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Home My WebLink About20053723.tiff 2006 , l Final Budget it . le ki, 41 • - e l • �� , E r r Z 3 1\I ! ; r L �- ilid�`f, d� t h I v,F!;f 1 �f 1 ,_4, Y f d}, r er A ,f ',. F; . ) ,. �i, �•A . J4f '(F rt F }"'r° I �t -,„01 @ Fef/ I `. I, p 1 .0.L3 • { ! t • i• ` !C p e ' 45'• , _• Y f r / Via. h/,,t 9 1.a .J 'f, `r: i NJ ! n • m f COUNTY OF WELD 4� • STATE OF COLORADO L' nse,i le'le id-.fit. ,,,..e.-, "° S- 7: COUNTY OF WELD 2006 FINAL 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 December, 2005 ailt lURe COLOAAOO TABLE OF CONTENTS PAGE 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 2006 Guidelines 24 2006 Special Budget Instructions 26 Weld County Mission Statement 28 Weld County Guiding Principles 29 Weld County Government Strategic Goals 30 Major Program Specific Goals 31 2006 Program Issues 32 Significant Changes in Policy from Prior Years 33 Implementation and Results of Strategic Objectives 34 Budget Policies 36 Long Range Financial Policies 37 Revenue Policies and Assumptions 38 Specific Revenue Assumptions of Significant Revenue 39 Major Revenue Historical Trends and Analysis 41 Policy Directions 42 Explanation of Individual Funds 44 Significant Budget and Accounting Policies 47 Capital Improvement Policy 49 Investment Policy 51 Fund Balance and Reserve Policy 52 Organizational Responsibility for Budget Units 53 Policy Matters/Points of Issue with Fiscal Impact 56 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 59 2006 Other Benefits 60 Salary Adjustments by Department 61 Position Authorization Changes Due to 2006 Budget 63 SUMMARY OF FUNDS: Graph - -All Funds Revenue 65 Graph - -All Funds Expenditures 66 Graph - - Mill Levy 67 Summary of Fund Balances 68 2006 Summary of Major Revenues and Expenditures 69 2005 Summary of Major Revenues and Expenditures 70 2004 Summary of Major Revenues and Expenditures 71 Governmental Funds - 2004 - 2006 Summary of Estimated Financial Sources and Uses 72 PAGE SUMMARY OF FUNDS (CONTINUED): 2005 Assessed Values to be Used for 2006 Budget 74 Net Program Cost 75 Summary of 2004 Allocated Costs Applicable for 2006 77 Ten Year Trend Data: Beginning Fund Balance 78 County Expenditures 79 Weld County - Organizational Chart 80 Summary of County Funded Positions 81 GENERAL FUND: Graph -- General Fund Revenue Changes 83 Graph -- General Fund Expenditure Changes 84 Ten Year Trend Data: General Government 85 Public Safety 86 Health and Welfare 87 Narrative Fund Summary 88 Summary of Revenue 89 Summary of Expenditures 92 Office of the Board 95 County Attorney 97 Public Trustee 99 Clerk to the Board 102 Clerk and Recorder: Recording/Administration 104 Elections 106 Motor Vehicle 108 Treasurer 110 Assessor 112 County Council 114 District Attorney: Ten Year Trend Data 116 Budget Unit Summary 118 Juvenile Diversion 120 Victim/VVitness Assistance 122 White Collar Crime Task Force 125 Finance and Administration 127 Accounting 129 Purchasing 131 Personnel 133 Planning and Zoning 135 Buildings and Grounds 138 Computer Services 140 Geographical Information System 142 Capital Outlay 144 Printing and Supplies 146 ii PAGE Sheriffs Office: Ten Year Trend Data 148 Budget Unit Summary - All Departments 149 Sheriff Administration 150 Sheriff Operations 153 Traffic Enforcement 156 County-wide Animal Control 158 Regional Forensic Laboratory 160 Victim Advocate Services 162 Multi-Jurisdictional Drug Task Force 164 North Jail Complex 166 Centennial Jail 169 Contract Jail Space 171 Office of Emergency Management 172 Communications - County Wide 174 Communications System Development 178 E-911 Administration 179 Criminal Justice Information System 180 Coroner 182 Community Corrections 184 Building Inspection 186 Noxious Weeds 189 West Nile Virus Program 191 General Engineering 192 Missile Site Park 194 Parks and Trails 196 Airport 197 Senior Programs 198 Waste Water Management 199 Developmentally Disabled 200 Mental Health 202 Child Advocacy Center 204 Transfers: Agency on Aging 205 Health Department 206 Economic Development 207 Building Rents 209 Non-Departmental 211 Community Agency Grants 213 Extension Service 215 County Fair 217 Veteran's Office 219 Island Grove Building 221 Contingency (Salary) 222 iii PAGE PUBLIC WORKS FUND: Graph -- Revenues 223 Graph -- Revenue Changes 224 Graph -- Expenditures 225 Graph -- Ten Year Trend Data 226 Narrative Fund Summary 227 Concerning Local Accountability for Money Used for Highway Purposes 228 Construction Bidding for State-Funded Local Projects 229 Summary of Revenue 230 Summary of Expenditures 231 Administration 232 Trucking 234 Motor Grader 236 Bridge Construction 238 Maintenance Support 240 Other Public Works 242 Mining 244 Grants-in-Aid to Cities and Towns 246 Non-Departmental Revenue 247 Contingency (Salary) 248 Five-year Plan Update 249 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 281 Graph -- Social Services Expenditures 282 Graph -- Ten Year Trend Data 283 Fund Narrative 284 Summary of Revenue 288 Summary of Expenditures 289 County Administration 290 Non Program Revenue 292 Other Programs 293 Child Support Administration 295 Temporary Assistance to Needy Families &Administration 297 Aid to Needy Disabled 299 Child Care 301 Old Age Pension 303 Child Welfare and Administration 305 Core Services 307 LEAP Program and Administration 309 General Assistance 311 iv PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenue 313 Graph -- Health Fund Expenditures 314 Graph -- Ten Year Trend Data 315 Narrative Fund Summary 316 Summary of Revenue 317 Summary of Expenditures 318 Budget Unit Summary - All Departments 320 Administration 322 Health Promotion Programs 324 Community Health Services 326 Environmental Health Services 328 HUMAN SERVICES FUND: Graph -- Ten Year Trend Data 331 Narrative Fund Summary 332 Summary of Revenue 333 Summary of Expenditures 335 Head Start Program 336 Migrant Head Start 337 Preschool Fund 338 Job Service (Wagner/Peyser) 339 Summer Job Hunt 340 Consumer Navigator 341 Employment First 340 Tony Grampsas Youth Services 343 Assistance to Needy Families 344 Workforce Investment Act-Administration 345 Workforce Investment Act -Adult Program 346 Workforce Investment Act -Youth Program 347 Multi-Disciplinary Youth Assessment 348 Workforce Investment Act- Statewide Activities Grant 349 Workforce Investment Act- Dislocated Worker Program 350 Educational Lab 351 AmeriCorps Program 352 Tight Corp Program 353 AAA Administration 354 AAA Support Services 355 AAA Congregate Meal 357 AAA Home Delivered Meals 358 AAA Health Services 359 AAA Elder Abuse Grant 360 AAA Special Ombudsman 361 AAA Single Entry Point 362 Federal Transit Grant 363 AAA Other Programs 364 AAA State Funds 365 Medicaid Transportation 366 Part E Family Caregiver Support 367 Supplemental Foods 368 Community Services Block Grant 369 v PAGE SPECIAL REVENUE FUNDS: Narrative Summary of Funds 371 Conservation Trust Fund Summary of Revenue 372 Summary of Expenditures 373 Budget Unit Summary 374 Contingency Fund: Summary of Revenue 378 Summary of Expenditures 379 Budget Unit Summary 380 Emergency Reserve Fund: Summary of Revenue 381 Summary of Expenditures 382 Budget Unit Summary . 383 Solid Waste Fund Summary of Revenue 384 Summary of Expenditures 385 Budget Unit Request Summary - Code Enforcement 386 Budget Unit Fund Summary 388 CAPITAL FUNDS: Graph - - Ten Year Trend 391 Narrative Summary of Fund 392 Summary of Revenue 393 Summary of Expenditures 394 Budget Unit Summary 395 Long Range Capital Projects Five-Year Plan 397 PROPRIETARY FUNDS: Narrative Summary of Funds 435 Paramedic Services Enterprise Fund: Summary of Revenue 436 Summary of Expenditures 437 Budget Unit Summary 438 IGS - Motor Pool Fund Summary of Revenue 441 Summary of Expenditures 442 Budget Unit Summary - Motor Pool Administration 443 Budget Unit Summary - Motor Pool Equipment 445 IGS - Health Insurance Fund: Summary of Revenue 449 Summary of Expenditures 450 Budget Unit Summary 451 IGS - Insurance Fund: Summary of Revenue 453 Summary of Expenditures 454 Budget Unit Summary 455 IGS - Phone Services Fund: Summary of Revenue 457 Summary of Expenditures 458 Budget Unit Summary 459 vi PAGE PROPRIETARY FUNDS (CONTINUED): Weld County Finance Authority Summary of Revenue 461 Summary of Expenditures 462 Budget Unit Summary 463 GLOSSARY 465 PAY TABLES: Job Code Table 479 Pay Table 483 SUPPLEMENTAL DATA: Demographic AND Economic Statistics 499 Operating Indicators by Function/Program 500 Assessed and Estimated Actual Value of Property 501 Property Tax Rates - Direct and Overlapping Governments 502 Property Tax Levies and Collections 503 Principal Property Taxpayers 504 Principal Employers 505 Consumer Price Index 506 Economic Information 507 2006 Pay Projections 510 Historic Pay Projections 512 2006 Range Projections 513 Demographic Profile 415 COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR: Population Distribution and Growth 519 2004 Taxable Assessed Value by Type 520 Revenue Sources 521 Primary Sources of Revenue 522 Primary Revenue Sources (Normalized to Population) 523 Population Density and Property Tax Revenues 524 Property Tax Revenue Normalized by Population and Area 525 Land Parcels and Property Tax Revenues 526 Citizens Served per County Employee 527 Support Functions per 1,000 FTE's 528 Finance Support Functions per 1,000 FTE's 529 Planning and Zoning / Building Inspectors per 10,000 Population 530 Treasurer FTE's, per 10,000 Population 531 Assessor FTE's per 10,000 Land Parcels 532 Clerk and Recorder FTE's per 100,000 Population 533 District Attorney Office FTE's per 100,000 Population 534 Sheriffs Office FTE's per 100,000 Population 535 Patrol FTE's per 10,000 Unincorporated Population 536 vii :1%T. IIIIID C. COLORADO VIII GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2005 President Executive Director 1 Attkr 'Inge COLORADO DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 a FAX: (303) 352-0242 as 915 10TH STREET P.O. BOX 758 8 GREELEY, COLORADO 80632 IIIID C. COLORADO December 14, 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 $160,498,889, with a net of$157,189,042 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$93,273,855, 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$64,636,463. 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),even in the aftermath of hurricane Katrina. 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. 3 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 were placed on the November ballot. Referendum C did pass on the November 1, 2005, ballot, which gives the State$3.7 billion in relief from TABOR over the next five years. Weld County has been 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 passage of Referendum C should provide counties some stability in State funding. 4 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 Federal and 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 fora 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$157,910,318 in 2006,an increase of 8.67 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 $ 64,636,463 40.9 $ 4,955,515 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 43,117,355 27.3 2,807,899 Revenue Charges for Services 4,532,516 3.1 5,301,937 3.3 769,421 Ambulance Fees 8,865,667 6.1 6,215,459 3.9 (2,650,208) Miscellaneous Revenue 2,417,897 1.7 5,054,178 3.2 2,636,281 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% $157,910,318 100.0% $ 12,602,091 5 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$174,164,568 for 2006,which is an increase of 9.77 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% $ 22,917,451 13.2% $ 2,284,404 Social Services 18,048,700 11.6 19,841,300 11.4 1,792,600 Road and Bridge 27,164,255 17.1 28,376,615 16.3 1,212,360 Public Safety 27,740,315 17.4 30,225,451 17.4 2,485,136 Human Services 12,521,726 7.9 14,194,876 8.1 1,673,150 Health 6,800,378 4.3 6,943,026 4.0 142,648 Capital 6,630,000 4.2 13,205,000 7.6 6,575,000 Public Works 1,539,700 .9 1,720,733 0.9 181,033 Contingency 8,850,000 5.5 10,150,000 5.8 1,300,000 Miscellaneous 1,884,486 1.2 1,888,283 1.1 3,797 Culture and Recreation 973,707 .6 990,796 .6 17,089 Auxiliary 450,329 .3 440,863 .3 (9,466) 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% $174,164,568 100.0% $15,495,735 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 III of the North Jail Complex and$100,000 for special projects. Carry-over beginning fund balance of$6,030,000 is anticipated,and$3,105,000 ending reserve fund balance is anticipated at the end of 2006. 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. 6 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 be 17.900, a drop of 2.057 mills from last year. Under the TABOR mill levy limit, the 2.057 mills from this year and the 2.081 mill reduction from the past years will be classified as a temporary mill levy reduction,for a total of 4.138 mills. The assessed value for the 2006 Budget is$3,611,033,570,which is up$620,570,240,or 21 percent over last year. All classes of property increased in assessed value for the year, except natural resources, which is down $804,700, or 8 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 $9.2 million, or 9 percent; agricultural property is up $839,670, or 1 percent; industrial is up $1.5 million, or 1 percent; residential property is up$133.9 million, or 15 percent;commercial property is up$59.3 million, or 13 percent;and State assessed property is up$108.1 million, or 37 percent. There is an actual value increase of new construction of$1.002 billion, or nearly a 6.58 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. 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,and will be continued in 2006 with a 12 percent rate increase. 7 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 $16,085,750. 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 $1,980,469 for strategic roads in the Public Works Fund. All other fund balance amounts are undesignated. With the above projection, ending fund balances should be $26,235,750. 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$60,142,702,up$5,212,474. 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 $183,436, due to contract cost-of-living changes and the addition of one applications programmer. The DistrictAttorney'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 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. 8 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$204,953 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, $1,364,547 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$1,371,891 at$32,936,146, of which $6,540,000 is fund balance. Municipal share back is funded at$1,528,625. 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 decreased $75,000, due to the purchase of a road reclaimer in 2005. Right-of-Way Purchases decreased $114,000, based on the Capital Improvement Plan. On the revenue side of the budget, property taxes are budgeted at $64,636,463, 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$567,557,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$1,600,000 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 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 oh 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. 