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Y """ TT �t } Ht3�"n��.� fm• 1 .y. y {3 '\ h �¢1.. :� µ1^+ .b t.�, 1,-.4)...4......,..::4`'} ..„ 'Cl1"1.44•71* d Y•+..� Y . }q, yarn"<C a: ce v ` x. . - t.".t ;t oh JY " T - 44 �. w•, ay3 * sY 'fie •r +s{w' .�y 2004-3644 #.--,-14° ' 44.1.Fn .ic'++: :.' a .. I.� ,d ° 'r f { ,&.r ». .„-4...'.1'.';.` r , -: F . `se ..,.r.. _. COUNTY OF WELD 2005 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Robert D. Masden, Chair William H. Jerke, Pro-Tern M. J. "Mike" Geile, Commissioner David E. Long, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN September, 2004 lURe COLORADO 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 Summary of Fund Balances 69 Governmental Funds - 2003 - 2005 Summary of Estimated Financial Sources and Uses 70 PAGE SUMMARY OF FUNDS (CONTINUED): 2004 Assessed Values to be Used for 2005 Budget 71 Net Program Cost 72 Summary of 2003 Allocated Costs Applicable for 2005 74 Ten Year Trend Data: Beginning Fund Balance 75 Cumulative Percent Increase: Expenditures 76 Weld County-Organizational Chart 77 Summary of County Funded Positions 78 GENERAL FUND: Graph -- General Fund Revenue Changes 81 Graph -- General Fund Expenditure Changes 82 Ten Year Trend Data: General Government 83 Public Safety 84 Health and Welfare 85 Narrative Fund Summary 86 Summary of Revenue 87 Summary of Expenditures 90 Office of the Board 93 County Attorney 95 Public Trustee 97 Clerk to the Board 100 Clerk and Recorder: Recording/Administration 102 Elections 104 Motor Vehicle 106 Treasurer 108 Assessor 110 County Council 112 District Attorney: Ten Year Trend Data 114 Budget Unit Summary 116 Victim/Witness Assistance 118 Finance and Administration 120 Accounting 122 Purchasing 124 Personnel 126 Planning and Zoning 128 Buildings and Grounds 131 Computer Services 133 Geographical Information System 135 Capital Outlay 137 Printing and Supplies 139 Sheriffs Office: Ten Year Trend Data 141 Budget Unit Summary-All Departments 142 Sheriff Administration 143 Sheriff Operations 145 ii PAGE Sheriffs Office (Continued): Traffic Enforcement 147 County-wide Animal Control 149 Regional Forensic Laboratory 151 Multi-Jurisdictional Drug Task Force 153 North Jail Complex 155 Centennial Jail 158 Office of Emergency Management 160 Communications - County Wide 162 Communications System Development 166 E-911 Administration 167 Criminal Justice Information System 168 Coroner 170 Community Corrections 172 Building Inspection 174 Weed and Pest 177 West Nile Virus Program 179 General Engineering 181 Missile Site Park 184 Airport 186 Senior Programs 187 Waste Water Management 188 Developmentally Disabled 189 Mental Health 191 Child Advocacy Center 193 Transfers: Agency on Aging 194 Health Department 195 Economic Development 196 Building Rents 198 Non-Departmental 200 Community Agency Grants 202 Extension Service 204 County Fair 206 Veteran's Office 208 Island Grove Building 210 Contingency (Salary) 211 PUBLIC WORKS FUND: Graph -- Revenues 213 Graph -- Revenue Changes 214 Graph -- Expenditures 215 Graph --Ten Year Trend Data 216 Narrative Fund Summary 217 Concerning Local Accountability for Money Used for Highway Purposes 218 Construction Bidding for State-Funded Local Projects 219 Summary of Revenue 220 Summary of Expenditures 221 Administration 222 iii PAGE PUBLIC WORKS (CONTINUED): Motor Grader 224 Bridge Construction 226 Maintenance Support 228 Other Public Works 230 Mining 232 Grants-in-Aid to Cities and Towns 234 Contingency (Salary) 235 Non-Departmental Revenue 236 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 237 Graph -- Social Services Expenditures 238 Graph --Ten Year Trend Data 239 Fund Narrative 240 Summary of Revenue 244 Summary of Expenditures 245 County Administration 246 Non Program Revenue 248 Other Programs 249 Child Support Administration 251 Temporary Assistance to Needy Families & Administration 253 Aid to Needy Disabled 255 Child Care 257 Old Age Pension 259 Child Welfare and Administration 261 Core Services 263 LEAP Program and Administration 265 General Assistance 267 HEALTH FUND: Graph -- Health Fund Revenue 269 Graph -- Health Fund Expenditures 270 Graph -- Ten Year Trend Data 271 Narrative Fund Summary 272 Summary of Revenue 275 Summary of Expenditures 276 Budget Unit Summary -All Departments 277 Administration 279 Non-Program Revenue 281 Health Promotion Programs 282 Community Health Services 284 Environmental Health Services 286 HUMAN SERVICES FUND: Graph --Ten Year Trend Data 289 Narrative Fund Summary 290 Summary of Revenue 291 Summary of Expenditures 293 iv PAGE HUMAN SERVICES FUND (CONTINUED): Head Start Program 295 Migrant Head Start 296 Preschool Fund 297 Job Service (Wagner/Peyser) 298 Summer Job Hunt 299 Employment First 300 Temporary Assistance to Needy Families 301 Consumer Navigator 302 Workforce Investment Act-Administration - 303 Workforce Investment Act -Adult Program 304 Workforce Investment Act - Youth Program 305 Workforce Investment Act- Statewide Activities Grant 306 Workforce Investment Act- Dislocated Worker Program 307 Educational Lab 308 AmeriCorps Program 309 AAA Administration 310 AAA Support Services 311 AAA Congregate Meal 313 AAA Home Delivered Meals 314 AAA Health Services 315 AAA Elder Abuse Grant 316 AAA Special Ombudsman 317 AAA Single Entry Point 318 Federal Transit Grant 319 AAA Other Programs 320 AAA State Funds 321 Medicaid Transportation 322 Supplemental Foods 323 Community Services Block Grant 324 Multi-Disciplinary Youth Assessment 325 Tony Grampsas Youth Services 326 Part E Family Caregiver Support 327 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 329 Conservation Trust Fund Summary of Revenue 330 Summary of Expenditures 331 Budget Unit Summary 332 Contingency Fund: Summary of Revenue 336 Summary of Expenditures 337 Budget Unit Summary 338 Emergency Reserve Fund: Summary of Revenue 339 Summary of Expenditures 340 Budget Unit Summary 341 v PAGE Solid Waste Fund Summary of Revenue 342 Summary of Expenditures 343 Code Enforcement 344 Budget Unit Fund Summary 346 CAPITAL FUNDS: Graph --Ten Year Trend 349 Narrative Summary of Fund 350 Summary of Revenue 351 Summary of Expenditures 352 Budget Unit Summary 353 Long Range Capital Projects Five-Year Plan 355 PROPRIETARY FUNDS: Narrative Summary of Funds 391 Paramedic Services Enterprise Fund: Summary of Revenue 392 Summary of Expenditures 393 Budget Unit Summary 394 IGS - Motor Pool Fund Summary of Revenue 397 Summary of Expenditures 398 Budget Unit Summary - Motor Pool Administration 399 Budget Unit Summary - Motor Pool Equipment 401 IGS - Health Insurance Fund: Summary of Revenue 406 Summary of Expenditures 407 Budget Unit Summary 408 IGS - Insurance Fund: Summary of Revenue 410 Summary of Expenditures 411 Budget Unit Summary 412 IGS - Phone Services Fund: Summary of Revenue 414 Summary of Expenditures 415 Budget Unit Summary 416 Weld County Finance Authority Summary of Revenue 419 Summary of Expenditures 420 Budget Unit Summary 421 GLOSSARY 423 vi ru 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 oavxmo� DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 O FAX: (303) 352-0242 rit 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 COLORADO September 1, 2004 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2005 proposed budget for operations and capital outlay totals a gross amount of $143,840,560, with a net of$140,759,669 when interfund transfers are excluded. The Internal Service Funds total an additional$8,499,359. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$79,639,402, anticipated fund balances of$29,185,000,and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$56,017,532. 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 lowwith 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 away from agriculture has made Weld County much more like the statewide economy and the metro-Denver area. In the last year,Weld County has seen 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 ifs 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 of the county's citizens 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 challenge 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. 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$135,656,934 in 2005,an increase of 6.19 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% $ 56,017,532 41.3 $ 2,667,502 Other Taxes 3,797,853 3.0 5,900,000 4.4 2,102,147 Licenses and Permits 1,989,400 1.6 2,064,620 1.5 75,220 Intergovernmental Revenue 37,596,009 29.4 40,550,931 29.9 2,954,922 Charges for Services 4,316,156 3.4 4,532,516 3.3 216,360 Ambulance Fees 8,340,000 6.5 8,865,667 6.5 525,667 Miscellaneous Revenue 5,545,992 4.3 4,255,709 3.1 (1,290,283) Fee Accounts 5,402,000 4.2 5,552,000 4.1 150,000 Internal Service Charges 7,411,064 5.8 7,917,959 5.9 506,895 TOTAL $127,748,504 100.0% $135,656,934 100.0% $ 7,908,430 5 Expenditures byfunction for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$149,259,028 for 2005,which is an increase of 9.25 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% $ 20,194,760 13.5% $ 525,717 Social Services 16,158,615 11.8 18,048,700 12.1 1,890,085 Road and Bridge 23,961,925 17.4 25,752,771 17.3 1,790,846 Public Safety 26,091,944 19.1 27,137,360 18.2 1,045,416 Human Services 11,600,226 8.5 12,521,726 8.4 921,500 Health 5,862,516 4.3 6,776,375 4.5 913,859 Capital 3,740,000 2.7 6,755,000 4.5 3,015,000 Public Works 1,292,473 1.0 1,388,292 .9 95,819 Contingency 8,575,000 6.3 8,850,000 5.9 275,000 Miscellaneous 1,894,504 1.4 3,197,737 2.2 1,303,233 Culture and Recreation 1,036,054 .8 833,654 .6 (202,400) Auxiliary 425,621 .3 437,627 .3 12,006 Paramedic Services 8,340,000 6.1 8,865,667 5.9 525,667 Internal Services 7,977,864 5.9 8,499,359 5.7 521,495 TOTAL $136,625,785 100.0% $149,259,028 100.0% $ 12,633,243 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 $6,755,000, with $4,575,000 from property tax,$500,000 from an Energy Impact Grant,and$100,000 from interest. Anticipated projects include$125,000 for parks and recreation,$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 are 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 determined after the assessed value is finalized in December. The assessed value for the 2005 Budget is$2,989,555,690,which is up$505,151,667,or 20.5 percent over last year. All classes of property increased in assessed value for the year,except vacant land, which is down $12.6 million, or 11 percent. The major increase is in oil and gas due to price and production being up. Oil and gas is up$412.8 million, or74 percent. Natural resources is up$1.5 million, or 17 percent; agricultural property is up $4.1 million, or 5 percent; industrial is up $1.9 million, or 1 percent; residential property is up$63.9 million, or 7 percent; commercial property is up$23.9 million,or6 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 proposed 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 translates into a high premium increase for2005, unless changes are made. Like most major employers,Weld County is examining 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 addition to the HMO in 2005, the county will offer another option by providing consumer-driven health plans that combine a high deductible insurance policy,along with an employer contribution, to a health reimbursement account to help pay for routine health costs. The high deductible policy protects the insured from catastrophic losses,such as prolonged illness, hospitalization, or simply an unexpected period of poor health. The health reimbursement account is controlled by the individual, and is intended to pay for routine healthcare. Managing and paying for healthcare costs in the future must be a shared responsibility of both the employer and employee. To accomplish this, employees must become better consumers of healthcare by managing costs, lowering utilization,increasing awareness of the costs and choices, and promoting wellness. At the same time the county, as an employer, must offer more choices, empower the employee as a healthcare consumer, offer more education on healthcare consumption, reward wellness,and promote equity by offering different options to best fit particular employee needs. Working together,Weld County and its employees can, hopefully, achieve our joint goal of having the best healthcare possible at the lowest cost. Fund Balances: County fund balances continue to remain very healthy, with an anticipated $29,185,000 to begin 2005. This remains at one of the highest levels in many years. The strong fund balance figures have been sparked by a strong local economy the last few years,and the need to have a strong reserve with the State' budget crisis. The ending fund balances are projected at $15,582,906. 