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COUNTY OF WELD
2005
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Robert D. Masden, Chair
William H. Jerke, Pro-Tem
M. J. "Mike" Geile, Commissioner
David E. Long, Commissioner
Glenn Vaad, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2004
WtltlM0.0
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 11
2005 BUDGET PLAN 15
2005 BUDGET CALENDAR 18
POINTS OF ISSUE AND POLICY MATTERS:
Explanation of Overview of Budget and Management System 19
Overview of Budget and Management System 21
Hierarchy of Budget Information 22
Budget Process 23
Highlights 24
Target Budget Approach 25
Solutions/Approaches 26
Goals of Budget Process 27
2005 Guidelines 28
2005 Special Budget Instructions 30
Weld County Mission Statement 32
Weld County Government Strategic Goals 33
Weld County Guiding Principles 34
Implementation and Results of Strategic Objectives 35
Budget Policies 37
Long Range Financial Policies 38
Revenue Policies and Assumptions 39
Specific Revenue Assumptions of Significant Revenue 40
Policy Directions 42
Significant Changes in Policy from Prior Years 44
Major Program Specific Goals 45
2005 Program Issues 46
Significant Budget and Accounting Policies 47
Capital Improvement Policy 49
Investment Policy 51
Fund Balance and Reserve Policy 52
Explanation of Individual Funds 53
Organizational Responsibility for Budget Units 55
Policy Matters/Points of Issue with Fiscal Impact 58
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Recommendations 61
2005 Other Benefits 62
Salary Adjustments by Department 63
Position Authorization Changes Due to 2005 Budget 65
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 67
Graph - - All Funds Expenditures 68
Graph - - Mill Levy 69
Summary of Fund Balances 70
Governmental Funds - 2003 - 2005
Summary of Estimated Financial Sources and Uses 71
PAGE
SUMMARY OF FUNDS (CONTINUED):
2004 Assessed Values to be Used for 2005 Budget 72
Net Program Cost 73
Summary of 2003 Allocated Costs Applicable for 2005 75
Ten Year Trend Data:
Beginning Fund Balance 76
Cumulative Percent Increase: Expenditures 77
Weld County- Organizational Chart 78
Summary of County Funded Positions 79
GENERAL FUND:
Graph -- General Fund Revenue Changes 81
Graph -- General Fund Expenditure Changes 82
Ten Year Trend Data:
General Government 83
Public Safety 84
Health and Welfare 85
Narrative Fund Summary 86
Summary of Revenue 88
Summary of Expenditures 91
Office of the Board 94
County Attorney 96
Public Trustee 98
Clerk to the Board 101
Clerk and Recorder:
Recording/Administration 103
Elections 105
Motor Vehicle 107
Treasurer 109
Assessor 111
County Council 113
District Attorney:
Ten Year Trend Data 115
Budget Unit Summary 117
Victim/Witness Assistance 119
Finance and Administration 121
Accounting 123
Purchasing 125
Personnel 127
Planning and Zoning 129
Buildings and Grounds 132
Computer Services 134
Geographical Information System 136
Capital Outlay 138
Printing and Supplies 140
Sheriffs Office:
Ten Year Trend Data 142
Budget Unit Summary- All Departments 143
Sheriff Administration 144
Sheriff Operations 146
11
PAGE
Sheriffs Office (Continued):
Traffic Enforcement 149
County-wide Animal Control 152
Regional Forensic Laboratory 154
Multi-Jurisdictional Drug Task Force 156
North Jail Complex 158
Centennial Jail 161
Office of Emergency Management 163
Communications - County Wide 165
Communications System Development 169
E-911 Administration 170
Criminal Justice Information System 171
Coroner 173
Community Corrections 175
Building Inspection 177
Weed and Pest 180
West Nile Virus Program 182
General Engineering 184
Missile Site Park 187
Parks and Trails 189
Airport 190
Senior Programs 191
Waste Water Management 192
Developmentally Disabled 193
Mental Health 195
Child Advocacy Center 197
Transfers:
Agency on Aging 198
Health Department 199
Economic Development 200
Building Rents 202
Non-Departmental 204
Community Agency Grants 206
Extension Service 208
County Fair 210
Veteran's Office 212
Island Grove Building 214
Contingency (Salary) 215
PUBLIC WORKS FUND:
Graph -- Revenues 217
Graph -- Revenue Changes 218
Graph -- Expenditures 219
Graph -- Ten Year Trend Data 220
Narrative Fund Summary 221
Concerning Local Accountability for Money Used for
Highway Purposes 222
Construction Bidding for State-Funded Local Projects 223
Summary of Revenue 224
Summary of Expenditures 225
iii
PAGE
PUBLIC WORKS (CONTINUED):
Administration 226
Trucking 228
Motor Grader 230
Bridge Construction 232
Maintenance Support 234
Other Public Works 236
Mining 238
Grants-in-Aid to Cities and Towns 240
Contingency (Salary) 241
Non-Departmental Revenue 242
Five-year Plan Update 243
SOCIAL SERVICES FUND:
Graph -- Social Services Revenue Changes 257
Graph -- Social Services Expenditures 258
Graph -- Ten Year Trend Data 259
Fund Narrative 260
Summary of Revenue 264
Summary of Expenditures 265
County Administration 266
Non Program Revenue 268
Other Programs 269
Child Support Administration 271
Temporary Assistance to Needy Families & Administration 273
Aid to Needy Disabled 275
Child Care 277
Old Age Pension 279
Child Welfare and Administration 281
Core Services 283
LEAP Program and Administration 285
General Assistance 287
HEALTH FUND:
Graph -- Health Fund Revenue 289
Graph -- Health Fund Expenditures 290
Graph -- Ten Year Trend Data 291
Narrative Fund Summary 292
Summary of Revenue 295
Summary of Expenditures 296
Budget Unit Summary-All Departments 297
Administration 299
Non-Program Revenue 301
Health Promotion Programs 302
Community Health Services 304
Environmental Health Services 306
HUMAN SERVICES FUND:
Graph -- Ten Year Trend Data 309
Narrative Fund Summary 310
iv
PAGE
HUMAN SERVICES FUND (CONTINUED):
Summary of Revenue 311
Summary of Expenditures 313
Head Start Program 315
Migrant Head Start 316
Preschool Fund 317
Job Service (Wagner/Peyser) 318
Summer Job Hunt 319
Employment First 320
Temporary Assistance to Needy Families 321
Consumer Navigator 322
Workforce Investment Act- Administration 323
Workforce Investment Act- Adult Program 324
Workforce Investment Act- Youth Program 325
Workforce Investment Act- Statewide Activities Grant 326
Workforce Investment Act- Dislocated Worker Program 327
Educational Lab 328
AmeriCorps Program 329
AAA Administration 330
AAA Support Services 331
AAA Congregate Meal 333
AAA Home Delivered Meals 334
AAA Health Services 335
AAA Elder Abuse Grant 336
AAA Special Ombudsman 337
AAA Single Entry Point 338
Federal Transit Grant 339
AAA Other Programs 340
AAA State Funds 341
Medicaid Transportation 342
Supplemental Foods 343
Community Services Block Grant 344
Multi-Disciplinary Youth Assessment 345
Tony Grampsas Youth Services 346
Part E Family Caregiver Support 347
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 349
Conservation Trust Fund
Summary of Revenue 350
Summary of Expenditures 351
Budget Unit Summary 352
Contingency Fund:
Summary of Revenue 356
Summary of Expenditures 357
Budget Unit Summary 358
Emergency Reserve Fund:
Summary of Revenue 359
Summary of Expenditures 360
Budget Unit Summary 361
v
PAGE
Solid Waste Fund
Summary of Revenue 362
Summary of Expenditures 363
Budget Unit Request Summary- Code Enforcement 364
Budget Unit Fund Summary 366
CAPITAL FUNDS:
Graph - - Ten Year Trend 369
Narrative Summary of Fund 370
Summary of Revenue 371
Summary of Expenditures 372
Budget Unit Summary 373
Long Range Capital Projects Five-Year Plan 375
PROPRIETARY FUNDS:
Narrative Summary of Funds 411
Paramedic Services Enterprise Fund:
Summary of Revenue 412
Summary of Expenditures 413
Budget Unit Summary 414
IGS - Motor Pool Fund
Summary of Revenue 417
Summary of Expenditures 418
Budget Unit Summary- Motor Pool Administration 419
Budget Unit Summary- Motor Pool Equipment 421
IGS - Health Insurance Fund:
Summary of Revenue 426
Summary of Expenditures 427
Budget Unit Summary 428
IGS - Insurance Fund:
Summary of Revenue 430
Summary of Expenditures 431
Budget Unit Summary 432
IGS - Phone Services Fund:
Summary of Revenue 434
Summary of Expenditures 435
Budget Unit Summary 436
Weld County Finance Authority
Summary of Revenue 438
Summary of Expenditures 439
Budget Unit Summary 440
GLOSSARY 441
vi
PAGE
PAY TABLES:
Job Code Table 455
Pay Table 458
SUPPLEMENTAL DATA:
Miscellaneous Statistics 475
Demographic Statistics 477
General Governmental Expenditures by Function 478
General Revenue by Source 480
Property Value, Construction, Bank Deposits and
Other Economic Indicators 482
Property Tax Levies and Collections 483
Assessed and Estimated Actual Value of Property 483
Property Tax Levies - Direct and Overlapping Governments 484
Demographic Profile 485
Consumer Price Index 489
2005 Inflation Projections (CPI) 490
Employment Cost Index (ECI) 491
Northern Colorado Pay Increases 492
2005 Average Employee Salary Projections -
Geographic Location 493
Industry Breakdown 494
Employment Size 495
Rate Range Adjustments 496
History and Forecast for Key Colorado Economic Variables 497
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution and Growth 499
2003 Taxable Assessed Value by Type 500
County Mill Levy- Major Components as a Percent of Total 501
Property Tax Revenue Per Capita 502
Citizens Served/Employee 503
Human Resources/Risk Management Functions 503
Financial Management 504
Planning and Zoning / Building Inspectors 505
Treasurer FTE's 506
Assessor FTE's 506
Clerk and Recorder FTE's 507
District Attorney Office FTE's 508
Sheriff's Office FTE's 509
vii
aGrii
C.
COLORADO
VIII
iM
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2004
President Executive Director
1
Attrl
WUDc.
COLORADO
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303)356-5000, EXT.4218
clie4 FAX: (303) 352-0242
915 10TH STREET
P.O. BOX 758
GREELEY, COLORADO 80632
WilDe.
COLORADO
December 15, 2004
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 2005 final budget for operations and capital outlay totals a gross amount of
$145,207,204, with a net of$142,102,310 when interfund transfers are excluded. The Internal
Service Funds total an additional$16,566,523. The budget has been prepared in accordance with
your directives developed during the budget process. The budget is funded with revenue estimates
of$85,868,754,anticipated fund balances of$28,685,000,and the maximum allowed property tax
under Amendment One (TABOR) and the Weld County Home Rule Charter of $59,680,948.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
In 2005,most economists are anticipating that the national economic recovery will continue to gain
momentum. Demand and production growth are strong, profits are up, financial markets are
steady,and the global economy is strengthening; however, labor markets remain soft. Inflation is
anticipated to remain low,and most likely interest rates will remain low with only some pressure for
upward movement.
Colorado's economic indicators also point to a rebound and strengthening State economy.
Employment is picking up and appears to have bottomed out in August,2003. Construction activity,
especially residential, remains strong. With the drought and mad cow disease scare, agriculture
has suffered some in Colorado. 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 very reflective of the statewide economy. The diversity of the local
economy awayfrom agriculture has made Weld County much more like the statewide economy and
the metro-Denver area. In the last year,Weld County has seen Calpine open a new$300 million
co-generation plant, Owens-Illinois began construction of a$120 million dollar glass plant that will
open in 2005, R R Donnelly is adding another printing press with 50 additional employees,and the
Kodak plant in Windsor has been picked by Kodak to expand its digital imaging technology
production. In addition to these major projects,a number of small new and existing companies are
expanding in Weld County, especially in southwest Weld County.
Although the economic outlook is good, there are still a number of if's as we look forward. The
sluggish job growth must pick up to sustain the economic recovery. The world must learn to live
with the uncertainty surrounding terrorism and global unrest; capital investment must continue by
businesses;inflation must remain low;the federal deficit must be brought under control;and,finally,
the consumer must continue to have confidence in the economy and the future. Hopefully,no single
issue, or combination of these issues, will derail the economic recovery that is gaining steam.
FOR THE FUTURE
As Weld County looks to 2005 and beyond,a number of challenges face the Board and staff to meet
the ever changing and growing demands to maintain the quality of service the citizens have grown
to expect from their county government. Weld County's budget is a reflection of its status in the
hierarchy of governments, revenue trends, local circumstances, and its commitment to provide
efficient and effective services. It is clear that local governments, such as Weld County, are
operating in a new environment. It is an environment that has both opportunities and challenges that
promise more room for growth,exercise of imagination, responsibility,and accountability than we
have known in the past. The key challenge will be to define what must be provided in areas of public
services and goods and the most efficient and effective manner in which to deliver them. The
manner in which Weld County government meets the challenges ahead will be best decided in an
atmosphere of continuing cooperation and interaction between citizens and their government.
Although the financial health of Weld County Government is currently excellent,it is important to look
to the future issues, possible problems and alternative solutions to those problems. Besides the
traditional role of budgeting to responsibly manage available current year funding,there must be a
continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions,an awareness of changing realities,flexibility,citizen input in setting priorities,and a focus
on goals and objectives consistent with the core services philosophy and mission statement.
The State of Colorado and local governments are in the middle of a difficult fiscal period.
Competition for limited public funds has been steadily increasing. The State of Colorado is in a
"structural deficit"resulting from the fiscal interplay between the tax-and spend limits in TABOR,and
Amendment 21 dealing with school financing. The State Legislature is exploring a variety of
concurrent resolutions to amend the state constitution to correct the problem. Any solution will
require voter approval,which maybe difficult to obtain. Without the voters granting relief in the form
of a constitutional amendment,the State's budget woes are projected to be with us until sometime
between 2008-2011. Weld County is adversely impacted by the State's budgetary problems,since
the county is a subdivision of the State, and program revenues and expenditures are dependent
upon State decisions, especially in the areas of health, employment, and social services.
4
The national economy and international issues, such as the Iraqi War, have impacted the federal
budget and deficit,which places additional strain on the State's budget. The federal government is
not increasing,and is even reducing,funding in the domestic program areas,and it 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.
In response to the budget problems at the State, Weld County has taken a long-term view when
examining the county's budget in 2005,and expanded the budgetary horizon beyond 2008-2011,
when the State's budgetary ship may finally be righted. This called for a thorough examination of
all county programs,and prioritization to show each program's place in the big picture of providing
essential services to the citizens of Weld County in the next five years and beyond. All programs
have been reviewed in the 2005 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 total $145,308,227 in 2005, an increase of
13.7 percent over 2004. The amount of revenue from various sources and the changes compared
to 2004 are shown in the following tabulation:
2004 2005 Increase
2004 Percent 2005 Percent (Decrease)
Revenue Sources Amount of Total Amount of Total from 2004
Property Taxes $53,350,030 41.8% $ 59,680,948 41.1 $ 6,330,918
Other Taxes 3,797,853 3.0 5,900,000 4.1 2,102,147
Licenses and Permits 1,989,400 1.6 2,064,620 1.4 75,220
Intergovernmental Revenue 37,596,009 29.4 40,309,456 27.7 2,713,447
Charges for Services 4,316,156 3.4 4,532,516 3.1 216,360
Ambulance Fees 8,340,000 6.5 8,865,667 6.1 525,667
Miscellaneous Revenue 5,545,992 4.3 2,417,897 1.7 (3,128,095)
Fee Accounts 5,402,000 4.2 5,552,000 3.8 150,000
Internal Service Charges 7,411,064 5.8 15,985,123 11.0 8,574,059
TOTAL $127,748,504 100.0% $145,308,227 100.0% $ 17,559,723
5
Expenditures byfunction for the General,Special Revenue,Capital Expenditures, Internal Services,
and Enterprise Funds total$158,668,833 for 2005,which is an increase of 16.1 percent over 2004.
The amounts by function and the increase over 2004 are as follows:
2004 2005 Increase
2004 Percent 2005 Percent (Decrease)
Expenditure Sources Amount of Total Amount of Total from 2004
General Government $ 19,669,043 14.4% $ 20,633,047 13.0% $ 964,004
Social Services 16,158,615 11.8 18,048,700 11.6 1,890,085
Road and Bridge 23,961,925 17.4 27,164,255 17.1 3,202,330
Public Safety 26,091,944 19.1 27,740,315 17.4 1,648,371
Human Services 11,600,226 8.5 12,521,726 7.9 921,500
Health 5,862,516 4.3 6,800,378 4.3 937,862
Capital 3,740,000 2.7 6,630,000 4.2 2,890,000
Public Works 1,292,473 1.0 1,539,700 .9 247,227
Contingency 8,575,000 6.3 8,850,000 5.5 275,000
Miscellaneous 1,894,504 1.4 1,884,486 1.2 (10,018)
Culture and Recreation 1,036,054 .8 973,707 .6 (62,347)
Auxiliary 425,621 .3 450,329 .3 24,708
Paramedic Services 8,340,000 6.1 8,865,667 5.6 525,667
Internal Services 7,977,864 5.9 16,566,523 10.4 8,588,659
TOTAL $136,625,785 100.0% $158,668,833 100.0% $ 22,043,048
Enterprise Operations: The county's enterprise operation is comprised of the Paramedic Service.
The Paramedic Service is a county-wide advanced life support emergency medical service. The
program is totally supported by fees. The operation anticipates nearly 11,000 calls in 2005 and
generated revenue of$8,865,667.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2005 program is funded at $6,630,000, with
$4,450,000 from property tax,$500,000 from an Energy Impact Grant,and$100,000 from interest.
Anticipated projects include$2,500,000 for the Southeast County Service Center,and$100,000 for
special projects. In addition, $2,450,000 will be reserved for construction of Phase III of the North
Jail Complex. A carry-over beginning fund balance of$1,580,000 is anticipated, and $4,030,000
ending reserve fund balance is anticipated at the end of 2005.
6
Debt Administration: In 2005, the county continues to have no bonded indebtedness. With the
passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three
percent of the assessed valuation of the county. Thus,Weld County maintains over a eighty-nine
million dollar allowable debt capacity in accordance with Colorado State statute. There are
Certificate of Participation Bond Issues for the construction of the Correctional Facility totaling
$6,010,000.
Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging
up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer
will be recorded as revenue in the General Fund, with the exception of interest attributed to the
Insurance Fund, Capital Expenditure Fund, Health Insurance Fund,Trust Funds,and the interest
earned on certain deposits held for other taxing authorities. The amount of interest anticipated in
2005 is $1,164,000.
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 2005,Weld County will continue to be a member of Colorado Counties
Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with
other Colorado counties. The pool offers full safety and risk management programs to minimize
losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be
provided via a state approved self-insurance program.
Mill Levy: The mill levy will be 19.957,a drop of 1.517 mills from last year. Under the TABOR mill
levy limit, the 1.537 mills from this year and the 0.564 mill reduction from the past years will be
classified as a temporary mill levy reduction,for a total of 2.081 mills. The assessed value for the
2005 Budget is$2,990,463,330,which is up$514,719,760,or 21 percent over last year. All classes
of property increased in assessed value for the year, except vacant land, which is down $12.1
million, or 10 percent. The major increase is in oil and gas due to price and production being up.
Oil and gas is up$415.5 million,or75 percent. Natural resources is up$1.4 million,or 17 percent;
agricultural property is up $2.2 million, or 2 percent; industrial is up $2.4 million, or 2 percent;
residential property is up$64.2 million, or 8 percent; commercial property is up$23.4 million,or 6
percent; and State assessed property is up $17.6 million, or 6 percent. There is an actual value
increase of new construction of $712.4 million, or nearly a 5.1 percent increase in actual value.
Employee Compensation Pay: The 2005 budget reflects a salary adjustment of 3.5 percent,and
a one percent increase in the employer's retirement contribution,for a total of 7.0 percent. A major
change in the health insurance program is included in the 2005 budget. The cost to provide health
insurance to county employees is rising at an ever increasing rate that is exceeding the county's
ability to continue paying at the same rate and in the same manner. Weld County's health insurance
group has 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. In
2003 and 2004 the county's health insurance utilization exceeded the county's premium
contribution. This translated into a high premium increase for 2005, unless changes were made.
Like most major employers,Weld County examined different alternatives. The goal is to make the
employees aware of the true cost of healthcare,with a program that will encourage employees and
their families to make more judicious spending decisions in return for paying lower insurance
premiums and lower healthcare costs.
7
In 2005, the County will offer 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 Heatlhcare.
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
$28,685,000 to begin 2005. This remains at one of the highest levels in many years. The strong
fund balance figures have been sparked bya strong local economy the last few years,and the need
to have a strong reserve with the State' budget crisis. The ending fund balances are projected at
$15,324,394. 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 2005,and if no emergencies
or unforeseen events happen,the amounts should be in the ending fund balance. The only fund
balance earmarked is$3,730,000 in the Capital Expenditure Fund forfuture jail expansion. All other
fund balance amounts are undesignated. With the above projection,ending fund balances should
be $27,904,394.
MAJOR FACTORS IMPACTING THE 2005 BUDGET
The major factors impacting the 2005 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 supportfunctions
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
property tax amount,or local costs,for Social Services have grown 67 percent in the last four years.
Without salary adjustments,the budget for the general government functions is up$442,631. The
Assessor's budget is up$113,930 due to growth in new construction,and the reappraisal in 2005.
Another major increase is in Building and Grounds, which is up $309,657 in anticipation of the
maintenance of the remodeled courtroom and Planning Department areas,as well as the increase
in energy costs. Information Services has decreased $1,143 in costs due to no changes in the
contract for cost-of-living. Other departments have normal inflationary increases, although there
was a decrease of $215,448 in election costs, since 2005 is an off-year election year. The
$350,000 for voting equipment for Help America Vote Act compliance is re-budgeted in 2005,since
the Colorado Secretary of State has not yet approved any vendor of HAVA voting equipment.
8
Public safety functions are up $900,758. A major increase is the full funding of overtime for the
Sheriff's Office of$629,520, which has not been totally funded in the past. The Sheriff's Office
budget is up $219,215 from the addition of three client manager positions for the jail alternative
sentencing program,one investigator,and a 0.5 FTE civil process server. Other increases include
the costs of the jail from the growth of the inmate population. Communication costs for the grant
to purchase outside agency radios are up$500,000,although offset by a drop in the software costs
to upgrade Tiburon last year. Community Correction contracts from the state are down$247,913
because of state budget cuts. A new victim advocates program in the Sheriff's Office added
$33,542 in costs. The West Nile program was eliminated($742,031). However,in the final budget,
$563,831 for West Nile was shifted to Traffic Enforcement to respond to the growing number of
traffic fatalities in Weld County.
Other significant changes include Engineering, which is up$220,373 due to personnel changes,
professional services costs,and the addition of two Engineer I/I I positions. The Health Department
subsidy is up $133,733 due to salary increases and $24,003 for education and monitoring of
mosquito control. The Non-Departmental budget is up due to the reallocation of budgeted items to
this budget unit. In addition, a Community Agency Grant budget unit has been created to
consolidate small grants to community organizations. Finally, $1,307,311 is included for a 3.5
percent salary increase,the increase of retirement to 7 percent,and health insurance rate increases
for 2005.
Public Works resources for 2005 are up$2,829,220 at$31,564,255, of which$8,630,000 is fund
balance. Municipal share-back is funded at$1,579,747. Salary increases are set at 3.5 percent,
plus increases to cover the increase in health insurance and retirement costs. Salaries for
seasonal employees have increased $254,052, based on the staffing level of 44 seasonal
employees ranging from 6.5 to 12 months per year, with a 3.5 percent cost-of-living increase.
Road Construction Supplies have decreased $323,008 based on the Capital Improvement Plan.
Other Operating Supplies decreased$70,000 because materials for Calpine(WCR 51)will not be
purchased. Asphalt purchases total$2,315,000,and contract truck haul totals$1,570,000. Other
Purchased Services was added, in the amount of $2,000, to fund state stormwater permits.
Contract Payments have decreased$363,816 to$1,850,871, based on the Capital Improvement
Plan. Other Professional Services was decreased$9,500 since expenditures were moved to other
line items. Strategic Roads have increased$2,595,925 to$4,605,541 for work to be completed on
roads within the strategic corridor, specifically, Weld County Road 13. Right-of-Way Purchases
have increased $453,500 to $1,011,000 based on the Capital Improvement Plan.
On the revenue side of the budget, property taxes are budgeted at $59,680,948, the maximum
amount under the Weld County Home Rule Charter's 5 percent property tax limitation and TABOR
limitation,with the County Council granting an excess levy of$1,411,484 for strategic roads. There
is no change anticipated in interest earnings due to the uncertainty of interest rate changes in 2005.
Overhead from indirect charges is up $17,083. Severance taxes and revenues from oil and gas
leases are unchanged. Building Inspection fees are unchanged. Charges for services are up
$394,224,with$262,810 of that amount attributed to a contract to provide dispatch services to the
City of Fort Lupton and Fort Lupton Fire Protection District. The majority of the other increases in
charges for services are in the Sheriff's budget. Intergovernmental revenues are up $2,713,447
from Social Services and Human Services, plus a $500,000 Energy Impact grant for 800 MHz
radios,which offsets the decrease in Community Corrections of$247,913. Planning and Building
Inspection permit fees are only slightly changed. The Treasurer's fees are anticipated to be up
$50,000. Clerk and Recorder's fees are up$100,000,due to motor vehicle license fees from strong
auto sales and population growth, and recording fees from new construction and mortgage
9
refinancing activities. $125,000 from traffic fines was added with the inreased traffic enforcement
efforts. In the Public Works budget, the specific ownership tax revenue is estimated to be
$5,875,000 up $125,000; HUTF is unchanged at $8,140,000; Grant revenue is anticipated at
$826,400 from Energy Impact for WCR 13 improvements; and other revenues include$440,000
from landfill impact fees, $584,000 from transportation impact fees, $115,000 for offsite
improvements for Dove Haven ($70,000), and Mill Creek ($45,000). Permit revenues are up
$70,000, and call for an updated fee schedule. Other revenues in the various funds are stable or
only slightly changed.
The 2005 Proposed Budget contains adequate resources to provide a level of service similar to
2004. The county will continue to focus on improving service and communication with our citizens
within our resources. Demands in many areas continually exceed resources available. To serve
the growing needs in the county, we will continue to explore possibilities for improved efficiency
while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as they cope with growing
populations with diverse needs, federal and state budget reductions, and managing of land use
changes associated with a growing economy. Many tough decisions associated with
implementation of programs, and how they are to be funded, must be dealt with by the Board of
County Commissioners with citizen input. Hopefully,this budget document has allowed the Board
to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld
County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by
the elected officials,department managers,and employees in recognizing the problems and issues
confronting the county and responding with creativity and understanding. The county,as a whole,
also recognizes the Weld County taxpayers and consumers of county services who provide the
economic resources to the county,and we pledge our commitment to continue to provide the best
in county services possible.
Copies of all budget documents are available for the public at 91510th Street,Room 317,Greeley,
Colorado. More information can be found on Weld County's website at www.co.weld.co.us.
Ve truly your ,
GLG� z\.__
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 r
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, U. Lancaster Lupton, returned to establish a trading post located just north of
the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort
St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in
the 1930's by the State Historical Society.
The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah
to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer
County and north of the present Adams County were in the original Weld County, one of
17 counties established by the first territorial legislature in September, 1861. Weld County
was named for Lucius Weld, the first territorial secretary; St. Vrain became the first
county seat.
During the first 16 years of Weld County's history the county • ,
seat was moved from St. Vrain to Latham (three miles east of
the present Greeley) to Evans, to Greeley, to Evans again, and
finally in 1877, returned to Greeley. r y
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 m
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 -•
`ts ^�
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 Colleae is
a 2-year liberal arts and vocational college in Greeley with a second campus in Fort
Lupton.
With 4,004 square miles within its borders and a population of over 180,000, Weld County
has plenty of room for growth. Its thirty-one incorporated towns offer a variety of
lifestyles from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right
places. The result is that Weld County provides an ideal location for corporations, industry
and businesses. Most importantly it's a nice place for people.
12
RESOURCES
Fertile fields of green can be found in every part of the County,
which ranks as the third leading agricultural area in the United
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 ' • s
County. Fully developed rail and non-rail parks; undeveloped I 1
parcels, many zoned and with rail utilities adjacent to the
property; a variety of industrial and commercial sites; and
availability of both new and renovated prime office space are `
indicative of this area's attitude toward growth. Convenient I -
access to every type of supply artery facilitates the industrial t
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
l7' tr( -
� XT
1111k.
2005
BUDGET PLAN
Weld County's budget approach is a reflection of its status in the hierarchy of governments,revenue
trends, local circumstances, and its commitment to provide efficient and effective services. It is
clear that local governments, such as Weld County, are operating in a new environment. It is an
environment that has both opportunities and challenges that promise more room for growth,
exercise of imagination,responsibility,and accountability than we have known in the past. The key
challenge will be to define what must be provided in areas of public services and goods and the
most efficient and effective manner in which to deliver them. The manner in which Weld County
government meets the challenges ahead will be best decided in an atmosphere of continuing
cooperation and interaction between citizens and their government.
Although the financial health of Weld County government is currently excellent,it is important to look
to the future issues, possible problems and alternative solutions to those problems. Besides the
traditional role of budgeting to responsibly manage available current year funding,there must be a
continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions,an awareness of changing realities,flexibility,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 and local governments are in the middle of a difficult fiscal period.
Competition for limited public funds has been steadily increasing. The State of Colorado is in a
"structural deficit"resulting from the fiscal interplay between the tax-and spend limits in TABOR,and
Amendment 21 dealing with school financing. The state legislature is exploring a variety of
concurrent resolutions to amend the state constitution to correct the problem. Any solution will
require voter approval,which may be difficult to obtain. Without the voters granting relief in the form
of a constitutional amendment,the state's budget woes are projected to be with us until sometime
between 2008-2011. Weld County is adversely impacted by the state's budgetary problems since
the county is a subdivision of the state and program revenues and expenditures are dependent upon
state decisions, especially in the areas of health, employment, and social services.
The national economy and international issues, such as the Iraqi War, have impacted the federal
budget and deficit,which places 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.
In response to the budget problems at the state, Weld County must take a long-term view when
examining the county's budget in 2005, and expand the budgetary horizon beyond 2008-2011,
when the state's budgetary ship may finally be righted. This will call for a thorough examination of
all county programs,and prioritization to show each program's place in the big picture of providing
essential services to the citizens of Weld County in the next five years and beyond. All programs
must be reviewed in the 2005 budget process to achieve a continued level of efficiency in the
county.
15
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 2005 before
budget preparations begin.
> A target of ten percent off the 2004 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 2004 level in the Final Budget process.
Any Department Head or Elected Official justifying to the Board a higher salary for
a class unique to that department or office should include the additional salary within
the assigned target budget amount.
> Fringe benefits will be left at the current level of benefit. Health Insurance strategies
developed in 2003 will be followed through into the 2005 budget process.
