HomeMy WebLinkAbout20033523.tiff 2004
FINAL
BUDGET
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2003-3523
COUNTY OF WELD
2004
FINAL
BUDGET MESSAGE
I
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
David E. Long, Chair
Robert D. Masden, Pro-Tern
M. J. "Mike" Geile, Commissioner
Bill Jerke, Commissioner
Glenn Vaad, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December, 2003
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 11
2004 BUDGET PLAN 14
2004 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
2004 Guidelines 28
2004 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 38
Long Range Financial Policies 39
Revenue Policies and Assumptions 40
Specific Revenue Assumptions of Significant Revenue and Trends 41
Policy Directions 43
Significant Changes in Policy from Prior Years 45
Major Program Specific Goals 46
2004 Program Issues 47
Significant Budget and Accounting Policies 48
Capital Improvement Policy 50
Investment Policy 52
Fund Balance and Reserve Policy 53
Explanation of Individual Funds 54
Organizational Responsibility for Budget Units 56
Policy Matters/Points of Issue with Fiscal Impact 59
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Recommendations 61
2004 Health Insurance 62
Salary Adjustments by Department 66
Position Authorization Changes Due to 2004 Budget 68
SUMMARY OF FUNDS:
Graph - -All Funds Revenue 71
Graph - -All Funds Expenditures 72
Summary of Fund Balances 73
Governmental Funds - 2002 - 2004
Summary of Estimated Financial Sources and Uses 74
Graph - - Mill Levy 75
PAGE
SUMMARY OF FUNDS (CONTINUED):
2003 Assessed Values to be Used for 2004 Budget 76
Net Program Cost 77
Summary of 2002 Allocated Costs Applicable for 2004 79
Ten Year Trend Data:
Beginning Fund Balance 80
Cumulative Percent Increase: Expenditures 81
Weld County- Organizational Chart 82
Summary of County Funded Positions 83
GENERAL FUND:
Graph -- General Fund Revenue Changes 85
Graph -- General Fund Expenditure Changes 86
Ten Year Trend Data:
General Government 87
Public Safety 88
Health and Welfare 89
Narrative Fund Summary 90
Summary of Revenue 92
Summary of Expenditures 95
Office of the Board 99
County Attorney 101
Public Trustee 103
Clerk to the Board 106
Clerk and Recorder:
Recording/Administration 108
Elections 110
Motor Vehicle 112
Treasurer 114
Assessor 116
County Council 118
District Attorney:
Ten Year Trend Data 120
Budget Unit Summary 122
Juvenile Diversion 124
Victim/Witness Assistance 125
Finance and Administration 127
Accounting 129
Purchasing 131
Personnel 133
Planning and Zoning 135
Buildings and Grounds 138
Computer Services 140
Geographical Information System 142
Capital Outlay 144
Printing and Supplies 146
Sheriff's Office:
Ten Year Trend Data 148
Budget Unit Summary - All Departments 149
Sheriff Administration 150
Sheriff Operations 152
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PAGE
Sheriffs Office (Continued):
Traffic Enforcement 154
County-wide Animal Control 156
Regional Forensic Laboratory 158
Multi-Jurisdictional Drug Task Force 160
North Jail Complex 162
Centennial Jail 164
Office of Emergency Management 166
Communications - County Wide 168
Communications System Development 172
E-911 Administration 173
Criminal Justice Information System 174
Coroner 176
Community Corrections 178
Building Inspection 180
Weed and Pest 183
West Nile Virus Program 185
General Engineering 187
Missile Site Park 189
Airport 191
Senior Programs 193
Waste Water Management 194
Developmentally Disabled 195
Mental Health 197
Child Advocacy Center 199
Transfers:
Agency on Aging 200
Health Department 201
Economic Development 202
Building Rents 204
Non-Departmental 206
Extension 208
County Fair 210
Veteran's Office 212
Island Grove Building 214
Contingency (Salary) 215
PUBLIC WORKS FUND:
Graph -- Revenues 217
Graph -- Revenue Changes 218
Graph -- Expenditures 219
Graph -- Ten Year Trend Data 220
Narrative Fund Summary 221
Concerning Local Accountability for Money Used for
Highway Purposes 222
Construction Bidding for State-Funded Local Projects 223
Summary of Revenue 224
Summary of Expenditures 225
Administration 226
Trucking 228
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PAGE
PUBLIC WORKS (CONTINUED):
Motor Grader 230
Bridge Construction 232
Maintenance Support 234
Other Public Works 236
Mining 238
Grants-in-Aid to Cities and Towns 240
Contingency (Salary) 241
Non-Departmental Revenue 242
Public Works 2004 Five-Year Plan 243
SOCIAL SERVICES FUND:
Graph -- Social Services Revenue Changes 255
Graph -- Social Services Expenditures 256
Graph -- Ten Year Trend Data 257
Fund Narrative 258
Summary of Revenue 258
Summary of Expenditures 262
County Administration 263
Non Program Revenue 264
Other Programs 266
Child Support Administration 267
Temporary Assistance to Needy Families & Administration 269
Aid to Needy Disabled 271
Child Care 273
Old Age Pension 275
Child Welfare and Administration 277
Core Services 279
LEAP Program and Administration 281
General Assistance 285
HEALTH FUND:
Graph -- Health Fund Revenue 287
Graph -- Health Fund Expenditures 288
Graph -- Ten Year Trend Data 289
Narrative Fund Summary 290
Summary of Revenue 292
Summary of Expenditures 293
Budget Unit Summary - All Departments 294
Non-Program Revenue 296
Administration 298
Health Promotion 300
Community Health Services 302
Environmental Protection Services 304
HUMAN SERVICES FUND:
Graph -- Ten Year Trend Data 307
Narrative Fund Summary 308
Summary of Revenue 309
Summary of Expenditures 311
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PAGE
HUMAN SERVICES FUND (CONTINUED):
Head Start Program 313
Migrant Head Start 314
Preschool Fund 315
Job Service (Wagner/Peyser) 316
Summer Job Hunt 317
Employment First Program 318
Temporary Assistance to Needy Families 319
Welfare to Work Program 320
Workforce Investment Act - Administration 321
Workforce Investment Act - Adult Program 322
Workforce Investment Act - Youth Program 323
Workforce Investment Act - Statewide Activities Grant 324
Workforce Investment Act - Dislocated Worker Program 325
Educational Lab 326
AmeriCorps Program 327
AAA Administration 328
AAA Support Services 329
AAA Congregate Meal 331
AAA Home Delivered Meals 332
AAA Health Services 333
AM Elder Abuse Grant 334
AM Special Ombudsman 335
AAA Single Entry Point 336
Federal Transit Grant 337
AAA Other Programs 338
AAA State Funds 339
Medicaid Transportation 340
Supplemental Foods 341
Community Services Block Grant 342
Multi-Disciplinary Youth Assessment 343
National Emergency Grant 344
Part E Family Caregiver Support 345
Consumer Navigator 346
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 347
Conservation Trust Fund
Summary of Revenue 348
Summary of Expenditures 349
Budget Unit Summary 350
Contingency Fund:
Summary of Revenue 354
Summary of Expenditures 355
Budget Unit Summary 356
Emergency Reserve Fund:
Summary of Revenue 357
Summary of Expenditures 358
Budget Unit Summary 359
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PAGE
Solid Waste Fund
Summary of Revenue 360
Summary of Expenditures 361
Code Enforcement 362
Budget Unit Summary 363
CAPITAL FUNDS:
Graph - - Ten Year Trend 365
Narrative Summary of Fund 366
Summary of Revenue 367
Summary of Expenditures 368
Budget Unit Summary 369
Long Range Capital Projects Five-Year Plan 371
PROPRIETARY FUNDS:
Narrative Summary of Funds 405
Ambulance Enterprise Fund:
Summary of Revenue 406
Summary of Expenditures 406
Budget Unit Summary 408
IGS - Motor Pool Fund
Summary of Revenue 410
Summary of Expenditures 411
Budget Unit Summary - Motor Pool Administration 412
Budget Unit Summary - Motor Pool Equipment 414
Health Insurance Fund:
Summary of Revenue 418
Summary of Expenditures 419
Budget Unit Summary 420
Insurance Fund:
Summary of Revenue 425
Summary of Expenditures 426
Budget Unit Summary 427
PBX - Phone Services Fund:
Summary of Revenue 429
Summary of Expenditures 430
Budget Unit Summary 431
Weld County Finance Authority
Summary of Revenue 433
Summary of Expenditures 434
Budget Unit Summary 435
GLOSSARY 437
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PAGE
PAY TABLES:
Job Code Table 451
Pay Table 454
SUPPLEMENTAL DATA:
Miscellaneous Statistics 469
Demographic Statistics 471
General Governmental Expenditures by Function 472
General Revenue by Source 474
Property Value, Construction, Bank Deposits and
Other Economic Indicators 476
Property Tax Levies and Collections 477
Assessed and Estimated Actual Value of Property 477
Property Tax Levies - Direct and Overlapping Governments 478
Demographic Profile 479
Consumer Price Index 483
2004 Inflation Projections (CPI) 484
Employment Cost Index (ECI) 485
Northern Colorado Pay Increases 486
2004 Average Employee Salary Projections -
Geographic Location 487
Industry Breakdown 488
Employment Size 489
Rate Range Adjustments 490
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS
FOR PRIOR YEAR:
Population Distribution and Growth 491
Municipal vs. Unincorporated Population 492
Taxable Assessed Value by Type 493
County Mill Levy- Major Components as a Percent of Total 494
Property Tax Revenue Per Capita 495
Other Revenue Types per Capita Excluding Debt Proceeds 496
Citizens Served / Employee 497
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•OUVUOZOD
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2003
President Executive Director
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WinC.
COLORADO
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DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303) 356-5000, EXT.4218
Q FAX: (303) 352-0242 icalt 915 10TH STREET
P.O. BOX 758
GREELEY, COLORADO 80632
■
COLORADO
December 15, 2003
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 2004 final budget for operations and capital outlay totals a gross amount of
$131,595,079, with a net of $128,647,921 when interfund transfers are excluded. The Internal
Service Funds total an additional $7,977,864. The budget has been prepared in accordance with
your directives developed during the budget process. The budget is funded with revenue estimates
of$74,398,474,anticipated fund balances of 524,890,000,and the maximum allowed property tax
under Amendment One (TABOR) and the Weld County Home Rule Charter of 553,350,030.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
As one looks forward to 2004,one hopes the anemic economic recovery becomes more robust and
stable. There are signs of encouragement in the economy as corporate profits are beginning to
improve, along with the equity markets. The principal restraint on the national economy is the
uncertainty from the geopolitical situations in the world, and threat of terrorism worldwide. Rising
costs are another threat to recovery since businesses have little pricing power, so rising prices cut
directly into profits.
Another risk to national economy in 2004 is a protracted lull in economic activity. This would occur
if businesses do not believe the tentative national economic expansion is sustainable,and thus,they
hold off implementing hiring and investment. Finally,falling consumer confidence could translate
into a decline in consumer spending. Consumer spending has been the primary source of strength
in the economy over the past two years.A substantial decline in consumption would likely push the
economy back into recession.
The Colorado economy is showing renewed growth as the national economy rebounds.There are
still areas of weakness in the Colorado economy-manufacturing, transportation, and advanced
technology-mirroring the areas of weakness in the national economy. And like the national
economy, it appears the worst is behind us. Nonetheless, the robust growth of the 1990's is not
expected to resume anytime soon. The main risk to the Colorado and Weld County's economy is
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that the national economy will not resume robust growth in the near term. Colorado's recovery will
follow the national recovery. Thus, a delay in the national recovery will likely mean a delay in the
Colorado recovery.
Evidence that the Colorado economy is turning toward expansion is fivefold. First, employment
levels are improving,as unemployment declines.Second,the necessary correction in the residential
housing market has occurred as inventories have been lowered. Third, vacant office and
commercial space has provided opportunities for companies to lower costs. Fourth, the state's
defense sector is benefitting from the increased federal spending on defense due to terrorism and
the conflict in Iraq. Finally, the pace of decline in retail sales is abating, and tourism activity is
expanding in Colorado.
Overall,the recent declines in the Colorado economy will improve the state's competitive advantage
by lowering the cost of living and doing business,thus initiating future economic growth. In the long
term, Colorado's and Weld County's economies have the necessary components in place for
expansion. Weld County is centrally located, has a workforce with a strong work ethic, a highly
educated workforce, reasonable cost of living, and a great quality of life. These reasons will lead
enterprising companies to relocate here as the national economy strengthens.
FOR THE FUTURE
In response to the budget problems at the state,Weld County took a long term view when examining
the county's budget in 2004, and expanded the budgetary horizon beyond 2007-2008, when the
state's budgetary ship may finally be righted. This called for a thorough examination of all county
programs,and what priority they have in the big picture of providing essential services to the citizens
of Weld County in the next five years and beyond.All programs were reviewed in the 2004 budget
process to achieve a continued level of efficiency in the county.
The 2004 budget was one of the more difficult budgets to prepare in over fifteen years for Weld
County and other local governments in the State of Colorado. As the State of Colorado struggles
with it own major budgetary problems it becomes very evident that Weld County,even though it has
managed its financial affairs in a responsible manner for years,is still a sub-division of the state,and
is tremendously impacted by the state's budget woes.
The State of Colorado's budget problems are the combination of"perfect storm"fiscal impacts that
have come together in the last two years. The national recession has caused an economic
downturn in the state that has resulted in higher unemployment,a decline in sales taxes due to job
losses and decline in tourism after September 11th,and a drop in corporate and individual income
tax revenues,especially the income tax revenue due to dramatic drops in taxable capital gains and
flat wage growth due to corporate cutbacks in the technology, telecommunications, and tourism
industries.After running TABOR surpluses in the late 1990's that resulted in tax refunds to taxpayers
the permanent reductions in the state's sales and income tax rates are coming back to haunt the
state under the TABOR Amendment that requires voter approval to raise the rates again. In addition
TABOR's revenue limits that have dropped in bad economic times will take four or five years to
regain the levels of two years ago. So the state's budget woes will be with us until 2007-2008 at
least.
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
continued emphasis on long-term planning, recognition of the cumulative effects of individual
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decisions, an awareness of changing realities, flexibility to citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement
of Weld County.
Looking into the future for the next few years, Weld County is going to be plagued by the state's
budget problems and the federal deficit. That will both require the county to solve problems at the
local level with local resources, and not rely upon the state or federal government for help. The
county must pay close attention to what is going on at the state and federal levels with the state's
budget problems, the re-authorization of TANF, welfare funding allocations, homeland security
issues, Medicare and Medicaid funding, and other legislative changes that could impact county
governments.