9 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, gi,..afamh Donald D. Warden, Director Finance and Administration 10 ABOUT WELD COUNTY Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county -.} _r' seat was moved from St. Vrain to Latham (three miles east of .telthe present Greeley) to Evans, to Greeley, to Evans again, and 'ky .� 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, k which ranks as the third leading agricultural area in the United . States. Weld County is Colorado's leading producer of cattle, grain and sugar beets. An abundance of water has been important to not only the - agricultural community, but also to industrial development. Greeley's supply, for example, includes reserves estimated at 100%. Future supply is equally impressive with such developments as the Windy Gap Project. Weld County is the second leading area in Colorado in the production of oil and gas. The county's many abundant resources provide a sound economic base and a secure future for the area. One of Weld County's most valuable resources is its labor force. The people resources provide a healthy labor climate for any corporation or industry. OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees. The available services, recruitability, location, resources and livability make Weld County a desirable place in which to work and 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 6 parcels, many zoned and with rail utilities adjacent to the --- -E 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 *:,t‘ Willie COLORADO 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 has explored a variety of options to correct the problem. Referendum C did pass on the November 1,2005, ballot, which gives the State$3.7 billion in relief from TABOR over the next five years. Weld County has been 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 passage of Referendum C should provide counties some stability in state funding. 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 Federal and State levels,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 15 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. 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. October24 and 25 Budgetwork session hearings with Commissioners and elected officials and department heads. November 10 Publish notice of final budget hearing. October 25 - 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 POINTS OF ISSUE AND POLICY MATTERS ce 4 2 • EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"user friendly"document,designed to enhance policy makers', managers', and citizens'understanding of major issues,resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures,describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review,and adoption process,includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments,such as those done by the Health Department and Social Services,surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments, policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities,and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives,and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on- going basis through program analysis,review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. 19 The budget and management system is supported by the Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. In summary,Weld County's budget process is virtually a year-around process,combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input,policymakers,county departments and offices, and teamwork. The following two pages show the process graphically. 20 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM 1 <r icaa: •y34 .fS Ry b .`'. POLICY ,3, :� .0 FORMULATION u � Analyze Community Needs Community , ;₹: 'Develop County-:Wide Goals Long Range Planning Assess Prior i'ear1s Performance Capital Improvements Assessment i p' p O; Review Policy Alternatives r. h Establish General Priorities Establish Fiscal Policy u s b 1 ir SUPPORT pROGRA�I PROGRAI'T • EVALUATION • PLANNING k Assess Program E 3 Program Analysis Accounting •System Alternatives Design Program Fiscal Control •Review Program` 1 Define Program ' Cost-Accounting by Program Performance , Objectives " " Relate to Present Examine and Evaluate ` Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports 1\ :::.,:.:.,:.: ... Service r` Delivery EUDGETING BASED;ON PROGRAMS, • PERFORMANCE, PERIODIC;; • PROGRAM REVIEW : = Allocate Resources by 4 s y Program Area ,!'Develop Multi-Year Projections Schedule Action 21 HIERARCHY 'OF BUDGET INFORMATION • STRATEGIC OBJECTIVES BOARD OF COUNTY 7 COMMISSIONERS : F 3 K is £s`RS.ssr 3. "s itiz, BUDGETPOUCIES BUUG1 T pRDCE5$ \ 1MPLEMEN fATIOy AND RESULTS '- Sf OF S7{ TEGIC OQJCiNE5 . REVENUE POLICIES MAJOR PROGRAM GOALS iE ,, 4 #OLjtY DIRECTIOI�(S SPECIFIC REVENUE ASSUMPTIONS '#'4'''''''''''''''. ACCOUNTING POUCIES POLICY MATTERS/POINT5OF ISSUE :,- JNVESTMENCPQUCIES WORKLOAD DATA Z • CAPITAL IMPROVEMENTPOUCIES : .OEPAR7MENT OSJE.OYNES vlilli BUDGET GUIDELINES SIGNIFICANT CHANGES j ALLOCATI •ON OF RESOURCES 3 ... f S c z: i N. NN4111/4 / 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 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. 24 > 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 change 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. 25 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 Internal Service Funds) 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 40.50 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 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 be 390 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. 26 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. 27 WELD COUNTY MISSION STATEMENT Provide responsive, efficient, and ethical government services for the people of Weld County. 28 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE OPERATIONAL PERSPECTIVE M4‘ 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. 29 WELD COUNTY GOVERNMENT STRATEGIC GOALS ♦ Establish benchmarks with measurable standards to improve the health,safety,and welfare of the people of Weld County. + Explore and utilize,when cost-effective and beneficial,technology and satellite campuses to provide more accessibility and better services to the people of Weld County. + Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. + Develop and maintain public information and interaction through a web site, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. ♦ Work with diverse constituents and diverse constituent groups on processes and matters to have a positive impact on the County and the well being of County citizens. ♦ Include diverse private and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. ♦ Expand and diversify the economic base of Weld County. ♦ Ensure that Weld County operates an ethical organization through training of staff and the development of a Code of Ethics. ♦ Review and eliminate unnecessary restrictive regulations, policies,and procedures which hinder the County's ability to deliver services. 30 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 III 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. 31 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. 32 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. > White Collar Crime Task Force will be initiated in the District Attorney's Office. 33 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 internet. 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. Astudy 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. 34 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. 35 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. 36 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 forthe 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. Balanced budget means expenditures cannot exceed available resources. No debt financing of the operational budget is permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget that is not balanced, even if the constitutional requirement was lifted. Revenue Diversification: Weld County encourages a diversity of revenue sources in order to improve the County's ability to handle fluctuations in individual revenue sources year to year and long term. Due to the high percentage of oil and gas assessed values, Weld County also encourages the diversification of revenues for long range planning to minimize the dependence of the County's budget on oil and gas revenue fluctuations in production and price, and long range depletion of the resource in the County. Contingency Planning: Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies, cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens. 37 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. 38 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. 39 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. 40 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2002 2003 2004 2005 2006 Property Taxes $45,619,589 $48,640,425 $53,350,030 $59,680,948 $64,636,463 Other Taxes 4,595,000 5,020,026 5,775,000 5,900,000 6,410,000 Fees 3,878,000 5,332,000 5,402,000 5,552,000 7,827,000 Intergovernmental 34,010,502 35,629,136 37,596,009 40,309,456 43,117,355 Licenses/Permits 2,098,900 2,216,114 1,989,400 2,064,620 3,002,400 Charges for Services 5,061,351 3,360,940 4,316,156 4,532,516 5,301,937 Internal Services 7,124,336 6,894,785 7,411,064 15,985,123 16,345,526 Paramedic Fees 6,210,000 7,510,000 8,340,000 8,865,667 6,215,459 Miscellaneous 4,583,296 4,071,841 3,568,845 2,417,897 5,054,178 TOTAL REVENUES $113,180,974 $118,675,267 $127,748,504 $145,308,227 $157,910,318 TREND ANALYSIS Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations,which are growth in actual property value, plus cost-of-living. 9.16% in 2006. Other Taxes: Primarily, specific ownership taxes that grow with car registrations. Fees: Fees have been increased and new fees added,due to growth in area. Project growth trend to continue. Intergovernmental: State and federal revenues that are growing at about 7% per year. Trend should continue. Licenses/Permits: Permit revenue will jump in 2006, due to new permits and phase of development. Should level out after 2006 with inflationary growth. Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects. Internal Services: Predictable revenue based on stable usage. 2005 change was due to becoming self-insured for health care insurance. Paramedic Fees: Fees grow about 10% due to volume, and 10% due to rate increase. Very predictable. 2006 had a change in accounting for Medicaid/Medicare adjustments being treated as revenue adjustments versus uncollectible amounts. Net amount the same. Miscellaneous: Revenue predictable, even though some variation in specific years. Interest revenue is found in this category. 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, bestway 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 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities. General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds. Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finance specified activities as required by law or administrative action. Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition,development and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One(TABOR),passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be one percent of fiscal spending in 1993,two percent in 1994,and three percent in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Public Health Department provides health services to County residents. The fund reflects revenue and expenditures for health care, health education, health monitoring and other related activities. 44 Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL, HHS, and CSA. Solid Waste Fund:This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County. Capital Expenditures Fund: This fund accounts for various capital improvement projects on County property as required by Section 29-1-301, C. R. S., 1973. PROPRIETARY FUND TYPES: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis. Motor Vehicle Fund: This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds. Insurance Fund: This fund accounts for all insurance costs for the County. The program is a combination of insured risks and protected self-insurance risks. Phone Services Fund: This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis. Health Insurance Fund: This fund accounts for the self-insured health,dental, and vision plans offered County employees. Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities. The only active lease is for the North Jail. 45 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. 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 recorded in the year in which it becomes both measurable and available as net current assets. "Measurable" means the amount of the transaction can be determined and"available"means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations,or of a material amount and not received at the normal time of receipt, primarily consists of 1)state highway users tax;2) property taxes,assessed in 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 yearto 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 thatalterthe 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 forthree 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. 48 CAPITAL IMPROVEMENT POLICY 1. Capital ImprovementPlan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Assets- Capital assets are defined as land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period. 4. Capital Projects-Capital projects are defined as those major, non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 5. Annual Action Program-Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6. Relationship Between Capital Funding and Operating Budget-Capital assets, which include property, plant equipment,and infrastructure assets(e.g.,roads,bridges and similar items,)are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial, individual cost of more than$5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. 49 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. All reported capital assets, except for gravel roads, are depreciated. Improvements are depreciated over the remaining useful lives of the related capital assets. Depreciation on all assets is provided on the straight-line basis(asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the asset and the cost incurred to maintain the service potential to locally established minimum standards in lieu of depreciation. To elect this option the County must develop and implement an asset management system which measures, at least every third year by class of asset, if the minimum standards are being maintained. The County has elected to use this alternative approach only for gravel roads. 50 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 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 53 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 54 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 55 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 56 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 DARE 1,500 TOTAL GENERAL FUND $3,788,626 $ 320,572 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 NOTE: • Policy matters are changes in current policies. • Points of issue are items where the Director of Finance and Administration has a different recommendation than the budget unit's department head/elected official. 