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 for future jail expansion. All other fund balance amounts are undesignated. With the above projection,ending fund balances should be $28,162,906. 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 support functions of the county,such 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$525,717. 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 increased$46,678 in costs due to contract cost-of-living changes. 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 $1,045,416. A major increase is the full funding of overtime for the Sheriffs Office of$629,520, which has not been totally funded in the past. The Sheriffs 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 which continues to increase. 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. The West Nile control program is up$31,213 with more towns participating. However, in the final budget, the budget of $471,056 for West Nile may be shifted to Traffic Enforcement to respond to the growing number of traffic fatalities in Weld County. Other significant changes include Engineering,which is up$95,819 due to personnel changes and professional services costs. The Health Department subsidy is up $133,733 due to salary increases. 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$1,417,736 at$30,152,771, of which$8,630,000 is fund balance. Municipal share-back is funded at$1,195,804. 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$1,568,384 to$3,578,000 for work to be completed on roads within the strategic corridor, specifically,WCR 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 $56,017,532, the maximum amount under the Weld County Home Rule Charter's 5 percent property tax limitation. 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. 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$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. 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 9 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 yours, Donald D. Warden, Director Finance and Administration 10 ABOUT WELD COUNTY Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county i .. seat was moved from St. Vrain to Latham (three miles east of sd.tir * g the present Greeley) to Evans, to Greeley, to Evans again, and NtiL Tv tip finally in 1877, returned to Greeley. = A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900's. Originally they came as railroad workers; many soon worked in the productive beet fields and eventually became prosperous landowners. Weld County's Spanish-surname population began to arrive during the mid 1920's as laborers for the sugar beet industry. 11 Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926. LIVABILITY Weld County. Its livability is just one of the features that make it a better place to be. Abundant Colorado sunshine, low humidity, cool, summer nights and mild winters provide a climate people appreciate. Recreational opportunities are almost endless. Much of Weld County is within an hour's distance of the majestic Rocky Mountains. Sports fans don't have far to go to cheer for their favorite professional teams in Denver. Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer life on the Colorado plains. The Meeker Museum in Greeley is a national historic site. Fort Vasquez In southern Weld County has an exciting history as an early Colorado trading post. The Greeley Philharmonic Orchestra is the oldest symphony orchestra west of the Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of " America's premier college dramatic organizations. , ,',y North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major tt4 " 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, ‘,4' z 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. LIII) INDUSTRY Numerous industrial sites are located throughout WeldCounty. Fully developed rail and non-rail parks; undevelopedparcels, many zoned and with rail utilities adjacent to theproperty; a variety of industrial and commercial sites; andavailability of both new and renovated prime office space areindicative of this area's attitude toward growth. Convenient access to every type of supply artery facilitates the industrial possibilities in Weld County. Major employers who already call Weld County "home" include: KODAK SWIFT FOODS STATE FARM INSURANCE NORTHERN COLORADO MEDICAL CENTER HARSH INTERNATIONAL PLATTE VALLEY STEEL HENSEL-PHELPS CONSTRUCTION STARTEK BURRIS COMPANY, INC. METAL CONTAINER CORPORATION ROCHE CONSTRUCTORS RR DONNELLEY NORWEST 13 ra:11 Iliac COLORADO -7711- TIT 81:1311 V1/1 W ADI1Od aNd 2nssl R do SLN I Od 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 challenge 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 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 14 Early warning budget work session and community agency requests. October 19 and 21 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 EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"userfriendly"document,designed to enhance policy makers', managers', and citizens'understanding of major issues,resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures,describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review,and adoption process,includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services,surveys, town meetings, citizen input,and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities,and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows 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 Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. 19 In summary,Weld County's budget process is virtually a year-around process,combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input,policymakers,county departments and offices, and teamwork. The following two pages show the process graphically. 20 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM FORMULATION /: TPOLICY Analyze Community Needs CommunityF Develop County-Wide Goals Long Range Planning Assess Prior Year's Performance Capital Improvements Assessment P P Review Policy Alternatives • Establish General Priorities \\EstabliFisccY/If i • SUPPORT PROGRAM PROGRAM EVALUATION PLANNING Assess Program Prow am Analysis Accounting System Alternatives • Design Program Review Program Fiscal Control Define Program Cost Accounting by Program Objectives Performance Examine and Evaluate Relate to Present " Operations Alteratives Performance .Measurement Revise as Necessary Systems and Reports \ . ... :. . .:, . . .. Service BUDGETING Delivery BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Pr Develop Multi-YearogramArea Projections Schedule Action 21 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS BUDGETPOLICIES. BUDGETPROCESS IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES REVENUE POLICIES MAJOR PROGRAM GOALS POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS'1 ACCOUNTING POLICIES POLICY MATTERS:POINTS OF ISSUE INVESTMENTPOLICIES WORKLOAD DATA CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES BUDGET GUIDELINES SIGNIFICANT CHANGES ALLOCATION OF RESOURCES 1 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 SUPPORTTO 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 fora small amount of unallocated funds during the budget hearing process in October. Therefore,all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount,since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. 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 changes 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. Any additional position requests or reclassifications,as outlined in the Budget Manual, to allow Personnel to assess the need. C. PBX Phone Service Requests for phone changes in 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 35.50 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 Controller for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles,such as ambulances, patrol cars, etc. Fuel costs should be adjusted to current market conditions. 7. Postage costs are anticipated to remain 370 in 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. Any 2005 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 �oL Y2;`tl#L OPERATIONAL i9,vx:r,u .ic�i 4l,Ik,k,aAltik KIk.;Ail 1 (c.ik)lift = �, PERSPECTIVE tos [thinr, kk%I4k a-Pl 's0rrs ! , UlalI 5i y'jit'11i__✓ �.._,_''�ln,i i'et,rIMF') + O `I Ikap ke. FINANCIAL +6 toil , ,ti w.f.) HUMAN PERSPECTIVE ',`?`),,J )yrI11 ./ RESOURCES iaA4}salF 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 intragovemmental, intergovernmental and intersectoral cooperation and collaboration aimed at improving services to county citizens. NOTE: Robert S. Kaplan of Harvard Business School has determined that two perspectives, human resources and financial,are the driving indicators of operations and that operations are the primary indicators of customer service. 34 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES 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 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 of 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 met 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 balance budget annually. No debt financing of the operational budget is permitted. Weld County's policy is that under no circumstances will Weld County adopt a budget that is not balanced, even if the constitutional requirement was lifted. Revenue Diversification: Weld County encourages a diversity of revenue sources in order to improve the county's ability to handle fluctuations in individual revenue sources year to year and long term. Due to the high percentage of oil and gas assessed values Weld County also encourages the diversification of revenues for long range planning to minimize the dependence of the county's budget on oil and gas revenue fluctuations in production and price,and long range depletion of the resource in the county. Contingency Planning: Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies, cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without the impact 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 orfederal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9. Assume a local economy similar to 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 42 Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a follow-up we have been doing the last three years. Clearly identify all newly mandated program costs for the Board. Continue the county's share of partnership programs, unless a change is legally mandated, and decrease the share wherever possible. Maximize manpower avoidance or substitution methods for all departments through automation, productivity improvements, or cost cutting strategies. Recommend capital outlay expenses for equipment only when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. Continue to examine priorities,which services to provide, best way to deliver services, and most cost effective way to provide services within the constraints of TABOR. Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible. 43 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS > 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. > Evaluate program to respond to the West Nile virus. > 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 Sheriffs 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. > Evaluate program to respond to the spread of the West Nile virus into Weld County. > 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 strategic transportation system to accommodate growth in county's urbanized areas and use of the transportation impact fees. > Continue benchmark efforts for county services. >- Continue document imaging process in county departments. > Identify technology uses to improve services and cost-effectiveness of services. > Enhance public relations and communication efforts with constituents. > Implement Final Phase of the 800 MHZ radio system. > Continue implementation of e-gov strategy. > 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. > Evaluate program to respond to the West Nile virus. > 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 2003 payable in 2004, 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 governments property tax mill levy,the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county,through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts,cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes,when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent(5%),except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and,if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR)effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 48 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range county-wide Capital Improvement Plan for all major capital expenditures within the county after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Projects-Capital projects are defined as those major,non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 4. Annual Action Program-Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget-Capital assets, which include property,plant equipment,and infrastructure assets(e.g.,roads, bridges and similar items,)are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial,individual cost of more than $5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. 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 year end,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 dental and vision plans offered county employees. Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities. The only active lease is for the North Jail. Enterprise Funds Enterprise funds are established to account for operations(a)that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs(expenses, including depreciation)of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Paramedic Services Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a county-wide paramedic service for the citizens of Weld County. 54 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Director, Finance and Administration Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Controller/Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller/Treasurer Purchasing Director, Personnel/General Services Printing and Supply Director, Personnel/General Services Personnel Director, Personnel/General Services Computer Services Director, Finance and Administration Geographical Information System Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff 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 Controller/Treasurer 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 IV 3,975 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 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 III $ 13,850 Additional Engineer II 68,755 CDSI: CDSI $46,125 112,718 Mental Health: NFRBH 135,875 9,188 Health: Southwest Weld Clinic (1 FTE) 48,246 Upgrade Office Manager/Coordinator 6,819 Environmental Health Specialist (0.5 FTE) 30,381 Community Agency Grants: IGRTC 11,600 Promises for Children 10,000 Poudre River Trail 12,500 211 Information and Referral 12,000 TOTAL GENERAL FUND $2,060,724 $ 721,422 Paramedic Services Fund: Supervisor $ 82,539 Rate Increase (15%) $ -178,206 0 TOTAL PARAMEDIC SERVICES FUND $ -178,206 $ 82,539 59 WID€. COLORADO EMPLOYEE SALARY SCHEDULE AND BENEFITS SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council Longmont Salary Survey Front Range Budget Conference Budget reflects a salary adjustment of three percentwith the only benefit change being the increase in the health insurance county contribution. All other benefits remain the same. No minimum increase is provided for "grandfathered" employees. The breakout by fund is as follows: General Fund $ 1,307,311 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 $.307/$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 78,463 3,048 Forensic Laboratory 111,705 115,980 4,275 63 DEPARTMENT 2004 2005 DIFFERENCE Task Force 78,834 80,775 1,941 Coroner 256,505 266,762 10,257 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 1000-13100 Assessor None 0.5 FTE Assistant Analyst 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 1000-24200 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 2000-30100 P.W. Administration Seasonal Engineer Tech 2000-32200 Motor Grader Service Worker III Lead Worker Service Worker III 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 65 COLORADO I4) Leo • ° Imo saNnd A AU V VdINflS 'm o c&'o ALL FUNDS REVENUE $60,000,000 $50,000,000 $40,000,000 ' ®2004 $30,000,000 $20,000,000 I - , ■2005 $10,000,0$00 X N N fi5 +N„ p 7 p G) N f- X N C E 0 p C U a) f4 L.L. C) _ d •Z C co LL.. a) N E d t Cn (6 m w 2 w 5 a) U 0 c m E a O O C E m m a) LL p C C CL C 2005 Revenue Total $164,841,934 (2004 $152,638,504) Intergovernmental $40,550,931 25% Fees, $5,552,000, Licenses/Permits, 3% $2,064,620, 1% Charge for Service, Other Taxes, $4,532,516, 3% Miscellaneous, 4 Property Tax, Fund Balance, $56,017,532, 33% $29,185,000, 18% Internal Services, $7,917,959,5% Paramedic Fees, $8,865,667,5% 67 ALL FUNDS EXPENDITURES $30,000,000 $25,000,000 ❑2004 $20,000,000 II 2005 $15,000,000 — $10,000,000 — 11 $5,000,000 — $o 5 c m e 5 ay e"44 Go cod) PJ}`�c1 GmQ� �ma��`.m\°ym,�mc1 m`c�c�c�m�\� em4`mm,��o p9113' , 4m`4c `is ym��tp `yd, Q Qo�cm`m\c�' ,roam �m\ �mm `�5 \c`m�ca m`m#1 Q 2005 EXPENDITURES Total $149,259,028 (2004 $136,625,785) Contingency,$8,850,000,_ 6% Public Works,$1,388,292, 1% IrAuxiliary,$437,627,0% Social Services, I Capital,$6,755,000,5% $18,048,700,12% Health,$6,776,375,5% Paramedic Service, Public Safety, $8,865,667,6% $27,137,360,17% Internal Services, ' ir $8,499,359,6% k } `. Miscellaneous, $3,197,737,2% General Government, Road&Bridge, Human Services, $20,194,760,14% $25,752,771,17% $12,521,726,8% Culture/Recreation, $833,654,1% 68 I 2005 BUDGET SUMMARY OF FUND BALANCES 2005 BUDGET ASSESSED VALUATION:$ 2004 2004 2005 2005 2005 2005 2005 2005 2005 2005 TOTAL 2005 BEGINNING MILL BEGINNING MILL PROPERTY INTERGOVT 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 0.000 $ 39,216,161 $ 4,033,286 $ 11,701,650 $ 0 $ 58,301,097 $54,874,071 $ 3,427,026 • — SPECIAL REVENUE FUNDS: 2000 Public Works 6,799,931 2.010 8,630,000 0.000 4,576,371 9,431,400 7,515,000 0 30,152,771 25,752,771 4,400,000 2100 Social Services 1,916,450 2.013 2,000,000 0.000 5,300,000 11,810,480 0 0 19,110,480 18,048,700 1,061,780 2200 Conservation Trust 537,261 0.000 500,000 0.000 0 385,000 14,000 0 899,000 399,000 500,000 2300 Contingent 4,752,910 0.523 3,750,000 0.000 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 3,068,540 7,140,500 6,640,500 500,000 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: Lb 4000 Capital Expenditure 2,830,614 0.916 u 1,580,000 0.000 4,575,000 500,000 100,000 0 6,755,000 6,755,000 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 $ 25,760,000 0.000 $ 55,267,532 $ 40,400,431 $ 31,170,512 $ 3,080,891 $ 155,679,366 $143,840,560 $ 11,838,806 INTERFUND TRANSFER 0 0.000 0 0.000 0 0 0 -3,080,891 -3,080,891 ' -3,080,891 0 NET TOTALS $ 25,737,301 21.253 $ 25,760,000 0.000 $ 55,267,532 $ 40,400,431 $ 31,170,512 $ 0 $ 152,598,475 $140,759,669 $ 11,838,806 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 0 212,560 0 1,112,560 212,560 900,000 6300 Insurance 1,079,478 0.221 725,000 0.000 750,000 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 0.000 $ 750,000 $ 150,500 $ 7,917,959 $ 0 $ 12,243,459 $ 8,499,359 $ 3,744,100 GROSS TOTALS- 0.000 ALL FUNDS $ 29,615,836 21.474 $ 29,185,000 $ 56,017,532 $ 40,550,931 $ 39,088,471 $ 0 $ 164,841,934 $ 149,259,028. $ 15,582,906 GOVERNMENTAL FUNDS 2003 - 2005 Summary of Estimated Financial Sources and Uses REVENUES 2003 2004 2005 Taxes $ 53,660,451 $ 57,147,883 $ 61,917,532 Licenses and permits 2,216,114 1,989,400 2,064,620 Intergovernmental 35,629,136 37,596,009 40,550,931 Miscellaneous 4,071,841 5,545,992 4,255,709 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 $118,873,308 EXPENDITURES Current: General government $ 18,858,166 $ 19,669,043 $ 20,194,760 Public safety 25,167,658 26,091,944 27,137,360 Public works 22,599,263 25,254,398 27,141,063 Public health and welfare 20,116,738 22,021,131 24,825,075 Culture and recreation 581,257 1,036,054 833,654 Human services 10,742,024 11,600,226 12,521,726 Miscellaneous 2,233,085 2,320,125 3,635,364 Capital outlay 3,790,000 3,740,000 6,755,000 Contingency/ Reserves 7,500,000 8,575,000 8,850,000 Total Use of Resources $111,588,191 $120,307,921 $131,894,002 Net Increase (Decrease) in Fund Balance -7,317,709 -8,310,481 -13,020,694 Fund Balance at Beginning of Year 24,412,690 24,594,981 24,859,500 Fund Balance at End of Year-without Unspent Contingencies / Reserves 17,094,981 16,284,500 11,838,806 Contingencies/ Reserves Appropriated but not Spent 7,500,000 8,575,000 8,850,000 Fund Balance at End of Year- with Contingencies/ Reserves $ 24,594,981 $ 24,859,500 $ 20,688,806 70 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 455,309 $ 440,167 $ 895,476 ANIMAL CONTROL 257,377 7,557 264,934 PEST&WEED CONTROL 314,748 40,427 355,175 WEST NILE VIRUS 471,056 0 471,056 EXTENSION SERVICE 366,876 175,460 542,336 VETERAN'S OFFICE 60,883 19,835 80,718 AIRPORT 9,868 24,993 34,861 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 59,618 7,293 66,911 COUNTY FAIR 38,661 2,272 40,933 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 148,063 20,827 168,890 WASTE WATER MANAGEMENT 9,810 0 9,810 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,250 0 8,250 GEOGRAPHICAL INFORMATION SYSTEM 264,581 29,445 294,026 COMMUNITY AGENCY GRANTS 54,100 0 54,100 ISLAND GROVE BUILDING 85,000 0 85,000 TOTAL $ 2,898,700 $ 768,276 $ 3,666,975 GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000 PUBLIC WORKS $ 4,576,371 $ 1,031,113 $ 5,607,484 ENGINEERING 1,388,292 61,647 1,449,939 TOTAL $ 5,964,663 $ 1,092,760 $ 7,057,423 CAPITAL: EQUIPMENT $ 50,000 $ - $ 50,000 BUILDINGS 4,575,000 0 4,575,000 TOTAL $ 4,625,000 $ - $ 4,625,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 526,811 $ (526,811) $ - BUILDING&GROUNDS 3,746,608 (3,746,608) 0 FINANCE&ADMINISTRATION 338,059 (338,059) 0 ACCOUNTING 519,939 (519,939) 0 PURCHASING 112,228 (112,228) 0 PERSONNEL 509,114 (509,114) 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 2,727,785 (2,727,785) 0 PRINTING&SUPPLY 39,755 (39,755) 0 TOTAL $ 10,504,192 $ (10,504,192) $ - 73 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 r ANIMAL CONTROL 9,431 SOLID WASTE 22,913 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 O BEGINNING FUND BALANCE 0 co r el co of N 40 Con O / a O $30,000,000- o m /may '�' o v N 4 N W ri 49 eagEr $25,000,000 In co .., N co co co e4 a c CO N $20,000,000-7" 20,000,000 of rn N r . O r- N O~i In Cl. W $15,000,000-/ en a w O N N e n O $10,000,000— w w $5,000,000 $0-4011 at SI cr 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 TEN YEAR TREND TEN YEAR TREND 50 4, ®Gen Gov 45 ®Public Safety ■ ❑Roads& Bridges 40 Mill O Health &Welfare .