Growth in the county continues to put pressure on county services in all areas. The county's
transportation system has been significantly impact as traffic congestion increases in many areas
of the county due to pure traffic volume. Increased investment in the county's transportation
infrastructure will be required over the next several years. The growth not only impacts the
transportation system,but also impacts the criminal justice system,land use planning,and human
services. All these new demands come at a time when public resources are limited and the
taxpayers wish to limit the size of government and tax revenues. In light of this political and fiscal
environment,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.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds total $127,748,504 in 2004, an increase of
7.65 percent over2003. The amount of revenue from various sources and the changes compared
to 2003 are shown in the following tabulation:
2004 2003 Increase
2004 Percent 2003 Percent (Decrease)
Revenue Sources Amount of Total Amount of Total from 2003
Property Taxes $53,350,030 41.8% $48,640,425 41.0% S 4,709,605
Other Taxes 3,797,853 3.0 5,020,026 4.2 (1,222,173)
Licenses and Permits 1,989,400 1.6 2,216,114 1.9 (226,714)
Intergovernmental Revenue 37,596,009 29.4 35,629,136 30.0 1,966,873
Charges for Services 4,316,156 3.4 3,360,940 2.8 955,216
Ambulance Fees 8,340,000 6.5 7,510,000 6.3 830,000
Miscellaneous Revenue 5,545,992 4.3 4,071,841 3.5 1,474,151
Fee Accounts 5,402,000 4.2 5,332,000 4.5 70,000
Internal Service Charges 7,411.064 5.8 6,894,785 5.8 516,279
TOTAL 5127,748,504 100.0% 55118,675,267 100.0% S 9,073,237
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Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services,
and Enterprise Funds total$136,625,785 for2004,which is an increase of 8.30 percent over 2003.
The amounts by function and the increase over 2003 are as follows:
2004 2003 Increase
2004 Percent 2003 Percent (Decrease)
Expenditure Sources Amount of Total Amount of Total from 2003
General Government $ 19,669,043 14.4% $ 18,858,166 14.9% $ 810,877
Social Services 16,158,615 11.8 14,643,179 11.6 1,515,436
Road and Bridge 23,961,925 17.4 21,741,717 17.2 2,220,208
Public Safety 26,091,944 19.1 25,167,658 20.0 924,286
Human Services 11,600,226 8.5 10,742,024 8.5 858,202
Health 5,862,516 4.3 5,473,559 4.3 388,957
Capital 3,740,000 2.7 3,790,000 3.0 (50,000)
Public Works 1,292,473 1.0 857,546 .7 434,927
Contingency 8,575,000 6.3 7,500,000 5.9 1,075,000
Miscellaneous 1,894,504 1.4 1,773,104 1.4 121,400
Culture and Recreation 1,036,054 .8 581,257 .5 454,797
Auxiliary 425,621 .3 459,981 .4 (34,360)
Paramedic Services 8,340,000 6.1 7,182,129 5.7 1,157,871
Internal Services 7,977,864 5.9 7,382,885 5.9 594.979
TOTAL $136,625,785 100.0% S126,153,205 100.0% 510.472.580
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 2004 and
generated revenue of $8,340,000.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2004 program is funded at $3,740,000, with
$2,275,000 from property tax, and $1,465,000 from fund balance. Anticipated projects include
$300,000 for additional Courthouse / Centennial Center parking, $135,000 for a grader shed.
$125,000 for parks and recreation,and$100,000 for special projects. In addition, $1,615,000 will
be reserved for construction of Phase III of the North Jail Complex. A carry-over beginning fund
balance of$1,465,000 is anticipated,and a$3,080,000 ending reserve fund balance is anticipated
at the end of 2004.
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Debt Administration: In 2004, the county continues to have no bonded indebtedness. With the
passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three
percent of the assessed valuation of the county. Thus,Weld County maintains over a seventy-four
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
$6,410,000.
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
2004 is $1,064,000.
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 2004,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 21.474 mills in 2004, there will remain a temporary mill levy
reduction of 0.564. The assessed value for the 2004 Budget is $2,484,404,023, which is up
$59,125,341 or2.44%. The assessed value in a reappraisal year normally goes up over 10%, but
did not this year due to a decline in oil and gas assessed values of 595.5 million or 14.70 %,
agriculture being down $6.1 million or 6.39 %, and industrial being down 57.2 million or 4.55%.
These declines coupled with the assessment percentage for residential dropping from 9.15 c/o to
7.98%, for a net reduction under the Gallagher Amendment of 14.7%. All other categories of
property were up for 2004. Commercial is up$48.8 million or 12.99%;natural resources are up$1.4
million or 18.95%;residential$54.1 million or 6.75%;vacant land$33.7 million or 39.64%;and state
assessed up$30.5 million or 12.02%. Although assessed value is up only 2.44%,the actual value
of all real property is up 19.35%. New construction amounted to $748 million or 6.71%.
Employee Compensation Pay: The 2004 budget reflects a salary adjustment of three percent.
In addition to the three health insurance plans in 2003, the county will be adding a new HMO with
lower premiums,but higher co-pays and higher deductibles in 2004. The goal is to offer an option
that is more affordable for those employees and their dependents who have low utilization and do
not want to subsidize higher healthcare users. The county's contribution will be tied to the new
HMO,meaning those wanting an option with more flexibility,lower co-pays,and lower deductibles,
will pay higher premiums. By 2005, the county hopes to offer another option of providing a
consumer-driven health plan that combines a high deductible insurance policy along with an
employer contribution to a medical savings account to help pay for routine health costs. The high
deductible policy protects the insured from catastrophic losses, such as prolonged illness or
hospitalization or simply an unexpected period of poor health. The savings account is controlled by
the individual, and is intended to pay for routine health care. The goal is to make the employees
aware of the true cost of health care, 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 health care costs. The county will also be offering two additional dental plans in 2004.
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Fund Balances: County fund balances continue to remain very healthy with an anticipated
$24,890,000 to begin 2004. This remains at one of the highest levels in many years. The strong
fund balance figures have been sparked bya strong local economy the last few years,and the need
to have a strong reserve with the State's budget crisis. The ending fund balances are projected at
$16,012,719. 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 2004,and if no emergencies
or unforeseen events happen the amounts should be in the ending fund balance. The only fund
balance earmarked is$3,080,000 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 $27,667,719.
MAJOR FACTORS IMPACTING THE 2004 BUDGET
The most significant factors impacting the 2004 budget are a result of the State of Colorado's
budget crisis. The state's funding problems have resulted in the county losing revenues, grant
reductions,and having costs shifted to local programs. Revenue losses have occurred with state
eliminating the share back of tobacco tax,cutting the sales tax vendor fee on sales tax collected by
the Motor Vehicle Division of the Clerk and Recorder,and reducing reimbursement rates for holding
state inmates in county jails. Grants have been cut in the Health Department, Juvenile Diversion,
Veterans Services, and Social Services. Significant cost shifts have occurred from state to local
programs. The net effect in Social Services Fund alone is an increase in local taxes of S1,400,000
for welfare programs in 2004. For these reasons the 2004 budget has been developed taking a
cautious and conservative approach to revenue and expenditure projections and planning.
The budget for the general government functions is up $351,106. The increases are primarily
attributed to the increase of$779,969 in election costs since 2004 is a presidential election year.
Included in the election costs is $350,000 for handicap voting equipment to make Weld County
compliant with the Help America Vote Act(HAVA). Information Services is up$127,670 due to the
cost of living adjustment for the contract services($27,670)and added equipment($100,000). The
District Attorney's budget is up$142,132 for the three positions added to the juvenile division. The
added costs are offset by a $303,642 reduction with the elimination of the Juvenile Diversion
program. The District Attorney, Courts, and Commissioners concluded in June, 2003, that the
program was not cost effective and eliminated it on July 1,2003. The state had stopped funding fifty
percent of the Juvenile Diversion program in 2003. Other reductions were in the Treasurer's Office,
which became an appointed position,instead of an elected one,and the Chief Deputy Treasurer's
position was eliminated for a savings of$44,876. The Assessor eliminated a data collector position
($31,796),and an Appraiser III($55,927). Planning reduced costs by$79,614 with the elimination
of a Planner position($47,818)and an Office Technician($31,796). Another major decrease was
in Building and Grounds with the contracting out of eight custodial positions for a savings of over
$100,000,and elimination ofa Building Maintenance Worker III($46,469). Utilities were increased
$80,000 for the new jail pod opening in January. GIS is down$104,536 because there is no need
to do orthophotography mapping in 2004, since 919 square miles were done this year in the high
growth areas.
Public safety functions are up only$225,434,even with the opening of a new 226 bed jail pod and
closing of the old jail in 2004. A major decrease is the second year of a two year computer upgrade
project of the county's criminal information system, Tiburon, down $212,386 from 2003. The
Sheriff's Office's budget is up$336,187, primarily from the addition of three positions for the new
jail,and increased costs of the jail from the growth of the inmate population. Communication costs
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for the dispatch center are up $97,501, again due to growth in activity. Community Correction
contracts from the state are up $7,929, even with state budget cuts. The Coroner's budget is up
$102,221 for added staff and overtime caused by more activity and more professional operation of
the department. Finally,the West Nile Virus program is down $64,182,due to reduced mosquito
control contract rates for the second year of the program.
Other significant changes are increased Engineering costs of$400,168 for contract engineering and
environmental studies for 2004 projects. Airport subsidy for construction is down$43,055 for 2004.
The Health department subsidy is up$64,413 due to salary increases,and the state cuts of grants.
Island Grove Building is up $235,000 to fund an air conditioning system. Finally, $1,116,289 is
included for a three (3) percent salary increase, and health insurance rate increase for 2004.
Public Work's resources for 2004 are up$2,220,208 at$23,961,925,of which$526,890 is from fund
balance. Road Construction Supplies increased$624,378 based on the capital improvement plan.
Contract Payments decreased$494,865 based on the capital improvement plan. Strategic Roads
increased$1,130,599 to$2,413,616 for work to be completed on roads within the strategic corridor.
$1,200,000 is from Energy Impact grants for WCR 13. Right-of-Way purchases increased
$267,500 based on anticipated right-of-way to be purchased in support of the capital improvement
plan on WCR13.
On the revenue side of the budget, property taxes are budgeted at $53,350,030, the maximum
amount under the 5% Home Rule Charter limitation. Tobacco tax is down $80,000, because the
state eliminated the share back with local governments. There has been a drop in interest earnings
of$200,000 due to lower interest rates. Overhead from indirect charges is up$73,264. Severance
taxes are down $35,000 with the drop in energy prices. Revenues from oil and gas leases are
unchanged. Building Inspection fees are down$100,000 and planning fees are down S105,000 with
lower building activity predicted for 2004. Intergovernmental revenues are down $155,899 in the
General Fund with the decreases in the Sheriff's budget from multi-year grants that are expiring,and
lower municipal patrol contracts. The Clerk and Recorder's fees that are up$70,000 due to motor
vehicle license fees from strong auto sales and population growth, and recording fees from new
construction and mortgage refinancing activities. The Clerk and Recorder lost$84,000 in fees when
the state stopped paying sales tax commission for vendors collecting state sales tax. In Public
Works grant revenue is anticipated at $1,200,000 from Energy Impact grants for WCR 13
improvements. Other revenues for Public Works include $440,000 from landfill impact fees,
$883,000 from the old Southwest and Windsor transportation impact fees, 5351,430 from new
transportation impact fees, $250,000 from oil rig repairs, and $800,000 for the Calpine project on
WCR 51. Other revenues are stable or only slightly changed.
The 2004 Proposed Budget contains adequate resources to provide a level of service similar to
2003. 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.
9
Many uncertainties face county governments like Weld County, as they cope with growing
populations with diverse needs, federal and state budget reductions, and managing of land use
changes associated with a growing economy. Many tough decisions associated with
implementation of programs, and how they are to be funded, must be dealt with by the Board of
County Commissioners with citizen input. Hopefully,this budget document has allowed the Board
to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld
County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by
the elected officials,department managers,and employees in recognizing the problems and issues
confronting the county and responding with creativity and understanding. The county,as a whole,
also recognizes the Weld County taxpayers and consumers of county services who provide the
economic resources to the county,and we pledge our commitment to continue to provide the best
in county services possible.
Copies of all budget documents are available for the public at 91510th Street, Room 317, Greeley,
Colorado. More information can be found on Weld County's website at www.co.weld.co.us.
Very truly your/s„/ /
ke7):edei �6 '`'LIZ %-
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. J_
The South Platte River and its tributaries, the Cache la Poudre, ,• �
Big Thompson, Little Thompson, Boulder, St. Vrain, and other 's�� r•;,z:"^s
smaller streams, flow into Weld County from the south and •— "- ' d
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. s�uss
During the first 16 years of Weld County's history the county
� c,�
seat was moved from St. Vrain to Latham (three miles east of
the present Greeley) to Evans, to Greeley, to Evans again, and
•
finally in 1877, returned to Greeley. W1:-‘•, • f _
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-
11
surname population began to arrive during the mid 1920's as laborers for the sugar
beet industry.
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902. In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926.
LIVEABILITY
Weld County. Its liveability 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 1
Mississippi. The University of Northern Colorado's Little Theatre
of the Rockies is one of America's premier college dramatic ' •; 1 C4- s,
';
•
organizations. •__ r
rAT
North Colorado Medical Center is a leading ' "„di
public medical _ }- `^,,,ti,,
facility and the Northern Colorado Oncology Center is a major '
cancer treatment facility in Colorado. ! `
EDUCATION
Education has always been an important part of life in Weld County where twelve
school districts offer educational opportunities which have earned a reputation for
quality. Greeley is the home of the University of Northern Colorado, a 4-year
university offering bachelors, masters and doctorate degrees to 11,000 students.
Aims Community College is a 2-year liberal arts and vocational college in Greeley
with a second campus in Fort Lupton.
With 4,004 square miles within its borders and a population of over 180,000, Weld
County has plenty of room for growth. Its thirty-one incorporated towns offer a
variety of lifestyles from urban to rural.
To make certain Weld County maintains its quality of life, a comprehensive plan has
been developed and implemented. The plan, simply stated, puts the right things in
the right places. The result is that Weld County provides an ideal location for
corporations, industry and businesses. Most importantly it's a nice place for people.
12
RESOURCES
Fertile fields of green can be found in every part of the County,
which ranks as the third leading agricultural area in the United
States. Weld County is Colorado's leading producer of cattle,
grain and sugar beets.
An abundance of water has been important to not only the •
agricultural community, but also to industrial development.
Greeley's supply, for example, includes reserves estimated at
100%. Future supply is equally impressive with such
developments as the Windy Gap Project.
Weld County is the second leading area in Colorado in the production of oil and gas.
The county's many abundant resources provide a sound economic base and a secure
future for the area.
One of Weld County's most valuable resources is its labor force. The people
resources provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County
a desirable place in which to work and live.
Weld County has one more important ingredient, as well, a positive attitude toward
growth. We love being here and we'd love having you here,
too.
INDUSTRY
Numerous industrial sites are located throughout Weld
County. Fully developed rail and non-rail parks; undeveloped i •
parcels, many zoned and with rail utilities adjacent to the I . ''
property; a variety of industrial and commercial sites; and '5
availability of both new and renovated prime office space are / :� •
indicative of this area's attitude toward growth. Convenient 1S' k "% i\'
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
2004
BUDGET PLAN
The 2004 budget will be one of the more difficult budgets to prepare in over fifteen years for Weld
County and other local governments in the State of Colorado. As the State of Colorado struggles
with its own major budgetary problems it becomes very evident that Weld County, even though it
has managed its financial affairs in a responsible manner for years,is still a sub-division of the state,
and is tremendously impacted by the state's budget woes.
