Weld County. Also in the area of technology,Weld County completed an e-government plan and strategy in 2001, and started funding that plan in the 2002 budget. Weld County citizens have a high expectation that their county government will be innovative and find economical approaches to information dissemination and providing services. To respond to these expectations, Weld County has hired an e-government staff person to coordinate the Weld County website and Internet applications. This effort will allow Weld County to use Internet technology to be used as a tool to meet the growing service demands in this area. The website was totally updated in 2002, and the ICRIS Internet system was installed, allowing citizens to access nearly all of the Clerk and Recorder's records via the Internet. Other Internet access applications have been implemented in the Sheriff's Office, Health Department, Clerk to the Board, and GIS. Many more are planned to meet the goal of offering services to disseminate Weld County information anywhere,any time,and to get citizens to go on-line and out of line for services. Starting in the 2001 budget,Weld County had benchmarks and measurable standards to improve the services of Weld County. The format of the budget summaries in the 2003 budget continue to evolve with the further enhancement of performance measures for each of the budget units. This effort grew out of the strategic planning sessions held with the Board of County Commissioners, other elected officials, and department heads. The performance measures and implementation of the strategic plan direct the use of resources in this budget. The performance measures will be used over time to determine if the budgeted resources bring about the desired results and are being used in an efficient and effective manner. Weld County has continued to seek involvement and input from the community of Weld County. In 2002, 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. In the last year,a new interactive website was enhanced to disseminate information to, and receive feedback from, citizens. Weld County, Colorado, is a great place to live and work. The geography and climate are difficult to surpass, and the economy remains strong. Large numbers of businesses and people want to enjoy the advantages. There has been tremendous growth in Southwest Weld (the Del Camino and 1-25 corridor), Windsor, and West Greeley. 28 But, there are problems created by the advantages and the growth that has been enjoyed. Skilled labor continues to be in very short supply,and there is growing pressure on our infrastructure such as roads, water, sewer systems and schools. The growth also stresses the County's dedication to maintaining agricultural land and open space. Collectively, the residents of Weld County have to ask, "How fast do we want to grow?" Weld County has worked with all the municipalities in the county the last few years to get intergovernmental agreements for the purposes of coordinating land use. In the last year several such agreements have been signed and are in the process of being implemented. This will allow better coordination of the growth of the county in an effort to maintain the high quality of life in the county. In addition, the Weld County Comprehensive Plan has been updated in 2002 to help deal with future growth, while retaining the county's agricultural heritage. As indicated above, Weld County is growing rapidly, particularly in the southwest corner of the county and the Windsor area. These growing areas need improvements in transportation systems. Some of the jurisdictions have joined with Weld County to conduct a collaborative effort to identify transportation systems to serve these areas, develop uniform transportation infrastructure standards, and implement impact fees to help construct new transportation infrastructure to serve those areas. The county's goals were to: • Develop transportation routes that maximize energy efficiency and maximize efficient use of infrastructure resources. • Develop transportation routes that minimize traffic congestion. • Understand the economic implications of growth on the transportation systems of the County and identify ways to mitigate negative impacts. • Understand how regional taxes and revenues related to transportation system funding,particularly impact fees,for the County and design a proposal to implement impact fees to complement such taxes and revenues. This effort was completed in 2002 and will compliment what has already been done in the county dealing with the transportation system. In 2002 design for road improvements were made with the first construction from the new resource beginning in 2002 - 2003. In the area of the Public Works infrastructure, Weld County has turned the corner with its bridge replacement program and pavement management program to finally have a road and bridge system that is at a good to excellent level of condition. This has been a twenty-year process to match the needs of the system and the resources to improve and maintain it. This goal has been accomplished and now must be maintained in the future. In 2002, a complete study of road classification was completed. Public Works has also developed a Strategic Road Plan that identifies major roadways that need to be developed over the next 20-25 years to cope with the anticipated growth in Weld County. The State Demographer has projected that by 2025,Weld County could very well more than double in size. This growth will require significant infrastructure investments. To help insure that new development pays its own way, a countywide transportation impact fee has been proposed for implementation. 29 Weld County continues to expand and diversify the economic base of the county. The goal is to increase the number and quality of primary or basic sector enterprises and jobs in Weld County. This includes enterprises that export goods and services outside the local economy to regional, national and international clients and import dollars into the local economy. Furthermore, new industries should offer job opportunities that would allow residents to reach a higher standard of living. The average wage of new enterprises should be at least 125 percent of the average wage for existing industries in Weld County. In the last year, the Economic Development Action Partnership (EDAP) conducted a targeted Industry Analysis using a series of criteria screens to analyze the universe of potential industries. Based upon that analysis, 11 industry"clusters"were recommended which represent 23 industry classifications already located in Weld County capable of expansion and 58 industry classifications not present in our area but prime targets for attraction. Three industry clusters were selected for EDAP's 2002 marketing efforts. They are: tools and equipment manufacturers, food processing and manufacturing, and business services/back-office operations. EDAP staff created selection criteria to narrow the number of potential companies into a target list at which to direct our intensified attraction program. The business attraction approach emphasizes an "external" focus to marketing. In developing a marketing strategy, the marketing mix is concentrated on the promotion of the area's assets to companies it wishes to attract. EDAP will employ a series of methods to market to specific companies, including direct mail,telephone follow-ups,and attending trade shows. The direct mail marketing campaign has already begun for the first industry cluster and will continue for the second and third targeted clusters in June and September, respectively. The goal of EDAP's marketing strategy is not simply to generate leads, which may or may not become prospects, but rather to attract and locate new companies to Greeley/Weld County. The success Weld County has experienced is due to a variety of factors, including: • A stable and diversified economy. Weld County ranks among the top counties nationally in the value of its agricultural products, is the second highest Colorado county in oil/natural gas production, and consistently ranks as one of the top Colorado counties in the value of its manufactured products. • Weld County has experienced a continued, steady population growth rate. • County and city governments are aggressively pro-business, offering planned industrial properties and attractive incentive programs. Portions of Greeley and Weld County have been designated a State Enterprise Zone, allowing qualified businesses to take credit against their state income taxes for equipment investment and jobs. • Weld County's labor force represents the best of all possible worlds. Entry wage rates generally fall in the $5.50 - $7.00 per hour range, and our employees represent a solid Midwestern work ethic. Organized labor represents approximately three percent of our manufacturing workforce. 