- 34 35 ■ 4- 31 . . S;..c..., NI r.4 11;4 ■ 250 ■ . r. 20• +7 , r70Y37 - Pr tii V; 4 Fri 15 :165 v ® itI' 1 hir Pr ri{ 10 10 Li : �`4 I 1 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Cumulative Percent Increases: Weld County Expenditures 1 WELD COUNTY HOME RULE GOVERNMENT (COUNTY CITIZENS) WELD COUNTY COUNCIL [Board of County Commissioners { Assessor County Attorneyl (5 Elected Members) (5 Elected Members) JJ ► I I I ► ► f Sheriff Department of Department of 1 Department of Department of corrections Department of Law Enforcement Finance, Central Public Health and Planning Public Animal Control Works Human Forensic Lab Purchasing, and Environment Services Services Personnel Task Force Commissioner Commissioner Commissioner Code Enforcement Commissioner Coordinator Coordinator Coordinator Commissioner Emergency Management Coordinator Coordinator f f Health Director Planning Public Works Finance and Services Director Social Services Clerk and Director Administrative Health Department Director Health Board Engineering Recorder Services Director Hospital Board Road and Bridge Social Services — Pest and Weed Planning and Zoning Recording Finance Division I Building Inspection Motor Vehicle Personnel Services Paramedic 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 Il Examiner J Printing and Supply SUMMARY OF COUNTY FUNDED POSITIONS 2005 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET RECOMEND RECOMMEND 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 m Purchasing 2 2 2 2 District Attorney 43.25 48.25 50.25 48.25 Coroner 3.5 4.25 5 5 + 0.75 Centennial Jail 73 20 23 23 + 3.0 North Jail 75 132 132 132 Sheriff 15 16 16 16 Crime Lab 1 1 1 1 Drug Task Force 1 1 1 1 Building Inspection 18 17 16 16 - 1.0 Police Services 64 64 66.5 65.5 + 1.5 Traffic Enforcement 6 6 6 6 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 10 Printing & Supply 2 2 2 2 Fair 0.3 0.3 0.3 0.3 Geographical Information System 2 2 1 1 - 1.0 Animal Control 2. 2. 2. 2. . TOTAL GENERAL FUND 529.3 523.55 520.30 516.3 - 7.25 I SUMMARY OF COUNTY FUNDED POSITIONS 2005 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET RECOMMEND RECOMMEND DEPARTMENT 2003 2004 2005 2005 CHANGE PUBLIC WORKS: Maintenance Support 16 16 16 16 Administration 8 8 9 9 + 1.0 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. + 1.0 HEALTH DEPARTMENT FUND: Administration 8.5 7 7 7 Health Promotion 7.8 8.88 9.25 9.25 + 0.37 1/40 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 937.74 925.18 933.55 929.55 + 4.37 Ott 111k. COLORADO i � r ooao o \o 0 0000 a000 0 oa ooaa GENERAL FUND oofloaooaaoa 0000aooaaoo oo ❑ � ❑ oo GENERAL FUND Revenue Changes $45,000,000 - $40,000,000 $35,000,000 ®2005 $30,000,000 1 1 1 ■2004 $25,000,000 ): '' $20,000,000 k( 1 $15,000,000 i $10,000,000 ?9 $5,000,000 , 1J. �'#40 oJo� c'�� s� �c�o `0� oJy oom �`� ..- 4 tea,, o� p`�e� eeP o°e� ye to key ,. s�` Jca Q `c�0�4 �Ge awe`° �,ceg �� Gr 2005 Revenue Total $58,301 ,097 (2004 $54,211 ,956) Miscellaneous, Fund Balance, Fines/Forfeitures, $2,540,709,4% $3,350,000,6% $27,000,0% Charges for Services, $2,082,221,4% Licenses/Permits, $1,474,720,3% Property Tax, $39,216,161,66% Intergovernmental, $4,033,286,7% Fee Accounts, $5,552,000,10% Other Taxes,$25,000, 0% 81 GENERAL FUND EXPENDITURE CHANGES $30,000,000 $25,000,000 ■2005 $20,000,000 02004 $15,000,000 $10,000,000 1, T $5,000,000 Public Safety General Gov. Health& Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare Type of Expenditures Total $54,874,071 (2004 $51 ,805,547) Health&Welfare, $2,497,038,5% General Gov., Human Serv.,$179,226, $20,194,760,37% 0% ottilibli Misc.,$2,605,114,5% Auxilary,$437,627, 1% Public Works,$1,388,292, 3% Culture/Rec.,$434,654, Public Safety, 1% $27,137,360,48% 82 1 TEN YEAR TREND 80 70 ❑Taxes ®Gen Gov 60 50 00 w 40 } r 1 30 20 10 I 1996 1997 1998 1999 2000 2001 2002 2003 . 2004 2005 Cumulative Percent Increase: General Government TEN YEAR TREND Cumulative Percent Increase: Public Safety 70 60 ❑Taxes ■Public Safety 50 . i F 40 30 20 • I 10 j 0 - It _. __ I I I I ' _. I 1-. I i ' t ' ' 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 I TEN YEAR TREND Cumulative Percent Increase: Health &Welfare 60 O Taxes W Hlth &Welfare 50 40 co Ul 1. r ,, 30 20 10 0 ` 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 GENERAL FUND SUMMARY The General Fund is funded at the level of $54,874,071, up $3,068,524. Without salary adjustments,the budget for general government functions is up$525,717. 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 increased $46,678, due to contract cost-of-living changes. Other departments had normal inflationary increases. There was a decrease of $215,4448 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 $1,045,416. A major increase is fully funding overtime for the Sheriffs Office of $629,520, which has not been totally funded in the past. The Sheriffs 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. The West Nile control program is up $31,213 with more towns participating. However, in the final budget, the budget of $471,056 for West Nile may be shifted to traffic enforcement to respond to the growing number of traffic fatalities in Weld County. Other significant changes include Engineering,which is up$95,819 due to personnel changes and professional services costs. The Health Department subsidy is up $133,733 due to salary increases, and 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 $58,301,097, compared to $54,211,956 in 2004, up $4,089,141. Property taxes are budgeted at $39,216,161. 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 Sheriffs 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. Other revenues are stable or only slightly changed. The beginning fund balance is anticipated to be $3,350,000 for 2005. An estimated ending fund balance of$3,427,026 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. RR 1 GENERAL FUND SUMMARY OF REVENUE 2005 ACCOUNT NUMBER 2004 2005 2005 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND • TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 36,954,844.00 39,216,161.00 39,216,161.00 1000 90100 4116 PROPERTY TAX ADJUSTMENT 0.00 0.00 0.00 1000 90100 4140 SEVERANCE TAXES 25,000.00 25,000.00 25,000.00 1000 90100 4150 TOBACCO PRODUCTS 0.00 0.00 0.00 TOTAL TAXES 36,979,844.00 39,241,161.00 39,241,161.00 LICENSES&PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 4,000.00 4,000.00 4,000.00 1000 17100 4221 PERMITS 370,000.00 370,720.00 370,720.00 1000 25100 4222 BUILDING 700,000.00 700,000.00 700,000.00 1000 25100 4224 ELECTRICAL 100,000.00 100,000.00 100,000.00 1000 25100 4226 PLAN CHECK 300,000.00 300,000.00 300,000.00 TOTAL LICENSES&PERMITS 1,474,000.00 1,474,720.00 1,474,720.00 INTERGOVERNMENTAL REVENUE m 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000.00 2,000.00 2,000.00 116003 24210 4320 FEDERAL GRANTS 597,898.00 694,323.00 694,323.00 1000 15100 4336 REIMBURSEMENTS 53,600.00 53,600.00 53,600.00 1000 15300 4340 GRANTS 64,791.00 64,791.00 64,791.00 1000 22200 4340 GRANTS 0.00 500,000.00 500,000.00 1000 24200 4340 GRANTS 100,209.00 97,358.00 97,358.00 1120 15300 4340 GRANTS 28,989.00 28,989.00 28,989.00 1130 15300 4340 GRANTS 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 1000 90100 4352 THORNTON 29,890.00 29,890.00 29,890.00 1000 24410 4354 CITIES AND TOWNS 375,000.00 385,000.00 385,000.00 1000 26300 4354 CITIES AND TOWNS 258,645.00 270,975.00 270,975.00 TOTAL INTERGOVERNMENTAL REVENUE 3,758,869.00 4,033,286.00 4,033,286.00 GENERAL FUND SUMMARY OF REVENUE 2005 ACCOUNT NUMBER 2004 2005 2005 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND • CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 75,000.00 90,000.00 90,000.00 1000 10400 4410 CHARGE FOR SERVICES 40,669.00 42,458.00 42,458.00 1000 11200 4410 CHARGE FOR SERVICES 160,000.00 160,000.00 160,000.00 1000 15100 4410 CHARGE FOR SERVICES 20,000.00 20,000.00 20,000.00 1000 17350 4410 CHARGE FOR SERVICES 11,000.00 10,000.00 10,000.00 1000 17600 4410 CHARGE FOR SERVICES 200,000.00 204,000.00 204,000.00 1000 21100 4410 CHARGE FOR SERVICES 24,000.00 24,000.00 24,000.00 1000 21200 4410 CHARGE FOR SERVICES 210,000.00 262,000.00 262,000.00 1000 22100 4410 CHARGE FOR SERVICES 75,678.00 338,488.00 338,488.00 1000 22200 4410 CHARGE FOR SERVICES 250,000.00 250,000.00 250,000.00 1000 24410 4410 CHARGE FOR SERVICES 272,250.00 257,000.00 257,000.00 1000 24420 4410 CHARGE FOR SERVICES 245,000.00 325,000.00 325,000.00 1000 26100 4410 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 1000 50100 4410 CHARGE FOR SERVICES 2,000.00 1,375.00 1,375.00 1000 90100 4420 PARKING 14,500.00 14,500.00 14,500.00 1000 10400 4430 SALE OF SUPPLIES 400.00 400.00 400.00 co co 1000 13100 4430 SALE OF SUPPLIES 20,000.00 20,000.00 20,000.00 1000 15100 4430 SALE OF SUPPLIES 25,000.00 25,000.00 25,000.00 1000 17100 4430 SALE OF SUPPLIES 9,000.00 9,000.00 9,000.00 1000 17600 4430 SALE OF SUPPLIES 22,000.00 18,000.00 18,000.00 1000 21200 4430 SALE OF SUPPLIES 1,500.00 1,000.00 1,000.00 TOTAL CHARGE FOR SERVICE 1,687,997.00 2,082,221.00 2,082,221.00 FINES&FORFEITURES 1000 90100 4510 FINES 30,000.00 24,000.00 24,000.00 1000 24410 4520 FORFEITURES 8,000.00 3,000.00 3,000.00 TOTAL FINES&FORFEITURES 38,000.00 27,000.00 27,000.00 1 GENERAL FUND SUMMARY OF REVENUE 2005 ACCOUNT NUMBER 2004 2005 2005 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 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 1000 90100 4624 RENTS FROM BUILDINGS 85,546.00 64,982.00 64,982.00 1000 90100 4640 OIL AND GAS 150,000.00 150,000.00 150,000.00 1000 90100 4650 OVERHEAD 780,705.00 797,788.00 797,788.00 1000 21210 4670 REFUND OF EXPENDITURE 55,668.00 0.00 0.00 1000 21260 4670 REFUND OF EXPENDITURE 83,271.00 103,132.00 103,132.00 1000 21410 4670 REFUND OF EXPENDITURE 82,509.00 85,189.00 85,189.00 1000 26200 4670 REFUND OF EXPENDITURE 29,700.00 34,968.00 34,968.00 1000 23200 4680 OTHER 250.00 250.00 250.00 1000 96200 4680 OTHER 250,000.00 250,000.00 250,000.00 TOTAL MISCELLANEOUS 2,570,809.00 2,540,709.00 2,540,709.00 FEES 1000 12100 4720 ADVERTISING FEES 30,000.00 30,000.00 30,000.00 1000 11100 4730 OTHER FEES 4,400,000.00 4,500,000.00 4,500,000.00 co 1/40 1000 12100 4730 OTHER FEES 900,000.00 950,000.00 950,000.00 1000 13100 4730 OTHER FEES 25,000.00 25,000.00 25,000.00 1000 15100 4730 OTHER FEES 7,000.00 7,000.00 7,000.00 1000 90100 4740 FEES,CABLE FRANCHISE 40,000.00 40,000.00 40,000.00 TOTAL FEES 5,402,000.00 5,552,000.00 5,552,000.00 TOTAL GENERAL FUND 51,911,519.00 54,951,097.00 54,951,097.00 GENERAL FUND SUMMARY OF EXPENDITURES 2005 ACCOUNT# 2004 2005 2005 