57 ist:r Willie COLORADO 58 EMPLOYEE SALA !' Y SCHEDULE AND ENEFITS SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council - Public Employers Mountain States Employers' Council - Front Range • Budget reflects a salary adjustment of 3.5 percent with the only benefit change being the increase in the health insurance county contribution. Coverage remains with Great-West Healthcare. The Weld County Retirement Plan contribution for employer and employee move to 7.5 percent in 2006 and PERAforthe Health Department moved to 10.5%. All other benefits remain the same. The breakout by fund is as follows: General Fund $ 1,364,547 Road and Bridge Fund 383,104 Health Fund 240,163 TOTAL $ 1,987,814 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. 59 OTHER BENEFITS VISION PROGRAM: COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR NO DEDUCTIBLE 50% OF COVERED EXPENSES INCURRED EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR LIFE: Three times annual salary up to $600,000 at $.246/$1,000/per month DISABILITY: $.38/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: Program offered by APS LifeLink. WELLNESS: Wellness program will be continued to all County employees. EXECUTIVE PAY PLAN: Elected Officials,and Chief Deputies have a direct benefit plan for health purposes. MILEAGE: Indexed two cents below IRS mileage allowance rate. RETIREMENT BENEFIT: County Retirement Plan-(7.5 percent of gross salary for County and employee contribution.) PERA- (10.5 percent of gross salary for County contribution and 8 percent of gross salary for employee contribution.) 60 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 1,234,498 1,376,873 142,375 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 Juvenile Diversion 144,974 144,974 0 Victim Assistance 368,597 377,853 9,256 Finance 340,820 359,396 18,576 Accounting 299,796 306,579 6,783 Purchasing 109,140 113,900 4,760 Personnel 421,230 449,854 28,624 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 1,020,813 1,065,110 44,297 Sheriff Operations 4,666,422 4,869,518 203,096 Traffic 801,631 796,227 -5,404 Animal Control 78,464 79,447 983 Forensic Laboratory 115,980 124,547 8,567 Victim Advocates 85,170 85,170 0 Task Force 85,177 99,367 14,190 61 DEPARTMENT NAME 2005 2006 DIFFERENCE County Coroner $ 266,761 $ 296,009 $ 29,248 North Jail 7,915,553 8,271,490 355,937 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 185,120 182,350 -2,770 Veterans Affairs 55,525 53,697 -1,828 TOTAL GENERAL FUND $ 32,715,058 $ 34,079,605 $ 1,364,547 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 $ 6,397,973 $ 6,761,076 $ 363,103 Health Administration $ 444,776 $ 466,208 $ 21,432 Health Promotion 465,059 474,187 9,128 Public Health Services 2,168,626 2,271,698 103,072 Environmental Health 1,335,430 1,441,961 106,531 TOTAL PUBLIC HEALTH FUND $ 4,413,891 $ 4,654,054 $ 240,163 62 POSITION AUTHORIZATION CHANGES DUE TO 2006 BUDGET FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-11300 Motor Vehicle None Office Tech II 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 (2) 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 1000-21200 Sheriff Operations Crime Analyst Crime Analyst (Grade 36) (Grade 30) 1000-21210 Traffic Enforcement None SO Deputy II 1000-24410 North Jail None (5) Correctional Officer I 1000-24410 North Jail None Counselor Ill 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 63 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 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 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 2000-30100 PW Administration None Property Clerk 2000-32100 PW Trucking (2) Seasonal (2) Service Worker II 2000-32200 PW Motor Grader None Motor Grader Trainer 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 45 FTE 44.94 FTE Services 5000-23100 Paramedic Services None (3) EMT Basic 64 SUMMA * Y OF FUNDS ♦ . ►.!I #wa. of ALL FUNDS REVENUE $70,000,000 $60,000,000 - $50,000,000 $40,000,000 2005 $30,000,000 I $20,000,000 ■2006 $10,000,000 :! $ I f l ft1 I II H X CZ 0 C •- U O C U_ 0 LL E a) m a O Z U a N ` !'n fo m fn 17 p N co N 3 c E EL O C J C C 2006 Revenue Total $190,250,318 (2005 $173,993,227) Paramedic Fees, $6,215,459,3% Internal Services, $16,345,526, 9% Property Tax, Fund Balance, •�a•: $64,636,463, 33% $32,340,000, 17% 'r��ii�li Miscellaneous, Other Taxes, $5,054,178, 3% $6,410,000, 3% Chg for Service, Intergovernmental $5,301,937, 3% $43,117,355 Licenses/Permits, 23% Fees, $7,827,000, $3,002,400, 2% 4% 65 ALL FUNDS EXPENDITURES $35,000,000 - -- - -- -- ---- --. $30,000,000 ❑2005 $25,000,000 _ ■2006 $20,000,000 -- - - - — — -- $15.000.000 -- $10,000,000 -- --- -- $5,000.000 11 $0 r gnu. rte . , [i �\ees �ov--s �ece� +\\,a6 aQ`a` apr �ecl aA \ees ��oc acae oJ5 GE' \ee 5a \e c`\c P� G �,e \\e 5a ,eoF y0c� eeea Ito \aoe �61� Sets (9 QJr eo QJr a0 Jsac oce\Q- Q-oaa yea e`ca� ceea`o C�ece` J6 \c\ Qa�a 2006 EXPENDITURES Total $174,164,568 (2005 $158,668,833) Auxiliary,$440,863,0% Contingency,$10,150,000, 6% Public Works,$1,720,733, 1% Capital,$13,205,000,8% Social Services, Health,$6,943,026,4% $19,841,300,11% Public Safety, Paramedic Service, ,�.. $30,225,451,17% $6,294,648,4% Internal Services, �fl,� 4' f"® $16,975,526,10% � .. . General Government, Miscellaneous, $1,888,283,1% $22,917,451,13% Road&Brid e, Human Services, $28,376,615, 16% $14,194,876,8% Culture/Recreation, $990,796,1% 66 MILL LEVY 2006 TOTAL 17.900 2005 TOTAL 19.957 Contingency, 0.36,2% V Contingency, 0.535,3% Public Works, Public Works, 1.847,10% r 2.002,10% Insurance, / _Insurance, 0.277,2% 0.251, 1% General, 12.321, Social Services, General, 13.909, Social Services, 68% 1.551,9% 70% 1.772,9% Capital, 1.544, Capital, 1.488, 9% 7% 2006 BUDGET SUMMARY OF FUND BALANCES 2006 BUDGET ASSESSED VALUATION:$3.611.033.570 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 12.321 $ 44.490,317 $ 3,224,254 $ 13,384,350 $ 0 $ 64,098,921 $60,142,702 $ 3,956.219 SPECIAL REVENUE FUNDS: 2000 Public Works 8,139,552 2.002 6,540,000 1.847 6,671,146 10,420,000 9,305,000 0 32,936,146 28,376,615 4,559,531 2100 Social Services 2,816,968 1.772 1,820,000 1.551 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 0.000 0 365,000 14,000 0 379,000 379,000 0 2300 Contingent 3,775,876 0.535 4,850,000 0.360 1,300,000 0 0 0 6,150,000 6,150,000 0 2400 Emergency Reserve 3,500,000 0.000 4,000,000 0.000 0 0 0 0 4,000,000 4,000,000 0 2500 Health Department 1,782,221 0.000 500,000 0.000 0 2,597,220 912,435 3,297,496 7,307,151 6,807,151 500.000 2600 Human Services 904,784 0.000 900,000 0.000 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 0.000 0 0 1,350,000 0 2,350,000 1,350,000 1,000,000 CAPITAL PROJECT FUNDS: m 4000 Capital Expenditure 697,779 1.488 0 6,030,000 1.544 5,575,000 0 1,600,000 0 13,205,000 13,205,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0.000 0 0.000 0 79,189 6,215,459 0 6,294,648 6,294,648 0 GROSS TOTALS $ 29,101,743 19.706 $ 28,640,000 17.623 $ 63,636,463 $ 43,117,355 $ 33,810,974 $ 3,309,847 $ 172,514,639 $160,498,889 $ 12,015,750 INTERFUND TRANSFER 0 0.000 0 0.000 0 0 0 -3,309,847 -3,309,847 -3,309,847 0 NET TOTALS $ 29,101,743 19.706 $ 28,640,000 17.623 $ 63,636,463 $ 43,117,355 $ 33,810,974 $ 0 $ 169,204,792 $157,189,042 $ 12,015,750 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 954,206 0.000 950,000 0.000 0 0 6,086,709 0 7,036,709 5,716,709 1,320,000 6200 Health Insurance 962,610 0.000 950,000 0.000 0 0 8,279,724 0 9,229,724 8,279,724 950,000 6300 Insurance 617,777 0.251 600,000 0.277 1,000,000 0 356,800 0 1,956,800 1,356,800 600,000 6400 Phone Services 1,268,963 0.000 1,200,000 0.000 0 0 880,000 0 2,080,000 880,000 1,200,000 6500 Weld Finance Corp 0 0.000 0 0.000 0 0 742,293 0 742,293 742,293 0 NET TOTALS-I S FUNDS $ 3,803,556 0.251 $ 3,700,000 0.277 $ 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 17.900 $ 64,636,463 $ 43,117,355 $ 50,156,500 $ 0 $ 190,250,318 $ 174,164,568 $ 16,085,750 2006 SUMMARY OF MAJOR REVENUES AND EXPENDITURES 0 2006 2006 2006 2006 2006 2006 2006 TOTAL 2006 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 3,000,000 $ 44,490,317 $ 3,224,254 $ 13,384,350 $ 0 $ 64,098,921 $ 34,079,605 $ 24,950,347 $ 1,112,750 $60,142,702 $ 3,956,219 SPECIAL REVENUE FUNDS: 2000 Public Works 6,540,000 6,671,146 10,420,000 9,305,000 0 32,936,146 6,761,077 21,615,538 0 28,376,615 4,559,531 2100 Social Services 1,820,000 5,600,000 13,521,300 0 0 20,941,300 10,465,600 9,180,700 195,000 19,841,300 1,100,000 2200 Conservation Trust 0 0 365,000 14,000 0 379,000 0 352,837 26,163 379,000 0 2300 Contingent 4,850,000 1,300,000 0 0 0 6,150,000 0 6,150,000 0 6,150,000 0 2400 Emergency Reserve 4,000,000 0 0 0 0 4,000,000 0 4,000,000 0 4,000,000 0 2500 Health Department 500,000 0 2,597,220 912,435 3,297,496 7,307,151 4,654,054 2,153,097 0 6,807,151 500,000 2600 Human Services 900,000 0 12,910,392 1,029,730 12,351 14,852,473 6,452,686 7,499,787 0 13,952,473 900,000 2700 Solid Waste 1,000,000 0 0 1,350,000 0 2,350,000 38,622 1,311,378 0 1,350,000 1,000,000 a' CAPITAL PROJECT FUNDS: 4000 Capital Expenditure II 6,030,000 5,575,000 0 1,600,000 0 13,205,000 0 0 13,205,000 13,205,000 0 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 79,189 6,215,459 0 6,294,648 3,288,900 2,841,748 164,000 6,294,648 0 GROSS TOTALS $ 28,640,000 $ 63,636,463 $ 43,117,355 $ 33,810,974 $ 3,309,847 $ 172,514,639 $ 65,740,544 $ 80,055,432 $ 14,702,913 $160,498,889 $ 12,015,750 INTERFUND TRANSFER 0 0 0 0 -3,309,847 -3,309,847 -3,309,847 0 0 -3,309,847 0 NET TOTALS $ 28,640,000 $ 63,636,463 $ 43,117,355 $ 33,810,974 $ 0 $ 169,204,792 $ 62,430,697 $ 80,055,432 $ 14,702,913 $157,189,042 $ 12,015,750 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 950,000 0 0 6,086,709 0 7,036,709 0 5,716,709 0 5,716,709 1,320,000 6200 Health Insurance 950,000 0 0 8,279,724 0 9,229,724 O 8,279,724 0 8,279,724 950,000 6300 Insurance 600,000 1,000,000 0 356,800 0 1,956,800 O 1,356,800 0 1,356,800 600,000 6400 Phone Services 1,200,000 0 0 880,000 0 2,080,000 122,994 757,006 0 880,000 1,200,000 6500 Weld Finance Corp 0 0 0 742,293 0 742,293 0 742,293 0 742,293 0 NET TOTALS-I S FUNDS $ 3,700,000 $ 1,000,000 $ 0 $ 16,345,526 $ 0 $ 21,045,526 $ 122,994 $ 16,852,532 $ 0 $ 16,975,526 $ 4,070,000 GROSS TOTALS- ALL FUNDS $ 32,340,000 $ 64,636,463 $ 43,117,355 $ 50,156,500 $ 0 $ 190,250,318 $ 62,553,691 $ 96,907,964 $ 14,702,913 $ 174,164,568 $ 16,085,750 2005 SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2005 2005 2005 2005 2005 2005 2005 TOTAL 2005 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 3,350,000 $ 41,593,093 $ 3,791,811 $ 9,863,838 $ 0 $ 58,598,742 $ 29,852,446 $ 24,479,296 $ 1,267,000 55,598,742 $ 3,000,000 SPECIAL REVENUE FUNDS: 2000 Public Works 8,630,000 5,987,855 9,431,400 7,515,000 0 31,564,255 5,918,412 19,105,843 0 25,024,255 6,540,000 2100 Social Services 2,000,000 5,300,000 11,810,480 0 0 19,110,480 9,451,000 7,729,480 110,000 17,290,480 1,820,000 2200 Conservation Trust 0 0 385,000 14,000 0 399,000 0 333,837 65,163 399,000 0 2300 Contingent 3,750,000 1,600,000 0 0 0 5,350,000 0 500,000 0 500,000 4,850,000 2400 Emergency 3,500,000 0 0 500,000 0 4,000,000 0 0 0 0 4,000,000 Reserve 2500 Health Department 500,000 0 2,631,765 940,195 3,092,543 7,164,503 4,356,421 2,302,542 5,540 6,664,503 500,000 2600 Human Services 1,000,000 0 11,608,500 734,000 12,351 13,354,851 6,113,492 6,341,359 0 12,454,851 900,000 2700 Solid Waste 950,000 0 0 1,300,000 0 2,250,000 38,622 1,211,378 0 1,250,000 1,000,000 0 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 0 1,580,000 4,450,000 500,000 100,000 0 6,630,000 0 0 600,000 600,000 6,030,000 ENTERPRISE FUNDS: 5000 Paramedic 0 0 0 8,865,667 0 8,865,667 3,085,635 5,631,032 149,000 8,865,667 0 Services GROSS TOTALS $ 25,260,000 $ 58,930,948 $ 40,158,956 $ 29,832,700 $ 3,104,894 $ 157,287,498 $58,816,028 $67,634,767 $2,196,703 $128,647,498 $ 28,640,000 INTERFUND TRANSFER 0 0 0 0 -3,104,894 -3,104,894 -3,104,894 0 0 -3,104,894 0 NET TOTALS $ 25,260,000 $ 58,930,948 $ 40,158,956 $ 29,832,700 $ 0 $ 154,182,604 $55,711,134 $67,634,767 $2,196,703 $125,542,604 $ 28,640,000 INTERNAL SERVICE FUNDS: 6000 Motor Pool 900,000 0 150,500 5,713,506 0 6,764,006 0 5,814,006 0 5,814,006 950,000 Operating 6200 Health Insurance 900,000 0 0 8,279,724 0 9,179,724 O 8,229,724 0 8,229,724 950,000 6300 Insurance 725,000 750,000 0 390,000 0 1,865,000 O 1,265,000 0 1,265,000 600,000 6400 Phone Services 900,000 0 0 860,000 0 1,760,000 117,883 442,117 0 560,000 1,200,000 6500 Weld Finance Corp 0 0 0 741,893 0 741,893 0 741,893 0 741,893 0 NET TOTALS-I S $ 3,425,000 $ 750,000 $ 150,500 $ 15,985,123 $ 0 $ 20,310,623 $ 117,883 $ 16,492,740 $ 0 $ 16,610,623 $ 3,700,000 FUNDS GROSS TOTALS- ALL FUNDS $ 28,685,000 $ 59,680,948 $ 40,309,456 $ 45,817,823 $ 0 $ 174,493,227 $ 55,829,017 $ 84,127,507 $2,196,703 $ 142,153,227 $ 32,340,000 2004 SUMMARY OF MAJOR REVENUES AND EXPENDITURES 0 2004 2004 2004 2004 2004 2004 2004 TOTAL 2004 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 2,943,591 $ 39,232,428 $ 3,758,869 $ 9,220,659 $ 0 $ 55,155,547 $ 28,182,625 $ 22,550,563 $ 1,072,359 $ 51,805,547 $ 3,350,000 SPECIAL REVENUE FUNDS: 2000 Public Works 9,156,890 4,992,602 9,792,000 8,650,433 0 32,591,925 5,664,361 18,297,564 0 23,961,925 8,630,000 2100 Social Services 2,000,000 5,000,000 11,158,615 0 0 18,158,615 7,855,000 8,278,615 25,000 16,158,615 2,000,000 2200 Conservation Trust 0 0 340,000 14,000 0 354,000 0 354,000 0 354,000 0 2300 Contingent 2,450,000 1,300,000 0 0 0 3,750,000 0 0 0 0 3,750,000 2400 Emergency Reserve 3,500,000 0 0 0 0 3,500,000 0 0 0 0 3,500,000 2500 Health Department 500,000 0 1,845,525 946,309 2,934,807 6,226,641 4,038,043 1,688,598 0 5,726,641 500,000 2600 Human Services 1,000,000 0 10,701,000 720,000 12,351 12,433,351 5,446,540 5,986,811 0 11,433,351 1,000,000 2700 Solid Waste 950,000 0 0 1,500,000 0 2,450,000 38,622 1,461,378 0 1,500,000 950,000 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure u 3,045,000 2,275,000 0 0 0 5,320,000 0 0 3,740,000 3,740,000 1,580,000 ENTERPRISE FUNDS: 5000 Paramedic Services 0 0 0 8,340,000 0 8,340,000 3,020,942 5,130,058 189,000 8,340,000 0 GROSS TOTALS $ 25,545,481 $ 52,800,030 $ 37,596,009 $ 29,391,401 $ 2,947,158 $ 148,280,079 $54,246,133 $63,747,587 $5,026,359 $123,020,079 $ 25,260,000 INTERFUND TRANSFER 0 0 0 0 -2,947,158 -2,947,158 -2,947,158 0 0 -2,947,158 0 NET TOTALS $ 25,545,481 $ 52,800,030 $ 37,596,009 $ 29,391,401 $ 0 $ 145,332,921 $51,298,975 $63,747,587 $5,026,359 $120,072,921 $ 25,260,000 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 559,000 0 0 5,046,675 0 5,605,675 0 4,705,675 0 4,705,675 900,000 6200 Health Insurance 900,000 0 0 384,256 0 1,284,256 O 384,256 0 384,256 900,000 6300 Insurance 1,082,800 550,000 0 380,000 0 2,012,800 O 1,287,800 0 1,287,800 725,000 6400 Phone Services 900,000 0 0 860,000 0 1,760,000 119,343 - 740,657 0 860,000 900,000 6500 Weld Finance Corp 0 0 0 740,133 0 740,133 0 740,133 0 740,133 