The State of Colorado's budget problems are the combination of "perfect storm"fiscal impacts that
have come together in the last two years. The national recession has caused an economic
downturn in the state that has resulted in higher unemployment;a decline in sales taxes due to job
losses and decline in tourism after September 11th; and a drop in corporate and individual income
tax revenues,especially the income tax revenue, because of dramatic drops in taxable capital gains
and flat wage growth due to corporate cutbacks in the technology, telecommunications, and
tourism industries.After running TABOR surpluses in the late 1990's that resulted in tax refunds to
taxpayers, the permanent reductions in the state's sales and income tax rates are coming back to
haunt the state under the TABOR Amendment which requires voter approval to raise the rates
again. In addition TABOR's revenue limits, which have dropped in bad economic times, will take
four or five years to regain the levels of two years ago. Therefore, the state's budget woes will be
with us until at least 2007-2008.
It should be noted that the state's budgetary shortfalls of nearly one billion dollars are not the result
of TABOR. Rather,the deficit is the result of two years of declining state revenues. Since the state
revenues fell below the TABOR limit in fiscal years 2001-2002 and 2002-2003,the TABOR limit was
not binding, and the state could --and did -- keep all the money it collected. Meanwhile, the state
budget deficits that occurred in those two years were the result of state expenditures that were not
reduced enough to compensate for the decline in the amount of revenues being collected.
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
local.
The state has thus far impacted the following county programs:
• Social Services is being impacted by revenue reductions and cost shifts in child
welfare, TANF, child care, and other allocations. The impact in 2004 will be an
additional local cost of $1,400,000, and potentially another $1,000,000 in 2005.
• Capping of juvenile beds in DYS will shift troubled youth to the Social Services
caseload.
• State inmate reimbursement rates for county jails have been reduced by 10%
($15,000).
14
• Tobacco taxes shared with counties by the state have been eliminated for counties
($80,000).
• Juvenile Diversion was cut last year and not restored this year ($64,000).
• State per capita for health programs was cut in 2003, and not restored (S256,000).
• The state's share of the Veterans Office costs was eliminated (S2,400).
• Tobacco settlement funding for health programs have been cut and more funding
is in jeopardy, if the bonds from the tobacco settlement cannot be sold.
• Energy Impact Assistance grants may be frozen. Typically, Weld County receives
$900,000 to S1,200,000 annually. This will impact the county's strategic road plan.
• Medicaid funding reductions impact health programs and Paramedic Services by
both revenue reductions and cost shifts.
• Class 6 felony convicts not being sentenced to state prisons will increase the inmate
population in county jails.
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
continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions, an awareness of changing realities, flexibility to citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement
of Weld County.
In response to the budget problems at the state, Weld County must take a long-term view when
examining the county's budget in 2004,and expand the budgetary horizon beyond 2007-2008,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 2004 budget process to achieve a continued level of efficiency in the
county.
The budget strategy uses proven methodologies of dealing with past budgets and looking at future
strategic approaches. The budget is based upon the following assumptions and approaches:
> No local property tax initiative will be approved by the voters.
> Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. Local dollars will not
displace federal or state reductions.
> Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
> Early warning sessions will be held in September addressing budget issues
identified early in the process.
15
> All county departments and offices will receive a set target amount for 2004 before
budget preparations begin.
> A target of ten percent off the 2003 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 salaryadjustments above the 2003 level in the Final Budget process.
Any Department Head or Elected Official justifying to the Board a higher salary for
a class unique to that department or office should include the additional salary within
the assigned target budget amount.
> Fringe benefits will be left at the current level of benefit. Health Insurance is stable
with the change in provider.
> Outside agencies will be treated like county departments, since most provide
contractual services.
> Any 2004 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 2004 target amount by all
budget units.
> Self-supporting budgets will float at the 2003 funding levels.
> Additional program options outside the overall budget plan will be proposed for Board
consideration. Staff will explore the options as directed by the Board, and these
options will be topics of discussion at the public work sessions and hearings.
> A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
> There will not be any recommended increases in personnel in the recommended
budget to the Board. Increased workload will be absorbed by existing personnel
wherever possible through increased productivity.
> Resources for new activities will come from increased productivity and termination
of existing activities wherever possible. No new non-mandated programs will be
proposed without proportionate cutbacks in other programs.
> All user and service fees will be examined and recommendations made for
increases or other adjustments to match the cost of providing such services.
> As 2004 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 2004, while accomplishing a balanced budget.
16
The 2004 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
2004
BUDGET CALENDAR
May 5 Board review of 2004 budget plan.
May 6 - 16 Director of Finance and Administration discusses target
budgets and 2004 budget plan with department heads and
elected officials.
June 20 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 20 Elected officials and department heads submit PBX phone
service requests to PBX.
June 20 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
June 20 Elected officials and department heads submit requests for
information services requests to ACS.
July 7 Submit budget request to Finance.
September 16 Early warning budget work session and community agency
requests.
July 8 - September 12 Finance office review.
September 12 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October21 and 23 Budget work session hearings with Commissioners and elected
officials and department heads.
November 12 Publish notice of final budget hearing.
October 23 - December 12 Prepare final budget.
December 15 Public Hearing to adopt mill levy.
December 15 Public Hearing on Final Budget, 9:00 a.m.
18
POINTS
OF
ISSUE
AND
POLICY
MATTERS
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to
be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting
process is to produce a"user friendly"document,designed to enhance policy makers',managers',
and citizens'understanding of major issues,resource choices,and impact of the total budget. The
budget is not only a financial plan, but a policy document, operational guide, and communication
device.
As a financial plan,Weld County's budget includes all funds, presents a summary of historical and
projected revenues and expenditures,describes major revenue sources, underlying assumptions
and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses longer-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation,review,and adoption process,includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments,such as those done by the Health Department and Social Services,surveys,
town meetings, citizen input,and various forms of input from citizen advisory boards. Based upon
the community assessments policy formulation is done by analyzing community needs,developing
county-wide goals, assessing prior year program performance, reviewing policy alternatives.
establishing priorities,and fiscal policy. A spin off of the policy formulation is the creation of a capital
improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives,and relate present operations to the programs planned. The budget is then based upon
the program,performance,and periodic program review. This process allows for the allocation of
resources by program area and multi-year projections. The programs are then evaluated on an on-
going basis through program analysis,review of performance,and an examination and evaluation
of alternatives. This input then cycles into the policy formation process 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
POLICY
FORMULATION
FO N
Analyze Community Needs 41
Community Develop County-Wide Goals Lone Range Planning
Assessment Assess Prior Year's Performance Capital Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal Policy
/ \I
ir
SUPPORT
PROGRAM PROGRA3I
EVALUATION PLANNING
Assess Program
Program Analysis Alternatives
Accounting System
Design Program
Review Program Fiscal Control Define Program
Performance Cost Accounting b Program
Objectives
Relate to Present
Examine and Evaluate Operations
Alternatives Performance Measurement Revise as Necessary
Systems and Reports
\ /
Service
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area •
Develop Multi-Year Projections
Schedule Action
21
HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
BUDGET POLICIES
BUDGET PROCESS IMPLEMENTATION AND RESULTS
OF STRATEGIC OBJECTIVES
REVENUE POUCIES MAJOR PROGRAM GOALS
POLICY DIRECTIONS SPECIFIC REVENUE ASSUMP11ONS
ACCOUNTING POUCIES POLICY MATTERS.POINTS OF ISSUE
� I
INVESTMENT POLICIES 'WORKLOAD DATA
CAPITAL IMPROVEMENT POLICIES ;. DEPARTMENT OBJECTIVES
BUDGET GUIDELINES { SIGNIFICANT CHANGES
ALLOCATION OF RESOURCES
NN,
DEPARTMENT BUDGET UNITS
22
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services,using a common criteria forjustification,aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process of
the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. Initiate a strategic planning process.
23
HIGHLIGHTS
REFINE BUDGET PROCESS
TARGET BUDGET APPROACH
COST CUTTING/REVENUE RAISING STRATEGIES
PRIORITY RANKING
DEFER EXPENSES
CREATIVE MANAGEMENT
LEGISLATIVE PROGRAM
SPECIAL INSTRUCTIONS
STRATEGIC PLANNING
24
TARGET BUDGET APPROACH
> IDENTIFIES COUNTY'S RESOURCE CAPACITY
> ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE
> PROPOSED NON-FUNDING IS IDENTIFIED EARLY
>- ALLOWS TIME TO ACCOMMODATE REDUCTIONS
(EMPLOYEES)
> OFFERS SUPPORT TO MANAGERS TO ELIMINATE MARGINAL
SERVICES, LESS PRODUCTIVE EMPLOYEES, ETC.
> ALLOWS BOARD DISCRETION IN ALLOCATING FUNDS TO
UNFUNDED PROGRAMS IN CRITICAL SERVICE AREAS
> TARGETS ALL OFFICES, DEPARTMENTS, OUTSIDE
AGENCIES
> BETTER REFLECTS COUNTY PRIORITIES
> LIMITS ARE KNOWN AND ALTERNATIVE EXPENDITURE
LEVELS CAN BE PLANNED SIX MONTHS BEFORE FISCAL
YEAR BEGINS
> CONSTRAINS GROWTH IN EXISTING LEVELS, SO HIGH
PRIORITY REQUESTS CAN BE GRANTED WHILE LOWER
PRIORITY PROJECTS ARE CUT
25
SOLUTIONS/APPROACHES
INTEGRATED BUDGET APPROACH
MODIFIED ZBB
PROGRAM/ACTIVITY
PRIORITY SETTING
TARGET BUDGET
> REVENUE MAXIMIZATION
> IMPROVED PRODUCTIVITY
• COST AVOIDANCE
> CUT BACK MANAGEMENT
> COST CUTTING/REVENUE RAISING STRATEGIES
> POSITION SUNSET REVIEW
> STRATEGIC PLANNING
26
GOALS OF BUDGET PROCESS
> PROVIDES DECISION MAKER WITH NECESSARY
INFORMATION
> RATIONAL
> FAIR
> ECONOMY OF TIME
> RELEVANT
> FLEXIBLE BY DEPARTMENT
> MANAGEMENT INPUT
> PUBLIC INPUT
27
2004 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 2003's budget presentation.
> Salaries should be budgeted at the 2003 level. Any salary increase for a class unique to a
department must be absorbed in target amounts.
> All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services. This is a follow-up to
work over the last five years.
> Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
> Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds during
the budget hearing process in October. Therefore,all offices and departments should make
concerted efforts to put together realistic programs and efforts within the target budget base
amount,since the ability of the Board to fund beyond that level will be substantially restricted.
Ranking forms will begin at 90% of target.
28
> In reviewing the 2004 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 2004
budget process.
29
2004
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual for
submission of your 2004 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 7, 2003.
2. All departments are requested to submit,on or before June 20,2003,the following items that
will be part of your 2004 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 2004.
Unplanned moves will only be done if absorbed in the 2004 budget.
D. Information Services requests for computer hardware, software,
system upgrades or system study.
3. Salary and fringe benefits will be budgeted at the 2003 level. Any anticipated increase over
2004 level must be absorbed in target amount.
4. For budgetary purposes,please use the 340 per mile reimbursement rate in developing your
2004 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 37¢ in 2004.
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.
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10. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2003. See Finance for exact format.
11. Any 2004 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 2004 budget
process.
12. Early Warning Budget Hearings will be held in September.
13. As revenues are budgeted,each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance, the manner in
which the credit card service fee can be recovered or absorbed in the fee structure in
compliance with all legal and credit card service provider requirements.
If,in the development of your budget request,you determine that there are unique requirements or
unique situations in your department that affect your budget presentation,please do not hesitate to
contact the Director of Finance and Administration at extension 4218 to answer questions,or to get
approval for variation to the normal procedures outlined in the special instructions above or in the
Budget Manual.
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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
n 1 tc
`>' ea�R'
OPERATIONAL ReduceCo r i e 1 oc s on "• p Cooperate
PERSPECTIVE oft out a e • 'pot 5 ' and ,
,Bus nets Son:ices Cause* Collaborate.
r.
FINANCIAL aintai al HUMAN r'
PERSPECTIVE Sta ili E tu)l .
RESOURCES °3'°
Employees s .
PERSPECTIVE
Ensure long-term fiscal stability for the county.
Reduce the cost of conducting the county's business.
Enhance customer service.
Provide the necessary knowledge, skills, and resources to county employees to carry out these
principles.
Ensure adequate provision of mandated services.
Focus on the root causes or problems that affect the quality of life of county citizens.
Provide leadership on intragovernmental, intergovernmental and intersectoral cooperation and
collaboration aimed at improving services to county citizens.
NOTE: Robert S. Kaplan of Harvard Business School has determined that two perspectives,
human resources and financial,are the driving indicators of operations and that operations are
the primary indicators of customer service.
34
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
In implementing the strategic objectives of Weld County there were a number of initiatives that have
taken place. During the last four years Weld County has developed benchmarks and measurable
standards to improve the service of Weld County. The format of the budget summaries in the 2004
Budget continue to evolve with the further enhancement of performance measures for each of the
budget units. This effort grew out of the strategic planning sessions held with the Board of County
Commissioners,other elected officials, and department heads. The performance measures and
implementation of the strategic plan direct the use of resources in this budget. The performance
measures will be used over time to determine if the budgeted resources bring about the desired
results and are being used in an efficient and effective manner.
In response to the goal of satellite campuses, Weld County, in January, 2002, opened the
Southwest Weld County Service Building offering services in the Departments of Planning Services,
Building Inspections, Social Services, Assessor, Extension Services, Human Services, Public
Health and the Environment,and the offices of the Clerk and Recorder,District Attorney,and Sheriff.
As the population in the area continues to grow more and more services will be provided from the
new facility.
Strides are being made in the use of cost effective and beneficial technology to enhance services.
The 800 MHZ communication network is in its third phase with completion scheduled for the end of
2003. This multi-million dollar investment will greatly enhance radio communication for public safety
and emergency services in all of Weld County. Weld County made a $1.8 million investment in
upgrading its IT infrastructure in 2002-2003.
Also in the area of technology,Weld County completed an e-government plan and strategy. Weld
County citizens have a high expectation that their county government will be innovative and find
economical approaches to information dissemination and providing services. To respond to these
expectations,Weld County has hired an e-government staff person to coordinate the Weld County
website and Internet applications. This effort will allow Weld County to use Internet technology to
be used as a tool to meet the growing service demands in this area. The website is totally updated
annually,and the ICRIS Internet system has been installed,allowing citizens to access nearly all of
the Clerk and Recorder's records via the Internet. Other Internet access applications have been
implemented in the Sheriff's Office, Health Department, Clerk to the Board, and GIS. Many more
are planned to meet the goal of offering services to disseminate Weld County information anywhere,
any time, and to get citizens to go on-line and out of line for services. The website can be viewed
at www.co.weld.co.us.
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 countywide 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
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portion of the budget each year will be dedicated to the strategic roads. Even though the county has
increased funding and has imposed a countywide transportation impact fee,additional investments
will have to be made in the future to keep the transportation system at an acceptable service level.
