HomeMy WebLinkAbout20052756.tiff COUNTY OF WELD
2006
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
William H. Jerke, Chair
M. J. "Mike" Geile, Pro-Tern
David E. Long, Commissioner
Robert D. Masden, Commissioner
Glenn Vaad, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
September, 2005
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TABLE OF CONTENTS
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DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 11
2006 BUDGET PLAN 15
2006 BUDGET CALENDAR 18
POINTS OF ISSUE AND POLICY MATTERS:
Explanation of Overview of Budget and Management System 19
Overview of Budget and Management System 21
Hierarchy of Budget Information 22
Budget Process 23
Highlights 24
Target Budget Approach 25
Solutions/Approaches 26
Goals of Budget Process 27
2006 Guidelines 28
2006 Special Budget Instructions 30
Weld County Mission Statement 32
Weld County Government Strategic Goals 33
Weld County Guiding Principles 34
Implementation and Results of Strategic Objectives 35
Budget Policies 37
Long Range Financial Policies 38
Revenue Policies and Assumptions 39
Specific Revenue Assumptions of Significant Revenue 40
Policy Directions 42
Significant Changes in Policy from Prior Years 44
Major Program Specific Goals 45
2006 Program Issues 46
Significant Budget and Accounting Policies 47
Capital Improvement Policy 49
Investment Policy 51
Fund Balance and Reserve Policy 52
Explanation of Individual Funds - 53
Organizational Responsibility for Budget Units 55
Policy Matters/Points of Issue with Fiscal Impact 58
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Recommendations 61
2006 Other Benefits 62
Salary Adjustments by Department 63
Position Authorization Changes Due to 2006 Budget 65
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 67
Graph - -All Funds Expenditures 68
Summary of Fund Balances 69
Governmental Funds - 2004 - 2006
Summary of Estimated Financial Sources and Uses 70
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SUMMARY OF FUNDS (CONTINUED):
2005 Assessed Values to be Used for 2006 Budget 71
Net Program Cost 72
Summary of 2004 Allocated Costs Applicable for 2006 74
Ten Year Trend Data:
Beginning Fund Balance 75
Cumulative Percent Increase: Expenditures 76
Weld County- Organizational Chart 77
Summary of County Funded Positions 78
GENERAL FUND:
Graph -- General Fund Revenue Changes 81
Graph -- General Fund Expenditure Changes 82
Ten Year Trend Data:
General Government 83
Public Safety 84
Health and Welfare 85
Narrative Fund Summary 86
Summary of Revenue 87
Summary of Expenditures 90
Office of the Board 93
County Attorney 95
Public Trustee 97
Clerk to the Board 100
Clerk and Recorder:
Recording/Administration 102
Elections 104
Motor Vehicle 106
Treasurer 108
Assessor 110
County Council 112
District Attorney:
Ten Year Trend Data 114
Budget Unit Summary 116
Juvenile Diversion 118
Victim/Witness Assistance 120
Finance and Administration 123
Accounting 125
Purchasing 127
Personnel 129
Planning and Zoning 131
Buildings and Grounds 134
Computer Services 136
Geographical Information System 138
Capital Outlay 140
Printing and Supplies 142
Sheriffs Office:
Ten Year Trend Data 144
Budget Unit Summary-All Departments 145
Sheriff Administration 146
Sheriff Operations 149
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Sheriffs Office (Continued):
Traffic Enforcement 152
County-wide Animal Control 154
Regional Forensic Laboratory 156
Multi-Jurisdictional Drug Task Force 158
North Jail Complex 160
Centennial Jail 163
Office of Emergency Management 166
Communications - County Wide 168
Communications System Development 172
E-911 Administration 173
Criminal Justice Information System 174
Coroner 176
Community Corrections 178
Building Inspection 180
Noxious Weeds 183
West Nile Virus Program 185
General Engineering 186
Missile Site Park 188
Parks and Trails 190
Airport 191
Senior Programs 192
Waste Water Management 193
Developmentally Disabled 194
Mental Health 196
Child Advocacy Center 198
Transfers:
Agency on Aging 199
Health Department 200
Economic Development 201
Building Rents 203
Non-Departmental 205
Community Agency Grants 207
Extension Service 209
County Fair 211
Veteran's Office 213
Island Grove Building 215
Contingency (Salary) 216
PUBLIC WORKS FUND:
Graph -- Revenues 217
Graph -- Revenue Changes 218
Graph -- Expenditures 219
Graph --Ten Year Trend Data 220
Narrative Fund Summary 221
Concerning Local Accountability for Money Used for
Highway Purposes 222
Construction Bidding for State-Funded Local Projects 223
Summary of Revenue 224
Summary of Expenditures 225
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PUBLIC WORKS (CONTINUED):
Administration 226
Trucking 228
Motor Grader 230
Bridge Construction 232
Maintenance Support 234
Other Public Works 236
Mining 238
Grants-in-Aid to Cities and Towns 240
Contingency(Salary) 241
Non-Departmental Revenue 242
Five-year Plan Update 243
SOCIAL SERVICES FUND:
Graph -- Social Services Revenue Changes 245
Graph -- Social Services Expenditures 246
Graph -- Ten Year Trend Data 247
Fund Narrative 248
Summary of Revenue 252
Summary of Expenditures 253
County Administration 254
Non Program Revenue 256
Other Programs 257
Child Support Administration 259
Temporary Assistance to Needy Families & Administration 261
Aid to Needy Disabled 263
Child Care 265
Old Age Pension 267
Child Welfare and Administration 269
Core Services 271
LEAP Program and Administration 273
General Assistance 275
HEALTH FUND:
Graph -- Health Fund Revenue 277
Graph -- Health Fund Expenditures 278
Graph --Ten Year Trend Data 279
Narrative Fund Summary 280
Summary of Revenue 282
Summary of Expenditures 283
Budget Unit Summary-All Departments 284
Administration 286
Health Promotion Programs 388
Community Health Services 390
Environmental Health Services 392
HUMAN SERVICES FUND:
Graph -- Ten Year Trend Data 295
Narrative Fund Summary 296
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HUMAN SERVICES FUND (CONTINUED):
Summary of Revenue 297
Summary of Expenditures 299
Head Start Program 300
Migrant Head Start 301
Preschool Fund 302
Job Service (Wagner/Peyser) 303
Summer Job Hunt 304
Consumer Navigator 305
Employment First 306
Tony Grampsas Youth Services 307
Assistance to Needy Families 308
Workforce Investment Act -Administration 309
Workforce Investment Act -Adult Program 310
Workforce Investment Act -Youth Program 311
Multi-Disciplinary Youth Assessment 312
Workforce Investment Act - Statewide Activities Grant 313
Workforce Investment Act - Dislocated Worker Program 314
Educational Lab 315
AmeriCorps Program 316
Tight Corp Program 317
AAA Administration 318
AAA Support Services 319
AAA Congregate Meal 321
AAA Home Delivered Meals 322
AAA Health Services 323
AAA Elder Abuse Grant 324
AAA Special Ombudsman 325
AAA Single Entry Point 326
Federal Transit Grant 327
AAA Other Programs 328
AAA State Funds 329
Medicaid Transportation 330
Part E Family Caregiver Support 331
Supplemental Foods 332
Community Services Block Grant 333
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 335
Conservation Trust Fund
Summary of Revenue 336
Summary of Expenditures 337
Budget Unit Summary 338
Contingency Fund:
Summary of Revenue 342
Summary of Expenditures 343
Budget Unit Summary 344
Emergency Reserve Fund:
Summary of Revenue 345
Summary of Expenditures 346
Budget Unit Summary 347
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Solid Waste Fund
Summary of Revenue 348
Summary of Expenditures 349
Budget Unit Request Summary- Code Enforcement 350
Budget Unit Fund Summary 352
CAPITAL FUNDS:
Graph - - Ten Year Trend 355
Narrative Summary of Fund 356
Summary of Revenue 357
Summary of Expenditures 358
Budget Unit Summary 359
Long Range Capital Projects Five-Year Plan 361
PROPRIETARY FUNDS:
Narrative Summary of Funds 399
Paramedic Services Enterprise Fund:
Summary of Revenue 400
Summary of Expenditures 401
Budget Unit Summary 402
IGS - Motor Pool Fund
Summary of Revenue 405
Summary of Expenditures 406
Budget Unit Summary- Motor Pool Administration 407
Budget Unit Summary- Motor Pool Equipment 408
IGS - Health Insurance Fund:
Summary of Revenue 413
Summary of Expenditures 414
Budget Unit Summary 415
IGS - Insurance Fund:
Summary of Revenue 417
Summary of Expenditures 418
Budget Unit Summary 419
IGS - Phone Services Fund:
Summary of Revenue 421
Summary of Expenditures 422
Budget Unit Summary 423
Weld County Finance Authority
Summary of Revenue 425
Summary of Expenditures 426
Budget Unit Summary 427
GLOSSARY 429
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Gb
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2005
President Executive Director
•
WtltlMW
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303)356-5000, EXT.4218
tiOTho FAX: (303) 352-0242
6 915 10TH STREET
P.O. BOX 758
GREELEY, COLORADO 80632
111 C.
COLORADO
September 6, 2005
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 2006 proposed budget for operations and capital outlay totals a gross amount
of$161,005,215, with a net of$157,736,492 when interfund transfers are excluded. The Internal
Service Funds total an additional$16,975,526. The budget has been prepared in accordance with
your directives developed during the budget process. The budget is funded with revenue estimates
of$94,154,244, anticipated fund balances of$32,340,000,and the maximum allowed property tax
under Amendment One (TABOR)and the Weld County Home Rule Charter of$62,664,995.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
In 2006 it is anticipated that the national economy will continue to gain vitality with continued growth
in the real Gross Domestic Product(GDP). Inflation is anticipated to remain low, and most likely
interest rates will remain low with only some pressure for upward movement. Investment in new
non-residential structures and new equipment will continue, which should result in continued
improvement in the national economy and growth in corporate profits. The federal deficit,although
still a problem, has been reduced some as the economy grows and tax revenues increase.
Colorado's state economy also shows signs of improvement as employment opportunities grow in
the health care, education, construction, and retail sectors. New construction and housing remain
strong in the State. The State and local government efforts to encourage business expansion and
attraction of new business appear to be effective for the State's economy and job market.
Employment indicators also point to a rebound and strengthening State economy. The energy
industry is strong with high levels of new exploration due to high energy prices. Manufacturing is
starting to grow again after three years of contraction in the State. Finally, tourism is recovering
from the dramatic drop caused by September 11th and the recession.
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Weld County's local economy is performing well. Unemployment is under six percent and job
numbers are growing. The housing and construction markets remain strong. The diversity of the
local economy away from agriculture has made Weld County much more like the Statewide
economy and the metro-Denver area. In the last year, Weld County has seen major expansions
at the North Colorado Medical Center; the Kodak plant in Windsor, which has been picked by
Kodak to expand its digital imaging technology production; and Owens-Illinois, which is opening
a new bottle manufacturing plant. In addition to these major projects, a number of small new and
existing companies are expanding in Weld County,especially in southwest Weld County. The level
of capital investment in Weld County for new facilities and facility expansions bodes well as an
indicator of business confidence in the region, and should create an environment conducive to
continued infrastructure development.
FOR THE FUTURE
Weld County faces several critical issues as we prepare the 2006 budget that will present choices
and opportunities, to enable the County to resolve the many interrelated problems in an intentional
and coordinated way. The issue of growth raises problems of land use allocation, management
of growth,transportation system development,and overall service capacity. As Weld County grows
and changes,there are issues concerning quality of life and economic development to support the
quality of life the citizens desire. Intergovernmental cooperation and coordination is critical as Weld
County changes. This is especially true as Weld County is called upon to provide more municipal
type services which can only be provided functionally and in an equitable manner through
metropolitan or special districts. In the area of criminal justice and human services, there are a
number of emerging troubled areas. The jail population growth is outstripping the County's ability
to keep up with the increase, even with the planned new jail expansion being accelerated by one
year. Caseload for the Sheriff, District Attorney, and courts is growing at a rate that stresses the
capacity of these areas. Health and human service issues continue to present many demands with
the new demographics of the County. Leadership from the County Commissioners, other elected
officials, and department heads is critical to come up with creative solutions to allocate the limited
resources of the County to maximize service delivery to the citizens of Weld County.
Although the financial health of Weld County government is currently excellent, it is important to
look to the future issues, possible problems and alternative solutions to those problems. Besides
the traditional role of budgeting to responsibly manage available current year funding, there must
be a continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement.
The State of Colorado continues to be in the middle of a difficult fiscal period. The State of
Colorado is in a "structural deficit" resulting from the fiscal interplay between the tax and spend
limits in TABOR and Amendment 23, dealing with school financing. The State legislature has
explored a variety of options to correct the problem. Two referendums addressing the fiscal issues
have been placed on the November ballot. Any solution will require voter approval,which may be
difficult to obtain. Without the voters granting relief, the State's budget woes are projected to be
with us until sometime between 2008 - 2011. Weld County is adversely impacted by the State's
budgetary problems since the County is a subdivision of the state, and program revenues and
expenditures are dependent upon State decisions, especially in the areas of health, employment,
and social services.
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The federal budget and deficit will place additional strain on the State's budget. The federal
government is not increasing, and is even reducing, funding in the domestic program areas, and
does not seem to be willing to help bail out the many states, like Colorado, with budget problems.
Therefore, the solutions to the state and federal budget problems, as they impact Weld County,
will have to be solved locally. The awarding of federal grant dollars will become more competitive
and will require Weld County to become more aggressive in pursuing federal grants.
In response to the budget problems at the State level, Weld County must continue to take a
long-term view when examining the County's budget in 2006, and expand the budgetary horizon
beyond 2008 - 2011, when the State's budgetary ship may finally be righted. This will call for a
thorough examination of all County programs, and prioritization to show each program's place in
the big picture of providing essential services to the citizens of Weld County in the next five years
and beyond. All programs must be reviewed in the 2006 budget process to achieve a continued
level of efficiency in the County.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds,totals$156,819,239 in 2006, an increase of
7.92 percent over 2005. The amount of revenue from various sources and the changes compared
to 2005 are shown in the following tabulation:
2005 2006 Increase
2005 Percent 2006 Percent (Decrease)
Revenue Sources Amount of Total Amount of Total from 2005
Property Taxes $ 59,680,948 41.1 $62,664,995 40.0 $ 2,984,047
Other Taxes 5,900,000 4.1 6,410,000 4.1 510,000
Licenses and Permits 2,064,620 1.4 3,002,400 1.9 937,780
Intergovernmental 40,309,456 27.7 42,765,505 27.3 2,456,049
Revenue
Charges for Services 4,532,516 3.1 5,301,937 3.4 769,421
Ambulance Fees 8,865,667 6.1 6,215,459 3.9 (2,650,208)
Miscellaneous Revenue 2,417,897 1.7 6,286,417 4.0 3,868,520
Fee Accounts 5,552,000 3.8 7,827,000 5.0 2,275,000
Internal Service Charges 15.985.123 11.0 16,345,526 10.4 360.403
TOTAL $145.308.227 100.0% $156.819.239 100.0% $ 11,511.012
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Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services,
and Enterprise Funds total $174,712,018 for 2006, which is an increase of 10.11 percent over
2005. The amounts by function and the increase over 2005 are as follows:
2005 2006 Increase
2005 Percent 2006 Percent (Decrease)
Expenditure Sources Amount of Total Amount of Total from 2005
General Government $ 20,633,047 13.0% $ 22,214,312 12.7% $ 1,581,265
Social Services 18,048,700 11.6 19,841,300 11.4 1,792,600
Road and Bridge 27,164,255 17.1 28,804,463 16.5 1,640,208
Public Safety 27,740,315 17.4 29,671,479 16.9 1,931,164
Human Services 12,521,726 7.9 14,326,517 8.2 1,804,791
Health 6,800,378 4.3 6,766,027 3.9 (34,351)
Capital 6,630,000 4.2 13,205,000 7.5 6,575,000
Public Works 1,539,700 .9 1,733,681 1.0 193,981
Contingency 8,850,000 5.5 10,150,000 5.8 1,300,000
Miscellaneous 1,884,486 1.2 3,294,897 1.9 1,410,411
Culture and Recreation 973,707 .6 988,707 .6 15,000
Auxiliary 450,329 .3 445,461 .3 (4,868)
Paramedic Services 8,865,667 5.6 6,294,648 3.6 (2,571,019)
Internal Services 16,566,523 10.4 16,975,526 9.7 409.003
TOTAL $158.668,833 100.0% $174.712.018 100.0% $ 16.043,185
Enterprise Operations: The County's enterprise operation is comprised of Weld County
Paramedic Services. The Paramedic Service is a County-wide, advanced life support, emergency
medical service. The program is totally supported by fees. The operation anticipates nearly
12,000 calls in 2006 and generated revenue of$6,294,648.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for County buildings. The 2006 program is funded at $11,705,000, with
$5,575,000 from property tax and$100,000 from interest. Anticipated projects include$10,000,000
for Phase Ill of the North Jail Complex and $100,000 for special projects. Carry-over beginning
fund balance of $6,030,000 is anticipated, and $1,605,000 ending reserve fund balance is
anticipated at the end of 2006.
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Debt Administration: In 2006, the County continues to have no bonded indebtedness. With the
passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three
percent of the assessed valuation of the county. Thus, Weld County maintains over$108 million
allowable debt capacity in accordance with Colorado State statute. There are Certificate of
Participation Bond Issues for the construction of the Correctional Facility totaling $5,590,000.
Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging
from 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
2006 is $1,639,000.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent or
a financial institution's trust department in the government's name.
Risk Management: During 2006, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool. Therefore,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 not be determined until the final assessed value is certified in
December. The assessed value for the 2006 Budget is$3,608,909,740,which is up$618,446,410,
or 21 percent over last year. All classes of property increased in assessed value for the year,
except natural resources, which is down $687,020, or 7 percent. The major increase is in oil and
gas due to price and an increase in production. Oil and gas is up $309.8 million, or 32 percent.
Vacant land is up $8.9 million, or 8 percent; agricultural property is up $287,470, or under 1
percent; industrial is up $1.6 million, or 1 percent; residential property is up $133.3 million, or 15
percent; commercial property is up$58.5 million, or 13 percent; and State assessed property is up
$108.2 million, or 37 percent. There is an actual value increase of new construction of $984.7
million, or nearly a 6.46 percent increase in actual value.
Employee Compensation Pay: The 2006 budget reflects a salary adjustment of 3.5 percent,and
a one-half percent increase in the employer's retirement contribution, for a total of 7.5 percent. A
major change in the health insurance program was done in 2005 and will continue in 2006. The
change was made because the cost to provide health insurance to County employees was rising
at an ever increasing rate that was exceeding the County's ability to continue paying at the same
rate and in the same manner. Prior to 2005, Weld County's health insurance group had high
utilization plans that are considered "Cadillac plans" (low co-pays, high benefits and low
deductibles), a high percentage of older members, and subsidized dependent coverage. This
translated into a high premium increase for each new year, unless changes were made. Like most
major employers, Weld County examined different alternatives. The goal was to make the
employees aware of the true cost of healthcare, with a program that encourages employees and
their families to make more judicious spending decisions in return for paying lower insurance
premiums and lower healthcare costs.
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In 2005,the County began offering a consumer-driven health plan that combines a high deductible
insurance policy, along with an HMO component for preventive care, with a $20.00 co-pay and a
low cost prescriptive drug program. The high deductible policy protects the insured from
catastrophic losses, such as prolonged illness, hospitalization, or simply an unexpected period of
poor health. The program is provided by Great West Healthcare.
Managing and paying for healthcare costs in the future must be a shared responsibility of both the
employer and employee. To accomplish this, employees must become better consumers of
healthcare by managing costs, lowering utilization, increasing awareness of the costs and choices,
and promoting wellness. At the same time the County, as an employer, must offer more choices,
empower the employee as a healthcare consumer, offer more education on healthcare
consumption, reward wellness,and promote equity by offering different options to best fit particular
employee needs. Working together, Weld County and its employees can, hopefully, achieve our
joint goal of having the best healthcare possible at the lowest cost.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$32,340,000 to begin 2006. This remains at one of the highest levels in many years. The strong
fund balance figures have been sparked by a strong local economy the last few years, and the
need to have a strong reserve with the State's budget crisis. The ending fund balances are
projected at$14,447,221. 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 2006, and if no
emergencies or unforeseen events happen, the amounts should be in the ending fund balance.
The only fund balance earmarked is $6,030,000 in the Capital Expenditure Fund for future jail
expansion, and $2,758,317 for strategic roads in the Public Works Fund. All other fund balance
amounts are undesignated. With the above projection, ending fund balances should be
$24,597,221.
MAJOR FACTORS IMPACTING THE 2006 BUDGET
The major factors impacting the 2006 budget continue to be related to the rapid growth occurring
in Weld County and the State of Colorado's budget crisis. Growth impacts the criminal justice
system, land use planning, transportation systems, and human services. The spin off of growth
impacts virtually every County department; not only direct services, but the various support
functions of the county, such as facilities and growing space needs. The State's funding problems
have resulted in the County losing revenues, grant reductions or total eliminations, and having
costs shifted to local programs. Health and Social Services have been significantly impacted. The
growing jail inmate population, which is approaching 600 inmates, continues to be a major drain
on County resources, not only in the operational budget, but also capital funding.
The General Fund is funded at the level of $60,262,304, up $5,332,076. Without salary
adjustments,the budget for the general government functions is up$1,581,265. Election costs are
up $167,792 in order to hold a primary and general election in 2006 by use of voting centers.
Information Services increased $199,739, due to contract cost-of-living changes and the addition
of one applications programmer. The District Attorney's budget is up $255,095 for 2.5 FTE for
Deputy DA's and one additional clerical position, due to the addition of a District Court Judge. The
District Attorney is also requesting the re-implementation of the Juvenile Diversion program,which
was stopped three years ago, at a cost of $112,012. Planning Services is up $694,167 with
offsetting revenue, for a net increase of $65,896. The increase in Planning Services is for an
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Assistant Director, Planning Tech, and reimbursement of Public Work's Engineering Division for
land use referrals,traffic engineering,and stormwater/drainage associated with new development.
Other departments had normal inflationary increases.
Public safety functions are up $1,931,164. The Sheriffs Office budget is up $3,124,700. The
increases in operation is for the addition of two deputies for inmate transports, an additional deputy
for traffic enforcement, a relief shift commander, and a 0.5 FTE civil process server. Other
increases include the increased cost of the jail operations due to growth of the inmate population.
Those additions include three client manager positions for the jail Alternative Sentencing program,
a mental health counselor, five correctional officers for the North Jail, and two officers for the
courts unit. Weld County has also budgeted $1,642,500 to house 100 inmates in 2006 at outside
county facilities to cope with the overcrowded conditions of the jail until Phase III of the North Jail
is completed in 2007. Communication costs for the grant to purchase outside agency radios are
down $500,000 as the 800 MHz system is being completed.
Other significant changes are Engineering, which is up $195,981, due to added staff for land use
referral, stormwater/drainage, and professional services costs. The Health Department subsidy
is up$163,829 due to salary increases. In addition, the Community Agency Grant budget created
to consolidate small grants to community organizations is up$26,634 for the Juvenile Assessment
Center. Finally, $1,404,614 is included for a 3.5 percent salary increase, the increase of
retirement to 7.5%, and health insurance rate increases for 2006.
Public Works resources for 2006 are up $1,021,891 at$32,586,146, of which $6,540,000 is fund
balance. Municipal share back is funded at$1,797,473. Salary increases are set at 3.5 percent,
plus increases to cover the increase in health insurance and retirement costs. Thirteen seasonal
positions were moved to full time status in the 2006 budget.
Road Construction Supplies increased $94,800, Contract Payments increased $1,121,344, and
Strategic Roads decreased $456,541, based on the Capital Improvement Plan. Machinery and
Equipment increased $84,000, due to the purchase of one water tanker at a cost of $84,000.
Right-of-Way Purchases decreased $114,000, based on the Capital Improvement Plan. Grants
and Donations decreased $270,000 since there will be no bridge grants in 2006.
On the revenue side of the budget, property taxes are budgeted at $62,664,995, the maximum
amount under the Weld County Home Rule Charter's five percent property tax limitation and
TABOR limitation. Interest revenue is up$500,000, due to rate increases projected for next year.
Revenues from oil and gas leases are up $30,000. Tobacco tax is up $85,000, since the State is
not keeping the local share. Building Inspection fees are up $200,000, and land use fees are up
$629,280 with the fee adjustments in 2005 and anticipated growth. Charges for services are up
$517,026, with the majority of the increases in charges for services being in the Sheriffs budget.
Intergovernmental revenues are down $569,407, due to the $500,000 Energy Impact grant for
800MHz radios not being in the 2006 budget. The Treasurer's fees are anticipated to be up
$397,000. Clerk and Recorder's fees are up $350,000, 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. In the Public Works
Fund, specific ownership tax is estimated be $6,300,000, up $425,000. HUTF is up $160,000 at
$8,300,000. Grant revenue is anticipated at$1,250,000 from Energy Impact for Weld County Road
74 improvements, and the intersection of Weld County Roads 13 and 74. Other revenues include
$440,000 from landfill impact fees, $1,239,000 from transportation impact fees, $360,000 from
development fees, $115,000 for offsite improvements for Dove Haven ($70,000), and Mill Creek
($45,000), and $300,000 for Derr Brothers reimbursement. Permit revenues from the special oil
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and gas permit fund is at$300,000. Other revenues in the Public Works Fund are stable with little
change. Other revenues in the various funds are stable or only slightly changed.
The 2006 Proposed Budget contains adequate resources to provide a level of service similar to
2005. The County will continue to focus on improving service and communication with our citizens
within our resources. Demands in many areas continually exceed available resources. 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 management of land use
changes associated with a growing economy. Many tough decisions associated with
implementation of programs and how they are to be funded, must be dealt with by the Board of
County Commissioners with citizen input. Hopefully, this budget document has allowed the Board
to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld
County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by
the elected officials,department managers,and employees in recognizing the problems and issues
confronting the County and responding with creativity and understanding. The County,as a whole,
also recognizes the Weld County taxpayers and consumers of County services who provide the
economic resources to the County, and we pledge our commitment to continue to provide the best
in County services possible.
Copies of all budget documents are available for the public at 915 10th Street, Room 317, Greeley,
Colorado. More information can be found on Weld County's website at www.co.weld.co.us.
Very truly yours
gal/ ��\ --
Donald D. Warden, Director
Finance and Administration
10
ABOUT WELD COUNTY
Weld County covers an area of 3,999 square miles in north central Colorado. It is
bordered on the north by Wyoming and Nebraska and on the south by the Denver
metropolitan area. The third largest county in Colorado, Weld County has an area greater
than that of Rhode Island, Delaware and the District of Columbia combined.
The climate is dry and generally mild with warm summers,
mild winters and a growing season of approximately 138 days.
The land surface is fairly level in the east, with rolling prairies
and low hills near the western border. Elevations in the county
range from 4,400 to 5,000 feet.
yi•
4..
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.
T»' +
During the first 16 years of Weld County's history the county � 4
seat was moved from St. Vrain to Latham (three miles east of •;:the present Greeley) to Evans, to Greeley, to Evans again, and ,
finally in 1877, returned to Greeley. ( `
A large segment of the Weld County region was settled by
people of German descent who migrated from Russia in the
early 1900's. Originally they came as railroad workers; many
soon worked in the productive beet fields and eventually
became prosperous landowners. Weld County's Spanish-surname population began to
arrive during the mid 1920's as laborers for the sugar beet industry.