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND . GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 545,716.00 553,237.00 553,237.00 1000 10200 COUNTY ATTORNEY 606,811.00 616,811.00 616,811.00 1000 10300 PUBLIC TRUSTEE 7,000.00 7,000.00 7,000.00 1000 10400 CLERK TO THE BOARD 168,618.00 188,203.00 188,203.00 1000 11100 COUNTY CLERK 717,357.00 733,479.00 733,479.00 1000 11200 ELECTIONS AND REGISTRATION 1,348,941.00 1,133,493.00 1,133,493.00 1000 11300 MOTOR VEHICLE 1,233,500.00 1,235,630.00 1,235,630.00 1000 12100 TREASURER'S OFFICE 577,686.00 609,551.00 609,551.00 1000 13100 ASSESSOR 2,057,438.00 2,171,368.00 2,171,368.00 1000 14100 COUNTY COUNCIL 26,647.00 26,147.00 26,147.00 1000 15100 DISTRICT ATTORNEY 3,233,508.00 3,334,256.00 3,242,508.00 1000 15300 VICTIM WITNESS 212,854.00 212,854.00 212,854.00 1120 15300 VICTIM WITNESS 28,989.00 28,989.00 28,989.00 1130 15300 VICTIM WITNESS 68,670.00 68,670.00 68,670.00 0 1000 16100 FINANCE 335,265.00 338,059.00 338,059.00 1000 16200 ACCOUNTING 567,539.00 519,939.00 519,939.00 1000 16300 PURCHASING 112,228.00 112,228.00 112,228.00 1000 16400 PERSONNEL 449,236.00 509,114.00 509,114.00 1000 17100 PLANNING OFFICE 809,726.00 826,751.00 826,751.00 1000 17200 BUILDINGS AND GROUNDS 3,436,951.00 3,746,608.00 3,746,608.00 1000 17300 INFORMATION SERVICES 2,531,107.00 2,727,785.00 2,727,785.00 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 281,501.00 274,581.00 274,581.00 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000.00 50,000.00 50,000.00 1000 17600 PRINTING AND SUPPLY 261,755.00 261,755.00 261,755.00 TOTAL GENERAL GOVERNMENT 19,669,043.00 20,286,508.00 20,194,760.00 PUBLIC SAFETY • 1000 21100 SHERIFF ADMINISTRATION 1,088,188.00 1,088,188.00 1,088,188.00 1000 21200 SHERIFF'S OPERATIONS 4,814,287.00 5,284,073.00 5,222,237.00 1000 21210 TRAFFIC CONTROL 491,427.00 465,878.00 465,878.00 1000 21230 ORDINANCE 88 ENFORCEMENT 235,900.00 257,377.00 257,377.00 1000 21260 REGIONAL LAB 167,505.00 191,770.00 191,770.00 1000 21410 DRUG TASK FORCE 149,082.00 153,484.00 153,484.00 1 GENERAL FUND SUMMARY OF EXPENDITURES 2005 ACCOUNT# 2004 2005 2005 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND 1000 22100 COMMUNICATIONS SERVICE 1,235,164.00 1,561,698.00 1,561,698.00 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 500,000.00 1,000,000.00 1,000,000.00 1000 22300 E-911 700.00 700.00 700.00 1000 22400 CRIMIAL JUSTICE SYSTEM 1,589,438.00 1,012,740.00 1,012,740.00 1000 23200 COUNTY CORONER 486,001.00 514,505.00 514,505.00 1000 24200 COMMUNITY CORRECTIONS 100,209.00 97,358.00 97,358.00 116000 24210 RESIDENTIAL TREATMENT CENTER 597,898.00 694,323.00 694,323.00 116003 24220 THE RESTITUTION CENTER 2,179,177.00 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 1000 24420 CENTENNIAL JAIL 1,511,821.00 1,635,163.00 1,635,163.00 1000 25100 BUILDING INSPECTION 1,153,674.00 1,108,278.00 1,108,278.00 1000 26100 WEED AND PEST 322,748.00 332,807.00 332,807.00 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 102,036.00 104,686.00 104,686.00 1000 26300 WEST NILE 710,818.00 742,031.00 742,031.00 TOTAL PUBLIC SAFETY 26,091,944.00 27,199,196.00 27,137,360.00 llj I-1 PUBLIC WORKS 1000 31100 ENGINEERING 1,292,473.00 1,568,234.00 1,388,292.00 CULTURE&RECREATION 1000 50100 MISSILE PARK 58,393.00 60,993.00 60,993.00 1000 56100 AIRPORT 4,167.00 9,868.00 9,868.00 TOTAL CULTURE&RECREATION 62,560.00 70,861.00 70,861.00 HEALTH &WELFARE 1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 1000 56120 WASTE WATER 9,748.00 9,810.00 9,810.00 1000 56130 DEVELOPMENTALLY DISABLED 46,125.00 158,843.00 46,125.00 1000 56140 MENTAL HEALTH 135,875.00 145,063.00 135,875.00 1000 56150 A KID'S PLACE 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 TOTAL HEALTH &WELFARE 2,452,279.00 2,707,980.00 2,586,074.00 ECONOMIC ASSISTANCE GENERAL FUND SUMMARY OF EXPENDITURES 2005 ACCOUNT# 2004 2005 2005 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND 1000 60200 ECONOMIC ASSISTANCE 100,000.00 100,000.00 100,000.00 1000 60300 INDUSTRIAL REVENUE BONDS (IRB) 740,133.00 741,893.00 741,893.00 TOTAL ECONOMIC ASSISTANCE 840,133.00 841,893.00 841,893.00 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 352,000.00 492,000.00 492,000.00 1000 90150 COMMUNITY AGENCIES GRANTS 0.00 54,100.00 54,100.00 1000 96100 EXTENSION 360,571.00 366,876.00 366,876.00 1000 96200 FAIR 288,661.00 288,661.00 288,661.00 1000 96400 VETERANS 60,883.00 60,883.00 60,883.00 1000 96500 ISLAND GROVE BUILDINGS 335,000.00 85,000.00 85,000.00 1000 99999 SALARY CONTINGENCY 0.00 1,307,311.00 1,307,311.00 TOTAL MISCELLANEOUS 1,397,115.00 2,654,831.00 2,654,831.00 TOTAL GENERAL FUND 51,805,547.00 55,329,503.00 54,874,071.00 N BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as the Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL {' " BUDGETED - = REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 457,898 $ 449,534 $ 449,534 $ 449,534 Supplies 440 1,450 1,450 1,450 Purchased Services 77,876 94,732 102,253 102,253 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 536,214 $ 545,716 $ 553,237 $ 553,237 Revenue 0 0 0 0 Net County Cost $ 536,214 $ 545,716 $ 553,237 $ 553,237 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. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 93 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.296 0.288 0.280 Per capita cost (county support) $2.64 $2.62 $2.58 Effectiveness Measures (desired results) Establish benchmarks with measurable standards to improve the health, safety, and welfare of the people of Weld County. Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services to the people of Weld County. Ensure new growth contributes resources, timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. Develop and maintain public information and interaction through a website, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well-being of county citizens. Include health and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. Expand and diversify the economic base of Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 94 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 498,862 $ 520,832 $ 520,832 $ 520,832 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 $ 616,811 Revenue 110,812 75,000 90,000 90,000 Net County Cost $ 481,311 $ 531,811 $ 526,811 $ 526,811 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. OBJECTIVES: 1) Continued maintenance of current litigation files - avoiding any adverse judgments against Weld County; 2) Maintenance, on a current basis, of all child support and assistance in dependency and neglect and child abuse matters for Social Services; and 3) Continued representation of all units of county government in all matters pursuant to Statute and the Weld County Home Rule Charter. 95 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs #of new request for legal assistance 512 530 540 # of new request 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 $2.45 Number of agenda requests/D&N/mental cases perFTE 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: r 96 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED RECOMMEND 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. 97 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: 98 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 99 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL`: `BUDGETED,. REQUESTED RECOMMEND RESOURCES LAST Ft -CURRENT FY-f NEXT FY NEXT FY Personnel Services $ 145,851 $ 151,393 $ 171,280 $ 171,280 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 $ 188,203 Revenue 44,736 41,069 42,858 42,858 Net County Cost $ 122,823 $ 127,549 $ 145,345 $ 145,345 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. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the conversion of all historical Planning records to the new imaging system. 3) Update codification of all county ordinances and regulations. 100 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 215 215 230 Number of documents optically scanned 3,800 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 $0.68 Cost per meeting/hearing $571.27 $593.25 $676.50 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: 1 101 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL' `' BUDGETED."' REQUESTED RECOMMEND RESOURCES LAST FY' CURRENT FY '! _° NEXT FY NEXT FY Personnel Services $ 560,513 $ 574,470 $ 574,470 $ 574,470 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 $ 733,479 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 $ -3,766,521 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. OBJECTIVES: 1) Maintain all records in each department; 2) Provide helpful and efficient statutory services to the public. 102 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 $3.51 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: N 103 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel, services municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ;ACTUAL , . BUDGETEDt, ` REQUESTED RECOMMEND '. RESOURCES" "'. LAST F�f . CURRENT,F.Y - .""ris EXT FY NEXT FY Personnel Services $ 240,808 $ 302,859 $ 246,450 $ 246,450 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 $ 1,133,493 Revenue 228,411 160,000 160,000 160,000 Net County Cost $ 314,082 $ 1,188,941 $ 973,493 $ 973,493 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. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and assist municipal clerks, school districts, and special districts in forms and law changes. 104 ELECTIONS (CONTINUED) 1000-11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 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 $5.28 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: 105 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle -- 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. vttY 4.;-,•p2 ACTUAL BUDGETED fr ,,REQUESTED . ' RECOMMEND ' RESOURCES LAST FY CURRENT FY:"•i Y -NEXT.FY NEXT FY Personnel Services $ 1,098,335 $ 1,105,490 $ 1,105,490 $ 1,105,490 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 $ 1,235,630 Revenue 0 0 0 0 Net County Cost $ 1,212,636 $ 1,233,500 $ 1,235,630 $ 1,235,630 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. OBJECTIVES: 1) Provide helpful and efficient statutory services to the public; 2) Minimize the time it takes for the public to obtain motor vehicle licenses. 106 MOTOR VEHICLE (CONTINUED) 1000 - 11300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 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 $5.76 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: �// 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer- - 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as property taxes,and disbursing funds collected for the state,county school districts, municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETEDi bREDUESTED RECOMMEND RESOURCES :;. '_LAST F.Y• •; :CURRENT FYt NEXT FY - NEXT FY Personnel Services $ 379,984 $ 383,651 $ 383,651 $ 383,651 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 $ 609,551 Revenue 1,340,079 930,000 980,000 980,000 Net County Cost $ -714,272 $ -352,314 $ -370,449 $ -370,449 Budget Positions 9.5 9.5 9.5 9.5 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. OBJECTIVES: 1)To efficiently and effectively collect taxes and to pass through funds to the state, school districts, special districts, municipalities, and county; 2) To assure the greatest security of principal for investments with a reasonable return on funds invested; 3) To maintain rapport with all agencies and all constituents of the county; 4) To make a maximum effort to collect on bankruptcies; 5) To print and process tax notices more efficiently; 6) To enhance internal controls by providing for improved separation of duties within the office. 