Weld County must continue to deal with the growth it is experiencing in Southwest Weld County,
the Windsor area, and West Greeley. The growth not only impacts the transportation system as
cited above,but also impacts the criminal justice system,land use planning,and human services.
All these new demands from the growth pressures come at a time when the public's demand is also
to limit the size of government and its tax revenues,resulting in such issues as welfare reform,and
the TABOR tax revenue and spending limitations. Weld County must respond with new and
creative ways to deal with these issues in a way that is satisfactory to the citizens and maintains
the high quality of life they are accustomed to having in Weld County.
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.
In the last year Weld County adopted a diversity policy. Weld County Government will provide a
welcoming environment where all individuals are respected,appreciated,included,and valued. We
recognize the unique perspective and wide range of knowledge diversity affords us. We are
committed to learn from each other and understand that our similarities and differences are what
create a strong organization and community.
We acknowledge diversity as an inclusive term that includes all the differences that distinguish
individuals and groups from each other. The mosaic of the people of Weld County brings a variety
of backgrounds,style,perspectives,values,and beliefs as assets to the Weld County community.
To appreciate diversity is to recognize that the sum of the different groups and individuals is a richer
whole than the parts alone. Diversity includes,but may not be limited to,race,color,age,disability,
creed, religion, cultural backgrounds and experiences. Diversity is integral to our success as an
organization and community which will add to the splendor and desirability of Weld County as a
place to live and work.
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.
Population throughout the county continues to grow at an unprecedented rate. New housing
construction and sales in the county remained robust, though slightly down from last year. Job
growth in Weld county(as measured by total employment)increased approximately five percent
last year, hardly an indication of an economy in recession. And,although our per capita income is
well below the national average,average wages in Weld County did move up 4.4 percent during the
last year.
36
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.
In the short term, we may be judged by"how much we do," but in the long term we will be judged
by "how well we do it."
Finally,in the area of implementing strategic objectives,the Board of County Commissioners asked
each county department to review their departments' 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.
37
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
• 2004 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.
38
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 $74.4 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.
39
REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2004
budget.
1. Wherever possible,those receiving the benefits of a government service should pay
for what they receive in full through current fees,charges, and other assumptions.
2. Continual search for new sources of revenue shall be made to diversify the county's
financing plan.
3. The county shall seek the establishment of a diversified and stable revenue system
to shelter the county from short run fluctuations in any one revenue source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A. Fee policies applicable to each activity.
B. Related cost of the service provided.
C. The impact of inflation in the provision of services.
D. Equatability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated. Local
funding will be substituted onlyaftera full study by the Board and if the program has
a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose of
providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a local economy similar to 2003,historical growth rates,and interest rates
of an average of 2.0% throughout 2004.
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.
40
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 2003 land use and
construction activity level with 2004 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 2004.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2002 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.
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Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program.
Health Grants: Based upon contracts signed July 1, 2003.
Health Fees: Based upon historical patient/client caseload with 2004 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2003.
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 2002-2003 call volume plus 20%rate increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
DOC Inmate Reimbursement: Revenue based upon average holding of 20 State Department of
Correction inmates at $46.49 per day per inmate.
Work Release Inmate Fee: Based upon average of 80 work release inmates per day.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Continue revenue maximization policy to support county services to users.
- Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Recommend a revised compensation pay plan based upon annual salary survey data to
keep county compensation competitive with the labor market.
Examine county programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
- Examine county programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
- Utilize cost cutting/revenue raising strategies to hold down costs and support county
services. This may be accomplished by:
- Organization assessment
Contraction in services
Productivity improvement
Reprivatization and contracting
Automation
Energy conservation
Administrative reorganization
- Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
- Utilize a target budget approach with the following features:
Identifies county's resource capacity
All can see the targets and related reductions
- Identify proposed non-funding early
- Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
• Targets all offices, departments, and outside agencies
Better reflects county priorities
Since limits are known,allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels,so high priority requests can be granted
while lower priority projects are cut
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- Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services. This is a follow-up we have been
doing the last three years.
- Clearly identify all newly mandated program costs for the Board.
- Continue the county's share of partnership programs,unless a change is legally mandated,
and decrease the share wherever possible.
- Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
- Recommend capital outlay expenses for equipment only when the need has been fully
justified,the useful life of equipment cannot be extended,and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended by
the Equipment Service Manager for consideration in the budget process.
- Continue to examine priorities,which services to provide, best way to deliver services,and
most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
44
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Eliminate Juvenile Diversion due to State budget cuts.
> Reduce Planner, Building Inspector, and clerical position due to slow-down in
development.
> Continue a four-year process to convert the Regional Communications Center to an
800 MHZ radio system.
> Eliminate one data collector and Appraiser III for Assessor due to drop in activity.
> Make up funding in Health Department for Abstinence Education.
> Open Phase II of County jail.
> Phase II to update and enhance the criminal justice information system (Tiburon).
> Continue implementation of the Strategic Road Plan.
> Continue program to respond to the West Nile virus.
> Add Coroner staff to deal with growing caseload.
> Monitor TANF preauthorization law changes.
> 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.
> Remodel Centennial Center and Courthouse to add three new courtrooms.
> Come into compliance with the Help America Vote Act.
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MAJOR PROGRAM SPECIFIC GOALS
> Upgrade Phase II Tiburon, the criminal justice information and computer-aided dispatch
system.
> Respond to federal welfare reform and its impact on Weld County programs.
> Complete the 2004 Public Works Work Plan and develop strategic transportation system.
> Continue the four-year project to implement a new 800 MHZ radio system.
> Continue implementing the long-term strategy for use of e-government and new
technologies in Weld County departments and offices.
> Construct Phase I of WCR 13 in Strategic Road Plan.
> Open Phase II of the new jail.
> Remodel Courthouse and Centennial Complex to accommodate three additional
courtrooms.
> Continue 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.
46
2004
PROGRAM ISSUES
> Open a new 226-bed jail expansion.
> Staff the new jail for opening at the beginning of fiscal year 2004.
> Cope with the continued growth and development in the county.
> Continue development of a geographic information system (GIS).
> Enhance services at the Southwest Weld County Administration Building.
> Implement strategic transportation system to accommodate growth in county's
urbanized areas and use of the transportation impact fees.
> Continue benchmark efforts for county services.
> Continue document imaging process in county departments.
> Identify technology uses to improve services and cost-effectiveness of services.
> Enhance public relations and communication efforts with constituents.
> Implement Final Phase of the 800 MHZ radio system.
> Continue implementation of e-gov strategy.
> 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.
> Remodel Courthouse and Centennial Complex to accommodate two additional
judges.
> Upgrade the criminal justice information and computer-aided dispatch system
(Tiburon).
> Continue program to respond to the West Nile virus.
> Continue to develop plans for the County for bioterrorism and emergency
preparedness.
47
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.
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AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, C. R. S., provides that, if during the fiscal year,the governing board deems it
necessary,in view of the needs of the various offices or departments,it may transfer budgeted and
appropriated monies from one or more spending agencies in the fund to one or more spending
agencies in another fund and/or transfer budgeted appropriated monies between spending agencies
within a fund.
Section 29-1-111.6, C. R. S., provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,the
governing board of the local government may authorize the expenditure of these unanticipated or
unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later
than November 15 and are payable the following year in two installments on February 28 and June
15,or in full on April 30. The county,through the Weld County Treasurer, bills and collects its own
property taxes as well as property taxes for all school districts,cities and towns and special districts
located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter,
all ad valorem tax levies for county purposes,when applied to the total valuation for assessment of
the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than
was levied from ad valorem taxation in the preceding year,plus five percent(5%),except to provide
for the payment of bonds and interest. The Board of County Commissioners may submit the
question of an increased levy to the County Council and,if in the opinion of a majority of the County
Council, the county is in need of additional funds,the Council may grant an increased levy for the
county in such amount as it deems appropriate, and the county is authorized to make such
increased levy.
Anyone capital project requiring a capital expenditure out of funds procured by ad valorem taxation
equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the
qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule
Charter.
With the passage of Amendment One(TABOR)effective November 4, 1992,the mill levy cannot
be increased above the prior year mill levy,except by a vote of the people. In addition,the growth
of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction,
without voter approval.
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CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan-Aplanforcapitalexpenditurestobeincurredeachyearover
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.
50
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.
51
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 byeither F.D.I.C.or F.S.L.I.C. Further,any deposit/investment
amount in excess of $100,000 may only be made at institutions that are designated as public
depositories by the state bank or savings and loan commissioners,Sections 11-10-118 and 11-47-
118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total
deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11,C.R.S. 1973,savings and loan associations having their principal offices in this
state which have been approved and designated by written resolution by a majority of the Board of
County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the amount
of revenue required from property tax.
The county maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the county's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
county funds.
Deposits:
At yearend,the estimated carrying amount of the county's deposits is$45.0 million. Of this
amount, approximately$1 million will be covered by Federal deposit insurance, and the
remainder was collateralized with securities held by the pledging financial institution's trust
departments or agents in the county's name.
Investments:
Statutes authorize the county to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities,commercial paper,and repurchase agreements. The Pension Trust Fund
is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 2.0 percent in 2004.
52
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.
53
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.
54
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.
55
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
56
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
57
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
58
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Elections:
Help America Vote Act Equipment $ 350,000
Treasurer:
Chief Deputy $ 44,876
Assessor
Data Collector 31,796
District Attorney:
Deputy District Attorney III - Juvenile Division 75,200
Office Tech III (2) - Juvenile Division 66,932
Juvenile Diversion:
Eliminate Program 303,642
Planning:
Planner 47,818
Office Tech III 31,796
Office of the Board:
NaCo Membership 2,600
Buildings and Grounds:
Maintenance Worker III 46,469
Out source Custodial Services 129,944
New Jail Space Costs 80,000
Sheriff's Office:
Correctional Officers (3) - New Jail 163,335
Coroner
Investigator II 43,376
Building Inspection:
Combination Inspector 47,165
West Nile:
Program 452,173
59
FUNDING
INCLUDED EXCLUDED
CDSI:
CDSI $ 46,125
$106,341
Non-Departmental:
Visitors' Bureau 5,000 2,500
Mental Health:
NFRBH 135,875 1,127
Island Grove Building:
Air Conditioning System 250,000
Health:
Abstinence Program 100.000
TOTAL GENERAL FUND $1,768,016 $ 796,074
Social Services:
Day Care:
Eliminate holds $ 20,808
Reduce absences to 3 days 61,458
Eliminate registrations 63,913
Reduce education to one year limit 100,477
Eliminate education benefit $ 72,345
Eliminate absences 271,470
Lower eligibility to 185% of poverty 509,670
Adopt 20% rule 6,260
Child Welfare n/a n/a
TOTAL SOCIAL SERVICES FUND $ 859,745 $ 246,656
Paramedic Services Fund:
Staff and Service Reorganization $ 213,006
Rate Increase (20%) $ -390,100 0
TOTAL PARAMEDIC SERVICES FUND $ -390,100 $ 213,006
60
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 $ 1,116,289
Road and Bridge Fund 341,578
Health Fund 137.657
TOTAL $ 1.595.524
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
HEALTH INSURANCE
2004 Rates
Full Time 3/4 Time 1/2 Time Full Time 3/4 Time 1/2 Time
Reduced Reduced Reduced 1st Year 1st Year 1st Year
Rate Rate Rate Dep.Coy. Dep.Coy. Dep.Coy.
HMO Plan-High Option#10764/Rx19DW4
Employee only $ 59.84 127.18 194.51 $ 59.84 127.18 194.51
Employee/Spouse 175.06 295.89 416.72 389.05 456.39 523.72
Employee/Child 149.96 270.79 391.62 363.95 431.29 498.62
Employee/Children 165.96 286.79 407.62 379.95 447.29 514.62
Family 562.17 683.00 803.83 776.16 843.50 910.83
HMO Plan-Low Option#10734/Rx19DW4
Employee only $ 16.00 83.34 150.67 $ 16.00 83.34 150.67
Employee/Spouse 87.33 208.16 328.99 301.32 368.66 435.99
Employee/Child 65.78 186.61 307.44 279.77 347.11 414.44
Employee/Children 81.78 202.61 323.44 295.77 363.11 430.44
Family 422.52 543.35 664.18 636.51 703.85 771.18
Point of Service Plan-#40074/Rx491 W4
Employee only $ 72.63 139.97 207.30 $ 72.63 139.97 207.30
Employee/Spouse 200.69 321.52 442.35 414.68 482.02 549.35
Employee/Child 174.61 295.44 416.27 388.60 455.94 523.27
Employee/Children 190.61 311.44 432.27 404.60 471.94 539.27
cr. Family 608.08 728.91 849.74 822.07 889.41 956.74
PPO Plan-#U04/RxBU5
Employee only $ 127.04 194.38 261.71 $ 127.04 194.38 261.71
Employee/Spouse 309.40 430.23 551.06 523.39 590.73 658.06
Employee/Child 278.98 399.81 520.64 492.97 560.31 627.64
Employee/Children 294.98 415.81 536.64 508.97 576.31 643.64
Family 684.28 805.11 925.94 898.27 965.61 1,032.94
••
Companion Life Dental Plan Full Time 3/4 Time 1/2 Time Alpha Dental Plan
Employee only $ 15.16 17.91 20.66 1 member 11.00
Employee 8 1 dependent 41.05 43.80 46.55 2 members 22.00
Employee 8 2 or more dependents 80.07 82.82 85.57 3+members 29.00
Weld County will be contracting with PacifiCare for health insurance for 2004. You may select from four options as described above. The coverage differences are explained on the following
page. The rates can be taken out on a pre-tax basis. They include your choice of the Self-funded County Dental reimbursement plan or the Alpha Dental plan at no additional cost. You can
elect to substitute the Companion Life Dental plan for the additional cost listed above. The County Vision plan is included with all health plans. Employees also have the option of taking a
dental plan only for themselves and/or their dependents. The Self-funded County Dental plan and the Companion Life Dental plan require the employee to be enrolled in order to have coverage
• for a dependent. The Alpha Dental plan allows coverage for dependents only.
For full time employees. Weld County pays$269.33 toward each employee's coverage. The Board of County Commissioner's policy is to pay 75%of the HMO Spouse rate($213.00 for 2004)
toward dependent coverage, no matter which type of dependent coverage the employee has. The employee must have had dependent coverage for 12 consecutive months to receive the
additional$213 99. Amounts are prorated for part time employees.
Weld County Health Plan
PacifiCare
High Option Low Option
HMO HMO POINT OF SERVICE PPO
#10764/Rx19DW4 #10734/Rx19DW4 #40074/Rx491W4 #U04/RxBU5
Network Non Network PPO NonPPO
Lifetime Max.Benefit $Unlimited $Unlimited $Unlimited $1 Million $2 Million $2 Million
Office Visit Copay $15 $30 $15 deductible&coinsurance $20 deductible&coinsurance
Specialist Visit Copay $30 $50 $30 deductible&coinsurance $20 deductible&coinsurance
Preventive Care Copay $15 $30 $15 Well-Child Only $20 Well-Child Only
Vision Care Copay' $15 $30 $15 Not Covered Not Covered Not Covered
Emergency Room Copay $100 $200 $100 50-50%after deductible $75 deductible/occurrence $75 deductible/occurrance
Chiropractic** Not Covered Not Covered Not Covered deductible&coinsurance deductible&coinsurance deductible&coinsurance
Laboratory&X-ray"` $75 $300 $75 deductible&coinsurance deductible&coinsurance deductible&coinsurance
o,Hospital Admission Copay $300 $600+30% $400 deductible&coinsurance deductible&coinsurance deductible&coinsurance
''''Outpatient Surgery Copay $100 $300+30% $100 deductible&coinsurance deductible&coinsurance deductible&coinsurance
Individual Deductible n/a n/a n/a $500 $250 $250
Family Deductible n/a n/a n/a $1,000 $500 $500
Coinsurance 100%after copay 100%after copay 100%after copay 70-30%after ded. 90-10%after ded. 70-30%after ded.