> Outside agencies will be treated like county departments, since most provide
contractual services.
> Any 2005 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 2005 target amount by all
budget units.
> Self-supporting budgets will float at the 2004 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.
16
> 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 2005 budget requests accommodate or are integrated with long-term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 2005, while accomplishing a balanced budget.
The 2005 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 cost effective manners
in the county.
> Population growth and development is planned and accommodated.
> Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
17
2005
BUDGET CALENDAR
May 3 Board review of 2005 budget plan.
May 4 - 14 Director of Finance and Administration discusses target
budgets and 2005 budget plan with department heads and
elected officials.
June 21 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 21 Elected officials and department heads submit PBX phone
service requests to PBX.
June 21 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 21 Elected officials and department heads submit requests for
information services requests to ACS.
July 6 Submit budget request to Finance.
July 7 - September 10 Finance office review.
September 13 Budget Message to Board and transmit Proposed Budget to
Commissioners.
September 13 Early warning budget work session and community agency
requests.
October21 and 22 Budget work session hearings with Commissioners and elected
officials and department heads.
November 11 Publish notice of final budget hearing.
October 22 - December 14 Prepare final budget.
December 15 Public Hearing to adopt mill levy.
December 15 Public Hearing on Final Budget, 9:00 a.m.
18
POINTS OF ISSUE
AND
POLICY -� �`]C°FE '\) 5
o
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 policyformulation is the creation of a capital
improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives,and relate present operations to the programs planned. The budget is then based upon
the program,performance,and periodic program review. This process allows for the allocation of
resources by program area and multi-year projections. The programs are then evaluated on an on-
going basis through program analysis,review of performance,and an examination and evaluation
of alternatives. This input then cycles into the policy formation process for a new budget cycle.
The budget and management system is supported by the BannerAccounting System,fiscal control
and cost accounting by program, and workload and performance management systems and
reports.
19
In summary,Weld County's budget process is virtually a year-around process,combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input,policymakers,county departments and
offices, and teamwork.
The following two pages show the process graphically.
20
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATIONF
Analyze Community Needs 41
Community Develop County-Wide Goals Long Range Planning
Assessment Assess Prior Year's Performance Capital Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal Policy
/I \
ii
SUPPORT
PROGRAM PROGRAM
EVALUATION PLANNING
Assess Program
Pro(-----
gram Analysis Accounting System Alternatives
Design Program
Fiscal Control
Review Program Define Program
Performance Cost Accounting by Program Objectives
Relate to Present
Examine and Evaluate Operations
Alternatives Performance Measurement Revise as Necessary
Systems and Reports
Service
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
`Program Area
Develop Multi-Year Projections
Schedule Action
21
HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
BUDGET POLICIES
BUDGET PROCESS IMPLEMENTATION ANDRESULTS
OF STRATEGIC OBJECTIVES
REVENUE POLICIES MAJOR PROGRAM GOALS
POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS I
ACCOUNTING POLICIES POLICY MATTERS.POINTS OF ISSUE
INVESTMENT POLICIES WORKLOAD DATA
CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES
BUDGET GUIDELINES SIGNIFICANT CHANGES
ALLOCATION OF RESOURCES - -
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 forjustification,aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process of
the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. Initiate a strategic planning process.
23
HIGHLIGHTS
REFINE BUDGET PROCESS
TARGET BUDGET APPROACH
COST CUTTING/REVENUE RAISING STRATEGIES
PRIORITY RANKING
DEFER EXPENSES
CREATIVE MANAGEMENT
LEGISLATIVE PROGRAM
SPECIAL INSTRUCTIONS
STRATEGIC PLANNING
24
TARGET BUDGET APPROACH
IDENTIFIES COUNTY'S RESOURCE CAPACITY
> ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE
PROPOSED NON-FUNDING IS IDENTIFIED EARLY
> ALLOWS TIME TO ACCOMMODATE REDUCTIONS
(EMPLOYEES)
> OFFERS SUPPORT TO MANAGERS TO ELIMINATE MARGINAL
SERVICES, LESS PRODUCTIVE EMPLOYEES, ETC.
> ALLOWS BOARD DISCRETION IN ALLOCATING FUNDS TO
UNFUNDED PROGRAMS IN CRITICAL SERVICE AREAS
• TARGETS ALL OFFICES, DEPARTMENTS, OUTSIDE
AGENCIES
> BETTER REFLECTS COUNTY PRIORITIES
> LIMITS ARE KNOWN AND ALTERNATIVE EXPENDITURE
LEVELS CAN BE PLANNED SIX MONTHS BEFORE FISCAL
YEAR BEGINS
> CONSTRAINS GROWTH IN EXISTING LEVELS, SO HIGH
PRIORITY REQUESTS CAN BE GRANTED WHILE LOWER
PRIORITY PROJECTS ARE CUT
25
SOLUTIONS/APPROACHES
> INTEGRATED BUDGET APPROACH
> MODIFIED ZBB
> PROGRAM/ACTIVITY
> PRIORITY SETTING
> TARGET BUDGET
> REVENUE MAXIMIZATION
> IMPROVED PRODUCTIVITY
> COST AVOIDANCE
> CUT BACK MANAGEMENT
> COST CUTTING/REVENUE RAISING STRATEGIES
> POSITION SUNSET REVIEW
> STRATEGIC PLANNING
26
GOALS OF BUDGET PROCESS
> PROVIDES DECISION MAKER WITH NECESSARY
INFORMATION
> RATIONAL
> FAIR
> ECONOMY OF TIME
> RELEVANT
> FLEXIBLE BY DEPARTMENT
> MANAGEMENT INPUT
> PUBLIC INPUT
27
2005 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 2004's budget presentation.
> Salaries should be budgeted at the 2004 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% of target.
28
> In reviewing the 2005 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 2005
budget process.
29
2005
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual for
submission of your 2005 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 6, 2004.
2. All departments are requested to submit,on or before June 20,2004,the following items that
will be part of your 2005 budget:
A. Special Project Request for Building and Grounds projects estimated
to be over $5,000.
B. Anyadditional 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 2005.
Unplanned moves will only be done if absorbed in the 2005 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
3. Salary and fringe benefits will be budgeted at the 2004 level. Any anticipated increase over
2004 level must be absorbed in target amount.
4. For budgetary purposes, please use the 38.50 per mile reimbursement rate in developing
your 2005 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes,the total amount will be
moved to a Capital Outlay budget unit as has been the practice in the past five years.
6. Motor Vehicle IGA rates should be ascertained from the Controllerfor budget purposes. This
is necessary because of the varying rates for unique kinds of vehicles,such as ambulances,
patrol cars, etc. Fuel costs should be adjusted to current market conditions.
7. Postage costs are anticipated to remain 370 in 2005.
8. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate the
overall target amounts.
9. Any amount in excess of the 90% target amount must have a form #01-807-914
(Appropriation Request Exceeding Target Budget Level) for the regular budget.
TABOR budget target will be provided to each department also.
30
10. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2004. See Finance for exact format.
11. Any2005 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 2005 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 new worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
If,in the development of your budget request,you determine that there are unique requirements or
unique situations in your department that affect your budget presentation,please do not hesitate to
contact the Director of Finance and Administration at extension 4218 to answer questions,or to get
approval for variation to the normal procedures outlined in the special instructions above or in the
Budget Manual.
31
WELD COUNTY
MISSION STATEMENT
Provide responsive, efficient, and ethical
government services for the people of Weld
County.
32
WELD COUNTY GOVERNMENT
STRATEGIC GOALS
+ Establish benchmarks with measurable standards to improve the health,safety,and welfare
of the people of Weld County.
+ Explore and utilize,when cost-effective and beneficial,technology and satellite campuses
to provide more accessibility and better services to the people of Weld County.
♦ Ensure new growth contributes resources timed to coincide with, and in proportion to, its
impact on the infrastructure and support of Weld County.
♦ Develop and maintain public information and interaction through a web site,public relations,
and other modes of communication to improve the public's perception of the services
received from Weld County.
+ Work with diverse constituents and diverse constituent groups on processes and matters
to have a positive impact on the county and the well being of county citizens.
♦ Include diverse private and nonprofit involvement in maintaining and enhancing the general
health, welfare, and safety of the people of Weld County.
+ Expand and diversify the economic base of Weld County.
+ Ensure that Weld County operates an ethical organization through training of staff and the
development of a Code of Ethics.
♦ Review and eliminate unnecessary restrictive regulations, policies,and procedures which
hinder the county's ability to deliver services.
33
WELD COUNTY GUIDING PRINCIPLES
CUSTOMER
PERSPECTIVE
OPERATIONAL � It4a�Eit. % E 1)
2'' ! C�AAt�I_ i t sr �tf7i� X }A
PERSPECTIVE �xi3 r�1i4 td»1fYiF.l z f •'11
[0. t (. : is t e
FINANCIAL ". HUMAN
�gtd;ili t r :)i;
PERSPECTIVE RESOURCES jy
i 9A70ov ;
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: Robed S. Kaplan of Harvard Business School has determined that two perspectives,
human resources and financial,are the driving indicators of operations and that operations are
the primary indicators of customer service.
34
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
A number of initiatives have taken place in the last year in implementing the strategic objectives of
the county. 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 Sheriff's
Office has added a ten most wanted posting that has led to a number of arrests of persons on the
most wanted list. A list of sex offenders and map of their residences was added for public safety.
The property records available on the website have continued to be improved along with the
geographical information system data on the website.
In April,2004,e-recording was made available to title companies and the public to allow customers
to electronically record documents via the internet. By year end, the County Treasurer will start
offering the service to taxpayers of paying their taxes via the internet by using a credit card orACH
check transaction.
The 800 MHz system reached its final phase in 2004. The Weld County Paramedic Service and
Sheriff went live on the system at the beginning of 2004. Other public safety agencies are being
phased in over the next eighteen months. The new communications system will greatly increase
the public safety of the county for day to day operations and homeland security issues.
The initiative to use bench marking and measurable performance standards to improve services
in Weld County is continuing into its fifth year. The budget unit summaries for each budget contain
this information for each county service. The performance measures are being used to determine
whether the budget resources bring about the desired results and whether the resources are being
used in an efficient and effective manner.
Growth in Weld County continues at a rapid rate. Weld County has grown 16.8 percent in the last
three years, ranking as the 32nd fastest growing county nationally.
Growth in the county continues to put an ever increasing demand on county services and the
county's infrastructure. The growth has increased the use of county roads and created congestion
on several county roadways that need to be mitigated. The character of many county roads has
changed from rural to 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 that safely move large
volumes of traffic between major transportation connections and populated areas. The Strategic
Road Plan identified seven major corridors for future development over the next 20 to 25 years. A
portion of the budget each year will be dedicated to the strategic roads. Even 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 the last year the design for the development of the first strategic road (WCR 13) has been
completed and construction is planned for in the 2005 budget. The design and corridor studies for
WCR 7 and WCR 49 have been started.
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.
35
All these new demands from the growth pressures come at a time when the public's demand is also
to limit the size of government and its tax revenues,resulting in such issues as welfare reform,and
the TABOR tax revenue and spending limitations. Weld County must respond with new and
creative ways to deal with these issues in a way that is satisfactory to the citizens and maintains
the high quality of life they are accustomed to having in Weld County.
Weld County has continued to seek involvement and input from the community of Weld County.
During the last year,staff and the County Commissioners held town meetings with representatives
from all 31 city/town councils and interested public to seek involvement and input from the
community. In addition, Weld County has over 30 advisory boards to provide input on specific
issues. Weld County's interactive website was enhanced to disseminate information to,and receive
feedback from citizens.
While many cities and counties in Colorado have been experiencing significant job losses, plant
shutdowns and a general economic downturn, the Greeley/Weld County economy continues to
show signs of positive growth and sustainability. Greeley/Weld's economic strength lies within its
diversity- - spanning multiple industry classifications and occupations.
In the last year 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 150 employees at an average salary of
$45,000 per year. 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.
Overall employment in Weld County grew by nearly 4,000 jobs in the last twelve months.
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 resulting from our national economic downturn, 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. And, 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 that
creates wealth,preserves the quality of life and improves the standard of living for its area residents.
The county's strategic goals and guiding principles are meant to facilitate and promote this
community vision.
36
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2005 Budget Guidelines
The overall county budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide objectives and workload data for monitoring
purposes.
The"Budget Unit Summary"has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Objectives
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be implemented
in the county as required by the Board of County Commissioners and
insure that the activities of the departments are consistent with the
policies determined and set by the Board of County Commissioners.
37
LONG RANGE
FINANCIAL POLICIES
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form of
contingent and emergency reserves,plus adequate fund balances for cash flow,to protect against
the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or
unpredicted one-time expenditures. See fund balance policy in policy section of the Budget
Message for more details.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure that they are still appropriate. Fees will be available for the public and adopted
by code in public meetings.
Debt Issuance and Management: Debt shall only be used for capital expenditures that have a life
expectancy greater than the repayment schedule of the debt. As a historical practice and policy,
Weld County rarely uses debt financing and is a pay as you go county.
Debt Level and Capacity: Weld County's debt level per Weld County's Home Rule Charter and
state law can not exceed three percent of the current assessed value of the county. The current
debt capacity is over$89 million.
Use of One-Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
to fund assets or other non-recurring expenditures, or to put the one-time revenues in a reserve
fund.
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to adopt a balanced budget annually. No debt financing of the operational budget is
permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget
that is not balanced, even if the constitutional requirement was lifted.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the county's abilityto handle fluctuations in individual revenue sources year to year and long
term. Due to the high percentage of oil and gas assessed values,Weld County also encourages
the diversification of revenues for long range planning to minimize the dependence of the county's
budget on oil and gas revenue fluctuations in production and price,and long range depletion of the
resource in the county.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting county citizens.
38
REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2005
budget.
1. Wherever possible,those receiving the benefits of a government service should pay
for what they receive in full through current fees, charges,and other assumptions.
2. Continual search for new sources of revenue shall be made to diversify the county's
financing plan.
3. The county shall seek the establishment of a diversified and stable revenue system
to shelter the county from short run fluctuations in any one revenue source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A. Fee policies applicable to each activity.
B. Related cost of the service provided.
C. The impact of inflation in the provision of services.
D. Equatability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated. Local
funding will be substituted onlyaftera full study by the Board and if the program has
a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose of
providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a local economy similar to 2004, historical growth rates,and interest rates
of an average of 2.0% throughout 2005.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11. Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
39
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation.
Specific Ownership Tax: Personal property tax on vehicles(SOT)is anticipated to remain at the
historical level of 10.5% of property tax.
Building Inspection and Planning Permits: Based upon continuation of 2004 land use and
construction activity level with 2005 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
Drunk Driving Fines: Based on$30 per offender at anticipated level of 1,020 with 2%waiver rate.
Earning on Investments: Calculated on an average earnings rate of 2.0%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 2005.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2003 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 3% growth factor due to car price increases.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3%
reduction that Weld County has historically experienced.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program.
40
Health Grants: Based upon contracts signed July 1, 2004.
Health Fees: Based upon historical patient/client caseload with 2005 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2004.
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: 10% surcharge applied to historical waste volumes and input on projected
volume from landfill operators.
Paramedic Service Fees: Calculated based upon 2003-2004 call volume plus 15%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 125 work release inmates per day.
41
POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Continue revenue maximization policy to support county services to users.
- Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
- Recommend a revised compensation pay plan based upon annual salary survey data to
keep county compensation competitive with the labor market.
Examine county programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine county programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
- Utilize cost cutting/revenue raising strategies to hold down costs and support county
services. This may be accomplished by:
Organization assessment
- Contraction in services
- Productivity improvement
- Reprivatization and contracting
- Automation
Energy conservation
Administrative reorganization
- Innovation/technological transfer
- Continue position sunset review process to assess the need for any vacated positions.
- Utilize a target budget approach with the following features:
Identifies county's resource capacity
- All can see the targets and related reductions
Identify proposed non-funding early
- Allows time to accommodate reductions (employees)
- Offers support to managers to eliminate marginal services, less productive
employees, etc.
- Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects county priorities
Since limits are known,allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels,so high priority requests can be granted
while lower priority projects are cut
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services. This is a follow-up we have been
doing the last three years.
Clearly identify all newly mandated program costs for the Board.
Continue the county's share of partnership programs,unless a change is legally mandated,
and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified,the useful life of equipment cannot be extended,and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended by
the Equipment Service Manager for consideration in the budget process.
Continue to examine priorities,which services to provide,best way to deliver services,and
most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
43
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Continue 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.
> Reduced West Nile Virus program to monitoring and some education.
> Add Coroner staff to deal with growing caseload.
>/- Continue to enhance the public health infrastructure to improve local emergency
preparedness and responsive to bioterrorist events.
> Restructure Paramedic Services and revenue due to changes in Medicare
reimbursements.
> Come into compliance with the Help America Vote Act.
> Out source all janitorial services.
> Construct Southeast Weld County Administration Building.
> Provide dispatch services to City of Fort Lupton and Fort Lupton Fire Protection
District.
> Construct Phase I on WCR 13.
> Fully fund Sheriff's Office overtime.
> Increase traffic enforcement efforts to reduce traffic fatalities in Weld County.
44
MAJOR PROGRAM SPECIFIC GOALS
> Respond to federal welfare reform and its impact on Weld County programs.
> Complete the 2005 Public Works Work Plan and develop strategic transportation system.
> Continue 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.
> Construct Phase I of WCR 13 in Strategic Road Plan.
> Open additional work release area in jail.
> Reduced West Nile Virus program to monitoring and some education.
> Purchase equipment to implement Help America Vote Act.
> Explore revenue raising and cost containment strategies for the Paramedic Services.
> Provide dispatch services to City of Fort Lupton and Fort Lupton Fire Protection District.
> Construct Southeast Weld County Administration Building.
> Enhance health clinics in Southwest Weld facility.
> Increase traffic enforcement efforts to reduce traffic fatalities on Weld County roads and
highways.
45
2005
PROGRAM ISSUES
> Staff and open 110 additional work release beds.
> Increase traffic enforcement in Weld County to reduce traffic fatalities.
> Cope with the continued growth and development in the county.
> Continue development of a geographic information system (GIS).
> Enhance services at the Southwest Weld County Administration Building.
> Implement strategictransportation system to accommodate growth in county's
urbanized areas and use of the transportation impact fees.
> Continue benchmark efforts for county services.
> Continue document imaging process in county departments.
> Identify technology uses to improve services and cost-effectiveness of services.
> Enhance public relations and communication efforts with constituents.
> Implement final phase of the 800 MHz radio system.
> Continue implementation of e-gov strategy.
> Acquire voting equipment to be in compliance with the Help America Vote Act
(HAVA).
> Continue to explore revenue and operational options to keep the Paramedic
Services a viable and affordable service to the citizens.
> Construct Southeast Weld Administration Building.
> Provide dispatch services to City of Fort Lupton and Fort Lupton Fire Protection
District.
> Monitor West Nile Virus, but no spraying.
> Continue to develop plans for the County for bioterrorism and emergency
preparedness.
46
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting
refers to when revenue and expenditures are recognized in the accounts and reported in the
financial statements. Basis of Accounting relates to the timing of the measurements made,
regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of accounting.
Under this method revenue is recognized in the year in which it becomes both measurable and
available as net current assets.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations,or of a material amount and not received at the normal time of receipt,primarily consists
of 1)state highway users tax;2)property taxes,assessed in 2004 payable in 2005, and 3)various
routinely provided services(ambulance and health department). Unbilled charges for services are
recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year
in which it is earned and becomes measurable. Expenses are recorded when liabilities are
incurred. Due to Colorado legal requirements,capital expenses are budgeted and appropriated in
the Proprietary Funds.
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners
in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The
budget is prepared on a basis consistent with generally accepted accounting principles for all
governmental, proprietary and expendable trust funds. The accounting system is employed as a
budgetary management control device during the year to monitor the individual departments(level
of classification which expenditures may not legally exceed appropriations). All annual
appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within
departments of each fund. Any revisions that alter the total appropriation for each department must
be approved by the Board of County Commissioners through a supplemental appropriation
ordinance.
47
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, C. R. S., provides that, if during the fiscal year,the governing board deems it
necessary, in view of the needs of the various offices or departments,it may transfer budgeted and
appropriated monies from one or more spending agencies in the fund to one or more spending
agencies in another fund and/or transfer budgeted appropriated monies between spending agencies
within a fund.
Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,the
governing board of the local government may authorize the expenditure of these unanticipated or
unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later
than November 15 and are payable the following year in two installments on February 28 and June
15,or in full on April 30. The county,through the Weld County Treasurer, bills and collects its own
property taxes as well as property taxes for all school districts,cities and towns and special districts
located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter,
all ad valorem tax levies for county purposes,when applied to the total valuation for assessment of
the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than
was levied from ad valorem taxation in the preceding year,plus five percent(5%),except to provide
for the payment of bonds and interest. The Board of County Commissioners may submit the
question of an increased levy to the County Council and,if in the opinion of a majority of the County
Council,the county is in need of additional funds,the Council may grant an increased levy for the
county in such amount as it deems appropriate, and the county is authorized to make such
increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation
equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the
qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule
Charter.
With the passage of Amendment One(TABOR)effective November 4, 1992,the mill levy cannot
be increased above the prior year mill levy,except by a vote of the people. In addition,the growth
of propertytax revenue cannot exceed the prior year amount plus inflation plus net new construction,
without voter approval.
48
CAPITAL IMPROVEMENT POLICY
1. Capita!Improvement Plan-A plan for capital expenditures to be incurred each year over
a fixed period of several years (normally on a five year cycle) setting forth each capital
project and identifying the expected fiscal year for each project and the anticipated revenues
to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration
develops a long range county-wide Capital Improvement Plan for all major capital
expenditures within the county after surveying county-wide needs with program managers.
The Board of County Commissioners is responsible for approving capital improvement
policies, as well as approving capital improvement programming as a part of the annual
budget.
3. Capital Projects-Capital projects are defined as those major, non-recurring projects that
have a time interval of at least three (3)years between such expenditures and have a total
cost of at least $10,000. Purchases of real property and selected equipment may be
exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
4. Annual Action Program-Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved bythe Board of
County Commissioners for funding and implementation for each fiscal budget year.
5. Relationship Between Capital Funding and Operating Budget-Capital assets,which
include property,plant equipment,and infrastructure assets(e.g.,roads,bridges and similar
items,)are reported in the applicable governmental or business-type funds. Capital assets
are defined by the County as assets with an initial, individual cost of more than $5,000 and
a useful life of more than one year. All fixed assets are valued at historical cost or estimated
historical cost if actual historical cost is not available. Donated capital assets are recorded
at estimated fair market value at the date of donation.
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
49
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation on
all assets is provided on the straight-line basis over the following estimated useful lives:
Buildings 20 - 50 years
Improvements 20 years
Infrastructure - Bridges 50 years
Infrastructure - Roads 20 years
Equipment 3 - 5 years
Heavy Equipment 10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable value
of the asset and the cost incurred to maintain the service potential to locally established
minimum standards in lieu of depreciation. To elect this option the County must develop and
implement an asset management system which measures, at least every third year by
class of asset, if the minimum standards are being maintained. The County has elected to
use this alternative approach only for gravel roads.
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 F.D.I.C.or F.S.L.I.C. Further,any deposit/investment
amount in excess of $100,000 may only be made at institutions that are designated as public
depositories by the state bank or savings and loan commissioners,Sections 11-10-118 and 11-47-
118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total
deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11,C.R.S. 1973,savings and loan associations having their principal offices in this
state which have been approved and designated by written resolution by a majority of the Board of
County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the amount
of revenue required from property tax.
The county maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the county's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
county funds.
Deposits:
At yearend,the estimated carrying amount of the county's deposits is$45.0 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 2.0 percent in 2005.
51
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent management
tool and important factor in providing financial flexibility to the county. A financial reserve may be
used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves
provide a first line of defense against deficit spending and help maintain liquidity when budget
downturns become inevitable. The appropriate size of such fund balance reserves depends on the
potential viability of the county's revenues and expenses, as well as its working cash needs to
handle seasonality of revenues or expenditures.
At a minimum as required by Article X, Section 20 of the Colorado Constitution, Weld County will
maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in
the amount which shall be no less than three percent of the fiscal year spending limit.
The county will budget a year end fund balance in each fund, other than the Contingent and
Emergency Reserve Fund, sufficient to reduce the likelihood of its having to enter the short-term
debt market to pay current operating expenditures.
Annually the county will, in total, maintain satisfactory levels of fund balance reserves and
contingent/emergency reserves to insure a continued strong financial position within the county.
The actual fund balance and reserve amounts will be reviewed and set annually by the Board of
Weld County Commissioners at the time of the adoption of the annual budget.
In formulating the fund balance reserve levels the county has considered the two most frequent
methods of determining a public entity's adequate reserve level by allocating enough money to cover
a specific number of days of operating expenses, or allocating a flat percentage of operating
revenues. As a prudent financial standard in the former case,a minimum of one to two months of
operating expenses should be considered and in the latter instance,a minimum level of five to ten
percent should be targeted. In addition, the reserve should be defined as only the unreserved or
undesignated portion of the fund balance, not the total fund balance that includes receivables,
accrued items,encumbrances,inventories,and subsequent year's expenditures. The unreserved
or undesignated fund balance is totally liquid and has the most financial flexibility.
With the above guidance Weld County has adopted the target reserve fund balance to be in the
range of eight to twelve percent of the budgeted expenses of the annual operating and capital funds
in total, excluding internal service funds.
52
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
General Fund
The General Fund accounts for all financial transactions of the county that are not properly
accounted for in other funds. Ordinary operations of the county such as public safety, county
administration and other activities financed from taxes and general revenues are reflected in this
fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
county which finance specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County road
and bridge construction and maintenance. This fund is also utilized for allocation of monies
to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the county.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition,development and maintenance of
new and existing conservation sites within Weld County. The funds are derived from the
Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Emergency Reserve Fund: This fund was established in accordance with State
Constitution Amendment One(TABOR), passed November 3, 1992. The reserve can only
be used for true emergencies as defined by the amendment. Funding level must be 1%of
fiscal spending in 1993, 2% in 1994, and 3% in 1995 and fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health services
to county residents. The fund reflects revenue and expenditures for health care, health
education, health monitoring and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and State
human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping
fees at solid waste disposal sites for the purpose of combating environmental problems and
for further improvement and development of landfill sites within the county.
53
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition or
improvement of the capital facilities of the county.
Capital Expenditures Fund: This fund accounts for various capital improvement projects
on county property as required by Section 29-1-301, C. R. S., 1973.
PROPRIETARY FUND TYPES:
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the county on a cost-reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other county funds.
Insurance Fund: This fund accounts for all insurance costs for the county. The program
is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the county and
other outside agencies on a cost-reimbursement basis.
Health Insurance Fund: This fund accounts for the self-insured health,dental,and vision
plans offered county employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. The only active lease is for the North Jail.
Enterprise Funds
Enterprise funds are established to account for operations (a)that are financed and operated in a
manner similar to private business enterprises--where the intent of the governing body is that the
costs(expenses, including depredation)of providing goods or services to the general public on a
continuing basis be financed or recovered primarily through user charges; or (b) where the
governing body has decided that periodic determination of revenues earned, expenses incurred,
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes.
Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs
associated with the operation of a county-wide paramedic service for the citizens of Weld
County.
54
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman, Board of County Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance and Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Motor Vehicle Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance of Building and Plant Director, Personnel/General Services
County Council Chairman, County Council
District Attorney District Attorney
Juvenile Diversion 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
55
BUDGET UNIT RESPONSIBLE OFFICIAL
Regional Forensic Lab Sheriff
Drug Task Force Sheriff
Traffic Enforcement Sheriff
Communications - County-wide Director, Finance and Administration
E-911 Administration Director, Finance and Administration
Criminal Justice Information System Director, Finance and Administration
Communications System Development Director, Finance and Administration
Coroner Coroner
Centennial Jail Sheriff
North Jail Sheriff
Community Corrections Chairman, Community Corrections Board
Building Inspection Director, Planning Services
Office of Emergency Management Sheriff
County-wide Animal Control Sheriff
Pest and Weed Control Director, Public Works
West Nile Virus Program Director, Finance and Administration
Economic Development Director, Finance and Administration
Waste Water Management Director, Finance and Administration
Engineering Director, Public Works
Extension Service Extension Agent
Veteran's Office Director, Personnel/General Services
Airport Director, Finance and Administration
Mental Health Director, Finance and Administration
Child Advocacy Center Director, Finance and Administration
Developmentally Disabled Director, Finance and Administration
Seniors Program Director, Finance and Administration
Missile Site Director, Personnel/General Services
Building Rents Director, Finance and Administration
Non-Departmental Director, Finance and Administration
56
BUDGET UNIT RESPONSIBLE OFFICIAL
Island Grove Building Director, Finance and Administration
County Fair Extension Agent
Public Works Fund Director, Public Works
Social Services Fund Director, Social Services
Health Fund Director, Public Health and Environment
Human Services Fund Director, Human Services
Conservation Trust Fund Director, Finance and Administration
Contingency Fund Director, Finance and Administration
Emergency Reserve Fund Director, Finance and Administration
Solid Waste Fund Director, Finance and Administration
Capital Expenditure Fund Director, Finance and Administration
Paramedic Fund Director, Paramedic Services
Motor Pool Fund Director, Public Works
Insurance Fund Director, Finance and Administration
Phone Services Fund Director, Personnel/General Services
Health Insurance Fund Director. Finance and Administration
57
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Elections:
Help America Vote Act Equipment $ 350,000
Assessor
Assistant Analyst (0.5 FTE) 24,265
District Attorney:
Audio-visual Specialists (2) 91,748
Extension:
Upgrade Office Tech III to 4-H Admin. Asst. 4,224
Planning:
Compliance Officer 40,224
Buildings and Grounds:
Out source Custodial Services 157,137
Sheriff's Office:
Overtime 629,520
Client Manager (3) - New Jail 136,503
Civil Process Server (0.5 FTE) 20,876
Investigators (2) 61,836 61,836
Driving Simulator 150,000
Victim Advocates 4,042
Traffic Enforcement 438,831
Coroner
Investigator II 8,499
Building Inspection:
Building Inspector 45,396
West Nile:
Program 471,056
58
FUNDING
INCLUDED EXCLUDED
Engineering:
Upgrade GIS Tech Ito II $ 4,293
Upgrade Engineer Ito II 6,925
Upgrade Engineer II to Sr. Engineer (2) 6,772
Additional Engineer II (2) 117,782
Developmentally Disabled:
Envision 46,125 $ 112,718
Mental Health:
NFRBH 135,875 9,188
Waste Water:
Membership in Big Dry Creek Watershed Group 2,500
Health:
Southwest Weld Clinic (1 FTE) 48,246
Upgrade Office Manager/Coordinator 6,819
Environmental Health Specialist (0.5 FTE) 30,381
Mosquito Control Monitoring/Education 24,003
Community Agency Grants:
IGRTC 11,160
Promises for Children 10,000
Poudre River Trail 12,500
211 Information and Referral 12.000
TOTAL GENERAL FUND $2,187,382 $1,105,898
Paramedic Services Fund:
Supervisor $ 82,539
Rate Increase (15%) $ -178,206 0
TOTAL PARAMEDIC SERVICES FUND $ -178,206 $ 82,539
59
At:r
111k.