0 NET TOTALS-I S FUNDS $ 3,441,800 $ 550,000 $ 0 $ 7,411,064 $ 0 $ 11,402,864 $ 119,343 $ 7,858,521 $ 0 $ 7,977,864 $ 3,425,000 GROSSTOTALS- ALL FUNDS $ 28,987,281 $ 53,350,030 $ 37,596,009 $ 36,802,465 $ 0 $ 156,735,785 $ 51,418,318 $ 71,606,108 $ 5,026,359 $128,050,785 $ 28,685,000 GOVERNMENTAL FUNDS 2004 - 2006 Summary of Estimated Financial Sources and Uses REVENUES 2004 2005 2006 Taxes $ 57,147,883 $ 65,580,948 $ 71,046,463 Licenses and permits 1,989,400 2,064,620 3,002,400 Intergovernmental 37,596,009 40,309,456 43,117,355 Miscellaneous 5,545,992 2,417,897 5,054,178 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 $135,349,333 EXPENDITURES Current: General government $ 19,669,043 $ 20,633,047 $ 22,917,451 Public safety 26,091,944 27,740,315 30,225,451 Public works 25,254,398 28,703,955 30,097,348 Public health and welfare 22,021,131 24,849,078 26,784,326 Culture and recreation 1,036,054 973,707 990,796 Human services 11,600,226 12,521,726 14,194,876 Miscellaneous 2,320,125 2,334,815 2,329,146 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 $ 150,894,394 Net Increase (Decrease) in Fund Balance -8,310,481 -12,779,206 -15,545,061 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 12,015,750 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 $ 22,165,760 72 PROPRIETARY FUNDS 2004 - 2006 Summary of Estimated Financial Sources and Uses REVENUES 2004 2005 2006 Taxes $ 550,000 $ 750,000 $ 1,000,000 Intergovernmental 0 0 79,189 Fees 8,340,000 8,865,667 6,215,459 Charges for Services 7,411,064 15,985,123 16,345,526 Total Estimated Financial Sources $ 16,301,064 $25,600,790 $ 23,640,174 EXPENDITURES Paramedic Services $ 8,340,000 $ 8,865,667 $ 6,294,648 Motor Pool • M4,750,675 5,387,106 5,716,709 Health Insurance 384,256 8,279,724 8,279,724 Insurance 1,287,800 1,297,800 1,356,800 Phone Services 860,000 860,000 880,000 Weld Finance Corp 740,133 741,893 742,293 Total Use of Resources $ 16,362,864 $ 25,432,190 $ 23,270,174 Net Increase (Decrease) in Fund Balance - 61,800 168,600 370,000 Fund Balance at Beginning of Year 3,593,200 3,531,400 3,700,000 Fund Balance at End of Year - without Unspent Contingencies / Reserves 3,531,400 3,700,000 4,070,000 Contingencies / Reserves Appropriated but not Spent 0 0 0 Fund Balance at End of Year-with Contingencies / Reserves $ 3,531,400 $ 3,700,000 $ 4,070,000 73 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 $ 115,130,370 $ 9,183,970 9% Residential $ 918,400,080 $ 1,052,328,130 $ 133,928,050 15% Commercial $ 448,526,350 $ 507,867,420 $ 59,341,070 13% Industrial $ 153,747,260 $ 155,227,960 $ 1,480,700 1% Agricultural $ 91,551,220 $ 92,390,890 $ 839,670 1% Natural Rsc $ 10,115,440 $ 9,310,740 $ (804,700) -8% Oil & Gas $ 969,984,640 $ 1,279,782,160 $ 309,797,520 32% State Assd ** $ 295,147,000 $ 403,287,500 $ 108,140,500 37% Total Value: $ 2,993,418,390 $ 3,615,325,170 $ 621,906,780 21% Less TIF Value $ (2,955,060) $ (4,291,600) Net Total: $ 2,990,463,330 $ 3,611,033,570 $ 620,570,240 21% Class 2004 Assd Value 2005 Assd Value Change_$ Change% Total Real $ 2,507,212,820 $ 3,031,621,890 $ 524,409,070 21% Total Personal $ 483,250,510 $ 583,703,280 $ 100,452,770 21% Percent of Value 2004 2005 Change Real 84% 84% 0% Personal 16% 16% 0% Value Changes 2004-2005 Weld Assd Value By Type Final 2005(Final) , 1400 I 1200 Total E pow Personal 16% > son 600 g � 400 o = P ¢# ty 200 i 0 F �� 1 I1 R7 x'T Via` »o '°, �0ca f'y Total Real p��d"' " pops �zd`, a`'� �.w tr 64% cm.. 1O2004 1•2005 I I 74 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 598,493 $ 249,517 $ 848,010 PUBLIC TRUSTEE 7,000 4,010 11,010 CLERK&RECORDER (2,597,932) 471,698 (2,126,234) ELECTIONS 1,136,880 89,494 1,226,374 TREASURER (643,896) 0 (643,896) ASSESSOR 2,251,127 314,947 2,566,074 COUNTY COUNCIL 28,150 8,462 36,612 DISTRICT ATTORNEY 3,698,329 440,955 4,139,284 SHERIFF 1,212,838 1,822,742 3,035,580 CORONER 553,759 64,197 617,956 CLERK TO THE BOARD 145,018 116,277 261,295 TOTAL $ 6,389,766 $ 3,582,299 $ 9,972,065 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 11,399,581 $ 216,767 $ 11,616,348 CENTENNIAL JAIL 1,417,494 1,251,842 2,669,336 COMMUNITY CORRECTIONS 0 19,134 19,134 SOCIAL SERVICES 5,600,000 897,903 6,497,903 HUMAN RESOURCES 12,351 870,570 882,921 PUBLIC HEALTH 2,590,119 779,167 3,369,286 TOTAL $ 21,019,545 $ 4,035,382 $ 25,054,927 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 862,873 $ 2,584 $ 865,457 CRIME LAB 107,394 23,235 130,629 POLICE SERVICES(LEVEL) 5,605,157 121,834 5,726,991 COMMUNICATIONS-COUNTY-WIDE 1,211,421 0 1,211,421 COMMUNICATION SYSTEM DEVEL 0 0 0 E-911 700 0 700 OFFICE EMERGENCY SERVICES 74,735 5,619 80,354 DRUG TASK FORCE 115,547 2,272 117,819 TRAFFIC ENFORCEMENT 769,000 9,915 778,915 TOTAL $ 8,746,827 $ 165,459 $ 8,912,286 75 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 381,080 $ 452,544 $ 833,624 ANIMAL CONTROL 257,747 6,198 263,945 NOXIOUS WEEDS 381,946 47,689 429,635 EXTENSION SERVICE 379,878 157,174 537,052 VETERAN'S OFFICE 59,785 24,754 84,539 AIRPORT 0 33,047 33,047 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 64,260 8,891 73,151 COUNTY FAIR 42,661 4,809 47,470 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 175,364 23,694 199,058 JUVENILE DIVERSION 46,797 7,632 54,429 VICTIM ADVOCATES 26,170 0 26,170 WASTE WATER MANAGEMENT 11,367 19,282 30,649 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,250 0 8,250 GEOGRAPHICAL INFORMATION SYSTEM 306,854 30,952 337,806 COMMUNITY AGENCY GRANTS 75,528 0 75,528 PARKS AND TRAILS 138,500 0 138,500 ISLAND GROVE BUILDING 115,000 0 115,000 TOTAL $ 2,765,687 $ 816,663 $ 3,582,350 GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000 PUBLIC WORKS $ 6,671,146 $ 1,022,897 $ 7,694,043 ENGINEERING 1,571,020 73,495 1,644,515 TOTAL $ 8,242,166 $ 1,096,392 $ 9,338,558 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 $ 640,305 $ (640,305) $ - BUILDING&GROUNDS 3,861,638 (3,861,638) 0 FINANCE&ADMINISTRATION 368,106 (368,106) 0 ACCOUNTING 410,408 (410,408) 0 PURCHASING 121,344 (121,344) 0 PERSONNEL 575,144 (575,144) 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 2,863,400 (2,863,400) 0 PRINTING&SUPPLY 46,562 (46,562) 0 TOTAL $ 11,121,200 $ (11,121,200) $ - 76 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 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 $11,756,355 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 S 0 35,000,000 0 01 a co M 0 co co_ O N 30,000,000 vN c M CO a0 Mc C It It N O N 25,000,000—V in N co S. r u) co co N co co 20,000,000 co m r N r N r r e w7 .r oi co 15,000,000 r 'n r %- c4 M 10,000,000 n 5,000,000-J 0-44 It a a al a a a dir 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 TEN YEAR TREND County Expenditures $50 :::: • $45 ®Gen Gov ®Public Safety 40 $40 O Roads & Bridges ❑Health/Human Srv/Soc Sry $35 33 . 30;". 0 :- 30 $30 29 N 26 25.17 26.0•Z 254. 4I7 ri $25 2 _ iJ . I1912 :.a . - it.A 1:7 r7--------:3171 -- $20 1LE 16.5 1 Ca 14. 2 �` - $15 4 11 , $10 F.1 LI Eta gi Ea e rs $5 0 el �wEa s $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 { Assessor County Attorney (5 Elected Members) (5 Elected Members) I I I I Sheriff 1 Department of Department of Department of Department of Department of Conections,Law Enforcement Finance, Central Public Health and Planning Public Human - Animal Control,Forensic Lab Task Force,Code Enforcement Purchasing, and Environment Services Works Services O e of Emergency Management Personnel • Commissioner Commissioner Commissioner Commissioner Commissioner cc Coordinator Coordinator Coordinator ..rdina .r Coordinator l I I I Director of Health Director Director of Public Works Social Services Clerk and Finance and Health Department Planning Director Director Recorder 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 Planning Commission Accounting Services Director Uniform Building Treasurers Office Code Human Services Clerk to the Board Utility Board Budget Paramedic Services Director 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 FINAL FINAL 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 4.5 4.5 4.5 4.5 Accounting 6 5 5 5 Finance &Administration 2 2 2 2 Clerk & Recorder 43 44 44 45 + 1.0 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 9 + 2.0 Juvenile Diversion 0 0 2 2 + 2.0 Office of Emergency Management 1 1 1 1 m 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 17 18 17 Victim Advocates 0 2 2 2 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 11 12 12 + 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 525.05 527.80 567.80 566.80 + 39.0 SUMMARY OF COUNTY FUNDED POSITIONS 2006 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET FINAL FINAL 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 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 925.68 941.55 1.000.49 999.49 + 57.94 GENERAL FUND GENERAL FUND Revenue Changes $50,000,000 $45.000,000 $40,000,000 ti a"rH $35,000,000 -d II I O2006 I $30,000,000 -1 O2005 $25,000,000 t!,. III $20,000,000 -- i rrrilr, $15,000000 i r'— t I $10,000,000 $5,000,000 j i t - -- I jr$0 II w.. t� a+ a+my °C5 ,�. `�y ay m5 Je mm m oo a o�6` m<4o m`�o� 'et 41. It rm Po ,ago my;\Q t5 ob mQa a0 Q O mm O y to ;\Q yo O F moo Imo my csa �. Qo `o� J a4.O Q` C, 2006 Revenue Total $64,098,921 (2005 $58,598,742) Other Taxes,$110,000, 0% Fee Accounts, $6,327,000,10% Intergovernmental, Property Tax, $44,490,317,69% $3,224,254,5% Licenses/Permits, $2,384,000,4% Charges for Services, $2,599,247,4% Fund Balance, Miscellaneous, Fines/Foifeitures, $3,000,000,5% $1,810,603,3% $153,500,0% 83 GENERAL FUND EXPENDITURE CHANGES $35,000,000 $30,000,000 -_ -- -- - - - -- $25,000,000 ■2006 ❑2005 $20,000,000 -- -- -. — - $15,000,000 -- $10,000,000 - - -- $5,000,000 --- --- -- — _. Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2006 Expenditures Total $60,142,702 (2005 $54,930,228) Health&Welfare, $2,725,994,5% General Gov., Human Serv.,$254,754, $22,917,451,38% 0% _ Misc.,$1,245,660,2% Auxilary,$440,863, 1% --�— --W Public Works,$1,720,733, 3% Culture/Rec.,$611,796, Public Safety, 1% $30,225,451,50% 84 , TEN YEAR TREND General Government $25 $ - . . . _ ) ww \ = s 9 \ 2E.,... ......„ @, — - - - - - ) j . \ \ co° CO { ) \ \ -. r\ Z ) . 7 ± :2 \ \ J « » [W \ . z s\ irs2i / k( d - ` \ \ \ a = , $B - ( Wig _ \ ! « y _ _ % : . / &&F-FA yy \ \ \ . : s - < \ \ ° 2 \ \ \ C \ § ,. p. . : a .. . . . . � »2j ° c �> «« ! � � - P.7:';....= . � - �/ -< r� - v . c > > > y 5 \ ; . ....*9 - -w \ \ - } § . \ \ \ \ \ / \ R \ \ \ \ F- § _ rs «y _ . . «: r : 1 7 ! r- «- . < . \ $0 < _ n .a , «. 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 TEN YEAR TREND Public Safety$30 - - � - - . . . . . . . . . . . . . . . . . . c. \ } ?} ; • . + \< rvx m © z . i c< ,§ r« co ^ < CO $ . . . . . . . . . . �. > s« . . > . o .. :,. \ \ ; ; \ , .. \ _2. -J , y< » - - s $15 . : S . . } : . < . \ �y y : . ; : a , . \ . ` : . . . �� : . y \ . \» »2 ( • \ \ \ ) \ . . $10 \ «\ vw ( \ max - w» /\ \ � ~ . . mg . ; : © . \ > : w t : ° ^ L , w « « - 2 . ° d . r K I -• , \« F - , x F .. , j , \\ , • i -- I 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 TEN YEAR TREND Health & Welfare $50 $45 $40 s $35 !` w $30 — v Z -___ $25 c ■ k E , . $20 I• $15 - • - a $10 $5 ■': : - ■ I - t L,_... I I I I- -. ' -`-. .._.._ [ $0 ...-..�.., I _. ._ I I ' >__: I 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 GENERAL FUND SUMMARY The General Fund is funded at the level of $60,142,702, up $5,212,474. 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 $183,436 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 Sheriff's 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 $104,953 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,$1,364,547 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$64,098,921,up$5,500,179. Property taxes are budgeted at$44,490,317. 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 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 Sheriff's budget. Intergovernmental revenues are down $567,557, 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$3,956,219 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. 88 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 44,490,317 1000 90100 4116 PROPERTY TAX ADJUSTMENT -1,962,812 0 0 -1,275,618 1000 90100 4140 SEVERANCE TAXES 25,000 25,000 25,000 25,000 1000 90100 4150 TOBACCO PRODUCTS 0 85,000 85,000 85,000 TOTAL TAXES 39,655,281 42,628,849 42,628,849 43,324,699 LICENSES&PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 4,000 4,000 4,000 4,000 1000 17100 4221 PERMITS 370,720 1,000,000 1,000,000 1,000,000 1000 25100 4222 BUILDING 700,000 900,000 900,000 900,000 1000 25100 4224 ELECTRICAL 100,000 130,000 130,000 130,000 1000 25100 4226 PLAN CHECK 300,000 350,000 350,000 350,000 TOTAL LICENSES&PERMITS 1,474,720 2,384,000 2,384,000 2,384,000 INTERGOVERNMENTAL REVENUE 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 2,000 2,000 2,000 op 116003 24210 4320 FEDERAL GRANTS 694,323 0 0 0 1000 15100 4336 REIMBURSEMENTS 53,600 53,600 53,600 53,600 1000 21210 4336 REIMBURSEMENTS 0 46,828 46,828 46,828 1000 24410 4336 REIMBURSEMENTS 0 8,500 8,500 8,500 1000 31100 4336 REIMBURSEMENTS 0 149,713 149,713 149,713 1000 15300 4340 GRANTS 64,791 115,000 115,000 85,000 1130 15300 4340 GRANTS 68,670 77,721 77,721 77,721 1120 15300 4340 GRANTS 28,989 31,352 31,352 31,352 1140 15300 4340 GRANTS 0 0 0 31,850 1000 21100 4340 GRANTS 29,500 108,206 108,206 49,206 1000 21300 4340 GRANTS 0 0 0 59,000 1000 22200 4340 GRANTS 500,000 0 0 0 1000 24200 4340 GRANTS 97,358 88,400 88,400 88,400 116005 24210 4340 GRANTS 0 387,520 387,520 387,520 116003 24220 4340 GRANTS 1,837,690 0 0 0 116005 24220 4340 GRANTS 0 1,822,474 1,822,474 1,822,474 1000 96400 4340 GRANTS 0 1,200 1,200 1,200 1000 90100 4352 THORNTON 29,890 29,890 29,890 29,890 1000 24410 4354 CITIES AND TOWNS 385,000 300,000 300,000 300,000 TOTAL INTERGOVERNMENTAL REVENUE 3,791,811 3,222,404 3,222,404 3,224,254 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 90,000 105,000 105,000 105,000 1000 10400 4410 CHARGE FOR SERVICES 42,458 51,686 51,686 51,686 1000 11200 4410 CHARGE FOR SERVICES 160,000 110,000 110,000 110,000 1000 15100 4410 CHARGE FOR SERVICES 20,000 25,000 25,000 25,000 1000 15200 4410 CHARGE FOR SERVICES 0 65,215 65,215 65,215 1000 17350 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,000 1000 17600 4410 CHARGE FOR SERVICES 204,000 204,000 204,000 204,000 1000 21100 4410 CHARGE FOR SERVICES 24,000 24,000 24,000 24,000 1000 21200 4410 CHARGE FOR SERVICES 262,000 283,840 283,840 283,840 1000 22100 4410 CHARGE FOR SERVICES 338,488 353,731 353,731 353,731 1000 22200 4410 CHARGE FOR SERVICES 250,000 250,000 250,000 250,000 1000 24410 4410 CHARGE FOR SERVICES 257,000 362,000 362,000 362,000 1000 24420 4410 CHARGE FOR SERVICES 325,000 625,000 625,000 625,000 1000 26100 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,000 1000 50100 4410 CHARGE FOR SERVICES 1,375 1,375 1,375 1,375 1000 90100 4420 PARKING 14,500 34,500 34,500 34,500 1/40 1000 10400 4430 SALE OF SUPPLIES 400 400 400 400 0 1000 13100 4430 SALE OF SUPPLIES 20,000 20,000 20,000 20,000 1000 15100 4430 SALE OF SUPPLIES 25,000 35,000 35,000 35,000 1000 17100 4430 SALE OF SUPPLIES 9,000 9,000 9,000 9,000 1000 17600 4430 SALE OF SUPPLIES 18,000 18,000 18,000 18,000 