Individual Max Out of Pkt."" $2,500 $5,000 $2,500 $5,500 $2,250 $6,250
Family Max Out of Pkt."" $5,000 $10,000 $5,000 $11,000 $4,500 $12,500
Prescription Drug Copay $15 Generic $15 Generic $15 Generic $15+30%Generic $10 Generic Not
$40 Brand $40 Brand $40 Brand $40+30%Brand $30 Brand Covered
$60 Non Formulary $60 Non Formulary $60 Non Formulary $60+30%Non Formulary $50 Non Formulary
`One visit per 12 months.
"Out of network limited to$500 per type of therapy(POS); limited to$1000 in and out of network/calendar year(PPO)
"`No copay 100%covered for laboratory and X-ray; MRI,CT, SPECT and PET Scan subject to$75 copay. The$75 copay is in addition to other applicable copays.
"For allowable covered expenses. Out of network benefits based on reasonable and customary charges.
Mail Order for HMO plan includes 90 day supply(or 2 copays; Mail Order for POS plan includes 90 day supply for 2 copays.
Generic incentive. PacifiCare may require prior authorization for certain drugs.
Weld County
Dental Plan Comparison Effective January 1, 2004
Option #1 Option #2 Option #3
Benefit Alpha Dental Companion Life * Self-Funded Plan *
Dentist Selection Network Dentist Only See any Dentist See any Dentist
Deductible No deductibles $100 lifetime No deductibles
(per person)
Annual Maximum None (unlimited) $1,200 per person $1,000 combined
per calendar year per calendar year
Claim Forms None DDS submits Employee submits
Cleanings $15 co-pay 100% 100%
Twice per year Once per year
Fillings Save Approx. 100% 50%
75%
Cosmetic Services Save Approx. Not covered Not covered
(implants, bleaching 50%
veneer bonding etc.)
Crowns Save Approx. 50% 50%
60%
Root Canals Save Approx. 50% 50%
60%
Periodontal Services Save Approx. 50% 50%
55%
Dentures Save Approx. 50% 50"/0
63%
Extractions Save Approx. 50% 50%
60%
Orthodontic Services Yes Not covered Not covered
(braces) (for children and
adults)
This comparison is intended for general use only. Please reference each options
specific coverage sheets for specific benefit information.
* Claims which are paid on both the Companion Life and Self-funded dental plan
options are based upon the Usual and Customary Fee (UCR) for dentists in the
specific zip code for which the submitting dentist is located. If a dentist has higher
fees than other dentists in their zip code, then consumers will pay the difference
between the UCR fee and the dentists billed charges.
64
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
I 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.
65
SALARY ADJUSTMENTS BY DEPARTMENT
DEPARTMENT 2003 2004 DIFFERENCE
Commissioners $ 435,703 $ 449,534 $ 13,831
County Attorney 496,366 520,832 24,466
Clerk to the Board 141,296 151,393 10,097
County Clerk 547,885 574,470 26,585
Elections 153,224 169,393 16,169
Motor Vehicle 1,067,371 1,105,490 38,119
Treasurer 373,752 383,651 9,899
Assessor 1,778,040 1,854,542 76,502
County Council 14,589 15,027 438
District Attorney 2,877,787 2,965,515 87,728
Victim Witness 267,367 289,555 22,188
Finance 298,314 329,349 31,035
Accounting 385,135 416,110 30,975
Purchasing 99,209 104,784 5,575
Personnel 376,945 401,236 24,291
Planning 782,631 804,267 21,636
Building and Grounds 1,467,313 1,471,051 3,738
GIS 90,008 101,781 11,773
Printing and Supply 72,729 77,455 4,726
Sheriff Administration 878,846 900,914 22,068
Sheriff Operations 3,840,198 3,989,238 149,040
Traffic 351,673 379,027 27,354
Animal Control 67,177 75,415 8,238
Forensic Laboratory 101,676 111,705 10,029
66
DEPARTMENT 2003 2004 DIFFERENCE
Task Force 83,236 78,834 -4,402
Coroner 223,806 237,006 13,200
North Jail 6,606,156 6,815,031 208,875
Centennial Jail 1,082,193 1,204,749 122,556
Building Inspection 882,038 916,177 34,139
Weed and Pest 218,732 215,917 -2,815
OEM 65,491 68,166 2,675
Engineering 598,735 633,494 34,759
Missile Park 28,296 32,093 3,797
Extension 260,274 285,829 25,555
Veteran's Office 52,145 53,595 1,450
TOTAL GENERAL FUND $ 27,066,336 $ 28,182,625 $ 1,116,289
P W -Administration $ 489,015 $ 519,952 $ 30,937
P W -Trucking 648,760 685,060 36,300
P W - Motor Grader 1,743,904 1,848,774 104,870
P W - Bridge 1,113,626 1,187,711 74,085
P W - Maintenance Support 779,810 847,088 67,278
P W - Mining 547,668 575,776 28,108
TOTAL PUBLIC WORKS $ 5,322,783 $ 5,664,361 $ 341,578
67
POSITION AUTHORIZATION CHANGES
DUE TO 2004 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
1000-12100 Treasurer Chief Deputy None
1000-13100 Assessor Data Collector None
1000-15100 District Attorney None Office Tech III (2)
1000-15100 District Attorney None Deputy DA
1000-15200 Juvenile Diversion Seven positions None
1000-16200 Accounting Chief Accountant Chief Accountant
Grade 49 Grade 53
1000-17100 Planning Office Tech III None
1000-17100 Planning Planner None
1000-17200 Buildings & Grounds Custodian (8) None
1000-17200 Buildings & Grounds Bldg Mtnc Worker III None
1000-2110 Sheriff Administration Office Tech III Transfer to North Jail
1000-24410 North Jail None Transfer 56 positions
from Centennial Jail
1000-24420 Centennial Jail 56 positions Transfer to North Jail
1000-23200 Coroner None Investigator (.75 FTE)
1000-23200 Coroner Investigator II Chief Investigator
1000-25100 Building Inspection Combination Inspector None
1000-96100 Extension Office Tech III None
1000-96100 Extension EFNEP Position None
2000-32100 Trucking Service Worker III Transfer to Motor Grader
2000-32200 Motor Grader None Transfer from Trucking
Service Worker III
2500-4110 Health Administration .5 Health Planner Transfer to Environmental
Health
2500-41110 Health Administration Epidemiologist Transfer to Nursing
2500-41210 Health Promotion 7.80 FTE 8.88 FTE
2560-41300 Community Health CH Nurse II (.4 FTE) None
2560-41300 Community Health None Transfer from Admin.
Epidemiologist
68
FUND AND DEPARTMENT
DEPARTMENT NAME OLD POSITION NEW POSITION
2560-41300 Community Health None 0.5 FIE Emergency
Preparedness Intern
2560-41400 Environmental Health None Health Planner (.5)
Transfer from Admin.
5000-23100 Paramedic Services None Office Tech Ill
69
airli
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ALL FUNDS
REVENUE
$60,000,000
$50,000,000 / / ``' O 2003
$40,000,000 /
$30,000,000 / n 2004
$20,000,000
$10,000,000
$0
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N
2004 Revenue
Total: $ 152,638 504 (2003 $ 142, 115,267)
Property Tax $53,350,030 35.0%
Other Taxes $3,797,853 2.5% Licenses/Permits $1,989,400 1 3%
Paramedic Fees $8,340,000 5.5% ` '- Internal Services $7,411,064 4.9%
Fees $5,402,000 3.5% Mirr
Miscellaneous $5,545,992 3.6%
Charges for Services $4,316,156 2.8%
Intergovernmental $37,596,009 24.6% Fund Balance $24,890,000 16.3%
71
ALL FUNDS EXPENDITURES
30,000,000 team,,
25,000,000
20,000,000
15,000,000 " - " r. '
10,000,000 —44—r
5,000,000 __„
0
0) -O n D n 2 -O 0 2 n :U K 2
oo a o X > D W Z a c ,o m 70
r_ -I q � r m D C > m m D
ccn * 0 Pa r 2 D czi) m gio z
m
m m D r m cofA r O
n xj { m O G m1/4'm m m n m <
cn z cn m cn 5
K
n m
z 5 m
z
2004 EXPENDITURES
Total $136,625,785 (2003 $126,153,205)
----- General Government $19,669,043 14.4%
Internal Services $7,977,864 5.8% ------
-- --- Culture and Recreation $1,036,054 0.8%
Paramedic Svsc $8,340,000 6.1% ---
" --- Road and Bridge $23,961,925 17.5%
Social Services $16,158,615 11.8% ---- °
5
'W e` r4^ ------ Miscellaneous $1,894,504 1.4%
Public Works $1,292,473 0.9% -- - — "
-- - Contingency $8,575,000 6.3%
��- Auxilary $425,621 0.3%
— Health $5,862,516 4.3%
Public Safety $26,091,944 19.1% --- \
Human Services $11,600,226 8.5%
Capital $3,740,000 2.7%
72
2004 BUDGET
SUMMARY OF FUND BALANCES
2004 BUDGET ASSESSED VALUATION: $2,484,404.021
2003 2003 2004 2004 2004 2004 2004 2004 2004 2004 TOTAL 2004
BEGINNING MILL BEGINNING MILL PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
FUND BALANCE LEVY BALANCE LEVY TAXES REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
1000 General Fund $ 2,340,754 14.044 $ 2,000,000 15.791 $39,232,428 $ 3,758,869 $9,220,659 $ 0 $ 54,211,956 $51,805,547 $ 2,406,409
SPECIAL REVENUE FUNDS:
2000 Public Works 5,818,480 2.133 5,300,000 2.010 4,992,602 9,792,000 8,650,433 0 28,735,035 23,961,925 4,773,110
2100 Social Services 2,517,668 1.512 2,300,000 2.013 5,000,000 11,158,615 0 0 18,458,615 16,158,615 2,300,000
2200 Conservation Trust 605,768 0.000 500,000 0.000 0 340,000 14,000 0 854,000 354,000 500,000
2300 Contingent 3,054,847 0.701 4,250,000 0.523 1,300,000 0 0 0 5,550,000 5,550,000 0
2400 Emergency Reserve 3,025,505 0.000 3,025,000 0.000 0 0 0 0 3,025,000 3,025,000 0
2500 Health Department 931,136 0.000 500,000 0.000 0 1,845,525 946,309 2,934,807 6,226,641 5,726,641 500,000
2600 Human Services 930,101 0.000 600,000 0.000 0 10,701,000 720,000 12,351 12,033,351 11,433,351 600,000
2700 Solid Waste 1,138,446 0.000 1,000,000 0.000 0 0 1,500,000 0 2,500,000 1,500,000 1,000,000
L.)