COLORADO
�o �1
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
Longmont Salary Survey
Front Range Budget Conference
> Budget reflects a salary adjustment of 3.5 percent with the only benefit change being the
increase in the health insurance county contribution, and a change to Great-West
Healthcare insurance coverage. All other benefits remain the same.
No minimum increase is provided for "grandfathered" employees. The breakout by fund is as
follows:
General Fund $ 1,307,311
Road and Bridge Fund 254,052
Health Fund 135.088
TOTAL $ 1,696,451
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 three percent increase
is included in the Social Services budget.
61
OTHER BENEFITS
VISION PROGRAM:
COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH
SINGLE AND FAMILY PLANS
MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR
NO DEDUCTIBLE
50% OF COVERED EXPENSES INCURRED
EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
LIFE: Three times annual salary up to $600,000 at $.246/$1,000/per month
DISABILITY: $.38/$100 compensation
EMPLOYEE ASSISTANCE PROGRAM: Included in health plan.
WELLNESS: Wellness program will be continued to all county employees.
EXECUTIVE PAY PLAN: Elected Officials,and Chief Deputies have a direct benefit plan for health
purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT: •
County Retirement Plan - (7% of gross salary for County and employee contribution.)
PERA- (10% of gross salary for County contribution and 8% of gross salary for employee
contribution.)
62
SALARY ADJUSTMENTS BY DEPARTMENT
DEPARTMENT 2004 2005 DIFFERENCE
Commissioners $ 449,534 $ 466,228 $ 16,694
County Attorney 520,832 549,014 28,182
Clerk to the Board 171,280 188,411 17,131
County Clerk 574,470 611,236 36,766
Elections 169,393 165,478 -3,915
Motor Vehicle 1,105,490 1,200,661 95,171
Treasurer 383,651 399,067 15,416
Assessor 1,903,072 1,956,360 53,288
County Council 15,027 15,553 526
District Attorney 2,965,515 3,057,184 91,669
Victim Witness 289,555 300,055 10,500
Finance 329,349 340,820 11,471
Accounting 416,110 437,918 21,808
Purchasing 104,784 109,140 4,356
Personnel 383,384 421,230 37,846
Planning 764,928 795,937 31,009
Building and Grounds 1,247,208 1,296,518 49,310
GIS 48,099 50,044 1,945
Printing and Supply 77,455 80,096 2,641
Sheriff Administration 900,788 958,730 57,942
Sheriff Operations 4,234,450 4,442,745 208,295
Traffic 399,027 425,911 26,884
Animal Control 75,415 78,464 3,049
Forensic Laboratory 111,705 115,980 4,275
63
DEPARTMENT 2004 2005 DIFFERENCE
Task Force 78,834 80,775 1,941
Coroner 256,505 266,761 10,256
North Jail 7,192,731 7,521,062 328,331
Centennial Jail 1,316,707 1,377,947 61,240
Building Inspection 870,782 904,896 34,114
Weed and Pest 215,917 227,528 11,611
OEM 68,166 67,840 -326
Engineering 645,712 672,566 26,854
Missile Park 31,093 33,646 2,553
Extension 174,572 181,120 6,548
Veteran's Office 53,595 55,525 1,930
TOTAL GENERAL FUND $ 28,545,135 $ 29,852,446 $ 1,307,311
P W - Administration $ 519,952 $ 537,713 $ 17,761
P W - Trucking 685,060 728,587 43,527
P W - Motor Grader 1,848,773 1,942,798 94,025
P W - Bridge 1,187,711 1,212,738 25,027
P W - Maintenance Support 847,088 888,755 41,667
P W - Mining 575,776 607,821 32,045
TOTAL PUBLIC WORKS $ 5,664,360 $ 5,918,412 $ 254,052
Health Administration $ 434,180 $ 448,144 $ 13,964
Health Education 419,756 432,860 13,104
Community Health 2,002,896 2,067,357 64,461
Environmental Health 1,364,501 1,408,060 43,559
TOTAL PUBLIC HEALTH $ 4,221,333 $ 4,356,421 $ 135,088
64
POSITION AUTHORIZATION CHANGES
DUE TO 2005 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
1000-12100 Treasurer None Treasurer
1000-13100 Assessor None 0.5 FTE Assistant
Analyst
1000-16200 Accounting Controller/Treasurer None
1000-16200 Accounting Chief Accountant None
1000-16200 Accounting None Controller
1000-17100 Planning None Compliance Officer
1000-17200 Buildings & Grounds Custodian (9.5) None
1000-17350 GIS GIS Tech None
1000-21200 Sheriff Operations None 0.5 FTE Civil Process
Server
1000-21200 Sheriff Administration None Victim Advocate
1000-21200 Sheriff Administration None Office Tech II
1000-21210 Traffic Enforcement None SO Deputy II (4)
1000-21210 Traffic Enforcement None Office Tech III
1000-24200 Sheriff Operations None Investigator
1000-24420 Centennial Jail None 3 Client Managers
1000-23200 Coroner None Investigator (.75 FTE)
1000-25100 Building Inspection Building Inspector None
1000-31100 Engineering GIS Tech I GIS Tech II
1000-31100 Engineering Engineer I Engineer II
1000-31100 Engineering None Engineer I (2)
1000-31100 Engineering Engineer II (2) Senior Engineer (2)
1000-96100 Extension Office Tech III 4-H Admin. Assistant
2000-30100 P.W. Administration Seasonal Engineer Tech I
2000-30100 P.W. Administration PW Op. Manager PW Op. Manager
(Grade 60) (Grade 65)
2000-32200 Motor Grader Service Worker III Lead Worker/Service
Worker III
65
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
2500-41210 Health Promotion 8.88 FTE 9.25 FTE
2560-41300 Community Health 40.25 TE 45 FTE
2560-41400 Environmental Health None 0.5 FTE EHS II
5000-23100 Paramedic Services Supervisor None
66
SUMMA '' Y
OF
FUNDS
ALL FUNDS REVENUE
$70,000,000
$60,000,000
$50,000,000
$40,000,000 E 2004
$30,000,000
$20,000,000 ■2005
$10,000,000
CD X C E O U C U I—
LL
E-eF_ U @ U C N
Z c) 'Z LL
co CD CZU
a. L N y -C UJ N m - 'O
N U N 2 C E
C E (0
0) N LL a) N
C U C d
C J
2005 Revenue
Total $173,993,227 (2004 $152,638,504)
Paramedic Fees,
$8,865,667, 5%
Internal Services,
$15,985,123, 9% Property Tax,
Fund Balance, $59,680,948, 35%
$28,685,000, 16% HIV i Ii Y `�
Miscellaneous, Other Taxes,
$2,417,897, 1% $5,900,000, 3%
Charge for Service, Intergovernmental
$4,532,516, 3% $40,309,456
Licenses/Permits, 24% Fees, $5,552,000,
$2,064,620, 1% 3%
67
ALL FUNDS EXPENDITURES
$30,000,000
$25,000,000 - -
❑2004
$20,000,000 ■2005
$15,000,000 -
$10,000,000 — -- - --_ --- --..$5,000,000 — -- 1-11
s �r e c e s s�\ce �o`f c�eco +\�a� GaQba le` sob
c�\eP \ce coo i\e' eOJ \ce e\c
�5 Oe o� F �° 42, 9e e°� �Oa
\a Qor Vo Qor Go ae o�Q- �a \sce `ca> ea\o
<j3 C�ee`ti �o� � �` ue a�aF
Q
2005 EXPENDITURES
Total $158,668,833 (2004 $136,625,785)
Contingency,$8,850,000,
6%
Public Works,$1,539,700, rAuxiliary,$450,329,0%
1%
Capital,$6,630,000,4%
Social Services,
$18,048,700,11% Health,$6,800,378,4%
Paramedic Service, Public Safety,
$8,865,667,6% $27,740,315,18%
tl
Internal Services, '
;
$16,566,523,10% I s s "'k I�lI iii
General Government,
Miscellaneous,
$1,884,486,1% $20,633,047,13%
Human Services,
Road&Bridge,
$12,521,726,8%
$27,164,255,17%
Culture/Recreation,
$973,707,1%
68
MILL LEVY
2004 TOTAL 21 .474 2005 TOTAL 19.957
Contingency,
0.523,3%
rn
1/40
Contingency,
0.535,3%
Public Works, Public Works,
1.01,5% [ 2.002, 10%
General, 15.791, I Insurance, / Insurance,
77% 0.251, 1%
1%0.221, -
Social Services, General, 13.909, - Social Services,
2.013, 10% 70% 1.772,9%
Capital,0.916, Capital, 1.488,
4% 7%
2005 BUDGET
SUMMARY OF FUND BALANCES
2005 BUDGET ASSESSED VALUATION:$2.990.463.330
2004 2004 2005 2005 2005 2005 2005 2005 2005 2005 TOTAL 2005
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 $ 2,821,052 15.791 $ 3,350,000 13.909 $ 41,593,093 $ 3,791,811 $ 9,863,838 $ 0 $ 58,598,742 $54,930,228 $ 3,668,514
SPECIAL REVENUE FUNDS:
2000 Public Works 6,799,931 2.010 8,630,000 2.002 5,987,855 9,431,400 7,515,000 0 31,564,255 27,164,255 4,400,000
2100 Social Services 1,916,450 2.013 2,000,000 1.772 5,300,000 11,810,480 0 0 19,110,480 18,048,700 1,061,780
2200 Conservation Trust 537261 0.000 0 0.000 0 385,000 14,000 0 399,000 399,000 0
2300 Contingent 4,752,910 0.523 3,750,000 0.535 1,600,000 0 0 0 5,350,000 5,350,000 0
2400 Emergency Reserve 3,025,505 0.000 3,500,000 0.000 0 0 0 0 3,500,000 3,500,000 0
2500 Health Department 1,017,296 0.000 500,000 0.000 0 2,631,765 940,195 3,092,543 7,164,503 6,664,503 500,000
2600 Human Services 1,046,318 0.000 1,000,000 0.000 0 11,608,500 734,000 12,351 13,354,851 12,354,851 1,000,000
2700 Solid Waste 989,964 0.000 950,000 0.000 0 0 1,300,000 0 2,250,000 1,300,000 950,000
CAPITAL PROJECT FUNDS:
0
4000 Capital Expenditure 2,830,614 0.916 u 1,580,000 1.488 4,450,000 500,000 100,000 0 6,630,000 6,630,000 0
ENTERPRISE FUNDS:
5000 Ambulance 0 0.000 0 0.000 0 0 8,865,667 0 8,865,667 8,865,667 0
GROSS TOTALS $ 25,737,301 21.253 $ 25,260,000 19.706 $ 58,930,948 $ 40,158,956 $ 29,332,700 $ 3,104,894 $ 156,787,498 $ 145,207,204 $ 11,580,294
INTERFUND TRANSFER 0 0.000 0 0.000 0 0 0 -3,104,894 -3,104,894 -3,104,894 0
NET TOTALS $ 25,737,301 21.253 $ 25,260,000 19.706 $ 58,930,948 $ 40,158,956 $ 29,332,700 $ 0 $ 153,682,604 $ 142,102,310 $ 11,580,294
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 866,048 0.000 900,000 0.000 0 150,500 5,713,506 0 6,764,006 5,387,106 1,376,900
6200 Health Insurance 935,390 0.000 900,000 0.000 0 0 8,279,724 0 9,179,724 8,279,724 900,000
6300 Insurance 1,079,478 0.221 725,000 0.251 750,000 0 390,000 0 1,865,000 1,297,800 567,200
6400 Phone Services 994,840 0.000 900,000 0.000 0 0 860,000 0 1,760,000 860,000 900,000
6500 Weld Finance Corp 2,779 0.000 0 0.000 0 0 741,893 0 741,893 741,893 0
NET TOTALS-I S FUNDS $ 3,878,535 0.221 $ 3,425,000 0.251 $ 750,000 $ 150,500 $ 15,985,123 $ 0 $ 20,310,623 $ 16,566,523 $ 3,744,100
GROSS TOTALS-
ALL FUNDS $ 29,615,836 21.474 $ 28,685,000 19.957 $ 59,680,948 $ 40,309,456 $ 45,317,823 $ 0 $ 173,993,227 $ 158,668,833 $ 15,324,394
GOVERNMENTAL FUNDS
2003 - 2005
Summary of Estimated Financial Sources and Uses
REVENUES
2003 2004 2005
Taxes $ 53,660,451 $ 57,147,883 $ 65,580,948
Licenses and permits 2,216,114 1,989,400 2,064,620
Intergovernmental 35,629,136 37,596,009 40,309,456
Miscellaneous 4,071,841 5,545,992 2,417,897
Fees 5,332,000 5,402,000 5,552,000
Charges for Services 3,360,940 4,316,156 4,532,516
Total Estimated Financial Sources $104,270,482 $111,997,440 $120,457,437
EXPENDITURES
Current:
General government $ 18,858,166 $ 19,669,043 $ 20,633,047
Public safety 25,167,658 26,091,944 27,740,315
Public works 22,599,263 25,254,398 28,703,955
Public health and welfare 20,116,738 22,021,131 24,849,078
Culture and recreation 581,257 1,036,054 973,707
Human services 10,742,024 11,600,226 12,521,726
Miscellaneous 2,233,085 2,320,125 2,334,815
Capital outlay 3,790,000 3,740,000 6,630,000
Contingency/ Reserves 7,500,000 8,575,000 8,850,000
Total Use of Resources $111,588,191 $120,307,921 $133,236,643
Net Increase (Decrease) in
Fund Balance -7,317,709 -8,310,481 -12,779,206
Fund Balance at Beginning of Year 23,912,690 24,094,981 24,359,500
Fund Balance at End of Year-without
Unspent Contingencies / Reserves 16,594,981 15,784,500 11,580,294
Contingencies / Reserves Appropriated
but not Spent 7,500,000 8,575,000 8,850,000
Fund Balance at End of Year- with
Contingencies / Reserves $ 24,094,981 $ 24,359,500 $ 20,430,294
71
WELD COUNTY
TOTAL TAXABLE PROPERTY
2004 ASSESSED VALUES
TO BE USED FOR 2005 BUDGET
2004 Assessment Year
Class 2003 Assd Value 2004 Assd Value Change S Change
Vacant $ 118,044,800 $ 105,946,400 $ (12,098,400) -10%
Residential $ 854,199,950 $ 918,400,080 $ 64,200,130 8%
Commercial $ 425,119,450 $ 448,526,350 $ 23,406,900 6%
Industrial $ 151,319,170 $ 153,747,260 $ 2,428,090 2%
Agricultural $ 89,346,780 $ 91,551,220 $ 2,204,440 2%
Natural Rsc $ 8,672,020 $ 10,115,440 $ 1,443,420 17%
Oil & Gas $ 554,512,920 $ 969,984,640 $ 415,471,720 75%
State Assd $ 277,548,200 $ 295,147,000 $ 17,598,800 6%
Total Value: $ 2,478,763,290 $ 2,993,418,390 $ 514,655,100 21%
Less TIF Value $ (3,019,720) $ (2,955,060)
Net Total: $ 2,475,743,570 $ 2,990,463,330 $ 514,719,760 21%
Class 2003 Assd Value 2004 Assd Value Change$ Change %%
Total Real $ 2,010,473,090 $ 2,507,212,820 $ 496,739,730 25%
Total Personal $ 468,290,200 $ 483,250,510 $ 14,960,310 3%
Percent of Value 2003 2004 Change %
Real 81% 84% 3%
Personal 19% 16% -3%
Value Changes 2003-2004 Weld Assd Value By Type
2004
w 1200
s 1000 Total Personal
16%
800
ap a
800
a" 400
200
0
Total Real
�Aa��0 ,„II
.cis e `b 84%
,9
?, CY ?B,\r PI ?9 J 0 $5 P'"
Class
'O2003.O2004
72
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 572,672 $ 207,084 $ 779,756
PUBLIC TRUSTEE 7,000 4,015 11,015
CLERK& RECORDER (2,398,954) 457,505 (1,941,449)
ELECTIONS 969,578 67,506 1,037,084
TREASURER (254,917) 0 (254,917)
ASSESSOR 2,179,656 391,036 2,570,692
COUNTY COUNCIL 26,673 12,015 38,688
DISTRICT ATTORNEY 3,228,577 464,235 3,692,812
SHERIFF 1,126,172 1,463,035 2,589,207
CORONER 524,511 48,721 573,232
CLERK TO THE BOARD 162,476 117,373 279,849
TOTAL $ 6,143,444 $ 3,232,525 $ 9,375,968
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 8,599,778 $ 139,373 $ 8,739,151
CENTENNIAL JAIL 1,371,403 804,889 2,176,292
COMMUNITY CORRECTIONS 0 25,745 25,745
SOCIAL SERVICES 5,300,000 1,090,445 6,390,445
HUMAN RESOURCES 12,351 896,591 908,942
PUBLIC HEALTH 2,385,166 849,474 3,234,640
TOTAL $ 17,668,698 $ 3,806,516 $ 21,475,216
CRITICAL--NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 1,012,740 $ 3,892 $ 1,016,632
CRIME LAB 92,913 20,566 113,479
POLICE SERVICES (LEVEL) 5,167,532 113,659 5,281,191
COMMUNICATIONS-COUNTY-WIDE 1,168,810 0 1,168,810
COMMUNICATION SYSTEM DEVEL 250,000 0 250,000
E-911 700 0 700
OFFICE EMERGENCY SERVICES 69,374 5,007 74,381
DRUG TASK FORCE $70,236 $2,990 $73,226
TRAFFIC ENFORCEMENT 931,593 0 931,593
TOTAL $ 8,763,898 $ 146,113 $ 8,910,010
73
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING&ZONING/BLDG INSP $ 520,432 $ 438,878 $ 959,310
ANIMAL CONTROL 260,426 7,535 267,961
PEST&WEED CONTROL 334,418 40,308 374,726
EXTENSION SERVICE 377,648 174,946 552,594
VETERAN'S OFFICE 62,813 19,777 82,590
AIRPORT 9,868 24,920 34,788
MENTAL HEALTH 135,875 0 135,875
MISSILE SITE PARK 62,171 7,271 69,442
COUNTY FAIR 38,661 2,265 40,926
DEVELOPMENTALLY DISABLED 46,125 0 46,125
SENIOR COORDINATORS 12,500 0 12,500
VICTIM ASSISTANCE 158,563 20,766 179,329
WASTE WATER MANAGEMENT 12,310 0 12,310
ECONOMIC DEVELOPMENT 100,000 0 100,000
A KID'S PLACE 8,250 0 8,250
GEOGRAPHICAL INFORMATION SYSTEM 266,525 29,359 295,884
COMMUNITY AGENCY GRANTS 45,660 0 45,660
PARKS AND TRAILS 137,500 0 137,500
ISLAND GROVE BUILDING 85,000 0 85,000
TOTAL $ 2,674,745 $ 766,026 $ 3,440,770
GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000
PUBLIC WORKS $ 5,987,855 $ 1,028,093 $ 7,015,948
ENGINEERING 1,539,700 61,466 1,601,166
TOTAL $ 7,527,555 $ 1,089,560 $ 8,617,115
CAPITAL:
EQUIPMENT $ 50,000 $ - $ 50,000
BUILDINGS 4,450,000 0 4,450,000
TOTAL $ 4,500,000 $ - $ 4,500,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 554,993 $ (554,993) $ -
BUILDING &GROUNDS 3,795,918 (3,795,918) 0
FINANCE&ADMINISTRATION 349,530 (349,530) 0
ACCOUNTING 403,625 (403,625) 0
PURCHASING 116,584 (116,584) 0
PERSONNEL 546,520 (546,520) 0
PBX/PHONES 0 0 0
INSURANCE 750,000 (750,000) 0
NON-DEPARTMENTAL 492,000 (492,000) 0
BUILDING RENTS 741,893 (741,893) 0
COMPUTER 2,679,964 (2,679,964) 0
PRINTING&SUPPLY 42,396 (42,396) 0
TOTAL $ 10,473,423 $ (10,473,423) $ -
74
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2003 ALLOCATED COSTS
APPLICABLE FOR 2005
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $259,188 TRAFFIC ENFORCEMENT $12,735
PUBLIC TRUSTEE 5,025 PEST&WEED CONTROL 50,450
ELECTIONS 84,491 EXTENSION SERVICE 218,964
ASSESSOR 489,424 VETERAN'S OFFICE 24,753
COUNTY COUNCIL 15,038 AIRPORT 31,190
DISTRICT ATTORNEY 581,041 MISSILE SITE PARK 9,101
SHERIFF 1,831,149 CLERK TO THE BOARD 146,905
CORONER 60,980 COUNTY FAIR 2,835
JAIL 1,181,847 COUNTY CLERK 572,618
COMMUNITY CORRECTIONS 32,223 JUVENILE DIVERSION 24,179
GRAPHIC INFORMATION SERVICE 36,746 VICTIM ASSISTANCE 25,991
SOCIAL SERVICES 1,364,811 CRIMINAL JUSTICE 4,871
HUMAN RESOURCES 1,122,182 PUBLIC WORKS 1,286,771
PUBLIC HEALTH 1,063,210 ENGINEERING 76,932
POLICE SERVICES(LEVEL) 142,257 TASK FORCE 3,742
ANIMAL CONTROL 9,431 SOLID WASTE 22,913
`'`l REGIONAL FORENSIC LAB 25,740 COURTS-STATE 291,351
AMBULANCE 450,892 COURTS-COUNTY 191,372
OFFICE EMERGENCY SERVICES 6,267 HOUSING AUTHORITY 15,381
PLANNING&ZONING/BLDG INSP 549,304 OTHER 784,335
$13,108,635
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 2003,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2005 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 2005.
O
BEGINNING FUND BALANCE ui
0.
M O cc
m O 'V
O
N
$30,000,000 M O c7
o 0
ti
N
M
$25,000,000
N
Of
O1 .rs
It)
r O
{p N
7 no
ci
co$20in
,000,000 M a? w
N
O
M Of
a
°` $15,000,000 f9
in r-
0 'A
N
N M
r r
et
$10,000,000- r rz
w,
$5,000,000
I
$0-AP a 4. a 4. a a lir
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
TEN YEAR TREND
TEN YEAR TREND
50
q y 4
45 ®Gen Gov
O Public Safety
40 O Roads & Bridges 3
O Health &Welfare
35 34
i 31
30 r Mr IP II V 2 ��I
25l^:-
20 -
20.7 r0.37 c3
. 5 r..
� w ®
We re
lat
10
5ma
0Et A I AN I A M A A
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Cumulative Percent Increases: Weld County Expenditures
WELD COUNTY HOME RULE GOVERNMENT
(COUNTY CITIZENS)
WELD COUNTY COUNCIL [Board of County Commissioners < Assessor
County Attorney)
(5 Elected Members) (5 Elected Members) J
I I I 1 I I Sheriff 1
CDepartment of Department of Department of Law otions
p P Department of p Department of Enforcement
Finance, Central Public Health and Planning Public Animal Control
Purchasing, and Environment Services Works Human Forensic Lab
Personnel Services Task Force
Commissioner Commissioner Commissioner Code Enforcement
Commissioner Emergency Management
Commissioner Coordinator Coordinator Coordinator Coordinator
Coordinator I I i I
cc I Health Director Planning Public Works Clerk and
Social Services
Finance and Services Director
Director
Health Department
Administrative Director Recorder
Health Board Engineering
Services Director Hospital Board Road and Bridge Social Services
Pest and WeedI Recording
and Zoning g
Finance Division Paramedic Building Inspection Motor Vehicle
Personnel Services Board of Adjustment Election
Information Services Services Planning Commission
Accounting Uniform Building Code Human Services
Treasurer's Office Director Utility Board Director
Clerk to the Board
Budget Paramedic Services
Risk Management I
Airport Human Services
Communications Human Services Board
Contract Administration Extension Director
Fleet Management
Sanitary Landfills Extension Service
Purchasing Fair Board
Buildings and Grounds I
Special Projects ( Coroner/Medical 1
Veterans'Services J
Printing and Supply Examiner
SUMMARY OF
COUNTY FUNDED POSITIONS
2005
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET FINAL FINAL
DEPARTMENT 2003 2004 2005 2005 CHANGE
GENERAL FUND:
Office of the Board 6 6 6 6
County Attorney 5 5 5 5
Planning &Zoning 16 14 14 14
Clerk to Board 4 4 4 4
Accounting 6 6 6 6
Finance &Administration 2 2 2 2
Clerk & Recorder 44 44 44 44
Elections 4 4 4 4
Treasurer 10.5 9.5 9.5 9.5
Assessor 41 39 38.5 38.5 - 0.5
Personnel 5 5 4.5 4.5 - 0.5
Buildings and Grounds 43.5 34.5 25 25 - 9.5
Victim Witness 7 7 7 7
Office of Emergency Mgmt 1 1 1 1
Purchasing 2 2 2 2
District Attorney 43.25 48.25 50.25 48.25
1/40 Coroner 3.5 4.25 5 5 + 0.75
Centennial Jail 73 20 23 23 + 3.
North Jail 75 132 132 132
Sheriff 15 16 16 18 + 2.
Crime Lab 1 1 1 1
Drug Task Force 1 1 1 1
Building Inspection 18 17 16 16 - 1.
Police Services 64 64 66.5 65.5 + 1.5
Traffic Enforcement 6 6 6 11 + 5.
Community Corrections 1 1 1 1
Pest & Weed Control 1 1 1 1
Extension Service 12.25 10.75 10.75 10.75
Veteran's Office 1 1 1 1
Missile Site 1 1 1 1
General Engineering 10 10 11 12 + 2.
Printing & Supply 2 2 2 2
Fair 0.3 0.3 0.3 0.3
Geographical Information System 2 2 1 1 - 1.
Animal Control 2. 2. 2. 2. .
TOTAL GENERAL FUND 529.3 523.55 520.30 525.3 + 1.75
SUMMARY OF
COUNTY FUNDED POSITIONS
2005
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET FINAL FINAL
DEPARTMENT 2003 2004 2005 2005 CHANGE
PUBLIC WORKS:
Maintenance Support 16 16 16 16
Administration 8 8 9 9 + 1.
Motor Graders 37 38 38 38
Trucking 14 13 13 13
Bridge Construction 22 22 22 22
Mining 11. 11. 11. 11.
TOTAL PUBLIC WORKS FUND 108. 108. 109. 109. + 1.
HEALTH DEPARTMENT FUND:
Administration 8.5 7 7 7
Health Promotion 7.8 8.88 9.25 9.25 + 0.37
co
a Health Protection Services 23 23.50 24 24 + 0.50
Community Health 40.14 40.25 45. 45. + 4.75
TOTAL HEALTH DEPARTMENT 79.44 79.63 85.25 85.25 + 5.62
SOCIAL SERVICES 170 170 176 176 + 6.
PHONE SERVICES 2 2 2 2
PARAMEDIC SERVICES 49. 42. 41. 41. - 1.
GRAND TOTAL 937.74 925.18 933.55 938.55 + 13.37
Poo
GENE !'\ AL
FUND
GENERAL FUND
Revenue Changes
$45,000,000
$40,000,000 !I
$35,000,000
O 2005
$30,000,000 'hill it
$25,000,000 iI . ®2004
$20,000,000 ' II -- -- -- __
$15,000,000 — - -- -- ---
$10,000000
$5,000.000 i. 11}
$0 5 .Gl�i.lf I Ill ilirmnit _ liii'rrl
a+ �a+¢ti 4oF �ec�� ¢ 5 �`4ee `�J�¢h ¢t \acoe
oQ¢ `'`e1 Qy e0 y�Q ``�e oj`e ¢`�.po D9
Q� O e¢ o° cye ko tee"
`ya ¢
Si¢�9 y`�,e a`�ey (c4, tr
6O
2005 Revenue
Total $58,598,742 (2004 $54,211 ,956)
Other Taxes,$25,000,
0%
Fee Accounts,
$5,552,000,9%
Intergovernmental,
83,791,811,6%
Licenses/Permits,
Property Tax,
$41,593,093,71% • ,_ $1,474,720,3%
Charges for Services,
82,082,221,4%
Fines/Forfeitures,
Miscellaneous, $152,000,0%
Fund Balance, $577,897,1%
83,350,000,6%
81
GENERAL FUND
EXPENDITURE CHANGES
$30,000,000
$25,000,000 -
■2005
$20,000,000 ❑2004
$15,000,000 -- -- --. -.
$10,000,000 --- _. - —_ --- -_ _. - - ---
$5,000,000
Erl$0
Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
Type of Expenditures
Total $54,930,228 (2004 $51 ,805,547)
Health&Welfare,
$2,521,041,5%
General Gov., Human Serv.,$179,226,
$20,633,047, 38% 0%
Misc.,$1,291,863,2%
Auxilary,$450,329, 1%
>•-- - =a - Public Works,$1,539,700,
3%
Culture/Rec.,$574,707,
Public Safety, 1%
$27,740,315,50%
82
TEN YEAR TREND
80
70 0Taxes -
m Gen Gov g
ET m >
@ - - . - «- : %< ;L j y z — : / -
s y - j <-
\ \ \ / a »
! :
g w.
50 - - - . . . - l - % ,
\ ?
> } \�
_ E'- _ %ii
`»ri. t\_ - - 2 \r2 yz .} \ »�r ea\ i). . y? . -\ » ? :teatm m ! _- \ \ \ I L I \ \o $
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Cumulative Percent Increae: GeneralGovernment
TEN YEAR TREND
Cumulative Percent Increase: Public Safety
70
60 - ❑Taxes
®Public Safety
50 — _
L
1 f
s
40 _
co a
v
30
.
20
10
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
TEN YEAR TREND
Cumulative Percent Increase: Health &Welfare
60
❑Taxes
®Hlth &Welfare
50
40
co
30
C.] •
•
20
10
•
E ' 4
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
GENERAL FUND SUMMARY
The General Fund is funded at the level of $54,930,228, up $3,124,681. Without salary
adjustments, the budget for general government functions is up $442,631. The Assessor's budget
is up $113,930 due to growth in new construction, and the reappraisal in 2005. Another major
increase is in Building and Grounds. The department's budget is up $309,657 in anticipation of the
maintenance of the remodeled courtroom and Planning Department areas, and the increase in
energy costs. Information Services decreased $1,143, due to no changes in the contract for
cost-of-living. Other departments had normal inflationary increases. There was a decrease of
$215,448 in election costs since 2005 is an off-year election year. The $350,000 for voting
equipment for Help America Vote Act compliance is re-budgeted in 2005, since the Colorado
Secretary of State has not yet approved any vendor of HAVA voting equipment.
Public safety functions are up$900,758. A major increase is fully funding overtime for the Sheriff's
Office of$629,520,which has not been totally funded in the past. The Sheriff's Office budget is up
$219,215 from the addition of three client manager positions for the jail alternative sentencing
program, one investigator, and a 0.5 FTE civil process server. Other increases are for the costs
of the jail from the growth of the inmate population that continues to increase. Communication costs
for the grant to purchase outside agency radios are up $500,000, but offset by a drop in the
software costs to upgrade Tiburon last year. Community Correction contracts from the state are
down $247,913 because of state budget cuts. A new Victims' Advocates program in the Sheriff's
Office added $33,542 in costs. The West Nile control program was eliminated ($742,031);
however, in the final budget, $563,831 for West Nile was shifted to traffic enforcement to respond
to the growing number of traffic fatalities in Weld County.