30 • An excellent transportation system provides easy access to national and growing regional markets. Two interstate highways(1-25 and 1-76)and two U.S. highways(U.S.34 and U.S. 85)serve the county,and two additional interstate highways border Weld County(1-70 and 1-80). Fourteen motor freight firms and three railroads provide freight service. Commercial air service is provided by 18 carriers operating from Denver's International Airport to 186 cities and nine countries;the airport is an hour's drive from the county's population centers. The new Denver International Airport is located at the southern edge of Weld County,about 45 minutes from Greeley. • Weld County offers an outstanding quality of life. Within a 50-mile radius are located four major universities with the attendant cultural and athletic events, the Denver metropolitan area forms the county's southern boundary, and six major ski areas are located within a two-hour drive. Weld County is home to the oldest philharmonic orchestra west of the Mississippi River,and is the site of the largest civic auditorium in Northern Colorado. Rocky Mountain National Park, 50 miles to the west, offers outstanding outdoor activities. Twelve school districts offer quality education to over 22,000 students. A small town atmosphere, with access to all of the recreational and cultural amenities of larger metropolitan areas, make this an ideal area to work and raise a family. 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 met to facilitate and promote this community vision. 31 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. 32 HIGHLIGHTS REFINE BUDGET PROCESS TARGET BUDGET APPROACH COST CUTTING/REVENUE RAISING STRATEGIES PRIORITY RANKING DEFER EXPENSES CREATIVE MANAGEMENT LEGISLATIVE PROGRAM SPECIAL INSTRUCTIONS STRATEGIC PLANNING 33 TARGET BUDGET APPROACH > IDENTIFIES COUNTY'S RESOURCE CAPACITY > ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE > PROPOSED NON-FUNDING IS IDENTIFIED 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, OUTSIDE AGENCIES > BETTER REFLECTS COUNTY PRIORITIES > LIMITS ARE KNOWN AND ALTERNATIVE EXPENDITURE LEVELS CAN BE PLANNED SIX MONTHS BEFORE FISCAL YEAR BEGINS > CONSTRAINS GROWTH IN EXISTING LEVELS, SO HIGH PRIORITY REQUESTS CAN BE GRANTED WHILE LOWER PRIORITY PROJECTS ARE CUT 34 SOLUTIONS/APPROACHES > INTEGRATED BUDGET APPROACH > MODIFIED ZBB > PROGRAM/ACTIVITY > PRIORITY SETTING > TARGET BUDGET > REVENUE MAXIMIZATION > IMPROVED PRODUCTIVITY > COST AVOIDANCE > CUT BACK MANAGEMENT > COST CUTTING/REVENUE RAISING STRATEGIES > POSITION SUNSET REVIEW >- STRATEGIC PLANNING 35 GOALS OF BUDGET PROCESS > PROVIDES DECISION MAKER WITH NECESSARY INFORMATION > RATIONAL > FAIR > ECONOMY OF TIME > RELEVANT > FLEXIBLE BY DEPARTMENT > MANAGEMENT INPUT > PUBLIC INPUT 36 MAJOR PROGRAM SPECIFIC GOALS Upgrade Tiburon, the criminal justice information and computer-aided dispatch system. Complete construction of Phase II of the new jail. Complete construction of Public Safety Administration Building. > Update mapping of county in the Geographical Information System in 2003. Respond to federal welfare reform and its impact on Weld County programs. • Complete the 2003 Public Works Work Plan and develop strategic transportation system. > Continue the four-year project to implement a new 800 MHZ radio system. Continue implementing the long-term strategy for use of e-government and new technologies in Weld County departments and offices. • Implement the beginning phases of the Strategic Road Plan. > Full implementation of GASB-34. • Open Phase II of the new jail. Remodel Courthouse and Centennial Complex to accommodate two additional judges. • Appoint new County Coroner and County Treasurer as department heads reporting to the Board of County Commissioners. • Implement program to respond to the spread of the West Nile virus into Weld County. 37 2003 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 Equipment Service Manager 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 2002's budget presentation. > Salaries should be budgeted at the 2002 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. This is a follow-up to work over the last five years. > Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified. > Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in October. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. 38 > In reviewing the 2003 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 changes has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2003 budget process. 39 2003 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used in conjunction with your Budget Manual for submission of your 2003 budget. 1. All budgets (including Enterprise and IGS) must be submitted by July 8, 2002. 2. All departments are requested to submit, on or before June 17, 2002, the following items that will be part of your 2003 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 2003. Unplanned moves will only be done if absorbed in the 2003 budget. D. Information Services requests for computer hardware, software, system upgrades or system study. 3. Salary and fringe benefits will be budgeted at the 2002 level. Any anticipated increase over 2003 level must be absorbed in target amount. 4. For budgetary purposes, please use the 32.5¢ per mile reimbursement rate in developing your 2003 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 370 in 2003. 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. 40 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. 10. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2002. See Finance for exact format. 11. Any 2003 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 2003 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. 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. 41 2003 PROGRAM ISSUES > Complete the construction of a new 226-bed jail expansion. > Staff the new jail for opening at the beginning of fiscal year 2004. > Cope with the continued growth and development in the county. > Continue development of a geographic information system (GIS). > Enhance services at the Southwest Weld County Administration Building. > Implement strategic transportation system to accommodate growth in county's urbanized areas and use of the transportation impact fees. > Continue benchmark efforts for county services. > Continue document imaging process in county departments. Identify technology uses to improve services and cost-effectiveness of services. > Enhance public relations and communication efforts with constituents. > Implement Final Phase of the 800 MHZ radio system. Continue implementation of e-gov strategy. • Open new Public Safety Administration Building. > Transition Treasurer's and Coroner's offices from elected officials to appointed department heads. > Remodel Courthouse and Centennial Complex to accommodate two additional judges. > Upgrade the criminal justice information and computer-aided dispatch system (Tiburon). Develop a program to respond to the West Nile virus. > Upgrade Health lab to deal with bioterrorism threat. 42 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 • 2003 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. 43 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2003 budget. 1. Wherever possible,those receiving the benefits of a government service should pay for what they receive in full through current fees, charges, and other assumptions. 2. Continual search for new sources of revenue shall be made to diversify the county's financing plan. 3. The county shall seek the establishment of a diversified and stable revenue system to shelter the county from short run fluctuations in any one revenue source. 4. Estimated revenues are conservatively projected. 5. Proposed rate increases are based upon: A. Fee policies applicable to each activity. B. Related cost of the service provided. C. The impact of inflation in the provision of services. D. Equatability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9. Assume a local economy similar to 2002, historical growth rates, and interest rates of an average of 2.50% throughout 2003. 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. 44 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 10.5% of property tax. Building Inspection and Planning Permits: Based upon continuation of 2002 land use and construction activity level with 2003 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 2% waiver rate. Earning on Investments: Calculated on an average earnings rate of 2.5%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 2003. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues based upon the 2001 Indirect Cost Plan approved by HHS 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 3% growth factor due to car price increases. Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3% reduction that Weld County has historically experienced. 45 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, 2002. Health Fees: Based upon historical patient/client caseload with 2003 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 2002. State Lottery: Funded at the current level, with no anticipated legislative changes. Solid Waste Fees: 10% surcharge applied to historical waste volumes and input on projected volume from landfill operators. Paramedic Service Fees: Calculated based upon 2001 - 2002 call volume plus 20% 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 20 State Department of Correction inmates at $51.65 per day per inmate. Work Release Inmate Fee: Based upon average of 80 work release inmates per day. 46 POLICY DIRECTIONS - Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget submission. Continue revenue maximization policy to support county services to users. - Continue policy of identifying ways to minimize the reliance upon property tax funding. Advocate legislative positions. - Recommend a revised compensation pay plan based upon annual salary survey data to keep county compensation competitive with the labor market. - Examine county programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce. - Examine county programs and services to prepare Weld County for continuing financial uncertainties and future limitations. Utilize cost cutting/revenue raising strategies to hold down costs and support county services. This may be accomplished by: - Organization assessment Contraction in services Productivity improvement - Reprivatization and contracting - Automation - Energy conservation Administrative reorganization - Innovation/technological transfer - Continue position sunset review process to assess the need for any vacated positions. - Utilize a target budget approach with the following features: Identifies county's resource capacity - All can see the targets and related reductions - Identify proposed non-funding early - Allows time to accommodate reductions (employees) Offers support to managers to eliminate marginal services, less productive employees, etc. - Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies - Better reflects county priorities Since limits are known, allows planning of alternative expenditure levels six months before fiscal year begins - Constrains growth in existing levels,so high priority requests can be granted while lower priority projects are cut 47 Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a follow-up we have been doing the last three years. - Clearly identify all newly mandated program costs for the Board. - Continue the county's share of partnership programs, unless a change is legally mandated, and decrease the share wherever possible. Maximize manpower avoidance or substitution methods for all departments through automation, productivity improvements, or cost cutting strategies. - Recommend capital outlay expenses for equipment only when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. Continue to examine priorities,which services to provide, best way to deliver services, and most cost effective way to provide services within the constraints of TABOR. - Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible. 48 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS • Continued implementation of community-oriented policing program in Sheriffs Office. • Add a Deputy District Attorney to cover new District Court Judge Division > Complete all mapping to implement the Geographical Information System (GIS). > Fund Juvenile Diversion with county funds due to State budget cuts. > Reduce Planner and clerical position due to slow-down in development. Open the Public Safety Administration Building. • Addition of eight Jail staff positions due to inmate population growth. • Continue a four-year process to convert the Regional Communications Center to an 800 MHZ radio system. • Additional Clerk and Recorder staff in Motor Vehicle and Recording to deal with increased service demands. Add one data collector for Assessor to deal with new construction. • Transfer Personal Property Division to Appraisal Division in the Assessor's Office. • Make up funding in Health Department due to State's cut of health per capita dollars. Complete construction of Phase II of County jail. > Add one micro-computer technician to Computer Services to deal with added demand. Update and enhance the criminal justice information system (Tiburon). > Restructure the Coroner's and Treasurer's Offices to transition from elected to appointed positions. > Enhance the gravel road improvement plan. • Continue implementation of the Strategic Road Plan. • Replace Weld County Bridge 13/26A. Implement a program to respond to the West Nile virus. 49 Monitor TANF preauthorization law changes. Enhance the Health lab through Bioterrorism and Preparedness Grant funding. > Enhance the public health infrastructure to improve local emergency preparedness and responsive to bioterrorist events. Restructure Paramedic Services and revenue due to changes in Medicare reimbursements. 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 recognized in the year in which it becomes both measurable and available as net current assets. 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 2002 payable in 2003, and 3) various routinely provided services (ambulance and health department). Unbilled charges for services are recorded in the appropriate funds at year end. Expenditures are generally recorded when the related fund liability is incurred. Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds. BUDGET ADOPTION: An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental, proprietary and expendable trust funds. The accounting system is employed as a budgetary management control device during the year to monitor the individual departments(level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end. The Director of Finance and Administration is authorized to transfer budgeted amounts within departments of each fund. Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation ordinance. 51 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts, cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the total valuation for assessment of the county,shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent(5%),except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and, if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 52 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range county-wide Capital Improvement Plan for all major capital expenditures within the county after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital 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. 4. 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. 5. Relationship Between Capital Funding and Operating Budget-Acquisitions of general fixed assets are recorded as capital outlay expenditures within the governmental funds. Public domain("infrastructure")general fixed assets consisting of roads,bridges and rights- of-way are not capitalized. No depreciation expense has been provided on general fixed assets. Items of three years of useful life or more and valued at $5,000 or more are considered capital items. Depreciation of all exhaustible fixed assets used by Internal Service Funds and Enterprise Funds is charged as an expense against the operations. Depreciation has been provided using the straight line method over the estimated useful lives, as follows: Buildings 30 years Land Improvements 20 years Furniture 3-10 years Equipment 3-10 years 53 Unlike the private sector, counties are prohibited from accounting for depreciation directly as an operating expense in governmental funds. Nonetheless, the county's inventory of vehicles and heavy equipment must be replaced as it ages and depreciates. To avoid the plight of other communities whose budgets are balanced each year by short sighted reductions in capital outlay,Weld County has operated under a system of equipment rental appropriations to depreciation reserve funds. In compliance with accounting regulations, internal service funds have taken the place of designated reserves. This practice ensures that funds are on hand when heavy equipment and vehicles are in need of replacement by virtue of their age and past use. Immediate budgetary balancing considerations have become secondary to the broader need for a fleet and equipment maintenance program that considers total cost of capital outlay plus operating, maintenance and repair costs. This financing system also avoids cost comparison problems within and between departmental budgets, which would otherwise vary widely depending upon which year a given equipment item is actually purchased. With each department treated as a "renter" rather than an "owner", central inventory management and expertise becomes possible, resulting in improved operating efficiency. 