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 294,482 1.43911 1,465,000 0.916 2,275,000 0 0 0 3,740,000 3,740,000 0
ENTERPRISE FUNDS:
5000 Ambulance 0 0.000 0 0.000 0 0 8,340,000 0 8,340,000 8,340,000 0
GROSS TOTALS $ 20,657,187 19.829 $ 20,940,000 21.253 $ 52,800,030 $ 37,596,009 $ 29,391,401 $ 2,947,158 $ 143,674,598 $131,595,079 $ 12,079,519
INTERFUND TRANSFER 0 0.000 0 0.000 0 0 0 -2,947,158 -2,947,158 -2,947,158 0
NET TOTALS $ 20,657,187 19.829 $ 20,940,000 21.253 $ 52,800,030 $ 37,596,009 $ 29,391,401 $ 0 $ 140,727,440 $128,647,921 $ 12,079,519
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 1,261,724 0.000 1,250,000 0.000 0 0 5,046.675 0 6,296,675 4,705,675 1,591,000
6200 Health Insurance 932,548 0.000 900,000 0.000 0 0 384,256 0 1,284,256 384,256 900,000
6300 Insurance 1,727,158 0.227 1,400,000 0.221 550,000 0 380,000 0 2,330,000 1,287,800 1,042,200
6400 Phone Services 412,968 0.000 400,000 0.000 0 0 860,000 0 1,260,000 860,000 400,000
6500 Weld Finance Corp 0 0.000 0 0.000 0 0 740,133 0 740,133 740,133 0
NET TOTALS-I S FUNDS $ 4,334,398, 0.227 $ 3,950,000 0.221 $ 550,000 $ 0 $ 7,411,064 $ 0 $ 11,911,064 $ 7,977,864 $ 3,933,200
GROSS TOTALS-
ALL FUNDS $ 24,991,585 20.056 $ 24,890,000 21.474 $ 53,350,030 $ 37,596,009 $ 36,802,465 $ 0 $ 152,638,504 $ 136,625,785 $ 16,012,719
GOVERNMENTAL FUNDS
2002 - 2004
Summary of Estimated Financial Sources and Uses
REVENUES
2002 2003 2004
Taxes $ 50,214,589 $ 53,660,451 $ 57,147,883
Licenses and permits 2,098,900 2,216,114 1,989,400
Intergovernmental 34,010,502 35,629,136 37,596,009
Miscellaneous 4,583,296 4,071,841 5,545,992
Fees 3,878,000 5,332,000 5,402,000
Charges for Services 5,061,351 3,360,940 4,316,156
Total Estimated Financial Sources $ 99,846,638 $104,270,482 $111,997,440
EXPENDITURES
Current:
General government $ 18,327,943 $ 18,858,166 $ 19,669,043
Public safety 21,906,649 25,167,658 26,091,944
Public works 20,963,646 22,599,263 25,254,398
Public health and welfare 18,888,041 20,116,738 22,021,131
Culture and recreation 537,151 581,257 1,036,054
Human services 10,361,375 10,742,024 11,600,226
Miscellaneous 2,347,834 2,233,085 2,320,125
Capital outlay 12,064,555 3,790,000 3,740,000
Contingency/ Reserves 5,500,000 7,500,000 8,575,000
Total Use of Resources $110,897,194 $111,588,191 $120,307,921
Net Increase (Decrease) in
Fund Balance (11,050,556) (7,317,709) (8,310,481)
Fund Balance at Beginning of Year 25,758,265 20,207,709 20,390,000
Fund Balance at End of Year-without
Unspent Contingencies / Reserves 14,707,709 12,890,000 12,079,519
Contingencies / Reserves Appropriated
but not Spent 5,500,000 7,500,000 8,575,000
Fund Balance at End of Year- with
Contingencies / Reserves $ 20,207,709 $ 20,390,000 $ 20,654,519
74
MILL LEVY
2004 TOTAL 21 .474 2003 TOTAL 20.056
GENERAL 14.044 70.0%
"` CONTINGENCY 0.523 2A%
tHar Or: PUBLIC WORKS 2.01 9.4%
GENERAL 15.791 73 5%
:):"- INSURANCE 0.221 1.0% °
t CONTINGENT 0.701 3.5/
-' SOCIAL SERV 2.013 9.4% ,.y
CAPITAL 1.439 7.2%
CAPITAL 0.916 4.3% INSURANCE 0227 11%
PUBLIC WORKS 2.133 10.6%
SOCIAL SERV 1.512 7.5%
WELD COUNTY
2003 ASSESSED VALUES
TO BE USED FOR 2004 BUDGET
DIFFERENCE
2003 2002 + or(-) PCT
Agriculture $ 89,449,870 $ 95,556,520 $ -6,106,650 -6.39%
Commercial 425,380,670 376,484,940 48,895,730 12.99%
Industrial 151,942,640 159,190,800 -7,248,160 -4.55%
Natural Resources 8,673,760 7,292,220 1,381,540 18.95%
Oil and Gas 554,434,380 649,951,220 -95,516,840 -14.70%
Residential 854,725,720 800,662,730 54,062,990 6.75%
Vacant Land 118,602,900 84,936,320 33,666,580 39.64%
TOTAL COUNTY
ASSESSED $ 2,203,209,940 $ 2,174,074,750 $ 29,135,190 1.34%
STATE ASSESSED
PROPERTY 284,213,800 253,719,200 30,494,600 12.02%
TOTAL ASSESSED
VALUE $ 2,487,423,740 $ 2,427,793,950 $ 59,629,790 2.46%
LESS TAX INCREMENT 3,019,717 -2,515,268 5,534,985 -220.06%
NET ASSESSED VALUE $ 2,484,404,023 $ 2,425,278,682 $ 59,125,341 2.44%
Note: Figures based on Final Certification
76
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 545,716 $ 309,223 $ 854,939
PUBLIC TRUSTEE 7,000 7,976 14,976
CLERK& RECORDER (2,447,143) 0 (2,447,143)
ELECTIONS 1,188,941 63,375 1,252,316
TREASURER (352,314) 0 (352,314)
ASSESSOR 2,012,438 448,622 2,461,060
COUNTY COUNCIL 26,147 5,117 31,264
DISTRICT ATTORNEY 3,127,908 595,372 3,723,280
SHERIFF 1,064,188 1,008,473 2,072,661
CORONER 485,751 44,960 530,711
CLERK TO THE BOARD 127,549 0 127,549
TOTAL $ 5,786,181 $ 2,483,116 $ 8,269,297
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 8,000,621 $ 183,818 $ 8,184,439
CENTENNIAL JAIL 1,266,821 1,061,563 2,328,384
COMMUNITY CORRECTIONS 0 14,505 14,505
SOCIAL SERVICES 4,868,000 256,550 5,124,550
HUMAN RESOURCES 12,351 665,443 677,794
PUBLIC HEALTH 2,227,430 671,260 2,898,690
TOTAL $ 16,375,223 $ 2,853,141 $ 19,228,364
CRITICAL-- NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 1,589,438 $ - $ 1,589,438
CRIME LAB 84,234 21,826 106,060
POLICE SERVICES(LEVEL) 4,602,787 170,243 4,773,030
COMMUNICATIONS-COUNTY-WIDE 1,106,326 0 1,106,326
COMMUNICATION SYSTEM DEVEL 250,000 0 250,000
E-911 700 0 700
OFFICE EMERGENCY SERVICES 72,336 6,088 78,424
DRUG TASK FORCE $66,573 $6,381 $72,954
TRAFFIC ENFORCEMENT 435,759 0 435,759
TOTAL $ 8,208,153 $ 204,537 $ 8,412,690
77
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING&ZONING/BLDG INSP $ 484,400 $ 484,354 $ 968,754
ANIMAL CONTROL 235,900 8,586 244,486
PEST&WEED CONTROL 312,748 46,231 358,979
WEST NILE VIRUS 452,173 0 452,173
EXTENSION SERVICE 360,571 213,907 574,478
VETERAN'S OFFICE 60,883 15,172 76,055
AIRPORT 4,167 31,259 35,426
MENTAL HEALTH 135,875 0 135,875
MISSILE SITE PARK 56,393 6,406 62,799
COUNTY FAIR 38,661 5,592 44,253
DEVELOPMENTALLY DISABLED 46,125 0 46,125
SENIOR COORDINATORS 12,500 0 12,500
VICTIM ASSISTANCE 146,063 24,076 170,139
WASTE WATER MANAGEMENT 9,748 0 9,748
ECONOMIC DEVELOPMENT 100,000 0 100,000
A KID'S PLACE 8,250 0 8,250
GEOGRAPHICAL INFORMATION SYS1 270,501 30,682 301,183
ISLAND GROVE BUILDING 335,000 0 335,000
TOTAL $ 3,069,958 $ 866,264 $ 3,936,222
GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000
PUBLIC WORKS $ 4,992,602 $ 999,038 $ 5,991,640
ENGINEERING 1,292,473 61,671 1,354,144
TOTAL $ 6,285,075 $ 1,060,709 $ 7,345,784
CAPITAL:
EQUIPMENT $ 50,000 $ - $ 50,000
BUILDINGS 2,275,000 0 2,275,000
TOTAL $ 2,325,000 $ - $ 2,325,000
SUPPORT FUNCTION
COUNTY ATTORNEY $ 531,811 $ (531,811) $ -
BUILDING&GROUNDS 3,436,951 (3,436,951) 0
FINANCE&ADMINISTRATION 335,265 (335,265) 0
ACCOUNTING 567,539 (567,539) 0
PURCHASING 112,228 (112,228) 0
PERSONNEL 449,236 (449,236) 0
PBX/PHONES 0 0 0
INSURANCE 550,000 (550,000) 0
NON-DEPARTMENTAL 352,000 (352,000) 0
BUILDING RENTS 740,133 (740,133) 0
COMPUTER 2,531,107 (2,531,107) 0
PRINTING&SUPPLY 39,755 (39,755) 0
TOTAL $ 9,646,025 $ (9,646,025) $ -
78
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 2002 ALLOCATED COSTS
APPLICABLE FOR 2004
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $278,604 TRAFFIC ENFORCEMENT $6,678
PUBLIC TRUSTEE 7,186 PEST&WEED CONTROL 41,653
ELECTIONS 57,100 EXTENSION SERVICE 192,726
ASSESSOR 404,200 VETERAN'S OFFICE 13,670 -
COUNTY COUNCIL 4,610 AIRPORT 28,164
DISTRICT ATTORNEY 536,419 MISSILE SITE PARK 5,772
SHERIFF 908,616 EXHIBITION BLDG 0
CORONER 40,508 COUNTY FAIR 5,038
JAIL 1,122,066 LIBRARY 2,052
COMMUNITY CORRECTIONS 13,069 JUVENILE DIVERSION 31,210
GRAPHIC INFORMATION SERVICE 27,644 VICTIM ASSISTANCE 21,692
SOCIAL SERVICES 231,147 PAC DIVERSION 0
HUMAN RESOURCES 599,552 PUBLIC WORKS 900,115
PUBLIC HEALTH 604,793 ENGINEERING 55,564
POLICE SERVICES(LEVEL) 153,386 TASK FORCE 5,749
ANIMAL CONTROL 7,736 SOLID WASTE 28,788
REGIONAL FORENSIC LAB 19,665 COURTS-STATE 234,988
AMBULANCE 366,380 COURTS-COUNTY 215,813
OFFICE EMERGENCY SERVICES 5,485 HOUSING AUTHORITY 26,810
PLANNING&ZONING/BLDG INSP 436,394 OTHER 1,049,850
$8,690,892
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 2002,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2004 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 2004.
BEGINNING FUND BALANCE
30000000-
224883 2 0
25000000-/
2 0
20000000-/
1 5
co 0 1§2§W1
15000000
1 °3
1 1
/10000000—
7 7
E
5000000-7-
0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
TEN YEAR TREND
TEN YEAR TREND
50 -
4
45 Are
❑Gen Gov
€ O Public Safety
40 t
3• O Roads & Bridges 37 ,
O Health & Welfare 34
35 i _ _ _ __ n
.., 31 ,
30 2� 2 ' r
co
,-. /"} '
2
25 • /k ` 20.7 20.3 21.• -2
.
, y 19 ® '
20 µ
14 1• 3 S 1' , 1� r� i "1. ./ � a.•' .ka} 1.. A • 3
14.5 1 i, ; AO, ., .. g ,'J • s
15— 12 1 4 1c i 1 ;1.34 S
A 1: t n1 a
1� i
10-- ° i 3 a , '3
5 i ,
k s.
Y y
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Cumulative Percent Increases: Weld County Expenditures
•
•
WELD COUNTY HOME RULE GOVERNMENT
(COUNTY CITIZENS)
l
WELD COUNTY COUNCIL [Board of County Commissmiss ioners < Assessor
County Attorney
l
(5 Elected Members) (5 Elected Members) JJ
i I I I Sheriff
Corrections
Department of Department of Department of Department of
Department of Law Enforcement
p
Finance, Central Public Health and Planning Public Human Animal Control
Purchasing, and Environment Services Works Forensic Lab
Personnel Services Task Force
Commissioner Commissioner Commissioner Code Enforcement
Commissioner Emergency Management
Commissioner Coordinator Coordinator Coordinator Coordinator
Coordinator t
ho t Health Director Planning Public Works
Finance and Services Director Social Services Clerk and
Director
Administrative Health Department Director Recorder
Health Board Engineering
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 C Coroner/Medical J 1
Veterans' Services
Printing and Supply Examiner
I
SUMMARY OF
COUNTY FUNDED POSITIONS
2004
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET FINAL FINAL
DEPARTMENT 2002 2003 2004 2004 CHANGE
GENERAL FUND:
Office of the Board 6 6 6 6
County Attorney 5 5 5 5
Planning & Zoning 17.5 16 14 14 - 2.0
Clerk to Board 3.8 4 4 4
Accounting 6 6 6 6
Finance & Administration 2 2 2 2
Clerk & Recorder 43.5 44 44 44
Elections 4 4 4 4
Treasurer 11.5 10.5 9.5 9.5 - 1.0
Assessor 40 41 40 39 - 2.0
Personnel 5 5 5 5
Maintenance of Building/Plant 41 43.5 34.5 34.5 - 9.0
Victim Witness 7 7 7 7
Office of Emergency Mgmt 1 1 1 1
Purchasing 2 2 2 2
w District Attorney 43.25 45.25 48.25 48.25 + 3.0
Juvenile Diversion 6 7 0 0 - 7.0
Coroner 3 3.5 4.25 4.25 + 0.75
Centennial Jail 67 73 20 20 - 53.0
North Jail 74 75 132 132 + 57.0
Sheriff 15 16 15 15 - 1.0
Crime Lab 1 1 1 1
Drug Task Force 1 1 1 1
Building Inspection 18 18 17 17 - 1.0
Police Services 64 64 64 64
Traffic Enforcement 6 6 6 6
Community Corrections 1 1 1 1
Pest & Weed Control 1 1 1 1
Extension Service 12.25 12.25 10.75 10.75 - 1.5
Veteran's Office 1 1 1 1
Missile Site 1 1 1 1
General Engineering 9 10 10 10
Printing & Supply 2 2 2 2
Fair 0.3 0.3 0.3 0.3
Geographical Information System 2 2 2 2
Animal Control 2. 2. 2. 2. .
TOTAL GENERAL FUND 525.1 539.3 523.55 522.55 - 16.75
SUMMARY OF
COUNTY FUNDED POSITIONS
2004
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET FINAL FINAL
DEPARTMENT 2002 2003 2004 2004 CHANGE
PUBLIC WORKS:
Maintenance Support 16 16 16 16
Administration 8 8 8 8
Motor Graders 39 37 38 38 + 1.0
Trucking 14 14 13 13 - 1.0
Bridge Construction 20 22 22 22
Mining 11. 11. 11. 11. .
TOTAL PUBLIC WORKS FUND 108. 108. 108. 108. 0.0
HEALTH DEPARTMENT FUND:
Administration 7.5 8.5 7. 7. - 1.5
F Health Promotion 7.98 7.8 6.38 8.88 - 1.08
Health Protection Services 25.25 23. 23.50 23.50 + 0.5
Community Health 42.44 40.14 39.74 40.24 + 0.10
TOTAL HEALTH DEPARTMENT 83.17 79.44 76.62 79.62 + 0.18
SOCIAL SERVICES 163.5 170 170 170
PHONE SERVICES 2 2 2 2
PARAMEDIC SERVICES 48. 49. 42. 42. - 7.
GRAND TOTAL 929.77 947.74 922.17 924.17 - 23.57
I
pq�
0000 0 0 0 0000
0000 0 .0 0 0000
GENERAL
FUND
0000 0 0 0 0000
0000 0 0 0 0000
a a ❑ � ❑ ❑ a
GENERAL FUND
Revenue Changes
w
so
W
N
m
M
LO
50,000,000 -
40,000,000
O2003
30,000,000 `'
O2004
,
20,000,000 "' Urill 0
0. 8 " ° `^
N - O CO cr, a J W co O
O W b - O .- co CO OI N co
. O . v 00 b O G a
10,000,000 - ,r '�'___�
- O
$o / / , ` '�
O m F 7 n 71 K m
6 S CD OpcD r-
N J y
N -, D a N t0 N N CL
CD CD CO
OJ n O (n y O N N 07 CD
-a oX y cSu CD co -, O 7
y c n
J -.7,: cn
d fO/t
n
0)
y
2004 Revenue
TOTAL: $54,211,956 (2003: $50,791,498)
Fund Balance 3.7%
------- $2,000,000
Licenses/Permits 2.7%
$1,474,000
' ¢' — Charges for Services9 3.1%
Property Tax 72.4% -__ Misce sl�1%
$39,232,428 $593$593,662
Intergovernmental 6.9%
$3,758,869
_ Other Taxes 0.0%
$25,000
.,__ Fee Accounts 10.0%
$5,402,000
Fines/Forfeitures 0.1%
$38,000
85
GENERAL FUND
Expenditure Changes
.•26,0 1,944
30,000,000 $25,1.
$19,fi69,043
25,000,000
20,000,000 02003
®2004
15,000,000
$2,363,305
10,000,000 1,101,8..14 5 Al 292 47
3
$5,000,000 ,055 `='; 59 989raoi I.iir
$0
■ 474 /
Public Safety Health & Welfare Misc. Public Works
General Gov. Human Serv. Auxilary Culture/Rec.
Type of Expenditure
Total: $51,805,547 (2003 $49,009,207)
Public Safety $26,091,944 50.4%---
- Culture/Recreation $682,054 1.3%
71 ---- Health 8 Welfare $2,363305 4.6%
---- - Miscellaneous $1107,881 2.1
----- Public Works $1292,473 2.5%
Auxilary $425,621 0.8% - ----' - Human Services $179,226 0.3%
- General Government 319,669,043 38.0%
86
TEN YEAR TREND
70 -
❑Taxes
60
El Gen Gov ,
µ,
w,
--,,-,-4,-,-.