Other significant changes include Engineering, which is up $220,373 due to personnel changes,
professional services costs, and the addition of two Engineer I/II positions ($117,782). The Health
Department subsidy is up $133,733 due to salary increases, and $24,003 for education and
monitoring of mosquito control The Non-Departmental budget is up due to the reallocation of
budgeted items to this budget unit. In addition, a Community Agency Grant budget unit has been
created to consolidate small grants to community organizations. Finally,$1,307,311 is included for
a 3.5% salary increase, the increase of retirement to 7%, and health insurance rate increases for
2005.
The available resources to the General Fund are $58,598,742, compared to $54,211,956 in 2004,
up $4,386,786. Property taxes are budgeted at $41,593,093. There is no change anticipated in
interest earnings due to the uncertainty of interest rate changes in 2005. Overhead from indirect
charges are up $17,083. Severance taxes and revenues from oil and gas leases are unchanged,
as are Building Inspection fees. Charges for services are up $394,224, with $262,810 of that
amount attributed to a contract to provide dispatch services to the City of Fort Lupton and Fort
Lupton Fire Protection District. The majority of the other increases in charges for services are in
the Sheriff's budget. Intergovernmental revenues are up$274,417 from a$500,000 Energy Impact
grant for 800MHz radios, which offsets the decrease in Community Corrections of $247,913.
Planning and Building Inspection permit fees are only slightly changed. The Treasurer's fees are
anticipated to be up $50,000. Clerk and Recorder's fees are up $100,000 due to motor vehicle
license fees from strong auto sales and population growth, and recording fees from new
construction and mortgage refinancing activities. $125,000 from traffic fines was added with the
increased traffic enforcement efforts. Other revenues are stable or only slightly changed.
86
The beginning fund balance is anticipated to be $3,350,000 for 2005. An estimated ending fund
balance of$3,668,514 is projected for year-end. The fund balance amount serves as an additional
contingency amount during the fiscal year. In addition to the regular Contingency Fund is the
Emergency Reserve Fund,amounting to$3,500,000 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 2005
and future years.
87
GENERAL FUND
SUMMARY OF REVENUE
2005
ACCOUNT NUMBER 2004 2005 2005 2005
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 36,954,844.00 39,216,161.00 39,216,161.00 41,593,093.00
1000 90100 4116 PROPERTY TAX ADJUSTMENT 0.00 0.00 0.00 -1,962,812.00
1000 90100 4140 SEVERANCE TAXES 25,000.00 25,000.00 25,000.00 25,000.00
1000 90100 4150 TOBACCO PRODUCTS 0.00 0.00 0.00 0.00
TOTAL TAXES 36,979,844.00 39,241,161.00 39,241,161.00 39,655,281.00
LICENSES&PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE 4,000.00 4,000.00 4,000.00 4,000.00
1000 17100 4221 PERMITS 370,000.00 370,720.00 370,720.00 370,720.00
1000 25100 4222 BUILDING 700,000.00 700,000.00 700,000.00 700,000.00
1000 25100 4224 ELECTRICAL 100,000.00 100,000.00 100,000.00 100,000.00
1000 25100 4226 PLAN CHECK 300,000.00 300,000.00 300,000.00 300,000.00
TOTAL LICENSES&PERMITS 1,474,000.00 1,474,720.00 1,474,720.00 1,474,720.00
INTERGOVERNMENTAL REVENUE
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000.00 2,000.00 2,000.00 2,000.00
°' 116003 24210 4320 FEDERAL GRANTS 597,898.00 694,323.00 694,323.00 694,323.00
op
1000 15100 4336 REIMBURSEMENTS 53,600.00 53,600.00 53,600.00 53,600.00
1000 15300 4340 GRANTS 64,791.00 64,791.00 64,791.00 64,791.00
1000 21100 4340 GRANTS 29,500.00
1000 22200 4340 GRANTS 0.00 500,000.00 500,000.00 500,000.00
1000 24200 4340 GRANTS 100,209.00 97,358.00 97,358.00 97,358.00
1120 15300 4340 GRANTS 28,989.00 28,989.00 28,989.00 28,989.00
1130 15300 4340 GRANTS 68,670.00 68,670.00 68,670.00 68,670.00
116000 24210 4340 GRANTS 2,179,177.00 1,837,690.00 1,837,690.00 1,837,690.00
1000 90100 4352 THORNTON 29,890.00 29,890.00 29,890.00 29,890.00
1000 24410 4354 CITIES AND TOWNS 375,000.00 385,000.00 385,000.00 385,000.00
1000 26300 4354 CITIES AND TOWNS 258,645.00 270,975.00 270,975.00 0.00
TOTAL INTERGOVERNMENTAL REVENUE 3,758,869.00 4,033,286.00 4,033,286.00 3,791,811.00
GENERAL FUND
SUMMARY OF REVENUE
2005
ACCOUNT NUMBER 2004 2005 2005 2005
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 75,000.00 90,000.00 90,000.00 90,000.00
1000 10400 4410 CHARGE FOR SERVICES 40,669.00 42,458.00 42,458.00 42,458.00
1000 11200 4410 CHARGE FOR SERVICES 160,000.00 160,000.00 160,000.00 160,000.00
1000 15100 4410 CHARGE FOR SERVICES 20,000.00 20,000.00 20,000.00 20,000.00
1000 17350 4410 CHARGE FOR SERVICES 11,000.00 10,000.00 10,000.00 10,000.00
1000 17600 4410 CHARGE FOR SERVICES 200,000.00 204,000.00 204,000.00 204,000.00
1000 21100 4410 CHARGE FOR SERVICES 24,000.00 24,000.00 24,000.00 24,000.00
1000 21200 4410 CHARGE FOR SERVICES 210,000.00 262,000.00 262,000.00 262,000.00
1000 22100 4410 CHARGE FOR SERVICES 75,678.00 338,488.00 338,488.00 338,488.00
1000 22200 4410 CHARGE FOR SERVICES 250,000.00 250,000.00 250,000.00 250,000.00
1000 24410 4410 CHARGE FOR SERVICES 272,250.00 257,000.00 257,000.00 257,000.00
1000 24420 4410 CHARGE FOR SERVICES 245,000.00 325,000.00 325,000.00 325,000.00
1000 26100 4410 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 10,000.00
1000 50100 4410 CHARGE FOR SERVICES 2,000.00 1,375.00 1,375.00 1,375.00
1000 90100 4420 PARKING 14,500.00 14,500.00 14,500.00 14,500.00
co
1000 10400 4430 SALE OF SUPPLIES 400.00 400.00 400.00 400.00
VD 1000 13100 4430 SALE OF SUPPLIES 20,000.00 20,000.00 20,000.00 20,000.00
1000 15100 4430 SALE OF SUPPLIES 25,000.00 25,000.00 25,000.00 25,000.00
1000 17100 4430 SALE OF SUPPLIES 9,000.00 9,000.00 9,000.00 9,000.00
1000 17600 4430 SALE OF SUPPLIES 22,000.00 18,000.00 18,000.00 18,000.00
1000 21200 4430 SALE OF SUPPLIES 1,500.00 1,000.00 1,000.00 1,000.00
TOTAL CHARGE FOR SERVICE 1,687,997.00 2,082,221.00 2,082,221.00 2,082,221.00
FINES&FORFEITURES
1000 21210 4510 FINES 0.00 0.00 0.00 125,000.00
1000 90100 4510 FINES 30,000.00 24,000.00 24,000.00 24,000.00
1000 24410 4520 FORFEITURES 8,000.00 3,000.00 3,000.00 3,000.00
TOTAL FINES&FORFEITURES 38,000.00 27,000.00 27,000.00 152,000.00
GENERAL FUND
SUMMARY OF REVENUE
2005
ACCOUNT NUMBER 2004 2005 2005 2005
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00
1000 22100 4624 RENTS FROM BUILDINGS 53,160.00 54,400.00 54,400.00 54,400.00
1000 90100 4624 RENTS FROM BUILDINGS 85,546.00 64,982.00 64,982.00 64,982.00
1000 90100 4640 OIL AND GAS 150,000.00 150,000.00 150,000.00 150,000.00
1000 90100 4650 OVERHEAD 780,705.00 797,788.00 797,788.00 797,788.00
1000 21210 4670 REFUND OF EXPENDITURE 55,668.00 0.00 0.00 0.00
1000 21260 4670 REFUND OF EXPENDITURE 83,271.00 103,132.00 103,132.00 103,132.00
1000 21410 4670 REFUND OF EXPENDITURE 82,509.00 85,189.00 85,189.00 85,189.00
1000 26200 4670 REFUND OF EXPENDITURE 29,700.00 34,968.00 34,968.00 34,968.00
1000 23200 4680 OTHER 250.00 250.00 250.00 250.00
1000 96200 4680 OTHER 250,000.00 250,000.00 250,000.00 250,000.00
TOTAL MISCELLANEOUS 2,570,809.00 2,540,709.00 2,540,709.00 2,540,709.00
FEES
1000 12100 4720 ADVERTISING FEES 30,000.00 30,000.00 30,000.00 30,000.00
,0 1000 11100 4730 OTHER FEES 4,400,000.00 4,500,000.00 4,500,000.00 4,500,000.00
0 1000 12100 4730 OTHER FEES 900,000.00 950,000.00 950,000.00 950,000.00
1000 13100 4730 OTHER FEES 25,000.00 25,000.00 25,000.00 25,000.00
1000 15100 4730 OTHER FEES 7,000.00 7,000.00 7,000.00 7,000.00
1000 90100 4740 FEES,CABLE FRANCHISE 40,000.00 40,000.00 40,000.00 40,000.00
TOTAL FEES 5,402,000.00 5,552,000.00 5,552,000.00 5,552,000.00
TOTAL GENERAL FUND 51,911,519.00 54,951,097.00 54,951,097.00 55,248,742.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2005
ACCOUNT# 2004 2005 2005 2005
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 545,716.00 553,237.00 553,237.00 572,672.00
1000 10200 COUNTY ATTORNEY 606,811.00 616,811.00 616,811.00 644,993.00
1000 10300 PUBLIC TRUSTEE 7,000.00 7,000.00 7,000.00 7,000.00
1000 10400 CLERK TO THE BOARD 168,618.00 188,203.00 188,203.00 205,334.00
1000 11100 COUNTY CLERK 717,357.00 733,479.00 733,479.00 770,245.00
1000 11200 ELECTIONS AND REGISTRATION 1,348,941.00 1,133,493.00 1,133,493.00 1,129,578.00
1000 11300 MOTOR VEHICLE 1,233,500.00 1,235,630.00 1,235,630.00 1,330,801.00
1000 12100 TREASURER'S OFFICE 577,686.00 609,551.00 609,551.00 725,083.00
1000 13100 ASSESSOR 2,057,438.00 2,171,368.00 2,171,368.00 2,224,656.00
1000 14100 COUNTY COUNCIL 26,647.00 26,147.00 26,147.00 26,673.00
1000 15100 DISTRICT ATTORNEY 3,233,508.00 3,334,256.00 3,242,508.00 3,334,177.00
1000 15300 VICTIM WITNESS 212,854.00 212,854.00 212,854.00 223,354.00
1120 15300 VICTIM WITNESS 28,989.00 28,989.00 28,989.00 28,989.00
ko 1130 15300 VICTIM WITNESS 68,670.00 68,670.00 68,670.00 68,670.00
1000 16100 FINANCE 335,265.00 338,059.00 338,059.00 349,530.00
1000 16200 ACCOUNTING 567,539.00 519,939.00 519,939.00 403,625.00
1000 16300 PURCHASING 112,228.00 112,228.00 112,228.00 116,584.00
1000 16400 PERSONNEL 449,236.00 509,114.00 509,114.00 546,520.00
1000 17100 PLANNING OFFICE 809,726.00 826,751.00 826,751.00 857,760.00
1000 17200 BUILDINGS AND GROUNDS 3,436,951.00 3,746,608.00 3,746,608.00 3,795,918.00
1000 17300 INFORMATION SERVICES 2,531,107.00 2,727,785.00 2,727,785.00 2,679,964.00
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 281,501.00 274,581.00 274,581.00 276,525.00
1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000.00 50,000.00 50,000.00 50,000.00
1000 17600 PRINTING AND SUPPLY 261,755.00 261,755.00 261,755.00 264,396.00
TOTAL GENERAL GOVERNMENT 19,669,043.00 20,286,508.00 20,194,760.00 20,633,047.00
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,088,188.00 1,088,188.00 1,088,188.00 1,179,672.00
1000 21200 SHERIFF'S OPERATIONS 4,814,287.00 5,284,073.00 5,222,237.00 5,430,532.00
1000 21210 TRAFFIC CONTROL 491,427.00 465,878.00 465,878.00 1,056,593.00
1000 21230 ORDINANCE 88 ENFORCEMENT 235,900.00 257,377.00 257,377.00 260,426.00
1000 21260 REGIONAL LAB 167,505.00 191,770.00 191,770.00 196,045.00
1000 21410 DRUG TASK FORCE 149,082.00 153,484.00 153,484.00 155,425.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2005
ACCOUNT# 2004 2005 2005 2005
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
1000 22100 COMMUNICATIONS SERVICE 1,235,164.00 1,561,698.00 1,561,698.00 1,561,698.00
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 500,000.00 1,000,000.00 1,000,000.00 1,000,000.00
1000 22300 E-911 700.00 700.00 700.00 700.00
1000 22400 CRIMIAL JUSTICE SYSTEM 1,589,438.00 1,012,740.00 1,012,740.00 1,012,740.00
1000 23200 COUNTY CORONER 486,001.00 514,505.00 514,505.00 524,761.00
1000 24200 COMMUNITY CORRECTIONS 100,209.00 97,358.00 97,358.00 97,358.00
116003 24210 RESIDENTIAL TREATMENT CENTER 597,898.00 694,323.00 694,323.00 694,323.00
116003 24220 THE RESTITUTION CENTER 2,179,177.00 1,837,690.00 1,837,690.00 1,837,690.00
1000 24410 NORTH JAIL COMPLEX 8,655,871.00 9,116,447.00 9,116,447.00 9,444,778.00
1000 24420 CENTENNIAL JAIL 1,511,821.00 1,635,163.00 1,635,163.00 1,696,403.00
1000 25100 BUILDING INSPECTION 1,153,674.00 1,108,278.00 1,108,278.00 1,142,393.00
1000 26100 WEED AND PEST 322,748.00 332,807.00 332,807.00 344,418.00
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 102,036.00 104,686.00 104,686.00 104,360.00
1000 26300 WEST NILE 710,818.00 742,031.00 742,031.00 0.00
N TOTAL PUBLIC SAFETY 26,091,944.00 27,199,196.00 27,137,360.00 27,740,315.00
PUBLIC WORKS
1000 31100 ENGINEERING 1,292,473.00 1,568,234.00 1,388,292.00 1,539,700.00
CULTURE& RECREATION
1000 50100 MISSILE PARK 58,393.00 60,993.00 60,993.00 63,546.00
1000 50200 PARKS AND TRAILS 137,500.00
1000 56100 AIRPORT 4,167.00 9,868.00 9,868.00 9,868.00
TOTAL CULTURE& RECREATION 62,560.00 70,861.00 70,861.00 210,914.00
HEALTH &WELFARE
1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 12,500.00
1000 56120 WASTE WATER 9,748.00 9,810.00 9,810.00 12,310.00
1000 56130 DEVELOPMENTALLY DISABLED 46,125.00 158,843.00 46,125.00 46,125.00
1000 56140 MENTAL HEALTH 135,875.00 145,063.00 135,875.00 135,875.00
1000 56150 A KID'S PLACE 8,250.00 8,250.00 8,250.00 8,250.00
1000 56160 COUNTY CONTRIBUTIONS 2,239,781.00 2,373,514.00 2,373,514.00 2,397,517.00
TOTAL HEALTH &WELFARE 2,452,279.00 2,707,980.00 2,586,074.00 2,612,577.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2005
ACCOUNT# 2004 2005 2005 2005
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 100,000.00 100,000.00 100,000.00 100,000.00
1000 60300 INDUSTRIAL REVENUE BONDS (IRB) 740,133.00 741,893.00 741,893.00 741,893.00
TOTAL ECONOMIC ASSISTANCE 840,133.00 841,893.00 841,893.00 841,893.00
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 352,000.00 492,000.00 492,000.00 492,000.00
1000 90150 COMMUNITY AGENCIES GRANTS 0.00 54,100.00 54,100.00 45,660.00
1000 96100 EXTENSION 360,571.00 366,876.00 366,876.00 377,648.00
1000 96200 FAIR 288,661.00 288,661.00 288,661.00 288,661.00
1000 96400 VETERANS 60,883.00 60,883.00 60,883.00 62,813.00
1000 96500 ISLAND GROVE BUILDINGS 335,000.00 85,000.00 85,000.00 85,000.00
1000 99999 SALARY CONTINGENCY 0.00 1,307,311.00 1,307,311.00 0.00
TOTAL MISCELLANEOUS 1,397,115.00 2,654,831.00 2,654,831.00 1,351,782.00
L.., TOTAL GENERAL FUND 51,805,547.00 55,329,503.00 54,874,071.00 54,930,228.00
I
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 NEXTFY NEXT FY
Personnel Services $ 457,898 $ 449,534 $ 449,534 $ 446,228
Supplies 440 1,450 1,450 1,450
Purchased Services 77,876 94,732 102,253 104,994
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 536,214 $ 545,716 $ 553,237 $ 552,672
Revenue 0 0 0 0
Net County Cost $ 536,214 $ 545,716 $ 553,237 $ 552,672
Budget Positions 6 6 6
SUMMARY OF CHANGES: Budget requests for all accounts remain at 2004 level, except
Memberships, which are up due to CCI dues increase of$7,521.
Final budget adjustments include an increase in salaries of$16,694.
OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic
Objective Section in Budget message.
94
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.296 0.288 0.280
Per capita cost (county support) $2.64 $2.62 $2.67
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: The Board added membership dues for the National Association of Counties
(NaCo) of$2,741. No other changes.
95
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.
y z %
` ACTUAL BUDGETED ,•. REQUESTED FINAL
RESOURCES:, . LAST FY "CURRENT FYI. „ NEXT FY NEXT FY
Personnel Services $ 498,862 $ 520,832 $ 520,832 $ 549,014
Supplies 1,315 1,500 1,500 1,500
Purchased Services 91,946 84,479 94,479 94,479
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 592,123 $ 606,811 $ 616,811 $ 644,993
Revenue 110,812 75,000 90,000 90,000
Net County Cost $ 481,311 $ 531,811 $ 526,811 $ 554,993
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: Expenditures are up$10,000 due to memberships and costs for West
Law services. Revenues from services to Social Services are up$15,000. Net costs of the budget
are down $5,000.
Final budget adjustments include an increase in salaries of$28,182.
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.
96
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
#of new requests for legal assistance 512 530 540
#of new requests for legal assistance 46 50 59
# of new code violations 48 50 50
#of new zoning and building code cases 58 60 60
Efficiency Measures
FTE's per 10,000/capita 0.247 0.240 0.233
Per capita cost (county support) $2.37 $2.55 $2.58
Number of agenda requests/D&N/mental
cases per FTE 170 180 185
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 based upon fees charges for necessary services.
BOARD ACTION: No change.
97
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed
in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and
operating costs are funded by public trustee fees outside of county budget.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 2,208 7,000 7,000 7,000
Purchased Services 2,847 0 0 0
Gross County Cost $ 5,055 $ 7,000 $ 7,000 $ 7,000
Revenue 260,287 0 0 0
Net County Cost $ -255,232 $ 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 and 2003 revenue was received, although none will be received in 2004. Based upon the
statute and due to the uncertainty of the amount, no revenues are budgeted for 2005. 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.
98
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of released liens 33,991 22,000 18,000
Number of cures 27 35 38
Number of redemptions 99 120 110
Number of foreclosures 822 950 850
Efficiency Measures
Per capita cost (county support) $0.00 $0.034 $0.033
Cost per lien released $0.15 $0.32 $0.39
Effectiveness Measures (desired results)
Foreclosures per 10,000 capita 40.5 45.6 39.6
Percent of cures/redemptions to
foreclosures 13% 13% 14%
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.
99
WELD COUNTY
PUBLIC TRUSTEE
BUDGET 2005
Income
Foreclosure Revenues $ 550,600
Release Revenues 582,100
Interest Revenues 9.500
Total Income $1,142,200
Cost of Foreclosures
Cost of Foreclosures $ 405,800
Cost of Releases 171.315
Total Cost of Foreclosure $577,115
Personal Expenses
Salaries 192,000
Trustees Allowance 48,500
FICA, Medicare 18,398
FUTA 336
SUTA 481
Retirement 45,000
Employee Health, Life 22.500
Total Personal Expenses 327,215
Office/Other
Bank Service Charges 60
Dues and Subscriptions 2,500
Equipment Purchase 50,000
Equipment Lease 500
Insurance/Bond 2,500
Office Supplies 14,500
Postage/Delivery 5,000
Professional Fees 8,500
Rent 14,400
Meetings 800
Maintenance and Repair 4,000
Telephone 5,000
Travel and Conferences 500
Utilities 3,500
Miscellaneous 3.000
Total Office/Other 114,760
Total Personnel and Office Expense 441.975
Total Expenses 1,019,090
Net Income $ 123,110
100
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.
t ': �,
1' ACTUAL • BUDGETED",.>, REQUESTED FINAL
RESOURCES Ea= LAST FY CURRENT FYI NEXT FY. NEXT FY
Personnel Services $ 145,851 $ 151,393 $ 171,280 $ 188,411
Supplies 14,314 9,500 10,000 10,000
Purchased Services 16,246 16,842 16,442 16,442
Fixed Charges -8,852 -9,117 -9,519 -9,519
Capital 0 0 0 0
Gross County Cost $ 167,559 $ 168,618 $ 188,203 $ 205,334
Revenue 44,736 41,069 42,858 42,858
Net County Cost $ 122,823 $ 127,549 $ 145,345 $ 162,476
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: Staffing costs are up$19,887 with the mid-year transfer of a position
from Personnel to Clerk to the Board due to workload requirements. Office supplies are up $500,
and travel is up $100. These increases are offset by a $500 reduction in legal notices. Charges
to County Attorney are up $402 in the contra account. Revenues from the charge back to Phone
Services are up $1,789. Net increase in the budget is $17,696.
Final budget adjustments include an increase in salaries of$17,131.
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.
101
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 3,800 4,000 4,200
Number of BOE hearings conducted 186 50 200
Efficiency Measures
FTE's per 10,000/capita 0.1972 0.1918 0.2096
Per capita cost (county support) $0.61 $0.61 $0.76
Cost per meeting/hearing $571.27 $593.25 $706.42
Effectiveness Measures (desired results)
Percent of documents distributed within the
week approved 90% 90% 90%
Percent of minutes not transcribed within
2 weeks 1% 1% 1%
Percent of contracts/resolutions scanned
within 2 weeks 99% 99% 99%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Mid-year additional
staffing has been justified with volume of land use hearings.
BOARD ACTION: No change.
102
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.
r; ,,u
v, . "ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST<FY mci j-CURRENT FY NEXT FY NEXT FY
Personnel Services $ 560,513 $ 574,470 $ 574,470 $ 611,236
Supplies 86,886 35,749 44,979 44,979
Purchased Services 85,412 95,330 97,530 97,530
Fixed Charges 10,952 11,808 16,500 16,500
Capital 14,000 0 0 0
Gross County Cost $ 757,763 $ 717,357 $ 733,479 $ 770,245
Revenue 4,921,190 4,400,000 4,500,000 4,500,000
Net County Cost $ -4,163,427 $ -3,682,643 $ -3,766,521 $ -3,729,755
Budget Positions 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording
3 FTE-Admin. 3 PT-Admin. 3 FTE-Admin. 3 FTE-Admin.
SUMMARY OF CHANGES: Expenses are up $16,122 with an increase of $7,530 for office
supplies, $1,700 for software, $3,720 for printing, $3,192 for equipment rental, and $1,500 for
training. Equipment maintenance is down $2,270. Revenues are up $100,000. Volume of activity
justifies increased costs, which are offset by added revenue.
Final budget adjustments include an increase in salaries of$36,766.
OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory
services to the public.
103
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 120,811 105,586 116,145
Number of copies produced 179,649 197,614 217,375
Number of marriage licenses issued 1,337 1,471 1,618
Efficiency Measures
FTE'S per 10,000/capita - Recording 0.49 0.48 0.47
Per capita contribution $3.74 $3.44 $3.59
Number of documents recorded per FTE 12,081 10,559 11,615
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increased volume
of activity justifies increases.
BOARD ACTION: No change.
104
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections
every two years, conducts voter registration, maintains records alphabetically and by precinct,
conducts schools for election judges, provides supplies for elections, issues certificates of
registration for proof of age and citizenship for international travel,services municipal clerks,school
districts, special districts, and conducts special elections each November in the off year.
ACTUAL1 BUDGETED: REQUESTED FINAL
RESOURCES : LAST FY4 CURRENT FY NEXT FY NEXT FY
Personnel Services $ 240,808 $ 302,859 $ 246,450 $ 242,535
Supplies 219,576 468,171 320,756 320,756
Purchased Services 79,253 224,911 213,287 213,287
Fixed Charges 2,856 3,000 3,000 3,000
Capital 0 350,000 350,000 350,000
Gross County Cost $ 542,493 $ 1,348,941 $ 1,133,493 $ 1,129,578
Revenue 228,411 160,000 160,000 160,000
Net County Cost $ 314,082 $ 1,188,941 $ 973,493 $ 969,578
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: Decreases in costs are due to 2005 being an off-year coordinated
election year with only TABOR and special election issues in November, 2005. Revenues reflect
the anticipated amount for State issues and TABOR issues paid for by other jurisdictions. Capital
funding of$350,000 is a carry over from 2004 for the purchase of election equipment to comply with
the Help America Vote Act (HAVA), since the HAVA equipment was not available for purchase in
2004. Training costs have increased for 2005 to pay for HAVA training and certification.
Final budget adjustments include a decrease in salaries of$3,915.
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.
105
ELECTIONS
(CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 129,290 221,578 147,719
Revenue generated from elections $228,411 $160,000 $160,000
Efficiency Measures
FTE'S per 10,000/capita 0.197 0.192 0.186
Per capita cost (county support) $2.67 $6.47 $5.26
Transactions per FTE 32,323 55,395 36,930
Effectiveness Measures (desired results)
Percent of voter transactions per capita 64% 107% 69%
Percent of voter participation 43% 85% 40%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
106
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.
: . },.. _24e :.
ACTUAL BUDGETED': REQUESTED2 FINAL
RESOURCES L., LAST.=FY ,CURRENT FY' `.ZiNEXT FY NEXT FY
Personnel Services $ 1,098,335 $ 1,105,490 $ 1,105,490 $ 1,200,661
Supplies 1,055 9,860 9,860 9,860
Purchased Services 113,246 118,150 120,280 120,280
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,212,636 $ 1,233,500 $ 1,235,630 $ 1,330,801
Revenue 0 0 0 0
Net County Cost $ 1,212,636 $ 1,233,500 $ 1,235,630 $ 1,330,801
Budget Positions 30 Full-time 30 Full-time 30 Full-time 30 Full-time
5 Part-time 5 Part-time 5 Part-time 5 Part-time
SUMMARY OF CHANGES: Overall budget is up $2,130 with an increase of $630 in equipment
repair, and $1,500 in training.
Final budget adjustments include an increase in salaries of$95,171.
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.
107
MOTOR VEHICLE
(CONTINUED)
1000 - 11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 443,188 429,120 472,032
FORT LUPTON BRANCH OFFICE:
Number of marriage licenses issued 125 150 200
DEL CAMINO BRANCH OFFICE: Number
of marriage licenses issued 97 150 200
Efficiency Measures
FTE'S per 10,000/capita - DMV 1.72 1.68 1.63
Per capita cost $6.03 $5.92 $6.20
Number of titles/registrations issued per
FTE 14,440 14,304 15,734
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified due to maintenance contract increase, and required training.
BOARD ACTION: No change.
108
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 : haBUbGETED REQUESTED FINAL
RESOURCES:y LAST C RRENT!FY- NEXTFY NEXT FY
Personnel Services $ 379,984 $ 383,651 $ 383,651 $ 499,183
Supplies 37,954 32,200 32,200 32,200
Purchased Services 206,619 161,835 193,700 193,700
Fixed Charges 1,250 0 0 0
Capital 0 0 0 0
Gross County Cost $ 625,807 $ 577,686 $ 609,551 $ 725,083
Revenue 1,340,079 930,000 980,000 980,000
Net County Cost $ -714,272 $ -352,314 $ -370,449 $ -254,917
Budget Positions 9.5 9.5 9.5 10.5
SUMMARY OF CHANGES: Purchased services reflect an increase of$31,865,of which $25,000
is the increased cost for MBIA to assist in the bond purchase arena, and the balance in minor
adjustments to align with historical trends. Revenue has been increased by$50,000,again to align
with the prior receipts in the fee area, which gives the department a $18,135 increase in revenue
over expenses.
Final budget adjustments include an increase in salaries of$15,416.
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.
109
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected 200.4M 219.4M 232.0M
Miscellaneous Revenue Collected 46.1M 52.3M 55.0M
Investments 50.3M 50.7M 51.0M
Efficiency Measures
FTE's per 10,000/capita .517 .456 .489
Per capita expenditure $3.08 $2.77 $3.37
Effectiveness Measures (desired results)
Investment Interest Percent 3.43% 2.68% 3.0%
Property Tax Percent Collected 99.65% 99.5% 99.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: With the retirement of the Controller/Treasurer on November 1,2004,the Board
reorganized the Treasurer's Office and Accounting Department by creating the positions of
Treasurer and Controller, and eliminating the Controller/Treasurer and Chief Accountant positions
for a net savings of$38,006. This budget unit increased by$100,116.
110
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.
f L ACTUAL BUDGETED � REQUESTED FINAL
RESOURCES „z LAST FY CURRENT FY t :. 'NEXT FY c NEXT FY
Personnel Services $ 1,789,014 $ 1,854,542 $ 1,903,072 $ 1,956,360
Supplies 71,074 54,296 58,296 58,296
Purchased Services 165,466 148,600 210,000 210,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2,025,554 $ 2,057,438 $ 2,171,368 $ 2,224,656
Revenue 53,691 45,000 45,000 45,000
Net County Cost $ 1,971,863 $ 2,012,438 $ 2,126,368 $ 2,179,656
Budget Positions 41 39 38.5 38.5
SUMMARY OF CHANGES: The salary budget includes the 2004 mid-year reorganization that
eliminates a position,and then the addition of a 0.5 FTE Assistant Analyst position for 2005 to help
with the reappraisal process. Services and supplies are up$4,000 for digital cameras,and$61,500
for the postage and printing of Notice of Values, since 2005 is a reappraisal year.
Final budget adjustments include an increase in salaries of$53,288.