108 TREASURER (CONTINUED) 1000-12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected 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 .442 Per capita expenditure $3.08 $2.77 $2.83 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: 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. . , . 1 -x kayo ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES . LAST FY CURRENT FY .• ": NEXT FY NEXT FY Personnel Services $ 1,789,014 $ 1,854,542 $ 1,903,072 $ 1,903,072 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 $ 2,171,368 Revenue 53,691 45,000 45,000 45,000 Net County Cost $ 1,971,863 $ 2,012,438 $ 2,126,368 $ 2,126,368 Budget Positions 41 39 38.5 38.5 SUMMARY OF CHANGES: The salary budget includes the 2004 mid-year reorganization that eliminate 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. 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. 110 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 $9.90 Cost per parcel $12.48 $12.18 $12.14 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: \)\`V 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. r ACTUAL-1'T; z BUDGETED - _ REQUESTED. RECOMMEND . RESOURCES LAST FY" ,2 CURRENT FY ; : NEXT FY ' NEXT FY Personnel Services $ 9,174 $ 15,027 $ 15,027 $ 15,027 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 $ 26,147 Revenue 0 0 0 0 Net County Cost $ 11,809 $ 26,647 $ 26,147 $ 26,147 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. OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter, responding to situations as they arise; 2) Conduct performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county government and make reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities, encouraging opportunities for dialogue with County residents. 112 COUNTY COUNCIL (CONTINUED) 1000-14100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.049 0.048 0.047 Per capita cost (county support $0.058 $0.128 $0.122 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: �I 113 TEN YEAR TREND 200 180 13 Taxes ®District Attorney 160 140 120 .. ®Mill 100 r 60 i I i t' i i o 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Cumulative Percent Increase: District Attorney I TEN YEAR TREND 250 ®Taxes 200 IIID.A. Local 150 ul 100 ® ® !ow i , 9 1 I 1 a 1 I f{ j It I I I I I _ I 1 I.. I I F I 9 I 11 rI I { I I 1 ' i a I: 1 t ; ,50 i I t 7 II 7 r 1 I 1 ' 1 i I' 4 I I ' ' I l y A ! Jj 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. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES-, ' LAST FY CURRENT`FY NEXT FY - NEXT.FY Personnel Services $ 2,774,419 $ 2,965,515 $ 3,057,263 $ 2,965,515 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 $ 3,242,508 Revenue 129,445 105,600 105,600 105,600 Net County Cost $ 2,908,102 $ 3,127,908 $ 3,228,656 $ 3,136,908 Budget Positions 45.25 48.25 50.25 48.25 SUMMARY OF CHANGES: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. OBJECTIVES: Prosecute cases as indicated below in workload measures. 116 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 $14.61 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: 117 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. ;' , � ,y . 1 ACTUAL BUDGETED', REQUESTED -,RECOMMEND '- RESOURCES LAST FY CURRENT FY , �" "NEXT FY ' NEXT FY Personnel Services $ 264,184 $ 289,555 $ 289,555 $ 289,555 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 $ 310,513 Revenue 195,659 162,450 162,450 162,450 Net County Cost $ 90,281 $ 148,063 $ 148,063 $ 148,063 Budget Positions 7 7 7 7 SUMMARY OF CHANGES: No change. 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. 118 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 $0.69 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. 119 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. icnc- ACTUAL 't ' BUDGETED , REQUESTED RECOMMEND' RESOURCES LAST FY: CURRENT FY =- NEXT FYk w NEXT FY Personnel Services $ 308,691 $ 329,349 $ 329,349 $ 329,349 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 $ 338,059 Revenue 0 0 0 0 Net County Cost $ 315,727 $ 335,265 $ 338,059 $ 338,059 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. 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. 120 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 $1.57 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: 121 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. p -: �cy� q ,�x , { ACTUALI ��' BUDGETED REQUESTED RECOMMEND RESOURCES ��". LAST FYI:" ft.CURRENT FY.Z. ,:' -ffNEXT FY - :: - NEXT . Personnel Services $ 388,284 $ 416,110 $ 416,110 $ 416,110 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 $ 519,939 Revenue 0 0 0 0 Net County Cost $ 471,097 $ 567,539 $ 519,939 $ 519,939 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Purchased services are up $2,500 primarily caused by the cost or 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. 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. 122 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 .279 Per capita cost (county support) $2.32 $2.72 $2.42 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: 123 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL'; Y BUDGETED,K REQUESTED RECOMMEND RESOURCES '. LAST FY CURRENT roe, NEXT FY - NEXT FY Personnel Services $ 100,354 $ 104,784 $ 104,784 $ 104,784 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 $ 112,228 Revenue 0 0 0 0 Net County Cost $ 105,455 $ 112,228 $ 112,228 $ 112,228 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) To maintain and operate the centralized purchasing function of Weld County Government; 2) Establish annual requirements for purchasing of like items by departments; 3) Survey user departments for feedback on current system; 4) Maintain adequate liaison with customers and conduct training as required; 5) Provide feedback to user departments; and 6) To limit and provide data to departments and Board regarding unauthorized purchases. 124 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 $0.52 Cost per Purchase Order $28.25 $29.53 $29.15 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: 125 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. AGTUAnic ' BUDGETED{ ' .REQUESTED !RECOMMEND ,RESOURCES LAST FY "CURRENT FY z:- NEXT FY NEXT FY Personnel Services $ 364,498 $ 401,236 $ 383,824 $ 383,824 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 $ 509,114 Revenue 0 0 0 0 Net County Cost $ 470,985 $ 449,236 $ 509,114 $ 509,114 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. 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. 126 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 $2.37 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/ADMINISTRATIONRECOMMENDATION: 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. BOARD ACTION: 127 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. , ACTUAL BUDGETED REQUESTED RECOMMEND, RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 770,238 $ 804,267 $ 805,152 $ 805,152 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 $ 826,751 Revenue 434,983 379,000 379,720 379,720 Net County Cost $ 317,280 $ 430,726 $ 447,031 $ 447,031 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. 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 issue; 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. 128 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 360 360 369 129 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. BOARD ACTION: ? '� 130 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North County Jail,Health Building,Training Center,Southwest Weld Administration Building, Public Safety Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY `" "CURRENT FY•`' NEXT FY NEXT FY Personnel Services $ 1,520,085 $ 1,471,051 $ 1,247,208 $ 1,247,208 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 $ 3,746,608 Revenue 992 0 0 0 Net County Cost $ 3,427,798 $ 3,436,951 $ 3,746,608 $ 3,746,608 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 $309,657, which includes the added energy costs, and an additional 17,000 square feet of space to maintain. The added space at $5.04 per square accounts for $85,680 of the increase. 131 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 $17.45 Cost per square foot $5.09 $4.73 $5.04 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: 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY '.' CURRENT FY NEXT FY NEXT'FY Supplies $ 1,194,080 $ 0 $ 0 $ 0 Purchased Services 2,610,806 2,461,107 2,527,785 2,527,785 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 $ 2,727,785 Revenue 342,879 0 0 0 Net County Cost $ 4,042,682 $ 2,681,107 $ 2,727,785 $ 2,727,785 Budget Positions -- -- - - - - SUMMARY OF CHANGES:ACS contract costs are as follows for 2005: 2004 2005 Base Contract (COL) $1,912,855 $1,960,676 (2,5%) 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 $2,527,785 $1,000,000 has been budgeted for equipment and software upgrades,which include PC's, printers, servers, network equipment and software applications. Revenue is budgeted in a contra account, in the amount of$800,000. Net increase in the budget is $46,678, or 1.74%. 133 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 0.09315 Per capita cost (county support) $19.93* $12.86 $12.71 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: \ f 4c) 134 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 forthe 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. f • ACTUL A ' "BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY _., :CURRENT FY°?1 .-..`NEXT FY I ' NEXT FYI Personnel Services $ 75,004 $ 101,781 $ 48,100 $ 48,100 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 $ 274,581 Revenue 9,421 11,000 10,000 10,000 Net County Cost $ 307,079 $ 270,501 $ 264,581 $ 264,581 I Budget Positions I 2 I 2 I 1 I 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. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 135 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 $1.23 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: 136 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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: 137 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Plat File Cabinets (2) $ 10,000 $ 10,000 UN-DESIGNATED: 40,000 40.000 TOTAL $ 50,000 $ 50,000 138 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL ' BUDGETEDt ;_ REQUESTED :RECOMMEND RESOURCES' LAST Fl(,;^' ;CURRENT FY24 ``-NEXT FY 'NEXT FY: Personnel Services $ 77,937 $ 77,455 $ 77,455 $ 77,455 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 $ 261,755 Revenue 202,745 222,000 222,000 222,000 Net County Cost $ 51,126 $ 39,755 $ 39,755 $ 39,755 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. Costs and volume are stable. 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. 139 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 $0.185 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: 140 TEN YEAR TREND Cumulative Percent Increase: Sheriffs Office Local Costs 180 160 O Taxes ®Sheriffs Office 140 i t 120 - ■ r E ■ 100 -. ■ 80 60 40 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. 'ACTUAL` �;, ;4BUDGETED,1 ` EQUESTED RECOMMEND RESOURCES' LAST,'FY` r., .`CURRENT FYs C.