:., '.:.� a,
OD 40 ; ..: �, �`' �'
V T
:::::':
-
30
tz
20 ' '
10
0 t I I __H
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Cumulative Percent Increase: General Government
TEN YEAR TREND
Cumulative Percent Increase: Public Safety
70
60
O Taxes
O Public Safety
i r r.
50 ?- .
cc 40 / .`
s
722
30 212
a 27 2 .
� +F ^2y
k ,
I 47
2021,71 m 1 x --r 2" ' -at f ,t v n wyY,-r.
cr
10 N �,a S
r.. 'Zt yph2 c '
0 I t I I I- I I I I I
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
R� r 4 Vile.; x'42'"^'4.+, 'Yd"73 M
its! + •�-!war r3 N
ill
a
4-
Z _
A L x
,# �,} Ni
seu.'ty tp xn.. "'+!•as,di `� N
d
to d
d to
C o a, s_ r, ,gt
to
to
X =
d H =
W d � o�
� 5
Z7
V
Vp *v"` j. ,n! l r d,. . }#9�,a? { `s a !'
i l
gefitfiZ,'x NE- < 10 -4:,-*�g�!�,! s.r to
k I i I I i k
C0O O ID O PI O O O
N
89
GENERAL FUND SUMMARY
The General Fund is funded at the level of $51,805,547, up $2,796,340. Without salary
adjustments, the budget for the general government functions is up $351,106. The increases are
primarily attributed to the increase of$779,969 in election costs since 2004 is a presidential election
year. Included in the election costs is $350,000 for handicap voting equipment to make Weld
County compliant with the Help America Vote Act(HAVA). Information Services is up$127,670 due
to the cost of living adjustment for the contract services ($27,670) and added equipment
($100,000). The District Attorney's budget is up $142,132 for the three positions added to the
juvenile division. The added costs are offset by a $303,642 reduction with the elimination of the
Juvenile Diversion program. The District Attorney, Courts,and Commissioners concluded in June,
2003, that the program was not cost effective and eliminated it on July 1, 2003. The state had
stopped funding fifty percent of the Juvenile Diversion program in 2003. Other reductions were in
the Treasurer's Office,which was changed to an appointed position, instead of an elected one,and
the Chief Deputy Treasurer's position was eliminated for a savings of $44,876. The Assessor
eliminated a data collector position ($31,796), and an Appraiser III ($55,927). Planning reduced
costs by $79,614 with the elimination of a Planner position ($47,818) and an Office Technician
($31,796). Another major decrease was in Building and Grounds where eight custodial positions
were contracted out for a savings of over $100,000, and a Building Maintenance Worker III
($46,469)was eliminated. Utilities were increased $80,000 for the new jail pod opening in January.
GIS is down $104,536 because there is no need to do orthophotography mapping in 2004, since
919 square miles were done this year in the high growth areas.
Public safety functions are up only$225,434, even with the opening of a new 226 bed jail pod and
closing of the old jail in 2004. A major decrease is the second year of a two year computer upgrade
project of the county's criminal information system, Tiburon, down $212,386 from 2003. The
Sheriffs Office budget is up$336,187, primarily from the addition of three positions for the new jail,
and increased costs of the jail from the growth of the inmate population. Communication costs for
the dispatch center are up $97,501, again due to growth in activity. Community Correction
contracts from the state are up $7,929, even with state budget cuts. The Coroner's budget is up
$102,221 for added staff and overtime caused by more activity and more professional operation
of the department. Finally,the West Nile Virus program is down$64,182,due to reduced mosquito
control contract rates for the second year of the program.
Other significant changes include an increase in Engineering of$400,168 for contract engineering
and environmental studies for 2004 projects. Airport subsidy for construction is down $43,055 for
2004. The Health department subsidy is up $64,413 due to salary increases, and the state cuts
of grants. Island Grove Building is up $235,000 to fund an air conditioning system. Finally,
$1,116,289 is included for a three (3) percent salary increase and health insurance rate increases
for 2004.
The available resources to the General Fund are $54,211,956 compared to $50,791,498 in 2003,
up $3,420,458. Property taxes are budgeted at $39,232,428, with $1,977,147 in tax credits.
Tobacco tax is down$80,000,because the state eliminated the share back with local governments.
There has been a drop in interest earnings of$200,000 due to lower interest rates. Overhead from
indirect charges are up$73,264. Severance taxes are down$35,000 with the drop in energy prices.
Revenues from oil and gas leases are unchanged. Building Inspection fees are down $100,000
and planning fees are down $105,000 with lower building activity predicted for 2004. Charges for
services are up only$6,015. Intergovernmental revenues are down $155,899 with the decreases
in the Sheriff's budget from multi-year grants that are expiring,and lower municipal patrol contracts.
90
The Treasurer's fees are anticipated to be constant at$900,000. The Clerk and Recorder's fees
are up$70,000 due to motor vehicle license fees from strong auto sales and population growth,and
recording fees from new construction and mortgage refinancing activities. The Clerk and Recorder
lost $84,000 in fees when the state stopped paying sales tax commission for vendors collecting
state sales tax. Other revenues are stable or only slightly changed.
The beginning fund balance is anticipated to be $2,000,000 for 2004. An estimated ending fund
balance of$2,406,409 is projected for year-end. The fund balance amount serves as an additional
contingency amount during the fiscal year. In addition to the regular Contingency Fund, the
Emergency Reserve Fund amounts to $3,025,000, as required under the TABOR Amendment,
which passed in 1992. This fund balance amount is consistent with the anticipated ending fund
balances for the last few years. It is prudent fiscal management for Weld County to maintain an
anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County
in 2004 and future years.
91
GENERAL FUND
SUMMARY OF REVENUE
2004
ACCOUNT NUMBER 2003 2004 2004 2004
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 34,060.122.00 36,954,844.00 36,954,844.00 39,232,428.00
1000 90100 4116 PROPERTY TAX ADJUSTMENT -619,974.00 0.00 0.00 -1,977,147.00
1000 90100 4140 SEVERANCE TAXES 60,000.00 25,000.00 25,000.00 25,000.00
1000 90100 4150 TOBACCO PRODUCTS 80,000.00 0.00 0.00 0.00
TOTAL TAXES 33,580,148.00 36,979,844.00 36,979,844.00 37,280,281.00
LICENSES&PERMITS
1000 90100 4215 LICENSES,LIQUOR/DANCE 3,800.00 4,000.00 4,000.00 4,000.00
1000 17100 4221 PERMITS 475,000.00 370,000.00 370,000.00 370,000.00
1000 25100 4222 BUILDING 800,000.00 700,000.00 700,000.00 700,000.00
1000 25100 4224 ELECTRICAL 125,000.00 100,000.00 100,000.00 100,000.00
1000 25100 4226 PLAN CHECK 300,000.00 300,000.00 300,000.00 300,000.00
TOTAL LICENSES&PERMITS 1,703,800.00 1,474,000.00 1,474,000.00 1,474,000.00
INTERGOVERNMENTAL REVENUE
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000.00 2,000.00 2,000.00 2,000.00
116003 24210 4320 FEDERAL GRANTS 0.00 597,898.00 597,898.00 597,898.00
1000 15100 4336 REIMBURSEMENTS 53,600.00 53,600.00 53,600.00 53,600.00
'C 1000 15200 4340 GRANTS 5,250.00 0.00 0.00 0.00
N 1000 15300 4340 GRANTS 64,791.00 64,791.00 64,791.00 64,791.00
1000 24200 4340 GRANTS 136,228.00 100,209.00 100,209.00 100,209.00
1000 24410 4340 GRANTS 52,799.00 0.00 0.00 0.00
1000 96100 4340 GRANTS 37,024.00 0.00 0.00 0.00
1000 96400 4340 GRANTS 2,400.00 0.00 0.00 0.00
1120 15300 4340 GRANTS 28,989.00 28,989.00 28,989.00 28,989.00
1130 15300 4340 GRANTS 68,670.00 68,670.00 68,670.00 68,670.00
116000 24210 4340 GRANTS 681,198.00 0.00 0.00 0.00
116000 24220 4340 GRANTS 2,051,929.00 0.00 0.00 0.00
116003 24220 4340 GRANTS 0.00 2,179,177.00 2,179,177.00 2,179,177.00
1000 90100 4352 THORNTON 29,890.00 29,890.00 29,890.00 29,890.00
1000 24410 4354 CITIES AND TOWNS 475,000.00 375,000.00 375,000.00 375,000.00
1000 26300 4354 CITIES AND TOWNS 225,000.00 258,645.00 258,645.00 258,645.00
TOTAL INTERGOVERNMENTAL REVENUE 3,914,768.00 3,758,869.00 3,758,869.00 3,758,869.00
CHARGE FOR SERVICES
1000 10200 4410 CHARGE FOR SERVICES 75,000.00 75,000.00 75,000.00 75,000.00
1000 10400 4410 CHARGE FOR SERVICES 41,633.00 40,669.00 40,669.00 40,669.00
1000 11200 4410 CHARGE FOR SERVICES 160,000.00 160,000.00 160,000.00 160,000.00
1000 15100 4410 CHARGE FOR SERVICES 20,000.00 20,000.00 20,000.00 20,000.00
1000 15200 4410 CHARGE FOR SERVICES 11,250.00 0.00 0.00 0.00
1000 17350 4410 CHARGE FOR SERVICES 12,500.00 11,000.00 11,000.00 11,000.00
1000 17600 4410 CHARGE FOR SERVICES 175,000.00 200,000.00 200,000.00 200,000.00
1000 21100 4410 CHARGE FOR SERVICES 15,000.00 24,000.00 24,000.00 24,000.00
GENERAL FUND
SUMMARY OF REVENUE
2004
ACCOUNT NUMBER 2003 2004 2004 2004
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
1000 21200 4410 CHARGE FOR SERVICES 225,000.00 210,000.00 210,000.00 210,000.00
1000 22100 4410 CHARGE FOR SERVICES 189,249.00 75,678.00 75,678.00 75,678.00
1000 22200 4410 CHARGE FOR SERVICES 250,000.00 250,000.00 250,000.00 250,000.00
1000 24410 4410 CHARGE FOR SERVICES 250,000.00 272,250.00 272,250.00 272,250.00
1000 24420 4410 CHARGE FOR SERVICES 175,000.00 245,000.00 245,000.00 245,000.00
1000 26100 4410 CHARGE FOR SERVICES 2,000.00 10,000.00 10,000.00 10,000.00
1000 50100 4410 CHARGE FOR SERVICES 2,000.00 2,000.00 2,000.00 2,000.00
1000 90100 4420 PARKING 13,000.00 14,500.00 14,500.00 14,500.00
1000 10400 4430 SALE OF SUPPLIES 350.00 400.00 400.00 400.00
1000 13100 4430 SALE OF SUPPLIES 26,000.00 20,000.00 20,000.00 20,000.00
1000 15100 4430 SALE OF SUPPLIES 14,000.00 25,000.00 25,000.00 25,000.00
1000 17100 4430 SALE OF SUPPLIES 8,000.00 9,000.00 9,000.00 9,000.00
1000 17600 4430 SALE OF SUPPLIES 17,000.00 22,000.00 22,000.00 22,000.00
1000 21200 4430 SALE OF SUPPLIES 0.00 1,500.00 1,500.00 1,500.00
TOTAL CHARGE FOR SERVICE 1,681,982.00 1,687,997.00 1,687,997.00 1,687,997.00
FINES 8 FORFEITURES
1000 90100 4510 FINES 35,000.00 30,000.00 30,000.00 30,000.00
1000 21100 4520 FORFEITURES 2,000.00 0.00 0.00 0.00
1000 24410 4520 FORFEITURES 3,000.00 8,000.00 8,000.00 8,000.00
ke
Lo TOTAL FINES&FORFEITURES 40,000.00 38,000.00 38,000.00 38,000.00
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 1,200,000.00 1,000,000.00 1,000,000.00 1,000,000.00
1000 22100 4624 RENTS FROM BUILDINGS 52,608.00 53,160.00 53,160.00 53,160.00
1000 90100 4624 RENTS FROM BUILDINGS 85,546.00 85,546.00 85,546.00 85,546.00
1000 90100 4640 OIL AND GAS 150,000.00 150,000.00 150,000.00 150,000.00
1000 90100 4650 OVERHEAD 707,441.00 780,705.00 780,705.00 780,705.00
1000 21200 4670 REFUND OF EXPENDITURE 28,570.00 0.00 0.00 0.00
1000 21210 4670 REFUND OF EXPENDITURE 103,974.00 55,668.00 55,668.00 55,668.00
1000 21260 4670 REFUND OF EXPENDITURE 82,875.00 83,271.00 83,271.00 83,271.00
1000 21410 4670 REFUND OF EXPENDITURE 83,236.00 82,509.00 82,509.00 82,509.00
1000 26200 4670 REFUND OF EXPENDITURE 30,300.00 29,700.00 29,700.00 29,700.00
1000 23200 4680 OTHER 250.00 250.00 250.00 250.00
1000 96200 4680 OTHER 14,000.00 250,000.00 250,000.00 250,000.00
TOTAL MISCELLANEOUS 2,538,800.00 2,570,809.00 2,570,809.00 2,570,809.00
GENERAL FUND
SUMMARY OF REVENUE
2004
ACCOUNT NUMBER 2003 2004 2004 2004
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
FEES
1000 12100 4720 ADVERTISING FEES 30,000.00 30.000.00 30,000.00 30,000.00
1000 11100 4730 OTHER FEES 4,330,000.00 4,400,000.00 4,400,000.00 4,400,000.00
1000 12100 4730 OTHER FEES 900,000.00 900,000.00 900,000.00 900,000.00
1000 13100 4730 OTHER FEES 25,000.00 25,000.00 25,000.00 25,000.00
1000 15100 4730 OTHER FEES 9,000.00 7,000.00 7,000.00 7,000.00
1000 90100 4740 FEES,CABLE FRANCHISE 38,000.00 40,000.00 40,000.00 40,000.00
TOTAL FEES 5,332,000.00 5,402,000.00 5,402,000.00 5,402,000.00
TOTAL GENERAL FUND 48,791,498.00 51,911,519.00 51,911,519.00 52,211,956.00
F
GENERAL FUND .