OBJECTIVES: 1) Discover, list and value all new parcels and new construction in Weld County;
2) Maintain accurate and timely ownership and parcel information; 3) Inspect and inventory 10
percent of existing buildings in order to improve the accuracy and fairness of property valuations;
4) Complete reappraisal of all property in 2005; 5) Use technology to improve accuracy and
efficiency; 6) Administer the Homestead Exemption for Seniors 7) Complete and deliver an
accurate tax warrant to the Treasurer for collection.
111
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal
property and SA) 157,905 165,265 175,183
Telephone Calls Answered 45,130 46,740 47,000
Number of administrative updates to
database 132,000 130,000 130,000
Number of walk-ins requesting assistance 3,600 4,000 3,600
Number of Property Inspections 7,760 7,500 8,000
Sales Verification 12,300 12,600 12,700
Efficiency Measures
FTE's per 10,000/capita 2.02 1.82 1.79
Per capita cost (county support) $9.73 $9.65 $10.15
Cost per parcel $12.48 $12.18 $12.44
Parcels Per FTE 3,948 4,349 4,550
Effectiveness Measures (desired results)
Deed Processing Time (days) 45 60 45
Requests for Information per FTE 1,225 1,278 1,250
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to market
value 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 0.5 FTE
Assistant Analyst position is justified with the reappraisal work and the restructuring of the office
to handle the growth through mass appraisal techniques. Supply account increases are attributable
to the required Notice of Values for the reappraisal in 2005.
BOARD ACTION: No change.
112
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.
'ate `a° . Z1,',. �, .
' , . :`: A`CT BUDGETED REQUESTED STED FINAL
RESOURCES LAST'FY It-CURRENT FY- NEXTcFY`" NEXT FY
Personnel Services $ 9,174 $ 15,027 $ 15,027 $ 15,553
Supplies 430 400 400 400
Purchased Services 2,205 11,220 10,720 10,720
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 11,809 $ 26,647 $ 26,147 $ 26,673
Revenue 0 0 0 0
Net County Cost $ 11,809 $ 26,647 $ 26,147 $ 26,673
Budget Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Budget has a reduction of$250 in professional services, and $250 in
meeting expenses. Net budget reduction of$500.
Final budget adjustments include an increase in salaries of$526.
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.
113
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 $0.058 $0.128 $0.124
Effectiveness Measures (desired results)
Respond to public concerns 100% 100% 100%
Comply with Home Rule Charter 100% 100% 100%
requirements
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
114
TEN YEAR TREND
250
O Taxes
o District Attorney
200
150
F_' R
t x
100
G E-
a �
50 - _ c
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Cumulative Percent Increase: District Attorney
TEN YEAR TREND
250
O Taxes
200 B D.A. Local
150
rn
100
Illa
50
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Cumulative Percent Increase: District Attorney Local Cost
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.
ACTIAL. BUDGETED ' REQUESTED 1 FINAL
RESOURCES LAS TFY`.t .CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,774,419 $ 2,965,515 $ 3,057,263 $ 3,057,184
Supplies 69,100 42,000 44,000 44,000
Purchased Services 166,936 188,294 195,294 195,294
Fixed Charges 27,092 37,699 37,699 37,699
Capital 0 0 0 0
Gross County Cost $ 3,037,547 $ 3,233,508 $ 3,334,256 $ 3,334,177
Revenue 129,445 105,600 105,600 105,600
Net County Cost $ 2,908,102 $ 3,127,908 $ 3,228,656 $ 3,228,577
Budget Positions 45.25 48.25 50.25 48.25
SUMMARYOFCHANGES: Budget request includes two audio-visual employees to prepare media
displays for trials. Each audio-visual specialist position would cost $45,874. The request of
$91,748 is not included in the recommended budget. Motor Pool line item has decreased by
$10,000. With the addition of new personnel the last several years, it was necessary to increase
several line items. Increases are found in office supplies($2,000), printing ($2,000), memberships
($5,000), equipment repair($3,000), and publications ($1,000). Revenues are the same for 2005.
Net recommended budget is up $9,000.
Final budget adjustments include an increase in salaries of$91,669.
OBJECTIVES: Prosecute cases as indicated below in workload measures.
117
DISTRICT ATTORNEY
(CONTINUED)
1000 - 15100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of open cases as of end-of-quarter 13,000 16,000 16,000
Number of cases opened annually 20,000 19,000 20,000
Number of cases closed annually 22,000 19,000 22,000
Efficiency Measures
FTE's per 10,000/capita 2.23 2.31 2.25
Per capita cost (county support) $14.34 $15.00 $15.04
Effectiveness Measures (desired results)
Number of convictions for crimes of violence
and habitual criminals 230 250 250
Number of Criminal and Juvenile trials 200 200 200
FINANCE/ADMINISTRATION RECOMMENDATION: The two audio-visual positions($91,748)are
not recommended. Two facts influence the recommendation. One, there is only one courtroom
equipped for the multimedia presentations; and two, with a new District Attorney taking office in
January, 2005, it recommended to leave the staffing status quo to allow the new DA an opportunity
to assess the office and establish his staffing and funding priorities. If an audio-visual position is
deemed necessary and a priority in 2006, it is recommended that only one position be considered
to see how the program works, and whether it is beneficial. A survey of other large counties in
Colorado indicates that the only county with such a position is Denver, which is currently debating
the need for it. In other counties the work is done by clerical support staff or attorney's are taught
how to use PowerPoint or a similar software package and they do their own presentation. All other
items are recommended.
BOARD ACTION: No changes. Board will allow the new District Attorney the latitude to shift
positions and resources around as necessary, as long as he stays within the overall total of the
approved budget.
118
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 "7,71 74BUDGETED REQUESTED FINAL
RESOURCES LASTA FY : **CURRENTFY NEXT=FY> NEXT FY
Personnel Services $ 264,184 $ 289,555 $ 289,555 $ 300,055
Supplies 3,007 4,020 4,020 4,020
Purchased Services 18,749 16,938 16,938 16,938
Gross County Cost $ 285,940 $ 310,513 $ 310,513 $ 321,013
Revenue 195,659 162,450 162,450 162,450
Net County Cost $ 90,281 $ 148,063 $ 148,063 $ 158,563
Budget Positions 7 7 7 7
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$10,500.
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 mail and help prepare victim impact statements and restitution requests; 4)To provide crime
victims and witnesses with services;5)To provide VRA victims with notices and give inquirers case
status information; 6) To provide CAP services to crime victims and witnesses; 7) To provide HIV
education and notification to child and adult victims.
119
VICTIM ASSISTANCE
(CONTINUED)
1000-15300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of CVC claims processed 500 500 500
Number of victims and witnesses served 15,000 16,000 19,000
Number of VRA notices provided 12,000 13,000 16,000
Number of VALE grants administered 15 13 11
Efficiency Measures
FTE'S per 10,000/capita 0.345 0.336 0.323
Per capita cost (county support) $0.45 $0.71 $0.74
Average services per FTE 4,350 4,500 5,000
Effectiveness Measures (desired results)
Total CVC funds awarded $320,000 $320,000 $350,000
Average weeks to process Comp. claim 4.5 4.5 4.5
Total VALE grant funds awarded $320,000 $320,000 $295,842
Formal complaints to state against V/W 0 0 0
Program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
120
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.
ACT,., AL '' ��UDGETED REQUESTED FINAL
RESOURCES LASTFY i4COREiENT FY NEXT FY NEXT FY
Personnel Services $ 308,691 $ 329,349 $ 329,349 $ 340,820
Supplies 200 250 250 250
Purchased Services 6,836 5,666 8,460 8,460
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 315,727 $ 335,265 $ 338,059 $ 349,530
Revenue 0 0 0 0
Net County Cost $ 315,727 $ 335,265 $ 338,059 $ 349,530
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Budget reflects an increase of$2,250 to include the costs of printing
the proposed and final budget in this budget unit. Phone costs are projected to increase $544 to
reflect historical usage. Total increases total $2,794.
Final budget adjustments include an increase in salaries of$11,471.
OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in
CAPP Insurance Pool; 3) Obtain award for GFOA Distinguished Budget Presentation; 4) Develop
budget strategy to allow county to deal with FY 2005; 5) Oversee the capital construction program
for 2005.
121
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 4.5% 3% 3%
Budgeted fund balance vs actual variance 8.2% 3% 3%
Number of departments with performance
measures 50 50 50
Efficiency Measures
FTE'S per 10,000/capita 0.049 0.048 0.047
Per capita cost (county support) $1.56 $1.61 $1.63
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 31% 10% 10%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based upon historical usage and shift of costs for printing to this budget.
BOARD ACTION: No change.
122
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.
s� '7 w ACTUAL BU GETS NREQUESTED',, FINAL
RESOURCES w LAST FY CURRENTS FY ' :NEXT FY•Wt NEXT FY
Personnel Services $ 388,284 $ 416,110 $ 416,110 $ 299,796
Supplies 54,020 120,600 70,500 70,500
Purchased Services 28,793 30,829 33,329 33,329
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 471,097 $ 567,539 $ 519,939 $ 403,625
Revenue 0 0 0 0
Net County Cost $ 471,097 $ 567,539 $ 519,939 $ 403,625
Budget Positions 6 6 6 5
SUMMARY OF CHANGES: Purchased services are up $2,500 primarily caused by the cost for
publication of salaries and warrants in the county newspaper. Supplies have been reduced to
accommodate the historical trends of the software cost which lowers the total department budget
by$47,600.
Final budget adjustments include an increase in salaries of$21,808.
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.
123
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants
issued 38,322 39,000 40,000
Average number of employees paid 1,157 1,160 1,160
Number of employees trained on General
Ledger 105 110 115
Total County federal funds $33.9 $34.0 $34.0
Efficiency Measures
FTE's per 10,000/capita .296 .288 .233
Per capita cost (county support) $2.32 $2.72 $1.88
Account Payable warrants per week per
NP FTE 736 750 769
Employees paid monthly per Payroll FTE 1,088 1,090 1,090
Effectiveness Measures (desired results)
GFOA certificate received Yes Yes Submitted
Number of audit adjustments 9 6 3
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: With the retirement of the Controller/Treasureron November 1,2004,the Board
reorganized the Treasurer's Office and Accounting Department by creating the positions of
Treasurer and Controller,and eliminating the Controller/Treasurer and Chief Accountant positions,
for a net savings of$38,006. This budget unit decreased $138,122.
124
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.
-gcr 'j `s. '. r, 4T v .;-
,vii s .x ACTUA BUDGETED REQUESTED FINAL
"RESOURCES LAST CURRENT FY lIIEXT FY NEXT FY
Personnel Services $ 100,354 $ 104,784 $ 104,784 $ 109,140
Supplies 350 1,400 1,400 1,400
Purchased Services 4,751 6,044 6,044 6,044
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 105,455 $ 112,228 $ 112,228 $ 116,584
Revenue 0 0 0 0
Net County Cost $ 105,455 $ 112,228 $ 112,228 $ 116,584
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$4,356.
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)To
limit and provide data to departments and Board regarding unauthorized purchases.
125
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $24 million $26 million $28 million
Number of formal bids 295 300 305
Number of Purchase Orders placed 3,700 3,800 3,850
Efficiency Measures
FTE'S per 10,000/capita 0.099 0.096 0.093
Per capita cost (county support) $0.52 $0.53 $0.54
Cost per Purchase Order $28.25 $29.53 $30.28
Effectiveness Measures (desired results)
Process vendor invoices and/or department
requisitions on all PO's within 7 days 90% 90% 90%
Process emergency requests within
24 hours 99% 99% 99%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
126
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.
trACTtUAL,r BUDGETED s REQUESTED FINAL
RESOURCES Lisr-FY „ ` CURRENT FY `"NEXT FY NEXT FY
Personnel Services $ 364,498 $ 401,236 $ 383,824 $ 421,230
Supplies 76,722 7,960 85,250 85,250
Purchased Services 29,685 40,040 40,040 40,040
Fixed Charges 80 0 0 0
Capital 0 0 0 0
Gross County Cost $ 470,985 $ 449,236 $ 509,114 $ 546,520
Revenue 0 0 0 0
Net County Cost $ 470,985 $ 449,236 $ 509,114 $ 546,520
Budget Positions 5 5 4.5 4.5
SUMMARY OF CHANGES: Salaries reflect the reduction of 0.5 FTE of an Office Tech III done
mid-year,for a savings of$17,412. The only other change is the budgeting of the payroll/personnel
computer system software maintenance in this budget unit for 2005 at an added cost of$77,290.
Final budget adjustments include an increase in salaries of$37,846.
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.
127
PERSONNEL
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S) 1,150 1,150 1,140
Occupied FTE'S 1,074 1,100 1,120
Number of employees terminated 131 115 130
Efficiency Measures
FTE'S per 10,000/capita 0.247 0.240 0.210
Per capita cost (county support) $2.32 $2.15 $2.55
Personnel served per FTE 230 230 253
Effectiveness Measures (desired results)
Turnover rate 13% 12% 13%
Number of people attending training 873 507 350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase in software
costs are a reallocation of funds from other budget units. Reduction of 0.5 FTE done mid-year is
working and is recommended to be continued in 2005. Two Personnel Technicians were
re-classified as Human Resources Analysts.
BOARD ACTION: No change. Board concurred with the recommended budget and mid-year
changes.
128
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.
21;" ACTUAL 4 BUDGETED REQUESTED FINAL
RESOURCESN`, LAST FY CURRENT FY, NEXTjFY- NEXT FY
Personnel Services $ 770,238 $ 804,267 $ 805,152 $ 836,161
Supplies 16,003 15,500 30,200 30,200
Purchased Services 56,071 80,008 81,448 81,448
Capital 0 0 0 0
Contra Account -90,049 -90,049 -90,049 -90,049
Gross County Cost $ 752,263 $ 809,726 $ 826,751 $ 857,760
Revenue 434,983 379,000 379,720 379,720
Net County Cost $ 317,280 $ 430,726 $ 447,031 $ 478,040
Budget Positions 16 14 14 14
SUMMARY OF CHANGES: Salaries reflect the mid-year personnel decreases of$39,339, plus
the addition of one compliance officer position, reflecting an increase of$40,224. Supplies are up
$14,700 primarily for software support. Services are up$1,440 for printing. Motor Pool budget has
funds for the replacement of one 4-Wheel drive mid-size pickup truck. Budget reflects the
development of a stormwater process fee of$180, for a proposed revenue increase of$720. All
other items are unchanged.
Final budget adjustments include an increase in salaries of$31,009.
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.
129
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 508 497 525
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 Ordinances revised 3 4 4
Number of Annexations and Referrals 42 50 50
Hours for Open Space and Trails projects 125 50 50
Long Range Planning Effectiveness Measures
Avg. Number of Public Outreach Meetings 70 50 50
Number of land use referrals 42 50 50
Number of requests for information 330 340 350
Technical Support Work Outputs
Avg. land use applications per year 508 497 520
Total land use cases - Planning Commission 92 102 110
Average length of hearings 3.2 hours 3.2 hours 3.5 hours
Number of phone calls 86,342 90,000 90,100
Compliance Planning Work Outputs
Number of site visits 360 360 360
Number of violations issued 130 150 150
Number of violations to County Attorney 36 45 45
Average number of District Court hearings 44 50 55
Number of Community Clean-ups 2 2 2
Liquor License Files 49 50 50
Compliance Planning Effectiveness Measures
Total cases per compliance officer 363 370 370
Number of site inspections 360 360 369
130
PLANNING AND ZONING
(CONTINUED)
1000-17100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional
Compliance Officer position is a level of service policy issue. Funding for the position, in the
amount of$40,224, is included in the recommended budget. Impact of the additional Compliance
Officer position on the County Attorney's Office should be considered, since it may add workload
in that office. Recommend stormwater fee increase.
BOARD ACTION: The Board approved the additional Compliance Officer position, and made no
other changes. The County Attorney informed the Board that his office could cope with the
workload without additional staffing.
Proposed stormwater fee increase was approved and a sewer facility fee.
131
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, South County Services Building, Public Works
Headquarters,Ambulance Buildings,North CountyJail,Health Building,Training Center,Southwest
Weld Administration Building, Public Safety Administration Building, and Weld Business Park
Administrative Buildings.
" 5 ACT AL . *BUD;GETED REQUESTED FINAL
RESOURCES `. LAST 'FY_ CURRENTrFY NEXT,FY NEXT FY
Personnel Services $ 1,520,085 $ 1,471,051 $ 1,247,208 $ 1,296,518
Supplies 363,327 349,500 361,000 361,000
Purchased Services 1,589,030 1,645,400 2,157,400 2,157,400
Fixed Charges 15,799 21,000 31,000 31,000
Contra Account -59,451 -50,000 -50,000 -50,000
Gross County Cost $ 3,428,790 $ 3,436,951 $ 3,746,608 $ 3,795,918
Revenue 992 0 0 0
Net County Cost $ 3,427,798 $ 3,436,951 $ 3,746,608 $ 3,795,918
Budget Positions 43.5 34.5 25 25
SUMMARY OF CHANGES: Salaries dropped due to the outsourcing of all janitorial services for
a net savings of $157,137, when salaries versus contract costs are compared. The budget is
dramatically impacted by projected increases in energy costs for all buildings, which totals
$159,000. Supplies are up $11,500 due to the additional space of Planning and the Courts, plus
inflationary trends. Professional services include $385,000 for the janitorial contract. Overall
budget is up $358,967, which includes the added energy costs, and an additional 17,000 square
feet of space to maintain. The added space at $5.11 per square accounts for $86,870 of the
increase.
Final budget adjustments include an increase in salaries of$49,310.
132
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 673,000 726,000 743,000
Number of preventative maintenance work
orders (PMs) 390 400 415
Number of tracked repair work orders 1,250 1,275 1,400
Efficiency Measures
FTE'S per 10,000/capita 2.15 1.65 1.16
Per capita cost (county support) $16.90 $16.48 $17.68
Cost per square foot $5.09 $4.73 $5.11
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. With the energy
costs included, and the costs of the added space to be maintained in 2005 subtracted, the budget
is up 7%.
BOARD ACTION: No change.
133
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).
"1.,a; ACTUAL BUDGETED; REQUESTED FINAL'.
RESOURCES'' ` LAST FY s4SiCURRENTa NEXT FY' NEXT FY
Supplies $ 1,194,080 $ 0 $ 0 $ 0
Purchased Services 2,610,806 2,461,107 2,527,785 2,479,964
Fixed Charges 1,200 0 0 0
Contra Account -527,479 -780,000 -800,000 -800,000
Capital 1,106,954 1,000,000 1,000,000 1,000,000
Gross County Cost $ 4,385,561 $ 2,681,107 $ 2,727,785 $ 2,679,964
Revenue 342,879 0 0 0
Net County Cost $ 4,042,682 $ 2,681,107 $ 2,727,785 $ 2,679,964
Budget Positions -- -- - - - -
SUMMARY OF CHANGES:ACS contract costs are as follows for 2005:
2004 2005
Base Contract (COL) $1,912,855 $1,912,855
Contract Enhancement One (Set at 3%) 80,194 82,600
Contract Enhancement Two (Set at 4%) 102,363 106,458
E-gov (Set at 4%) 138,445 143,983
Amendment/Microcomputer Tech(Set at 3%) 77,250 79,568
Network/Microcomputer Support (Set at 3%) 150,000 154,500
TOTAL $2,461,107 $2,479,964
$1,000,000 has been budgeted forequipment 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$800,000. Net decrease in the budget is $1,143.
134
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 919 1,042 1,053
Number of Personal Computer systems
installed/replaced 229 223 300
Number of staff trained 200 200 200
Number of applications supported 202 198 205
Number of applications upgraded 78 80 100
Efficiency Measures
FTE'S per 10,000/capita 0.8875 0.9113 0.9315
Per capita cost (county support) $19.93* $12.86 $12.48
Effectiveness Measures (desired results)
Percent of users upgraded to standard 95% 95% 95%
Percent of users surveyed who are satisfied 99% 99% 99%
* Major network upgrade done in 2003
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Allocation of funds
for specific hardware and software upgrades will be done by the Information Services Governance
Committee for 2005, with final Board approval prior to year-end.
BOARD ACTION: Final budget was adjusted for no cost-of-living increase to the base contract,
due to CPI being minus 0.7 percent for July 2003 - July 2004. This resulted in a reduction of
$47,821 from the recommended budget.
135
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 ASC Corporation.
ACTUAL BUDGE ED ` REQUESTED FINAL
RESOURCES" .• LAST FYI .1 : CURRENT FY NEXT;W NEXT FY
Personnel Services $ 75,004 $ 101,781 $ 48,100 $ 50,044
Supplies 38,340 114,399 63,100 63,100
Purchased Services 203,156 57,421 147,472 147,472
Fixed Charges 0 0 9,509 9,509
Capital 0 7,900 6,400 6,400
Gross County Cost $ 316,500 $ 281,501 $ 274,581 $ 276,525
Revenue 9,421 11,000 10,000 10,000
Net County Cost $ 307,079 $ 270,501 $ 264,581 $ 266,525
Budget Positions 2 2 1 1
SUMMARY OF CHANGES: Net budget costs are down $5,920. Budget provides $6,400 for new
hardware, $63,100 for software, $12,570 for training, $34,902 for professional services, $9,509 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. This is a decrease of$1,000.
Final budget adjustments include an increase in salaries of$1,945.
OBJECTIVES: Maintain a current geographical information system for Weld County via a contract
with ACS to provide GIS data to county staff and citizens.
136
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 93,000 97,000 102,000
# Parcels Updated 4,000 5,000 5,000
#Available Coverages (Layers) in GIS 650 800 1,000
Efficiency Measures
FTE'S per 10,000/capita 0.099 0.096 0.047
Per capita costs (County support) $1.51 $1.30 $1.24
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.
BOARD ACTION: No change.
137
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 0 50,000 50,000 50,000
Gross County Cost $ 0 $ 50,000 $ 50,000 $ 50,000
Revenue 0 0 0 0
Net County Cost $ 0 $ 50,000 $ 50,000 $ 50,000
Budget Positions
SUMMARY OF CHANGES: See listing of requested and recommended items.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION: No change.
138
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
139
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.
,' IF
r- 'ACTUAL BUDGETED REQUESTED>� FINAL
RESOURCES " CAST FY CURRENTLY€,. NEXT FY NEXT FY
Personnel Services $ 77,937 $ 77,455 $ 77,455 $ 80,096
Supplies 44,727 53,000 53,000 53,000
Purchased Services 127,785 127,300 127,300 127,300
Fixed Charges 3,422 4,000 4,000 4,000
Capital 0 0 0 0
Gross County Cost $ 253,871 $ 261,755 $ 261,755 $ 264,396
Revenue 202,745 222,000 222,000 222,000
Net County Cost $ 51,126 $ 39,755 $ 39,755 $ 42,396
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Costs and volume are stable.
Final budget adjustments include an increase in salaries of$2,641.
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.
140
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,850 1,875 1,950
Mail Pieces 610,000 625,000 625,000
Supply Orders 1,150 1,250 1,250
Efficiency Measures
FTE's per 10,000/capita 0.099 0.096 0.093
Per Capita cost (county support) $0.252 $0.191 $0.197
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. Cost analysis
indicates it is cost effective to operate the printing and supply functions internally, versus
contracting out the function. Net county cost is the cost of the postage and courier service function.
All other costs are recovered by a charge to the using department.
BOARD ACTION: No change.
141
TEN YEAR TREND
Cumulative Percent Increase: Sheriff's Office Local Costs
200
180
—
❑Taxes
®Sheriffs Office
160
140
120
s- 100 "
2
80 e� B
60
40 s
r ( :
20
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary--All Departments
DEPARTMENT DESCRIPTION: See individual units.
a : , ¢
ACTUAL!,) e1 BUDGETED REQUESTED, FINAL
RESOURCES LAST FY x. CURRENT FY NEXT FY NEXT FY
Personnel Services $ 13,568,846 $ 13,622,953 $ 14,444,061 $ 15,418,479
Supplies 473,469 458,305 513,060 531,293
Purchased Services 3,100,905 3,112,500 3,284,776 3,323,793
Fixed Charges 33,759 0 33,669 33,669
Capital 131,633 22,359 21,500 217,000
Gross County Cost $ 17,308,612 $ 17,216,117 $ 18,297,066 $ 19,524,234
Revenue 1,700,735 1,386,898 1,680,307 1,834,807
Net County Cost $ 15,607,877 $ 15,829,219 $ 16,616,759 $ 17,689,427
Budget Positions 239 242 247.5 253.5
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.
143
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 4 BU:DGETEDV-4 REQUESTED FINAL
RESOURCES r LAST FY =CURRENT NEXT Pt, NEXT FY
Personnel Services $ 853,443 $ 900,788 $ 900,788 $ 992,272
Supplies 120,118 91,000 91,000 91,000
Purchased Services 81,664 96,400 96,400 96,400
Fixed Charges 6,846 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,062,071 $ 1,088,188 $ 1,088,188 $ 1,179,672
Revenue 25,983 24,000 24,000 53,500
Net County Cost $ 1,036,088 $ 1,064,188 $ 1,064,188 $ 1,126,172
Budget Positions 15 16 16 18
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$57,942.
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.
144
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 6,830 7,172 7,531
Commissary Orders Processed 9,100 9,555 10,033
Invoice/Requisitions Processed 4,977 5,226 5,487
Applicants Processed 589 618 649
Efficiency Measures
FTE's per 10,000/capita .76 .79 .83
Per capita cost (county support) $5.16 $5.41 $5.25
Percent Civil Process Served 84% 84% 84%
Commissary Orders Filled 9,100 9,555 10,033
Applicants Hired 43 45 47
Effectiveness Measures (desired results)
Average Miles Driven / Civil Process Service 5 7 8
Service Complaints per 1,000 Papers
Received 1 3 5
Commissary Complaints per 1,000 Orders 1 2 3
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget reflects the addition of the Victim Advocate Program through Victim
Assistance Grants, effective July 1, 2005. The increase is for two positions with a six-month
expense of $33,542, and offsetting grant revenue of $29,500, for a net cost of $4,042. No other
changes.
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations -- 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or
threat to general public safety in unincorporated areas of county and within municipalities contracting
for law enforcement service. Department provides crime prevention information and strategy
education, serves civil process and arrest warrants, transports prisoners, and conducts criminal
investigations. Activities are frequently coordinated with municipal, other county, state and federal
law enforcement and regulatory agencies.
r
?LS • FACTUAL BUDGETEO1 REQUESTED ' : FINAL
RESOURCES I (ST FY CURRENT.FY. ;:JNEXT FY NEXT FY
Personnel Services $ 3,957,370 $ 3,989,238 $ 4,296,286 $ 4,442,745
Supplies 110,349 126,714 185,683 185,683
Purchased Services 747,400 698,335 802,104 802,104
Fixed Charges 3,756 0 0 0
Capital 0 0 0 0
Gross County Cost $ 4,818,875 $ 4,814,287 $ 5,284,073 $ 5,430,532
Revenue 235,020 211,500 263,000 263,000
Net County Cost $ 4,583,855 $ 4,602,787 $ 5,021,073 $ 5,167,532
Budget Positions 64 64 66.5 65.5
SUMMARY OF CHANGES: Revenues have increased due to extended request for contracted
services in municipal contract time and also in the high volume of civil paper service. The Sheriff's
Office is requesting a '/2 time civil process service position ($20,876) in the 2005 budget. Demand
for civil process has risen by 8% since 2000 but there has been no corresponding increase of civil
process servers. The current staff is unable to absorb the additional volume of civil service and
many civil papers must be returned. Civil process is a mandated function of the Sheriff. Personnel
was also increased to adjust for the request of two new investigators positions ($123,672). Also
included is an increase of$162,500 in overtime. Supplies have increased to meet the demand of
replacing small items of equipment and operating supplies and providing command vehicles with
emergency response equipment. Services reflect increases in prisoner transport charges,which is
up about 33%, phone service charges, vehicle depreciation/repair/fuel and travel/training lines. No
capital equipment has been requested for 2005.
Final budget adjustments include an increase in salaries of$208,295.
146
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and
prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to
become more self-directed as community facilitators, problem-solvers, and positive role models; 4)
Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest
communication internally and externally; 6) Meet statutory responsibilities of the Sheriff.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 2,530 2,538 2,542
Part B Offenses 1,150 1,206 1,234
Adult Arrest 1,387 1,484 1,533
Juvenile Arrest 218 180 180
Dispatched Calls for Service 31,196 28,995 32,000
Civil Process Received 6,830 7,172 7,531
Temporary Restraining Orders Received 654 687 721
Efficiency Measures
FTE's per 10,000/capita 3.16 3.07 3.05
Per capita net cost $22.61 $22.98 $24.07
Percent Civil Process Served 85% 80% 80%
Effectiveness Measures (desired results)
Part A Offenses per 1,000 Capita 12.47 12.17 11.83
Part A Percent Cleared 26.2% 23.7% 22.5%
Net Property Loss per 1,000 Capita $15,724 $16,461 $16,830
Calls for Service per 1,000 Capita 153.77 139.06 149.05
Average Emergency Response Time 21.6 20.05 18.5
(Minutes)
Service Complaints per 1,000 Dispatched 0.22 0.17 0.16
Calls for Service
Workers' Compensation Reports 21 31 36
147
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
FINANCE/ADMINISTRATION RECOMMENDATION: Included in the recommended budget is
$162,500 for additional overtime. $100,000 of the overtime is for the municipal contracts, and
$75,000 for call-in. The overtime has been incurred and the plan was that salary savings would pay
for it, but that has not been the case. The recommended budget includes the 0.5 FTE for a process
server, based upon workload. Only one investigator position is included in light of the other
increases in the budget. Level of service of investigators is a policy issue for the Board.
BOARD ACTION: No change. The Board approved the 0.5 FTE for a process server, and an
additional investigator position.
148
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.
ACT BUDGETED REQUESTED ' ., FINAL
t, RESOURCES 1PafrLASTliFY CURRENT FY=4 ,., 'NEXT FY NEXT FY
Personnel Services $ 434,409 $ 379,027 $ 399,027 $ 736,992
Supplies 44,869 51,931 24,150 42,383
Purchased Services 43,279 38,110 42,701 81,718
Fixed Charges 20,781 0 0 0
Capital 0 22,359 0 195,500
Gross County Cost $ 543,338 $ 491,427 $ 465,878 $ 1,056,593
Revenue 89,202 55,668 0 125,000
Net County Cost $ 454,136 $ 435,759 $ 465,878 $ 931,593
Budget Positions 6 6 6 11
SUMMARY OF CHANGES: The increase in personnel services is for overtime of$20,000. This
increase is based on the average for patrol officers plus $500 for each officer. All traffic officers are
subject to call out for accidents and two are also subject to call out for FET duties and one for
Canine duties. Office supplies were budgeted for an amount of$150 to reflect current usage. The
budget for small items of equipment was reduced $7,835 to more accurately reflect current usage
plus the cost of one license for Arc View at $1,500 and three licenses for Crime Zone Version 7.02
at $400 each. Other operating expenses were reduced by $20,909 because there will be no cars
to outfit for the year. Purchased services is increased by $288 for printing and duplicating and
$2,600 for phones, which reflects charges for current usage. There was an increase of $503 in
vehicle expense. There was an increase of $1,200 in local travel and meetings to reflect current
usage. There will be no vehicles purchased in 2005. There is no grant revenue projected for 2005.