11
Weld County's sugar beet industry began with the building of sugar factories in Greeley
and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort
Lupton and another at Johnstown in 1926.
LIVABILITY
Weld County. Its livability is just one of the features that make it a better place to be.
Abundant Colorado sunshine, low humidity, cool, summer nights and mild winters provide
a climate people appreciate.
Recreational opportunities are almost endless. Much of Weld County is within an hour's
distance of the majestic Rocky Mountains. Sports fans don't have far to go to cheer for
their favorite professional teams in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer
life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort
Vasquez In southern Weld County has an exciting history as an early Colorado trading
post. The Greeley Philharmonic Orchestra is the oldest
symphony orchestra west of the Mississippi. The University of ;�-
Northern Colorado's Little Theatre of the Rockies is one of , -
America's premier college dramatic organizations. -
North Colorado Medical Center is a leading public medical
facility and the Northern Colorado Oncology Center is a major
cancer treatment facility in Colorado.
EDUCATION
Education has always been an important part of life in Weld County where twelve school
districts offer educational opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4-year university offering
bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is
a 2-year liberal arts and vocational college in Greeley with a second campus in Fort
Lupton.
With 4,004 square miles within its borders and a population of over 180,000, Weld County
has plenty of room for growth. Its thirty-one incorporated towns offer a variety of
lifestyles from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right
places. The result is that Weld County provides an ideal location for corporations, industry
and businesses. Most importantly it's a nice place for people.
12
RESOURCES
Fertile fields of green can be found in every part of the County,
which ranks as the third leading agricultural area in the United '' z
States. Weld County is Colorado's leading producer of cattle, ,or
grain and sugar beets.
An abundance of water has been important to not only the
agricultural community, but also to industrial development. I
Greeley's supply, for example, includes reserves estimated at
100%. Future supply is equally impressive with such
developments as the Windy Gap Project.
Weld County is the second leading area in Colorado in the production of oil and gas. The
county's many abundant resources provide a sound economic base and a secure future for
the area.
One of Weld County's most valuable resources is its labor force. The people resources
provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County a
desirable place in which to work and live.
Weld County has one more important ingredient, as well, a positive attitude toward
growth. We love being here and we'd love having you here,
too.
INDUSTRY
Numerous industrial sites are located throughout Weld
County. Fully developed rail and non-rail parks; undeveloped i' °`
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.
Major employers who already call Weld County "home" include:
KODAK
SWIFT FOODS
STATE FARM INSURANCE
NORTHERN COLORADO MEDICAL CENTER
HARSH INTERNATIONAL
PLATTE VALLEY STEEL
HENSEL-PHELPS CONSTRUCTION
STARTEK
BURRIS COMPANY, INC.
METAL CONTAINER CORPORATION
ROCHE CONSTRUCTORS
RR DONNELLEY NORWEST
13
"DC.
2006
BUDGET PLAN
Weld County faces several critical issues as we prepare the 2006 budget that will present choices
and opportunities to allow the County to resolve the many interrelated set of problems in an
intentional and coordinated way. The issue of growth raises problems of land use allocation,
management of growth,transportation system development,and overall service capacity. As Weld
County grows and changes,there are issues of quality of life and economic development to support
the quality of life which the citizens desire. Intergovernmental cooperation and coordination is
critical as Weld County changes. This is especially true as Weld County is called upon to provide
more municipal type services that can only be provided functionally and in an equitable manner
through metropolitan or special districts. In the area of criminal justice and human services there
are a number of emerging troubled areas. The jail population growth is outstripping the County's
ability to keep up with the increases, even with the planned new jail expansion being accelerated
by one year. Caseload for the Sheriff, District Attorney, and courts is growing at a rate that
stresses the capacity of these areas. Health and human service issues continue to present many
demands with the new demographics of the County. It is critical that leadership from the County
Commissioners, other elected officials, and department heads find creative solutions to allocate
the limited resources of the County to maximize service delivery to the citizens of Weld County.
Although the financial health of Weld County government is currently excellent, it is important to
look at future issues, possible problems, and alternative solutions to those problems. Besides the
traditional role of budgeting to responsibly manage available current year funding, there must be
a continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement.
The State of Colorado continues to be in the middle of a difficult fiscal period. The State of
Colorado is in a "structural deficit" resulting from the fiscal interplay between the tax and spend
limits of TABOR and Amendment 23, dealing with school financing. The state legislature is
exploring a variety of options to correct the problem. Any solution will require voter approval,which
may be difficult to obtain. Without the voters granting relief,the State's budget woes are projected
to be with us until sometime between 2008 - 2011. Weld County is adversely impacted by the
State's budgetary problems, since the County is a subdivision of the State and program revenues,
and expenditures are dependent upon State decisions, especially in the areas of health,
employment, and social services.
The federal budget and deficit will place additional strain on the State's budget. The federal
government is not increasing, and is even reducing, funding in the domestic program areas, and
does not seem to be willing to help bail out the many states, like Colorado, with budget problems.
Therefore, the solutions to the State and federal budget problems, as they impact Weld County,
will have to be solved locally. The awarding of federal grant dollars will become more competitive
and will require Weld County to become more aggressive in pursuing federal grants.
In response to the budget problems at the state, Weld County must continue to take a long-term
view when examining the County's budget in 2006, and expand the budgetary horizon beyond
2008- 2011, when the State's budgetary ship may finally be righted. This will call for a thorough
examination of all County programs, and prioritization to show each program's place in the big
picture of providing essential services to the citizens of Weld County in the next five years and
15
beyond. All programs must be reviewed in the 2006 budget process to achieve a continued level
of efficiency in the County.
The 2006 proposed budget process provides a comprehensive method of addressing issues faced
by the County in a way that demonstrates accountability to the citizens of Weld County. In addition,
the budget process can assure that the highest standards of stewardship have been adhered to
in determining the amount and use of public resources. The goal of the budget process is to
develop a financial operating plan which will provide for, and insure, the health, safety, and welfare
of all residents of Weld County;to facilitate the orderly and efficient delivery of County government
services as prescribed by the Weld County Home Rule Charter, state statutes, federal and state
mandates, and citizen input; and, finally, to promote an organizational culture that fosters access
to information and citizen awareness about Weld 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 2006 before
budget preparations begin.
> A target of ten percent off the 2005 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 2005 level in the Final Budget process.
Any Department Head or Elected Official justifying to the Board a higher salary for
a class unique to that department or office should include the additional salary
within the assigned target budget amount.
> Fringe benefits will be left at the current level of benefit.
> Outside agencies will be treated like county departments, since most provide
contractual services.
> Any 2006 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 2006 target amount by all
budget units.
16
> Self-supporting budgets will float at the 2005 funding levels.
> Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and hearings.
> A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
> There will not be any recommended increases in personnel in the recommended
budget to the Board. Increased workload will be absorbed by existing personnel
wherever possible through increased productivity.
> Resources for new activities will come from increased productivity and termination
of existing activities wherever possible. No new non-mandated programs will be
proposed without proportionate cutbacks in other programs.
> All user and service fees will be examined and recommendations made for
increases or other adjustments to match the cost of providing such services.
> As 2006 budget requests accommodate or are integrated with long-term program
strategies, they will be highlighted.
This budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 2006, while accomplishing a balanced budget.
The 2006 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.
> GIS,e-government,and other technologies are employed in a cost effective manner
in the County.
> Population growth and development is planned and accommodated.
> Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
17
2006
BUDGET CALENDAR
May 2 Board review of 2006 budget plan.
May 4 - 13 Director of Finance and Administration discusses target
budgets and 2006 budget plan with department heads and
elected officials.
June 24 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 24 Elected officials and department heads submit PBX phone
service requests to PBX.
June 24 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 24 Elected officials and department heads submit requests for
information services requests to ACS.
July 11 Submit budget request to Finance.
September 12 Early warning budget work session and community agency
requests.
July 11 - September 9 Finance office review.
September 12 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 20 and 21 Budget work session hearings with Commissioners and elected
officials and department heads.
November 10 Publish notice of final budget hearing.
October 22 - December 12 Prepare final budget.
December 14 Public Hearing to adopt mill levy.
December 14 Public Hearing on Final Budget, 9:00 a.m.
18
�Co
POINTS OF ISSUE
AND
POLICY MAM E S
0
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.
19
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.
20
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
£" ) ` POLICY
ii FORMULATION'
4 s: a Analyze Cornrnun[ty Needs
Community Develop County.-Wide Goals Long Range Planning
a`Assess Prior Year.§Perfommance Capital Improvements
Assessment ���;
en v Review Policy AItemanves
%' Establish General Priorities
.9`i
. s Establish Fiscal Polic
.� y
N
/ \ #
•
SUPPORT
PROGRAM PROGRAM
EVALUATION :. PLANNING
Assess Program
Program Analysis `' Alternatives"
Accounting System
a Design Program
Review Program Fiscal Control Define Prom
[ Cost Accounting by Program
Performance Objectives
Relate to Present
Ezamme and Evaluate Operations
•Alternatives Performance Measurement Revise as Necessary
Systems and Reports
\ :.E.::„J.lidg.i:iiiiiiiiiiiii4,R,k;ibik,',.... 8//'
. Service
Delivery �, d EUDGETING
:BASED: ON PROGRA1V S
PERF'0RMANCE, PERIODIC';
^ ., P bROGRAM REVIEW
YY� ..: t ;.
fan Allocate Resources by
'NP". "s ` :::Program:Area
y
" DevelopMuln-Year Projections. :
Schedule Action
21
HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
7 COMMISSIONERS
yK
1,.`{ kb< .LAC P 1M'�S i:.: k
BUDGET POLICIES k r
' z x
. IiUi5.SE PROCESS 'IMPLEMENTAT(ONAND RESULT$ '.
` k z OP STRATEGIC 08JECTIVES
s
a. : : a s-
REVENUE POLICIES MAJOR PROGRAM GOALS ,
T'GIiCY DIRECTIO((S SPECIFIC REVENUE ASSUMPTIONS.
r� w '
COUNTING POLICIES POLICY MATTERS/POINTS OF ISSUE'a
iNVESTSktiiMENTPOUCIES WOR140AD DATA
F
kfigi i s ₹ ki z ss
CAPITAL IMPROVEMENT POLICIES .'. DE.svxPAR'T`MENT OBJECTIVES .
BUDGET GUIDELINES SIGNIFICANT CHANGES
••
ALLOCATION OFRESOURCES ,_
F.:
.ji n $ y Y YC k.:.
N /
DEPARTMENT BUDGET UNITS
22
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.
23
HIGHLIGHTS
REFINE BUDGET PROCESS
TARGET BUDGET APPROACH
COST CUTTING/REVENUE RAISING STRATEGIES
PRIORITY RANKING
DEFER EXPENSES
CREATIVE MANAGEMENT
LEGISLATIVE PROGRAM
SPECIAL INSTRUCTIONS
STRATEGIC PLANNING
24
TARGET BUDGET APPROACH
IDENTIFIES COUNTY'S RESOURCE CAPACITY
ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE
1 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
25
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
26
GOALS OF BUDGET PROCESS
PROVIDES DECISION MAKER WITH NECESSARY
INFORMATION
> RATIONAL
FAIR
ECONOMY OF TIME
RELEVANT
FLEXIBLE BY DEPARTMENT
MANAGEMENT INPUT
PUBLIC INPUT
27
2006 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 2005's budget presentation.
> Salaries should be budgeted at the 2005 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
> All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
> Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
> Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in October. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90 percent of target.
28
In reviewing the 2006 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 2006
budget process.
The following budget population data will be used for performance measures:
YEAR POPULATION
2004 (Actual) 208,500
2005 (Estimated) 214,700
2006 (Projected) 220,000
Interns:Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
29
2006
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual
for submission of your 2006 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 11, 2005.
2. All departments are requested to submit, on or before June 24, 2005, the following items
that will be part of your 2006 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 2006.
Unplanned moves will only be done if absorbed in the 2006 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
3. Salary and fringe benefits will be budgeted at the 2005 level. Any anticipated increase
over 2005 level must be absorbed in target amount.
4. For budgetary purposes, please use the 38.50 per mile reimbursement rate in developing
your 2006 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 2006.
8. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate the
overall target amounts.
9. Any amount in excess of the 90 percent 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.
30
10. Any budget unit with project account codes should prepare a worksheet summarizing
each account with total comparison to 2005. See Finance for exact format.
11. Any 2006 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 2006 budget process.
12. Early Warning Budget Hearings will be held in September.
13. As revenues are budgeted,each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance, the manner in
which the credit card service fee can be recovered or absorbed in the fee structure in
compliance with all legal and credit card service provider requirements.
14. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
15. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid-year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation,please do not hesitate
to contact the Director of Finance and Administration at extension 4218 to answer questions, or to
get approval for variation to the normal procedures outlined in the special instructions above or in
the Budget Manual.
31
WELD COUNTY
MISSION STATEMENT
Provide responsive, efficient, and ethical
government services for the people of Weld
County.
32
WELD COUNTY GOVERNMENT
STRATEGIC GOALS
♦ Establish benchmarks with measurable standards to improve the health, safety, and
welfare of the people of Weld County.
♦ Explore and utilize,when cost-effective and beneficial,technology and satellite campuses
to provide more accessibility and better services to the people of Weld County.
♦ Ensure new growth contributes resources timed to coincide with, and in proportion to, its
impact on the infrastructure and support of Weld County.
♦ Develop and maintain public information and interaction through a web site, public
relations, and other modes of communication to improve the public's perception of the
services received from Weld County.
♦ Work with diverse constituents and diverse constituent groups on processes and matters
to have a positive impact on the County and the well being of County citizens.
1 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.
33
WELD COUNTY GUIDING PRINCIPLES
CUSTOMER
PERSPECTIVE
OPERATIONAL
PERSPECTIVE _
FINANCIAL HUMAN
PERSPECTIVE RESOURCES
PERSPECTIVE
Ensure long-term fiscal stability for the County.
Reduce the cost of conducting the County's business.
Enhance customer service.
Provide the necessary knowledge, skills, and resources to County employees to carry out these
principles.
Ensure adequate provision of mandated services.
Focus on the root causes or problems that affect the quality of life of County citizens.
Provide leadership on intragovernmental, intergovernmental and intersectoral cooperation and
collaboration aimed at improving services to County citizens.
NOTE: Robert S. Kaplan of Harvard Business School has determined that two
perspectives,human resources and financial,are the driving indicators of operations and
that operations are the primary indicators of customer service.
34
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
In implementing the strategic objectives of Weld County, a number of initiatives have taken place
in the last year. The most significant has been in the area of technology and e-government. The
Weld County website at www.co.weld.co.us has been enhanced in a number of areas. The Public
Works Department lists road closures, and construction project information. Meeting agendas,
minutes, hearing notices, applications and forms from most departments are available on-line to
the public, and the Health Department provides various health education resources. The Sheriffs
Office has added a ten most wanted posting on-line that has led to a number of arrests of persons
on the most wanted list, and maintains a list of sex offenders with a map of their residences for
public safety. The property records available on the website have continued to be improved along
with the geographical information system data.
E-recording is made available to title companies and the public to allow customers to electronically
record documents via the intemet. The County Treasurer is now offering to taxpayers the service
of paying taxes via the internet by using a credit card or ACH check transaction.
The initiative to use bench marking and measurable performance standards to improve services
in Weld County is continuing into its sixth year. The budget unit summaries for each budget
contain this information for each County service. Performance measures are being used to
determine whether the budget resources bring about the desired results and whether the resources
are being used in an efficient and effective manner.
Growth in the County continues to put an ever increasing demand on County services and the
County's infrastructure. The growth has increased the use of County roads and created congestion
on several roadways that need to be mitigated. The character of many County roads has 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, developing a Strategic Road Plan, and
implementing a County-wide transportation impact fee for new development. The Board of Weld
County Commissioners has developed and adopted a Strategic Road Plan. The goal of the plan
is to identify, plan, and develop strategic corridors throughout Weld County to 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 through the County
has increased funding and has imposed a County-wide transportation impact fee, additional
investments will have to be made in the future to keep the transportation system at an acceptable
service level. During 2005,the first strategic road(WCR 13)is being constructed. The design and
corridor studies for WCR 7 and WCR 49 have been started. In 2006, funds to improve the
intersections at WCRs 74 and 19 and State Highway 52 and WCR 13 are budgeted in the Public
Works Fund.
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 manner that is satisfactory to the citizens and maintains
the high quality of life they are accustomed to having in Weld County. A study has been initiated
to revise and update the Comprehensive Plan of the Southwest Weld Mixed Use Development
(MUD) area. In June, 2005, the County imposed a capital expansion impact fee and
drainage/stormwater impact fee to require new growth to pay its own way.
35
In the County's continuing goal of providing satellite locations to offer County services, the
construction of a new Southeast Weld County Administration Building in Fort Lupton was started
in 2005 with a projected opening of the facility in Spring of 2006.
Weld County has continued to seek involvement and input from the municipalities within Weld
County. During the last year, staff and the County Commissioners held town meetings with
representatives from all 31 city/town councils and interested public to seek involvement and input
from each community. In addition, Weld County has over 30 advisory boards to provide input on
specific issues. Weld County's interactive website was enhanced to disseminate information to,
and receive feedback from, citizens.
While many cities and counties in Colorado have been experiencing significant job losses, plant
shutdowns and a general economic downturn,the Weld County economy continues to show signs
of positive growth and sustainability. Weld's economic strength lies within its diversity--spanning
multiple industry classifications and occupations.
Weld County has been fortunate to have been selected as the new home of a $120 million
Owens-Illinois glass bottling plant that will employee 175 employees at an average salary of
$45,000 per year. The plant opened in the Fall of 2005. Kodak is expanding its digital imaging
process and manufacturing operations at its Windsor plant. Calpine opened a $300 million
co-generation electrical plant in June, 2004, and plans a $100 million expansion in 2006. Overall
employment in Weld County grew by nearly 4,000 jobs in the last twelve months. Lock/line and
Accutel are both opening up call/service centers in the Greeley area which will employee over 600
people. Two companies are planning the construction of ethanol plants in the County over the next
eighteen months. Plus, the existing companies of RR Donnelly, Optera, and several other small
manufacturers have completed expansion projects during the last year.
The Greeley/Weld Economic Development Action Partnership (EDAP), building upon the area's
diverse heritage and strong work ethic, pursues a comprehensive approach to economic
development - - creating opportunities, attracting new enterprises to the area, retaining those
companies already here and helping businesses expand. This strategy supports development at
the local level,while embracing a cooperative approach to marketing the entire northern Colorado
region as a "place"for companies to start up, grow, expand, and/or relocate.
As we face the challenges of economic development, EDAP will meld the energies and
entrepreneurial abilities found in the private sector with the resources and community values
exemplified by the public sector. This cooperative spirit and working relationship empowers this
partnership to make things happen. Why do we do it? To make Weld County a better place to live,
work and play.
Finally,in the area of implementing strategic objectives,the Board of County Commissioners asked
each County department to review its regulations, policies, and procedures. The goal was to
reduce or eliminate those regulations, policies, and procedures that hinder the county's ability to
deliver services to its citizens and be more user friendly. A specific area was in the Department
of Planning Services where the Commissioners encouraged the department to be more of an
advocate for the applicant, rather than a regulator, in order to make the land use application
process less burdensome on the applicant,while still protecting all the property rights of interested
parties.
Weld County continues to strive to be a community with a healthy and sustainable economy which
creates wealth, preserves the quality of life, and improves the standard of living for its area
residents. The County's strategic goals and guiding principles are meant to facilitate and promote
this community vision.
36
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
• 2006 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.
37
LONG RANGE
FINANCIAL POLICIES
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form of
contingent and emergency reserves, plus adequate fund balances for cash flow,to protect against
the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or
unpredicted one-time expenditures. See fund balance policy in policy section of the Budget
Message for more details.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure that they are still appropriate. Fees will be available for the public and adopted
by code in public meetings.
Debt Issuance and Management: Debt shall only be used for capital expenditures that have a
life expectancy greater than the repayment schedule of the debt. As a historical practice and
policy, Weld County rarely uses debt financing and is a pay as you go county.
Debt Level and Capacity: Weld County's debt level per Weld County's Home Rule Charter and
state law can not exceed three percent of the current assessed value of the county. The current
debt capacity is over$108 million.
Use of One-Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
to fund assets or other non-recurring expenditures, or to put the one-time revenues in a reserve
fund.
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to adopt a balanced budget annually. No debt financing of the operational budget
is permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget
that is not balanced, even if the constitutional requirement was lifted.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence of
the County's budget on oil and gas revenue fluctuations in production and price, and long range
depletion of the resource in the County.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
•
38
REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2006
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 2005, historical growth rates, and interest rates
of an average of 3.5 percent throughout 2006.
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.
39
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 10.1 percent of property tax.
Building Inspection and Planning Permits: Based upon continuation of 2005 land use and
construction activity level with 2006 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two percent
waiver rate.
Earning on Investments: Calculated on an average earnings rate of three and one-half percent
on estimated average daily balances.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. New lease bonus activity is estimated at $10,000 for
2006.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2004 Indirect Cost Plan approved by the
Department of Health and Human Services that result in federal revenue allowable from
grants.
County Clerk Fees: Calculated on the historical level of activity.
Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively
constant.
Highway Users-Special Bridge: Revenue based upon signed state and federal grant contracts.
Motor Vehicle Registration Fees: Based upon historical level of activity for fees,which remains
predictable over time, plus three percent growth factor due to car price increases.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced.
40
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, 2005.
Health Fees: Based upon historical patient/client caseload with 2006 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2005.
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Paramedic Service Fees: Calculated based upon 2004- 2005 call volume plus ten percent rate
increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
DOC Inmate Reimbursement: Revenue based upon average holding of 20 State Department of
Correction inmates at $46.49 per day per inmate.
Work Release Inmate Fee: Based upon average of 175 work release inmates per day.
41
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
42
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.
43
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Complete a six-year process to convert the Regional Communications Center to an
800 MHz radio system.
> Open additional work release area in jail.
> Continue implementation of the Strategic Road Plan.
> Continue a reduced West Nile Virus program to monitoring and some education.
> Participate in operation of Juvenile Assessment Center.
> Continue to enhance the public health infrastructure to improve local emergency
preparedness and responsive to bioterrorist events.
> Implement a stormwater/drainage program.
> Conduct 2006 primary and general elections by using voting centers.
> Work with State in resolving CBMS problems for Social Services.
> Construct and open Southeast Weld County Administration Building.
> Construct and open Administration Building for Computer Services and Elections.
> Reinstate Juvenile Diversion Program in the District Attorney's Office.
> Contract for 100 inmate beds with other jails to cope with overcrowded jail.
> Begin construction of Phase III of North Jail.
> Increase traffic enforcement efforts to reduce traffic fatalities in Weld County.
> Assume administration of Victim Advocates Program.
44
MAJOR PROGRAM SPECIFIC GOALS
> Work with State in improving CBMS system in Social Services.
> Complete the 2006 Public Works Work Plan and develop strategic transportation system.
> Complete the six-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 a Juvenile Assessment Center.
Continue West Nile Virus program at monitoring and some education level.
> Conduct general and primary election by using voting centers.
> Explore revenue raising and cost containment strategies for the Paramedic Services.
> Construct and open Southeast Weld County Administration Building.
> Construct and open Administrative Building for Computer Services and Elections.
> Increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and
highways.
> Cope with the growing inmate population.
> Begin construction of Phase Ill of North Jail to open in 2007.
> Reinstate Juvenile Diversion Program in District Attorney's Office.
> Implement a stormwater/drainage program in Public Works.
> Assume administration of Victim Advocates Program.
45
2006
PROGRAM ISSUES
> Begin construction of Phase III of the North Jail.
> Increase traffic enforcement in Weld County to reduce traffic fatalities.
> Cope with the continued growth and development in the County.
> Enhance services at the Southwest Weld County Administration Building.
> Implement strategic transportation system to accommodate growth in County's urbanized
areas and use of the transportation impact fees.
> Assume administration of Victim Advocates Program.
> Participate in the Juvenile Assessment Center opening in 2006.
> Identify technology uses to improve services and cost-effectiveness of services.
> Enhance public relations and communication efforts with constituents.
> Complete final phase of the 800 MHz radio system.
> Continue implementation of e-government strategy.
> Be in compliance with the Help America Vote Act(HAVA).
> Utilize voting centers in the 2006 primary and general elections.
> Continue to explore revenue and operational options to keep the Paramedic Services a
viable and affordable service to the citizens.
> Construct and open Southeast Weld Administration Building.
> Construct and open Administrative Building for Computer Services and Elections.
> Continue implementation of CBMS system in Social Services.
> Monitor West Nile Virus, but no spraying.
> Continue to develop plans for the County for bioterrorism and emergency preparedness.
> Reinstate Juvenile Diversion Program in District Attorney's Office.
> Implement a stormwater/drainage program in the County.
> Cope with growing inmate population.
46
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 2005 payable in 2006, 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.
47
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.
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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-Capital assets, which
include property,plant equipment,and infrastructure assets(e.g.,roads,bridges and similar
items,)are reported in the applicable governmental or business-type funds. Capital assets
are defined by the County as assets with an initial, individual cost of more than$5,000 and
a useful life of more than one year. All fixed assets are valued at historical cost or
estimated historical cost if actual historical cost is not available. Donated capital assets are
recorded at estimated fair market value at the date of donation.
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
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All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation on
all assets is provided on the straight-line basis over the following estimated useful lives:
Buildings 20 - 50 years
Improvements 20 years
Infrastructure - Bridges 50 years
Infrastructure - Roads 20 years
Equipment 3 - 5 years
Heavy Equipment 10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable value
of the asset and the cost incurred to maintain the service potential to locally established
minimum standards in lieu of depreciation. To elect this option the County must develop
and implement an asset management system which measures, at least every third year by
class of asset, if the minimum standards are being maintained. The County has elected
to use this alternative approach only for gravel roads.
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INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. A copy of the detailed investment policy can be obtained by contacting the Weld County
Treasurer at(970)356-4000, Extension 3260. The following is a brief overview of the investment
policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3)yield.
In compliance with statutes,deposits/investments are made only in"qualified"financial institutions,
i.e., those which are federally insured by either FDIC. or FSLIC. Further, any deposit/investment
amount in excess of $100,000 may only be made at institutions that are designated as public
depositories by the state bank or savings and loan commissioners, Sections 11-10-118 and
11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the
total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the amount
of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is $60.0 million. Of
this amount,approximately$1 million will be covered by Federal deposit insurance, and the
remainder was collateralized with securities held by the pledging financial institution's trust
departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities,commercial paper,and repurchase agreements. The Pension Trust Fund
is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 3.5 percent in 2006.
51
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent management
tool and important factor in providing financial flexibility to the County. A financial reserve may be
used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves
provide a first line of defense against deficit spending and help maintain liquidity when budget
downturns become inevitable. The appropriate size of such fund balance reserves depends on the
potential viability of the County's revenues and expenses, as well as its working cash needs to
handle seasonality of revenues or expenditures.
At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County will
maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in
the amount which shall be no less than three percent of the fiscal year spending limit.
The County will budget a year-end fund balance in each fund, other than the Contingent and
Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term
debt market to pay current operating expenditures.
Annually, the County will, in total, maintain satisfactory levels of fund balance reserves and
contingent/emergency reserves to insure a continued strong financial position within the County.
The actual fund balance and reserve amounts will be reviewed and set annually by the Board of
Weld County Commissioners at the time of the adoption of the annual budget.