1000 21200 4430 SALE OF SUPPLIES 1,000 1,500 1,500 1,500 TOTAL CHARGE FOR SERVICE 2,082,221 2,599,247 2,599,247 2,599,247 FINES&FORFEITURES 1000 21210 4510 FINES 125,000 125,000 125,000 125,000 1000 90100 4510 FINES 24,000 24,000 24,000 24,000 1000 24410 4520 FORFEITURES 3,000 4,500 4,500 4,500 TOTAL FINES&FORFEITURES 152,000 153,500 153,500 153,500 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 1,500,000 1000 22100 4624 RENTS FROM BUILDINGS 54,400 54,400 54,400 54,400 1000 90100 4624 RENTS FROM BUILDINGS 64,982 64,982 64,982 78,361 1000 90100 4640 OIL AND GAS 150,000 180,000 180,000 180,000 1000 90100 4650 OVERHEAD 797,788 797,814 797,814 797,814 1000 21260 4670 REFUND OF EXPENDITURE 103,132 104,828 104,828 104,828 1000 21410 4670 REFUND OF EXPENDITURE 85,189 54,068 54,068 54,068 1000 24410 4670 REFUND OF EXPENDITURE 0 500 500 500 1000 26200 4670 REFUND OF EXPENDITURE 34,968 36,000 36,000 36,000 1000 23200 4680 OTHER 250 250 250 250 1000 96200 4680 OTHER 250,000 250,000 250,000 250,000 1000 15400 4690 DONATIONS 0 0 0 30,000 TOTAL MISCELLANEOUS 2,540,709 3,042,842 3,042,842 3,086,221 FEES 1000 12100 4720 ADVERTISING FEES 30,000 53,000 53,000 53,000 c 1000 11100 4730 OTHER FEES 4,500,000 4,850,000 4,850,000 4,850,000 1000 12100 4730 OTHER FEES 950,000 1,347,000 1,347,000 1,347,000 1000 13100 4730 OTHER FEES 25,000 25,000 25,000 25,000 1000 15100 4730 OTHER FEES 7,000 7,000 7,000 7,000 1000 90100 4740 FEES,CABLE FRANCHISE 40,000 45,000 45,000 45,000 TOTAL FEES 5,552,000 6,327,000 6,327,000 6,327,000 TOTAL GENERAL FUND 55,248,742 60,357,842 60,357,842 61,098,921 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 572,672 581,422 581,422 598,493 1000 10200 COUNTY ATTORNEY 644,993 713,319 713,319 745,305 1000 10300 PUBLIC TRUSTEE 7,000 7,000 7,000 7,000 1000 10400 CLERK TO THE BOARD 205,334 204,979 204,979 197,104 1000 11100 COUNTY CLERK 770,245 788,006 788,006 727,665 1000 11200 ELECTIONS AND REGISTRATION 1,129,578 1,247,370 1,247,370 1,246,880 1000 11300 MOTOR VEHICLE 1,330,801 1,348,191 1,348,191 1,524,403 1000 12100 TREASURER'S OFFICE 725,083 744,983 744,983 756,104 1000 13100 ASSESSOR 2,224,656 2,198,456 2,198,456 2,296,127 1000 14100 COUNTY COUNCIL 26,673 26,673 26,673 28,150 1000 15100 DISTRICT ATTORNEY 3,334,177 3,604,272 3,604,272 3,818,929 1000 15200 JUVENILE DIVERSION 0 112,012 112,012 112,012 1000 15300 VICTIM WITNESS 223,354 316,119 273,570 251,528 1120 15300 VICTIM WITNESS 28,989 31,352 31,352 31,352 1130 15300 VICTIM WITNESS 68,670 77,721 77,721 77,721 N 1140 15300 VICTIM WITNESS 0 0 0 40,686 1000 15400 WHITE COLLAR CRIME 0 0 0 30,000 1000 16100 FINANCE 349,530 349,530 349,530 368,106 1000 16200 ACCOUNTING 403,625 403,625 403,625 410,408 1000 16300 PURCHASING 116,584 116,584 116,584 121,344 1000 16400 PERSONNEL 546,520 546,520 546,520 575,144 1000 17100 PLANNING OFFICE 857,760 1,521,927 1,521,927 1,592,536 1000 17200 BUILDINGS AND GROUNDS 3,795,918 3,795,918 3,795,918 3,861,638 1000 17300 INFORMATION SERVICES 2,679,964 2,879,703 2,879,703 2,863,400 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 276,525 326,783 326,783 316,854 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000 50,000 50,000 50,000 1000 17600 PRINTING AND SUPPLY 264,396 264,396 264,396 268,562 TOTAL GENERAL GOVERNMENT 20,633,047 22,256,861 22,214,312 22,917,451 GENERAL FUND • SUMMARY OF EXPENDITURES 2006 ACCOUNT it 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 1,286,044 1000 21200 SHERIFF'S OPERATIONS 5,430,532 5,768,401 5,717,401 5,890,497 1000 21210 TRAFFIC CONTROL 1,056,593 1,021,073 1,021,073 940,828 1000 21230 ORDINANCE 88 ENFORCEMENT 260,426 256,764 256,764 257,747 1000 21260 REGIONAL LAB 196,045 203,655 203,655 212,222 1000 21300 VICTIM ADVOCATES 0 0 0 85,170 1000 21410 DRUG TASK FORCE 155,425 155,425 155,425 169,615 1000 22100 COMMUNICATIONS SERVICE 1,561,698 1,662,559 1,662,559 1,619,552 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 1,000,000 250,000 250,000 250,000 1000 22300 E-911 700 700 700 700 1000 22400 CRIMINAL JUSTICE SYSTEM 1,012,740 894,840 894,840 862,873 1000 23200 COUNTY CORONER 524,761 524,761 524,761 554,009 1000 24200 COMMUNITY CORRECTIONS 97,358 88,400 88,400 88,400 116003 24210 RESIDENTIAL TREATMENT CENTER 694,323 0 0 0 116005 24210 RESIDENTIAL TREATMENT CENTER 0 387,520 387,520 387,520 w116003 24220 THE RESTITUTION CENTER 1,837,690 0 0 0 116005 24220 THE RESTITUTION CENTER 0 1,822,474 1,822,474 1,822,474 1000 24410 NORTH JAIL COMPLEX 9,444,778 10,076,644 10,076,644 10,432,581 1000 24420 CENTENNIAL JAIL 1,696,403 2,005,147 2,005,147 2,042,494 1000 24440 CONTRACT JAIL SPACE 0 1,642,500 1,642,500 1,642,500 1000 25100 BUILDING INSPECTION 1,142,393 1,134,893 1,134,893 1,177,544 1000 26100 NOXIOUS WEED DIVISION 344,418 415,105 391,946 391,946 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 104,360 107,860 107,860 110,735 TOTAL PUBLIC SAFETY 27,740,315 29,830,185 29,671,479 30,225,451 PUBLIC WORKS 1000 31100 ENGINEERING 1,539,700 1,733,681 1,733,681 1,720,733 CULTURE& RECREATION 1000 50100 MISSILE PARK 63,546 63,546 63,546 65,635 1000 50200 PARKS AND TRAILS 137,500 138,500 138,500 138,500 1000 56100 AIRPORT 9,868 0 0 0 TOTAL CULTURE &RECREATION 210,914 202,046 202,046 204,135 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 12,500 1000 56120 WASTE WATER 12,310 12,367 12,367 11,367 1000 56130 DEVELOPMENTALLY DISABLED 46,125 153,385 46,125 46,125 1000 56140 MENTAL HEALTH 135,875 145,063 135,875 135,875 1000 56150 A KID'S PLACE 8,250 8,250 8,250 8,250 1000 56160 COUNTY CONTRIBUTIONS 2,397,517 2,561,346 2,561,346 2,602,470 TOTAL HEALTH&WELFARE 2,612,577 2,892,911 2,776,463 2,816,587 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 100,000 100,000 100,000 100,000 1000 60300 INDUSTRIAL REVENUE BONDS(IRB) 741,893 742,293 742,293 742,293 TOTAL ECONOMIC ASSISTANCE 841,893 842,293 842,293 842,293 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 492,000 492,000 492,000 492,000 vp 1000 90150 COMMUNITY AGENCIES GRANTS 45,660 83,028 72,294 75,528 1000 96100 EXTENSION 377,648 382,648 382,648 379,878 1000 96200 FAIR 288,661 292,661 292,661 292,661 1000 96400 VETERANS 62,813 62,813 62,813 60,985 1000 96500 ISLAND GROVE BUILDINGS 85,000 115,000 115,000 115,000 1000 99999 SALARY CONTINGENCY 0 1,404,614 1,404,614 0 TOTAL MISCELLANEOUS 1,351,782 2,832,764 2,822,030 1,416,052 TOTAL GENERAL FUND 54,930,228 60,590,741 60,262,304 60,142,702 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as the Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 477,903 $ 446,228 $ 466,228 $ 483,299 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 $ 598,493 Revenue 0 0 0 0 Net County Cost $ 566,804 $ 552,672 $ 581,422 $ 598,493 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. Final budget adjustments include an increase in salaries of$17,071. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 95 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 $2.72 Effectiveness Measures (desired results) Establish benchmarks with measurable standards to improve the health, safety, and welfare of the people of Weld County. Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services to the people of Weld County. Ensure new growth contributes resources, timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. Develop and maintain public information and interaction through a website, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well-being of county citizens. Include health and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. Expand and diversify the economic base of Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 96 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ; NEXT FY NEXT FY Personnel Services $ 525,055 $ 549,014 $ 549,014 $ 581,000 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 $ 745,305 Revenue 113,637 90,000 105,000 105,000 Net County Cost $ 557,030 $ 554,993 $ 608,319 $ 640,305 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. Final budget adjustments include an increase in salaries of$31,986. 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. 97 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 $2.91 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: No change. 98 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED. t. REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 7,000 7,000 7,000 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 7,000 $ 7,000 $ 7,000 Revenue 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. 99 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:No change. 100 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 $ 298,800 101 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED , REQUESTED FINAL RESOURCES LAST EY ! CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 166,619 $ 188,411 $ 188,411 $ 180,536 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 $ 197,104 Revenue 55,573 42,858 52,086 52,086 Net County Cost $ 119,361 $ 162,476 $ 152,893 $ 145,018 Budget Positions 5 4.5 4.5 4.5 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. Final budget adjustments include a decrease in salaries of $7,875. Net change in the budget is a decrease of$17,458. 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. 102 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 $0.66 Cost per meeting/hearing $551.17 $738.52 $630.51 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/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:No change. 103 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY " CURRENT FY NEXT FY NEXT FY Personnel Services $ 574,036 $ 611,236 ' $ 611,236 $ 550,895 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 $ 727,665 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 $ -4,122,335 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. Final budget adjustments include a decrease in salaries of$60,341. Net decrease in expenditures is $42,580. 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. 104 RECORDING/ADMINISTRATION (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 $3.31 Number of documents recorded per FTE 10,793 10,052 11,057 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:No change. 105 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 election s, issues certificates of registration for proof of age and citizenship for international travel,services municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED : FINAL RESOURCES > LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 396,292 $ 242,535 $ 324,816 $ 324,326 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 $ 1,246,880 Revenue 106,356 160,000 110,000 110,000 Net County Cost $ 933,064 $ 969,578 $ 1,137,370 $ 1,136,880 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: The 2006 budget funds the primary and general election. Cost of the elections is $1,246,880, with $110,000 in offsetting revenue from other jurisdictions. The cost of the election compared to 2004 is up$207,460. The increases are due to growth, inflation, and the additional costs because of using vote centers. Final budget adjustments include a decrease in salaries of $490. 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. 106 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:No change. 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY '' NEXT FY NEXT FY Personnel Services $ 1,145,602 $ 1,200,661 $ 1,200,661 $ 1,376,873 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 $ 1,524,403 Revenue 0 0 0 0 Net County Cost $ 1,275,398 $ 1,330,801 $ 1,348,191 $ 1,524,403 Budget Positions 30 Full-time 30 Full-time 31 Full-time 32 Full-time 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. Final budget adjustments include an increase in salaries of$142,375. Total increase is $193,602, 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. 108 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 $6.70 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: Board approved the budget as recommended. On September 2, 2005, the Board approved an additional Office Tech II for the southwest office due to the growing volume of work ($33,837). No other changes. 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer- - 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as property taxes,and disbursing funds collected for the state,county school districts,municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETED REQUESTED ! FINAL RESOURCES ! LAST FY, CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 374,244 $ 499,183 $ 499,183 $ 510,304 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 $ 756,104 Revenue 1,456,327 980,000 1,400,000 1,400,000 Net County Cost $ -861,182 $ -254,917 $ -655,017 $ -643,896 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. Final budget adjustments include an increase in salaries of $11,121. 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. 110 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 $3.44 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. BOARD ACTION: No change. 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. ACTUAL BUDGETED ! REQUESTED FINAL RESOURCES LAST FY " CURRENT FY t NEXT FY NEXT FY Personnel Services $ 1,847,751 $ 1,956,360 $ 1,956,360 $ 2,054,031 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 $ 2,296,127 Revenue 58,181 45,000 45,000 45,000 Net County Cost $ 1,999,918 $ 2,179,656 $ 2,153,456 $ 2,251,127 Budget Positions 39 39.5 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. Final budget adjustments include an increase in salaries of$97,671. OBJECTIVES: 1) Discover, list and value all new parcels and new construction in Weld County; 2) Maintain accurate and timely ownership and parcel information; 3) Inspect and inventory 10 percent of existing buildings in order to improve the accuracy and fairness of propertyvaluations; 4) Complete reappraisal of all property in 2006; 5) Use technology to improve accuracy and efficiency; 6) Administer the Homestead Exemption for Seniors; and 7) Complete and deliver an accurate tax warrant to the Treasurer for collection. 112 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 $10.23 Cost per parcel $12.18 $12.44 $12.29 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: No change. 113 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY c' NEXT FY NEXT FY Personnel Services $ 10,069 $ 15,553 $ 15,553 $ 17,030 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 $ 28,150 Revenue 0 0 0 0 Net County Cost $ 12,383 $ 26,673 $ 26,673 $ 28,150 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$1,477. 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. 114 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 $0.128 Effectiveness Measures (desired results) Respond to public concerns 100% 100% 100% Comply with Home Rule Charter 100% 100% 100% requirements FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 115 TEN YEAR TREND District Attorney 4.5 4 3.5 h- 3r rn 2 2.5 w - - ' '.` O - a 1 7■ 0.5 I 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 TEN YEAR TREND District Attorney Local Cost 4 F« sm >5 . . . . . . .. - - « \ . --- - - - - ?w . , .- - x a .