Final budget adjustments include an increase in salaries of$26,884.
OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic
accident and traffic fatalities in Weld County.
149
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Enforcement Hours 7,424 7,800 13,000
Alcohol Related Driving Arrest 230 245 300
Efficiency Measures
FTE's per 10,000/capita .296 .288 .512
Per capita net cost $1.78 $2.09 $4.34
Effectiveness Measures (desired results)
Target Area Fatalities 6 0 0
Target Area Crashes 127 80 50
Citizen Participation 4,074 4,000 4,000
Percent Seatbelt Use 73% 75% 78%
Percent Vehicles >10 Over Limits 2.69% 6.18% 5.0%
Percent Vehicles Failing to Stop @ Signs 7.88% 4.75% 4.0%
FINANCE/ADMINISTRATIONRECOMMENDATION: The Board has asked to review this program's
effectiveness annually. Due to the high number of traffic related deaths in Weld County, this
program is important and recommended. Level of service is a policy issue. The Board is
considering shifting the West Nile funding to Traffic Enforcement due to the high number of traffic
fatalities in Weld County.
Funding of a capital expenditure of $150,000 for a driving simulator is not included in the
recommended budget. Purchase and funding of the driving simulator is a policy issue for the Board.
It is also a program that needs multiple jurisdictions to commit to participate in the program and
share the operational costs. Aims Community College is in the process of acquiring a driving
simulator. If Aims acquires one, it is not recommended that Weld County get one, since training of
this type is the mission of Aims, not Weld County.
150
TRAFFIC CONTROL
(CONTINUED)
1000-21210
BOARD ACTION: The board took the resources being spent on the West Nile Virus Program
($741,056), and shifted the resources to enhance the traffic enforcement program in Weld County
in the 2005 Final Budget. The reason for the shift is that it appears that the intensity of the West Nile
Virus disease at this time has passed Weld County, like other areas before us. To date, Weld
County has had only two West Nile Virus cases in 2004, and no deaths. However, one of the
biggest preventable causes of death in Weld County is traffic accidents. As of November there have
been over 80 traffic fatalities in Weld County in 2004. With increased traffic enforcement, more
public awareness,and visibility of traffic enforcement, hopefully, the number of traffic deaths can be
reduced in Weld County.
The additional funds of$563,831 will allow the traffic enforcement efforts to double by adding four
officers in 2005, and a fifth in 2006. Each officer will have his own assigned vehicle, which is the
current practice for the traffic unit. This allows for more visibility of the enforcement vehicles as they
travel to and from work. The vehicles have a depreciated life of five years, versus three years for
normal patrol vehicles. Therefore, the long-term cost is not that much greater by having assigned
vehicles.
To add to the visibility of the program, two portable sign boards are included, and an additional
speed trailer. The portable sign boards with messages will be placed on highly traveled roads to
remind drivers of their speed, increased traffic enforcement,the number of traffic fatalities, etc. The
speed trailer can be used to remind drivers of their speed. It has the effect of slowing down drivers.
In addition, it is proposed that road signs be put at the entrances to the county of major roads and
highways informing drivers that Weld County has zero tolerance for traffic violations.
The program calls for the adoption of a county model traffic code and the establishment of a Weld
County Traffic Court with a part-time magistrate. Based upon the Larimer County model, the Traffic
Court would be held one day a week. The traffic officers would present the cases without an
attorney or prosecutor. A Deputy District Attorney may have to review some of the citations that are
not paid before a summons is issued to go before the magistrate. A clerical position will be
necessary to handle the summons, collection of fines, and to serve as Court Clerk.
A conservative estimate for the revenue from the traffic fines is $125,000 in 2005, and $150,000 in
2006. With the model Weld County Traffic Code, the fine revenue will go to the General Fund,
versus the State of Colorado, to help support the program.
151
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.
a„4rt:. ,r '
.
i ` ACTUAL BUDGETED REQUESTED FINAL
RESOURCES MLAST FY CURRENTiFY. NEXT FY `a NEXT FY
Personnel Services $ 70,726 $ 75,415 $ 75,415 $ 78,464
Supplies 3,727 8,678 12,937 12,937
Purchased Services 152,443 151,807 169,025 169,025
Fixed Charges 83 0 0 0
Capital 0 0 0 0
Gross County Cost $ 226,979 $ 235,900 $ 257,377 $ 260,426
Revenue 7,309 0 0 0
Net County Cost $ 219,670 $ 235,900 $ 257,377 $ 260,426
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The increase in supplies reflects a purchase of two Motorola XTS 2500
portable radios at a cost of$2,904 each. These will be assigned exclusively to animal control and
code enforcement. They have sufficient 800 MHz capabilities for the functionality required by Animal
Control. Clothing and uniform allowance was reduced by$1,350 and the medical supplies budget
was reduced by$200. This resulted in an overall increase of$4,259. In purchased services there
was an $8,100 increase in training and out of town expenses and a $200 reduction in membership
and registration fees. The cost of$8,100 is accounted for by a $2,400 amount for registration fees
and $6,700 increase in out of town expenses for travel, lodging and meals to provide the Animal
Control Officers with training needed for investigation of animal cruelty and for each officer to attend
a 4 day conference of CAACO, the Colorado Association of Animal Control Officers. This cost
includes 6 days lodging for the Animal Cruelty training and 4 days lodging for the CAACO convention
at$100 each day; 10 days of meals for each officer for the two training sessions; and $425 for each
officer for travel to the Cruelty Investigation training. The contract for the holding of animals was
increased by 3%, and cost associated with the motor pool increased by $5,505.
Final budget adjustments include an increase in salaries of$3,049.
152
COUNTYWIDE ANIMAL CONTROL
(CONTINUED)
1000-21230
SUMMARY OF CHANGES(CONTINUED):
The Animal Control Officers have traditionally been required to conduct the investigation on Cruelty
to Animals cases and have then referred the case to patrol for prosecution or filing of charges. None
of the ACO's has had any formal training in investigation of Animal Cruelty. This is needed training
at the basic level for all Animal Control Officers. Since all officers are required to conduct the same
investigations regardless of experience, it is necessary for all to attend and an investment in the
professionalism of the unit. In future years, additional training will be necessary but may not be
needed for all officers in the same year. The training offered at the CAACO conferences differs each
year, but training is determined to be relevant and is frequently "hands on". Relevant legal issues
are addressed at each conference.
OBJECTIVES: 1) Provide efficient and effective service within allocated resources.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,043 2,167 2,231
Animals Transported to Shelter 752 837 862
Efficiency Measures
FTE's per 10,000/capita .0986 .0959 .0932
Per capita cost (county support) $1.12 $1.13 $1.21
Miles Driven per Call for Service 53 52 54
Effectiveness Measures (desired results)
Summons Issued 218 192 230
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Training costs are
justified based upon the increased incidents of animal cruelty in the area.
BOARD ACTION: No change.
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory- - 1000-21260
DEPARTMENT DESCRIPTION: Jointly funded, limited forensic laboratory between the City of
Greeley and Weld County. Two municipalities also have agreements for services on a contract
basis. 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 i REQUESTED . FINAL
-, RESOURCES '4LAS M N ''CURRENT'FY:: ''' XT FY = NEXT FY
Personnel Services $ 106,936 $ 111,705 $ 111,705 $ 115,980
Supplies 54,031 7,000 17,100 17,100
Purchased Services 8,823 48,800 41,465 41,465
Fixed Charges 1,153 0 0 0
Capital 0 0 21,500 21,500
Gross County Cost $ 170,943 $ 167,505 $ 191,770 $ 196,045
Revenue 79,743 83,271 103,132 103,132
Net County Cost $ 91,200 $ 84,234 $ 88,638 $ 92,913
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: The increase in supplies is due to the needs of the Lab's computer
crime investigators, referred to as the "Digital Evidence Unit." The Digital Evidence Unit has a list
of specific hardware and software needs for the two examiners to implement training they have
received. Those specific items will allow them to stay current with digital evidence recovery
technology. In addition, the Digital Evidence examiners must purchase software and hardware to
recover and examine data that they encounter in casework. However, they are impossible to
anticipate. These purchases will become part of their "inventory" and could be reused in future
investigations.
Purchased Services has decreased primarily due to a reduction in the training needs of Forensic
Lab personnel. The Digital Evidence examiners are scheduled for three training classes in 2004,
including one two-week class. In 2005 they are requesting two training classes each. Other lab
employees' training requests are close to those of 2004.
154
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
SUMMARY OF CHANGES (CONTINUED):
Capital involves the Digital Evidence Unit's need for two"next generation" dual processor Forensic
Workstations. These computers carry out the actual searches and restorations of data from each
case. Their processing time to identify files of interest is a bottleneck in the Unit's productivity. The
dual processor workstations and their software will result in much faster data search times. In
addition,a notebook PC with docking station is needed for the police department's Digital Evidence
Examiner to allow him increase his mobility and efficiency going between the lab and the police
department.
Final budget adjustments include an increase in salaries of$4,275.
Revenues are up $19,861 fora net budget increase of$4,404.
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 92 100 110
Court Testimony 7 5 5
Hours of Lab Analysis -drug/arson/paint 460 500 550
Efficiency Measures
FTE's per 10,000/capita .0492 .0479 .0465
Per capita cost (county support) $0.44 $0.40 $0.43
Effectiveness Measures (desired results)
Quality Audit OK OK OK
Proficiency Testing (Test Run/Errors) 3/1 3/0 3/0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
155
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.
0 e� ;�' ACTU%4 t.*BUDETED REQUESTED 5,'„FINAL
RESOURCES -- ' LAST F a '.e :Pan-ENT FY NEXTVI NEXT FY
Personnel Services $ 73,592 $ 78,834 $ 83,236 $ 85,177
Supplies 0 0 0 0
Purchased Services 52,686 70,248 70,248 70,248
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 126,278 $ 149,082 $ 153,484 $ 155,425
Revenue 86,994 82,509 85,189 85,189
Net County Cost $ 39,284 $ 66,573 $ 68,295 $ 70,236
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: The above numbers reflect the period from January 1, 2005 through
December 31, 2005. We have been approved and are operating on the grant commencing July 1,
2004 through June 30, 2005. We will be requesting another grant to operate the 12 month period
commencing July 1, 2005. The above figures reflect the projected cost to the County anticipating
grant approval of that grant.
Final budget adjustments include an increase in salaries of$1,941.
OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals
identified; 3) Establish an exchange of information with other law enforcement agencies.
156
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 193 200 200
Drug Arrests 149 155 160
Search Warrants Executed 27 35 40
Cocaine Seizures (Kilos) 7.49 10 12
Methamphetamine Seizures (Pounds) 17.5 20 23
Marijuana Seizures (Pounds) 559.8 600 650
Meth Lab Seized 16 12 12
Efficiency Measures
FTE's per 10,000/capita .049 .048 .047
Per capita cost (county support) $0.19 $0.32 $0.33
Effectiveness Measures (desired results)
Criminal Cases per 1,000 Capita .95 .95 .93
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
157
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.
+*I
z ACTUAL BrUDGETED RE() ESTED FINAL
'RESOURCES - � LAST FY , ` C RREN FY .F . NEXT NEXT FY,
Personnel Services $ 3,978,435 $ 6,815,031 $ 7,192,731 $ 7,521,062
Supplies 137,621 146,644 155,000 155,000
Purchased Services 1,812,812 1,694,196 1,742,703 1,742,703
Fixed Charges 0 0 26,013 26,013
Capital 25,905 0 0 0
Gross County Cost $ 5,954,773 $ 8,655,871 $ 9,116,447 $ 9,444,778
Revenue 820,203 655,250 645,000 845,000
Net County Cost $ 5,134,570 $ 8,000,621 $ 8,471,447 $ 8,599,778
Budget Positions 75 132 132 132
SUMMARY OF CHANGES: The average daily inmate jail population continues to increase
significantly each year because offenders remain in custody longer. For every day the average
length-of-stay increases, there is a corresponding increase of 20 inmates in the average daily jail
population. Length-of-stay has increased for two reasons: County court sentences are longer
(primarily in domestic violence cases) and felony cases in the District Courts are taking longer to
adjudicate. Personal Services has increased to more realistically reflect estimated overtime.
Overtime ($425,000) is difficult to forecast because jail crowding may require additional, temporary
supplemental staff. Staff turnover and medical leave also contribute significantly. Fixed Charges
were separated from Personal Services to properly identify equipment lease costs. Increased
medical and food costs correlate to increases in the inmate census. Revenue has declined because
of municipal use changes and reductions in other use.
Final budget adjustments include an increase in salaries of$328,331.
OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe, humane environment that provides
opportunities for rehabilitation and victim reparation and that returns people to the community better,
or no worse than they arrived; and, 2) Meet Sheriff's statutory duties as the Keeper of the Jail
effectively and efficiently.
158
NORTH JAIL
(CONTINUED)
1000-24410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Secure Jail Population Daily 402 430 440
Average Work Release Clients Daily 92 83 125
Average Electronic Home Monitoring Clients
Daily 85 65 75
Average Pre-Trial Supervision Clients Daily 104 175 225
Total Offenders Under Supervision Daily 683 753 865
All Offenders Processed Into Facilities 12,971 13,000 13,600
Number of Offenders Transported to Court
Appearances 13,483 17,500 18,750
Offenders Arrested and Extradited from Out-
of-State 140 150 155
New Correctional Officers Entering Basic
Training 29 28 24
Efficiency Measures
Offender Supervision FTE's per 10,000
Capita 7.29 7.29 7.22
Per capita net cost $45.05 $44.45 $46.44
Average Medical Cost Per Inmate Daily $5.66 $5.56 $5.66
Average Food Cost Per Inmate Daily $4.19 $4.22 $4.20
Secure Facility Occupancy Rate 118% 106% 109%
Effectiveness Measures (desired results)
Average Length of Stay Days (Secure) 16.7 17.5 18.0
Sentence Days Deducted for Inmate Work
Time 12,677 7,200 7,500
In-Custody Suicides 0 0 0
Escapes from Secure Custody 0 0 0
Successful EHM Completion 91% 90% 90%
Successful Work Release Completion 73% 80% 80%
Offenders Earning GED 32 30 30
159
NORTH JAIL
(CONTINUED)
1000-24410
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The overtime has
been expended the last few years and has not been made up in salary savings from vacancies.
Therefore, overtime is funded at the level of$425,000. Staff is making every effort to reduce the
overtime. The continued growth in the inmate population forces the increased costs that have been
requested.
With the passage of House Bill 04-1341 effective July 1,2004,the Sheriff can collect a $30 prisoner
processing fee for committing and discharging convicted prisoners. Based upon research done by
the Sheriffs Office 1,209 checks over$30 were issued in the first six months of 2004 to released
prisoners. Assuming 20% are not convicted and would have to have the fee refunded the county
would collect $48,000 annually. The law provides that 20% of the collections ($9,600) must go to
a community based treatment program for offenders with mental illness or addiction, 20% for
training of law enforcement officers, and the remaining 60% ($28,800)for law enforcement related
activities. Net impact would be $38,400 in offsetting revenue to the General Fund. It is
recommended that the fee be assessed as soon as possible. No anticipated revenue is included
in the 2005 budget, since the monies would be held in trust and disbursed annually. As a result
funds would not come into the General Fund until 2006. Policy issue.
BOARD ACTION: No change. The board approved the overtime and authorized the new fees
authorized by House Bill 04-1341.
160
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. CRS
18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing
and CRS 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative
programs operate within this budget unit.
ACTUAL M . BUDGETED x REQUESTED *, F FINAL
RESOURCES. LA3 FY "N CURRENT FY =NEXT.FY .NEXT FY
Personnel Services $ 4,029,154 $ 1,204,749 $ 1,316,707 $ 1,377,947
Supplies 1,575 22,238 22,940 22,940
Purchased Services 188,367 284,834 287,860 287,860
Fixed Charges 630 0 7,656 7,656
Capital 0 0 0 0
Gross County Cost $ 4,219,726 $ 1,511,821 $ 1,635,163 $ 1,696,403
Revenue 214,443 245,000 325,000 325,000
Net County Cost $ 4,005,283 $ 1,266,821 $ 1,310,163 $ 1,371,403
Budget Positions 73 20 23 23
SUMMARY OF CHANGES: The demand for jail alternative programs is rapidly increasing and
adding capacity is essential to mitigate secure jail crowding. 2005 will mark the first year the daily
average number of clients in jail alternative programs will exceed the daily average number of
offenders in secure custody at the jail. The Pre-Trial Supervision Program (est. July 2002) has a
very effective 80% success rate and contributed significantly to mitigation of jail crowding with an
average of more than 200 clients daily year-to-date 2004. Personnel Services reflects a request for
three client manager positions ($136,503) necessary to supervise additional work release clients
when residential capacity becomes available in early 2005. The net cost for the positions is$56,503
because added capacity will generate corresponding work release client fees. Personnel Services
also reflects$22,020 in estimated overtime resulting from off-duty court services officers working jail
security posts and additional work time necessary to serve the courts.
Final budget adjustments include an increase in salaries of$61,240.
161
CENTENNIAL JAIL
(CONTINUED)
1000-24420
OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide
effective and efficient community supervision alternatives to secure detention.
PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The three additional
client services positions are very cost effective in holding down jail costs, and deferring the opening
of Phase III of the North Jail.
BOARD ACTION: The Board approved the additional positions. No other changes.
162
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.
rrt`a y erg ear m«
ACTUAL BUDGETED 'REQUESTED FINAL
RESOURCES LAST FY CURRENTTFY ,NEXT FY" NEXT FY
Personnel Services $ 64,781 $ 68,166 $ 68,166 $ 67,840
Supplies 1,179 4,100 4,250 4,250
Purchased Services 13,431 29,770 32,270 32,270
Fixed Charges 509 0 0 0
Capital 105,728 0 0 0
Gross County Cost $ 185,628 $ 102,036 $ 104,686 $ 104,360
Revenue 142,838 29,700 34,986 34,986
Net County Cost $ 42,790 $ 72,336 $ 69,700 $ 69,374
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Supplies have been increased to provide additional resources for the
Terrorism and MCI annex, and to augment upgrades and replacement. Additional printing will be
needed to produce WCLEOP new sections. The training line was increased due to COEM cutting
their training reimbursement and local travel was increased to cover more town planning meetings.
Final budget adjustments include a decrease in salaries of$326.
Revenues are up $5,286.
OBJECTIVES: Comply with State and Federal EMA programs.
163
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 80 40 45
Number of people participating in drills 8 5 5
Number of inspections and/or reports 500 1,000 1,000
Efficiency Measures
FTE's per 10,000/capita .0512 .0496 .0479
Per capita cost $0.28 $0.34 $0.32
Effectiveness Measures (desired results)
Percent increase in number of inspections
and/or reports 10% (50%) 12.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified with the additional activity associated with Homeland Security.
BOARD ACTION: No change.
164
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.
ACTUALcit. BUDGETED REQUESTED FINAL
';RESOURCES',-*... LAST FY s~ ,CURRENTIFY NEXT Ft NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 4,186 0 0 0
Purchased Services 1,158,871 1,235,164 1,561,698 1,561,698
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,163,057 $ 1,235,164 $ 1,561,698 $ 1,561,698
Revenue 127,592 128,838 392,888 392,888
Net County Cost $ 1,035,465 $ 1,106,326 $ 1,168,810 $ 1,168,810
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.
165
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERSONNEL: 2004 2005 WCRCC CJIS
1.00 Upgrade of Police Sgt to Capt $ 23,832 $ 25,024 $ 25,024 $ 0
1.00 Upgrade Computer Systems Mgr 22,678 23,812 0 23,812
1.50 Systems Administrator 105,392 109,296 0 109,296
2.50 P C Specialist 95,092 98,896 0 98,896
0.50 Services Sgt Upgrade to Lt 45,092 49,842 49,842 0
2.14 Dispatcher II 92,970 123,548 123,548 0
22.71 Dispatcher I 854,976 1,103,535 1,103,535 0
Dispatch Temp Services 8,764 9,115 9,115 0
Dispatch Overtime 14,372 16,500 16,500 0
7.38 Data Coordinator I 271,942 299,420 0 299,420
Clerks Temp Services 16,821 17,494 0 17,494
0.28 Records Overtime 11,000 11,655 0 11,655
0.28 Clerical Assistant 9,056 9,418 0 9,418
Data Coordinator II 13,182 13,607 0 13,607
0.50 Upgrade Data Coordinator Ito II 6,781 7,052 0 7,052
TOTAL PERSONNEL COSTS $ 1,591,950 $ 1,918,214 $ 1,327,564 $ 590,650
COMPUTER SYSTEM:
Radio Maintenance Contract $ 105,000 $ 88,942 $ 88,942 $ 0
Computer Enhancements 100,000 100,000 0 100,000
Radio Enhancements 20,000 28,450 28,450 0
Tower Rental 13,652 14,500 14,500 0
Radio Modifications 0 13,642 13,642 0
Utilities _ 15,508 17,100 17,100 0
TOTAL COST $ 254,160 $ 262,634 $ 162,634 $ 100,000
HARDWARE/SOFTWARE MAINTENANCE:
Tiburon $ 121,479 $ 121,938 $ 0 $ 121,938
IBM 8,292 10,000 0 10,000
Digital 27,697 4,200 0 4,200
DTR 0 11,400 0 11,400
Dictaphone Logger/Call Checks 6,812 4,560 0 4,560
TOTAL $ 164,280 $ 152,098 $ 0 $ 152,098
PROGRAM TOTALS $ 2,010,390 $ 2,332,946 $ 1,490,198 $ 842,748
166
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (CONTINUED): The County receives cost reimbursement from tower
rental ($54,400), reimbursement of$23,000 from Mountain View Fire and reimbursement for AirLife
services of$52,678, and reimbursement for services to the City of Fort Lupton ($240,810)and Fort
Lupton FPD ($22,000) for total revenue of$392,888. Of the above costs, the $2,332,946 contract
will be allocated as follows: $1,490,198 to the Weld County Regional Communications Center,and
$842,748 to the Criminal Justice Information System. Included as an enhancement to the computer
system is $100,000 for Tiburon. Phone costs of$60,000, 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 $62,484 or 5.6% for 2005. Personnel costs are up $287,060, with
salary adjustments due to cost-of-living increases, two position upgrades, and the addition of 6.5
Dispatcher positions for the Fort Lupton contract The service and supply accounts are up $39,474
for phone costs and tower rental fees. Revenues are up $264,050 due to the Fort Lupton contract.
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 75,276 80,000 87,000
Computer Aided Dispatch, Incidents for
Law Enforcement and 242,612 250,000 280,000
Fire/Ambulance
EMD Calls 8,575 8,900 9,200
Criminal Justice Records, Total Case#s
issued 33,100 34,500 36,000
ADS Documents Transcribed 42,574 46,000 50,000
Efficiency Measures
FTE'S per 10,000/capita 0.88 0.95 1.23
Per Capita Cost-Operating Budget $5.11 $5.31 $5.44
EMD Call per FTE 476 445 348
CAD Incident per FTE 4,182 4.020 3,283
Total Telephone Calls to Center per FTE 13,478 12,500 10,566
ADS Document transcribed per FTE 4,729 4,600 4,500
167
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES(CONTINUED)
ACTUAL ESTIMATED PROJECTED
Effectiveness Measures (desired
results
Respond to all 911 calls within 7 seconds 99% 99% 99%
Maintain Emergency Medical certification of 100% 100% 100%
all dispatch personnel.
Maintain customer satisfaction as indicated
by feedback from the Weld County
Board of Commissioners, City
Council of Greeley, Weld County
Communications Board, and Weld
County E-911 Board 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the
growing workload, and addition of dispatching the Fort Lupton area the additional staff is justified.
Except for the staff additions for the Fort Lupton contract, the costs of the additional staff are split
between the City of Greeley and Weld County based upon activity per the original IGA.
BOARD ACTION: No change.
168
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",„ B m tED REQUESTED FINAL
RESOURCES t. .LAST FY CURRENTS NEXT FY ' NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 730,915 0 0 0
Purchased Services 37,835 0 0 0
Fixed Charges 0 0 0 0
Capital 762,159 500,000 1,000,000 1,000,000
Gross County Cost $ 1,530,909 $ 500,000 $ 1,000,000 $ 1,000,000
Revenue 1,000,000 250,000 750,000 750,000
Net County Cost $ 530,909 $ 250,000 $ 250,000 $ 250,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budgeted capital cost in yearfive of implementing the 800 MHz system
is $1,000,000, of which $250,000 is from the E-911 Authority, and $500,000 is from an energy
impact grant. The energy impact grant will be to reimburse police and fire agencies $1,000 per
800MHz radio purchased. The other funds will be for Weld County agencies' radios and
infrastructure.
OBJECTIVES: 1)To enhance the existing regional communications radio system until it provides
satisfactory county-wide coverage. 2) Implement an 800MHz digitized radio system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This is the fifth year
of a five to six year phased process of implementing a new 800 MHz digitized radio system started
in 2000. The system is needed since the FCC will no longer issue lower level frequencies in high
growth areas,such as the Front Range of Colorado. New frequencies are needed due to the growth
and demand for service in the area. The new technology will also allow agencies to communicate
with each other on the same frequency when an emergency situation requires multiple agencies to
respond. The E-911 Board has committed $1,500,000 to this project, and a $2,000,000 Energy
Impact Assistance Grant has been approved. This project is essential to keep Weld County
Regional Communications Center functional in the future with all the anticipated growth in the
county. Radios for Weld County government to accommodate this system will be acquired via
normal attrition and the county's replacement program.
BOARD ACTION: No change.
169
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.
^ t t l '
i ACT = BUDGETED. REQUESTED t`01. FINAL
..RESOURCES " LAST FY 3.P CURRENT FY NEXT.FY r.: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.
170
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.
4€4,- z. 5 ,<g
1;4, z ACTUAL BUDGETED REQUESTED FINAL
RESOURCES eft CAST FY CURRENT`FY', NEXT FY . NEXT FY
Personnel Services $ 49,256 $ 0 $ 0 $ 0
Supplies 1,011,056 0 140,000 140,000
Purchased Services 647,195 1,489,438 742,748 742,748
Fixed Charges 0 0 0 0
Capital 0 100,000 129,992 129,992
Gross County Cost $ 1,707,507 $ 1,589,438 $ 1,012,740 $ 1,012,740
Revenue 0 0 0 0
Net County Cost $ 1,707,507 $ 1,589,438 $ 1,012,740 $ 1,012,740
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$590,650 in personnel costs,$100,000 for enhancements to Tiburon,
and $152,098 for computer maintenance costs, for a total of $842,748. This is an increase of
$27,022, or 3.3 percent. The increases are all in personnel costs for cost-of-living increases, one
upgrade of a Systems Analyst, and an additional 2.0 FTE Data Coordinator II that are being split
between Weld County and the City of Greeley. All other line items remain the same.
Funds for an accident reporting module ($40,000) are included. Capital items include "hot spot"
stations ($33,600), new computer equipment($31,392), and Grover tower equipment($65,000)for
a total of$129,9992.
171
CRIMINAL JUSTICE INFORMATION SYSTEM
(CONTINUED)
1000-22400
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.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ADS documents transcribed 42,574 46,000 50,000
Efficiency Measures
Per capita cost (county support) $8.41 $7.62 $4.72
Effectiveness Measures (desired
results
ADS documents transcribed per FTE 4,729 4,600 4,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Tiburon
computer enhancements and equipment are necessary to keep the system a viable criminal justice
system.
BOARD ACTION: No change.
172
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.
. x ACTUAL IBUDG ED REQUESTED FINAL
"RESOURCES - LAST FY �'` "'CU %FY=. NEXTTFY. x NEXT FY
Personnel Services $ 207,282 $ 237,006 $ 256,505 $ 266,761
Supplies 10,996 9,100 10,700 10,700
Purchased Services 121,274 239,895 247,300 247,300
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 339,552 $ 486,001 $ 514,505 $ 524,761
Revenue 621 250 250 250
Net County Cost $ 338,931 $ 485,751 $ 514,255 $ 524,511
Budget Positions 3.5 4.25 5 5
SUMMARY OF CHANGES: Staffing has been increased by .75 FTE Investigator, as planned last
year to get the office fully staffed in order to provide 24-hour coverage. Supplies are up$1,600 due
to usage. Services are up $7,405 to cover cost-of-living for the autopsy contract ($5,700),
memberships ($705), and phones ($3,000), with an offsetting reduction in travel of$2,000.
Final budget adjustments include an increase in salaries of$10,256.
OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations.
173
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of cases 825 850 900
Number of inspections 489 500 525
Number of full autopsies 143 192 175
Number of other forensic exams 23 25 25
Efficiency Measures
FTE's per 10,000/capita 0.185 0.204 0.233
Per capita cost (county support) $2.02 $2.33 $2.44
Cost per autopsy/inspection $800 $800 $824
Effectiveness Measures (desired results)
Percent full autopsies of post-mortem exams 18% 18% 18%
Percentage of contested work 0 0 0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This office's
expenses are beginning to stabilize with the new structure and professionalization. With the staff
increase in 2005,the staffing should be at a full staffing level to meet the service demands 24 hours
per day. Service and supply costs are justified to meet volume levels. Not included in the budget
is $17,400 to warehouse supplies for a mass disaster. Homeland Security grant funds should be
sought to fund this purpose.
BOARD ACTION: No change. The Board approved the additional .75 position. A Homeland
Security grant of$15,000 was obtained in 2004 to purchase supplies for a mass disaster.
174
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.
ACTU LK. BUDGETED - REQUESTED FINAL
RESOURCES LAST CURRENT FY N t NEXT.FY
Personnel Services $ 42,828 $47,894 $ 49,633 $ 49,633
Supplies 471 250 300 300
Purchased Services 3,391,480 2,815,571 2,546,715 2,546,715
Fixed Charges 118,347 13,569 32,723 32,723
Capital 0 0 0 0
Gross County Cost $ 3,553,126 $ 2,877,284 $ 2,629,371 $ 2,629,371
Revenue 3,553,126 2,877,284 2,629,371 2,629,371
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$99,358,the Residential Treatment Center funded at$694,323,and the Restitution
Center funded at$1,837,690. Total State funding for the program is down $247,913, due to the loss
of funding for the transition center for women (13 bed program). Of all the programs the state funds
$1,935,048, and federal funds $694,323.
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.
175
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
The Restitution Center(beds):
Transition 0 0 0
Parole 9 9 9
Residential Transition 57 57 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 0.049 0.048 0.047
Effectiveness Measures (desired results)
Percent of Client Recidivism:
The Restitution Center 32% 32% 32%
Residential Treatment Center 17% 17% 17%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
state/federal funded.
BOARD ACTION: No change.
176
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during
each phase of construction to insure minimum requirements are met. Assists Weld County Citizens
in understanding and applying the Uniform Building Code for utmost construction safety.