In formulating the fund balance reserve levels the County has considered the two most frequent
methods of determining a public entity's adequate reserve level by allocating enough money to
cover a specific number of days of operating expenses,or allocating a flat percentage of operating
revenues. As a prudent financial standard in the former case, a minimum of one to two months of
operating expenses should be considered and in the latter instance, a minimum level of five to ten
percent should be targeted. In addition, the reserve should be defined as only the unreserved or
undesignated portion of the fund balance, not the total fund balance that includes receivables,
accrued items,encumbrances, inventories, and subsequent year's expenditures. The unreserved
or undesignated fund balance is totally liquid and has the most financial flexibility.
With the above guidance Weld County has adopted the target reserve fund balance to be in the
range of eight to twelve percent of the budgeted expenses of the annual operating and capital
funds in total, excluding internal service funds.
52
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 one
percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995 and
fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health services
to County residents. The fund reflects revenue and expenditures for health care, health
education, health monitoring and other related activities.
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.
53
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 health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. The only active lease is for the North Jail.
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.
54
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman, Board of County Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance and Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Motor Vehicle Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance of Building and Plant Director, Personnel/General Services
County Council Chairman, County Council
District Attorney District Attorney
Victim Witness District Attorney
Finance and Administration Director, Finance and Administration
Accounting Controller
Purchasing Director, Personnel/General Services
Printing and Supply Director, Personnel/General Services
Personnel Director, Personnel/General Services
Computer Services Director, Finance and Administration
Geographical Information System Director, Finance and Administration
Capital Outlay Director, Finance and Administration
Sheriff Sheriff
Crime Control and Investigation Sheriff
Regional Forensic Lab Sheriff
55
BUDGET UNIT RESPONSIBLE OFFICIAL
Drug Task Force Sheriff
Traffic Enforcement Sheriff
Communications - County-wide Director, Finance and Administration
E-911 Administration Director, Finance and Administration
Criminal Justice Information System Director, Finance and Administration
Communications System Development Director, Finance and Administration
Coroner Coroner
Centennial Jail Sheriff
North Jail Sheriff
Community Corrections Chairman, Community Corrections Board
Building Inspection Director, Planning Services
Office of Emergency Management Sheriff
County-wide Animal Control Sheriff
Pest and Weed Control Director, Public Works
West Nile Virus Program Director, Finance and Administration
Economic Development Director, Finance and Administration
Waste Water Management Director, Finance and Administration
Engineering Director, Public Works
Extension Service Extension Agent
Veteran's Office Director, Personnel/General Services
Airport Director, Finance and Administration
Mental Health Director, Finance and Administration
Child Advocacy Center Director, Finance and Administration
Developmentally Disabled Director, Finance and Administration
Seniors Program Director, Finance and Administration
Missile Site Director, Personnel/General Services
Parks and Trails Director, Finance and Administration
Building Rents Director, Finance and Administration
Non-Departmental Director, Finance and Administration
56
BUDGET UNIT RESPONSIBLE OFFICIAL
Community Agency Grants Director, Finance and Administration
Island Grove Building Director, Finance and Administration
County Fair Extension Agent
Public Works Fund Director, Public Works
Social Services Fund Director, Social Services
Health Fund Director, Public Health and Environment
Human Services Fund Director, Human Services
Conservation Trust Fund Director, Finance and Administration
Contingency Fund Director, Finance and Administration
Emergency Reserve Fund Director, Finance and Administration
Solid Waste Fund Director, Finance and Administration
Capital Expenditure Fund Director, Finance and Administration
Paramedic Fund Director, Paramedic Services
Motor Pool Fund Director, Public Works
Insurance Fund Director, Finance and Administration
Phone Services Fund Director, Personnel/General Services
Health Insurance Fund Director. Finance and Administration
57
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Noxious Weeds:
Full-time staff $ 19,418 $ 19,418
Victim Witness:
Victim Witness Assistant 42,549
Restitution Victim Assistant 42,549
District Attorney:
Additional Deputy DA's (2) 187,686
Office Tech II 36,467
Part-time Deputy DA I 27,650
Juvenile Diversion Counselor 46,797
Juvenile Assessment Center 26,634
Extension:
Intern (Extension) 4,000
Intern (Fair) 4,000
Planning:
Assistant Planning Director 90,472
Planning Tech 45,468
Sheriff's Office:
Contract Jail Space (100 inmates) 1,642,500
Correctional Officer(2) Courts 107,866
Client Manager(3) - Work Release 142,626
Civil Process Server(0.5 FTE) 16,495
Assistant Bureau Chief 92,650 92,650
Relief Shift Commander 82,421
Victim Advocates 37,273
Traffic Enforcement- Deputy Sheriff II 58,301
Deputy Sheriff II (Inmate transports) 116,602
Five Correctional Officers 261,750
Counselor III (mental health) 57,001
Communications:
Call Taker(1.5) 43,007
Data Coordinator(1) 31,967
58
FUNDING
INCLUDED EXCLUDED
Engineering:
Engineering Tech (3 Full Time) $ 114,173
Sr. Engineer- Stormwater 82,440
Engineer II Stormwater 65,293
Traffic Engineer 82,440
Engineer II - Development Review 65,293
Developmentally Disabled:
Envision 46,125 $ 107,260
Mental Health:
NFRBH 135,875 9,188
Park and Trail:
Poudre Trail increase 1,500
Community Agency Grants:
IGRTC 11,160 3,234
RSVP 7.500
TOTAL GENERAL FUND $3,788,626 $ 319,072
Public Works:
Property Clerk $ 36,467
Motorgrader Foreman 61,044
Seasonal to Full Time (12) 156.900
TOTAL PUBLIC WORKS $ 254,411 $ 0
Paramedic Services Fund:
EMT Basic (3) $ 122,433
Rate Increase (10%) n/a 0
TOTAL PARAMEDIC SERVICES FUND $ 122,433 $ 0
59
iliervp
lURe.
COLORADO
EMPLOYEE
SALA i'\ Y SCHE 'J ULE
AND
BENEFITS
Si ,
ill /
SALARY RECOMMENDATIONS
Weld County strives to pay competitive and equitable salaries. To maintain this competitive
position, Weld County participates in various salary surveys. Salaries are set by the Board of
County Commissioners after full consideration is given to:
> Present pay rates compared to labor market competitors. The competitive job
market may vary by job classification or specific jobs.
> Ability to pay.
> Benefit and supplemental pay policies.
> Supply/demand situation for personnel needs.
> Supply/demand situation in the labor market.
> Employees' expectations.
Salary Surveys Utilized:
Mountain States Employers' Council - Public Employers
Mountain States Employers' Council - Front Range
> Budget reflects a salary adjustment of 3.5 percent with the only benefit change being the
increase in the health insurance county contribution. Coverage remains with Great-West
Healthcare. The Weld County Retirement Plan contribution for employer and employee
move to 7.5 percent in 2006. All other benefits remain the same.
The breakout by fund is as follows:
General Fund $ 1,404,614
Road and Bridge Fund 363,103
Health Fund 199,039
TOTAL $ 1.966.756
Social Services salaries will be set in accordance with the Board's policy since Social Services
employees are no longer in the State Merit System, as of July 16, 1997. A 3.5% increase is
included in the Social Services budget.
61
OTHER BENEFITS
VISION PROGRAM:
COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH
SINGLE AND FAMILY PLANS
MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY$600/YEAR
NO DEDUCTIBLE
50% OF COVERED EXPENSES INCURRED
EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
LIFE: Three times annual salary up to $600,000 at $.246/$1,000/per month
DISABILITY: $.38/$100 compensation
EMPLOYEE ASSISTANCE PROGRAM: Included in health plan.
WELLNESS: Wellness program will be continued to all County employees.
EXECUTIVE PAY PLAN: Elected Officials,and Chief Deputies have a direct benefit plan for health
purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan-(7.5 percent of gross salary for County and employee contribution.)
PERA-(10 percent of gross salary for County contribution and 8 percent of gross salary for
employee contribution.)
62
SALARY ADJUSTMENTS BY DEPARTMENT
DEPARTMENT NAME
2005 2006 DIFFERENCE
Board of County Commissioners $ 466,228 $ 483,299 $ 17,071
County Attorney 549,014 581,000 31,986
Clerk to the Board 188,411 180,536 -7,875
County Clerk 611,236 550,895 -60,341
Elections 165,478 164,988 -490
Motor Vehicle 1,200,661 1,343,036 142,375
Treasurer 499,183 510,304 11,121
Assessor 1,956,360 2,054,031 97,671
County Council 15,553 17,030 1,477
District Attorney 3,299,312 3,513,969 214,657
Victim Assistance 359,209 368,465 9,256
Finance 340,820 359,396 18,576
Accounting 299,796 314,223 14,427
Purchasing 109,140 113,900 4,760
Personnel 421,230 442,408 21,178
Planning 972,102 1,042,711 70,609
Buildings and Grounds 1,296,518 1,362,238 65,720
GIS 50,044 40,115 -9,929
Printing and Supply 80,096 84,262 4,166
Sheriff Administration 1,105,983 1,150,280 44,297
Sheriff Operations 4,666,422 4,883,400 216,978
Traffic 801,631 796,227 -5,404
Animal Control 78,464 119,316 40,852
Forensic Laboratory 115,980 124,547 8,567
Task Force 85,177 85,485 308
County Coroner 266,761 296,009 29,248
North Jail 7,915,553 8,271,490 355,937
63
DEPARTMENT NAME
2005 2006 DIFFERENCE
Centennial Jail 1,631,047 1,668,394 37,347
Building Inspection 904,896 947,547 42,651
Noxious Weeds 246,946 246,946 0
Office of Emergency Management 67,840 70,715 2,875
Engineering 1,485,477 1,472,529 -12,948
Missile Park 33,646 35,735 2,089
County Extension Office 181,120 178,350 -2,770
Veterans Affairs 55.525 53.697 -1.828
TOTAL GENERAL FUND 32,522,859 33,927,473 1,404,614
0
Public Works Administration 483,776 552,617 68,841
Public Works Trucking 836,461 873,273 36,812
Public Works Motor Grader 2,120,807 2,204,981 84,174
Public Works Bridge 1,355,190 1,455,682 100,492
Public Works Maintenance Support 1,001,717 1,048,811 47,094
Public Works Mining 600.022 625.712 25.690
TOTAL PUBLIC WORKS FUND 6,377,973 6,761,077 383,104
0
Health Administration 444,776 462,111 17,335
Health Promotion 465,059 469,870 4,811
Public Health Services 2,168,626 2,251,553 82,927
Environmental Health 1.335,430 1.429.396 93.966
TOTAL PUBLIC HEALTH FUND 4,413,891 4,612,930 199,039
64
POSITION AUTHORIZATION CHANGES
DUE TO 2006 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
1000-15100 District Attorney None Deputy DA III
1000-15100 District Attorney None Deputy DA IV
1000-15100 District Attorney None Office Tech III
1000-15100 District Attorney None .5 FTE Deputy DA I
1000-15200 Juvenile Diversion None JD Coordinator
1000-15200 Juvenile Diversion None JD Counselor
1000-15300 Victim Witness None Victim Assistant
1000- 15300 Victim Witness (4) CS Tech (Grade 16) (4)VW Assistant(Grade 20)
1000-15300 Victim Witness CSC (Grade 26) Victim Comp Admin
(Grade 30)
1000-15300 Victim Witness Office Tech II Office Tech III
1000-17100 Planning None Assistant Director
1000-17100 Planning None Planning Tech
1000-21100 Sheriff Administration Office Manager SO Office Manager
(Grade 36) (Grade 40)
1000-21200 Sheriff Operations None .5 FTE Civil Process Server
1000-21200 Sheriff Operations None Relief Shift CMDR
1000-21200 Sheriff Operations None (2) Deputy Sheriff II
1000-21210 Traffic Enforcement None SO Deputy II
1000-24410 North Jail None (5) Correctional Officer I
1000-24410 North Jail None Counselor III
1000-24410 North Jail None Asst. Bureau Chief
1000-24410 North Jail Book Mgr(Grade 32) Book Mgr(Grade 36)
1000-24420 Centennial Jail None (3) Client Managers
1000-24420 Centennial Jail None (2) Correction Officer III
1000-26100 Noxious Weeds PT Lead Worker FT Lead Worker
1000-31100 Engineering None (3) Engineer II
65
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
1000-31100 Engineering None (4) Engineer Tech
1000-31100 Engineering None (2) Senior Engineer
1000-31100 Engineering None (2) Surveyors
1000-96100 Extension None Intern
1000-96200 Fair None Intern
2000-30100 PW Administration Senior Engineer Transferred
2000-30100 PW Administration Engineer Tech Transferred
2000-32100 PW Trucking (2) Seasonal (2) Service Worker II
2000-32200 PW Motor Grader None Foreman
2000-32200 PW Motor Grader (2) Seasonal (2) Service Worker III
2000-32300 PW Bridge (2) Surveyors Transferred
2000-32300 PW Bridge (6) Seasonal (6) Service Worker I
2000-23400 PW Mtnc. Support (3) Seasonal (3) Service Worker I
2100-42110 Social Services None 4.5 FTE
2500-41210 Health Promotion 9.25 FTE 9.75 FTE
2560-41300 Public Health Services 45 FTE 44.94 FTE
5000-23100 Paramedic Services None (3) EMT Basic
66
SUMMARY
OF
FUNDS
. . .
JJ
(;$3.
ALL FUNDS REVENUE
$70,000,000
$60,000,000
$50,000,000
$40,000,000 I ■2005
$30,000,000 -
$20,000,000 ■2006
$10,000,0$00 i7
Ial X a) C C U O C U N
t H LL E as aa)i c m Z
o c a 0 a co mla
Il p c
0 ai E
2 N Lc CD LL N f`0
U ti
a;
J
2006 Revenue
Total $189,159,239 (2005 $173,993,227)
Paramedic Fees,
$6,215,459,3%
Internal Services,
$16,345,526,9% Property Tax,
Fund Balance, $62,664,995,33%
$32,400,000, 17%
Miscellaneous, Other Taxes,
$6,286,417, 3% $6,410,000, 3%
Chg for Service, Intergovernmental
$5,301,937,3% $42,765,505
Licenses/Permits, 23% Fees,$7,827,000,
$3,002,400,2% 4%
67
ALL FUNDS EXPENDITURES
$35,000,000
$30,000,000
2005
$25,000,000 '"
■2010
06
$20,000,000 ;3
t F' t' ii
$15,000,000
$10,000,000
$5,000,000 —
c,\c" S`°y .ca
#6 9..0 0 S` �ac1 03" `°a5 ,off ti f °tt `." \°e
\0\50 \\° .c , 6a `t' \°ga .o(CF co:,,c,
1 �0c e 50� 56'
J0 6° e o° �° 0Q' 0 \560 ♦ i)`°
5°6 Q c�0ib �0 6°��J` ?°0 \6. 0`a�0
Q
2006 EXPENDITURES
Total $174,712,018 (2005 $158,668,833)
Auxiliary,$445,461,0%—
Contingency,$10,150,000,
6%
Public Works,$1,733,681,
1% Capital,$13,205,000,8%
Social Services, Health,$6,766,027,4%
$19,841,300,11%
Public Safety,
Paramedic Service, $29,671,479,16%
$6,294,648,4%
Internal Services, a.". i
$16,975,526,10% tir'r '`�
n '' General Government,
Miscellaneous, ,. $22,214,312,13%
$3,294,897,2%
Human Services,
Road&Bridge, $14,326,517,8%
$28,804,463,16% Culture/Recreation,
$988,707,1%
68
2006 BUDGET
SUMMARY OF FUND BALANCES
2006 BUDGET ASSESSED VALUATION:$
2005 2005 2006 2006 2006 2006 2006 2006 2006 2006 TOTAL 2006
BEGINNING MILL BEGINNING MILL PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
FUND BALANCE LEVY BALANCE LEVY TAXES REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
1000 General Fund $ 5,910,784 13.909 $ 3,000,000 $ 42,518,849 $ 3,222,404 $ 14,616,589 $ 0 $ 63,357,842 $60,262,304 $ 3,095,538
SPECIAL REVENUE FUNDS:
2000 Public Works 8,139,552 2.002 6,540,000 6,671,146 10,070,000 9,305,000 0 32,586,146 28,804,463 3,781,683
2100 Social Services 2,816,968 1.772 1,820,000 5,600,000 13,521,300 0 0 20,941,300 19,841,300 1,100,000
2200 Conservation Trust 307,419 0.000 0 0 365,000 14,000 0 379,000 379,000 0
2300 Contingent 3,775,876 0.535 4,850,000 1,300,000 0 0 0 6,150,000 6,150,000 0
2400 Emergency Reserve 3,500,000 0.000 4,000,000 0 0 0 0 4,000,000 4,000,000 0
2500 Health Department 1,782,221 0.000 500,000 0 2,597,220 912,435 3,256,372 7,266,027 6,766,027 500,000
2600 Human Services 904,784 0.000 900,000 0 12,910,392 1,029,730 12,351 14,852,473 13,952,473 900,000
2700 Solid Waste 1,266,360 0.000 1,000,000 0 0 1,350,000 0 2,350,000 1,350,000 1,000,000
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 697,779 1.488 0 6,030,000 5,575,000 0 1,600,000 0 13,205,000 13,205,000 0
ENTERPRISE FUNDS:
5000 Paramedic Services 0 0.000 0 0 79,189 6,215,459 0 6,294,648 6,294,648 0
9
GROSS TOTALS $ 29,101,743 19.706 $ 28,640,000 $ 61,664,995 $ 42,765,505 $ 35,043,213 $ 3,268,723 $ 171,382,436 $161,005,215 $ 10,377,221
INTERFUND TRANSFER 0 0.000 0 0 0 0 -3,268,723 -3,268,723 -3,268,723 0
NET TOTALS $ 29,101,743 19.706 $ 28,640,000 $ 61,664,995 $ 42,765,505 $ 35,043,213 $ 0 $ 168,113,713 $157,736,492 $ 10,377,221
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 954,206 0.000 950,000 0 0 6,086,709 0 7,036,709 5,716,709 1,320,000
6200 Health Insurance 962,610 0.000 950,000 0 0 8,279,724 0 9,229,724 8,279,724 950,000
6300 Insurance 617,777 0.251 600,000 1,000000 0 356,800 0 1,956,800 1,356,800 600,000
6400 Phone Services 1,268,963 0.000 1,200,000 0 0 880,000 0 2,080,000 880,000 1,200,000
6500 Weld Finance Corp 0 0.000 0 0 0 742,293 0 742,293 742,293 0
NET TOTALS-I S FUNDS $ 3,803,556 0.251 $ 3,700,000 $ 1,000,000 $ 0 $ 16,345,526 $ 0 $ 21,045,526 $ 16,975,526 $ 4,070,000
GROSS TOTALS-
ALL FUNDS $ 32,905,299 19.957 $ 32,340,000 $ 62,664,995 $ 42,765,505 $ 51,388,739 $ 0 $ 189,159,239 $ 174,712,018 $ 14,447,221
GOVERNMENTAL FUNDS
2004 - 2006
Summary of Estimated Financial Sources and Uses
REVENUES
2004 2005 2006
Taxes $ 57,147,883 $ 65,580,948 $ 69,074,995
Licenses and permits 1,989,400 2,064,620 3,002,400
Intergovernmental 37,596,009 40,309,456 42,765,505
Miscellaneous 5,545,992 2,417,897 6,286,417
Fees 5,402,000 5,552,000 7,827,000
Charges for Services 4,316,156 4,532,516 5.301,937
Total Estimated Financial Sources $ 111.997,440 $120,457,437 $134,258,254
EXPENDITURES
Current:
General government $ 19,669,043 $ 20,633,047 $ 22,214,312
Public safety 26,091,944 27,740,315 29,671,479
Public works 25,254,398 28,703,955 30,538,144
Public health and welfare 22,021,131 24,849,078 26,607,327
Culture and recreation 1,036,054 973,707 988,707
Human services 11,600,226 12,521,726 14,326,517
Miscellaneous 2,320,125 2,334,815 3,740,358
Capital outlay 3,740,000 6,630,000 13,205,000
Contingency/ Reserves 8,575.000 8,850,000 10.150,000
Total Use of Resources $120.307,921 $133,236,643 $151,441,844
Net Increase (Decrease) in
Fund Balance -8,310,481 -12,779,206 -17,183,590
Fund Balance at Beginning of Year 31.225,498 31.490.017 27,560.811
Fund Balance at End of Year-without
Unspent Contingencies/ Reserves 22,915,017 18,710,811 10,377,221
Contingencies / Reserves Appropriated
but not Spent 8,575.000 8,850.000 10,150,000
Fund Balance at End of Year-with
Contingencies/ Reserves $ 31,490,017 $ 27.560,811 $ 20.527.221
70
WELD COUNTY
TOTAL TAXABLE PROPERTY
2005 ASSESSED VALUES
TO BE USED FOR 2006 BUDGET
Class 2004 Assd Value 2005 Assd Value Change Change
Vacant $ 105,946,400 $ 114,849,780 $ 8,903,380 8%
Residential $ 918,400,080 $ 1,051,660,420 $ 133,260,340 15%
Commercial $ 41945138:,575542617:,223265000 $ 507,005,580 $ 58,479,230 13%
Industrial $ $ 155,319,000 $ 1,571,740 1%
Agricultural $ $ 91,838,690 $ 287,470 0%
Natural Rsc $ 10,115,440 $ 9,428,420 $ (687,020) 7%
Oil &Gas $ 969,984,640 $ 1,279,812,120 $ 309,827,480 32%
State Assd" $ 295,147,000 $ 403,340,500 $ 108,193,500 37%
Total Value: $ 2,993,418,390 $ 3,613,254,510 $ 619,836,120 21%
Less TIF Value $ (2,955,060) $ (4,344,770)
Net Total: $ 2,990,463,330 $ 3,608,909,740 $ 618,446,410 21%
Class 2004 Assd Value 2005 Assd Value Change Change
Total Real $ 2,507,212,820 $ 3,030,120,520 $ 522,907,700 21%
Total Personal $ 483,250,510 $ 583,133,990 $ 99,883,480 21%
Percent of Value 2004 2005 Change
Real 84% 84% 0%
Personal 16% 16% 0%
Value Changes 20042005 Weld Assd By Type
Final 2005Value(Final)
14
3 '3
2C° f t..--n, Total
i
,� ,� ���k` Personal
3 IS L ra 18%
> L
seP
_ � gg
I606 1 _..� } 1 &,.
41 et? 4 pi
To Real
eee��� 40 84%
ctw
•2004 X2006
71
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING&ZONING/BLDG INSP $ 267,820 $ 446,671 $ 714,491
ANIMAL CONTROL 256,674 6,117 262,791
NOXIOUS WEEDS 381,946 47,070 429,016
EXTENSION SERVICE 382,648 155,134 537,782
VETERAN'S OFFICE 61,613 24,433 86,046
AIRPORT 0 32,618 32,618
MENTAL HEALTH 135,875 0 135,875
MISSILE SITE PARK 62,171 8,775 70,946
COUNTY FAIR 42,661 4,747 47,408
DEVELOPMENTALLY DISABLED 46,125 0 46,125
SENIOR COORDINATORS 12,500 0 12,500
VICTIM ASSISTANCE 158,570 23,386 181,956
JUVENILE DIVERSION 46,797 7,533 54,330
WASTE WATER MANAGEMENT 12,367 19,031 31,398
ECONOMIC DEVELOPMENT 100,000 0 100,000
A KID'S PLACE 8,250 0 8,250
GEOGRAPHICAL INFORMATION SYSTEM 316,783 30,551 347,334
COMMUNITY AGENCY GRANTS 72,294 0 72,294
PARKS AND TRAILS 138,500 0 138,500
ISLAND GROVE BUILDING 115,000 0 115,000
TOTAL $ 2,618,594 $ 806,066 $ 3,424,660
GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000
PUBLIC WORKS $ 6,671,146 $ 1,009,624 $ 7,680,770
ENGINEERING 1,583,968 72,541 1,656,509
TOTAL $ 8,255,114 $ 1,082,165 $ 9,337,279
CAPITAL:
EQUIPMENT $ 50,000 $ - $ 50,000
BUILDINGS 5,575,000 0 5,575,000
TOTAL $ 5,625,000 $ - $ 5,625,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 608,319 $ (608,319) $ -
BUILDING&GROUNDS 3,795,918 (3,795,918) 0
FINANCE&ADMINISTRATION 349,530 (349,530) 0
ACCOUNTING 403,625 (403,625) 0
PURCHASING 116,584 (116,584) 0
PERSONNEL 546,520 (546,520) 0
PBX/PHONES 0 0 0
INSURANCE 1,000,000 (1,000,000) 0
NON-DEPARTMENTAL 492,000 (492,000) 0
BUILDING RENTS 742,293 (742,293) 0
COMPUTER 2,879,703 (2,879,703) 0
PRINTING&SUPPLY 42,396 (42,396) 0
TOTAL $ 10,976,888 $ (10,976,888) $ -
73
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2004 ALLOCATED COSTS
APPLICABLE FOR 2006
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $263,768 TRAFFIC ENFORCEMENT $10,481
PUBLIC TRUSTEE 4,239 PEST&WEED CONTROL 50,413
ELECTIONS 94,606 EXTENSION SERVICE 166,150
ASSESSOR 332,934 VETERAN'S OFFICE 26,168
COUNTY COUNCIL 8,945 AIRPORT 34,934
DISTRICT ATTORNEY 466,138 MISSILE SITE PARK 9,398
SHERIFF 1,926,842 CLERK TO THE BOARD 122,917
CORONER 67,863 COUNTY FAIR 5,084
JAIL 1,552,483 COUNTY CLERK 498,638
COMMUNITY CORRECTIONS 20,227 JUVENILE DIVERSION 8,068
GRAPHIC INFORMATION SERVICE 32,720 VICTIM ASSISTANCE 25,047
SOCIAL SERVICES 949,185 CRIMINAL JUSTICE 2,732
HUMAN RESOURCES 920,290 PUBLIC WORKS 1,081,317
PUBLIC HEALTH 823,667 ENGINEERING 77,692
POLICE SERVICES(LEVEL) 128,792 TASK FORCE 2,402
r ANIMAL CONTROL 6,552 SOLID WASTE 20,383
REGIONAL FORENSIC LAB 24,562 COURTS-STATE 281,600
AMBULANCE 247,295 COURTS-COUNTY 293,387
OFFICE EMERGENCY SERVICES 5,940 HOUSING AUTHORITY 4,540
PLANNING&ZONING/BLDG INSP 478,389 OTHER 679,568
$11,756,356
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 2004,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2006 and
represents indirect costs to the departments in addition to the direct costs appropriated in each budget unit.The allocation
plus the direct costs represent the total cost of specific County programs for 2006.
TEN YEAR TREND
Beginning Fund Balance g
O
/ o
35,000,000- oel
in
co
M
®'
m
a? O N
30,000,000 v c m ®,
Cl. C CO
le
N a Cl
25,000,000 ') Cl S
m a•
N
-a 20,000,000 m ell
N - in a'
o r.