54 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 F.D.I.C. or F.S.L.I.C. Further, any deposit/investment amount in excess of $100,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, Sections 11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The county maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the county's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other county funds. Deposits: At year end,the estimated carrying amount of the county's deposits is$45.0 million. Of this amount, $600,000 will be covered by Federal deposit insurance, and the remainder was collateralized with securities held by the pledging financial institution's trust departments or agents in the county's name. Investments: Statutes authorize the county to invest in obligations of the U.S. Treasury, agencies, and instrumentalities,commercial paper,and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. The county's investments are categorized to give an indication of the level of risk assumed by the entity. Category 1 includes the investments that are insured or registered or for which the securities are held by the county or its agent in the county's name. Category 2 includes uninsured and unregistered investments for which the securities are held in the county's name. No funds are in the form of mortgages in Category 2. Interest revenue is projected on the basis of an average interest rate of 2.5 percent in 2003. 55 FUND BALANCE AND RESERVE POLICY As required by Article X, Section 20, of the Colorado Constitution, the 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 property tax-supported fund, other than the contingent and Emergency Reserve Funds, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay for 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 County Commissioners at the time of the adoption of the annual budget. 56 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: 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 1% of fiscal spending in 1993, 2% in 1994, and 3% 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. 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. 57 Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the county. Capital Expenditures Fund: This fund accounts for various capital improvement projects on county property as required by Section 29-1-301, C. R. S., 1973. PROPRIETARY FUND TYPES: 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 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 Human Services Building. 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. 58 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 Controller/Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller/Treasurer 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 59 BUDGET UNIT RESPONSIBLE OFFICIAL Regional Forensic Lab Sheriff 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 Building Rents Director, Finance and Administration Non-Departmental Director, Finance and Administration 60 BUDGET UNIT 1 RESPONSIBLE OFFICIAL 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 Services Fund Director, Paramedic Services Motor Pool Fund Controller/Treasurer Insurance Fund Director, Finance and Administration Phone Services Fund Director, Personnel/General Services Health Insurance Fund Director, Finance and Administration 61 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Clerk and Recorder: Office Tech III - 0.5 FTE Motor Vehicle $ 14,609 Office Tech Ill - 0.5 FTE Recording 14,609 Office Tech Ill - 0.5 FTE Elections $ 14,609 District Attorney: Deputy DA 75,200 Upgrade Office Tech Ill to Office Tech IV - Juvenile Division 5,738 Office Tech III 33,466 Assessor: Clerical upgrades to Appraisers (3) 12,414 20,571 Data Collector 32,615 Planning: Planner I (eliminate) 53,081 Office Tech Ill (eliminate) 17,089 Buildings and Grounds: Public Safety Building/Jail Costs 347,800 Sheriff's Office: Internal Affairs Supervisor 68,577 Booking Tech 30,696 2 Deputy II 99,104 Investigator 51,887 Traffic Enforcement Grant 70,745 Humane Society contract 45,000 0 Program Specialist- case management (2) 70,674 Correctional Officers (4) 176,402 Corrections Supervisor 68,856 Coroner: Deputy Coroner (2.5 - 3.0 FTE) 21,493 Communications 115,584 62 FUNDING INCLUDED EXCLUDED Criminal Justice Information System $1,138,595 Health: Upgrade EH Specialist III to EH Supervisor 4,090 Upgrade Lab Tech (Bioterrorism) 2,642 Upgrade Office Manager Coordinator $ 2,050 Upgrade Lab Director (Bioterrorism) 2,292 Fund TB position 37,443 Health Promotion upgrades 2,895 TB Nurse upgrade 3,136 Upgrade CHN Supervisors (3) 11,581 Upgrade EH Health Ed Specialist II to III 1,799 West Nile Virus Program 550,000 CDSI 46,125 107,570 Convention and Visitor's Bureau 15,000 Island Grove Regional Treatment Center 24,250 North Range Behavioral Health 135,875 50,000 West Nile Virus Program 700,000 Engineering: Engineer Tech I 41,754 Engineer Manager (7 months) 42,228 Engineer Tech III (Development Reviews) 53,120 Public Works: Maintenance Support - Upgrade 4,886 Bridge - Upgrade 9,733 Motor Grader- Additional Foreman 0 56,161 Motor Grader Supervisor- Upgrade 4,122 Trucking - Upgrade 8,382 Mining - Upgrade 1,700 Paramedic Services: No longer charge indirect costs 308,318 Rate Increase n/a n/a Program changes to staffing 29,218 187,916 TOTAL $ 3,899,921 $ 1,143,779 63 ierti '"DC. COLORADO EMPLOYEE SALARY SCHEDULE AND BENEFITS 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 Longmont Salary Survey Front Range Budget Conference Budget reflects a salary adjustment of four percent with the only benefit change being the increase in the health insurance county contribution. All other benefits remain the same. No minimum increase is provided for "grandfathered" employees. The breakout by fund is as follows: General Fund $ 1,618,569 Road and Bridge Fund 114,417 Health Fund 176,845 TOTAL $ 1,909,831 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 four percent increase is included in the Social Services budget. 65 2003 HEALTH INSURANCE 2003 Insurance rates are as follows: HMO POS PPO Employee: Health $ 246.67 $ 258.17 $ 322.54 DentalNision 15.00 15.00 15.00 TOTAL $ 261.67 $ 273.17 $ 337.54 Employee $ 16.00 $ 27.50 $ 91.87 County 245.67 245.67 245.67 Spouse Only: Health $ 246.65 $ 258.20 $ 322.54 DentalNision 15.00 15.00 15.00 TOTAL $ 261.65 $ 273.20 $ 337.54 Total Employee $ 81.32 $ 104.37 $ 233.08 Total County 442.00 442.00 442.00 Children Only: Health $ 226.93 $ 237.53 $ 296.74 DentalNision 15.00 15.00 15.00 TOTAL $ 241.93 $ 252.53 $ 311.74 Total Employee $ 61.60 $ 83.70 $ 207.28 Total County 442.00 442.00 442.00 Spouse and Children: Health $ 479.38 $ 501.77 $ 626.85 DentalNision 30.00 30.00 30.00 TOTAL $ 509.38 $ 531.77 $ 656.85 Total Employee $ 329.05 $ 362.94 $ 552.39 Total County 442.00 442.00 442.00 Employee Costs: 2003 $ 329.05 $ 362.94 $ 552.39 2002 348.05 448.97 538.10 • FEREN '. - 19.00 '. -86.03 , 14.29 66 al C O w a a m T •U- U U a C O 2 U N N 0 a 0 v N 0 v o 0 0 0 00 °� C X225 V a al ° 22N � 7N0j2 > 3 0 N U .0 69 69 O O r b9 U a Z v e a a m a v ea m a 6 O `m L a a 69 T. o CO c 3 y . o E U a) al C ... 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C 67 DENTAL PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > 100% PREVENTIVE CARE > 50%/50% CARE OTHER THAN PREVENTIVE > EXCLUDES ORTHODONTIC CARE > MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $1000/YEAR 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 $.307/$1,000/per month DISABILITY: $.39/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: $.01/$100 compensation WELL: Well 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. 