,O304. hi ad i„AgTUAL BUDGETED, REQISESTED FINAL
RESOURCES LASTS . CURRENT•FY NEXT FY NEXT'FY
Personnel Services $ 811,199 $ 916,177 $ 870,781 $ 904,896
Supplies 26,950 20,300 20,300 20,300
Purchased Services 84,634 127,148 127,148 127,148
Fixed Charges 100,116 90,049 90,049 90,049
Capital 0 0 0 0
Gross County Cost $ 1,022,899 $ 1,153,674 $ 1,108,278 $ 1,142,393
Revenue 1,864,000 1,100,000 1,100,000 1,100,000
Net County Cost $ -841,101 $ 53,674 $ 8,278 $ 42,393
Budget Positions 18 17 16 16
SUMMARY OF CHANGES: Budget is unchanged, except for the mid-year re-organization and
elimination of one position for a savings of ($45,396). The Motor Pool budget includes the
replacement of four existing vehicles. No fee changes are proposed,so revenues remain the same.
Final budget adjustments include an increase in salaries of$34,114.
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.
177
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of field inspections performed 29,581 30,000 30,100
Number of stop work orders issues 88 90 95
Average number of field inspections per
building permit 17.5 17.5 17.5
Field Inspection Effectiveness
Measures
Average number of certifications per 1 1.3 1.5
inspector
Average number of certifications per 2.7 3.0 3.0
electrical inspector
Average number of miles driven per day 118 120 125
per inspector
Average number of inspections per day per 19 21 23
inspector
Plans Examiner/Inspector-On-Call Work
Outputs)
Number of major plan reviews — north 178 180 183
office
Number of major plan reviews—south 97 99 102
office
Number of minor plan reviews— north 776 780 785
office
Number of minor plan reviews—south 423 427 430
office
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 4.5 hours 4.5 hours 4.5 hours
178
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Technical Support Work Outputs
Number of building permits processed 1,984 1,975 2,000
Number of cases addressed 390 450 470
Incoming Calls -January-April 2003 16,857 18,000 20,000
Field Inspection Effectiveness
Measures
Average number of certifications per
building inspector 1 1.3 1.5
Average number of certifications per
electrical inspector 2.7 3.0 3.0
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 of the budget and
reaffirmation of the mid-year re-organization.
BOARD ACTION: No change. The Board reaffirmed the mid-year re-organization.
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Weed and Pest- - 1000-26100
DEPARTMENT DESCRIPTION: Enforces noxious weed ordinances and statutes for weed district
within the county. Sprays county roads for weed control. Inspects elm trees for DED and removes
infected trees.
I,
ACTUAL BUDGETEDf REQUESTED FINAL
RESOURCES .,x " !LEAST FY CURRENT FY ` 1EXT FY ' - NEXT FY
Personnel Services $ 205,636 $ 215,917 $ 215,917 $ 227,528
Supplies 57,082 55,500 52,800 52,800
Purchased Services 45,448 51,331 64,090 64,090
Fixed Charges 0 0 0 0
Capital 695 0 0 0
Gross County Cost $ 308,861 $ 322,748 $ 332,807 $ 344,418
Revenue 11,474 10,000 10,000 10,000
Net County Cost $ 297,387 $ 312,748 $ 322,807 $ 334,418
Budget Positions 1 FTE 1 FTE 1 FTE 1 FTE
3.5 PT 3.5 PT 3.5 PT 3.5 PT
SUMMARY OF CHANGES: Uniforms and Clothing was added in the amount of $1,200 to fund
outerwear and steel-toed boot reimbursements for employees for 2005. Other Operating Supplies
decreased $4,531. This decrease is due to funding outerwear reimbursements from line item 6248
and also the anticipated costs for chemicals for noxious weed control for 2005. Postage and Freight
was increased $500 to fund anticipated meeting and enforcement notices. Printing and Duplicating
increased $2,300 for the cost of colored noxious weed fact sheets that will be printed. Publications
and Subscriptions increased $200 to purchase weed publications to keep employees current on
information regarding weed control and herbicides. Other Professional Services was eliminated
(-$300) because the county will not be contracting with the Forest Service for Dutch Elm Disease
surveying and testing. Vehicle Expense increased $6,428 based on figures provided by the
Accounting Department.
Final budget adjustments include an increase in salaries of$11,611.
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.
180
WEEDS AND PEST
(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 3,000 3,000
Efficiency Measures
FTE's per 10,000/capita .049 .048 .047
Per capita cost (county support) $1.46 $1.50 $1.52
Effectiveness Measures (desired results)
Number of inquiries per 1,000 capita .07 .07 .07
Percent of mapping completed for weed
Infestation on County Rights-of-Way 25% 75% 75%
Number of abatement letter recipients
required to go to public hearing 41 50 50
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
181
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.
sACT 'BUDGETED) "' REQUESTED FINAL
-RESOURCES; '-. LAST s .z' ` CURRENT.FY NEXT FY NEXTrFY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 813,813 635,818 667,031 0
Transfers 75,000 75,000 75,000 0
Contra -85,000 0 0 0
Gross County Cost $ 803,813 $ 710,818 $ 742,031 $ 0
Revenue 290,255 258,645 270,975 0
Net County Cost $ 513,558 $ 452,173 $ 471,056 $ 0
Budget Positions
SUMMARY OF CHANGES: Budget reflects the third year of West Nile Virus control program aimed
at responding to the health threat of the virus that spread into Weld County in 2003. The program
has $75,000 to fund the Health Department's education, testing, and monitoring programs, plus
$667,031 to control the disease through contract spraying and larvicide efforts through a contract
with Colorado Mosquito Control, Inc. Approximately 398 square miles of the heavily populated areas
of Weld County will have a mosquito control program in conjunction with the municipalities. Each
municipality will pay for its incorporated area, at an estimated cost of $270,975, which will be
offsetting revenue to the county.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs:
Square miles controlled 352 398 0
Efficiency Measures:
Per capita cost (county support) $2.53 $2.17 0
182
WEST NILE VIRUS PROGRAM
(CONTINUED)
1000-26300
FINANCE/ADMINISTRATION RECOMMENDATION: This budget is based upon the three year
contract rates with Colorado Mosquito Control, Inc., and assumes the same municipalities will
participate in the program. The transfer of$75,000 to the Health Department is the same.
Continuation of the program in 2005 is a policy decision of the Board that needs to be assessed after
the 2004 mosquito season ends and an assessment can be made as to whether not the West Nile
Virus epidemic has passed Weld County. Municipalities would need a decision by late October to
plan their budgets. An option being discussed by the Board is to shift all, or a portion,of these funds
to Traffic Enforcement, if it is not needed for the West Nile Virus program.
BOARD ACTION: The Board of Commissioners took the resources being spent on the West Nile
Virus Program ($471,056), and shifted the resources to enhance the traffic enforcement program
in Weld County in the 2005 Final Budget. The reason for the shift is that it appears the intensity of
the West Nile Virus disease at this time has passed Weld County, like other areas before us. To
date, Weld County has had only two West Nile Virus cases in 2004, and no deaths; however, one
of the biggest preventable causes of death in Weld County is traffic accidents. As of November,
there have been over 80 traffic fatalities in Weld County in 2004. With increased traffic enforcement,
more public awareness, and visibility of traffic enforcement, hopefully, the number of traffic deaths
can be reduced in Weld County. See Traffic Enforcement Budget (Unit 1000-21210) for more
details.
183
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.
:". 5 t 4} 'hr. ran ��(p(}.},,•�<
41, ACTUAL BUDGETED REQUESTED FINAL
RESOURCES , LAST FY CU RENT' Yes NEXT FY NEXT FY
Personnel Services $ 590,582 $ 633,494 $ 742,204 $ 797,120
Supplies 23,267 28,500 51,350 35,350
Purchased Services 128,809 630,479 774,680 707,230
Fixed Charges 0 0 0 0
Capital 6,700 0 0 0
Gross County Cost $ 749,358 $ 1,292,473 $ 1,568,234 $ 1,539,700
Revenue 0 0 0
Net County Cost $ 749,358 $ 1,292,473 $ 1,568,234 $ 1,539,700
Budget Positions 9 10 11 12
SUMMARY OF CHANGES: The requested salaries are an increase of$107,710 to reclassify the
GIS Tech Ito II, reclassify Engineer II to Engineer III, and one new position of Engineer III. Also
included is the reclassification of one Engineer Ito Engineer II due to achievement of Professional
Engineer. Overtime was added in the amount of $1,000 to fund anticipated expenses. In the
requested budget,Office Supplies increased$4,000 based on historic figures and the costs for color
ink cartridges for the HP 5500. Small Items of Equipment increased $5,950 for the purchase a non-
nuclear pavement density gauge and four digital cameras. Road Construction Supplies was added
in the amount of $9,000 to cover costs for survey material such as lathe, hubs, and monument
boxes. Uniforms and Clothing was added in the amount of$900 to fund outerwear and safety boot
reimbursements. Other Operating Supplies increased $3,000 to fund an office remodel. In the
recommended budget the office remodel ($16,000) was moved to the Capital Expenditure Fund.
Postage and Freight increased $300 for increased charges for postage and Fed-ex mailings.
Memberships and Registration Fees decreased $5,620 because training expenses will be funded
from the Training line item. Advertising and Legal Notices was added in the amount of$2,500 for
costs associated with open house ads for at least three major projects and for position vacancy ads.
Public Relations was added in the amount of$1,500 to cover costs for refreshments and supplies
for open house displays. Phones increased $800 because of anticipated phone and cell phone
needs. Engineering and Architectural was added in the amount of$505,000 to fund consultant and
survey expenses for capital improvement projects.
184
GENERAL ENGINEERING
(CONTINUED)
1000-31100
SUMMARY OF CHANGES (CONTINUED): Other Professional Services decreased $436,050
based on 2005 projects. Vehicle Expenses increased $63,521 based on anticipated fuel costs and
to fund two new vehicles. Repair and Maintenance Equipment increased$500 based on anticipated
needs for 2005. Travel and Meetings decreased $2,500 because training expenses will be funded
from the 6400 line item. Training was added in the amount of$14,250 to fund training courses and
associated expenditures. In the recommended budget advertising was reduced $1,000, vehicle
purchases of$60,000 was moved to Motor pool IGS Fund, and training was reduced by $6,450 to
$7,800, which is still a $2,180 increase.
Final budget adjustments include an increase in salaries of$26,854.
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 0.44 0.48 0.56
Per capita cost (county support) $3.70 $6.20 $7.17
Effectiveness Measures (desired results)
Utility and Transport permitting N/A 90%/100% 90%/93%
Road and Bridge design N/A 50%/20% 50%/70%
Rights-of-way N/A 75%/90% 75%/80%
Pavement Management N/A Yes Yes
Bridge Management N/A Yes Yes
Traffic N/A 80%/600 80%/600
Plan Development N/A Yes Yes
GIS N/A Yes/80% Yes/97%
185
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: The staffing changes requested are as
follows:
1. Upgrade of a GIS Tech Ito II is recommended based upon performance and tasks
assigned.
2. The promotion of the Engineer I to Engineer II of the person who is now a
Professional Engineer was approved in July, 2004. It is the policy of the county that
an Eengineer I that passes his PE is promoted to an Engineer II.
3. Upgrade of Engineer II/Project Manager to Engineer III has no valid justification to
Personnel or Finance. Experience does not support the justification that it is for
recruitment and retention. Retention has not been a problem in this department. The
only engineers departing county service in the last few years have been due to one
termination for poor performance and a retirement.
4. The additional Engineer I/II is a policy question on the level of service to be offered
by the department. The department needs to discuss with the Board the need in light
of the strategic road work plan and land use issues. Cost would be $68,755.
Explanations of differences in the amount requested and amount recommended are provided above.
BOARD ACTION: The Board took the following action:
1. Approved upgrade of GIS Tech II.
2. Approved promotion of Engineer Ito Engineer II.
3. Approved upgrade of two Engineer II positions to Senior Engineers ($6,772).
4. Approved one Engineer I/II for project management ($58,891).
5. Approved late request for an additional Engineer I/II for development reviews
(0.4 FTE) and drainage reviews and management (0.6 FTE) ($58,891).
186
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.
Qtr:` 4:4:-ACTUAL BUDGETED %EQUESTED FINAL
RESOURCES .LAST^FYe,€ s CURRENT FY NEXT FY NEXT FY
Personnel Services $ 27,844 $ 31,093 $ 31,093 $ 33,646
Supplies 2,101 900 2,100 2,100
Purchased Services 22,536 25,400 27,800 27,800
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 52,481 $ 57,393 $ 60,993 $ 63,546
Revenue 1,375 2,000 1,375 1,375
Net County Cost $ 51,106 $ 55,393 $ 59,618 $ 62,171
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Operating supplies are up $1,200 due to utilization, and some
improvements in the park. The other impact of$2,400 is due to rising energy costs. Revenues from
over night parking and septic dumps are budgeted at $1,375 based on recent history of usage.
Final budget adjustments include an increase in salaries of$2,553.
OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for
all Weld County residents.
187
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 $0.278
Effectiveness Measures (desired results)
Percentage of time park unavailable to 0% 0% 0%
public during scheduled operating
hours
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases appear
necessary and reasonable.
BOARD ACTION: No change.
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects.
k 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 0 137,500
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 137,500
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 137,500
Budget Positions - - - - -- - -
SUMMARY OF CHANGES: Budget includes $12,500 for the joint maintenance, with Windsor and
Greeley, of the Poudre River Trail. 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 in
the Final Budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development.
BOARD ACTION: The Board directed the creation of this budget unit to track expenditures on trail
maintenance and development and on any future parks.
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County
Municipal Airport.
�4 + ACT4BUDGETED REQUESTED FINAL
RESOURCES LdS Self- ' CURRENT FY `, NEXT FY NEXT FY
Fixed Charges $ 64,485 $ 4,167 $ 9,868 $ 9,868
Capital 0 0 0 0
Gross County Cost $ 64,485 $ 4,167 $ 9,868 $ 9,868
Revenue 0 0 0 0
Net County Cost $ 64,485 $ 4,167 $ 9,868 $ 9,868
Budget Positions
SUMMARY OF CHANGES: Airport is requesting$9,868 for local FAA matching funds to rehabilitate
lighting system of runway 9/27. This is only a 1.25% local match for the county due to the
involvement of other funding agencies.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.318 $0.020 $0.046
Grant Summary:
Airport Grant $64,485 $4,167 $19,868
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The request is
consistent with the county's policy to provide half of the local share of matching funds for FAA
funded capital projects. Projects are part of the Airport Master Plan approved by the county. The
City of Greeley will provide a like amount to the Airport for 2005. The low match of 1.25% is
dependent upon other funding agencies, such as the Colorado Aeronautical Board, participating in
the project's funding.
BOARD ACTION: No change.
190
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) $0.062 $0.060 $0.058
Grants Summary
Senior Center Grant $12,500 $12,500 $12,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
191
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. .B DGETED REQUESTED FINAL
RESOURCES* LAST FY' - tat ENT-FY NEXT*FY NEXT FY
Purchased Services $ 9,748 $ 9,748 $ 9,810 $ 12,310
Supplies 0 0 0 0
Gross County Cost $ 9,748 $ 9,748 $ 9,810 $ 12,310
Revenue 0 0 0 0
Net County Cost $ 9,748 $ 9,748 $ 9,810 $ 12,310
Budget Positions
SUMMARY OF CHANGES: This budget increased by$62. This Budget Unit includes dues for the
North Front Range Water Quality Planning Organization ($7,810)and the Big Thompson Watershed
Forum($1,000). In addition,on January 15,2001,the Board voted to participate in the Poudre River
Basin Stakeholders Group at an annual cost of$1,000.
OBJECTIVES: Conduct 209 water quality responsibilities for the North Front Range of Colorado.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in
NFRWQPA and Big Thompson Watershed Forum. Continuation of membership in the Poudre River
Basin Stakeholders Group was to be reviewed annually by the Board. Policy issue.
BOARD ACTION: The Board approved membership ($2,500) in Big Dry Creek Watershed Group.
192
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—4 BUDGETED REQUESTED FINAL
RESOURCES m- " LAST FY.4 ,,CU ENTrFY NEXT FYI NEXT FY
Purchased Services $ 46,125 $ 46,125 $ 158,843 $ 46,125
Supplies 0 0 0 0
Gross County Cost $ 46,125 $ 46,125 $ 158,843 $ 46,125
Revenue 0 0 0 0
Net County Cost $ 46,125 $ 46,125 $ 158,843 $ 46,125
Budget Positions
SUMMARY OF CHANGES: Envision has requested the county increase its budget by $158,843
to meet the local match requirement of the State Development Disability Services contract. Only the
current base funding of$46,125 is included in the recommended budget.
OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via
contract with Envision.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Individuals served 1,515 1,644 1,673
Efficiency Measures
Per capita cost (county support) $0.227 $$0.221 $0.215
Effectiveness Measures (desired
results
Grant- Envision $46,125 $46,125 $46,125
193
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 and the Board would consider putting the issue on the ballot.
No such effort has been devoted to this matter by Envision. It is not recommended to increase the
funding level without a voter-approved mill levy for the developmentally disabled. Therefore, only
the current funding level of$46,125 is included in the recommended budget.
BOARD ACTION: No change. The Board left fund at current funding level of$46,125.
194
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Front Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 91,875 135,875 145,063 135,875
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 91,875 $ 135,875 $ 145,063 $ 135,875
Revenue 0 0 0 0
Net County Cost $ 91,875 $ 135,875 $ 145,063 $ 135,875
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget request includes $101,063 for North Front Range
Behavioral Health (NFRBH) for 2005, 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.
195
MENTAL HEALTH
(CONTINUED)
1000-56140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.45 $0.65 $0.63
Effectiveness Measures (desired results)
Grant- North Front Range Behavioral $91,875 $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 2005 in addition to this budget to fund mental health services in Weld County.
BOARD ACTION: No change. The Board denied the request for increased funding of$9,188.
196
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
Purchased Services 11,000 11,000 11,000 11,000
Contra Charges -2,750 -2,750 -2,750 -2,750
Gross County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250
Revenue 0 0 0 0
Net County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250
Budget Positions - - -- -- - -
SUMMARY OF CHANGES: No change.
OBJECTIVES: n/a
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.041 $0.039 $0.038
Grants Summary
A Kids Place Grant $11,000 $11,000 $11,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is supported
by Sheriffs Office, District Attorney, and Social Services.
BOARD ACTION: No change.
197
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.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 1,688,017 2,227,430 2,361,163 2,385,166
Capital 0 0 0 0
Gross County Cost $ 1,688,017 $ 2,227,430 $ 2,361,163 $ 2,385,166
Revenue 0 0 0 0
Net County Cost $ 1,688,017 $ 2,227,430 $ 2,361,163 $ 2,385,166
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 Board funded $1,500 for West Nile Virus education, and $22,503 for
mosquito control monitoring, for a total increase of$24,003 in the Final Budget.
199
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 0 100,000 100,000 100,000
Fixed Charges 1,250,430 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,250,430 $ 100,000 $ 100,000 $ 100,000
Revenue 827,278 0 0 0
Net County Cost $ 423,152 $ 100,000 $ 100,000 $ 100,000
Budget Positions __ __ __ --
SUMMARY OF CHANGES: EDAP is requesting the same as last year's funding level. The ability
to not request an increase is 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 year.
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.
200
ECONOMIC DEVELOPMENT
(CONTINUED)
1000-61200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.493 $0.480 $0.476
Effectiveness Measures (desired
results)
Jobs created 1,200 1,250 1,250
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic
development and job creation are high priorities for the county to diversify the local economy. Job
creation is especially important to the success of the welfare reform efforts in Weld County.
Depending on how the City of Greeley funds EDAP this budget may have to be revisited.
BOARD ACTION: No change.
201
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 360,000 380,000 400,000 400,000
Interest 377,233 360,133 341,893 341,893
Gross County Cost $ 737,233 $ 740,133 $ 741,893 $ 741,893
Revenue 0 0 0 0
Net County Cost $ 737,233 $ 740,133 $ 741,893 $ 741,893
Budget Positions -- — -- --
SUMMARY OF CHANGES: Budget reflects the following county lease purchase contract:
RENT INTEREST TOTAL
Correctional Facility $ 400,000 $ 341,893 $ 741,893
Total $ 400,000 $ 341,893 $ 741,893
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
202
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 $ 741,893
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 $6,010,000
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-
203
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.
u, -...,
U
4, ` ACTUAL BDG
',It REQUESTED FINAL
RESOURCES .k, LAST FY CURRENT,Pra NEXT FY I, NEXT FY
Personnel Services $ 294 $ 0 $ 0 $ 0
Supplies 92,682 24,500 74,500 74,500
Purchased Services 333,312 277,500 287,500 287,500
Fixed Charges 141,515 50,000 130,000 130,000
Capital 0 0 0 0
Gross County Cost $ 567,803 $ 352,000 $ 492,000 $ 492,000
Revenue 36,377,326 39,416,922 41,371,321 41,782,441
Net County Cost $ -35,809,523 $ -39,064,922 $ -40,879,321 $ -41,290,441
Budget Positions - - -- -- --
SUMMARY OF CHANGES: Budget has an expenditure increase of$140,000, based upon historical
expenditure patterns and the reallocation of expenses to this budget unit. With capital equipment
being defined as anything over$5,000, many previously funded capital items are now classified as
"small items of equipment", thus, $50,000 has been added to this line item from capital budgets.
Phone costs for unallocated phone services has increased$13,000. Other professional services has
increased$16,000. Meeting expenses have been increased $11,000 mainly due to higher costs and
greater participation in the annual employee picnic event. The miscellaneous line-item that is a
contingency for mid-year items is funded at$100,000, based upon recent years' usage. Funding for
outside agencies has been moved to a new budget unit called "Community Agency Grants".
Revenues are up $1,873,519, primarily due to property tax revenue being up for 2005. The only
other changes are fines are down $6,000, rents are down $20,564, and overhead is up $17,083.
204
NON-DEPARTMENTAL
(CONTINUED)
1000-90100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $2.80 $1.69 $2.29
Non-Departmental Summary
Total Non-Departmental $567,803 $352,000 $492,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The reallocation of
expenditures will better allow for tracking of expenditures. The increases are all justified based upon
historical expenditure patterns.
BOARD ACTION: The Board increased property tax by requesting of the County Council to allow
the County to exceed the five percent(5%)property tax limit per the Home Rule Charter. The County
Council granted the increase to make the property tax level in 2005,which is equal to the TABOR tax
limitation. The County Council's increase of$1,411,484 went entirely to Public Works for strategic
roads.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150
DEPARTMENT DESCRIPTION:Weld County's financial support to community agencies that do not
fit under a specific county program.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 58,600 45,660
Gross County Cost $ 0 $ 0 $ 58,600 $ 45,660
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 58,600 $ 45,660
Budget Positions
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL
IGRTC $ 0 $ 11,600 $ 11,600 $ 11,160
Promises for Children 10,000 10,000 10,000 10,000
Poudre River Trail 0 12,500 12,500 0
Convention &Visitors' Bureau 5,000 5,000 5,000 5,000
211 Information and Referral 12,000 12,000 12,000 12,000
Radio Reading Service of Rockies7.500 7.500 7.500 7.500
Total $ 34,500 $ 58,600 $ 58,600 $ 45,660
OBJECTIVES: Provide support to community agencies that do not fit under a specific county
program that services county residents.
206
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.00 $0.00 $0.213
Grants Summary
Senior Center Grant $12,500 $34,500 $45,660
FINANCE/ADMINISTRATION RECOMMENDATION: This is a new budget unit consolidating
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 $11,600 for the detox
services of Weld County residents referred to as IGRTC. The funding is for the funding gap
of $62.00/day for 180 clients. The funding gap is the difference between the state ADAD
funding allowed and the actual cost. Since this program serves indigent clients who, without
this option may end up in jail,the funding appears to be economically justified for the county.
The county has not direct funded IGRTC previously, even though numerous requests have
been made in the past. Past funding has been in-kind items, such as buildings and Social
Services contracts. Funding is a policy issue for the Board. Recommend approval.
. Promises for Children was funded ad hoc last year. The Board, in May, 2004, made a
commitment to fund this program along with other funding partners in the community.
Recommend approval.
. Poudre River Trail has requested funding from Weld County, Windsor, and Greeley for staff
to maintain the trail. The Board agreed, in April, 2004, to fund the county's share ($12,500),
if the other entities funded their share. Recommend approval.
. Convention & Visitor Bureau has requested $5,000 again this year for visitor guides.
Recommend approval.
. 211 Information and Referral has requested a continuation of $12,000 for the 211
information and referral system operated by United Way.
. 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.
BOARD ACTION: The Board moved the Poudre River Trail to a new Parks and Trail budget unit
($12,500), and reduced IGRTC to $11,160, which was the original requested amount.
207
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 ,` REQUESTEDea t'. FINAL
RESOURCES :,ILASTt FY:. .CURRENT FY;n ' "„'NEXT FY ;r NEXT FY
Personnel Services $ 270,705 $285,829 $ 285,829 $ 296,601
Supplies 9,397 9,350 9,350 9,350
Purchased Services 53,629 65,392 71,697 71,697
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 333,731 $ 360,571 $ 366,876 $ 377,648
Revenue 12,672 0 0 0
Net County Cost $ 321,059 $ 360,571 $ 366,876 $ 377,648
Budget Positions 12.25 10.75 10.75 10.75
SUMMARY OF CHANGES: Travel expenses have increased $1,355, or 5%, due to travel for
Southwest County Office. Postage/freight has increased $4,950 due to State budget cuts. CSU
memorandum of understanding was not increased this year to help offset this increase. Budget is
up $6,305. The upgrade of an Office Tech III to Office Tech IV is not included in the recommended
budget ($3,975).
Final budget adjustments include an increase in salaries of$6,548.
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.
208
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of contacts 80,057 82,275 84,719
4-H enrollment 1,121 1,153 1,187
Number of public meetings 408 419 431
Efficiency Measures
FTE's per 10,000/capita .529 .515 .500
Per capita cost (county support) $1.81 $1.76 $1.76
Effectiveness Measures (desired results)
Contacts per 10,000 capita 4,021 4,132 4,254
4-H enrollment per 10,000 capita 55 56 55
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. CSU will no longer
pay for postage due to state budget cut. The MOU for extension agents did not increase to offset
the postage costs.
Upgrade of Office Tech III to Office Tech IV is not recommended. The office of four clerical positions
would have two office Tech IV's and an Office Manager. New director needs to look at assignment
of duties of the Office Tech III and the Fair/4-H Coordinator.
BOARD ACTION: The Board approved the upgrade of Office Tech III to 4-H Administrative
Assistant (Grade 21, Step 3) ($4,224). No other changes. Fees for seminars were approved as
proposed by CSU. Funds go into a CSU Extension Trust Fund for education, not a county fund.
209
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.
,.., i' '"4 a "St ',-1,1;s-, +, « '
ACT AL ., BUDGETED REQUESTED ,FINAL
�tRESOURCES tc LAST"FY CURRENT•FY NEXTTY NEXT FY
Personnel Services $ 8,518 $ 6,051 $ 6,051 $ 6,051
Supplies 2,600 0 0 0
Purchased Services 352,293 282,610 282,610 282,610
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 363,411 $ 288,661 $ 288,661 $ 288,661
Revenue 322,283 250,000 250,000 250,000
Net County Cost $ 41,128 $ 38,661 $ 38,661 $ 38,661
Budget Positions 0.3 0.3 0.3 0.3
SUMMARY OF CHANGES: Base budget has no change. Budget reflects full costs and revenues
of the Fair operation with the county's net of $38,661 remaining the same as it has been the last
several years.
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.
210
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 4,912 5,000 5,000
Exhibitors registered 2,410 2,500 2,500
Efficiency Measures
Per capita cost (county support) $0.198 $0.192 $0.185
Effectiveness Measures (desired results)
Number of people attending 12,473 13,000 13,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
211
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.
-'4 ',1
ACTUAL BUDG TED,, '
..' REQUESTED . FINAL
RESOURCES ' ACTUAL
FY CURRENT FYI r �NEXT FY NEXT FY
Personnel Services $ 48,463 $ 53,595 $ 53,595 $ 55,525
Supplies 219 200 200 200
Purchased Services 4,670 7,088 7,088 7,088
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 53,352 $ 60,883 $ 60,883 $ 62,813
Revenue 2,154 0 0 0
Net County Cost $ 51,198 $ 60,883 $ 60,883 $ 62,813
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $1,930.
No other changes.
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.
212
VETERANS' OFFICE
(CONTINUED)
1000-96400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 675 675 675
Office visits 2,800 3,000 3,000
Efficiency Measures
FTE's per 10,000/capita 0.049 0.048 0.047
Per capita cost (county support $0.257 $0.292 $0.293
Effectiveness Measures (desired results)
Applications processed for VA compensation 100% 100% 100%
In-person information provided (5 times/year) 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
213
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 CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 75,908 85,000 85,000 85,000
Fixed Charges 0 250,000 0 0
Capital 0 0 0 0
Gross County Cost $ 75,908 $ 335,000 $ 85,000 $ 85,000
Revenue 0 0 0 0
Net County Cost $ 75,908 $ 335,000 $ 85,000 $ 85,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: The operating costs of the building are estimated at $225,000 with
offsetting rental revenues of$55,000 for a net cost of$170,000. The net cost is split equally with
the City of Greeley for a county cost of$85,000. With the county's donation of$1,750,000 in 2004
for the twenty-year capital plan no capital dollars are budgeted in 2005.
OBJECTIVES: Provide additional building space for Island Grove Park activities.
FINANCE/ADMINISTRATION RECOMMENDATION:Recommend approval. Budget is consistent
with the MOU with the City of Greeley.
BOARD ACTION: No change.
214
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 $ 1,307,311 $ 0
Supplies 0 0 0
Purchased Services 0 0 0
Fixed Charges 0 0 0
Capital 0 0 0
Gross County Cost $ 0 $ 0 $ 1,307,311 $ 0
Revenue 0 0 0
Net County Cost $ 0 $ 0 $ 1,307,311 $ 0
Budget Positions — — — --
SUMMARY OF CHANGES: Budget reflects a 3.5% salary increase adjustment with rate changes
for insurance, and 7% contribution to retirement. Health insurance has an increase in rates, but life
insurance and disability insurance costs remain the same for 2005.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board approved a 3.5% salary increase, insurance rate changes, and the
7% contribution to Retirement, as recommended.