_
CO
15,000,000 - "
n v-
N
M
V
10,000,000
5,000,000
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
TEN YEAR TREND
County Expenditures
$50
4
$45 ■Gen Gov
®Public Safety 40
$40 O Roads & Bridges
O Health/Human Srv/Soc Sry 31
33
$35
,,-
30 ''
29 29
$30
O $25 25 26 ..r' � .1
10°1 r : i . 7 04
16.5 1, 2
$15 14
11 •
$10
$5
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
WELD COUNTY HOME RULE GOVERNMENT
(COUNTY CITIZENS)
[WELD COUNTY COUNCIL [Board of County Commissioners ioners -(. Assessor
—(County Attorney)
(5 Elected Members) (5 Elected Members)
I i i Sheriff 1
Department of
p Department of Department of Department of Department of Corrections.Law Enforcement
Finance, Central Public Health and Planning Public1 Human - ^^ma �^tra•Forensic Lab
Task Force,Code Enforcement
Purchasing, and Environment Services Works Services Office Emergency Management
Personnel
Commissioner Commissioner Commissioner Commissioner Commissioner
Coordinator `, Coordinator , Coordinator •. •ii. •r ` Coordinator ,
I I I
I
Director of Health Director Director of Public Works Social Services Clerk and
Finance and Planning Director Director Recorder
Health Department
Administration Health Board Services
Hospital Board Engineering Social Services —
Road and Bridge Recording
Finance Division I Planning and Zoning Pest and Weed Motor Vehicle
Personnel Services Building Inspection Fleet Management
Election
Information Services Paramedic Board of Adjustment /
Accounting Services Director Planning Commission
Unifor
m Buildin Code
Treasurers Office g Human Services
Utility Board
Clerk to the Board - Director
Budget Paramedic Services
Risk Management
Airport I Human Services
Communications Human Services Board
Contract Administration Extension Director
Sanitary Landfills
Purchasing
Buildings and Grounds Extension Service
Special Projects
Veterans' Services Fair Board
Printing and Supply
Coroner
SUMMARY OF
COUNTY FUNDED POSITIONS
2006
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET RECOMMEND RECOMMEND
DEPARTMENT 2004 2005 2006 2006 CHANGE
GENERAL FUND:
Office of the Board 6 6 6 6
County Attorney 5 5 5 5
Planning & Zoning 16 14 16 16 + 2.0
Clerk to Board 4 4 4 4
Accounting 6 5 5 5
Finance & Administration 2 2 2 2
Clerk & Recorder 43 44 44 44
Elections 4 4 4 4
Treasurer 10.5 10 10 10
Assessor 39 39.5 39.5 39.5
Personnel 5 5 5 5
Buildings and Grounds 34.5 25 25 25
Victim Witness 7 7 9 8 + 1.0
Juvenile Diversion 0 0 2 2 + 2.0
o Office of Emergency Management 1 1 1 1
Purchasing 2 2 2 2
District Attorney 48.25 49.25 52.75 52.75 + 3.5
Coroner 4.25 5 5 5
Centennial Jail 20 23 28 28 + 5.0
North Jail 132 132 139 139 + 7.0
Sheriff 16 19 20 19
Crime Lab 1 1 1 1
Drug Task Force 1 1 1 1
Building Inspection 17 16 16 16
Police Services 64 65.5 70 69 + 3.5
Traffic Enforcement 6 10 11 11 + 1.0
Community Corrections 1 1 1 1
Pest & Weed Control 1 1 2 2 + 1.0
Extension Service 10.75 10.75 10.75 10.75
Veteran's Office 1 1 1 1
Missile Site 1 1 1 1
General Engineering 10 11 22 22 + 11.0
Printing & Supply 2 2 2 2
Fair 0.3 0.3 0.3 0.3
Geographical Information System 1 1 1 1
Animal Control 2. 2. 2. 2. .
TOTAL GENERAL FUND 524.55 526.30 566.30 563.30 + 37.0
SUMMARY OF
COUNTY FUNDED POSITIONS
2006
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET RECOMMEND RECOMMEND
DEPARTMENT 2004 2005 2006 2006 CHANGE
PUBLIC WORKS:
Maintenance Support 16 16 19 19 + 3.0
Administration 8 9 8 8 - 1.0
Motor Graders 38 38 41 41 + 3.0
Trucking 13 13 15 15 + 2.0
Bridge Construction 22 22 26 26 + 4.0
Mining 11. 11. 11. 11.
TOTAL PUBLIC WORKS FUND 108. 109. 120. 120. + 11.0
HEALTH DEPARTMENT FUND:
Administration 7 7 7 7
V
Health Promotion 8.88 9.25 9.75 9.75 + 0.5
Environmental Services 23.50 24.50 24.5 24.5
Public Health Services 40.25 45. 44.94 44.94 - 0.06
TOTAL HEALTH DEPARTMENT 79.63 85.75 86.19 86.19 + 0.44
SOCIAL SERVICES 170 176 180.5 180.5 + 4.5
PHONE SERVICES 2 2 2 2
PARAMEDIC SERVICES 41. 41. 44. 44. + 3.0
GRAND TOTAL 925.18 940.05 998.99 995.99 + 55.94
Wi�Yc
GENERAL
FUND
GENERAL FUND
Revenue Changes
$45,000,000
$40,000,000 I
$35,000,000
®2006
$30,000,000
®2005
$25,000,000
$20,000,000
$15,000,000
$10,000,000 ',.
$5,000,000
a
o Ct C1 ittv `Q4 Otgg Coy Coo
Q`oQo Osee 0°p000 040 GS ao4 �tyoP \for°� y4o��9�0 caOa�a
F %.4 +2.
`�o fee Seg �� Q°
t N rot 4
6
2006 Revenue
Total $63,357,841 (2005 $58,598,742)
Other Taxes,$110,000,
0%
Fee Accounts,
$6,327,000,
Intergovernmental,rnmental,
$3,222,404,5%
Property Tax,
$42,518,848,67% Licenses/Permits,
.__ $2,384,000,4%
Charges for Services,
$2,599,247,4%
Fines/Forfeitures,
Fund Balance, Miscellaneous, $153,500,0%
$3,000,000,5% $3,042,842,5%
81
GENERAL FUND
EXPENDITURE CHANGES
$35,000,000
$30,000,000
$25,000,000 ■2006
104
O 2005
$20,000,000
$15,000,000 ,
$10,000,000
$5,000,000 1 .
$0
Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2006 Expenditures
Total $60,262,304 (2005 $54,930,228)
Health&Welfare,
$2,684,870,4%
General Gov., Human Serv.,$250,520,
$22,214,312,37% 0%
Misc.,$2,652,274,4%
Auxilary,$445,461, 1%
- - - Public Works,$1,733,681,
3%
Culture/Rec.,$609,707,
Public Safety, 1%
$29,671,479,50%
82
TEN YEAR TREND
General Government
$25
$20
•
m co
$15
w Z •
O
J
J
$10
•
•
$5
•
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
TEN YEAR TREND
Public Safety
$35
$30
$25
y $20
O . . .'
E $15
$10
$5
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
TEN YEAR TREND
Health & Welfare
$50
$45
$40
$35
o, $30
zi $25
$20
$15 ■ ■ ■ ■ ■ ■: ■' ■ ■
$10
■ ■' ■ ■' ■ ■ ■ ■I
$5
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
GENERAL FUND SUMMARY
The General Fund is funded at the level of $60,262,304, up $5,332,076. Without salary
adjustments,the budget for the general government functions is up$1,581,265. Election costs are
up $167,792 in order to hold a primary and general election in 2006 by use of voting centers.
Information Services increased $199,739 in costs due to contract cost-of-living changes and the
addition of one applications programmer. The District Attorney's budget is up$255,095,due to the
addition of 2.5 FTE's for Deputy DA's and one additional clerical position required by the addition
of a District Court Judge. The District Attorney is also requesting the re-implementation of the
Juvenile Diversion Program discontinued three years ago, at a cost of$112,012. Planning is up
$694,167 with offsetting revenue,for a net increase of$65,896. The increase in Planning is for an
Assistant Director, Planning Tech, and reimbursement to Public Work's Engineering Division for
land use referrals,traffic engineering, and stormwater/drainage associated with new development.
Other departments had normal inflationary increases.
Public safety functions are up $1,931,164. The Sheriffs Office budget is up $ 2,989,153. The
increases in operations is for two additional deputies for inmate transports,an additional deputy for
traffic enforcement, a relief shift commander, and a 0.5 FTE civil process server. Other increases
are for the cost of the jail because of the growth of the inmate population, which continues to
increase. The additional cost includes three client manager positions for the Jail Alternative
Sentencing program,a mental health counselor,five correctional officers for the North Jail, and two
officers for the courts unit. Weld County has also budgeted $1,642,500 to house 100 inmates in
2006 at facilities outside Weld County, to cope with the overcrowded conditions of the jail until
Phase III of the North Jail is completed in 2007. Communication costs for the grant to purchase
outside agency radios are down $500,000, since the 800 MHz system is being completed.
Other significant changes include Engineering,which is up$195,981 due to added staff for land use
referral and stormwater/drainage,and professional services costs. The Health Department subsidy
is up $163,829 due to salary increases. In addition, the Community Agency Grant budget created
to consolidate small grants to community organizations, is up$26,634 for the Juvenile Assessment
Center. Finally, $1404,614 is included for a 3.5 percent salary increase, the increase of retirement
to 7.5 percent, and health insurance rate increases for 2006.
The available resources to the General Fund total$63,357,842,up$5,056,745. Property taxes are
budgeted at $42,518,849. Interest revenue is up $500,000 due rate increases projected for next
year. Revenues from oil and gas leases are up $30,000. Tobacco tax is up $85,000, since the
State is not taking the local share. Building Inspection fees are up$200,000, and land use fees are
up $629,280, because of the fee adjustments in 2005, as well as anticipated growth. Charges for
services are up $517,026, with the majority of increases being in the Sheriffs budget.
Intergovernmental revenues are down $569,407, due to the $500,000 Energy Impact Grant for
800 MHz radios not being included in the 2006 budget. The Treasurer's fees are anticipated to be
up$397,000. Clerk and Recorder's fees are up$350,000, 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 $3,000,000 for 2006. An estimated ending fund
balance of$3,095,538 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 amounts to $4,000,000, 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 2006 and future years.
86
GENERAL FUND
SUMMARY OF REVENUE
2006
ACCOUNT NUMBER 2005 2006 2006 2006
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 41,593,093 42,518,849 42,518,849 0
1000 90100 4116 PROPERTY TAX ADJUSTMENT -1,962,812 0 0 0
1000 90100 4140 SEVERANCE TAXES 25,000 25,000 25,000 0
1000 90100 4150 TOBACCO PRODUCTS 0 85,000 85,000 0
TOTAL TAXES 39,655,281 42,628,849 42,628,849 0
LICENSES &PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE 4,000 4,000 4,000 0
1000 17100 4221 PERMITS 370,720 1,000,000 1,000,000 0
1000 25100 4222 BUILDING 700,000 900,000 900,000 0
1000 25100 4224 ELECTRICAL 100,000 130,000 130,000 0
1000 25100 4226 PLAN CHECK 300,000 350,000 350,000 0
TOTAL LICENSES&PERMITS 1,474,720 2,384,000 2,384,000 0
op INTERGOVERNMENTAL REVENUE
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 2,000 2,000 0
116003 24210 4320 FEDERAL GRANTS 694,323 0 0 0
1000 15100 4336 REIMBURSEMENTS 53,600 53,600 53,600 0
1000 21210 4336 REIMBURSEMENTS 0 46,828 46,828 0
1000 24410 4336 REIMBURSEMENTS 0 8,500 8,500 0
1000 31100 4336 REIMBURSEMENTS 0 149,713 149,713 0
1000 15300 4340 GRANTS 64,791 115,000 115,000 0
1130 15300 4340 GRANTS 68,670 77,721 77,721 0
1120 15300 4340 GRANTS 28,989 31,352 31,352 0
1000 21100 4340 GRANTS 29,500 108,206 108,206 0
1000 22200 4340 GRANTS 500,000 0 0 0
1000 24200 4340 GRANTS 97,358 88,400 88,400 0
116005 24210 4340 GRANTS 0 387,520 387,520 0
116003 24220 4340 GRANTS 1,837,690 0 0 0
116005 24220 4340 GRANTS 0 1,822,474 1,822,474 0
1000 96400 4340 GRANTS 0 1,200 1,200 0
1000 90100 4352 THORNTON 29,890 29,890 29,890 0
1000 24410 4354 CITIES AND TOWNS 385,000 300,000 300,000 0
TOTAL INTERGOVERNMENTAL REVENUE 3,791,811 3,222,404 3,222,404 0
GENERAL FUND
SUMMARY OF REVENUE
2006
ACCOUNT NUMBER 2005 2006 2006 2006
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 90,000 105,000 105,000 0
1000 10400 4410 CHARGE FOR SERVICES 42,458 51,686 51,686 0
1000 11200 4410 CHARGE FOR SERVICES 160,000 110,000 110,000 0
1000 15100 4410 CHARGE FOR SERVICES 20,000 25,000 25,000 0
1000 15200 4410 CHARGE FOR SERVICES 0 65,215 65,215 0
1000 17350 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 0
1000 17600 4410 CHARGE FOR SERVICES 204,000 204,000 204,000 0
1000 21100 4410 CHARGE FOR SERVICES 24,000 24,000 24,000 0
1000 21200 4410 CHARGE FOR SERVICES 262,000 283,840 283,840 0
1000 22100 4410 CHARGE FOR SERVICES 338,488 353,731 353,731 0
1000 22200 4410 CHARGE FOR SERVICES 250,000 250,000 250,000 0
1000 24410 4410 CHARGE FOR SERVICES 257,000 362,000 362,000 0
1000 24420 4410 CHARGE FOR SERVICES 325,000 625,000 625,000 0
1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 0
°D 1000 50100 4410 CHARGE FOR SERVICES 1,375 1,375 1,375 0
m
1000 90100 4420 PARKING 14,500 34,500 34,500 0
1000 10400 4430 SALE OF SUPPLIES 400 400 400 0
1000 13100 4430 SALE OF SUPPLIES 20,000 20,000 20,000 0
1000 15100 4430 SALE OF SUPPLIES 25,000 35,000 35,000 0
1000 17100 4430 SALE OF SUPPLIES 9,000 9,000 9,000 0
1000 17600 4430 SALE OF SUPPLIES 18,000 18,000 18,000 0
1000 21200 4430 SALE OF SUPPLIES 1,000 1,500 1,500 0
TOTAL CHARGE FOR SERVICE 2,082,221 2,599,247 2,599,247 0
FINES&FORFEITURES
1000 21210 4510 FINES 125,000 125,000 125,000 0
1000 90100 4510 FINES 24,000 24,000 24,000 0
1000 24410 4520 FORFEITURES 3,000 4,500 4,500 0
TOTAL FINES&FORFEITURES 152,000 153,500 153,500 0
GENERAL FUND
SUMMARY OF REVENUE
2006
ACCOUNT NUMBER 2005 2006 2006 2006
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 1,000,000 1,500,000 1,500,000 0
1000 22100 4624 RENTS FROM BUILDINGS 54,400 54,400 54,400 0
1000 90100 4624 RENTS FROM BUILDINGS 64,982 64,982 64,982 0
1000 90100 4640 OIL AND GAS 150,000 180,000 180,000 0
1000 90100 4650 OVERHEAD 797,788 797,814 797,814 0
1000 21260 4670 REFUND OF EXPENDITURE 103,132 104,828 104,828 0
1000 21410 4670 REFUND OF EXPENDITURE 85,189 54,068 54,068 0
1000 24410 4670 REFUND OF EXPENDITURE 0 500 500 0
1000 26200 4670 REFUND OF EXPENDITURE 34,968 36,000 36,000 0
1000 23200 4680 OTHER 250 250 250 0
1000 96200 4680 OTHER 250,000 250,000 250,000 0
TOTAL MISCELLANEOUS 2,540,709 3,042,842 3,042,842 0
FEES
°D 1000 12100 4720 ADVERTISING FEES 30,000 53,000 53,000 0
1000 11100 4730 OTHER FEES 4,500,000 4,850,000 4,850,000 0
1000 12100 4730 OTHER FEES 950,000 1,347,000 1,347,000 0
1000 13100 4730 OTHER FEES 25,000 25,000 25,000 0
1000 15100 4730 OTHER FEES 7,000 7,000 7,000 0
1000 90100 4740 FEES,CABLE FRANCHISE 40,000 45,000 45,000 0
TOTAL FEES 5,552,000 6,327,000 6,327,000 0
TOTAL GENERAL FUND 55,248,742 60,357,842 60,357,842 0
GENERAL FUND
SUMMARY OF EXPENDITURES
2006
ACCOUNT# 2005 2006 2006 2006
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 572,672 581,422 581,422 0
1000 10200 COUNTY ATTORNEY 644,993 713,319 713,319 0
1000 10300 PUBLIC TRUSTEE 7,000 7,000 7,000 0
1000 10400 CLERK TO THE BOARD 205,334 204,979 204,979 0
1000 11100 COUNTY CLERK 770,245 788,006 788,006 0
1000 11200 ELECTIONS AND REGISTRATION 1,129,578 1,247,370 1,247,370 0
1000 11300 MOTOR VEHICLE 1,330,801 1,348,191 1,348,191 0
1000 12100 TREASURER'S OFFICE 725,083 744,983 744,983 0
1000 13100 ASSESSOR 2,224,656 2,198,456 2,198,456 0
1000 14100 COUNTY COUNCIL 26,673 26,673 26,673 0
1000 15100 DISTRICT ATTORNEY 3,334,177 3,604,272 3,604,272 0
1000 15200 JUVENILE DIVERSION 0 112,012 112,012 0
1000 15300 VICTIM WITNESS 223,354 316,119 273,570 0
1120 15300 VICTIM WITNESS 28,989 31,352 31,352 0
0 1130 15300 VICTIM WITNESS 68,670 77,721 77,721 0
1000 16100 FINANCE 349,530 349,530 349,530 0
1000 16200 ACCOUNTING 403,625 403,625 403,625 0
1000 16300 PURCHASING 116,584 116,584 116,584 0
1000 16400 PERSONNEL 546,520 546,520 546,520 0
1000 17100 PLANNING OFFICE 857,760 1,521,927 1,521,927 0
1000 17200 BUILDINGS AND GROUNDS 3,795,918 3,795,918 3,795,918 0
1000 17300 INFORMATION SERVICES 2,679,964 2,879,703 2,879,703 0
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 276,525 326,783 326,783 0
1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000 50,000 50,000 0
1000 17600 PRINTING AND SUPPLY 264,396 264,396 264,396 0
TOTAL GENERAL GOVERNMENT 20,633,047 22,256,861 22,214,312 0
GENERAL FUND
SUMMARY OF EXPENDITURES
2006
ACCOUNT# 2005 2006 2006 2006
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,179,672 1,411,464 1,326,917 0
1000 21200 SHERIFFS OPERATIONS 5,430,532 5,768,401 5,717,401 0
1000 21210 TRAFFIC CONTROL 1,056,593 1,021,073 1,021,073 0
1000 21230 ORDINANCE 88 ENFORCEMENT 260,426 256,764 256,764 0
1000 21260 REGIONAL LAB 196,045 203,655 203,655 0
1000 21410 DRUG TASK FORCE 155,425 155,425 155,425 0
1000 22100 COMMUNICATIONS SERVICE 1,561,698 1,662,559 1,662,559 0
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 1,000,000 250,000 250,000 0
1000 22300 E-911 700 700 700 0
1000 22400 CRIMINAL JUSTICE SYSTEM 1,012,740 894,840 894,840 0
1000 23200 COUNTY CORONER 524,761 524,761 524,761 0
1000 24200 COMMUNITY CORRECTIONS 97,358 88,400 88,400 0
116003 24210 RESIDENTIAL TREATMENT CENTER 694,323 0 0 0
116005 24210 RESIDENTIAL TREATMENT CENTER 0 387,520 387,520 0
kip 116003 24220 THE RESTITUTION CENTER 1,837,690 0 0 0
1-
116005 24220 THE RESTITUTION CENTER 0 1,822,474 1,822,474 0
1000 24410 NORTH JAIL COMPLEX 9,444,778 10,076,644 10,076,644 0
1000 24420 CENTENNIAL JAIL 1,696,403 2,005,147 2,005,147 0
1000 24440 CONTRACT JAIL SPACE 0 1,642,500 1,642,500 0
1000 25100 BUILDING INSPECTION 1,142,393 1,134,893 1,134,893 0
1000 26100 NOXIOUS WEED DIVISION 344,418 415,105 391,946 0
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 104,360 107,860 107,860 0
TOTAL PUBLIC SAFETY 27,740,315 29,830,185 29,671,479 0
PUBLIC WORKS
1000 31100 ENGINEERING 1,539,700 1,733,681 1,733,681 0
CULTURE&RECREATION
1000 50100 MISSILE PARK 63,546 63,546 63,546 0
1000 50200 PARKS AND TRAILS 137,500 138,500 138,500 0
1000 56100 AIRPORT 9,868 0 0 0
TOTAL CULTURE&RECREATION 210,914 202,046 202,046 0
GENERAL FUND
SUMMARY OF EXPENDITURES
2006
ACCOUNT# 2005 2006 2006 2006
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
HEALTH&WELFARE
1000 56110 SENIOR PROGRAMS 12,500 12,500 12,500 0
1000 56120 WASTE WATER 12,310 12,367 12,367 0
1000 56130 DEVELOPMENTALLY DISABLED 46,125 153,385 46,125 0
1000 56140 MENTAL HEALTH 135,875 145,063 135,875 0
1000 56150 A KID'S PLACE 8,250 8,250 8,250 0
1000 56160 COUNTY CONTRIBUTIONS 2,397,517 2,561,346 2,561,346 0
TOTAL HEALTH&WELFARE 2,612,577 2,892,911 2,776,463 0
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 100,000 100,000 100,000 0
1000 60300 INDUSTRIAL REVENUE BONDS(IRB) 741,893 742,293 742,293 0
TOTAL ECONOMIC ASSISTANCE 841,893 842,293 842,293 0
MISCELLANEOUS
1/40 1000 90100 NON DEPARTMENTAL 492,000 492,000 492,000 0
N
1000 90150 COMMUNITY AGENCIES GRANTS 45,660 83,028 72,294 0
1000 96100 EXTENSION 377,648 382,648 382,648 0
1000 96200 FAIR 288,661 292,661 292,661 0
1000 96400 VETERANS 62,813 62,813 62,813 0
1000 96500 ISLAND GROVE BUILDINGS 85,000 115,000 115,000 0
1000 99999 SALARY CONTINGENCY 0 1,404,614 1,404,614 0
TOTAL MISCELLANEOUS 1,351,782 2,832,764 2,822,030 0
TOTAL GENERAL FUND 54,930,228 60,590,741 60,262,304 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES ` LAST FY: CURRENT FY NEXT FY NEXT FY
Personnel Services $ 477,903 $ 446,228 $ 466,228 $ 466,228
Supplies 331 1,450 1,450 1,450
Purchased Services 88,570 104,994 113,744 113,744
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 566,804 $ 552,672 $ 581,422 $ 581,422
Revenue 0 0 0 0
Net County Cost $ 566,804 $ 552,672 $ 581,422 $ 581,422
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Out of town expenses is increased by $5,750, registrations is
increased by$3,000. Remaining accounts are at 2005 level.
OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic
Objective Section in Budget message.
93
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.288 0.280 0.272
Per capita cost(county support) $2.72 $2.60 $2.64
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:
94
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
county regulations. Of three full-time assistants, two share the responsibilities of the County
Attorney, while one enforces child support obligations and handles dependency neglect cases.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES, LAST FY ' CURRENT FY NEXT FY A NEXT FY
Personnel Services $ 525,055 $ 549,014 $ 549,014 $ 549,014
Supplies 1,567 1,500 1,500 1,500
Purchased Services 144,045 94,479 162,805 162,805
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 670,667 $ 644,993 $ 713,319 $ 713,319
Revenue 113,637 90,000 105,000 105,000
Net County Cost $ 557,030 $ 554,993 $ 608,319 $ 608,319
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: Expenditures are up $68,326 due to costs for West Law services to
allow inmates access by disks versus being on-line. Other line items are stable. Revenues from
services to Social Services are up $15,000. Net costs of the budget are up $53,326.
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.
95
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
#of new requests for legal assistance 528 540 550
#of new mental health cases 49 50 55
#of new code violations 48 50 50
#of new zoning and building code cases 59 60 60
Efficiency Measures
FTE's per 10,000/capita 0.240 0.233 0.225
Per capita cost(county support) $2.67 $2.58 $2.77
Number of agenda requests/D&N/mental
cases per FTE 180 186 185
Effectiveness Measures (desired results)
% of new requests for legal assistance
handled within 20 days 100% 100% 100%
% of new code violations disposed at
pre-trial conference or earlier 100% 100% 100%
% of new mental health cases handled
within 10 days after certification 100% 100% 100%
% of new zoning or building code violation
cases filed within 10 days after 100% 100% 100%
referral and required delay
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified due to the change in the way the inmates have access to a legal library.
BOARD ACTION:
96
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee — 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed
in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and
operating costs are funded by public trustee fees outside of county budget.
r
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 7,000 7,000 7,000
Purchased Services 0 0 0 0
Gross County Cost $ 0 $ 7,000 $ 7,000 $ 7,000
Revenue 0 0 0 0
Net County Cost $ 0 $ 7,000 $ 7,000 $ 7,000
Budget Positions -- - - - - - -
SUMMARY OF CHANGES: No change. Per Section 37-37-104(3), C.R.S., all expenses of the
office are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are
to be maintained in a special reserve fund until one year's operating costs are accumulated. For
several years in Weld County there was no revenue going into the General Fund. However, in
2002, 2003, and 2005 revenue was received, although none was received in 2004. Based upon
the statute and due to the uncertainty of the amount, no revenues are budgeted for 2006. However,
per Section 38-37-103(3), C.R.S., the county must continue to furnish all books, blanks, and
stationery for the use of the Public Trustee, at a cost of$7,000.
OBJECTIVES: Perform statutory duties as prescribed by C.R.S. 38-37-101, et. seq., 1973.
97
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of released liens 24,100 22,000 19,000
Number of cures 52 57 63
Number of redemptions 79 85 94
Number of foreclosures 1,155 1,200 1,250
Efficiency Measures
Per capita cost(county support) $0.00 $0.033 $0.032
Cost per lien released $0.15 $0.32 $0.39
Effectiveness Measures (desired results)
Foreclosures per 10,000 capita 55 58 58
Percent of cures/redemptions to
foreclosures 11% 12% 13%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section
38-37-102(3), C.R.S. See the following page for the Public Trustee's budget which, as a state
office, is maintained independent of Weld County's budget.
BOARD ACTION:
98
WELD COUNTY
PUBLIC TRUSTEE
BUDGET 2006
Income
Foreclosure Revenues $ 870,782
Release Revenues 416,847
Interest Revenues 24,000
Total Income $1,311,629
Cost of Foreclosures
Cost of Foreclosures $ 502,915
Cost of Releases 71.784
Total Cost of Foreclosure $574,699
Personal Expenses
Salaries 196,000
Trustees Allowance 48,500
FICA, Medicare 18,704
FUTA 392
SUTA 734
Retirement 20,000
Employee Health, Life 23.000
Total Personal Expenses 307,330
Office/Other
Bank Service Charges 60
Dues and Subscriptions 1,100
Equipment Purchase 30,000
Equipment Lease 14,100
Insurance/Bond 4,000
Office Supplies 9,000
Postage/Delivery 9,900
Professional Fees 24,000
Rent 20,600
Meetings 500
Maintenance and Repair 3,500
Telephone 4,540
Travel and Conferences 1,000
Utilities 4,000
Miscellaneous 4.500
Total Office/Other 130,800
Total Personnel and Office Expense 438.130
Total Expenses 1,012.829
Net Income $ 298,800
99
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the
County Commissioners, retains all records of the Board, and processes liquor licenses.