68 SALARY ADJUSTMENTS BY DEPARTMENT DEPARTMENT 2002 2003 DIFFERENCE Commissioners $ 410,674 $ 435,703 $ 25,029 County Attorney 453,372 496,366 42,994 Clerk to the Board 124,587 141,296 16,709 County Clerk 513,723 547,885 34,162 Elections 153,554 153,224 -330 Motor Vehicle 1,010,124 1,067,371 57,247 Treasurer 448,328 418,628 -29,700 Assessor 1,754,150 1,865,763 111,613 County Council 14,705 14,589 -116 District Attorney 2,571,898 2,735,655 163,757 Juvenile Diversion 316,373 336,089 19,716 Victim Witness 236,671 267,367 30,696 Finance 274,315 298,314 23,999 Accounting 355,867 385,135 29,268 Purchasing 94,242 99,209 4,967 Personnel 349,580 376,945 27,365 Planning 824,692 862,245 37,553 Building and Grounds 1,632,035 1,743,726 111,691 GIS 77,722 90,008 12,286 Printing and Supply 66,868 72,729 5,861 Sheriff Administration 829,058 913,858 84,800 Sheriff Operations 3,529,805 3,840,198 310,393 Traffic 292,702 351,673 58,971 Animal Control 55,401 67,177 11,776 Forensic Laboratory 97,747 101,676 3,929 69 DEPARTMENT 2002 2003 DIFFERENCE Coroner 180,430 180,430 0 North Jail 3,592,766 3,704,744 111,978 Centennial Jail 3,587,234 3,785,131 197,897 Building Inspection 842,788 896,308 53,520 Weed and Pest 180,885 218,732 37,847 OEM 60,223 65,491 5,268 Engineering 614,858 635,644 20,786 Missile Park 27,472 28,296 824 Extension 229,137 222,353 -6,784 Veteran's Office 49,548 52,145 2,597 TOTAL GENERAL FUND $ 25,853,534 $ 27,472,103 $ 1,618,569 P W - Administration $ 498,516 $ 489,015 $ -9,501 P W - Trucking 676,948 687,814 10,866 P W - Motor Grader 1,666,490 1,704,850 38,360 P W - Bridge 1,081,784 1,113,626 31,842 P W - Maintenance Support 730,496 753,810 23,314 P W - Mining 528,133 547,668 19,535 TOTAL PUBLIC WORKS $ 5,182,367 $ 5,296,783 $ 114,416 Health Administration $ 366,726 $ 430,666 $ 63,940 Health Education 277,266 346,051 68,785 Community Health 1,836,201 1,852,351 16,150 Environmental Health 1,211,775 1,189,899 -21,876 TOTAL PUBLIC HEALTH $ 3,691,968 $ 3,818,967 $ 126,999 70 POSITION AUTHORIZATION CHANGES DUE TO 2003 BUDGET FUND ANC1 DEPARTMENT DEPARTMENT !;NAME 'OLD POSITION NEW f?dSITfON , " 1000-11100 Recording .5 Office Tech III Office Tech III (Full) 1000-11300 Motor Vehicle .5 Office Tech III office Tech III (Full) 1000-13100 Treasurer None .5 Office Tech III (SME) 1000-13100 Treasurer Account I Account I (.5 FTE) 1000-13100 Assessor Office Tech III (2) Appraiser I (2) 1000-13100 Assessor None Data Collector 1000-13100 Assessor Office Tech IV Appraiser III 1000-15100 District Attorney None Office Tech III 1000-15100 District Attorney None Deputy DA 1000-15200 District Attorney Office Tech III Office Tech IV 1000-15200 Juvenile Diversion None Community Counselor III 1000-16200 Accounting Asst. Controller Chief Accountant 1000-16200 Accounting Accountant II Accountant III 1000-17100 Planning .5 Office Tech III None 1000-17100 Planning Planner I None 1000-17200 Buildings & Grounds None Custodian (1.5) 1000-17200 Buildings & Grounds None Bldg Mtnc Worker III 1000-2110 Sheriff Administration None Office Tech III 1000-24410 North Jail None Program Specialist 1000-24420 Centennial Jail None Correctional Officer II (4) 1000-24420 Centennial Jail None Program Specialist 1000-24420 Centennial Jail None S O Manager 1000-23200 Coroner Investigator II (1.5 FTE) Investigator II (2.0 FTE) 1000-23200 Coroner Coroner None 1000-23200 Coroner None Chief Investigator 1000-25100 Building Inspection C B Tech Office Manager 1000-26100 Pest and Weed Veg Mgmt Specialist Veg Mgmt Specialist (Grade 36) (Grade 46) 71 FUND AND " 'DEPARTMENT DEPARTMENT '. NAME OLD POSITION NEW POSITION 1000-31100 Engineering None Engineer Manager (7 mo) 1000-31100 Engineering None Eng Tech I 2000-32100 Trucking Service Worker Ill Foreman 2000-32200 Motor Grader (2) Service Worker III Transferred to Bridge (Transfers) 2000-32200 Motor Grader Foreman Supervisor 2000-32300 Bridge Service Worker III Eng Tech II 2000-32300 Bridge None (Transfer from (2) Service Worker III Motor Grader) 2000-32400 Maintenance Service Worker III Lead Worker 2000-32600 Mining Service Worker III Lead Worker 2100-42110 Social Services Caseworkers 6.5 FTE Caseworkers 2500-41100 Health Administration .5 Health Planner Bioterrorism .5 Health Planner 2500-41100 Health Administration None Epidemiologist 2500-41210 Health Promotion 7.98 FTE 7.80 FTE 2500-41210 Health Promotion Upgrade Health Ed Supervisor (Grade 40) 2530-41300 Community Heath 42.44 FTE 40.14 FTE 2530-41300 Community Health CH Nurse II None (PAC) 2530-41300 Community Health Upgrade CHN Supervisor (Grade 42) 2560-41400 Environmental Health 2.25 E H Specialist II None 2560-41400 Environmental Health Upgrade Lab Director (Grade 47) 2560-41400 Environmental Health E H Specialist III E H Supervisor 2560-41400 Environmental Health E H Health Ed E H Health Specialist II Specialist I 2560-41400 Environmental Health Upgrade E H Med Tech (Grade 37) 5000-23100 Paramedic Services None Office Tech III 72 _, .-:) (5) (5) c,) qi (5) SUMMARY OF FUNDS ALL FUNDS REVENUE $60,000,000 0 $50,000,000 $40,000,000 0 2003 eili $30,000,000il 2002 $20,000,000 $10,000,000 i.�� ' J m e CD m C7-) c'i a m m a. - 1 0(13 0 m CD a- va 3 m (-1-; w = m a SEH N -0 O 8 j m O x v, 9 m °c O z TI m 3 0 m a-' m vw Z m ai N - 0' CD cn 2003 Revenue Total: $ 142, 115,267 (2002 $ 138,523 ,857) Property Tax $48,640,425 34.2% — — Licenses/Permits $2,216,114 1.6% - Internal Services $6,894,785 4.9% Miscellaneous $4,071,841 2.9% Other Taxes $5,020,026 3.5% - ,..;,,. ... --- - Charges for Services $3,360,940 2.4 Paramedic Fees $7,510,000 5.3% - i..�., ` Fees $5,332,000 3.8% - - Fund Balance $23,440,000 16.5% Intergovernmental $35,629,136 25.1% - — 73 ALL FUNDS EXPENDITURES / 30,000,000 25,000,000 if p 20,000,000 ' `" " 15,000,000 , Ii{ ,l{ jk t4 I pk it (t({i! 4f1}t dp r „ ill''10,000,000 ,tI,Ilt ' l{1a!''!et , i ' ' 11111111 5,000,000 �yI r‘—,_,1 ILI; El i �it � 0 (n -o n D 0 2 -o o 2 0 zi K Z -O O co z c r D W Z C r 0 m II D D r —IF H r r m > El > m m D r 0 Z > > = C7 7o Z El go r Z S CO en en m < r D m m W D v Jo 0 m—I O < l 6 m co m cn -< m m n m c < m 33 cn DJ co j3 m m z n m z 2003 EXPENDITURES Total $126,153,205 (2002 $124,418,398) Internal Services $7,382,885 5.9% -- General Government $18,858,166 14.9% Paramedic Svsc $7,182,129 5.7% - - Culture and Recreation $581,257 0.5% �� Social Services $14,643,179 11.6% -- + 1 - Road and Bridge $21,741,717 17.2% 1 Public Works $857,546 0.7% 1 ;N Miscellaneous $1,773,104 1.4% Public Safety $25,167,658 200% Contingency $7,500,000 5.9% Auxilary $459,981 0.4% Health $5,473,559 4.3% Capital $3,790,000 3.0% Human Services $10,742,024 8.5% 74 to M 8 o ° o o N d o r `- o n r N Z M N W • O coro ZJ W N CO Z U ' ^ H < K up O a z O ay, Z U J 03 Ii } aN N5'i,„ 3j'tiN N J y` N eC rilanai� {d da S (te i f/1 O ';ii�i ni ; a:.p ii' U `/y ocrob ON O v O J W N LU W Z W 7 J 0 e N N no th N CO CO NUN N IMM2 TV J v U (o La J Y mD CO Z U M a a LO F O o N4 r .. 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A I 76 GOVERNMENTAL FUNDS 2001 - 2003 Summary of Estimated Financial Sources and Uses Governmental Fund Type REVENUES 2001 2002 2003 Taxes $ 42,314,962 $ 50,214,589 $ 53,660,451 Licenses and permits 1,825,300 2,098,900 2,216,114 Intergovernmental 31,708,757 34,010,502 35,629,136 Miscellaneous 3,807,968 4,583,296 4,071,841 Fees 3,498,000 3,878,000 5,332,000 Charges for Services 4,722,500 5,061,351 3,360,940 Total Estimated Financial Sources $ 87,877,487 $ 99,846,638 104,270,482 EXPENDITURES Current: General government $ 15,809,400 $ 18,327,943 $ 18,858,166 Public safety 21,523,579 21,906,649 25,167,658 Public works 17,944,243 20,963,646 23,599,263 Public health and welfare 16,831,028 18,888,041 20,116,738 Culture and recreation 494,661 537,151 581,257 Human services 9,379,182 10,361,375 10,742,024 Miscellaneous 2,625,476 2,347,834 2,233,085 Capital outlay 5,185,000 12,064,555 3,790,000 Contingency/ Reserves 6,950,000 5,500,000 7,500,000 Total Use of Resources $ 96,742,569 $110,897,194 $111,588,191 Net Increase (Decrease) in Fund Balance (8,865,082) (11,050,556) (7,317,709) Fund Balance at Beginning of Year 25,865,638 22,500,556 16,950,000 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 17,000,556 11,450,000 9,632,291 Contingencies / Reserves Appropriated but not Spent 5,500,000 5,500,000 7,500,000 Fund Balance at End of Year-with Contingencies / Reserves $ 22,500,556 $ 16,950,000 $ 17,132,291 77 WELD COUNTY 2002 ASSESSED VALUES TO BE USED FOR 2003 BUDGET DIFFERENCE 2002 2001 + or (-) PCT Agriculture $ 95,556,520 $ 94,601,560 $ 954,960 1.01% Commercial 376,484,940 346,693,150 29,791,790 8.59% Industrial 159,190,800 156,169,130 3,021,670 1.93% Natural Resources 7,292,220 6,684,200 608,020 9.10% Oil and Gas 649,951,220 623,293,310 26,657,910 4.28% Residential 800,662,730 724,047,548 76,615,182 10.58% Vacant Land 84,936,320 69,802,820 15,133,500 21.68% TOTAL COUNTY ASSESSED $ 2,174,074,750 $ 