< \ wy y« d < j . j \ 2.5 - - -- - -- e.! m« . ) v> »© \ 2 - j - «» - o d» , _ - 2 . . :: — . . . -- u . . - . , \ u } } Z < % , \ « < 1 » s >v « \ < -- aw y. . . . < § y - - _ . \ < \ c \ } / _ - w _ . , : \ \ r y« «2 ^ : ~ 0.5 \ ` \ . \ [«: /\ \ \ 6 : , . ` \ \ © C 6 � 0 » . , , . [ : w I I 1997 ,s ,s z n z, z 2 z 3 z 4 z s z G BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies;answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED FINAL RESOURCES ' LAST FY' ` .°CURRENT!FY. ! NEXT FY NEXT FY Personnel Services $ 2,942,473 $ 3,057,184 $ 3,299,312 $ 3,513,969 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 $ 3,818,929 Revenue 130,599 105,600 120,600 120,600 Net County Cost $ 3,075,468 $ 3,228,577 $ 3,483,672 $ 3,698,329 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 Sheriffs 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. Final budget adjustments include an increase in salaries of$214,657. The DA's net budget is up $469,752, 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$533,044. 118 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 I 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: The Board took the following actions: 1. Reaffirmed the approval of the mid-year positions. 2. Approved the addition of .5 FTE Deputy District Attorney, effective November 1,2005. 3. Approved Juvenile Diversion program. (See Juvenile Diversion budget unit.) 4. Approved White Collar Crime Task Force. (See individual budget unit.) 5. No other changes. • 119 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides supervision, counseling, apology letter to victim, restitution payments, community service hours, a variety of groups offered and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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 SB94 program will reimburse the County $65,215 for one FTE. Net county cost is $46,797. OBJECTIVES: N/A 120 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 MYAT 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:The Board approved the program with only one County-funded position and the position funded by SB-94. The District Attorney decided on November 1, 2005, not to participate in the MYAT Program. The Board will review the program's effectiveness in June, 2006. 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment.The program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY .CURRENT PY NEXT FY NEXT FY Personnel Services $ 270,796 $ 300,055 $ 401,758 $ 377,853 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 $ 401,287 Revenue 207,655 162,450 224,073 225,923 Net County Cost $ 97,982 $ 158,563 $ 201,119 $ 175,364 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,$31,850 for VAWA grant,$77,721 for VALE grant and $85,000 for COMP and VALE Administrative Funds. 122 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 0.409 Per capita cost (county support) $0.47 $0.74 $0.80 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 123 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 VictimWtness 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:The Board took the following actions: 1. The Board, on September 12, 2005, approved a VAWA grant under the Stop Violence Against Women Act, with salary expenses of$40,686, and revenues of $31,850. An additional FTE was approved as part of the grant. 2. Approved the recommended additional position ($42,549). 3. Reduced revenues for VALE by $30,000 from $115,000 to $85,000 due to revised projections. 4. Adjusted salaries by 10 percent for Victim Assistance related classifications based on salary survey data in the final budget. 5. No other changes. 124 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: White Collar Crime Task Force - - 1000-15400 DEPARTMENT DESCRIPTION: The Task Force focuses on white collar crime committed by individuals against employers, businesses, banks, and individuals. The program is supported through donations from the banking industry. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY :'CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 30,000 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 30,000 Revenue 0 0 0 30,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: This budget is a new budget unit to fund contract employees to conduct investigation of white collar crime committed in Weld County. Revenues include $30,000 from donations from the banking industry in Weld County. OBJECTIVES: To investigate white collar crime activities in Weld County. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of crimes investigated 0 0 100 Number of estimated convictions 0 0 50 Efficiency Measures FTE's per 10,000/capita 0 0 0 Per capita cost (county support) $0.00 $0.00 $0.136 Effectiveness Measures (desired results) Victims Assisted 0 0 100 125 WHITE COLLAR CRIME TASK FORCE (CONTINUED) 1000-15400 FINANCE/ADMINISTRATION RECOMMENDATION: This program has been requested by the banking industry to allow the District Attorney to pay more attention to white collar crimes in Weld County. The banks, through donations, are willing to support the program for five years. BOARD ACTION: The Board concurred with the recommended budget, and authorized the program which started in September, 2005. 126 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100 DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ? NEXT FY NEXT FY Personnel Services $ 321,756 $ 340,820 $ 340,820 $ 359,396 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 $ 368,106 Revenue 0 0 0 0 Net County Cost $ 327,622 $ 349,530 $ 349,530 $ 368,106 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$18,576. 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 2006; 5) Oversee the capital construction program for 2006. 127 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 $1.67 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:No change. 128 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" ': BUD .REQUESTED FINAL RESOURCES ! LAST. FY CUGETED RRENT FY n NEXT.FY NEXT FY Personnel Services $ 403,128 $ 299,796 $ 299,796 $ 306,579 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 $ 410,408 Revenue 0 0 0 0 Net County Cost $ 498,917 $ 403,625 $ 403,625 $ 410,408 Budget Positions 6 5 5 5 SUMMARY OF CHANGES: Line items reallocated to match historical expenditure patterns. Final budget adjustments include an increase in salaries of$6,783. 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. 129 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 $1.87 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: No change. 130 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 103,745 $ 109,140 $ 109,140 $ 113,900 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 $ 121,344 Revenue 0 0 0 0 Net County Cost $ 107,642 $ 116,584 $ 116,584 $ 121,344 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$4,760. 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). 131 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 $0.55 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:No change. 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three-five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 357,990 $ 421,230 $ 421,230 $ 449,854 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 $ 575,144 Revenue 0 0 0 0 Net County Cost $ 472,589 $ 546,520 $ 546,520 $ 575,144 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$28,624. 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. 133 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 $2.61 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:No change. 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED FINAL RESOURCES, LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 764,631 $ 836,161 $ 972,102 $ 1,042,711 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 $ 1,592,536 Revenue 493,434 379,720 1,009,000 1,009,000 Net County Cost $ 302,303 $ 478,040 $ 512,927 $ 583,536 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. Final budget adjustments include an increase in salaries of $70,609. OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use activities, and incorporate County Code changes; 2) Actively participate in County-wide GIS; 3) Continue to develop IGA's; 4) Continue to implement Road Impact Fee Program; 5) Continue to make necessary changes to County Code; 6) Continue to work with Weld County Planning Commission and Advisory Boards; 7) Conduct Special Projects, i.e. Strategic Road Plan, Trails Project, and Storm Water Drainage 8) Continue to meet the Land Use needs of the public; 9) Continue to actively pursue violations and assist communities in resolving these issues; 10) Continue to participate in Census Follow-up Program; 11) Continue to work on internet usage for public access to County Land Use and Procedures and 12) Continue to evaluate the needs of the Southwest Planning Office. 135 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 Lonq 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 360 360 369 136 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: The Board reaffirmed the mid-year position approvals and fee changes. No other changes. 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North County Jail, Health Building,Training Center,Southwest Weld Administration Building, Public Safety Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY ' CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,323,158 $ 1,296,518 $ 1,296,518 $ 1,362,238 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 $ 3,861,638 Revenue 0 0 0 0 Net County Cost $ 3,403,074 $ 3,795,918 $ 3,795,918 $ 3,861,638 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 $5.01 per square foot, which is very good in industrial standards. Final budget adjustments include an increase in salaries of$65,720. 138 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 $17.55 Cost per square foot $4.72 $5.11 $5.01 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:No change. 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY '" NEXT FY NEXT FY Supplies $ 554,558 $ 0 $ 0 $ 0 Purchased Services 2,449,642 2,479,964 2,729,703 2,713,400 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 $ 2,863,400 Revenue 108,720 0 0 0 Net County Cost $ 2,147,262 $ 2,679,964 $ 2,879,703 $ 2,863,400 Budget Positions - - - - - - - - SUMMARY OF CHANGES:ACS contract costs are as follows for 2006: 2006 2005 Base Contract (COLA at 1.7%) $1,945,374 $1,912,855 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 94,000 0 Network/Microcomputer Support (Set at 3%) 159,135 154.500 TOTAL $2,713,400 $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 $183,436. 140 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 $13.02 Effectiveness Measures (desired results) Percent of users upgraded to standard 95% 95% 95% Percent of users surveyed who are satisfied 99% 99% 99% FINANCE/ADMINISTRATIONRECOMMENDATION: 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: The final budget was adjusted down by$16,303, since the cost-of-living for the base contract was 1.7% versus 2.5% in the proposed budget. Additional applications support position was approved. No other changes. 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ACS Corporation. ACTUAL BUDGETED,, ' REQUESTED ! FINAL RESOURCES ' LAST.FY. CURRENT,FY-, 'NEXT FY NEXT FY Personnel Services $ 35,346 $ 50,044 $ 50,044 $ 40,115 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 $ 316,854 Revenue 22,968 10,000 10,000 10,000 Net County Cost $ 75,856 $ 266,525 $ 316,783 $ 306,854 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. Final budget adjustments include a decrease in salaries of$9,929. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 142 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 97,000 102,000 110,000 # 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 $1.39 Effectiveness Measures (desired results) % Parcels in GIS with orthophotography/ imagery 100% 100% 100% % County covered by orthophotography/ imagery 100% 100% 100% # Parcels in GIS vs. # Parcels in Assessor system 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget varies due to need for software updates and the amount of orthophotography needed each year. BOARD ACTION: No change. 143 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay -- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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: No change. 144 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Plat File Cabinets (2) $ 10,000 $ 10,000 $ 10,000 UN-DESIGNATED: 40,000 40,000 40,000 TOTAL $ 50,000 $ 50,000 $ 50,000 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED ! REQUESTED FINAL RESOURCES LAST FY CURRENT FY i NEXT FY NEXT FY Personnel Services $ 85,523 $ 80,096 $ 80,096 $ 84,262 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 $ 268,562 Revenue 219,143 222,000 222,000 222,000 Net County Cost $ 17,455 $ 42,396 $ 42,396 $ 46,562 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$4,166. 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. 146 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 $0.212 Effectiveness Measures (desired results) Fill Supply orders within 24 hours Efficiency 95% 95% 95% Process/deliver county mail within 24 hours 100% 100% 100% Process and Post Priority mail daily 100% 100% 100% Provide Printing on due date 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 147 TEN YEAR TREND Sheriffs Office Local Costs $25 - $20 -_ Y s E i .- $15 - r y 00 0 • J $10 . . ' . • $5 : ((( t . $0 5 L 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 FINAL RESOURCES LAST FY CURRENT:FY NEXT FY NEXT FY Personnel Services $ 14,184,137 $ 15,418,479 $ 16,603,645 $ 17,129,985 Supplies 462,111 531,293 595,975 595,975 Purchased Services 3,233,791 3,323,793 5,220,101 5,190,101 Fixed Charges 31,786 33,669 91,622 91,622 Capital 377 217,000 137,591 62,750 Gross County Cost $ 17,912,202 $ 19,524,234 $ 22,648,934 $ 23,070,433 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 $ 20,985,663 Budget Positions 243 254.5 274 272 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. 149 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration - - 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training, uniforms,common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control,etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL . BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 897,050 $ 992,272 $ 1,190,530 $ 2,065,110 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 $ 2,286,044 Revenue 29,215 53,500 132,206 73,206 Net County Cost $ 1,177,888 $ 1,126,172 $ 1,279,258 $ 2,212,838 Budget Positions 16 19 18 17 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 Sheriffs Office Honor Guard. 150 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. Final budget adjustments include an increase in salaries of$44,297. 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 .773 Per capita cost (county support) $5.65 $5.24 $5.51 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 1 151 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: The Board did not fund the additional Victim Advocate positions. The two funded Victim Advocate positions($85,170)were moved to a new budget unit(1000-21300),along with the corresponding revenue of$59,000. No other changes. 