ACTUAL BUDGETED `, REQUESTED RECOMMEND
RESOURCES . LAST FY` CURRENT FY NEXT FY . NEXT FY
Personnel Services $ 166,619 $ 188,411 $ 188,411 $ 188,411
Supplies 7,266 10,000 11,000 11,000
Purchased Services 10,166 16,442 15,442 15,442
Fixed Charges -9,117 -9,519 -9,874 -9,874
Capital 0 0 0 0
Gross County Cost $ 174,934 $ 205,334 $ 204,979 $ 204,979
Revenue 55,573 42,858 52,086 52,086
Net County Cost $ 119,361 $ 162,476 $ 152,893 $ 152,893
Budget Positions 5 4 4 4
SUMMARY OF CHANGES: Office supplies were increased $1,000 and legal notices were
decreased $1,000 to reflect expenditure patterns. Charges to the County Attorney for clerical
support is up $355 or$9,874 in the contra account. Revenues for charges to Phone services are
up $9,228 or$51,686. Net change in the budget is a decrease of$9,583
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.
100
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 215 215 230
Number of documents optically scanned 3,643 4,000 4,200
Number of BOE hearings scheduled 57 466 50
Efficiency Measures
FTE's per 10,000/capita 0.240 0.233 0.227
Per capita cost(county support) $0.57 $0.76 $0.69
Cost per meeting/hearing $551.17 $738.52 $664.75
Effectiveness Measures(desired results)
Percent of documents distributed within the
week approved 90% 90% 90%
Percent of minutes not transcribed within
2weeks 1% 1% 1%
Percent of contracts/resolutions scanned
within 2 weeks 99% 99% 99%
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval.
BOARD ACTION:
101
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
ACTUAL ' BUDGETED REQUESTED RECOMMEND.
RESOURCES LAST FY CURRENT FY 'NEXT FY NEXT FY
Personnel Services $ 574,036 $ 611,236 $ 611,236 $ 611,236
Supplies 82,532 44,979 65,032 65,032
Purchased Services 86,033 97,530 96,738 96,738
Fixed Charges 13,152 16,500 15,000 15,000
Capital 40,516 0 0 0
Gross County Cost $ 796,269 $ 770,245 $ 788,006 $ 788,006
Revenue 4,634,188 4,500,000 4,850,000 4,850,000
Net County Cost $ -3,837,919 $ -3,729,755 $ -4,061,994 $ -4,061,994
Budget Positions 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording
3 FTE-Admin. 3 FTE-Admin. 3 FTE-Admin. 3 FTE-Admin.
SUMMARY OF CHANGES: Supplies are up $20,053 due to higher utilization; postage is down
$9,000 with more electronic mailings; repair and maintenance contracts for new machines are up
$6,708; and equipment is down $1,500. Net increase in expenditures is 17,761. Revenues are
budgeted at$4,850,000.
OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory
services to the public.
102
RECORDING/ADMINISTRA HON
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 107,929 100,517 110,569
Number of copies produced 147,493 162,242 178,466
Number of marriage licenses issued 1,437 1,581 1,739
Efficiency Measures
FTE'S per 10,000/capita - Recording 0.48 0.47 0.45
Per capita contribution $3.82 $3.59 $3.58
Number of documents recorded per FTE 10,793 10,052 11,057
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
103
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.
LL..
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY•' CURRENT FY NEXT FY NEXT FY
Personnel Services $ 396,292 $ 242,535 $ 324,816 $ 324,816
Supplies 487,764 320,756 626,004 626,004
Purchased Services 152,804 213,287 292,050 292,050
Fixed Charges 2,560 3,000 4,500 4,500
Capital 0 350,000 0 0
Gross County Cost $ 1,039,420 $ 1,129,578 $ 1,247,370 $ 1,247,370
Revenue 106,356 160,000 110,000 110,000
Net County Cost $ 933,064 $ 969,578 $ 1,137,370 $ 1,137,370
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: The 2006 budget funds the primary and general election. Cost of the
elections is $1,247,370, with $110,000 in offsetting revenue from other jurisdictions. The cost of
the election compared to 2004 is up$207,950. The increases are due to growth, inflation, and the
addition costs because of using vote centers.
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.
104
ELECTIONS
(CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 572,481 190,724 381,448
Revenue generated from elections $106,356 $160,000 $110,000
Efficiency Measures
FTE'S per 10,000/capita 0.192 0.188 0.18
Per capita cost(county support) $4.99 $5.26 $5.67
Transactions per FTE 143,120 47,681 95,362
Effectiveness Measures(desired results)
Percent of voter transactions per capita 275% 89% 173%
Percent of voter participation 90.3% 45% 85%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
105
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle -- 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax,
sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files
on all titles and license plates issued in Weld County, and provides law enforcement agencies with
vehicle registration information.
ACTUAL BUDGETED ' ' REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY `NEXT FY
Personnel Services $ 1,145,602 $ 1,200,661 $ 1,200,661 $ 1,200,661
Supplies 8,073 9,860 13,460 13,460
Purchased Services 121,723 120,280 134,070 134,070
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,275,398 $ 1,330,801 $ 1,348,191 $ 1,348,191
Revenue 0 0 0 0
Net County Cost $ 1,275,398 $ 1,330,801 $ 1,348,191 $ 1,348,191
Budget Positions 30 Full-time 30 Full-time 31 Full-time 31 Full-lime
5 Part-time 5 Part-time 4 Part-time 4 Part-time
SUMMARY OF CHANGES: The budget has increased $3,600 for small items of equipment,
$12,340 for postage,$500 for publications,$500 for equipment maintenance,and$1,000 for travel.
Total increase is $17,390, primarily due to growth in activity.
OBJECTIVES: 1)Provide helpful and efficient statutory services to the public;2)Minimize the time
it takes for the public to obtain motor vehicle licenses.
106
MOTOR VEHICLE
(CONTINUED)
1000 - 11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 439,146 450,921 496,013
FORT LUPTON BRANCH OFFICE:
Number of marriage licenses issued 123 150 200
DEL CAMINO BRANCH OFFICE: Number
of marriage licenses issued 190 225 250
Efficiency Measures
FTE'S per 10,000/capita - DMV 1.44 1.46 1.40
Per capita cost $6.12 $6.20 $6.13
Number of titles/registrations issued per
FTE 14,638 14,546 16,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases appear
justified due to growth in activity.
BOARD ACTION:
107
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Treasurer-- 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,such
as property taxes,and disbursing funds collected for the state,county school districts, municipalities
and special districts. The Treasurer deposits county funds in banks in the county, and invests
reserve funds as allowed by statute and approved by the Board of Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT..FY NEXT FY `.; NEXT FY .
Personnel Services $ 374,244 $ 499,183 $ 499,183 $ 499,183
Supplies 33,505 32,200 34,500 34,500
Purchased Services 187,141 193,700 211,300 211,300
Fixed Charges 255 0 0 0
Capital 0 0 0 0
Gross County Cost $ 595,145 $ 725,083 $ 744,983 $ 744,983
Revenue 1,456,327 980,000 1,400,000 1,400,000
Net County Cost $ -861,182 $ -254,917 $ -655,017 $ -655,017
Budget Positions 9.5 10.5 10 10
SUMMARY OF CHANGES: Supplies are up$2,300 with increases of$2000 in computer software
and$1,300 in office supplies,offset by a$1,000 reduction in small equipment. Purchased services
are up$17,600 with an increase in banking services of$10,000,advertising$500, postage$4,500,
membership $200, and phones $1,500. All other items are unchanged. Revenues are projected
at$1,400,000. A request for the upgrade of two Office Tech III's to Office Tech IV's is not included.
OBJECTIVES: 1)To efficiently and effectively collect taxes and to pass through funds to the state,
school districts, special districts, municipalities, and county; 2) To assure the greatest security of
principal for investments with a reasonable return on funds invested; 3)To maintain rapport with
all agencies and all constituents of the county; 4) To make a maximum effort to collect on
bankruptcies; 5)To print and process tax notices more efficiently; 6)To enhance internal controls
by providing for improved separation of duties within the office.
108
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected 232M 235M 260M
Miscellaneous Revenue Collected 55M 58M 60M
Investments 51M 75M 86M
Efficiency Measures
FTE's per 10,000/capita .456 .466 .453
Per capita expenditure $2.85 $3.37 $3.39
Effectiveness Measures (desired results)
Investment Interest Percent 3.0% 3.5% 4.1%
Property Tax Percent Collected 99.65% 99.5% 99.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Personnel did not
recommend the upgrade of two Office Tech III's to Office Tech IV's,since the positions do not meet
the criteria for Office Tech IV classification.
BOARD ACTION:
109
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100
DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County.
Maintains accurate public records including ownership history, parcel values and parcel maps.
Completes appraisals of all real and personal property using statutory mandates and mass
appraisal techniques. Completes statutory reports and certifications for Weld County taxing
authorities for use in the property tax system. Completes and delivers an accurate tax warrant to
the Treasurer for collection of property taxes.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY_' CURRENT FY . NEXT FY NEXT FY
Personnel Services $ 1,847,751 $ 1,956,360 $ 1,956,360 $ 1,956,360
Supplies 76,772 58,296 58,296 58,296
Purchased Services 133,576 210,000 183,800 183,800
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2,058,099 $ 2,224,656 $ 2,198,456 $ 2,198,456
Revenue 58,181 45,000 45,000 45,000
Net County Cost $ 1,999,918 $ 2,179,656 $ 2,153,456 $ 2,153,456
Budget Positions 39 38.5 39.5 39.5
SUMMARY OF CHANGES: The only changes are a reduction of postage of$30,000, since 2006
is not a reappraisal year, therefore, do not have to mail Notice of Valuations. Printing is up$1,425.
OBJECTIVES: 1) Discover, list and value all new parcels and new construction in Weld County;
2) Maintain accurate and timely ownership and parcel information; 3) Inspect and inventory 10
percent of existing buildings in order to improve the accuracy and faimess of property valuations;
4) Complete reappraisal of all property in 2005; 5) Use technology to improve accuracy and
efficiency; 6)Administer the Homestead Exemption for Seniors; and 7) Complete and deliver an
accurate tax warrant to the Treasurer for collection.
110
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
work Outputs
Number of parcels (including personal
property and SA) 165,265 173,580 183,177
Telephone Calls Answered 46,740 45,000 40,000
Number of administrative updates to
database 130,000 130,000 135,000
Number of walk-ins requesting assistance 4,000 3,600 3,000
Number of Property Inspections 7,500 8,000 8,000
Sales Verification 12,600 12,700 12,000
Efficiency Measures
FTE's per 10,000/capita 1.83 1.82 1.75
Per capita cost(county support) $9.59 $10.15 $9.79
Cost per parcel $12.18 $12.44 $11.76
Parcels Per FTE 4,349 4,550 4,637
Effectiveness Measures(desired results)
Deed Processing Time (days) 60 30 14
Requests for Information per FTE 1,278 1,250 1,117
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to market
value 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
111
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
r
ACTUAL - BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 10,069 $ 15,553 $ 15,553 $ 15,553
Supplies 274 400 400 400
Purchased Services 2,040 10,720 10,720 10,720
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 12,383 $ 26,673 $ 26,673 $ 26,673
Revenue 0 0 0 0
Net County Cost $ 12,383 $ 26,673 $ 26,673 $ 26,673
Budget Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter,
responding to situations as they arise; 2) Conduct performance audits of county departments as
determined to be necessary; 3) Investigate policies and procedures of county government and
make reports to the people of Weld County of the findings by County Council; 4) Increase
accessibility to Weld County citizens by continuing to conduct Council business during regularly
scheduled meetings in outlying communities, encouraging opportunities for dialogue with County
residents.
112
COUNTY COUNCIL
(CONTINUED)
1000-14100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.049 0.048 0.047
Per capita cost(county support) $0.059 $0.124 $0.121
Effectiveness Measures(desired results)
Respond to public concerns 100% 100% 100%
Comply with Home Rule Charter 100% 100% 100%
requirements
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
113
TEN YEAR TREND
District Attorney
4
3.5
3
■
2.5 ■ ■
F o 2 ■ ■ ■ ■
■. . . ■ ■1.51
■ ■ ■ ■
0.5 ■ ■ ■ ■ ■ ■ ■
0 ■ ■ ■ ■ ■' . ■ ■ ■'
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
TEN YEAR TREND
District Attorney Local Cost
4
3.5
3
2.5
I Co
O 2
J
J
1.5
1
0.5 . . ■ . ■ ■' ■ ■ ■
0 I I I I I t I t I I
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney-- 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies;answers all criminal complaints of the people;handles
such civil matters as juvenile actions, and non-support actions; serves as attorney for all county
officers except the County Commissioners; handles consumer fraud and welfare fraud complaints.
ACTUAL BUDGETED 'REQUESTED RECOMMEND:
RESOURCES ! LAST FY `.j, CURRENT FY. NEXT FY NEXT FY
Personnel Services $ 2,942,473 $ 3,057,184 $ 3,299,312 $ 3,299,312
Supplies 36,595 44,000 47,200 47,200
Purchased Services 203,165 195,294 217,061 217,061
Fixed Charges 23,834 37,699 40,699 40,699
Capital 0 0 0 0
Gross County Cost $ 3,206,067 $ 3,334,177 $ 3,604,272 $ 3,604,272
Revenue 130,599 105,600 120,600 120,600
Net County Cost $ 3,075,468 $ 3,228,577 $ 3,483,672 $ 3,483,672
Budget Positions 48.25 48.25 52.75 52.75
SUMMARY OF CHANGES: The budget increases include the 2005 mid-year addition of two
attorney positions($187,686)and one clerical position($36,467)due to the new Weld County judge
appointment effective July 1, 2005. One 20 hour per week Deputy District Attorney I position
($27,650)to help in County Court has been requested. Although not in this budget unit, a Juvenile
Diversion Counselor ($46,797) has been requested in the reinstated Juvenile Diversion budget.
Due to the DA no longer doing process serving, an additional 30 hour per week Process Server has
been added in the Sheriff's budget to handle the workload, at a cost of$16,495.
Increases in service and supplies are due to higher prices for supplies, toner cartridges which now
are charged to individual departments, an increase in Colorado DA Association dues for the
computer system,an increase in postage,and added personnel which will increase phone charges.
Revenues are up in charges for services ($5,000), and sale of copies are up $10,000. In the
Community Agency Grants budget there is $26,634 for the Juvenile Assessment Center.
The DA's net budget is up$255,095, Juvenile Diversion is up$46,797,the increase in the Sheriff's
budget(due to shift of workload) is up$16,495,for a total net increase of County cost attributed to
the DA of$318,387.
116
DISTRICT ATTORNEY
(CONTINUED)
1000 - 15100
OBJECTIVES: Prosecute cases as indicated below in workload measures.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The mid-year
positions were necessary to accommodate the new District Court judge. The additional 20 hour
per week Deputy DA 1 for County Court is a policy issue for the Board. Caseload appears to justify
the position.
The services and supply line increases also appear to be justified for the reasons cited above.
Juvenile Diversion positions are discussed in the reinstated Juvenile Diversion budget.
No funds are included in the proposed budget for the White Collar Crime Task Force. If approved,
it would be funded by donations and any expenses would be offset by revenues in the final budget.
BOARD ACTION:
117
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion — 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides supervision,
counseling, apology letter to victim, restitution payments, community service hours, a variety of
groups offered and other services to juvenile offenders who would otherwise be prosecuted through
the Courts.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES ' LAST .FY, CURRENT FY•"' NEXT FY " NEXT FY
Personnel Services $ 0 $ 0 $ 112,012 $ 112,012
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Contra Account 0 0 0 0
Gross County Cost $ 0 $ 0 $ 112,012 $ 112,012
Revenue 0 0 65,215 65,215
Net County Cost $ 0 $ 0 $ 46,797 $ 46,797
Budget Positions 0 0 2 2
SUMMARY OF CHANGES: Program was eliminated effective September 30, 2003, however, the
District Attorney has requested it be reinstated. The program will have a Juvenile Diversion
Coordinator($65,215) and Juvenile Diversion Counselor ($46,797), for a total cost of$112,012.
The MYAT program will reimburse the County$65,215 for one FTE. Net county cost is $46,797.
OBJECTIVES: N/A
118
JUVENILE DIVERSION
(CONTINUED)
1000-15200
FINANCE/ADMINISTRATION RECOMMENDATION: In June, 2003, the Board of County
Commissioners, in consultation with the courts and DA,decided to eliminate the Juvenile Diversion
program effective September 1, 2003. The group concluded that,with the elimination of the State
funding of over 50% of the program costs as of June 30, 2002, the program was no longer
cost-effective. The low success rate of the program was also an issue. The program was
eliminated and three positions added to the DA's budget to deal with the added juvenile caseload.
The new DA has requested the two positions listed above be reinstated to deal with the growing
caseload and work with the Juvenile Assessment Center.
In the final budget another position funded by SB-94 funds may be added, if the contract has been
approved by that time. It is recommended that the positions funded by SB-94 and MYAT only be
approved with the condition that the positions are not guaranteed to be funded by the General Fund
if the funding goes away. SB-94 dollars may not be available after this year, and MYAT is
dependent upon Social Services funding from the State. Policy issue.
BOARD ACTION:
119
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims
of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims
Rights Amendment.The program provides services to all victims/witnesses involved in cases being
prosecuted through the District Attorney's Office.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY `NEXT FY NEXT FY
Personnel Services $ 270,796 $ 300,055 $ 401,758 $ 359,209
Supplies 2,094 4,020 2,496 2,496
Purchased Services 32,747 16,938 20,938 20,938
Gross County Cost $ 305,637 $ 321,013 $ 425,192 $ 382,643
Revenue 207,655 162,450 224,073 224,073
Net County Cost $ 97,982 $ 158,563 $ 201,119 $ 158,570
Budget Positions 7 7 9 8
SUMMARY OF CHANGES: The requested budget included the following:
1. A new full-time specialized Victim Witness Assistant handling felony domestic violence,
sexual assault and child sexual assault,felony child abuse and child abuse resulting in
death cases.
2. A new full-time Restitution Victim Assistant compiling restitution information on felony,
misdemeanor,juvenile and traffic cases.
3. Reclassification of five employees to secure equitable titles and compensation for the
new duties the Victim Witness staff is presently performing. Personnel recommends a
10 percent increase, based on salary survey data for comparable positions ($9,256).
The recommended budget includes only the addition of one position($42,549). Salary adjustments
will be considered in the final budget based upon salary survey data. Service and supply accounts
are up $2,476 for phones and printing.
Revenues include$31,352 for a VOCA grant, $77,721 for VALE grant and$115,000 for COMP and
VALE Administrative Funds.
120
VICTIM ASSISTANCE
(CONTINUED)
1000-15300
OBJECTIVES: 1) To investigate and prepare victim applications for the Crime Victim
Compensation(CVC)Board; 2)To advise and coordinate activities for the VALE and CVC Boards;
3) To prepare and mail victim impact statements, restitution requests, victim notifications on VRA
cases, as mandated by statute, to keep victims informed of court hearings; 4)To call/notify victims
and witnesses who no longer need to appear in court to testify; 5) To coordinate and schedule
victims and witnesses to testify, meet and escort them to the courtroom, and provide support and
education of the criminal justice system; 6) To provide assistance to victims who request
modification of mandatory protective orders to provide safety planning and resource information;
7)To review files and compile information to determine victim restitution; 8)To make initial contact
with misdemeanor domestic violence victims to explain the court process,obtain input on resolution
of the case and support them when they appear at court and to meet with the Deputy DA; and 9)To
have victim witness assistants assigned to victims when the case is initially filed, providing support,
referrals, and education throughout the court process, and to assist the Deputy DA's in the
prosecution of the case by maintaining case management on all witnesses subpoenaed,
coordinating witnesses during the court hearings and supporting the prosecutor during the course
of the hearing.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of CVC claims processed 469 500 500
Number of victims and witnesses served 18,965 20,000 21,000
Number of VRA notices provided 17,697 18,408 19,200
Number of VALE grants administered 11 11 12
Efficiency Measures
FTE'S per 10,000/capita 0.335 0.326 0.364
Per capita cost(county support) $0.47 $0.74 $0.72
Effectiveness Measures(desired results)
Total CVC funds awarded $517,405 $500,000 $500,000
Average weeks to process Comp. claim 5.3 5.0 5.0
Total VALE grant funds awarded $295,842 $316,054 $320,000
Formal complaints to state against V/W 0 0 0
Program
121
VICTIM ASSISTANCE
(CONTINUED)
1000-15300
FINANCE/ADMINISTRATION RECOMMENDATION: Only one additional position is
recommended since that is all the added revenue can support. The historical agreement with the
Board and DA is that any increase in Victim/Witness programs would come from grant revenue or
COMP/VALE administrative dollars. The County will fund the base amount for the program and the
Victim Rights Amendment requirement; however, any additional funding must come from grant
resources. Salary levels will be adjusted in the final budget based upon salary survey data. All
other changes are recommended.
BOARD ACTION:
122
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
f c
ACTUAL BUDGETED ' REQUESTED', '; RECOMMEND
RESOURCES': LAST' FY CURRENT FY m 'NEXT FY >:'' NEXT FY
Personnel Services $ 321,756 $ 340,820 $ 340,820 $ 340,820
Supplies 105 250 250 250
Purchased Services 5,761 8,460 8,460 8,460
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 327,622 $ 349,530 $ 349,530 $ 349,530
Revenue 0 0 0 0
Net County Cost $ 327,622 $ 349,530 $ 349,530 $ 349,530
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in
CAPP Insurance Pool; 3) Obtain award for GFOA Distinguished Budget Presentation; 4) Develop
budget strategy to allow county to deal with FY 2005; 5)Oversee the capital construction program
for 2005.
123
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 3.5% 3.0% 3.0%
Budgeted fund balance vs actual variance 8.2% 3.0% 3.0%
Number of departments with performance
measures 50 50 50
Efficiency Measures
FTE'S per 10,000/capita 0.096 0.093 0.091
Per capita cost(county support) $1.57 $1.63 $1.59
Effectiveness Measures(desired results)
Percent variance in projected revenue 5.6% 5.0% 5.0%
Percent of categories met or exceeded -
GFOA 95% 95% 95%
Percent of departments with performance
measures 90% 90% 90%
Percent variance in projected fund balance 24% 10% 10%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
124
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain
and produce accurate records for departments' use to allow proper budgetary control. Maintains
records for grants in the county, and assists in the annual audit by an independent auditor. Issues
county warrants and provides budgetary control by processing supplemental appropriations, etc.
'ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY - CURRENT FY NEXT FY NEXT FY
Personnel Services $ 403,128 $ 299,796 $ 299,796 $ 299,796
Supplies 69,778 70,500 70,500 70,500
Purchased Services 26,011 33,329 33,329 33,329
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 498,917 $ 403,625 $ 403,625 $ 403,625
Revenue 0 0 0 0
Net County Cost $ 498,917 $ 403,625 $ 403,625 $ 403,625
Budget Positions 6 5 5 5
SUMMARY OF CHANGES: No change in costs. Line items reallocated to match historical
expenditure patterns.
OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many
years; and accurately and efficiently process payroll for the employees of Weld County.
125
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants
issued 38,322 40,000 30,000
Average number of employees paid 1,150 1,120 1,190
Number of employees trained on General
Ledger 105 110 115
Total County federal funds $34.1 $36.0 $36.5
Efficiency Measures
FTE's per 10,000/capita .288 .235 .225
Per capita cost(county support) $2.39 $1.89 $1.83
Account Payable warrants per week per
A/P FTE 122 150 115
Employees paid monthly per Payroll FTE 1,150 1,120 1,190
Effectiveness Measures(desired results)
GFOA certificate received Yes Yes Submitted
Number of audit adjustments 8 5 3
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Purchase cards
should reduce the number of warrants issued each year.
BOARD ACTION:
126
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone
proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the
Board of County Commissioners on all bids.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY " NEXT FY
Personnel Services $ 103,745 $ 109,140 $ 109,140 $ 109,140
Supplies 425 1,400 1,400 1,400
Purchased Services 3,472 6,044 6,044 6,044
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 107,642 $ 116,584 $ 116,584 $ 116,584
Revenue 0 0 0 0
Net County Cost $ 107,642 $ 116,584 $ 116,584 $ 116,584
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1)To maintain and operate the centralized purchasing function of Weld County
Government; 2) Establish annual requirements for purchasing of like items by departments; 3)
Survey user departments for feedback on current system; 4) Maintain adequate liaison with
customers and conduct training as required; 5) Provide feedback to user departments; and
6) Implement the use of purchasing cards (P-Cards).
127
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $24 million $28 million $30 million
Number of formal bids 295 300 305
Number of Purchase Orders placed 3,700 3,800 2,000
Efficiency Measures
FTE'S per 10,000/capita 0.096 0.093 0.091
Per capita cost(county support) $0.52 $0.54 $0.53
Cost per Purchase Order $29.09 $30.68 $58.29
Effectiveness Measures (desired results)
Process vendor invoices and/or department
requisitions on all PO's within 7 days 90% 90% 90%
Process emergency requests within
24 hours 99% 99% 99%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the use of
purchase cards the number of purchase orders should drop.
BOARD ACTION:
128
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is
responsible for setting up employment policies, rules,job classification and compensation. All job
applicants submit applications to the Personnel Department, which screens them according to
skills, education and experience; then they refer three -five chosen applicants to departments for
interviews.
'ACTUAL BUDGETED REQUESTED RECOMMEND.
RESOURCES, LAST FY- CURRENT FY NEXT FY NEXT FY
Personnel Services $ 357,990 $ 421,230 $ 421,230 $ 421,230
Supplies 81,710 85,250 85,250 85,250
Purchased Services 32,889 40,040 40,040 40,040
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 472,589 $ 546,520 $ 546,520 $ 546,520
Revenue 0 0 0 0
Net County Cost $ 472,589 $ 546,520 $ 546,520 $ 546,520
Budget Positions 5 4.5 5 5
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and
employees of Weld County Government; 2) To administer salary and benefit programs for the
employees of Weld County; 3)To administer the insurance and safety programs of Weld County
Government; 4)To assist in the recruitment and selection of applicants for county positions; 5)To
communicate changes in employment law to officials and employees of Weld County Government;
6)To conduct or participate in unemployment, civil rights and grievance hearings.
129
PERSONNEL
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S) 1,150 1,140 1,155
Occupied FTE'S 1,100 1,120 1,135
Number of employees terminated 131 130 135
Efficiency Measures
FTE'S per 10,000/capita 0.240 0.233 0.227
Per capita cost(county support) $2.27 $2.55 $2.48
Personnel served per FTE 230 228 231
Effectiveness Measures(desired results)
Turnover rate 13% 13% 12%
Number of people attending training 507 350 400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
130
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land-use decisions in
relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and
subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and
community development activities.
ACTUAL BUDGETED,; REQUESTED ? RECOMMEND;
RESOURCES LAST FY CURRENT FY: 'NEXT FY NEXT FY
Personnel Services $ 764,631 $ 836,161 $ 972,102 $ 972,161
Supplies 62,069 30,200 30,200 30,200
Purchased Services 59,086 81,448 609,674 609,674
Capital 0 0 0 0
Contra Account -90,049 -90,049 -90,049 -90,049
Gross County Cost $ 795,737 $ 857,760 $ 1,521,927 $ 1,521,986
Revenue 493,434 379,720 1,009,000 1,009,000
Net County Cost $ 302,303 $ 478,040 $ 512,927 $ 512,986
Budget Positions 16 14 16 16
SUMMARY OF CHANGES: Budget reflects midyear personnel adjustment for Assistant Planning
Director($90,472), and the addition of a Planning Tech position ($45,468)which resulted from the
personnel study of Planning and Public Works done in mid-2005. In addition, the budget includes
$528,226 for the chargeback of Public Works positions that are involved with land use development
reviews. Showing the cost in this budget is done to reflect the true costs of administrating land use
development in the County to demonstrate development is paying its own way. Revenue increases
reflect the mid-year fee modification approved by the Board. The replacement of one vehicle is
budgeted in the Motor Pool fund.
OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use
activities, and incorporate County Code changes; 2) Actively participate in County-wide GIS; 3)
Continue to develop IGA's; 4) Continue to implement Road Impact Fee Program; 5) Continue to
make necessary changes to County Code; 6) Continue to work with Weld County Planning
Commission and Advisory Boards; 7) Conduct Special Projects, i.e. Strategic Road Plan, Trails
Project, and Storm Water Drainage 8) Continue to meet the Land Use needs of the public; 9)
Continue to actively pursue violations and assist communities in resolving these issues; 10)
Continue to participate in Census Follow-up Program; 11) Continue to work on intemet usage for
public access to County Land Use and Procedures and 12) Continue to evaluate the needs of the
Southwest Planning Office.
131
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 560 578 614
Number of requests for information 4,687 6,000 6,500
Number of administrative land use cases 426 430 435
Current Planning Effectiveness Measures
Avg. conditions of approval per application 18 18 18
Number of Walk in customers served 2,747 2,800 2,810
Long Range Planning Work Outputs
Number of requests for information 330 345 350
Number of Intergovernmental Agreements 7 2 2
Number of County Code revisions 3 4 3
Number of Annexations and Referrals 42 50 60
Hours for Open Space and Trails projects 125 50 50
Long Range Planning Effectiveness Measures
Avg. Number of Public Outreach Meetings 70 50 50
Number of land use referrals 42 52 60
Number of requests for information 330 340 350
Technical Support Work Outputs
Avg. land use applications per year 508 560 600
Total Public Hearings 92 102 110
Average length of hearings 3.2 hours 3.2 hours 3.8 hours
Number of phone calls 67,781 68,500 69,000
Compliance Planning Work Outputs
Number of site visits 378 360 380
Number of violations issued 140 150 150
Number of violations to County Attorney 50 45 60
Average number of District Court hearings 39 55 50
Number of Community Clean-ups 2 2 2
Liquor License Files 50 50 50
Compliance Planning Effectiveness Measures
Total cases per compliance officer 363 370 370
Number of site inspections 360 360 369
132
PLANNING AND ZONING
(CONTINUED)
1000-17100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget is
consistent with the mid-year policy decisions the Board made concerning Planning and Public
Works staffing and fee structure.
BOARD ACTION:
133
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, South County Services Building, Public Works
Headquarters,Ambulance Buildings, North County Jail,Health Building,Training Center,Southwest
Weld Administration Building, Public Safety Administration Building, and Weld Business Park
Administrative Buildings.
ACTUAL BUDGETED, ` REQUESTED '; ,RECOMMEND';
RESOURCES LAST FY CURRENT FY: NEXT FY . :' -NEXT FY
Personnel Services $ 1,323,158 $ 1,296,518 $ 1,296,518 $ 1,296,518
Supplies 669,257 361,000 375,300 375,300
Purchased Services 1,479,156 2,157,400 2,163,100 2,163,100
Fixed Charges 11,881 31,000 21,000 21,000
Contra Account -80,378 -50,000 -60,000 -60,000
Gross County Cost $ 3,403,074 $ 3,795,918 $ 3,795,918 $ 3,795,918
Revenue 0 0 0 0
Net County Cost $ 3,403,074 $ 3,795,918 $ 3,795,918 $ 3,795,918
Budget Positions 34.5 25 25 25
SUMMARY OF CHANGES: Net overall budget is unchanged. Line items have been reallocated
to reflect historical expenditure patterns. An overestimation in the growth of utility bills allowed for
the reallocation of resources to other line items to absorb inflation, and the two additional buildings
that will come on-line in 2006. The two new buildings amount to an additional 28,500 square feet
of space to maintain. Per square foot cost for building maintenance in Weld County is $4.92 per
square foot, which is very good in industrial standards.
134
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2)
Complete all capital projects approved by the Board.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 726,000 743,000 771,500
Number of preventative maintenance work
orders (PMs) 400 415 430
Number of tracked repair work orders 1,250 1,275 1,400
Efficiency Measures
FTE'S per 10,000/capita 1.65 1.16 1.14
Per capita cost(county support) $16.44 $17.45 $17.25
Cost per square foot $4.72 $5.11 $4.92
Effectiveness Measures (desired results)
Percent of work orders completed within 14
days 95% 95% 95%
Percent of PM work orders completed on
schedule 100% 100% 100%
Clean assigned buildings and maintain an
80% Customer Satisfaction rating 95% 95% 95%
Complete Emergency Work Orders within
24 hours 99% 99% 99%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Computer Services — 1000-17300
DEPARTMENT DESCRIPTION: Computer services provides data processing support services
to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc.
(ACS).
=ACTUAL , BUDGETED 'REQUESTED ;RECOMMEND
RESOURCES ;.LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 554,558 $ 0 $ 0 $ 0
Purchased Services 2,449,642 2,479,964 2,729,703 2,729,703
Fixed Charges 0 0 0 0
Contra Account -748,218 -800,000 -850,000 -850,000
Capital 0 1,000,000 1,000,000 1,000,000
Gross County Cost $ 2,255,982 $ 2,679,964 $ 2,879,703 $ 2,879,703
Revenue 108,720 0 0 0
Net County Cost $ 2,147,262 $ 2,679,964 $ 2,879,703 $ 2,879,703
Budget Positions -- - - -- - -
SUMMARY OF CHANGES:ACS contract costs are as follows for 2006:
2006 2005
Base Contract(COL) $1,960,677 $1,912,855 (2.5%)
Contract Enhancement One (Set at 3%) 85,078 82,600
Contract Enhancement Two (Set at 4%) 110,716 106,458
E-gov(Set at 4%) 148,742 143,983
Amendment/Microcomputer Tech(Set at 3%) 81,955 79,568
E-gov II (Set at 4%) 88,400 85,000
Applications Support 95,000 0
Network/Microcomputer Support(Set at 3%) 159,135 154.500
TOTAL $2.729.703 $2,564,964
$1,000,000 has been budgeted for equipment and software upgrades,which include PC's, printers,
servers, network equipment and software applications. Revenue is budgeted in a contra account,
in the amount of$850,000. An additional position for application support has been added due to
the growing number of applications to maintain. Net increase in the budget is $199,739.
136
COMPUTER SERVICES
(CONTINUED)
1000-17300
OBJECTIVES: By way of contract services through the ACS Corporation, provide timely, reliable,
and effective service to county departments in pursuit of departmental functions. This includes data
processing, word processing, personal computing, and other related office automation projects.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported 1,042 1,053 1,060
Number of Personal Computer systems
installed/replaced 229 223 300
Number of staff trained 200 200 200
Number of applications supported 198 205 210
Number of applications upgraded 80 90 105
Efficiency Measures
FTE'S per 10,000/capita 0.9113 0.9315 0.9100
Per capita cost(county support) $10.30 $12.47 $13.10
Effectiveness Measures(desired results)
Percent of users upgraded to standard 95% 95% 95%
Percent of users surveyed who are satisfied 99% 99% 99%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Allocation of funds
for specific hardware and software upgrades will be done by the Information Services Governance
Committee for 2006, with final Board approval prior to year-end. Recommend the additional
Applications Support position to maintain good service level for users.
BOARD ACTION:
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information system
that serves the entire county and some outside entities via a contract with the ACS Corporation.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 35,346 $ 50,044 $ 50,044 $ 50,044
Supplies 30,570 63,100 104,603 104,603
Purchased Services 13,355 147,472 146,382 146,382
Fixed Charges 0 9,509 15,754 15,754
Capital 19,553 6,400 10,000 10,000
Gross County Cost $ 98,824 $ 276,525 $ 326,783 $ 326,783
Revenue 22,968 10,000 10,000 10,000
Net County Cost $ 75,856 $ 266,525 $ 316,783 $ 316,783
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Net budget costs are up $50,258. Budget provides $10,000 for new
hardware, $104,603 for software, $11,480 for training, $34,902 for professional services, $15,754
for miscellaneous items, and $100,000 for orthophotography updates. Staffing has been reduced
to only one county FTE classified as a GIS Tech. The GIS Mapper position is no longer needed.
Through the ACS contract, 3 FTE are provided, and 1 FTE from the Assessor's Office is assigned
to work on GIS parcel maps. Revenue is budgeted at $10,000 from the sales of GIS data and
maps.
OBJECTIVES: Maintain a current geographical information system for Weld County via a contract
with ACS to provide GIS data to county staff and citizens.
138
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 97,00 102,000 110,000
# Parcels Updated 5,000 5,000 5,000
#Available Coverages(Layers) in GIS 800 1,000 1,100
Efficiency Measures
FTE'S per 10,000/capita 0.096 0.046 0.045
Per capita costs(County support) $0.36 $1.24 $1.44
Effectiveness Measures (desired results)
% Parcels in GIS with orthophotography/
imagery 100% 100% 100%
% County covered by orthophotography/
imagery 100% 100% 100%
#Parcels in GIS vs. # Parcels in Assessor
system 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget varies due
to need for software updates and the amount of orthophotography needed each year.
BOARD ACTION:
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY
BUDGET UNIT TITLE AND NUMBER: Capital Outlay— 1000-17500
DEPARTMENT DESCRIPTION: Central account for capital outlay items.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 42,130 50,000 50,000 50,000
Gross County Cost $ 42,130 $ 50,000 $ 50,000 $ 50,000
Revenue 0 0 0 0
Net County Cost $ 42,130 $ 50,000 $ 50,000 $ 50,000
Budget Positions
SUMMARY OF CHANGES: See listing of requested and recommended items.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
140
CAPITAL OUTLAY
(CONTINUED)
1000-17500
REQUESTED RECOMMENDED APPROVED
CLERK AND RECORDER:
Plat File Cabinets (2) $ 10,000 $ 10,000
UN-DESIGNATED: 40.000 40.000
TOTAL $ 50.000 $ 50,000
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county.
is+i u'k C 7n
ACTUAL BUDGETEO TAEQUESTEO,; RECOMMEND'
'RESOURCES 'LAST FY ' CURRENT FY' NEXT FY NEXT FY
Personnel Services $ 85,523 $ 80,096 $ 80,096 $ 80,096
Supplies 60,002 53,000 53,000 53,000
Purchased Services 90,864 127,300 127,300 127,300
Fixed Charges 0 4,000 4,000 4,000
Capital 209 0 0 0
Gross County Cost $ 236,598 $ 264,396 $ 264,396 $ 264,396
Revenue 219,143 222,000 222,000 222,000
Net County Cost $ 17,455 $ 42,396 $ 42,396 $ 42,396
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1)Provide high quality printing and copying services to user departments; 2)Meet
needs of departments in obtaining office supplies; 3) Accommodate departments in metering
postage; 4) Continue to maintain inventory levels at proper level; and 5) Provide county-wide
courier service to county departments.
142
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,875 1,900 1,950
Mail Pieces 625,000 625,000 630,000
Supply Orders 1,150 1,250 1,250
Efficiency Measures
FTE's per 10,000/capita 0.096 0.093 0.091
Per Capita cost(county support) $0.084 $0.197 $0.193
Effectiveness Measures (desired results)
Fill Supply orders within 24 hours Efficiency 95% 95% 95%
Process/deliver county mail within 24 hours 100% 100% 100%
Process and Post Priority mail daily 100% 100% 100%
Provide Printing on due date 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
143
TEN YEAR TREND
Sheriffs Office Local Costs
$25
$20
$15
F y
F Z
O
J
J
5
$10
$5
$0 I I I I I I I I
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary- -All Departments
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL BUDGETED ' -REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY `'NEXT FY ' NEXT FY
Personnel Services $ 14,184,137 $ 15,418,479 $ 16,603,645 $ 16,468,098
Supplies 462,111 531,293 595,975 595,975
Purchased Services 3,233,791 3,323,793 5,220,101 5,220,101
Fixed Charges 31,786 33,669 91,622 91,622
Capital 377 217,000 137,591 137,591
Gross County Cost $ 17,912,202 $ 19,524,234 $ 22,648,934 $ 22,513,387
Revenue 1,657,316 1,834,807 2,084,770 2,084,770
Net County Cost $ 16,254,886 $ 17,689,427 $ 20,564,164 $ 20,428,617
Budget Positions 243 253.5 273 271
SUMMARY OF CHANGES: See Individual Organization Units.
OBJECTIVES:See Individual Organization Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Organization Units.
BOARD ACTION: See Individual Organization Units.
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency.
These activities include office automation,clerical staff,training, uniforms,common office supplies,
accounting for inmate funds, commissary accounting/distribution to inmates, inventory control,etc.
Policy development and formulation of written directives are also key functions of the Sheriff and
the staff assigned to this budget unit.
ACTUAL BUDGETED y'REQUESTED RECOMMEND
RESOURCES LAST :FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 897,050 $ 992,272 $ 1,190,530 $ 1,105,983
Supplies 193,169 91,000 95,500 95,500
Purchased Services 109,963 96,400 65,300 65,300
Fixed Charges 6,921 0 60,134 60,134
Capital 0 0 0 0
Gross County Cost $ 1,207,103 $ 1,179,672 $ 1,411,464 $ 1,326,917
Revenue 29,215 53,500 132,206 132,206
Net County Cost $ 1,177,888 $ 1,126,172 $ 1,279,258 $ 1,194,711
Budget Positions 16 19 20 19
SUMMARY OF CHANGES: The Sheriff's Office requested the upgrade of the current Office
Manager position to Office Manager Grade 36. The budget includes the full year funding of the two
positions for the Victim Advocates program which were assumed by the Sheriff's Office effective
July 1, 2005. The program is funded by Victim Assistance funds. A Third Victim Advocate position
was requested that would be 100% County funded. The third Victim Advocate position ($37,273)
is not recommended. An additional processor server was requested in this budget unit, but moved
to the Sheriff's operations budget where process servers are funded. See discussion of that issue
in that budget unit.
The Sheriff's Office requested a significant upgrade of the existing polygraph device that is used
in the background investigation process of hiring new employees and criminal investigations. This
upgrade includes the initial training of a new polygrapher and associated equipment to replace the
existing polygraph machine which is approximately 30 years old. The department requested an
increase in funding for uniforms to cover the anticipated costs to outfit new employees; to outfit
newly promoted command level personnel, and to outfit additional officers who are selected as
members of the Sheriff's Office Honor Guard.
146
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
SUMMARY OF CHANGES(CONTINUED): The Sheriff's Office requested an additional vehicle
to be used by the Internal Affairs/Professional Standards Division Commander,who is essentially
on call 24 hours a day, seven days a week, for response to critical incidences that could occur
within the borders of Weld County. This vehicle would also be used by the Office Manager to
complete site checks and checks on employees under supervision at other sites.
OBJECTIVES: 1)Promote effective and efficient delivery of services agency-wide; 2)Continue to
compile complete training records agency wide for analysis of training; 3) Facilitate a working
relationship for central records and communications with the Greeley Police; 4) Coordinate, and
implement improvements with records and jail management computer system.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 7,568 7,946 8,343
Commissary Orders Processed 9,737 10,419 11,148
Invoice/Requisitions Processed n/a 618 649
Applicants Processed 589 618 649
Incoming Inmate Mail Processed 43,770 45,958 48,255
Efficiency Measures
FTE's per 10,000/capita .767 .885 .864
Per capita cost(county support) $5.65 $5.24 $5.43
Effectiveness Measures (desired results)
Civil Process Served 5,191 5,450 5,722
Percent Civil Process Served 68.5% 68.5% 75.0%
Daily Average Incoming Inmate Mail 168 176 184
Applicants Hired 32 34 36
Average Miles driven per Civil Process 5 7 9
Complaints per 1,000 Civil Process Served 1 1 1
Complaints per 1,000 Commissary Orders 1 1 1
147
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
FINANCE/ADMINISTRATION RECOMMENDATION: The third Victim Advocate position is not
recommended. The program was assumed by the Sheriffs Office July 1, 2005, with the
understanding it would be primarily supported by Victim Assistance (VALE) funds. The program
assumed by the Sheriff had two funded positions. The third position would be an additional position
funded by property tax dollars. It is recommended, if additional resources are needed in this area,
that a request be made to the VALE Board for funding,which has funds available for this purpose.
All other items are recommended, including the vehicle.
BOARD ACTION:
148
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations -- 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or
threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves civil process and arrest warrants, transports prisoners, and conducts
criminal investigations. Activities are frequently coordinated with municipal,other county,state and
federal law enforcement and regulatory agencies.
ACTUAL BUDGETED REQUESTED.' RECOMMEND
`RESOURCES " .LAST FY ! CURRENT FY NEXT FY ' NEXTFY
Personnel Services $ 4,174,349 $ 4,442,745 $ 4,717,422 $ 4,666,422
Supplies 145,937 185,683 181,332 181,332
Purchased Services 805,420 802,104 869,647 869,647
Fixed Charges 3,898 0 0 0
Capital 0 0 0 0
Gross County Cost $ 5,129,604 $ 5,430,532 $ 5,768,401 $ 5,717,401
Revenue 326,201 263,000 285,340 285,340
Net County Cost $ 4,803,403 $ 5,167,532 $ 5,483,061 $ 5,432,061
Budget Positions 64 65.5 70 69
SUMMARY OF CHANGES: The Sheriffs Office requested the addition of one part-time Process
Server($16,495). The District Attorney's Office no longer serves subpoenas, which has directly
affected the efficiency and effectiveness of how civil papers, including subpoenas, are served.
Additional resources are needed and requested to better serve the courts and the citizens of Weld
County. There is an average of over 300 civil papers waiting to be served, many of which are
subpoenas. An additional vehicle is requested to support the new position and to supplement the
existing civil vehicle fleet.
149
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
SUMMARY OF CHANGES (CONTINUED):
Personnel was increased to adjust for the requested positions to meet the demands of adequate
supervision for the Public Safety Bureau. An Assistant Bureau Chief($92,650)was requested to
help deal with the workload of the Bureau Chief. A Relief Shift Commander($82,421) has been
requested to cover all scheduled shifts in the absence of one of the other six commanders to have
24/7 coverage. Finally, two Deputy Sheriff II positions to cope with the transport of inmates from
outside the state and county was requested to avoid taking staff from the jail and Courts Division.
Supplies have decreased slightly since small items of equipment were reduced by almost$7,000
with other minor increases to meet the needs of required operational services. Services reflect
increases in prisoner transport charges and vehicle towing charges, which are continually on the
increase, as well as projected increases in contract services for the use of evidence storage. The
department also has incorporated increases in phone service charges, vehicle
depreciation/repair/fuel, and added a grant for up-grading 800 MHz voice radios and data in five
more vehicles, which include the transport vans, the two Posse/Reserve Cars and the Lab/Range
truck which is used as a means for transporting evidence and other required equipment during the
course of everyday business. The grant is for $100,000+ and requires a 25% match ($25,000+).
No capital equipment has been requested for 2006.
Revenues have increased due to an extended request for contract services in municipal contract
time and also in the high volume of civil paper service.
OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and
prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to
become more self-directed as community facilitators, problem-solvers, and positive role models;
4) Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest
communication internally and externally; 6) Meet statutory responsibilities of the Sheriff.
150
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 2,477 2,586 2,640
Part B Offenses 1,089 1,172 1,213
Adult Arrest 1,543 1,59 1,624
Juvenile Arrest 206 184 162
Dispatched Calls for Service 31,814 44,076 56,338
Temporary Restraining Orders Received 763 784 795
Efficiency Measures
FTE's per 10,000/capita 3.07 3.06 3.14
Per capita net cost $23.04 $24.06 $24.69
Effectiveness Measures (desired results)
Part A Offenses per 1,000 Capita 11.88 12.04 12.00
Part A Percent Cleared 26.9% 28.15% 29.4%
Net Property Loss per 1,000 Capita $15,489 $13,816 $13,816
Calls for Service per 1,000 Capita 152.59 205.29 256.08
Average Emergency Response Time
(Minutes) 21.24 21.23 21.22
Service Complaints per 1,000 Dispatched
Calls for Service 3.17 3.70 3.97
Workers' Compensation Reports 9 6 7
FINANCE/ADMINISTRATION RECOMMENDATION: Based upon workload data and demands
placed on the Sheriff's Office, all the positions are justified and funded with the exception of the
Deputy Bureau Chief. The filling of that position can be deferred until some future budget year in
light of all the other increases in the criminal justice area in the 2006 budget. All other items
requested are recommended.
BOARD ACTION:
151
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement-- 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public
education on traffic safety.
ACTUAL BUDGETEDREQUESTED RECOMMEND
RESOURCES ' `LAST.:FY CURRENT FY' 5 NEXT FY ' NEXT FY°
Personnel Services $ 454,137 $ 736,992 $ 801,631 $ 801,631
Supplies 14,855 42,383 42,383 42,383
Purchased Services 33,312 81,718 87,218 87,218
Fixed Charges 0 0 0 0
Capital 0 195,500 89,841 89,841
Gross County Cost $ 502,304 $ 1,056,593 $ 1,021,073 $ 1,021,073
Revenue 128,049 125,000 171,828 171,828
Net County Cost $ 374,255 $ 931,593 $ 849,245 $ 849,245
Budget Positions 6 11 11 11
SUMMARY OF CHANGES: The Sheriff's Office requested the addition of one additional deputy
to the traffic unit, per conversations during the last budget cycle. There has been dramatic
reduction in the number of traffic crashes throughout the County,especially in fatal traffic crashes.
This may be due, in part, to the additional manpower allocation provided in the 2005 budget and
the method of enforcement/education tactics being utilized by the traffic unit. A grant has been
submitted to fund this additional position on a declining basis outlay by seventy five percent in this
year's budget.
Purchased services is increased by$5,500,due to a$5000 reduction in other professional services
with an offsetting increase in postage, printing, meetings, and vehicle maintenance. An increase
in these areas will enable the traffic unit to further expand the educational opportunities to drivers
in the County.
Since patrol cars were purchased for the increase in deputies assigned to the unit last year, a
reduction in the capital costs associated with the budget is being made this year.
OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic
accident and traffic fatalities in Weld County.
152
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Enforcement Hours 9,200 13,800 18,400
Alcohol Related Driving Arrest 126 153 170
Efficiency Measures
FTE's per 10,000/capita .287 .512 .500
Per capita net cost $1.79 $4.34 $3.86
Effectiveness Measures (desired results)
#of fatal crashes 92 36 36
#of total crashes 2,250 1,920 1,800
Percent Seatbelt Use 59% 65% 69%
Percent Vehicles >10 Over Limits 8% 8% 7%
Percent Vehicles Failing to Stop @ Signs 29% 26% 24%
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. The additional officer
was agreed to in 2005 during budget discussions to enhance the Traffic Unit and traffic
enforcement in Weld County.
BOARD ACTION:
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs-at-large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
ACTUAL BUDGETED 'REQUESTED ; RECOMMEND
RESOURCES LAST FY CURRENT"EY ,"NEXT FY NEXT FY
Personnel Services $ 81,866 $ 78,464 $ 78,464 $ 78,464
Supplies 6,079 12,937 9,500 9,500
Purchased Services 154,590 169,025 168,800 168,800
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 242,535 $ 260,426 $ 256,764 $ 256,764
Revenue 316 0 0 0
Net County Cost $ 242,219 $ 260,426 $ 256,764 $ 256,764
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Requested budget includes an increase of $500 in the clothing
allowance due to the average turnover in either personnel or in the aging of ballistic vests; a
decrease of $3,809 in small items of equipment; an increase of $50 in office supplies; and an
increase of$190 in printing services to cover the cost of printing materials in order to host a basic
animal control academy for local jurisdictions. Medical services were increased to total $5,000.
Due to the volume and rising costs associated with the intake of animals, as well as the increase
in the number of animals, an increase of$2,000 was requested for the Humane Society, which is
less than 2%.
The requested budget includes a decrease of$2,000 in meetings and travel,which is due to a new
philosophy of sending each member of the unit to only one out of town training, rather than two.
There is no decrease in the quality of services, since it is now a requirement of the training that the
officer must conduct an in-house training of the learned material for the benefit of all officers.
In-house training remains at$500.
154
COUNTYWIDE ANIMAL CONTROL
(CONTINUED)
1000-21230
OBJECTIVES: 1) Provide efficient and effective service within allocated resources.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,230 2,589 3,003
Animals Transported to Shelter 937 1,087 1,261
Efficiency Measures
FTE's per 10,000/capita .0986 .0931 .0909
Per capita cost(county support) $1.16 $1.21 $1.17
Miles Driven per Call for Service 45 56 70
Effectiveness Measures(desired results)
Summons Issued 217 233 270
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
155
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory- - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract basis.
The laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases. The
laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for
accreditation by the American Society of Crime Lab Directors.
-ACTUAL BUDGETED REQUESTED RECOMMEND .
`;RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 111,749 $ 115,980 $ 115,980 $ 115,980
Supplies 25,574 17,100 39,710 39,710
Purchased Services 33,477 41,465 47,965 47,965
Fixed Charges 0 0 0 0
Capital 377 21,500 0 0
Gross County Cost $ 171,177 $ 196,045 $ 203,655 $ 203,655
Revenue 2,579 103,132 104,828 104,828
Net County Cost $ 168,598 $ 92,913 $ 98,827 $ 98,827
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: With the capital expense of four forensic computers in 2005, funds
are now needed to support the greater capacity of the Digital Evidence Unit. Hard drives are the
most efficient, reliable medium for "images" of evidence data. An "image" is what the digital
evidence expert actually works with in the lab. It is now necessary to make at least one backup
"image"for examination should the first"image"drive fail. This need was identified when a nearly
new hard drive with an "image" on it actually failed recently. Fortunately, the computer used to
make that"image"was still stored in evidence so the suspect hard drive could be"re-imaged." The
Digital Evidence Unit could easily require 50 or more hard drives for its work. Additional peripherals
will be needed for a new digital video "core unit" which will be purchased with grant funds, if the
grant is awarded. It appears the lab is likely to receive the grant, however, the grant amount
requested had to be reduced to the "core unit" cost, making the peripherals a necessary budget
item.
The Forensic Lab will be inspected for re-accreditation in 2006, and the inspection fee is included.
Even though most training for the lab director/quality manager function is supported by federal
funding to the professional organizations hosting those meetings, the training expenses for other
technical specialties in the lab have increased. The Digital Evidence Unit continues to require the
most training,since that specialty is experiencing a rapid change in hardware,software and criminal
application of the technology. There are no capital equipment purchases budgeted using County
funds. The Forensic Lab will purchase a new Automated Fingerprint Identification System (AFIS)
with a federal grant using match money from the Drug Task Force.