-NEXT FY. = NEXT FY Personnel Services $ 13,568,846 $ 13,622,953 $ 14,444,061 $ 14,382,225 Supplies 473,469 458,305 513,060 513,060 Purchased Services 3,100,905 3,112,500 3,284,776 3,284,776 Fixed Charges 33,759 0 33,669 33,669 Capital 131,633 22,359 21,500 21,500 Gross County Cost $ 17,308,612 $ 17,216,117 $ 18,297,066 $ 18,235,230 Revenue 1,700,735 1,386,898 1,680,307 1,680,307 Net County Cost $ 15,607,877 $ 15,829,219 $ 16,616,759 $ 16,554,923 Budget Positions 239 242 247.5 246.5 SUMMARY OF CHANGES: See Individual Organization Units. OBJECTIVES: See Individual Organization Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Organization Units. BOARD ACTION: 142 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration - - 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training, uniforms,common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL , BUDGETED, REQUESTED RECOMMEND RESOURCES- '" LAST FY -t. = CURRENT FY NEXT FY " - NEXT FY Personnel Services $ 853,443 $ 900,788 $ 900,788 $ 900,788 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 $ 1,088,188 Revenue 25,983 24,000 24,000 24,000 Net County Cost $ 1,036,088 $ 1,064,188 $ 1,064,188 $ 1,064,188 Budget Positions 15 16 16 16 SUMMARY OF CHANGES: No change. 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. 143 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 .75 Per capita cost (county support) $5.16 $5.41 $4.96 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: 144 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations-- 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal, other county, state and federal law enforcement and regulatory agencies. y ACTUAL4 BUDGETED REQUESTED RECOMMEND =RESOURCES LAST FrIA =CURRENT FY . :r;' NEXT FY NEXT FY Personnel Services $ 3,957,370 $ 3,989,238 $ 4,296,286 $ 4,234,450 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 $ 5,222,237 Revenue 235,020 211,500 263,000 263,000 Net County Cost $ 4,583,855 $ 4,602,787 $ 5,021,073 $ 4,959,237 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 Sheriffs Office is requesting a Y: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. 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. 145 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 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 Employee Turnover Efficiency Measures FTE's per 10,000/capita 3.16 3.07 3.05 Per capita net cost $22.61 $22.98 $23.10 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 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 0.05 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: 146 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. "Fatikr.. ACTUAL BUDGETED ,:REQUESTED RECOMMEND RESOURCES::';;,%., t LAST FY,.4 .CURRENT.FYr= j" ' `NEXTFY ` ',RI:NEXT FY Personnel Services $ 434,409 $ 379,027 $ 399,027 $ 399,027 Supplies 44,869 51,931 24,150 24,150 Purchased Services 43,279 38,110 42,701 42,701 Fixed Charges 20,781 0 0 0 Capital 0 22,359 0 0 Gross County Cost $ 543,338 $ 491,427 $ 465,878 $ 465,878 Revenue 89,202 55,668 0 0 Net County Cost $ 454,136 $ 435,759 $ 465,878 $ 465,878 Budget Positions 6 6 6 6 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. OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic accident and traffic fatalities in Weld County. 147 TRAFFIC CONTROL (CONTINUED) 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Enforcement Hours 7,424 7,800 7,800 Alcohol Related Driving Arrest 230 245 150 Efficiency Measures FTE's per 10,000/capita .296 .288 .279 Per capita net cost $1.78 $2.09 $2.17 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/ADMINISTRATION RECOMMENDATION: 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. BOARD ACTION: 148 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control - - 1000-21230 DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-large. Animal control officers are only available on a limited basis. Deputy response outside the dedicated time is limited to cases where public safety threat exists. ACTUAL BUDGETED 1 REQUESTED: RECOMMEND RESOURCES:4 LAST FY0', CURRENT FY. a` "NEXT FY NEXT FY Personnel Services $ 70,726 $ 75,415 $ 75,415 $ 75,415 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 $ 257,377 Revenue 7,309 0 0 0 Net County Cost $ 219,670 $ 235,900 $ 257,377 $ 257,377 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. 149 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 $1.20 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: 150 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. ACTUALr {', BUDGETED 4t £'REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FYI • NEXT FY NEXT FY Personnel Services $ 106,936 $ 111,705 $ 111,705 $ 111,705 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 $ 191,770 Revenue 79,743 83,271 103,132 103,132 Net County Cost $ 91,200 $ 84,234 $ 88,638 $ 88,638 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. 151 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. Revenues are up $19,861 for a 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 $0.43 Effectiveness Measures (desired results) Quality Audit OK OK OK Proficiency Testing (Test Run/Errors) 3/1 3/0 3/0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Drug Task Force - - 1000-21410 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the sheriff. ACTUAL BUDGETED' t REQUESTED# RECOMMEND RESOURCES ..-m a 4uLA$T FY `'t'rCURRENT FY : NEXT NEXT FY Personnel Services $ 73,592 $ 78,834 $ 83,236 $ 83,236 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 $ 153,484 Revenue 86,994 82,509 85,189 85,189 Net County Cost $ 39,284 $ 66,573 $ 68,295 $ 68,295 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. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 153 DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 193 200 200 Drug Arrest 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 $0.32 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita .95 .95 .93 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 154 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. „3r . let ACTUAL s� BUDGETED f :`,REQUESTED �RECOMMEND I.RESOURCES ."` LAST FY , CURRENT FY NEXT FT, NEXT FY Personnel Services $ 3,978,435 $ 6,815,031 $ 7,192,731 $ 7,192,731 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 $ 9,116,447 Revenue 820,203 655,250 645,000 845,000 Net County Cost $ 5,134,570 $ 8,000,621 $ 8,471,447 $ 8,271,447 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. OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe, humane environment that provides opportunities for rehabilitation and victim reparation and that returns people to the community better, or no worse than they arrived; and, 2) Meet Sheriffs statutory duties as the Keeper of the Jail effectively and efficiently. 155 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 $44.66 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 30 156 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: 157 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. .1;1t ` S ' Y„T a g .. = ?,ACTUALk , BUDGTED5 REQUESTED • RECOMMEND RESOURCES iJ1.ST FY" .:r 'cURRENT FY " NEXT FY NEXT FY Personnel Services $ 4,029,154 $ 1,204,749 $ 1,316,707 $ 1,316,707 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 $ 1,635,163 Revenue 214,443 245,000 325,000 325,000 Net County Cost $ 4,005,283 $ 1,266,821 $ 1,310,163 $ 1,310,163 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. Personal 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. Personal 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. 158 CENTENNIAL JAIL (CONTINUED) 1000-24420 OBJECTIVES: 1) Meet Sheriff's statutory duties effectively and efficiently; and, 2) Provide effective and efficient community supervision alternatives to secure detention. PERFORMANCE MEASURES: Included in North Jail Complex (1000-24410) Summary. FINANCE/ADMINISTRATION RECOMMENDATION: 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: ≤u3 GC 159 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. ACTUAL6 4BUDGE7ED, REQUESTED R MM ECOEND "RESOURCES - „LAST. =FY,y' $CU , ZfiXT` RRENT FY NEFY 1.' NEXT:fY Personnel Services $ 64,781 $ 68,166 $ 68,166 $ 68,166 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 $ 104,686 Revenue 142,838 29,700 34,986 34,986 Net County Cost $ 42,790 $ 72,336 $ 69,700 $ 69,700 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. Revenues are up $5,286. OBJECTIVES: Comply with State and Federal EMA programs. 160 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 $0.33 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: 161 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. " ' ACTUAL4 r �� ' ' �' �� ACTUAL, 1 BU,,DGETED^ , REQUESTED RECOMMEND 'RESOURCES_? ).CURRENTTYt NEXT'FY 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. 162 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 $ 16,280 $ 152,098 $ 0 $ 152,098 PROGRAM TOTALS $ 2,010,390 $ 2,332,946 $ 1,490,198 $ 842,748 163 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 $5.44 EMD Call per FTE 476 445 348 CAD Incident per FTE 4,182 4.020 3,283 Total Telephone Calls to Center per FTE 13,478 12,500 10,566 ADS Document transcribed per FTE 4,729 4,600 4,500 164 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERFORMANCE MEASURES(CONTINUED) ACTUAL ESTIMATED PROJECTED Effectiveness Measures(desired results Respond to all 911 calls within 7 seconds 99% 99% 99% Maintain Emergency Medical certification of 100% 100% 100% all dispatch personnel. Maintain customer satisfaction as indicated by feedback from the Weld County Board of Commissioners, City Council of Greeley, Weld County Communications Board, and Weld County E-911 Board 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the growing workload, and addition of dispatching the Fort Lupton area the additional staff is justified. Except for the staff additions for the Fort Lupton contract, the costs of the additional staff are split between the City of Greeley and Weld County based upon activity per the original IGA. BOARD ACTION: 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development-- 1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system. • ACTUAL fi rtBUDGETEDi tREQUESTED ;RECOMMEND ! RESOURCES- LA$T FY , CURRENT FY' ?T NEXTFY 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 year five 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: 166 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. "v' t�FE4 z � e FK�x .g. +; � �+'�4�5�1"+ x� ° V'� 4 ₹ �. W f a`4^s, ACTUALV ,RBUDGETED } REQUESTED RECOMMEND. RESOURCES_s>': , ,.LAST FY CURRENT FYI `I NEXT.FY :` 'NEXT FY , Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 700 700 700 Gross County Cost $ 0 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net County Cost $ 0 $ 700 $ 700 $ 700 Budget Positions -- - - - - - - SUMMARY OF CHANGES: No change. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 167 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. BUD ETED REQUESTED RECOMMEND RESOURCES 9�;=� P.,,,L'AST..FY= 1 RENT FY` NEXT F* V NEXT Fr 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. 168 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: 169 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. '?f*"y e r ACTUAL BUDGETED r ; REQUESTED RECOMMEND RESOURCES.., BLAST FY :f CURRENT FY. NEXTIFY '. " NEXT:FY. Personnel Services $ 207,282 $ 237,006 $ 256,505 $ 256,505 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 $ 514,505 Revenue 621 250 250 250 Net County Cost $ 338,931 $ 485,751 $ 514,255 $ 514,255 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. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 170 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 $2.40 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:�g f l((t 1 V 171 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. 