2,021,291,718 $ 152,783,032 7.56% STATE ASSESSED PROPERTY 253,719,200 200,793,550 52,925,650 26.36% TOTAL ASSESSED VALUE $ 2,427,793,950 $ 2,222,085,268 $ 205,708,682 9.26% LESS TAX INCREMENT 2,515,268 3,170,603 -655,335 20.67% NET ASSESSED VALUE $ 2,425,278,682 $ 2,218,914,665 $ 206,364,017 9.30% Note: Figures based on Final Certification 78 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $534,806 $263,369 $798,175 PUBLIC TRUSTEE 4,800 5,790 10,590 CLERK&RECORDER (2,484,031) 0 (2,484,031) ELECTIONS 392,803 79,006 471,809 TREASURER (315,128) 0 (315,128) ASSESSOR 2,061,359 481,418 2,542,777 COUNTY COUNCIL 26,709 6,092 32,801 DISTRICT ATTORNEY 2,907,048 420,689 3,327,737 SHERIFF 1,090,265 946,274 2,036,539 CORONER 370,330 44,537 414,867 CLERK TO THE BOARD 112,803 0 112,803 TOTAL $4,701,764 $2,247,175 $6,948,939 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $4,680,294 $181,079 $4,861,373 CENTENNIAL JAIL 3,904,727 1,045,741 4,950,468 COMMUNITY CORRECTIONS 0 15,887 15,887 SOCIAL SERVICES 3,665,586 213,823 3,879,409 HUMAN RESOURCES 12,351 622,075 634,426 PUBLIC HEALTH 2,088,017 618,167 2,706,184 TOTAL $14,350,975 $2,696,772 $17,047,747 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $1,801,824 $0 $1,801,824 CRIME LAB 76,851 24,455 101,306 POLICE SERVICES (LEVEL) 4,340,811 173,615 4,514,426 COMMUNICATIONS-COUNTY-WIDE 895,735 0 895,735 COMMUNICATION SYSTEM DEVEL 250,000 0 250,000 E-911 700 0 700 OFFICE EMERGENCY SERVICES 67,711 6,540 74,251 DRUG TASK FORCE $70,248 $7,218 $77,466 TRAFFIC ENFORCEMENT 360,126 0 360,126 TOTAL $7,864,006 $211,828 $8,075,834 79 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $286,909 $494,071 $780,980 ANIMAL CONTROL 215,737 10,744 226,481 PEST&WEED CONTROL 323,234 47,432 370,666 WEST NILE VIRUS 550,000 0 550,000 EXTENSION SERVICE 316,302 196,669 512,971 VETERAN'S OFFICE 57,033 15,333 72,366 AIRPORT 47,222 42,410 89,632 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 52,596 886 53,482 COUNTY FAIR 38,661 6,151 44,812 JUVENILE DIVERSION 303,642 15,887 319,529 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 125,875 25,186 151,061 WASTE WATER MANAGEMENT 9,748 0 9,748 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,250 0 8,250 GEOGRAPHICAL INFORMATION SYSTEM 363,264 35,741 399,005 ISLAND GROVE BUILDING 100,000 0 100,000 TOTAL $3,092,973 $890,510 $3,983,483 GENERAL ASSISTANCE: $132,000 $0 $132,000 PUBLIC WORKS $5,173,717 $906,705 $6,080,422 ENGINEERING 857,546 79,775 937,321 TOTAL $6,031,263 $986,480 $7,017,743 CAPITAL: EQUIPMENT $50,000 $0 $50,000 BUILDINGS 3,490,000 0 3,490,000 TOTAL $3,540,000 $0 $3,540,000 SUPPORT FUNCTION COUNTY ATTORNEY $507,345 ($507,345) $0 BUILDING &GROUNDS 3,521,876 (3,521,876) 0 FINANCE&ADMINISTRATION 304,230 (304,230) 0 ACCOUNTING 536,564 (536,564) 0 PURCHASING 106,653 (106,653) 0 PERSONNEL 424,945 (424,945) 0 PBX/PHONES 0 0 0 INSURANCE 550,000 (550,000) 0 NON-DEPARTMENTAL 308,500 (308,500) 0 BUILDING RENTS 737,233 (737,233) 0 COMPUTER 2,403,437 (2,403,437) 0 PRINTING &SUPPLY 35,029 (35,029) 0 TOTAL $9,435,812 ($9,435,812) $0 80 O W O O O M O M W M O r M r N f V M e O M M a LL] N O O O N O M O O O M N co ❑ M r O O l- N r O) R I I . r 1 O) c O O CD N r. 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C)) N N O rONN M CO r N- W Z Q 1 + .} 1 1 1 s + + + it0 0 D 0 -) (O 00 r 7 r- < co co r-'I-Nr W M IM O O) O N O) N- ZO O r Mr N O NV I- N- V 'I- LL N r r C) C/) W Z c/)W co O co r a)•izt- m• 0 r w�O (Oh C07Nr • CO N- f�Mr CO O N m M =0N r MrNr O NV N- V LLD H w m r 0 LL d } p reW0 F- 2ZN WQNO Lo cmcy VI N- (C) N- 2 2 D (D aO Q)*Or aD N-N-U)N M Cr) N W O) Q'W N r co.—NJ.— O N VI 00 CO N D LLCO } 0} r H Z 3 0 U _i CODa ON-fi r o- <F-a (ON-(nvmr r N-On) 6 n co (v v J0N r corrr O NM N- U V W Q ❑ z Z D W u.. ❑ 2 w Z H o• LL (°)) Q F a w o c m w aa)) ❑ wa O cia F W 07 0 c❑ + OO (9 J U c Q u_ "w' I- i: CDC043 c = Q O U Q W ❑ C N 12 OO W W O O.w = W U F- M Z c y0 go Q ❑u,0_a D Q co ZZ F- Q 0:c i_•— a) o) F- 2 c t n E F- � ❑ Q ❑.S E ° (-o•C 0 t E 6 m E 0 Q D Z a ¢ (a-oO2•c- H <-oa) a) o F— 0 x ma W 02Q2F-mom w<22U 0 ❑ m = w co Q 0 86 i 0000 0 0 0 0000 0000 00 0 0000 Doo n GENERAL FUND 0000 0 0 0 0000 0000 013 0 0000 GENERAL FUND Revenue Changes 4, W so O T P o 40,000,000 N 35,000,000 A 30,000,000 25,000,000 O2003 W w a C2002 20,000,000 J N o pp J W N W O N n 'CO fA O EN CO V fan Ocu a N 15,000,000 Zil o N ° ° N o - N A A 0 10,000,000 �' �.. $5,000,000 5 - lam' JJ $0 / 'O CDO co co (D 0) co 5 CD tn- CD C -, n O Co N CO ,< N n < N y OT = CO X O N O aT 0) N 3 O N O C (D x N m 3 c y E n v m N 2003 Revenue TOTAL: $50,791,498 (2002: $46,884,460) Fund Balance 3.9% $2,000,000 Miscellaneous 3.8% $1,918,826 Licenses/Permits 3.4% $1,703,800 Charges for Services 3.3% $1,681,982 Property Tax 67.1% Intergovernmental 7.7% $34,060,122 �-- $3,914,768 Other Taxes 0.3% $140,000 Fee Accounts 10.5% $5,332,000 Fines/Forfeitures 0.1% $40,000 87 GENERAL FUND Expenditure Changes $30,000,000 g21 9 6,649 $25,167,6 1 $18,327,943 $25,000,000 r : $20,000,000 02003 •2002 $15,000,000 $10,000,000 $1,938,665 $1,285,57 $17s296 F506.05$748,37%181>a 3 A op r$5,000,000 • 17O.2 055If yr , 459 57, 9m,2 glitY s t —ilturfr _ Ap $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $49,009,207 (2002 $45,073,915) Public Safety $25,167,658 51.4% - Culture/Recreation $207,257 0.4% —Health&Welfare $2,223,892 4.5% i L" Miscellaneous $1,055,481 2.2% Public Works $857,546 1.7% Human Services $179,226 0.4% Auxilary $459,981 0.9% General Government $18,858,166 38.5% 88 irq lidy'tatFf°Yt o ` ,,, ,,,,,� I 14V1eiul�Icl.LiG ,P N a_I f�H , ,„„ ,, ,,di_il ., , , , ,I 00 W s c: ill92 C L Z O W �,;, 1 • g C9 N NI- I� CC ill 'h 0 I 1 IIlullt �� tlUni. dIPi - d o M N C X a) N H O L CI El iliiiiiniliNAILdfl al III flu allal r C CD C) L I ' ll ii ;' E' 2 N cp u CD I III 0) O ((00 .0 V CI 0 N 0 0 N 89 co a) V N • X a f0 a H a I, la. nom& .2 i lihi,clicii„a„th.th.l...4cii.L.,.....i....hi.:.:....,..i........t...,.1 y,K :,., O J a a k .'' r i';"t P t ,r N a.+ ► III I `II M1k. d ' Illi=lIM ;I`l� I�� '�'- ,:h,,r II rA+'rk e O :4iWWlt21�. . ;�i.a:;... . sys,>, 1,.. O W " ' cua �u rI,L3T. t N S.. 'MIMI= N CO w MENEM a a i /. r ael3 h - O C) MI 3 UM=I LW I (O rn MEM. rn ca MM. rn co I M N O O In V 90 d w r X L_ (`7 O O N N 0 ad w N W -c co N - o N ID N R C W C d d a op co LW ' L� � V n rn rn rn rn rn rn v rn CI) `Cr 7 M 0 N 0 r O In 0 91 GENERAL FUND SUMMARY The General Fund is funded at the level of $49,009,207, up $3,935,292. Without salary adjustments,the budget for the general government functions are down$152,238. The decreases are primarily attributed to the decrease of $166,403 in election costs, since 2003 is an off-year election year. In addition, with the Treasurer's Office moving from being an appointed position instead of being elected, the department will become part of the Finance and Administration Division. The reorganization will result in a savings of $97,166. A change in the method of accounting for revenues in Information Services reduced appropriations by $518,502, with a corresponding reduction in revenues. The actual net change for Information Services was an increase in net county costs of$81,498. Recording and Motor Vehicle each had an additional .5 FTE clerical position for an added cost of $29,218. The Assessor, due to growth in new construction and the reappraisal in 2003, added a data collector position ($32,985). Planning reduced costs by $70,170 with the elimination of a Planner I ($53,081) and .5 FTE Office Technician ($17,089). The District Attorney added a new Deputy DA due to the State adding a new District Court Judge and court Division for criminal cases. In addition, an Office Technician ($33,466) in the District Attorney's Juvenile Division was added because of the growing caseload. Another major increase was in Buildings and Grounds. The department's budget is up $292,063 in anticipation of the maintenance costs of the new Public Safety Administration Building, and the opening of the new module in the jail. In total, 74,000 square feet of space will be added in 2003 for maintenance. The City of Greeley's new storm water drainage fee will cost Weld County an additional $35,000 in 2003. Public safety functions are up $1,904,198, without salary adjustments. A major increase is the computer upgrade of the county's criminal information system, Tiburon, which is a one-time cost of$1,006,869. The Sheriffs Office's budget is up $605,816 for the addition of eight positions for the jail and increased costs of the jail from the growth of the inmate population,which was up 10.0 percent in 2001, and 13.3 percent year-to-date in 2002. Communication costs for the dispatch center