156
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
OBJECTIVES: 1)Provide accurate,competent,and timely analysis of evidence to meet the needs
of submitting agencies; and 2) Maintain ASCLD Laboratory certification.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases completed -drug/arson/paint 75 85 95
Court Testimony 0 3 5
Hours of Lab Analysis -drug/arson/paint 257 300 350
Efficiency Measures
FTE's per 10,000/capita .045 .046 .045
Per capita cost(county support) $0.81 $0.43 $0.45
Effectiveness Measures(desired results)
Quality Audit OK OK OK
Proficiency Testing (Test Run/Errors) 3/0 3/0 3/0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 1000-21410
DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised by
the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY - CURRENT FY NEXT FY NEXT FY
Personnel Services $ 89,556 $ 85,177 $ 85,177 $ 85,177
Supplies 0 0 0 0
Purchased Services 70,248 70,248 70,248 70,248
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 159,804 $ 155,425 $ 155,425 $ 155,425
Revenue 66,606 85,189 54,068 54,068
Net County Cost $ 93,198 $ 70,236 $ 101,357 $ 101,357
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: The requested budget includes the period from January 1, 2006
through December 31, 2006. The County has approved and is operating on the grant period
commencing July 1, 2004 through September 30, 2005. The County will be requesting another
grant to operate the 12 month period commencing October 1, 2005. This grant has been operating
for the past several years with the assistance of about 25%federal funding. Staff has attended the
grant presentation in front of the Justice Assistance Grants Board and learned that federal funding
for the next grant will be cut by 50%. The Weld County Task Force Board has met and discussed
impacts. The goal is to work towards self-funding from all Weld County agencies over the next two
years in preparing for the closing of the federal grant program. The department has increased
funding to cover 50% of the assigned investigator for 2006, and will focus on full funding of the
investigator for 2007. The above figures reflect the projected cost to the County, anticipating grant
approval for the 2005/2006 grant year.
OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals
identified; 3) Establish an exchange of information with other law enforcement agencies.
158
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 156 218 230
Drug Arrests 127 172 180
Search Warrants Executed 17 20 25
Cocaine Seizures(Kilos) 2.25 3.50 4.00
Methamphetamine Seizures (Pounds) 3.09 4.30 5.0
Marijuana Seizures(Pounds) 1,078 220 250
Meth Lab Seized 6 6 10
Efficiency Measures
FTE's per 10,000/capita .048 .046 .045
Per capita cost(county support) $0.45 $0.33 $0.46
Effectiveness Measures(desired results)
Criminal Cases per 1,000 Capita .74 1.02 1.05
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
159
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex-- 1000-24410
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well-maintained jail. Professional jail support services such as medical care,food preparation,
and facility programming are provided to meet these mandates.
ACTUAL BUDGETED " REQUESTED RECOMMEND
2: RESOURCES LAST FY. CURRENT FY NEXT FY ' NEXT FY
Personnel Services $ 5,665,304 $ 7,521,062 $ 7,915,553 $ 7,915,553
Supplies 67,061 155,000 205,300 205,300
Purchased Services 1,787,573 1,742,703 1,879,803 1,879,803
Fixed Charges 19,916 26,013 28,238 28,238
Capital 0 0 47,750 47,750
Gross County Cost $ 7,539,854 $ 9,444,778 $ 10,076,644 $ 10,076,644
Revenue 843,807 645,000 675,500 675,500
Net County Cost $ 6,696,047 $ 8,799,778 $ 9,401,144 $ 9,401,144
Budget Positions 132 132 139 139
SUMMARY OF CHANGES: The average year-to-date daily inmate population at the North Jail has
increased more than 30%over the same period in 2004,due to the number of offenders increasing,
as well as the length of time offenders are in custody after they are booked. There have been an
average of 100 more offenders in custody in the North Jail than the facility was designed to hold.
Seven additional staff is necessary to safely supervise these offenders. The number of offenders
has caused corresponding increases in food and medical costs. An increase in capital is to replace
obsolete electronic fingerprinting equipment.
OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe, humane environment that provides
opportunities for rehabilitation and victim reparation and that returns people to the community
better, or no worse than they arrived; and, 2) Meet Sheriffs statutory duties as the Keeper of the
Jail effectively and efficiently.
160
NORTH JAIL
(CONTINUED)
1000-24410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Secure Jail Population Daily 455 550 600
Average Work Release Clients Daily 83 125 180
Average Electronic Home Monitoring
Clients Daily 67 65 75
Average Pre-Trial Supervision Clients Daily 181 226 230
Total Offenders Under Supervision Daily 786 966 1,085
All Offenders Processed Into Facilities 13,246 13,000 13,600
Number of Offenders Transported to
Court Appearances 16,686 17,500 18,750
Offenders Arrested and Extradited from
Out-of-State 136 150 150
New Correctional Officers Entering
Basic Training 22 28 34
Efficiency Measures
Offender Supervision FTE's per
10,000 Capita 7.29 7.22 7.68
Per capita net cost $44.81 $47.37 $49.52
Average Medical Cost Per Inmate Daily $4.19 $5.31 $5.50
Average Food Cost Per Inmate Daily $4.26 $4.27 $4.28
Secure Facility Occupancy Rate 111% 120% 120%
Effectiveness Measures(desired results)
Average Length of Stay Days (Secure) 18.9 22.9 22.0
Sentence Days Deducted for Inmate
Work Time 4,515 4,500 4,500
In-Custody Suicides 0 0 0
Escapes from Secure Custody 0 0 0
Successful EHM Completion 91% 90% 90%
Successful Work Release Completion 75% 75% 75%
Offenders Earning GED 53 35 35
161
NORTH JAIL
(CONTINUED)
1000-24410
FINANCE/ADMINISTRATION RECOMMENDATION: The new positions requested and
recommended are five Correctional Officer I positions ($261,750), one Counselor III position
($57,001)for mental health counseling, and one Assistant Bureau Chief position($92,650). All the
positions are justified, based on the increased jail population and preparation for the next phase
of construction. A salary upgrade for the Booking Manager is recommended, based on salary
survey data. Services and supply line increases are recommended since they are also driven by
the increased jail population. Electronic fingerprinting equipment needs replacing.
BOARD ACTION:
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th
Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County
Courthouse. This budget unit supports the resources to comply with all of these requirements.
C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in
sentencing and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail
alternative programs operate within this budget unit.
ACTUAL' BUDGETED- ?REQUESTED,': RECOMMEND
RESOURCES LAST FY CURRENT FY-' NEXT FY `"NEXT FY
Personnel Services $ 2,644,511 $ 1,377,947 $ 1,631,047 $ 1,631,047
Supplies 8,588 22,940 18,000 18,000
Purchased Services 226,921 287,860 352,850 352,850
Fixed Charges 705 7,656 3,250 3,250
Capital 0 0 0 0
Gross County Cost $ 2,880,725 $ 1,696,403 $ 2,005,147 $ 2,005,147
Revenue 232,722 325,000 625,000 625,000
Net County Cost $ 2,648,003 $ 1,371,403 $ 1,380,147 $ 1,380,147
Budget Positions 20 23 28 28
SUMMARY OF CHANGES: The increase in Personnel Services is the result of a request for three
additional staff($142,626)to supervise Work Release so the area can safely operate at capacity.
Two additional Correctional Officer IV positions ($107,866) for Court Services have also been
requested to meet the 23% increase in court transportation and security required by additional
courtrooms. The most significant increase in Purchased Services results from a request to add
additional private security staff to court screening posts in order to improve screening effectiveness
as well as the regular annual contract cost increase. Professional services increased because of
a request to offer services in Work Release, such as alcohol classes and relapse prevention, as
an intermediate alternative prior to revocation to secure custody. The services are designed to
improve the client success rate and keep from using secure beds. The revenue change results
from Work Release client fees increasing from $7 to $10 daily, effective January 1, 2006, and an
increase in the average daily population that would result from additional work release staff.
163
CENTENNIAL JAIL
(CONTINUED)
1000-24420
OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide
effective and efficient community supervision alternatives to secure detention.
PERFORMANCE MEASURES: Included in North Jail Complex(1000-24410)Summary.
FINANCE/ADMINISTRATION RECOMMENDATION: The five positions requested are
recommended due to the increases in the jail and Work Release populations. Service and supply
line item increases are also justified due to increased jail population.
BOARD ACTION:
•
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space -- 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties facilities
due to the overcrowding of Weld County's jail.
ACTUAL !` - BUDGETED 'REQUESTED :FINAL,
• RESOURCES LAST`'FY CURRENT FYI . . NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 1,642,500 1,642,500
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 1,642,500 $ 1,642,500
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 1,642,500 $ 1,642,500
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Due to the overcrowding of the Weld County jail, this budget will
provide funds to contract with other counties to hold Weld County inmates in 2006. The$1,642,500
will pay for 100 inmates for 365 days at$45.00 per day.
OBJECTIVES: See North Jail budget for details.
PERFORMANCE MEASURES: See North Jail budget for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval until Phase III
expansion is completed in 2007.
BOARD ACTION:
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management- - 1000-26200
DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of
either natural or other disaster on county, state, and federal level. Coordinates emergency
response exercises for participants to evaluate effectiveness and improvements.
ACTUAL "_ BUDGETED `, REQUESTED_ RECOMMEND
RESOURCES� LAST FY, CURRENT FY e NEXT FY "NEXT FY
Personnel Services $ 65,615 $ 67,840 $ 67,840 $ 67,840
Supplies 848 4,250 4,250 4,250
Purchased Services 12,287 32,270 35,770 35,770
Fixed Charges 346 0 0 0
Capital 0 0 0 0
Gross County Cost $ 79,096 $ 104,360 $ 107,860 $ 107,860
Revenue 27,821 34,986 36,000 36,000
Net County Cost $ 51,275 $ 69,374 $ 71,860 $ 71,860
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: More activities are required by CDEM/FEMNDHS with the same level
of funding. The funding is not expected to be reduced for 2006, rather, the requirements are
expected to be relaxed for more funding of daily activities. No changes are requested due to an
anticipated increase in the phone for the Command Communication devices, which are off-set
through an EMMA Grant. The County mileage rate was increased for travel, which will increase
because most grants are regional(11 Counties)and planning meetings are required to substantiate
Weld County's request. Assistance is anticipated to fund the STE-X-05 and 06 programs. New
mandated NIMS training for 2006 for all WCSO deputies will increase training requirements. In
2005, training consisted of five Severe Weather classes (180 students), HazMat Class (30
students), IN EEL exercise (TT& FS), Johnstown HazMat(TT & FS), Health Department SNS and
Mass Immunization Clinic(TT&FS), STE-X-05(IT 7 FS), and MARE(TT& FS). There have been
28 HazMat incidents to date with an estimated total of 56 for 2005.
OBJECTIVES: Comply with State and Federal EMA programs.
166
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 8 10 10
Number of people participating in drills 600 1,100 1,100
Number of inspections and/or reports 8 10 10
Efficiency Measures
FTE's per 10,000/capita .048 .046 .045
Per capita cost $0.34 $0.32 $0.33
Effectiveness Measures(desired results)
Percent increase in number of inspections
and/or reports 10% 50% 12.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
167
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18
fire departments, 2 rescue/ambulance departments, plus local government including public works.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY ,p
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 1,316,389 1,561,698 1,662,559 1,662,559
Fixed Charges 2,800 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,319,189 $ 1,561,698 $ 1,662,559 $ 1,662,559
Revenue 127,389 392,888 408,131 408,131
Net County Cost $ 1,191,800 $ 1,168,810 $ 1,254,428 $ 1,254,428
Budget Positions - - -- -- - -
SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City of
Greeley to operate and maintain the Weld County Regional Communications Center, criminal
records management, and Criminal Justice Information Center. Details of the total cost of the
contract are on the following page.
168
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERSONNEL: 2006 2005 WCRCC CJIS
1.00 Upgrade of Police Sgt to Capt $ 26,025 $ 25,024 $ 26,025 $ 0
1.00 Upgrade Computer Systems Mgr 24,764 23,812 0 24,764
1.50 Systems Administrator 113,668 109,296 0 113,668
2.50 P C Specialist 102,852 98,896 0 102,852
0.50 Services Sgt Upgrade to Lt 51,836 49,842 51,836 0
2.14 Dispatcher II 128,490 123,548 128,490 0
22.71 Dispatcher I 1,147,676 1,103,535 1,147,676 0
Dispatch Temp Services 9,480 9,115 9,480 0
Dispatch Overtime 17,160 16,500 17,160 0
8.38 Data Coordinator I 346,358 299,420 0 346,358
Clerks Temp Services 18,369 17,494 0 18,369
0.28 Records Overtime 12,238 11,655 0 12,238
0.28 Clerical Assistant 9,889 9,418 0 9,889
Data Coordinator II 14,287 13,607 0 14,287
1.50 Call Taker 43,007 0 43,007 0
0.50 Upgrade Data Coordinator Ito II 7,405 7,052 0 7.405
TOTAL PERSONNEL COSTS $ 2.073.504 $ 1.918.214 $ 1.423,674 $ 649,830
COMPUTER SYSTEM:
Radio Maintenance Contract $ 114,288 $ 88,942 $ 114,288 $ 0
Computer Enhancements 100,000 100,000 0 100,000
Radio Enhancements 0 28,450 0 0
Tower Rental 15,400 14,500 15,400 0
Radio Modifications 15,000 13,642 15,000 0
Utilities 18.810 17,100 18,810 0
TOTAL COST $ 263,498 $ 262.634 $ 163.498 $ 100,000
HARDWARE/SOFTWARE MAINTENANCE:
Tiburon $ 117,889 $ 121,938 $ 0 $ 117,889
IBM 7,500 10,000 0 7,500
Digital 4,200 4,200 0 4,200
Service Motorola Console 12,685 11,400 0 12,685
Thales Wordnet 3 2,736 4,560 0 2,736
TOTAL $ 145,010 $ 152.098 $ 0 $ 145,010
PROGRAM TOTALS $ 2,482,012 $ 2.332,946 $ 1,587,172 $ 894.840
169
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES(CONTINUED): The County receives cost reimbursement from tower
rental($54,400),reimbursement of$23,000 from Mountain View Fire and reimbursement for AirLife
services of $54,258, reimbursement for services to the City of Fort Lupton ($249,148) and Fort
Lupton FPD($27,325), for total revenue of$408,131. Of the above costs,the$2,480,899 contract
will be allocated as follows: $1,587,172 to the Weld County Regional Communications Center, and
$893,727 to the Criminal Justice Information System. Included as an enhancement to the
computer system is $100,000 for Tiburon. Phone costs of $63,887, tower rental of$6,000, and
motor pool costs of$5,500 are included in the budget outside the contract.
Net costs of the budget are up $85,618, or 7.3% for 2006. Personnel costs are up $96,110, with
salary adjustments due to cost-of-living increases, and the addition of 1.5 FTE Call Taker position.
The service and supply accounts are up $864. Revenues are up $15,243 due to cost-of-living for
contracts.
OBJECTIVES: 1) Perform emergency service and dispatching for 43 law enforcement, fire and
ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and
repair services; 3)Perform NCIC/CCIC termination operations for information inquiry requests from
user agencies; 4) Operate and maintain the E-911 emergency telephone system. 5) Complete
implementation of the 800 MHz system.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 79,425 85,675 90,000
Computer Aided Dispatch, Incidents for
Law Enforcement and Fire/Ambulance 247,660 280,000 300,000
EMD Calls 8,875 9,200 10,000
Criminal Justice Records, Total Case #s
issued 34,500 46,000 36,000
ADS Documents Transcribed 45,590 50,000 52,000
Efficiency Measures
FTE'S per 10,000/capita 0.95 1.23 1.27
Per Capita Cost- Operating Budget $5.72 $5.44 $5.70
EMD Call per FTE 445 348 358
CAD Incident per FTE 4,020 3,283 3,226
Total Telephone Calls to Center per FTE 12,500 10,566 10,752
ADS Document transcribed per FTE 4,600 4,500 4,643
170
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Effectiveness Measures(desired
results
Respond to all 911 calls within 7 seconds 99% 99% 99%
Maintain Emergency Medical certification of 100% 100% 100%
all dispatch personnel.
Maintain customer satisfaction as indicated
by feedback from the Weld County
Board of Commissioners, City
Council of Greeley, Weld County
Communications Board, and Weld
County E-911 Board 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the
growing workload and additional volume of dispatching,the additional Call Takers are justified. The
costs of the additional staff are split between the City of Greeley and Weld County based upon
activity, per the original IGA. Other increases reflect inflationary trends.
BOARD ACTION:
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development— 1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide
communications system.
ACTUAL BUDGETEDf •REQUESTED RECOMMEND
RESOURCES LAST 'FY'' CURRENT FY' _ ,'r NEXT FY �.'_ NEXT FY '..'
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 19,452 0 0 0
Purchased Services 2,000 0 0 0
Fixed Charges 162,000 0 0 0
Capital 130,959 1,000,000 250,000 250,000
Gross County Cost $ 314,411 $ 1,000,000 $ 250,000 $ 250,000
Revenue 250,000 750,000 250,000 250,000
Net County Cost $ 64,411 $ 250,000 $ 0 $ 0
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budgeted costs are for the final implementation of the 800 MHz
system. The revenue is the final $250,000 from a six-year commitment from the E911 Authority to
help pay for the 800 MHz system.
OBJECTIVES: 1)To enhance the existing regional communications radio system until it provides
satisfactory county-wide coverage. 2) Implement an 800 MHz digitized radio system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300
DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system.
- ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES " LAST. FY CURRENT FY NEXT FY `. NEXT FY <
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 700 700 700
Gross County Cost $ 0 $ 700 $ 700 $ 700
Revenue 0 0 0 0
Net County Cost $ 0 $ 700 $ 700 $ 700
Budget Positions -- -- -- - -
SUMMARY OF CHANGES: No change.
OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop
and maintain E-911 emergency telephone system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System — 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer-aided dispatch, criminal records
management,jail records management, and prosecution system.
ACTUAL BUDGETED "REQUESTED ` RECOMMEND
RESOURCES LAST FY CURRENT FY; `NEXT FY NEXT FY
Personnel Services $ 4,799 $ 0 $ 0 $ 0
Supplies 869,976 140,000 100,000 100,000
Purchased Services 719,026 742,748 794,840 794,840
Fixed Charges 0 0 0 0
Capital 0 129,992 0 0
Gross County Cost $ 1,593,801 $ 1,012,740 $ 894,840 $ 894,840
Revenue 0 0 0 0
Net County Cost $ 1,593,801 $ 1,012,740 $ 894,840 $ 894,840
Budget Positions -- - - - - --
SUMMARY OF CHANGES: See Communication Budget Unit (1000-22100) for details on the
consolidation of the communications dispatch center and criminal records system with the City of
Greeley. The budget includes $649,830 in personnel costs, $100,000 for enhancements to
Tiburon, and $145,010 for computer maintenance costs,for a total of$894,840. This is a decrease
of$119,013. The big decrease is in computer equipment of$129,992 for the"hot spot"system and
Grover tower in 2005. The increases are in personnel costs for cost-of-living adjustments, and an
additional 2.0 FTE Data Coordinator I that are being split between Weld County and the City of
Greeley($31,967). All other line items remain the same.
OBJECTIVES: Installation and maintenance of a comprehensive criminal justice information
system that includes criminal records management, computer-aided dispatch, jail records
management, and prosecution system.
174
CRIMINAL JUSTICE INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ADS documents transcribed 45,534 50,000 52,000
Efficiency Measures
Per capita cost(county support) $7.64 $4.72 $4.07
Effectiveness Measures(desired
Loam
ADS documents transcribed per FTE 4,612 4,600 4,800
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Tiburon
computer enhancements are necessary to keep the system a viable criminal justice system.
BOARD ACTION:
175
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner
usually employs the registered pathologists and laboratory facilities of North Colorado Medical
Center and McKee Medical Center.
ACTUAL BUDGETED REQUESTED RECOMMEND '
RESOURCES + LAST FY CURRENTFY` ;NEXT FY NEXT FY
Personnel Services $ 249,927 $ 266,761 $ 266,761 $ 266,761
Supplies 9,548 10,700 10,700 10,700
Purchased Services 224,757 247,300 247,300 247,300
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 484,232 $ 524,761 $ 524,761 $ 524,761
Revenue 785 250 250 250
Net County Cost $ 483,447 $ 524,511 $ 524,511 $ 524,511
Budget Positions 4.25 5 5 5
SUMMARY OF CHANGES: No change.
OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations.
176
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of cases 899 900 930
Number of inspections 410 525 540
Number of full autopsies 172 175 180
Number of other forensic exams 23 25 25
Efficiency Measures
FTE's per 10,000/capita .233 .244 .227
Per capita cost(county support) $2.32 $2.33 $2.38
Cost per autopsy/inspection $800 $800 $824
Effectiveness Measures(desired results)
Percent full autopsies of post-mortem 19% 18% 18%
exams
Percentage of contested work 0 0 0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
177
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS
BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200
DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with
Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not
eligible for probation from State penal facilities to community programs. Operates under the Board
of County Commissioners with delegated authority to the Community Corrections Board.
ACTUAL BUDGETED REQUESTED RECOMMEND;;
RESOURCES LAST FY CURRENT FY NEXT FY x NEXT FY
Personnel Services $ 46,795 $ 49,633 $ 49,633 $ 49,633
Supplies 1,346 300 200 200
Purchased Services 3,175,082 2,546,715 2,215,838 2,215,838
Fixed Charges 41,661 32,723 32,723 32,723
Capital 0 0 0 0
Gross County Cost $ 3,264,884 $ 2,629,371 $ 2,298,394 $ 2,298,394
Revenue 3,264,884 2,629,371 2,298,394 2,298,394
Net County Cost $ 0 $ 0 $ 0 $ 0
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Budget consists of the Community Corrections Board's administrative
budget funded at $88,400, the Residential Treatment Center funded at $387,520, and the
Restitution Center funded at$1,822,474. Total State funding for the program is down $330,977.
OBJECTIVES: 1) Provide counseling and diversion programs for non-violent offenders; and 2)
Carry out all community corrections contract requirements of the State of Colorado.
178
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
The Restitution Center(beds):
Parole 9 9 9
Residential Transition 57 44 44
Diversion Residential 83 83 83
Diversion Non/Residential 67 67 67
Independent Living (3/4 House) 0 0 0
Residential Treatment Center 32 32 32
Specialized Services 16 16 16
Efficiency Measures
FTE's per 10,000/capita .048 0.047 0.046
Effectiveness Measures(desired results)
Percent of Client Recidivism:
The Restitution Center 32% 32% 32%
Residential Treatment Center 17% 17% 18%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
state/federal funded.
BOARD ACTION:
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during
each phase of construction to insure minimum requirements are met. Assists Weld County Citizens
in understanding and applying the Uniform Building Code for utmost construction safety.
r' ACTUAL BUDGETED $ REQUESTED RECOMMEND
RESOURCES - .:LAST FY CURRENT FY- ` `NEXT FY; ' -5:1---NEXT FY
Personnel Services $ 828,793 $ 904,896 $ 904,896 $ 904,896
Supplies 12,070 20,300 13,300 13,300
Purchased Services 85,055 127,148 126,648 126,648
Fixed Charges 90,049 90,049 90,049 90,049
Capital 0 0 0 0
Gross County Cost $ 1,015,967 $ 1,142,393 $ 1,134,893 $ 1,134,893
Revenue 1,464,539 1,100,000 1,380,000 1,380,000
Net County Cost $ -448,572 $ 42,393 $ -245,107 $ -245,107
Budget Positions 17 16 16 16
SUMMARY OF CHANGES: Changes in the budget include replacement of one existing vehicle;
mid-year adjustment of fees to include Drainage and Stormwater and Capital Expansion Fees;
increase of$2,500 in travel for annual Accela training;a decrease in Publications and Subscriptions
of$3,000; and an increase in supplies of$3,000.
OBJECTIVES: 1) Review and issue construction permits; 2) Conduct construction/electrical
inspections; 3) Review and issue building violations. 4)Continuation of follow-up on old violations.
5) Continue training of staff. 6) Expansion of training for Support Staff. 7) Implement MJ4
regulations. 8) Implement department wide new computer system. 9) Implement attainment
compliance for oil and gas structures. 10)Conduct field inspections and full service via Southwest
Weld Administration Office.
180
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of field inspections performed 32,531 36,750 38,500
Number of stop work orders issues 88 90 95
Average number of field inspections per
building permit 17.5 17.5 17.5
Field Inspection Effectiveness
Measures
Average number of certifications per
inspector 2 2 2.5
Average number of certifications per
electrical inspector 3 3 3
Average number of miles driven per day
per inspector 118 120 125
Average number of inspections per day
per inspector 19 21 23
Plans Examiner/Inspector-On-Call Work
Outputs)
Number of major plan reviews— north
office 178 200 203
Number of major plan reviews—south
office 97 109 122
Number of minor plan reviews— north
office 776 790 795
Number of minor plan reviews—south
office 423 437 440
Plans Examiner/Inspector-On-Call
Effectiveness Measures
Average number of certifications per plans
examiner 4.3 4.7 4.7
Average response time to retum client 1/2 day 1/2 day 1/2 day
questions
Average time spent on major plan reviews
Residential 2 hours 2 hours 2 hours
Commercial 6 hours 6 hours 6 hours
181
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Technical Support Work Outputs
Number of building permits processed 2,012 2,100 2,500
Incoming Calls - January-April 2005 6,422 6,750 6,850
Field Inspection Effectiveness
Measures
Average number of certifications per
building inspector 2 2 2
Average number of certifications per
electrical inspector 3 3 3
Plans Examiner/Inspector-On-Call
Effectiveness Measures
Percent of permits past review time Less than 2% Less than 2% Less than 2%
Average number of certifications per
plans examiner 4.3 4.7 4.7
Average response time to return client
questions 1/2 day 1/2 day 1/2 day
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
ACTUAL , s BUDGETED REQUESTED , `RECOMMEND;
RESOURCES LAST FY `CURRENT FY` 'NEXT FYI: NEXT FY ..,�
Personnel Services $ 217,217 $ 227,528 $ 270,105 $ 246,946
Supplies 57,902 52,800 59,700 59,700
Purchased Services 52,419 64,090 85,300 85,300
Fixed Charges 9,392 0 0 0
Capital 0 0 0 0
Gross County Cost $ 336,930 $ 344,418 $ 415,105 $ 391,946
Revenue 21,184 10,000 10,000 10,000
Net County Cost $ 315,746 $ 334,418 $ 405,105 $ 381,946
Budget Positions 1 FTE 1 FTE 3 FTE 2 FTE
3.5 PT 3.5 PT 2.5 PT 3PT
SUMMARY OF CHANGES: The department has requested two seasonal workers ($42,577) be
made full time with benefits, to allow a service level increase in the area of grant writing, weed
management, equipment maintenance, training, education, reclamation, re-seeding, and longer
spraying season. Only one position ($19,418) moving to full time is recommended.
Computer Software and Attachments was added in the amount of$3,000 to upgrade the computer
in the warehouse. Uniforms and Clothing increased $200 based on anticipated costs. Other
Operating Supplies increased $3,700 based on historical costs and one handheld GPS unit.
Memberships and Registrations increased$450 based on anticipated testing and licensing fees for
two applicators. Advertising and Legal Notices was added, in the amount of $3,000, to fund
advertising for weed awareness. Phones decreased $600 based on historic costs. Repair and
Maintenance of Buildings increased$1,400 based on anticipated needs for2006. Vehicle Expense
increased $17,360 based on increased fuel costs, expenditures for mower blades and parts, and
realignment of the vehicle fleet. Repair and Maintenance-Other decreased$400 based on historic
costs.
OBJECTIVES: 1) Carry out Colorado Weed Management Act(Noxious weed control)on county
property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate
educational programs to inform the public of the "Colorado Weed Management Act"; and 4)Carry
out weed control for all divisions of the Public Works and Buildings and Grounds Departments.