215
tittscf4
1111De
COLORADO
PU : LTC WO J'KS
FUND
ir
2005 Revenue
Total $31 ,564,255 (2004 $28,735,035)
Fund Balance,
$8,630,000, 27% Other Taxes,
$5,875,000, 19%- Federal/State,
$1,291 ,400, 4%
Licenses/Permits, Miscellaneous,
$250,000, 1% $1 ,390,000, 4%
Property Taxes,
$5,987,855, 19% Highway Users Fee,
$8,140,000, 26%
PUBLIC WORKS
Revenue Changes
$10,000,000
0
0 0
O6
a O a
$9,000,000 0 O - ❑2005
ed 06
Gel 4,9
$8,000,000 ■2004
CO 0 U
0) 0 I-- O
N N a N N
$6,000,000 --- N M _
N p
I-, O N
V li
CO
69
$5,000,000
$4,000,000 -c_
e
to
c.,
N
$3,000,000 - -
N
O 6
O O
O N a
IS 1 0
,r O
$2,000,000 - - — N a
a
69
o a
$1,000,000 a O
a Lo
in
N
69 69
$0 I F
Highway Users Property Taxes Licenses/Permits Fund Balance Other Taxes Federal/State Miscellaneous
Fee
4-7
PUBLIC WORKS 2005 Expenditures
$12,000.000--"— - - -- - - -- -- Total $27,164,255 (2004 $23,961,925)
se
EXPENDITURE CHANGES
$10000,000 8 - — -- — -
Public Works,
$11,330,412,
$8 O00.000— - ❑2005 43%
,. Municipalities,
O2004
$o,000,000 = -- - — — - -- -------- — Bridge
Adminstration, .. Construction,
h , $8 3% $2,10'595,
$4,000,000- - - -- — — Maintenance °�
61 ii= w m $2,260,775,8°/ Trucking, Support, Motorgrader,
' • C9 o $3.065.000,$1 .6010
% $3,624,582,
Mining,
N
730 521
F M ,dgo MS w m,� rryn.s wn, „inn*rn
`O MSu"� All Funds Expenditures
TEN YEAR TREND
Public Works Expenditures & Local Taxes
70 - ,�_
50 .__._ - � `" x ' Taxes Road&Bridge
40 ..:. A
30 II Public Works
20
10
43 cik co, cb N N N Xegb Oc55 �c) �& �Q� p& Ooh
TEN YEAR TREND
Cumulative Percent Increase: Public Works
I!; 80 -.
70
O Taxes
®Public Works
60
.
I
50
N)
N)0 40 .
rµ.
30 €
20 "c -
3,
10
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all cost 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.
A fund balance of$8,630,000 is included in the total available resources in addition to the revenue
shown in the budget. Property tax is set at$5,987,855,with the County Council allowing an excess
mill levy of$1,411,484 over the Home Rule Charter 5% property tax limit to fund strategic roads.
Specific ownership tax is estimated to be $5,875,000 up $125,000. HUTF is unchanged at
$8,140,000. Grant revenue anticipated is$826,400 from Energy Impact for WCR 13 improvements.
Other revenues include $440,000 from landfill impact fees, $584,000 from transportation impact
fees, $115,000 for offsite improvements for Dove Haven ($70,000), and Mill Creek ($45,000).
Permit revenues are up $70,000, and call for an updated fee schedule. Other revenues are stable
with little change.
The resources for 2005 are up $2,829,220 at $31,564,255, of which $8,630,000 is fund balance.
Municipal share back is funded at $1,579,747. Salary increases are set at 3.5%, plus increases
to cover the increase in health insurance and retirement costs. Salaries for seasonal employees
increased $254,052 based on the staffing level of 44 seasonal employees ranging from 6.5 to 12
months per year with a 3.5% cost of living increase.
Road Construction Supplies decreased $323,008 based on the Capital Improvement Plan. Other
Operating Supplies decreased $70,000 because materials for Calpine (WCR 51) will not be
purchased. Asphalt purchases total $2,315,000, and contract truck haul totals $1,570,000. Other
Purchased Services was added in the amount of$2,000 to fund state stormwater permits. Contract
Payments decreased $363,816 to $1,850,871 based on the capital improvement plan. Other
Professional Services was decreased $9,500 since expenditures were moved to other line items.
Strategic Roads increased $2,595,925 to $4,605,541 for work to be completed on roads within the
strategic corridor, specifically on WCR 13. Right-of-Way Purchases increased $453,500 to
$1,011,000 based on the capital improvement plan.
The 2005 Public Works Plan is presented in the Final Budget with specific projects, beginning on
Page 243.
221
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C. R. S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and the
County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the proposed
budget.
The proposed use of the 2005 allocation of highway users tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition $ 3,624,582
Administration 861,623
Maintenance Support 1,730,521
Truck Hauling 1,570,000
Asphalt 353,274
TOTAL $ 8,140,000
222
CONSTRUCTION BIDDING FOR
STATE-FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C. R. S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax Fund
money (state funded projects), and are prohibited from dividing projects into two or more projects
to evade provisions of the act.
"State-funded public project"means any construction,alteration,repair,demolition,or improvement
by any agency of local government of any land, structure, facility, road, highway, bridge, or other
public improvement suitable for and intended for use in the promotion of the public health,welfare,
or safety and any defined maintenance project which is funded in whole or in part from the highway
users tax fund and which may be reasonably expected to exceed one hundred fifty thousand dollars
in the aggregate for any fiscal year.
"Defined maintenance project' means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public
improvement, including but not limited to repairing or seal coating of roads or highways or major
internal or external reconstruction or alteration of existing structures. "Defined maintenance project"
does not include routine maintenance activities such as snow removal, minor surface repair of
roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of
floor coverings, or minor reconstruction or alteration of existing structures.
Based upon the above definitions, Weld County's Public Works 2005 budget would be allocated
as follows by the above categories:
TOTAL HUTF STATE LOCAUOTHER
Bridge Construction $ 2,711,595 $ 0 $ 2,711,595
Graders 3,624,582 3,624,582 0
Maintenance Support 1,730,521 1,730,521 0
Trucking 3,065,000 1,570,000 1,495,000
Mining 2,260,775 0 2,260,775
Administration 861,623 861,623 0
Municipalities 1,579,747 0 1,579,747
Public Works:
R-o-w 1,011,000 0 1,011,000
Miscellaneous 432,500 0 432,500
Strategic Roads 4,605,541 0 4,605,541
Part-time 1,038,500 0 1,038,500
Asphalt 2,315,000 353,274 1,961,726
Slurry Chip Seal 77,000 0 77,000
Contract 1,850,871 0 1,850,871
$27,164,255 $ 8,140,000 $19,024,255
Based upon the above allocation Weld County, at a minimum, must competitively bid out asphalt
totaling $353,274 and truck hauling of$1,570,000. However it is anticipated that, in addition to the
minimum required by law, Weld County will bid out an additional $1,961,726 in asphalt purchases
and contracts for overlays,reconstruction and chip and seal of$1,927,871,for a total of$5,812,871
in bid projects for 2005. A major portion of the$4,605,541 earmarked for Strategic Roads may also
be contracted, which raises the potential bid project amount to $10,418.412.
Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the
1995 budget; therefore, it is not demonstrated in this budget document.
223
PUBLIC WORKS FUND
SUMMARY OF REVENUE
2005
ACCOUNT NUMBER 2004 2005 2005 2005
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES 4,992,602.00 4,576,371.00 4,576,371.00 5,987,855.00
2000 90100 4130 SPECIFIC OWNERSHIP TAXES 5,750,000.00 5,875,000.00 5,875,000.00 5,875,000.00
TOTAL TAXES 10,742,602.00 10,451,371.00 10,451,371.00 11,862,855.00
LICENSES&PERMITS
2000 90100 4221 PERMITS 175,000.00 250,000.00 250,000.00 250,000.00
INTERGOVERNMENTAL REVENUE
2000 90100 4312 MINERAL LEASING 72,000.00 80,000.00 80,000.00 80,000.00
2000 90100 4316 GRAZING ACT 10,000.00 15,000.00 15,000.00 15,000.00
2000 90100 4318 PAYMENT IN LIEU OF TAXES 50,000.00 50,000.00 50,000.00 50,000.00
2000 90100 4334 HIGHWAY USER 8,140,000.00 8,140,000.00 8,140,000.00 8,140,000.00
2000 90100 4338 MOTOR VEHICLE REG 320,000.00 320,000.00 320,000.00 320,000.00
2000 90100 4340 GRANTS 1,200,000.00 826,400.00 826,400.00 826,400.00
TOTAL INTERGOVERNMENTAL REVENUE 9,792,000.00 9,431,400.00 9,431,400.00 9,431,400.00
N MISCELLANEOUS
r 2000 90100 4680 OTHER 2,724,433.00 1,389,000.00 1,389,000.00 1,389,000.00
2000 90100 4820 COMPENSATION FOR LOSSES 1,000.00 1,000.00 1,000.00 1,000.00
TOTAL MISCELLANEOUS 2,725,433.00 1,390,000.00 1,390,000.00 1,390,000.00
TOTAL PUBLIC WORKS FUND 23,435,035.00 21,522,771.00 21,522,771.00 22,934,255.00
PUBLIC WORKS FUND
SUMMARY OF EXPENDITURES
2005
ACCOUNT# 2004 2005 2005 2005
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
2000 30100 ADMINISTRATION 816,351.00 843,862.00 843,862.00 861,623.00
2000 32100 TRUCKING 3,130,953.00 3,021,473.00 3,021,473.00 3,065,000.00
2000 32200 MOTORGRADER 3,220,174.00 3,530,557.00 3,530,557.00 3,624,582.00
2000 32300 BRIDGE 2,659,911.00 2,686,568.00 2,686,568.00 2,711,595.00
2000 32400 MAINTENANCE SUPPORT 1,701,192.00 1,688,854.00 1,688,854.00 1,730,521.00
2000 32500 OTHER PUBLIC WORKS 9,304,612.00 10,302,871.00 10,302,871.00 11,330,412.00
2000 32600 MINING 1,769,589.00 2,228,730.00 2,228,730.00 2,260,775.00
2000 56200 CITIES AND TOWNS 1,359,143.00 1,195,804.00 1,195,804.00 1,579,747.00
2000 99999 SALARY CONTINGENCY 0.00 254,052.00 254,052.00 0.00
TOTAL PUBLIC WORKS FUND 23,961,925.00 25,752,771.00 25,752,771.00 27,164,255.00
N)
N
km
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary; coordinates
complaints; and maintains cost accounting records on projects.
,. FACTUAL BUDGETEDD ' REQUESTED, FINAL
RESOURCES LAST FY. CURRENT FYI= ,NEXT FY NEXT FY
Personnel Services $ 420,508 $ 519,952 $ 553,952 $ 571,713
Supplies 52,750 61,000 51,000 51,000
Purchased Services 201,720 222,899 213,410 213,410
Fixed Charges 0 500 500 500
Contra Expense -714 0 0 0
Capital 23,788 12,000 25,000 25,000
Gross County Cost $ 698,052 $ 816,351 $ 843,862 $ 861,623
Revenue 0 0 0 0
Net County Cost $ 698,052 $ 816,351 $ 843,862 $ 861,623
Budget Positions 8 8 9 9
SUMMARY OF CHANGES: Salaries increased$34,000 to move seasonal employee to a full-time
Engineering Tech I, Step 3. Small Items of Equipment increased $1,000 based on anticipated
needs. Computer Software and Attachments increased $15,000 based on software needs for the
Pavement Management System and to support existing software. Other Operating Supplies
decreased $26,000 based on anticipated needs and 2003 actual costs. Postage and Freight
decreased $1,500 based on actual costs for the past two years. Publications and Subscriptions
decreased $500 based on historical costs. Memberships and Registrations decreased $4,500 in
order to fund training and associated costs. Memberships/dues are the only amounts to be paid
from this account. Utilities increased $2,000 based on historical usage. Medical Services
increased $600 based on 2005 anticipated needs. Data Processing Services decreased $10,000
to better reflect actual historical costs. Vehicle Expense increased $4,411 based on figures
provided by the Accounting Department. Repair and Maintenance Equipment increased $4,000
based on 2003 actual costs. Travel and Meetings decreased $14,000 as training and associated
costs will now be paid from the 6400 line item. Only direct reimbursements for travel, mileage,
meals, lodging, and meeting supplies will be paid from this line item. Training was added in the
amount of$10,000 to fund training and associated costs. Computer Equipment increased $13,000
based on actual 2003 costs.
Final budget adjustments include an increase in salaries of$17,761.
226
ADMINISTRATION
(CONTINUED)
2000-30100
OBJECTIVES: 1) Keep the general public satisfied regarding the condition of the roadways and
the efficiency of the operations; 2) Try to find solutions to any problems that may arise within the
Public Works Department; 3) Provide professional, accurate, efficient and responsive information
to the Board of County Commissioners, citizens and departments of Weld County.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Accurately monitor and report activities of
the department according to current
reporting methods and performance
standards
Perform administrative duties with less than
1% error
Efficiency Measures
FTE's per 10,000/capita 0.39 0.38 0.37
Per capita cost (county support $3.44 $3.92 $4.01
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Moving Engineering
Tech I from seasonal to permanent was done mid-year, since the position has been used year
around the last two years. Service and supply line item changes are justified and better reflect
historical expenditure patterns, and are down $19,489.
BOARD ACTION: The Board approved the mid-year decision to make the Engineer Tech I
position permanent. On November 1, 2004, the Public Work Operations Manager was upgraded
from Grade 60 to grade 65, with the position assuming the contract manager responsibility for the
Motor Pool.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - -2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 14 assigned truck tractors and trailers, 4 loaders, and
6 dump trucks. Responsible for organizing and supervising the County Community Service Work
program.
"T" BUDGETED ;:r s.REQUESTED =' t FINAL
RESOURCES' LAST'FY .tCURRENT FY NEXT FY NEXT FY
Personnel Services $ 672,398 $ 685,060 $ 693,060 $ 736,587
Supplies 6,700 12,000 12,000 12,000
Purchased Services 2,267,884 2,431,893 2,314,413 2,314,413
Fixed Charges 0 2,000 2,000 2,000
Capital -648 0 0 0
Gross County Cost $ 2,946,334 $ 3,130,953 $ 3,021,473 $ 3,065,000
Revenue 0 0 0 0
Net County Cost $ 2,946,334 $ 3,130,953 $ 3,021,473 $ 3,065,000
Budget Positions 14 13 13 13
SUMMARY OF CHANGES: Overtime was increased $8,000 based on anticipated overtime for
2005. The amount of$2,310 was moved from Other Operating Supplies to Uniforms and Clothing
to fund outerwear and steel-toed boot reimbursements. Contract Payments decreased by$73,167
due to the decreased per hour rate for contract truck hauling (2003 per hour rate was $43.70,
compared to the 2005 per hour rate of $42.65, per the two-year contract). Vehicle Expense
decreased $39,113 based on calculations provided by the Accounting Department. Repair and
Maintenance Other decreased $5,200 as tarp repair costs were moved to line item 6384 because
of repairs being made through the Motor Pool.
Final budget adjustments include an increase in salaries of$43,527.
OBJECTIVES: 1) Haul all gravel material needed for the gravel plan and capital improvement
projects. This consists of maintaining good, sound roads for the general public, upgrade of roads
for gravel, hauling all asphalt material for overlay and major patch work, and clearing of roads of
snow in the winter.
228
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Tons of asphalt hauled 97,000 100,573 104,275
Tons of material hauled 695,000 700,000 700,000
Miles of road graveled 401 474 400
Efficiency Measures
FTE's per 10,000/capita 1.56 1.60 1.65
Per capita cost (county support) $14.89 $14.49 $14.28
Effectiveness Measures (desired results)
Operate within budget limits: As the end of
April, 2003, the Trucking Division has
expended 23% of the budgeted
overtime. The busy work season has
begun and that ratio will show a steady
increase. 111% 100% 100%
Complete the annual gravel plan: As of the
end of April, 2003,44% of the gravel plan
has been completed. We have spent
20% of the amount budgeted for contract
hauling. 100% 100% 100%
Confirm 100% of individual complaints and
address problems within 30 days. 100% 100% 100%
Respond to service calls within 24 hours. 100% 100% 100%
Meet established Codes, policies, and
practices 100% 100% 100%
95% attendance at all safety meetings 93% 95% 95%
All PPE equipment used as required 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader- -2000-32200
DEPARTMENT DESCRIPTION: Fleet of 38 motor graders,30 grader zones, 21 grader stations,
seven pickups, and two mowing tractors responsible for the upkeep of gravel roads in Weld County
(approximately 2,500 miles).
.arm r'
ACTUAL BUDGETEDREQUESTED FINAL
RESOURCES t3 LASTaF„Y¢•. CURRENT FY '`NEXT FY . NEXT FY
Personnel Services $ 1,732,181 $ 1,848,774 $ 1,872,414 $ 1,966,439
Supplies 62,189 137,000 176,811 176,811
Purchased Services 1,070,775 1,052,400 1,272,332 1,272,332
Fixed Charges 174,924 182,000 182,000 182,000
Contra Expense -1,323 0 0 0
Capital 0 0 0 0
Gross County Cost $ 3,038,746 $ 3,220,174 $ 3,503,557 $ 3,597,582
Revenue 0 0 0 0
Net County Cost $ 3,038,746 $ 3,220,174 $ 3,503,557 $ 3,597,582
Budget Positions 37 38 38 38
SUMMARY OF CHANGES: Salaries increased $3,320 to move a Service Worker III to Lead
Worker. Overtime increased $20,320 due to anticipated overtime for 2005. Uniforms and Clothing
was added in the amount of$6,600 to fund outerwear and steel-toed boot reimbursements. Other
Operating Supplies increased $39,811 based on experience and water usage estimates for dust
palliative and roving maintenance activities. Public Works anticipate expending an additional 10%
for water usage fees for 2005. This line item was reduced $6,600 to fund outerwear and boot
reimbursements from the Uniforms and Clothing line item. Utilities increased $1,804 based on
anticipated costs for grader shed utilities in 2005. Vehicle Expense increased $213,028 based on
increased fuel costs and fuel delivered to grader sheds (approx. 250,000 gallons X$1.63/gallon).
Figure not included in costs provided by the Accounting Department. Repair and Maintenance
Other increased $5,100 based on experience.
Final budget adjustments include an increase in salaries of$94,025.
OBJECTIVES: Maintain 2,500 miles of gravel roads, provide support to capital improvement
construction projects and intergovernmental agreements, and conduct snow removal on 800 miles
of paved roads as needed.
230
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Snow Removal Lane Miles 33,710 33,000 33,000
Grading Lane Miles 175,910 175,000 175,000
Miles of Upgrade on Aggregate Surfaced
Roads 10 8 8
Efficiency Measures
FTE's per 10,000/capita 1.82 1.83 1.77
Per capita cost (county support) $14.97 $15.44 $16.76
Effectiveness Measures (desired results)
Spread gravel per annual gravel plan.
Perform surface maintenance on gravel
roads.
Treat chemically treated roads per plan.
Perform roving maintenance per plan.
Confirm 100% of individual complaints and
address problems within 30 days.
Respond to service calls within 24 hours to
acknowledge concern of the caller.
All operations will meet established current
codes, policies, and practices.
95% attendance at all safety meetings.
All PPE equipment used as required.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Upgrade of lead
worker is recommended ($3,320). The upgrade will allow the grader rover work unit to have a lead
worker to direct activities. Services and supply line item increases, especially fuel costs, are
justified.
BOARD ACTION: No change. The Board approved the upgrade to lead worker.
231
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridges in the county. Division
replaces approximately 7-9 new bridges each year.
A(3TUAL „„� BUDGETED REQUESTED FINAL
RESOURCES. LAST,,.FY ' CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,150,975 $ 1,187,711 $ 1,214,311 $ 1,239,338
Supplies 493,580 608,325 596,530 596,530
Purchased Services 683,983 751,875 763,727 763,727
Fixed Charges 76,317 112,000 112,000 112,000
Contra Expense -588 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2,404,267 $ 2,659,911 $ 2,686,568 $ 2,711,595
Revenue 0 0 0 0
Net County Cost $ 2,404,267 $ 2,659,911 $ 2,686,568 $ 2,711,595
Budget Positions 22 22 22 22
SUMMARY OF CHANGES: Overtime increased $26,600 due to anticipated needs for 2005.
Small Items of Equipment decreased $26,550 based on historical figures. Uniforms and Clothing
was added in the amount of $7,830 to fund outerwear and steel-toed boot reimbursements for
employees. Other Operating Supplies increased $36,925 based on projected needs and the fact
that we will be purchasing waterproofing material for culverts. Cost of Goods Sold decreased
$30,000 based on anticipated needs for 2005. Vehicle Expense increased $2,852 based in part
on figures provided by the Accounting Department and additional fuel utilized by the Bridge division
from grader sheds not included in the Accounting Department figures. Repair and Maintenance
Other increased $9,000 based on 2003 actual costs. Net costs increased $26,657.
Final budget adjustments include an increase in salaries of$25,027.
OBJECTIVES: 1) Repair and replace old, deteriorated bridges; 2) Construct capital improvement
projects; 3)Assist with snow removal on the county road system and all parking lots.
232
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Borrow Ditch Cleaning 22 22 20
Culverts (new and repaired) 15" and 217 170 150
Larger
Number of Culverts Cleaned 30 30 30
Miles of New Construction/Reconstructed
Roads Asphalted 4.43 5.82 6.55
Efficiency Measures
FTE's per 10,000/capita 1.08 1.06 1.02
Per capita cost (county support) $11.93 $12.76 $12.62
Effectiveness Measures (desired
results)
Confirm 100% of individual complaints and address problems within 30
days.
Respond to service calls within 24 hours to acknowledge concern of the
caller.
All construction projects completed by end of year with 75% of projects
meeting individual time lines.
80% of utility locations done within 30 days of project start.
All operations will meet established current codes, policies, and practices
95% attendance at all safety meetings
All PPE equipment used as required
Maintain sufficiency rating of:
70% Good -- SR 100-50
25% Fair-- SR 49-25
5% Poor-- SR less than 25
Maintain bridge system with less than 10% restricted bridges.
All critical repairs will be completed within one year from the inspection.
75% of projects and associated tasks meet established milestones.
All construction tasks meet individual time lines.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Service and supply
increases are justified.
BOARD ACTION: No change.
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support-- 2000-32400
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for all traffic control maintenance management of
signs, barricades construction project signing, and roadway striping county-wide. Replaces and
maintains all cattle guards and conducts routine and sustained snow removal operations as
needed.
n
FACTUAL BUDGETED , s=.REQUESTED FINAL
RESOURCES ST FY CURRENT FY:= Y NEXT FY; : NEXT FY
Personnel Services $ 815,781 $ 847,088 $ 845,088 $ 886,755
Supplies 301,785 489,350 452,600 452,600
Purchased Services 344,778 360,754 387,166 387,166
Fixed Charges 0 4,000 4,000 4,000
Contra Expense -678 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,461,666 $ 1,701,192 $ 1,688,854 $ 1,730,521
Revenue 0 0 0 0
Net County Cost $ 1,461,666 $ 1,701,192 $ 1,688,854 $ 1,730,521
Budget Positions 16 16 16 16
SUMMARY OF CHANGES: Overtime decreased $2,000 based on anticipated needs for 2005.
Small Items of Equipment increased $500 based on usage for 2003. Uniforms and Clothing was
added in the amount of $5,300 to fund outerwear and steel-toed boot reimbursements. Other
Operating Supplies was decreased $5,300 because outerwear and boot reimbursements will be
paid from line item 6248. This line item was decreased an additional $2,650 based on anticipated
needs. Cost of Goods Sold decreased $34,600 based on usage for the past two years. Contract
Payments was added in the amount of$3,000 to fund contract sign maintenance and traffic control.
Vehicle Expense increased $20,812 based in part on calculations provided by the Accounting
Department and anticipated fuel to be utilized from grader sheds (figure not included in Accounting
Department figures). Repair and Maintenance Other increased $2,600 based on anticipated costs
for repairs by non-contracted vendors. Overall budget is down $12,338.
Final budget adjustments include an increase in salaries of$41,667.
234
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
OBJECTIVES: 1) Assure safe travel for the general public by maintaining clearly marked roads
and bridges,along with responding to the culverts, cattle guards, and potholes on both asphalt and
gravel roads; and 2)Assist with the plowing of snow and cindering of county roads.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Lane Miles of Pavement Markings 1,350 1,350 1,350
Cattle Guard Repairs 71 62 54
Cattle Guard Replacements 9 9 8
Tons of Asphalt Laid 95,634 100,199 99,779
Efficiency Measures
FTE's per 10,000/capita 0.79 0.78 0.75
Per capita cost (county support) $7.20 $8.16 $8.06
Effectiveness Measures (desired results)
Confirm 100% of individual complaints and address problems within 30
days.
Respond to service calls within 24 hours to acknowledge concern of the
caller.
All construction projects completed by end of year with 75% of projects
meeting individual time lines.
Maintain Pavement Quality Index of:
Greater than 70% Good -- PQI 8-10
25% Fair-- PQI 6-7
Less than 5% Poor-- PQI 6-0
Replace stop signs within 8 hours of notification.
Replace warning advisory and regulator signs within 6 working days of
receiving complaint.
Complete 100% centerline and 50% shoulder line striping annually.
75% of projects and associated tasks meet established milestones.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
235
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works -- 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All contract
payments for bridge grants and road construction projects and asphalt material for the blade patch
program are included in this budget unit.
` , ACTUAL BUDGET D REQUESTED FINAL
RESOURCES ' •-,,LAST FY C RRENT EY, NEXT.FY NEXT.FY
Personnel Services $ 1,005,096 $ 893,801 $ 1,038,500 $ 1,038,500
Supplies 2,152,273 2,795,008 2,402,000 2,402,000
Purchased Services 1,951,965 5,615,303 6,861,871 7,889,412
Fixed Charges 585,155 500 500 500
Contra Expense 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 5,694,489 $ 9,304,612 $ 10,302,871 $ 11,330,412
Revenue 0 0 0
Net County Cost $ 5,694,489 $ 9,304,612 $ 10,302,871 $ 11,330,412
Budget Positions -- - - - - - -
SUMMARY OF CHANGES: Salaries increased$111,199 due to a new position request,changing
an existing position, and historical costs for 2003. The changes include $29,085 for one new 12-
month position and$2,423 is to change a 10-month position into an 11-month position. A deduction
of $24,000 was made because hourly employee will be moved to a full-time Engineering Tech
position. Overtime decreased $500 based on anticipated needs per division for 2005.
Unemployment Insurance increased $3,000 based on a steady increase since 2001. Health
Insurance increased $20,000 based on historical figures. FICA increased $11,000 based on an
increase for the past several years.
Road Construction Supplies decreased $323,008 based on the capital improvement plan. Other
Operating Supplies decreased $70,000 because materials for Calpine (WCR 51) will not be
purchased. Other Purchased Services was added in the amount of$2,000 to fund state stormwater
permits. Contract Payments decreased $363,816 based on the capital improvement plan. Other
Professional Services was decreased $9,500 since expenditures were moved to other line items.
Strategic Roads increased $2,595,925 for work to be completed on roads within the strategic
corridor. Right-of-Way Purchases increased $453,500 based on the capital improvement plan.
236
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
OBJECTIVES: This budget unit provides for hourly employees, road and bridge contracts, bridge
grants, a roadway classification study, and purchase of asphalt for road repair.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments 20 6 12
Efficiency Measures
FTE's per 10,000/capita n/a n/a n/a
Per capita cost (county support) $28.11 $44.63 $52.77
Effectiveness Measures (desired results)
95% of all contracted construction projects will not exceed 10% of original
contract amount.
Submit 5-Year Plan to BOCC by October 1 for future year.
All construction projects completed by end of year with 75% of projects
meeting individual time lines.
Maintain Pavement Quality Index (PQI) of:
Greater than 70% Good -- PQI 8-10
25% Fair- - PQI 6-7
Less than 5% Poor- - PQI 6-0
Maintain sufficiency rating of:
70% Good - - SR 100-50
25% Fair- - SR 49-25
5% Poor- - SR Less than 25
Retreat 100% of existing treated roads annually.
All construction tasks meet individual time lines.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is reflective
of the capital plan for 2005 , and the strategic road plan. The new 12-month position for the Grader
Division is recommended. Creation of full-time Engineering Tech in Administration with a deduction
of the cost in this budget was done mid-year.
BOARD ACTION: Strategic road funding was increased $1,027,541 with the County Council's
approval to exceed the Home Rule Charter 5% property tax limitation by$1,411,484. An additional
$383,943 went to the municipal shareback budget.
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - -2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county-owned quarries.
•- ACTUAL ? DGETED REQUESTED FINAL
RESOURCES 'x LAST FY .`� ./CU RENT FY NEXTIIFY NEXT FY
Personnel Services $ 530,020 $ 575,776 $ 567,977 $ 600,022
Supplies 347,562 592,000 837,760 837,760
Purchased Services 658,717 598,713 819,493 819,493
Fixed Charges 0 2,000 2,000 2,000
Machnry/Equip Rent 0 1,100 1,500 1,500
Contra Expense -561 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,535,738 $ 1,769,589 $ 2,228,730 $ 2,260,775
Revenue 0 0 0 0
Net County Cost $ 1,535,738 $ 1,769,589 $ 2,228,730 $ 2,260,775
Budget Positions 11 11 11 11
SUMMARY OF CHANGES: Overtime decreased$7,799 based on anticipated needs for 2005 and
decreased overtime costs for 2003. Road Construction Supplies increased $245,760 based on
permitting for the Hokestra Pit, Sheep Draw Pit, and Derr pit for 2005 and anticipated royalty
payments for various pit owners in 2005. Uniforms and Clothing was added in the amount of
$2,200 to fund outerwear and steel-toed boot reimbursements for full-time employees. Other
Operating Supplies decreased $2,200 because outerwear is now funded from the 6248 line item.
Other Professional Services decreased $3,000 based on anticipated needs for 2005. Vehicle
Expenses increased$223,780 based on figures provided by the Accounting Department and higher
fleet maintenance and anticipated increased fuel costs. Machinery and Equipment Rental
increased $400 based on 2005 needs. Overall budget is up $459,141.
Final budget adjustments include an increase in salaries of$32,045.
238
MINING
(CONTINUED)
2000-32600
OBJECTIVES: Provide suitable and sufficient aggregate in support of 2,500 miles of county road
maintenance activities, capital improvement projects,and emergency repairs. Also responsible for
compliance of all state and federal mining regulations and supporting snow removal operations.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Tons of Gravel Crushed 487,477 485,000 412,000
CR
39,478
STAB
Screened Material Tons 0 0 30,000
Efficiency Measures
FTE's per 10,000/capita 0.54 0.53 0.51
Per capita cost (county support) $7.57 $8.49 $10.53
Effectiveness Measures (desired results)
Complete 100% of department's crushing and screening needs for annual
maintenance and construction
As of April, 2004: 26% of material needs complete with 27% of annual
budget expended.
All operations will meet established current codes, policies, and practices.
95% attendance at all safety meetings.
All PPE equipment used as required.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Big increases are
fuel ($223,780), and permitting of pits ($245,760).
BOARD ACTION: No change.
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants-in-Aid to Cities and Towns -- 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C. R. S., 1973, 50 percent
of the mill levy collected by the county on assessed values within incorporated municipalities to
maintain county roads is paid to municipalities.
„ . .r, . el
ACT 4 UA x `%?R
`• BUDGETEDEQUESTED>; y FINAL
cr,RESOURCES = UAST -FeinY :CURRENT FY 'NEXT FY- :` NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 1,296,200 1,359,143 1,195,804 1,579,747
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,296,200 $ 1,359,143 $ 1,195,804 $ 1,579,747
Revenue 0 0 0 0
Net County Cost $ 1,296,200 $ 1,359,143 $ 1,195,804 $ 1,579,747
Budget Positions - - -- - - - -
SUMMARY OF CHANGES: Budget is based on the final assessed value of the municipalities with
the 2005 mill levy applied.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Municipal shareback increased by $383,943 in the Final Budget with the
County Council granting an excess mill levy of $1,411,484 above the 5% Home Rule Charter
property tax limitation.
240
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