are up$129,445, again due to growth in activity. Community Correction contracts from the State are down $281,716 because of State budget cuts. Other significant changes are Engineering being up $88,390 for the hiring of an additional Engineering Technician and backfilling the Engineering Manager position for six months to accommodate a retirement transition. The airport subsidy for construction is down $48,611 for 2003. The Health Department subsidy is up$285,227 due to salary increases and the State cutting the State per diem subsidy. Due to the spread of the West Nile virus, $700,000 has been added to the budget for an education, testing, monitoring, and mosquito control program. Building rents are down$231,460,with the final payment for a lease purchase agreement for the Human Service Building ending last year. Finally, $1,618,569 is included for a four(4)percent salary increase,and health insurance rate increases for 2003. The available resources to the General Fund are$50,791,498, compared to$46,884,460 in 2002, which is up $3,907,038. Property taxes are budgeted at$34,060,122. Tobacco tax is up$5,000, and cable fees $3,000. There has been a drop in interest earnings of $900,000 due to lower interest rates. Rent from the Social Services Building is down$249,312,due to a federal regulatory interpretation change of only being able to charge Social Services for the depreciation on the building versus fair market value of the rent. Property tax subsidy to Social Services is down accordingly, since it was an offsetting transaction. Overhead from indirect charges are down $235,765 due to no longer charging the Paramedic Service for overhead costs. Severance taxes are up $40,000, and revenues from oil and gas leases are unchanged. Building Inspection fees 92 are unchanged. Charges for services are down$715,293,with$600,000 of that amount attributed to a change in accounting for computer services charges to departments. The majority of the other increases in charges for services are in the Sheriff's budget. Intergovernmental revenues are down $59,517,with decreases in Community Corrections and some offsetting increases in the Sheriff's budget. Due to fee adjustments, Planning permits will be up $50,000. The Treasurer's fees are anticipated to be up $100,000, along with election reimbursements from other jurisdictions increasing $20,000. A major revenue increase is the Clerk and Recorder's fees that are up $1,355,000, due to motor vehicle license fees from strong auto sales and population growth, and 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 $2,000,000 for 2003. An estimated ending fund balance of$1,782,291 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, the Emergency Reserve Fund is$3,000,000 as required under the TABOR Amendment,which passed in 1992. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. It is prudent fiscal management for Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County in 2003 and future years. 93 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 . 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N V O O co 0 0 0 0 0 0 O O O O O O 6 6 O T e 0 0 0 O W O M 0 0 0 0 0 0 0 , I- O O ' 0 0 0 0 0 0 O 0 V) 0) CO N. N W N CO N 0 0) 0 0 10 O MOON O . 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COLORADO loo 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 ANAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 423,146 $ 410,674 $ 410,674 $ 435,703 Supplies 1,683 350 350 350 Purchased Services 82,327 98,353 98,753 98,753 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 507,156 $ 509,377 $ 509,777 $ 534,806 Revenue 0 0 0 Net County Cost $ 507,156 $ 509,377 $ 509,777 $ 534,806 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: The budget is up $400 for small items of equipment, and $200 for printing. There is a $200 reduction in publication and subscriptions. All other items remain unchanged for 2003. Net increase is $400. Final budget adjustments include an increase in salaries of$25,029. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 101 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita .333 .333 .333 Per capita cost (county support) $2.82 $2.83 $2.97 Effectiveness Measures (desired results) Establish benchmarks with measurable standards to improve the health, safety, and welfare of the people of Weld County. Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services to the people of Weld County. Ensure new growth contributes resources, timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. Develop and maintain public information and interaction through a website, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well-being of county citizens. Include health and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. Expand and diversify the economic base of Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 102 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 431,106 $ 453,372 $ 453,372 $ 496,366 Supplies 1,221 1,500 1,500 1,500 Purchased Services 73,942 71,479 84,479 84,479 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 506,269 $ 526,351 $ 539,351 $ 582,345 Revenue 75,406 70,000 75,000 75,000 Net County Cost $ 430,863 $ 456,351 $ 464,351 $ 507,345 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: The budget is stable with the exception of the costs for legal publications and legal on-line services from Westlaw, which have increased for an added cost of $13,000. This includes licenses for all county locations. Revenues are up $5,000 for services provided Social Services.The charge back for clerical support back-up from the Clerk to the Board is$8,852 for 2003. Net county costs are up$8,000. Final budget adjustments include an increase in salaries of$42,994. 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. 103 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # of new request for legal assistance 480 500 520 # of new mental health cases 50 52 55 # of new code violations 300 325 350 # of new zoning and building code cases 50 55 60 Efficiency Measures FTE's per 10,000/capita .2778 .2778 .2778 Per capita cost (county support) $2.39 $2.53 $2.82 Number of agenda requests/D&N/mental cases per FTE 155 175 175 Effectiveness Measures (desired results) % of new requests for legal assistance handled within 20 days 100% 100% 100% % of new code violations disposed at pre- trial conference or earlier 100% 100% 100% % of new mental health cases handled within 10 days after certification 100% 100% 100% % of new zoning or building code violation cases filed within 10 days after referral 100% 100% 100% and required delay FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 104 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 CRS 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 1,902 4,800 4,800 4,800 Purchased Services 2,743 0 0 0 Gross County Cost $ 4,645 $ 4,800 $ 4,800 $ 4,800 Revenue 0 0 0 0 Net County Cost $ 4,645 $ 4,800 $ 4,800 $ 4,800 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Based upon the expenditure pattern, an $800 increase is recommended to accommodate the growing volume of activity in the office. 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, $61,439 was transferred from the Public Trustee to the General Fund. Based upon this statute and due to the uncertainty of the amount, no revenues are budgeted for 2003. 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 $4,800. OBJECTIVES: Perform statutory duties as prescribed by C.R.S. 38-37-101 et. seq., 1973. 105 PUBLIC TRUSTEE (CONTINUED) 1000-10300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of released liens 21,542 27,076 29,242 Number of cures 43 54 58 Number of redemptions 73 76 82 Number of foreclosures 478 568 613 Efficiency Measures Per capita cost (county support) $0.026 $0.022 $0.027 Cost per lien released $0.22 $0.15 $0.16 Effectiveness Measures (desired results) Foreclosures per 10,000 capita 12 15 16 Percent of cures/redemptions to 24% 23% 23% foreclosures FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37-102(3),CRS. See the following page for the Public Trustee's budget which,as a state office, is maintained independent of Weld County's budget. BOARD ACTION: No change. 