183
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures 95% 95% 100%
95% attendance at all safety meetings Yes Yes Yes
All PPE equipment used as required 95% 100% 100%
Lane miles mowed annually 2,944 2,500 2,500
Efficiency Measures
FTE's per 10,000/capita .050 .050 .050
Per capita cost(county support) $1.51 $1.60 $1.74
Effectiveness Measures(desired results)
Number of inquiries per 1,000 capita .216 .210 .227
Percent of mapping completed for weed infestation on
County Rights-of-Way
Number of abatement letter recipients required to go to
public hearing
FINANCE/ADMINISTRATION RECOMMENDATION: Only one seasonal position conversion to
full time with benefits is recommended ($19,418). The two full time positions should be able to
accomplish the necessary tasks to respond to the changing demand for services. Staffing is a
policy issue regarding service level. Other line item increases seem justified based upon historical
expenditure patterns and new requirements. $3,000 to fund advertising for weed awareness is a
policy issue.
BOARD ACTION:
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WEST NILE VIRUS PROGRAM
BUDGET UNIT TITLE AND NUMBER: West Nile Virus Program - - 1000-26300
DEPARTMENT DESCRIPTION: Funds a program to respond to the spread of the West Nile virus
into Weld County. The program will have educational, testing, monitoring and mosquito control
components.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES .`LAST=FY 'CURRENT FY NEXT FY `NEXT FY:
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 722,324 0 0 0
Transfers 75,000 0 0 0
Contra 0 0 0 0
Gross County Cost $ 797,324 $ 0 $ 0 $ 0
Revenue 290,816 0 0 0
Net County Cost $ 506,508 $ 0 $ 0 $ 0
Budget Positions
SUMMARY OF CHANGES: No funds are budget for 2006.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs:
Square miles controlled 398 0 0
Efficiency Measures:
Per capita cost(county support) $2.43 0 0
FINANCE/ADMINISTRATION RECOMMENDATION: Due to the disease not manifesting itself the
last two years, it appears the threat of the disease does not exist. Therefore, no funding is
budgeted.
BOARD ACTION:
185
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering -- 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development
referrals; field survey operations to establish line and grade control; administrative and inspection
work in utility and subdivision construction; performs laboratory tests to determine soil properties,
construction and materials quality; all phases of highway engineering, bridge engineering, design
and construction inspection.
ACTUAL V BUDGETED. REQUESTED. RECOMMEND
RESOURCES' LAST FY CURRENT FY NEXT FYI NEXT FY `;
Personnel Services $ 633,203 $ 797,120 $ 1,485,477 $ 1,485,477
Supplies 32,483 35,350 54,950 54,950
Purchased Services 154,201 707,230 721,480 721,480
Fixed Charges 0 0 0 0
Contra 0 0 -528,226 -528,226
Gross County Cost $ 819,887 $ 1,539,700 $ 1,733,681 $ 1,733,681
Revenue 0 0 149,713 149,713
Net County Cost $ 819,887 $ 1,539,700 $ 1,583,968 $ 1,583,968
Budget Positions 10 12 22 22
SUMMARY OF CHANGES: Personnel Services increased $688,357 due to the transfer of four
positions and the creation of seven new positions. The transfers include two surveyors($114,073)
from the Bridge Division, and one Senior Engineer and one Engineering Tech from Public Works
Administration. The new positions include three Engineering Tech positions for inspections
($144,173),one Senior Engineer($82,440) and one Engineer II($65,293)forstormwater/drainage,
one Senior Engineer($82,440)for Traffic, and an Engineer II ($65,293)for development/land use
referrals. Overtime increased $1,500 due to transfers. The reclassification of Survey Manager is
not recommended. Costs for new employees associated with Planning Services are offset with a
chargeback of $528,226 to Planning to reimburse Engineering for the costs from land use fees.
Costs for stomiwater/drainage are offset by$149,713 from the Stormwater/Drainage Trust Fund.
Small Items of Equipment increased $7,600 due to the purchase of one GPS Field unit and
historical costs. Road Construction Supplies increased $7,500 due to anticipated needs and
historical costs. Uniforms and Clothing increased $2,400, based on additional Engineering
personnel. Other Operating Supplies increased$2,100 to cover the anticipated costs to microfiche
field notes and plats of the original County survey. Memberships and Registrations increased
$1,900 because of additional employees and anticipated costs. Advertising and Legal Notices
increased $2,500 due to an increase of open houses and new position advertisements. Phones
increased $7,000 because of historical costs and anticipated phone needs for new employees.
Engineering and Architectural decreased $435,000 based on the Capital Improvements Plan.
186
GENERAL ENGINEERING
(CONTINUED)
1000-31100
SUMMARY OF CHANGES (CONTINUED): Other Professional Services increased $248,250
based in part on the Capital Improvements Plan and new Floodplain LOMR reviews and standards.
Vehicle Expenses increased $175,500 based on historical costs for additional fleet, anticipated
increases in fuel costs, and depreciation costs. Travel and Meetings increased $5,500 based on
historical costs. Training increased $8,600 based on anticipated training needs and additional
personnel.
OBJECTIVES: 1) Design and manage contract construction and provide technical support for
other Public Works Department, as well as other Weld County departments, such as Planning,
Purchasing, and the County Attorney's office; and 2) Perform all necessary bridge inspections,
pavement management, construction management and inspection material testing, bridge grant
administration, and utility permitting and inspections.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6 6 5
Number of construction projects completed 6 5 5
Number of plats reviewed 630 700 710
Efficiency Measures
FTE's per 10,000/capita 0.48 0.51 1.00
Per capita cost(county support) $3.93 $7.17 $7.20
FINANCE/ADMINISTRATION RECOMMENDATION: The transfer of Personnel from other Public
Works budgets allows all the positions reporting to the Manager of Engineering to be in the
Engineering budget. The seven additional positions are a result of the mid-year staffing study of
Planning and Public Works that will allow for the Engineering staff to cope with the land use
referrals, and establish a stormwater/drainage program. The added costs are offset by fees that
the Board approved mid-year which are collected with land use applications. In the case of the
three Engineer Tech positions, in previous years 33 months of seasonal time was budgeted for this
function. Now all three positions will be full time staff, a net increase of three months, plus full
benefits.
In addition to added staff the department has budgeted the following support services:
Traffic study reviews $15,000
Geotech testing 20,000
Pavement testing 63,000
Stormwater Assistance 50,000
Transportation Planning
Accident Analysis 100,000
Standards development 100,000
All other increases are recommended.
BOARD ACTION:
187
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MISSILE SITE PARK
BUDGET UNIT TITLE AND NUMBER: Missile Site Park-- 1000-50100
DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Provides security for the
park.
ACTUAL ' BUDGETED •? REQUESTED RECOMMEND
RESOURCES ' 'LAST'FY CURRENT FY NEXT FY' NEXT FY
Personnel Services $ 31,713 $ 33,646 $ 33,646 $ 33,646
Supplies 2,820 2,100 2,100 2,100
Purchased Services 17,558 27,800 27,800 27,800
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 52,091 $ 63,546 $ 63,546 $ 63,546
Revenue 1,137 1,375 1,375 1,375
Net County Cost $ 50,954 $ 62,171 $ 62,171 $ 62,171
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for
all Weld County residents.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors 575 600 625
Efficiency Measures
FTE's per 10,000/capita 0.049 0.048 0.047
Per capita cost(county support) $0.252 $0.279 $0.278
Effectiveness Measures(desired results)
Percentage of time park unavailable to 0% 0% 0%
public during scheduled operating hours
188
MISSILE SITE PARK
(CONTINUED)
1000-50100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Parks and Trails -- 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects.
ft
ACTUAL BUDGETED„ REQUESTED; RECOMMEND,
RESOURCES. LAST FY ; M'CURRENT FY NEXT FY' !?NEXT FY.
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 137,500 138,500 138,500
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 137,500 $ 138,500 $ 138,500
Revenue 0 0 0 0
Net County Cost $ 0 $ 137,500 $ 138,500 $ 138,500
Budget Positions -- - - -- --
SUMMARY OF CHANGES: Budget includes$13,500 for the joint maintenance,with Windsor and
Greeley, of the Poudre River Trail. This is an increase of$1,000. The Board agreed in April, 2004,
to fund the County's share. The $125,000 for park and trail development was transferred from the
Capital Expenditure Fund beginning in 2005.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development. Recommend the $1,000 increase in the maintenance of the Poudre River Trail.
BOARD ACTION:
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer— 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County
Municipal Airport.
4
ACTUAL BUDGETED REQUESTED , RECOMMEND
RESOURCES` LAST FY CURRENTFY NEXT FY NEXT FY
Fixed Charges $ 65,187 $ 9,868 $ 0 $ 0
Capital 0 0 0 0
Gross County Cost $ 65,187 $ 9,868 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 65,187 $ 9,868 $ 0 $ 0
Budget Positions -- -- - - - -
SUMMARY OF CHANGES: Airport is not requesting funds in 2006 for local FAA matching funds.
The airport has no scheduled projects for 2006 in its six-year capital improvement program.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.313 $0.046 $0.000
Grant Summary:
Airport Grant $65,187 $9,868 $0.00
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS
BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the seventeen senior centers
throughout the county.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,500 12,500 12,500 12,500
Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Revenue 0 0 0 0
Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Budget Positions
SUMMARY OF CHANGES: No change.
OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators,
Inc.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.060 $0.058 $0.057
Grants Summary
Senior Center Grant $12,500 $12,500 $12,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
192
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management— 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, Big Thompson Watershed Forum,and Poudre
River Basin Stakeholders Group.
ACTUAL 'BUDGETED REQUESTED RECOMMEND `
-RESOURCES 'LAST FY: CURRENT FYI NEXT FY `NEXT FY;- ;
Purchased Services $ 8,835 $ 12,310 $ 12,367 $ 12,367
Supplies 0 0 0 0
Gross County Cost $ 8,835 $ 12,310 $ 12,367 $ 12,367
Revenue 0 0 0 0
Net County Cost $ 8,835 $ 12,310 $ 12,367 $ 12,367
Budget Positions -- - - -- --
SUMMARY OF CHANGES: This budget increased by$57. This Budget Unit includes dues for
the North Front Range Water Quality Planning Organization ($7,867) and the Big Thompson
Watershed Forum. In addition, on January 15, 2001, the Board voted to participate in the Poudre
River Basin Stakeholders Group at an annual cost of$1,000.
OBJECTIVES: Conduct 209 water quality responsibilities for the North Front Range of Colorado.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPA and Big Thompson Watershed Forum. Continuation of membership in the Poudre
River Basin Stakeholders Group was to be reviewed annually by the Board. Policy issue.
BOARD ACTION:
193
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision-- 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision,formerly Centennial
Development Services, Inc., which provides services for the developmentally disabled citizens of
the county.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES ; ,LAST FY CURRENT FY NEXT FY NEXT FY
Purchased Services $ 46,125 $ 46,125 $ 153,385 $ 46,125
Supplies 0 0 0 0
Gross County Cost $ 46,125 $ 46,125 $ 153,385 $ 46,125
Revenue 0 0 0 0
Net County Cost $ 46,125 $ 46,125 $ 153,385 $ 46,125
Budget Positions
SUMMARY OF CHANGES: Envision has requested the County increase its budget to $153,385
to meet the local match requirement of the State Development Disability Services contract. Only
the current base funding of$46,125 is included in the recommended budget.
OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via
contract with Envision.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Individuals served 1,526 1,526 1,530
Efficiency Measures
Per capita cost(county support) $0.221 $0.215 $0.210
Effectiveness Measures (desired
results
Grant- Envision $46,125 $46,125 $46,125
194
ENVISION
(CONTINUED)
1000-56130
FINANCE/ADMINISTRATION RECOMMENDATION: Funding at the requested level would be a
major policy shift for the County from past practices and an assumption of another state mandate.
Statutory authority exists to have a special mill levy for this purpose. The Board has advised
Envision in the past that if they want an increased funding level they should organize a grassroots
campaign to pass a special mill levy. Envision has sponsored a petition drive and will have a ballot
issue on the November 1, 2005, election for a dedicated one mill levy. It is not recommended to
increase the funding level without a voter-approved mill levy for the developmentally disabled.
Therefore, only the current funding level of$46,125 is included in the recommended budget. If the
ballot issue passes, the $46,125 should be reduced, and one mill levied.
BOARD ACTION:
195
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Front Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,875 135,875 145,063 135,875
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 12,875 $ 135,875 $ 145,063 $ 135,875
Revenue 0 0 0 0
Net County Cost $ 12,875 $ 135,875 $ 145,063 $ 135,875
Budget Positions -- — — --
SUMMARY OF CHANGES: Budget request includes$101,063 for North Front Range Behavioral
Health(NFRBH)for 2006, which is$9,188 or 10% more than the current funding level. In addition,
$29,000 for inpatient care at NCMC,and$15,000 for psychiatrist costs associated with the 72-hour
holds picked up by police agencies are included in the budget. Recommended budget does not
include the requested increase of$9,188, since all outside agencies were held to current funding
levels.
OBJECTIVES: (1) Provide mental health services to Weld County citizens via contract with North
Front Range Behavioral Health. (2) Provide payment for 72-hour mental health patients put on
hold by police agencies.
196
MENTAL HEALTH
(CONTINUED)
1000-56140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.58 $0.63 $0.62
Effectiveness Measures (desired results)
Grant- North Front Range Behavioral $120,875 $135,875 $135,875
Center
FINANCE/ADMINISTRATION RECOMMENDATION: NFRBH has requested an additional
$9,188 or a 10% increase. Following Board direction, the increased funding for outside agencies
is not included in the recommended budget. Therefore, the $9,188 increase is a policy issue for
the Board. The County will provide several contracts from Social Services monies in 2006 in
addition to this budget to fund mental health services in Weld County.
BOARD ACTION:
197
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non-offending family members.
ACTUAL - BUDGETED' REQUESTED ,:; RECOMMEND
RESOURCES LAST FY . CURRENT FY NEXT FYr _ e�NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 11,500 11,000 11,000 11,000
Purchased Services -2,750 -2,750 -2,750 -2,750
Gross County Cost $ 8,750 $ 8,250 $ 8,250 $ 8,250
Revenue 0 0 0 0
Net County Cost $ 8,750 $ 8,250 $ 8,250 $ 8,250
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change.
OBJECTIVES: n/a
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.042 $0.039 $0.038
Grants Summary
A Kids Place Grant $11,500 $11,000 $11,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is
supported by Sheriffs Office, District Attorney, and Social Services.
BOARD ACTION:
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging
Program (Human Services Budget).
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 12,351 12,351 12,351 12,351
Capital 0 0 0 0
Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
Revenue 0 0 0 0
Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
Budget Positions
SUMMARY OF CHANGES: No change.
OBJECTIVES: See Human Services budget detail.
WORKLOAD MEASURES: See Human Services budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer— 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES "LAST FY `CURRENT FY NEXT FY = NEXT FY "
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 2,253,680 2,253,680 2,548,995 2,548,995
Gross County Cost $ 2,253,680 $ 2,253,680 $ 2,548,995 $ 2,548,995
Revenue 0 0 0 0
Net County Cost $ 2,253,680 $ 2,253,680 $ 2,548,995 $ 2,548,995
Budget Positions -- -- -- --
SUMMARY OF CHANGES: See Health Fund for details.
OBJECTIVES: See Health Fund for details.
WORKLOAD MEASURES: See Health Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
200
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development— 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic
development program through the Economic Development Action Partnership (EDAP), a
public/private non-profit organization.
.
ACTUAL BUDGETED REQUESTED. RECOMMEND`
RESOURCES LAST'FY CURRENT FY ,'NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 100,000 100,000 100,000 100,000
Fixed Charges 1,199,146 0 0 0
Gross County Cost $ 1,299,146 $ 100,000 $ 100,000 $ 100,000
Revenue 946,435 0 0 0
Net County Cost $ 352,711 $ 100,000 $ 100,000 $ 100,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: EDAP is requesting the same as last year's funding level. An increase
is not requested due to EDAP getting more private donations. EDAP's goal is to be funded half by
the public sector and half by the private sector. Great strides have been made towards this goal in
the last few years.
OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote
continued economic vitality to the County; 2)Assist existing businesses in their expansion efforts;
3)Work to retain existing businesses in the county; 4) Support state and regional efforts to attract
businesses to Northern Colorado.
201
ECONOMIC DEVELOPMENT
(CONTINUED)
1000-61200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.480 $0.476 $0.455
Effectiveness Measures (desired
results!
1,250 1,175 1,250
Jobs created
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic
development and job creation are high priorities for the County to diversify the local economy. Job
creation is especially important to the success of the welfare reform efforts in Weld County.
BOARD ACTION:
202
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts
from Correctional Facility and the Administrative Building for building rents.
, ACTUAL _ `BUDGETED REQUESTED, RECOMMEND
,e4- RESOURCES , BLAST FY CURRENT FY- ` "NEXT FY, ,', EnNEXY FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 380,000 400,000 420,000 420,000
Interest 358,054 341,893 322,293 322,293
Gross County Cost $ 738,054 $ 741,893 $ 742,293 $ 742,293
Revenue 0 0 0 0
Net County Cost $ 738,054 $ 741,893 $ 742,293 $ 742,293
Budget Positions -- -- - - --
SUMMARY OF CHANGES: Budget reflects the following county lease purchase contract:
RENT INTEREST TOTAL
Correctional Facility $420.000 $ 322.293 $ 742.293
Total $ 420.000 $ 322.293 $ 742.293
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
203
LEASE-PURCHASE AGREEMENTS
The following supplemental data regarding lease-purchase agreements involving real property is
required under Section 29-1-104(2Xd), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements
involving real property
Correctional Facility $ 742,293
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
Correctional Facility $5,590,000
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements other
than those involving real property $ -0-
D. The total maximum payment liability of the
local govemment under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal $ -0-
204
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
x.. `
ACTUAL BUDGETED REQUESTED,;b RECOMMEND
-'RESOURCES ' LAST FY � CURRENT FY. NEXT FY = NEXT FY s<
Personnel Services $ 284 $ 0 $ 0 $ 0
Supplies 259,473 74,500 74,500 74,500
Purchased Services 336,258 287,500 296,500 296,500
Fixed Charges 73,580 130,000 121,000 121,000
Capital 0 0 0 0
Gross County Cost $ 669,595 $ 492,000 $ 492,000 $ 492,000
Revenue 39,681,150 41,782,441 43,994,934 43,994,934
Net County Cost $ -39,011,555 $ -41,290,441 $ -43,502,934 $ -43,502,934
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change in gross total expenditures. Line items have been adjusted
to reflect historical expenditure patterns. The miscellaneous line item that is a contingency for
mid-year items is funded at$91,000, based upon recent years'usage. Funding for outside agencies
was moved to a new budget unit called "Community Agency Grants"starting in 2005.
Revenues are up $2,212,493, primarily due to property tax revenue being up for 2006 and no tax
incentive adjustments showing in the Proposed Budget. The other changes are in tobacco tax,
which is up $85,000 due to the State passing them on to local governments; parking, which is up
$20,000 due to the new downtown Greeley lot; interest income, which is up $500,000; and oil and
gas leases, which are up $30,000.
205
NON-DEPARTMENTAL
(CONTINUED)
1000-90100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $3.21 $2.29 $2.24
Non-Departmental Summary
Total Non-Departmental $669,595 $492,000 $492,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The reallocation of
expenditures will better allow for tracking of expenditures. The increases are all justified based on
historical expenditure patterns.
BOARD ACTION:
206
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants — 1000-90150
DEPARTMENT DESCRIPTION:Weld County's financial support to community agencies that do not
fit under a specific county program.
ACTUAL, ktBUDGETED, REQUESTED,YRECOMMEND
RESOURCES `. . . LAST FY-,"_ " CURRENT FY` -a"NEXT FY NEXTXFY i
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 45,660 83,028 72,294
Gross County Cost $ 0 $ 45,660 $ 83,028 $ 72,294
Revenue 0 0 0 0
Net County Cost $ 0 $ 45,660 $ 83,028 $ 72,294
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL
IGRTC $ 11,160 $ 14,394 $ 11,160 $ 11,160
Promises for Children 10,000 10,000 10,000 10,000
Poudre River Trail 0 7,500 0 0
Convention &Visitors' Bureau 5,000 5,000 5,000 5,000
211 Information and Referral 12,000 12,000 12,000 12,000
Juvenile Assessment Center 0 26,634 26,634 26,634
Radio Read. Srvc. Of Rockies 7.500 7,500 7.500 7.500
Total $45,660 $83,028 $ 72.294 $ 72,294
OBJECTIVES: Provide support to community agencies that do not fit under a specific county
program that services county residents.
207
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost(county support) $0.00 $0.213 $0.328
Grants Summary
Senior Center Grant $0 $45,660 $72,294
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following are the
recommendation for each agency:
. IGRTC (Island Grove Regional Treatment Center) has requested $14,394 for the detox
services of Weld County residents referred to as IGRTC. The funding is for the funding gap
of$82.25/day(up from$62.00 in 2005)for 175 clients(180 in 2005). The funding gap is the
difference between the state ADAD funding allowed and the actual cost. Since this program
serves indigent clients who, without this option may end up in jail, the funding appears to be
economically justified for the County. The County has not directly funded IGRTC prior to
2005. Past funding has been in-kind items,such as buildings and Social Services contracts.
Funding is a policy issue for the Board. Recommend approval of same funding level
($11,160)as 2005, since no justification was provided for a 33% rate increase.
. Promises for Children was funded ad hoc last year. The Board, in May, 2004, made a
commitment to fund this program along with other funding partners in the community.
Recommend approval.
. RSVP has requested funding for the first time in 2006 for senior volunteer services due to
decrease in capacity of support by existing funding sources for RSVP. No amount
recommended due to the fact that this would be funding a new agency.
. Convention & Visitor Bureau has requested $5,000 again this year for visitor guides.
Recommend approval.
. 211 Information and Referral has requested a continuation of$12,000 for the 211
information and referral system operated by United Way. Recommend approval.
. Radio Reading Service of the Rockies (RRSR) has requested $7,500 again this year to
provide radio reading services for the visually impaired in Weld County. Recommend
approval.
. Juvenile Assessment Center has requested $26,634 as Weld County's share of law
enforcement support. Recommend approval.
BOARD ACTION:
208
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based
education for agricultural, environmental and consumer issues.
ACTUAL •BUDGETED REQUESTED ', RECOMMEND
RESOURCES LAST=.FY CURRENT FY NEXT FYI',4 NEXT FY
Personnel Services $ 262,217 $ 296,601 $ 302,601 $ 302,601
Supplies 20,627 9,350 9,350 9,350
Purchased Services 48,519 71,697 70,697 70,697
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 331,363 $ 377,648 $ 382,648 $ 382,648
Revenue 4,071 0 0 0
Net County Cost $ 327,292 $ 377,648 $ 382,648 $ 382,648
Budget Positions 10.75 10.75 10.75 10.75
SUMMARY OF CHANGES: Request includes an increase of $4,000 in Personnel Services to
cover one intern position. Phone expenses were reduced by$2,000 to assist with requested target
budget reduction. Other Professional Services was increased by $1,000 to cover two cost share
positions. CSU Memorandum of Understanding includes$400 per FTE agent,for a total of$2,000.
OBJECTIVES: 1) Provide information and education, as well as encourage the application of
Colorado State University research-based knowledge in response to local, state, and national
issues affecting individuals, youth, families, agricultural enterprises and communities.
209
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of contacts 60,794 62,600 64,146
4-H enrollment 1,144 1,178 1,208
Number of public meetings 332 342 350
Efficiency Measures
FTE's per 10,000/capita .516 .501 .489
Per capita cost(county support) $1.84 $1.78 $1.74
Effectiveness Measures(desired results)
Contacts per 10,000 capita 2,987 3,976 3,152
4-H enrollment per 10,000 capita 55 55 55
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Inclusion of$4,000
for an intern is a policy issue for the Board. In 2005,a mid-year request was made and denied,and
the Board directed the department to include the request in the 2006 budget for consideration.
BOARD ACTION:
210
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair- - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair.
n .a 4 rca" '�a ..,n �at Xw4
ACTUAL BUDGETED 'c5REQUESTED RECOMMEND :
RESOURCES .LAST FY:- CURRENT Y` aN XT FY `NEXT FY c
Personnel Services $ 9,973 $ 6,051 $ 10,051 $ 10,051
Supplies 5,025 0 0 0
Purchased Services 337,182 282,610 282,610 282,610
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 352,180 $ 288,661 $ 292,661 $ 292,661
Revenue 309,580 250,000 250,000 250,000
Net County Cost $ 42,600 $ 38,661 $ 42,661 $ 42,661
Budget Positions 0.3 0.3 0.3 0.3
SUMMARY OF CHANGES: Request$4,000 increase in Personnel Services to fund intern position.
No other changes to base budget are requested.
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2)Recognition of youth
and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth
and adults to exhibit, learn and develop community spirit and pride.
211
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 6,643 5,000 5,000
Exhibitors registered 2,220 2,500 2,500
Efficiency Measures
Per capita cost(county support) $0.204 $0.180 $0.194
Effectiveness Measures(desired results)
Number of people attending 12,000 13,000 13,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Inclusion of$4,000
for an intem is a policy issue for the Board. In 2005,a mid-year request was made and denied,and
the Board directed the department to include the request in the 2006 budget for consideration.
BOARD ACTION:
212
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
ACTUAL BUDGETED ` REQUESTED& ,RECOMMEND
RESOURCES - LAST FY ' - : CURRENT FY. NEXT FY " c "NEXT FY "
Personnel Services $ 49,805 $ 55,525 $ 55,525 $ 55,525
Supplies 253 200 300 300
Purchased Services 5,802 7,088 6,988 6,988
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 55,860 $ 62,813 $ 62,813 $ 62,813
Revenue 1,200 0 1,200 1,200
Net County Cost $ 54,660 $ 62,813 $ 61,613 $ 61,613
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Expense line items have been reallocated to reflect expenditure
patterns. No net change. Revenues reflect the $1,200 received from the State for having a
Veterans' Services Officer.
OBJECTIVES: 1)To provide referral and processing services to veterans; 2)To provide outreach
to organizations and communities regarding veterans benefits and rights; and 3) To maintain a
strong liaison with Colorado Department of Veterans Affairs and the Veterans Administration.
213
VETERANS' OFFICE
(CONTINUED)
1000-96400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 675 675 675
Office visits 2,950 3,000 3,000
Efficiency Measures
FTE's per 10,000/capita 0.049 0.048 0.047
Per capita cost(county support $0.262 $0.293 $0.280
Effectiveness Measures (desired results)
Applications processed for VA Comp 100% 100% 100%
In-person information provided (5/year) 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
214
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building.
q, a `, ,. � 4 u` ' , . r. � w 1 a ' � "JR1 '� W.. S.
ACTUAL BUDGETED - REQUESTED : RECOMMEND,'
`RESOURCES LAST FY CURREITFY' NEXT FY `NEXT FY `
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 84,358 85,000 115,000 115,000
Gross County Cost $ 84,358 $ 85,000 $ 115,000 $ 115,000
Revenue 0 0 0 0
Net County Cost $ 84,358 $ 85,000 $ 115,000 $ 115,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget shows an increase of $30,000 based upon the subsidy
anticipated in 2006 for the Event Center. The addition of air conditioning has increased the cost
without offsetting revenue.
OBJECTIVES: Provide additional building space for Island Grove Park activities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Usage has not
increased as projected, plus utility costs have increased dramatically since the building went into
operation.
BOARD ACTION:
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency— 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 1,404,614 $1,404,614
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 1,404,614 $ 1,404,614
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 1,404,614 $ 1,404,614
Budget Positions
SUMMARY OF CHANGES: Budget reflects a 3.5%salary increase adjustment with rate changes
for insurance, and 7.5% contribution to retirement. Health insurance has an increase in rates,
however, life insurance and disability insurance costs remain the same for 2006.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
216
Hello