4,, ACTUAL KBUDGETED REQUESTED RECOMMEND RESOURCES 'LAST ft r.,11 i CORRENT FY W NEXT FY 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. 172 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: 173 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. x yi i F9^ zfta' s,,.a ; 271, °1 "41 '! �tOCIAC ALVA BUDGETEDV 'REQUESTED RECOMMEND RESOURCES ,. _ .: LAST FY _ CURRENT'FYk gw3°NEXT1FY ''NEXT:FY" Personnel Services $ 811,199 $ 916,177 $ 870,781 $ 870,781 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 $ 1,108,278 Revenue 1,864,000 1,100,000 1,100,000 1,100,000 Net County Cost $ -841,101 $ 53,674 $ 8,278 $ 8,278 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. 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. 174 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 driver 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 175 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 Less than Less than 2% Less than 2% Percent of permits past review time 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 reaffirming of the mid-year re-organization. BOARD ACTION: 176 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. >a r ' ACTUAL,44 F< BUDGETEDAT, ;.REQUESTED RECOMMEND RESOURCES . - LAST F.Y&-- ' CURRENT FY? ≥s'NEXT FY- - NEXT FY " Personnel Services $ 205,636 $ 215,917 $ 215,917 $ 215,917 Supplies 57,082 55,500 52,169 52,169 Purchased Services 45,448 51,331 56,662 56,662 Fixed Charges 0 0 0 0 Capital 695 0 0 0 Gross County Cost $ 308,861 $ 322,748 $ 324,748 $ 324,748 Revenue 11,474 10,000 10,000 10,000 Net County Cost $ 297,387 $ 312,748 $ 314,748 $ 314,748 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 $2,631 based on figures provided by the Accounting Department. 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. 177 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% Mow 2,500 lane miles 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 $1.47 Cost per citizen contact 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: 178 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. V 4 ACTUAL ' ',Z BUDGETED REQUESTED RECOMMEND RESOURCES =LAST FY CURRENT`FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 813,813 635,818 667,031 667,031 Transfers 75,000 75,000 75,000 75,000 Contra -85,000 0 0 0 Gross County Cost $ 803,813 $ 710,818 $ 742,031 $ 742,031 Revenue 290,255 258,645 270,975 270,975 Net County Cost $ 513,558 $ 452,173 $ 471,056 $ 471,056 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 352 398 398 Efficiency Measures: Per capita cost (county support) $2.53 $2.17 $2.19 179 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: 180 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. i h t "s ACTUAL S' ��BUDGETED REQUESTED' RECOMMEND;- RESOURCES ,,,; LAST FY SCURRENfFY ~NEXT FY K' NEXT FY'. Personnel Services $ 590,582 $ 633,494 $ 742,204 $ 645,712 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 $ 1,388,292 Revenue 0 0 0 Net County Cost $ 749,358 $ 1,292,473 $ 1,568,234 $ 1,388,292 Budget Positions 9 10 11 10 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, 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. 181 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. 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 0.47 Per capita cost (county support) $3.70 $6.20 $6.47 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% 182 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. T promotion of the Engineer I to Engineer II of the person who is now a rof ssional Engineer was approved in July, 2004. It is the policy/of the county that n n ineer I that passes his PE is promoted to an Engineer II. V 3. p de 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: l /Sir 1,1 Mt 183 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. swicvstAx or t+ tt rBUDGETED x REQUESTED RECOMMEND RESQ,IJRCES. r. LAST, FY t P,CLISENfrOrkx .NEXT FY 1 NEXT FY Personnel Services $ 27,844 $ 31,093 $ 31,093 $ 31,093 Supplies 2,101 900 2,100 2,100 Purchased Services 22,536 25,400 27,800 27,000 Fixed Charges 0 - 0 0 0 Capital 0 0 0 0 Gross County Cost $ 52,481 $ 57,393 $ 60,993 $ 60,193 Revenue 1,375 2,000 1,375 1,375 Net County Cost $ 51,106 $ 55,393 $ 59,618 $ 58,818 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. OBJECTIVES: 1) To maintain and improve Missile Site park; 2) To improve the quality of life for all Weld County residents. 184 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: 185 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100 DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL" BUDGETED REQUESTED RECOMMEND RESOURCES LiAST FY„,' URAtENT FY. ;=� NEXT;FY: NEXT 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: ,1 r 186 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 o the a en senior enters throughout the county. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,500 12,500 12,500 12,500 Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $0.062 $0.060 $0.058 Grants Summary Senior Center Grant $12,500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 0 187 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. ,v-a s" •:. e'"`,Fr zh, da+ kx- e ..] ea s sir x i BUDGETED- Ft RESOURCESl.F ' „"ALA FY. .. CU R NT FY ° NEXT FY D R NEXT FY. U Purchased Services $ 9,748 $ 9,748 $ 9,810 $ 9,810 Supplies 0 0 0 0 Gross County Cost $ 9,748 $ 9,748 $ 9,810 $ 9,810 Revenue 0 0 0 0 Net County Cost $ 9,748 $ 9,748 $ 9,810 $ 9,810 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: ) (,/ i\0 ()\ 188 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. t ACT„U'AL"* 'BUDGETED :REQUESTED RECOMMEND,; RESOURCES . "; . 'LAST FY• CURRENT FY-s` + NEXT-FY2' - 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 $46,125 189 MISSILE SITE PARK (CONTINUED) 1000-50100 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: \l,\\v 190 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range Behavioral Health which provides extensive mental health services to citizens in Weld County. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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. 191 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: 192 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place — 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT 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: \i) V 193 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 12,351 12,351 12,351 12,351 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: See Human Services budget detail. WORKLOAD MEASURES: See Human Services budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 194 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 1,688,017 2,227,430 2,361,163 2,361,163 Capital 0 0 0 0 Gross County Cost $ 1,688,017 $ 2,227,430 $ 2,361,163 $ 2,361,163 Revenue 0 0 0 0 Net County Cost $ 1,688,017 $ 2,227,430 $ 2,361,163 $ 2,361,163 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: 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development-- 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic development program through the Economic Development Action Partnership (EDAP), a public/private non-profit organization. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT Pt 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. 196 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: ( I (/ 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300 DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts from Correctional Facility and the Administrative Building for building rents. ACTUAL BUDGETED REQUESTED RECOMMEND 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: 198 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- 199 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. fi4444---c A UAL1^f .; ,B,UDGETED i REQUESTED,'441 RECOMMEND L� T FYw .� $ � i< a� � C�IRRENT FY�� z..., NEXT 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 40,862,660 40,862,660 Net County Cost $ -35,809,523 $ -39,064,922 $ -40,370,660 $ -40,370,660 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 $1,445,738, 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. 200 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: 201 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 54,100 54,100 Gross County Cost $ 0 $ 0 $ 54,100 $ 54,100 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 54,100 $ 54,100 Budget Positions SUMMARY OF CHANGES: Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND i,. IGRTC $ 0 $ 11,600 $ 11,600/ ! (i / Promises for Children 10,000 10,000 `. 10,000" Poudre River Trail 0 12,500 12,500' Convention &Visitors' Bureau 5,000 5,000 5,000✓/ 211 Information and Referral 12,000 12,000 12,000 v/ Ok Radio Reading Service of Rockies 7.500 7.500 7,500 Total $ 34,500 $ 54,100 $ 54,100 OBJECTIVES: Provide support to community agencies that do not fit under a specific county program that services county residents. 202 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $0.00 $0.00 $1.96 Grants Summary Senior Center Grant $12,500 $34,500 $54,100 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 0 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. 0`L • 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: G 1Il , Lfi" 203 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. S N�+xa n �kJ`w"t..I 'cg " ;P:SIV t4 'a}tPr $ ' 'a at��,w 'yk ` xa,§ • i`i'k`at' �. 1 t411, ^q ) "r,ri:1^,,, ; l x 1 a,, AC A S mBUDGETEI&I REQUESTED?) RECOMMEND, RESOURCES , .M -1 AST FY.« •CURRENT FYI t3,,NEXT .`. - i NEXT FY Personnel Services $ 270,705 $285,829 $ 285,829 $ 285,829 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 $ 366,876 Revenue 12,672 0 0 0 Net County Cost $ 321,059 $ 360,571 $ 366,876 $ 366,876 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). 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. 204 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 $1.71 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: 00' 205 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. r , j a 5. {ACTUALI f, BUDGETED ` ."REQUESTED, RECOMMEND (RESO , � , t URCES` ' , }:LA T FY CURRENT{F'l `r,NEXT'FY ; .. NEXTFY`C ' 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. 206 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: II ( , 207 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. s a- 1 w1''` u t � tRalxY '`t {� ' k. 't,` ' '" § f'St i ,rJ v� a �:.. y} b c -skzk �. �eft 7 w.�- � �₹ � ,,z� �-. , ' r ACTUAL;s"" tr\.BUDGET=ED"ti : REQUESTED RECOMMEND 3 t,a _ g" aTt, r „ ,},ey x{,..++;aq� kli„ .9 3,rte, i w c`Cr X%ta �,v "'_ RESOURCES, LAST F'( `v-CURRENT•FY- NEXT FY ,. §=`..NEXT':FY=- _, Personnel Services $ 48,463 $ 53,595 $ 53,595 $ 53,595 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 $ 60,883 Revenue 2,154 0 0 0 Net County Cost $ 51,198 $ 60,883 $ 60,883 $ 60,883 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No change. 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. 208 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 $0.283 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: i/ t/ Vu 209 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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: 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency-- 1000-99999 DEPARTMENT DESCRIPTION: Funds to cover reasonably unforseen expenditures. In the proposed budget, this includes appropriations for points of issue. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1,307,311 $ 1,307,311 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 $ 1,307,311 Revenue 0 0 0 Net County Cost $ 0 $ 0 $ 1,307,311 $ 1,307,311 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: 211 AAtvni COLORADO 212 Hello