106 WELD COUNTY PUBLIC TRUSTEE BUDGET 2003 Income Foreclosure Revenues $ 218,400 Release Revenues 246,400 Interest Revenues 9,187 Total Income $ 473,987 Cost of Foreclosures Cost of Foreclosures $ 165,900 Cost of Releases 111,300 Total Cost of Foreclosure $ 277,200 Personal Expenses Salaries 85,520 Trustees Allowance 48,500 FICA, Medicare 10,253 FUTA 280 SUTA 400 Employee Health, Life 3.000 Total Personal Expenses 147,953 Office/Other Bank Service Charges 45 Dues and Subscriptions 990 Equipment Purchase 2,920 Equipment Lease 3,675 Insurance/Bond 5,500 Moving Expense 0 Office Supplies 2,750 Postage/Delivery 5,175 Professional Fees 2,500 Rent 10,800 Meetings 750 Maintenance and Repair 1,500 Telephone 4,200 Travel and Conferences 2,000 Utilities 4,000 Miscellaneous 750 Total Office/Other 47,555 Total Personnel and Office Expense 195,508 Total Expenses 472.708 Net Income $ 1,279 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 89,944 $ 124,587 $ 124,587 $ 141,296 Supplies 10,553 4,500 5,500 5,500 Purchased Services 12,784 21,533 16,842 16,842 Fixed Charges -6,778 -7,925 -8,852 -8,852 Capital 10,872 0 0 0 Gross County Cost $ 117,375 $ 142,695 $ 138,077 $ 154,786 Revenue 19,784 40,716 41,983 41,983 Net County Cost $ 97,591 $ 101,979 $ 96,094 $ 112,803 Budget Positions 4.3 3.8 4.0 4.0 SUMMARY OF CHANGES: Budget increases reflect the mid-year increase of making a part-time clerk full time due to workload. Supplies are up $1,000 for software license fee increases for Minutes Plus. Postage rate increases,additional printing costs, and professional services account for the $4,125 increase in Purchased Services. Advertising was reduced $8,816 with the change in policy to publish land use hearings only in the legal newspaper. Charges for Services for support provided Phone Services and County Attorney are up $1,844, due to salary increases. Sale of Supplies are down nearly$1,000 for 2003, due to customers paying for transcripts directly. Net budget is down $5,885. Final budget adjustments include an increase in salaries of$16,709. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the conversion of all historical Planning records to the new imaging system. 3) Update codification of all county ordinances and regulations. 108 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 190 210 215 Number of contracts/resolutions optically scanned 3,506 3,600 3,800 Number of BOE/Abatement hearings conducted 130 40 150 Efficiency Measures FTE's per 10,000/capita .211 .211 .223 Per capita cost (county support) $.5422 $.5666 $.6367 Cost per meeting/hearing $513.64 $485.61 $446.95 Effectiveness Measures (desired results) Percent of documents distributed within the week approved 90% 90% 90% Percent of minutes not transcribed within 2 weeks 5% 5% 5% Percent of contracts/resolutions scanned within 2 weeks 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and reconfirmation of the April, 2002, decision to staff at 4.0 FTE's due to workload increases. BOARD ACTION: The Board reaffirmed the April, 2002, decision to staff at 4.0 FTE due to workload increases. 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 531,695 $ 499,114 $ 513,723 $ 547,885 Supplies 25,146 21,750 19,744 19,744 Purchased 88,073 84,782 90,393 90,393 Services Fixed Charges 14,749 16,000 11,808 11,808 Capital 0 0 0 0 Gross County Cost $ 659,663 $ 621,646 $ 635,668 $ 669,830 Revenue 3,957,490 2,975,000 3,730,000 4,330,000 Net County Cost $ -3,297,827 $ -2,353,354 $ -3,094,332 $ -3,660,170 Budget Positions 9 FTE-Recording 9 FTE-Recording 10 FTE-Recording 10 FTE-Recording 1 PT-Recording 1 PT-Recording 3 FTE-Administration 3 FTE-Administration 3 FTE-Administration 3 FTE-Administration SUMMARY OF CHANGES: Salaries are up$14,609 in order to make a part-time Office Tech full time due to the increased workload in Recording. Office supplies are down $3,000, small items of equipment is up $994 for chairs, postage is up $5,611 due the rate increase, phones are down $2,000, equipment repair is up$2,000 due to rate increases, and equipment leases are down with the lease for the map scanner dropping $4,192 for next year. Gross costs are up $14,022. Revenues are up$1,355,000 due to robust auto sales, and all the Recording activity. Final budget adjustments include an increase in salaries of$34,162. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 110 RECORDING/ADMINISTRATION (CONTINUED) 1000-11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED 2001 2002 2003 Work Outputs Number of documents recorded (numbers 96,514 105,600 120,000 assigned, labeled, scanned, indexed, verified, and mailed) Number of copies produced 120,000 130,000 140,000 Number of marriage licenses issued 1353 1265 1350 Efficiency Measures FTE's per 10,000/capita - Recording .50 .50 .55 Per capita contribution $3.67 $3.45 $3.72 Number of documents recorded per FTE 10,724 11,733 12,000 Number of documents recorded per FTE 8,043 8,800 10,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional 0.5 FTE Office Tech position appears justified based upon the workload in Recording. There is additional revenue to cover the costs. BOARD ACTION: Board approved the budget as recommended, including the additional 0.5 FTE Office Technician position. 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel, services municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 215,168 $ 271,530 $ 224,778 $ 209,839 Supplies 320,987 230,530 198,024 198,024 Purchased Services 50,072 100,476 143,440 143,440 Fixed Charges 2,182 3,000 1,500 1,500 Capital 0 114,000 0 0 Gross County Cost $ 588,409 $ 719,536 $ 567,742 $ 552,803 Revenue 143,051 140,000 160,000 160,000 Net County Cost $ 445,358 $ 579,536 $ 407,742 $ 392,803 Budget Positions 4 4 4.5 4.0 SUMMARY OF CHANGES: Decreases in supplies and purchased services are due to 2003 being an off-year coordinated election year, with only TABOR and special election issues in November 2003. Revenue of$160,000 is reflective of the anticipated amount of State issues and TABOR issues paid for by the various jurisdictions. The Clerk and Recorder has requested an additional 0.5 FTE Office Tech position that is not recommended. Final budget adjustments include a decrease in salaries of$330. 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. 112 ELECTIONS (CONTINUED) 1000-11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED 2001 2002 2003 Work Outputs Number of voter transactions 59,647 223,734 144,000 Revenue generated from elections 165,148 195,000 175,000 Efficiency Measures FTE's per 10,000/capita .222 .222 .222 Per capita cost (county support) $2.47 $3.22 $2.18 Transactions per FTE 14,912 55,933 36,000 Effectiveness Measures (desired results) Percent of voter transactions per capita 30.6% 111% 69.1% Percent of voter participation 28.25% 80% 55% FINANCE/ADMINISTRATIONRECOMMENDATION: The requested budget is recommended with the exception of the additional 0.5 FTE clerical position. The request is based upon the volume of new voter registrations and the number of addresses changed due to the mobility of the population. With only one coordinated election in 2003, the workload will be down for elections, and the need for added staff in 2003 does not appear to be justified. Maybe the request should be reconsidered for the 2004 Presidential Election year when three elections will be held. BOARD ACTION: Board approved the budget as recommended. The Board denied the additional 0.5 FTE clerical position. 113 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles,processes title applications, maintains files on all titles and license plates issued in Weld County,and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 851,302 $ 995,515 $ 1,010,124 $ 1,067,371 Supplies 21,014 6,564 10,755 10,755 Purchased Services 94,439 80,112 98,013 98,013 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 966,755 $ 1,082,191 $ 1,118,892 $ 1,176,139 Revenue 0 0 0 0 Net County Cost $ 966,755 $ 1,082,191 $ 1,118,892 $ 1,176,139 Budget Positions 28 Full-time 30 Full-time 30 Full-time 30 Full- time 4 Part-time 4 Part-time 5 Part-time 5 Part-time SUMMARY OF CHANGES: Salaries are up $14,609 due to the additional 0.5 FTE Office Tech position for the Fort Lupton branch office. This will allow the Fort Lupton office manager to work in both the Fort Lupton office and the Southwest Weld office to manage and evaluate employees. The office supply account is up $3,000 with the additional office and added volume. Small equipment is up $1,191 for the purchase of calculators, chairs, and phone headsets. Postage is up $6,710 due to volume and rate increase. Advertising is up $500 for ads for law changes and job openings. Phones are up $9,672 primarily for the Southwest Weld office. Repair and maintenance of equipment is up$1,019 for the added equipment at the Southwest Weld office.The budget is up a total of $36,701. Revenues budgeted in the Clerk and Recorder's budget are up substantially, primarily due to the added volume of activity in Motor Vehicle. Final budget adjustments include an increase in salaries of$57,247. 114 Hello