152 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 l BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,174,349 $ 4,442,745 $ 4,717,422 $ 4,869,518 Supplies 145,937 185,683 181,332 181,332 Purchased Services 805,420 802,104 869,647 839,647 Fixed Charges 3,898 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5,129,604 $ 5,430,532 $ 5,768,401 $ 5,890,497 Revenue 326,201 263,000 285,340 285,340 Net County Cost $ 4,803,403 $ 5,167,532 $ 5,483,061 $ 5,605,157 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. 153 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. Final budget adjustments include an increase in salaries of$203,096. 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. 154 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 1,595 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 $25.47 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: The Board concurred with the recommended budget and did not fund Deputy Bureau Chief. The Board also approved the purchase of the requested radios in 2005 through a Homeland Security grant, for a reduction of$30,000. No other changes. 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement- - 1000-21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL '' BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 454,137 $ 736,992 $ 801,631 $ 796,227 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 15,000 Gross County Cost $ 502,304 $ 1,056,593 $ 1,021,073 $ 940,828 Revenue 128,049 125,000 171,828 171,828 Net County Cost $ 374,255 $ 931,593 $ 849,245 $ 769,000 Budget Positions 6 11 12 12 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. Final budget adjustments include a decrease in salaries of$5,404. OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic accident and traffic fatalities in Weld County. 156 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 .545 Per capita net cost $1.79 $4.34 $3.50 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/ADMINISTRATION RECOMMENDATION: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: The Board approved the additional officer. Equipment, in the amount of $74,841,was reduced in the final budget since it was purchased in 2005 with a Homeland Security grant. No other changes. 157 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 FINAL RESOURCES LAST FY ' CURRENT FY NEXT FY NEXT FY Personnel Services $ 81,866 $ 78,464 $ 78,464 $ 79,447 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 $ 257,747 Revenue 316 0 0 0 Net County Cost $ 242,219 $ 260,426 $ 256,764 $ 257,747 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. Final budget adjustments include an increase in salaries of$983. 158 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: No change. 159 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260 DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of Greeley and Weld County. The two entities also have agreements for services on a contract basis. The laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases. The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for accreditation by the American Society of Crime Lab Directors. ACTUAL ! BUDGETED REQUESTED ! FINAL RESOURCES '' LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 111,749 $ 115,980 $ 115,980 $ 124,547 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 $ 212,222 Revenue 2,579 103,132 104,828 104,828 Net County Cost $ 168,598 $ 92,913 $ 98,827 $ 107,394 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. 160 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 SUMMARY OF CHANGES (CONTINUED): 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. Final budget adjustments include an increase in salaries of$8,567. 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 $0.49 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: No change. 161 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300 DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance (VALE/VOCA) funding. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ` NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 85,170 Supplies 0 0 0 0 Purchased Services 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 85,170 Revenue 0 0 0 59,000 Net County Cost $ 0 $ 0 $ 0 $ 26,170 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: This budget is a new budget unit to fund two Victim Advocate positions to serve Southern Weld County. The budget includes the full-year funding of the two positions for the Victim Advocate Program assumed by the Sheriffs Office, effective July 1, 2005. The program is funded by Victim Assistance funds. A Third Victim Advocate position was requested which would be 100 percent County funded. The third Victim Advocate position ($37,273) is not recommended. The budget was moved from the Sheriff's Administration budget unit. Revenues include $59,000 from VALE and VOCA grants. OBJECTIVES: To assist victims of crimes with immediate counseling and referral to community agencies that help them cope with their loss or injury. 162 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 0 0 1,000 Number of VALE grants administered 0 0 1 Efficiency Measures FTE's per 10,000/capita 0 0 .091 Per capita cost (county support) $0.00 $0.00 $0.119 Effectiveness Measures (desired results) Victims Assisted 0 0 1,000 Total VALENOCA grant funds awarded $0.00 $0.00 $59,000 FINANCE/ADMINISTRATION RECOMMENDATION: The third Victim Advocate position is not recommended. The program was assumed by the Sheriff's Office on July 1, 2005, with the understanding it would primarily be supported by Victim Assistance (VALE) funds. The program the Sheriff assumed had two positions funded. 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. BOARD ACTION: The Board concurred with the recommended budget and only funded two positions. This budget was transferred from the Sheriffs Administration budget (Budget unit 1000-21100) in the final budget. • 163 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 i BUDGETED REQUESTED FINAL RESOURCES ? LAST FY CURRENT FY :. NEXT FY NEXT FY Personnel Services $ 89,556 $ 85,177 $ 85,177 $ 99,367 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 $ 169,615 Revenue 66,606 85,189 54,068 54,068 Net County Cost $ 93,198 $ 70,236 $ 101,357 $ 115,547 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. Final budget adjustments include an increase in salaries of$14,190. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 164 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 $0.53 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita .74 1.02 1.05 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex - - 1000-24410 DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe, and well-maintained jail. Professional jail support services such as medical care,food preparation, and facility programming are provided to meet these mandates. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5,665,304 $ 7,521,062 $ 7,915,553 $ 8,271,490 Supplies 67,061 155,000 205,300 205,300 Purchased Services 1,787,573 1,742,703 1,879,803 1,879,803 Axed 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 $ 10,432,581 Revenue 843,807 645,000 675,500 675,500 Net County Cost $ 6,696,047 $ 8,799,778 $ 9,401,144 $ 9,757,081 Budget Positions 132 132 139 139 SUMMARY OF CHANGES: The average year-to-datedaily 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. Final budget adjustments include an increase in salaries of$355,937. 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. 166 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 $50.79 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 35 167 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: The Board approved the budget and positions as recommended. 168 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse. This budget unit supports the resources to comply with all of these requirements. C.R.S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing and C.R.S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative programs operate within this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY > NEXT FY NEXT FY Personnel Services $ 2,644,511 $ 1,377,947 $ 1,631,047 $ 1,668,394 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 $ 2,042,494 Revenue 232,722 325,000 625,000 625,000 Net County Cost $ 2,648,003 $ 1,371,403 $ 1,380,147 $ 1,417,494 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 II 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. Final budget adjustments include an increase in salaries of$37,347. 169 CENTENNIAL JAIL (CONTINUED) 1000-24420 OBJECTIVES: 1) Meet Sheriff's 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: The Board approved the budget and positions as recommended. 170 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440 DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'facilities due to the overcrowding of Weld County's jail. ACTUAL .`BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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: The Board approved the budget for contract jail space as recommended, due to overcrowded jail conditions. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED FINAL RESOURCES ! LAST FY CURRENT FY 1 NEXT FY NEXT FY Personnel Services $ 65,615 $ 67,840 $ 67,840 $ 70,715 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 $ 110,735 Revenue 27,821 34,986 36,000 36,000 Net County Cost $ 51,275 $ 69,374 $ 71,860 $ 74,735 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), INEEL 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. Final budget adjustments include an increase in salaries of$2,875. OBJECTIVES: Comply with State and Federal EMA programs. 172 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 $0.34 Effectiveness Measures (desired results) Percent increase in number of inspections and/or reports 10% 50% 12.5% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 173 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 I REQUESTED FINAL RESOURCES ! LAST FY „ 'CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,316,389 1,561,698 1,662,559 1,619,552 Fixed Charges 2,800 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,319,189 $ 1,561,698 $ 1,662,559 $ 1,619,552 Revenue 127,389 392,888 408,131 408,131 Net County Cost $ 1,191,800 $ 1,168,810 $ 1,254,428 $ 1,211,421 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. 174 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 7.38 Data Coordinator I 314,391 299,420 0 314,391 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 0.50 Upgrade Data Coordinator Ito II 7,405 7,052 0 7,405 TOTAL PERSONNEL COSTS $ 1,998,530 $ 1,918,214 $ 1,380,667 $ 617,863 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 $ 2,407,038 $ 2,332,946 $ 1,544,165 $ 862,873 175 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 SUMMARY OF CHANGES (CONTINUED): The County receives cost reimbursement from tower rental ($54,400), Mountain View Fire ($23,000), AirLife services ($54,258), services to theCity 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 $42,611, or 3.6% for 2006. Personnel costs are up $53,103, with salary adjustments due to cost-of-living increases. The service and supply accounts are up $864. Revenues are up $15,243 due to cost-of-living increases in the contracts. OBJECTIVES: 1) Perform emergency service and dispatching for 43 law enforcement, fire and ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and repair services; 3)Perform NCIC/CCIC termination operations for information inquiry requests from user agencies; 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 $5.51 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 4,643 176 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 o 0 County E-911 Board 95% 95% 95/o 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: The City of Greeley did not approve its share of the additional 1.5 FTE for Call Takers ($43,007), or the additional 1.0 FTE for a Data Coordinator I ($31,967). Therefore, this budget unit was reduced by$43,007, and the CJIS budget unit was reduced by$31,967 in the final budget. No other changes. On November 14, 2005, the E-911 Board funded six call taker positions for 2006, with the understanding that the City of Greeley and Weld County would assume the funding responsibility for the positions beginning in 2007. 177 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development -- 1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT,FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 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:No change. 178 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED " FINAL RESOURCES ' LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 700 700 700 Gross County Cost $ 0 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net County Cost $ 0 $ 700 $ 700 $ 700 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No change. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:No change. 179 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management, jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES ' LAST FY ' CURRENT P( NEXT FY NEXT FY Personnel Services $ 4,799 $ 0 $ 0 $ 0 Supplies 869,976 140,000 100,000 100,000 Purchased Services 719,026 742,748 794,840 762,873 Fixed Charges 0 0 0 0 Capital 0 129,992 0 0 Gross County Cost $ 1,593,801 $ 1,012,740 $ 894,840 $ 862,873 Revenue 0 0 0 0 Net County Cost $ 1,593,801 $ 1,012,740 $ 894,840 $ 862,873 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 $617,863 in personnel costs, $100,000 for enhancements to Tiburon, and $145,010 for computer maintenance costs,for a total of$862,873. This is a decrease of$149,867. The big decrease is in computer equipment of$129,992 for the"hot spot"system and Grovertower in 2005. The increases are in personnel costs for cost-of-living adjustments. All other line items remain the same. OBJECTIVES: Installation and maintenance of a comprehensive criminal justice information system that includes criminal records management, computer-aided dispatch, jail records management, and prosecution system. 180 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 $3.92 Effectiveness Measures (desired results 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: The City of Greeley did not approve its share of the new Data Coordinator In position. Therefore, this budget was reduced by $31,967 in the final budget. No other changes. 181 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner- - 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL' BUDGETED *REQUESTED FINAL RESOURCES LAST FY CURRENTFY : ' NEXT FY NEXT FY Personnel Services $ 249,927 $ 266,761 $ 266,761 $ 296,009 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 $ 554,009 Revenue 785 250 250 250 Net County Cost $ 483,447 $ 524,511 $ 524,511 $ 553,759 Budget Positions 4.25 5 5 5 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$29,248. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 182 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 $2.52 Cost per autopsy/inspection $800 $800 $900 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: No change. Fingerprint equipment, which was submitted late, was denied. 183 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 FINAL RESOURCES ' LAST FY CURRENT FY NEXT FY 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. 184 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/ADMINISTRATIONRECOMMENDATION: Recommend approval. Program is 100% state/federal funded. BOARD ACTION: No change. 185 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during each phase of construction to insure minimum requirements are met. Assists Weld County Citizens in understanding and applying the International Building Code for utmost construction safety. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 828,793 $ 904,896 $ 904,896 $ 947,547 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 $ 1,177,544 Revenue 1,464,539 1,100,000 1,380,000 1,380,000 Net County Cost $ -448,572 $ 42,393 $ -245,107 $ -202,456 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. Final budget adjustments include an increase in salaries of$42,651. 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. 186 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 issued 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 return 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 187 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: The Board approved the budget as recommended. 188 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100 DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ` NEXT FY NEXT FY Personnel Services $ 217,217 $ 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 for 2006. 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. 189 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: The Board approved the budget and positions as recommended. One seasonal position was approved to go to full-time status; however, the second position was denied. No changes to recommended budget. 190 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 FINAL 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 budgeted 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/ADMINISTRATIONRECOMMENDATION: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:No change. 191 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100 DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development referrals;field survey operations to establish line and grade control; administrative and inspection work in utility and subdivision construction;performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering, bridge engineering, design and construction inspection. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST- FY CURRENT FY NEXT FY ! NEXT FY Personnel Services $ 633,203 $ 797,120 $ 1,485,477 $ 1,472,529 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 $ 1,720,733 Revenue 0 0 149,713 149,713 Net County Cost $ 819,887 $ 1,539,700 $ 1,583,968 $ 1,571,020 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)for stormwater/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 stormwater/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. 192 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. Final budget adjustments include a decrease in salaries of$12,948. 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 $7.14 FINANCE/ADMINISTRATIONRECOMMENDATION: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: The Board approved the budget and positions as recommended. 193 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' FINAL RESOURCES LAST-FY 'CURRENT FY, ! NEXT FY NEXT FY Personnel Services $ 31,713 $ 33,646 $ 33,646 $ 35,735 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 $ 65,635 Revenue 1,137 1,375 1,375 1,375 Net County Cost $ 50,954 $ 62,171 $ 62,171 $ 64,260 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$2,089. OBJECTIVES: 1)To maintain and improve Missile Site park; 2) To improve the quality of life for all Weld County residents. 194 MISSILE SITE PARK (CONTINUED) 1000-50100 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 $0.292 Effectiveness Measures (desired results) Percentage of time park unavailable to 0% 0% 0% public during scheduled operating hours FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 195 BUDGET UNIT REQUEST S UMMAR Y AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200 DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future park projects. ACTUAL BUDGETED REQUESTED FINAL RESOURCES ', LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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: The Board approved the$1,000 increase for maintenance of the Poudre River Trail. 196 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100 DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL BUDGETED' REQUESTED FINAL RESOURCES LAST FY CURRENT FY` NEXT FY NEXT FY Fixed Charges $ 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: No change. 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the seventeen senior centers throughout the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,500 12,500 12,500 12,500 Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $0.060 $0.058 $0.057 Grants Summary Senior Center Grant $12,500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:No change. 198 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Purchased Services $ 8,835 $ 12,310 $ 12,367 $ 11,367 Supplies 0 0 0 0 Gross County Cost $ 8,835 $ 12,310 $ 12,367 $ 11,367 Revenue 0 0 0 0 Net County Cost $ 8,835 $ 12,310 $ 12,367 $ 11,367 Budget Positions - - - - - - - - SUMMARY OF CHANGES: This budget decreased by$943. 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 208 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: The Board eliminated the $1,000 for the Poudre River Basin Stakeholders Group, since it has been inactive and no funds were requested. 199 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER:Envision-- 1000-56130 DEPARTMENT DESCRIPTION: Weld County's financial support of Envision,formerly Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY: CURRENT FY ! NEXT FY NEXT FY Purchased Services $ 46,125 $ 46,125 $ 153,385 $ 46,125 Supplies 0 0 0 0 Gross County Cost $ 46,125 $ 46,125 $ 153,385 $ 46,125 Revenue 0 0 0 0 Net County Cost $ 46,125 $ 46,125 $ 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 $46,125 200 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: The Board only funded $46,125. On November 1, 2005, the voters of Weld County defeated (56%to 44%) a ballot issue that would have dedicated one mill in property tax to Envision. 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range Behavioral Health which provides extensive mental health services to citizens in Weld County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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. 202 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:The Board denied the requested increase of$9,188. 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY; CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 11,500 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:No change. 204 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 12,351 12,351 12,351 12,351 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions __ __ __ — SUMMARY OF CHANGES: No change. OBJECTIVES: See Human Services budget detail. WORKLOAD MEASURES: See Human Services budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:No change. 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY _ NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 2,253,680 2,253,680 2,548,995 2,590,119 Gross County Cost $ 2,253,680 $ 2,253,680 $ 2,548,995 $ 2,590,119 Revenue 0 0 0 0 Net County Cost $ 2,253,680 $ 2,253,680 $ 2,548,995 $ 2,590,119 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: The budget was increased$41,124 to fund the increase in PERA for retirement. The County contribution was increased 0.5%to 10.5%of salaries by State law, effective January 1, 2006. 206 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development -- 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic development program through the Economic Development Action Partnership (EDAP), a public/private non-profit organization. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 100,000 100,000 100,000 100,000 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. 207 ECONOMIC DEVELOPMENT (CONTINUED) 1000-61200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $0.480 $0.478 $0.455 Effectiveness Measures (desired results) Jobs created 1,250 1,175 1,250 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic development and job creation are high priorities for the County to diversify the local economy. Job creation is especially important to the success of the welfare reform efforts in Weld County. BOARD ACTION: No change. 208 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300 DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts from Correctional Facility and the Administrative Building for building rents. ACTUAL BUDGETED REQUESTED FINAL RESOURCES:' LAST FY CURRENT FY' NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 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: No change. 209 LEASE-PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29-1-104(2)(d), C. R. S., 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property 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 government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal $ -0- 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100 DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not allocated to program budgets, e.g. training, audit fees, etc. ACTUAL BUDGETED, REQUESTED ! FINAL RESOURCES ! LAST FY ` CURRENT FY NEXT FY NEXT FY Personnel Services $ 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 45,311,035 46,020,264 Net County Cost $ -39,011,555 $ -41,290,441 $ -44,819,035 $ -45,528,264 Budget Positions - - - - - - - - SUMMARYOF 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. 211 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: Property tax revenues were increased for abatements from the prior year and SB-118 tax incentives, with an offset for tax refunds for the tax incentives. No other changes. 212 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150 DEPARTMENTDESCRIPTION:Weld County's financial support to community agencies that do not fit under a specific county program. ACTUAL BUDGETED' . REQUESTED FINAL RESOURCES LAST FY, CURRENT.EY` . : , NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 45,660 83,028 75,528 Gross County Cost $ 0 $ 45,660 $ 83,028 $ 75,528 Revenue 0 0 0 0 Net County Cost $ 0 $ 45,660 $ 83,028 $ 75,528 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 $ 14,394 Promises for Children 10,000 10,000 10,000 10,000 RSVP 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 $ 75,528 OBJECTIVES: Provide support to community agencies that do not fit under a specific county program that services county residents. 213 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $0.00 $0.213 $0.343 Grants Summary Non-profit Grants $0 $45,660 $75,528 FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community agencies with requests that do not fit under a specific program. The following are the recommendation for each agency: . IGRTC (Island Grove Regional Treatment Center) has requested $14,394 for the detox services of Weld County residents referred to as IGRTC. The request covers the funding gap of$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 support 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 otherpartners in the community. Recommend approval. . RSVP has requested funding for the first time in 2006 for senior volunteer services due to decrease in support by existing sources for RSVP. No amount recommended due to the fact that this would be funding a new agency. . Convention & Visitor Bureau has requested $5,000 again this year for visitor guides. Recommend approval. . 211 Information and Referral h as 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: The Board took the following actions: 1. IGRTC's budget was increased $3,234, as requested. 2. RSVP's request was denied. 3. DARE's late request of$1,500 was denied. 4. All other requests were approved as recommended. 214 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100 DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based education for agricultural, environmental and consumer issues. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 262,217 $ 296,601 $ 302,601 $ 299,831 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 $ 379,878 Revenue 4,071 0 0 0 Net County Cost $ 327,292 $ 377,648 $ 382,648 $ 379,878 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. Final budget adjustments include a decrease in salaries of$2,770. 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. 215 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 $1.73 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/ADMINISTRATIONRECOMMENDATION: Recommend approval. Inclusion of$4,000 for an intern is a policy issue for the Board. In 2005, a mid-yearrequest was made and denied, and the Board directed the department to include the request in the 2006 budget for consideration. BOARD ACTION: Intern for $4,000 was approved as recommended. 216 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair- - 1000-96200 DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ` NEXT PY NEXT FY 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 SUMMARYOFCHANGES: 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. 217 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/ADMINISTRATIONRECOMMENDATION: Recommend approval. Inclusion of$4,000 for an intern is a policy issue for the Board. In 2005, a mid-yearrequest was made and denied, and the Board directed the department to include the request in the 2006 budget for consideration. BOARD ACTION: The intern position for$4,000 was approved, as recommended. 218 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 FINAL RESOURCES LAST FY CURRENT FY r NEXT FY NEXT FY Personnel Services $ 49,805 $ 55,525 $ 55,525 $ 53,697 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 $ 60,985 Revenue 1,200 0 1,200 1,200 Net County Cost $ 54,660 $ 62,813 $ 61,613 $ 59,785 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Expense line items have been reallocated to reflect expenditure patterns. Revenues reflect the $1,200 received from the State for having a Veterans' Services Officer. Final budget adjustments include a decrease in salaries of$1,828. 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. 219 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 $0.272 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: No change. 220 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building. ACTUAL BUDGETED REQUESTED ! FINAL RESOURCES LAST,FY I ..CURRENTIFY` 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:No change. 221 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1,404,614 $0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 1,404,614 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1,404,614 $ 0 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 of 12%, however, life insurance and disability insurance costs remain the same for 2006. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board approved the pay plan and benefits as recommended. An Employee Assistance Plan (EAP) was added as a benefit for $1.35/month, per employee. 222 Hello