SUMMARY OF EXPENDITURES
2004
ACCOUNT# 2003 2004 2004 2004
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 534,806.00 534,406.00 534,406.00 545,716.00
1000 10200 COUNTY ATTORNEY 582,345.00 582,345.00 582,345.00 606,811.00
1000 10300 PUBLIC TRUSTEE 4,800.00 7,000.00 7,000.00 7,000.00
1000 10400 CLERK TO THE BOARD 154,786.00 158,521.00 158,521.00 168,618.00
1000 11100 COUNTY CLERK 669,830.00 690,772.00 690,772.00 717,357.00
1000 11200 ELECTIONS AND REGISTRATION 552,803.00 1,332,772.00 1,332,772.00 1,348,941.00
1000 11300 MOTOR VEHICLE 1,176,139.00 1,195,381.00 1,195,381.00 1,233,500.00
1000 12100 TREASURER'S OFFICE 614,872.00 567,787.00 567,787.00 577,686.00
1000 13100 ASSESSOR 2,112,359.00 2,036,863.00 2,036,863.00 2,057,438.00
1000 14100 COUNTY COUNCIL 26,709.00 26,709.00 26,709.00 26,647.00
1000 15100 DISTRICT ATTORNEY 3,003,648.00 3,145,780.00 3,145,780.00 3,233,508.00
1000 15200 JUVENILE DIVERSION 320,142.00 0.00 0.00 0.00
1000 15300 VICTIM WITNESS 190,666.00 190,666.00 190,666.00 212,854.00
up 1120 15300 VICTIM WITNESS 28,989.00 28,989.00 28,989.00 28,989.00
1130 15300 VICTIM WITNESS 68,670.00 68,670.00 68,670.00 68,670.00
1000 16100 FINANCE 304,230.00 304,230.00 304,230.00 335,265.00
1000 16200 ACCOUNTING 536,564.00 536,564.00 536,564.00 567,539.00
1000 16300 PURCHASING 106,653.00 106,653.00 106,653.00 112,228.00
1000 16400 PERSONNEL 424,945.00 424,945.00 424,945.00 449,236.00
1000 17100 PLANNING OFFICE 866,104.00 788,090.00 788,090.00 809,726.00
1000 17200 BUILDINGS AND GROUNDS 3,521,876.00 3,433,213.00 3,433,213.00 3,436,951.00
1000 17300 INFORMATION SERVICES 2,403,437.00 2,553,656.00 2,553,656.00 2,531,107.00
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 375,764.00 269,728.00 269,728.00 281,501.00
1000 17500 CAPITAL IMPROVEMENT AND ACQUISITIOF 50,000.00 50,000.00 50,000.00 50,000.00
1000 17600 PRINTING AND SUPPLY 227,029.00 257,029.00 257,029.00 261,755.00
TOTAL GENERAL GOVERNMENT 18,858,166.00 19,290,769.00 19,290,769.00 19,669,043.00
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 1,107,265.00 1,066,120.00 1,066,120.00 1,088,188.00
1000 21200 SHERIFF'S OPERATIONS 4,594,381.00 4,665,247.00 4,665,247.00 4,814,287.00
1000 21210 TRAFFIC CONTROL 464,073.00 464,073.00 464,073.00 491,427.00
1000 21230 ORDINANCE 88 ENFORCEMENT 215,737.00 227,662.00 227,662.00 235,900.00
1000 21260 REGIONAL LAB 159,726.00 157,476.00 157,476.00 167,505.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2004
ACCOUNT# 2003 2004 2004 2004
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
1000 21410 DRUG TASK FORCE 153,484.00 153,484.00 153,484.00 149,082.00
1000 22100 COMMUNICATIONS SERVICE 1,137,663.00 1,235,164.00 1,235,164.00 1,235,164.00
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMEP 500,000.00 500,000.00 500,000.00 500,000.00
1000 22300 E-911 700.00 700.00 700.00 700.00
1000 22400 CRIMIAL JUSTICE SYSTEM 1,801,824.00 1,589,438.00 1,589,438.00 1,589,438.00
1000 23200 COUNTY CORONER 370,580.00 472,801.00 472,801.00 486,001.00
1000 24200 COMMUNITY CORRECTIONS 136,228.00 100,209.00 100,209.00 100,209.00
116000 24210 RESIDENTIAL TREATMENT CENTER 681,198.00 0.00 0.00 0.00
116003 24210 RESIDENTIAL TREATMENT CENTER 0.00 597,898.00 597,898.00 597,898.00
116000 24220 THE RESTITUTION CENTER 2,051,929.00 0.00 0.00 0.00
116003 24220 THE RESTITUTION CENTER 0.00 2,179,177.00 2,179,177.00 2,179,177.00
1000 24410 NORTH JAIL COMPLEX 5,461,093.00 8,446,996.00 8,446,996.00 8,655,871.00
1000 24420 CENTENNIAL JAIL 4,079,727.00 1,389,265.00 1,389,265.00 1,511,821.00
1000 25100 BUILDING INSPECTION 1,128,805.00 1,086,640.00 1,086,640.00 1,153,674.00
up rn 1000 26100 WEED AND PEST 325,234.00 325,563.00 325,563.00 322,748.00
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 98,011.00 99,361.00 99,361.00 102,036.00
1000 26300 WEST NILE 700,000.00 710,818.00 710,818.00 710,818.00
TOTAL PUBLIC SAFETY 25,167,658.00 25,468,092.00 25,468,092.00 26,091,944.00
PUBLIC WORKS
1000 31100 ENGINEERING 857,546.00 1,257,714.00 1,257,714.00 1,292,473.00
CULTURE & RECREATION
1000 50100 MISSILE PARK 54,596.00 54,596.00 54,596.00 58,393.00
1000 56100 AIRPORT 47,222.00 18,055.00 18,055.00 4,167.00
TOTAL CULTURE&RECREATION 101,818.00 72,651.00 72,651.00 62,560.00
HEALTH &WELFARE
1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 12,500.00
1000 56120 WASTE WATER 9,748.00 9,748.00 9,748.00 9,748.00
1000 56130 DEVELOPMENTALLY DISABLED 46,125.00 152,466.00 46,125.00 46,125.00
1000 56140 MENTAL HEALTH 135,875.00 138,002.00 135,875.00 135,875.00
1000 56150 A KID'S PLACE 8,250.00 8,250.00 8,250.00 8,250.00
1000 56160 COUNTY CONTRIBUTIONS 2,100,368.00 2,195,628.00 2,195,628.00 2,239,781.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2004
ACCOUNT# 2003 2004 2004 2004
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
TOTAL HEALTH &WELFARE 2,312,866.00 2,516,594.00 2,408,126.00 2,452,279.00
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 100,000.00 100,000.00 100,000.00 100,000.00
1000 60300 INDUSTRIAL REVENUE BONDS(IRB) 737,233.00 740,133.00 740,133.00 740,133.00
TOTAL ECONOMIC ASSISTANCE 837,233.00 840,133.00 840,133.00 840,133.00
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 308,500.00 352,000.00 352,000.00 352,000.00
1000 96100 EXTENSION 353,326.00 335,016.00 335,016.00 360,571.00
1000 96200 FAIR 52,661.00 288,661.00 288,661.00 288,661.00
1000 96400 VETERANS 59,433.00 59,433.00 59,433.00 60,883.00
1000 96500 ISLAND GROVE BUILDINGS 100,000.00 335,000.00 335,000.00 335,000.00
1000 99999 SALARY CONTINGENCY 0.00 1,116,289.00 1,116,289.00 0.00
1/4O TOTAL MISCELLANEOUS 873,920.00 2,486,399.00 2,486,399.00 1,397,115.00
TOTAL GENERAL FUND 49,009,207.00 51,932,352.00 51,823,884.00 51,805,547.00
riAlcei
WIDc.
COLORADO
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
ACTUAL BUDGETED REQUESTED FINAL -
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 434,811 $ 435,703 $ 435,703 $ 449,534
Supplies 1,025 1,650 1,450 1,450
Purchased Services 86,371 97,453 97,253 94,732
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 522,207 $ 534,806 $ 534,406 $ 545,716
Revenue 0 0 0 0
Net County Cost $522,207 $534,806 $ 534,406 $ 545,716
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Small items of equipment are down$200,and printing costs are down
$200. On June 23, 2003, the Board made the decision not to be members of the National
Association of Counties (NaCo) in 2004, which was a $2,600 savings that offset membership
increases in CCI. No other changes. Net budget is down $400.
Final budget adjustments include an increase in salaries of$13,831.
OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic
Objective Section in Budget message.
99
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita .3076 .2997 .2878
Per capita cost (county support) $2.68 $2.65 $2.62
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: Board approved the budget as recommended, except for the reduction of the
Colorado Counties, Inc. (CCI) dues, which were reduced by CCI by $2,521. No other changes.
100
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
county regulations. Of three full-time assistants, two share the responsibilities of the County
Attorney, while one enforces child support obligations and handles dependency neglect cases.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY -
Personnel Services $ 469,626 $ 496,366 $ 496,366 $ 520,832
Supplies 1,965 1,500 1,500 1,500
Purchased Services 74,563 84,479 84,479 84,479
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 546,154 $ 582,345 $ 582,345 $ 606,811
Revenue 105,231 75,000 75,000 75,000
Net County Cost $ 440,923 $ 507,345 $ 507,345 $ 531,811
Budget Positions 5 5 5 5
SUMMARY OF CHANGES:Overall budget total is unchanged. Line items were reallocated based
upon historical expenditure patterns.
Final budget adjustments include an increase in salaries of$24,466.
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.
101
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outauts
# of new request for legal assistance 495 520 530
#of new mental health cases 47 50 55
# of new code violations 304 325 350
#of new zoning and building code cases 56 60 65
_Efficiency Measures
FTE's per 10,000/capita 0.256 0.248 0.240
Per capita cost (county support) $2.26 $2.52 $2.55
Number of agenda requests/D&N/mental 168 175 180
cases per FTE
Effectiveness Measures (desired results)
% of new requests for legal assistance 100% 100% 100%
handled within 20 days
% of new code violations disposed at pre- 100% 100% 100%
trial conference or earlier
% of new mental health cases handled 100% 100% 100%
within 10 days after certification
% of new zoning or building code violation 100% 100% 100%
cases filed within 10 days after
referral and required delay
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
102
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed
in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and
operating costs are funded by public trustee fees outside of county budget.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 3,773 4,800 7,000 7,000
Purchased Services 3,592 0 0 0
Gross County Cost $ 7,365 $ 4,800 7,000 7,000
Revenue 61,393 0 0 0
Net County Cost $ - 54,028 $ 4,800 $ 7,000 $ 7,000
Budget Positions -_ -- --
SUMMARY OF CHANGES: Based upon the expenditure pattern, an $2,200 increase is
recommended to accommodate the growing volume of activity in the office. Per Section
37-37-104(3), C.R.S., all expenses of the office are to be paid from Trustee fees prior to payment
to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one
year's operating costs are accumulated. For several years in Weld County there was no revenue
going into the General Fund. However, in 2002, $61,439 was transferred from the Public Trustee
to the General Fund. Based upon this statute and due to the uncertainty of the amount, no
revenues are budgeted for 2004. 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.
103
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of released liens 27,076 29,242 30,450
Number of cures 54 58 60
Number of redemptions 76 82 85
Number of foreclosures 568 613 625
Efficiency Measures
Per capita cost (county support) $0.038 $0.024 $0.034
Cost per lien released $0.272 $0.164 $0.203
Effectiveness Measures (desired results)
Foreclosures per 10,000 capita 29 30 30
Percent of cures/redemptions to 13% 13% 14%
foreclosures
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section
38-37-102(3), C. R. S. See the following page for the Public Trustee's budget which, as a state
office, is maintained independent of Weld County's budget.
BOARD ACTION: No change.
104
WELD COUNTY
PUBLIC TRUSTEE
BUDGET 2004
Income
Foreclosure Revenues $ 358,523
Release Revenues 474,240
Interest Revenues 6.000
Total Income $ 838,763
Cost of Foreclosures
Cost of Foreclosures $ 201,399
Cost of Releases 125.531
Total Cost of Foreclosure $326,930
Personal Expenses
Salaries 184,472
Trustees Allowance 48,500
FICA, Medicare 17,822
FUTA 336
SUTA 467
Employee Health, Life 18.000
Total Personal Expenses 269,597
Office/Other
Bank Service Charges 60
Dues and Subscriptions 990
Equipment Purchase 30,000
Equipment Lease 1,042
Insurance/Bond 12,000
Office Supplies 3,490
Postage/Delivery 6,900
Professional Fees 9,500
Rent 15,600
Meetings 500
Maintenance and Repair 1,700
Telephone 4,540
Travel and Conferences 2,000
Utilities 3,000
Miscellaneous 1.500
Total Office/Other 92.822
Total Personnel and Office Expense 362.419
Total Expenses 689,349
Net Income $ 149,414
105
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the
County Commissioners, retains all records of the Board, and processes liquor licenses.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 132,718 $ 141,296 $ 141,296 $ 151,393
Supplies 9,085 5,500 9,500 9,500
Purchased Services 15,447 16,842 16,842 16,842
Fixed Charges -7,925 -8,852 -9,117 -9,117
Capital 25,176 0 0 0
Gross County Cost $ 174,501 $ 154,786 $ 158,521 $ 168,618
Revenue 37,868 41,983 41,069 41,069
Net County Cost $ 136,633 $ 112,803 $ 117,452 $ 127,549
Budget Positions 3.8 4.0 4.0 4.0
SUMMARY OF CHANGES: Charges for Services for support provided Phone Services and
County Attorney are down $699, even with salary increases due to a drop in one position's cost.
Computer software maintenance is up $4,000. All other line items are the same.
Final budget adjustments include an increase in salaries of$10,097.
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.
106
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 210 215 215
Number of contracts/resolutions optically
scanned 3,600 3,800 4,000
Number of BOE/Abatement hearings
conducted 40 150 50
Efficiency Measures
FTE's per 10,000/capita 0.2051 0.985 0.1918
Per capita cost (county support) $0.70 $0.56 $0.61
Cost per meeting/hearing $650.63 $524.67 $546.29
Effectiveness Measures (desired results)
Percent of documents distributed within the
week approved 90% 90% 90%
Percent of minutes not transcribed within
2 weeks 5% 5% 5%
Percent of contracts/resolutions scanned
within 2 weeks 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase is due to
software maintenance costs increasing for applications used by the office.
BOARD ACTION: No change.
107
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 521,919 $ 547,885 $ 547,885 $ 574,470
Supplies 67,023 19,744 35,749 35,749
Purchased Services 67,925 90,393 95,330 95,330
Fixed Charges 11,808 11,808 11,808 11,808
Capital 0 0 0 0
Gross County Cost $ 668,675 $ 669,830 $ 690,772 $ 717,357
Revenue 4,475,217 4,330,000 4,400,000 4,400,000
Net County Cost $ -3,806,542 $ -3,660,170 $ -3,709,228 $ -3,682,643
9 FTE-Recording 10 FTE-Recording 10 FTE-Recording 10 FTE-Recording
Budget Positions 1 PT-Recording 3 PT Administration 3 FTE-Admin. 3 FTE-Admin.
g 3 FTE-Admin.
SUMMARY OF CHANGES: Supplies are up $4,000 due to toner costs, computer software is up
$10,920 due to I-CRIS, postage is up $1,785, printing is up $700, phones are up $840, and
equipment maintenance is up $1,612. All increases are attributed to volume increases and
inflation. Revenues are up $70,000 with the anticipation that activity will be constant.
Approximately $84,000 is being lost due the state eliminating one percent of the three percent
commission for collection of sales tax on motor vehicles. This loss was factored into the revenue
estimate of$4,400,000.
Final budget adjustments include an increase in salaries of$26,585.
OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory
services to the public.
108
RECORDING/ADMINISTRATION
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded (numbers 106,982 122,586 147,000
assigned, labeled, scanned, indexed,
verified, and mailed)
Number of copies produced 117,092 128,801 141,681
Number of marriage licenses issued 1,036 1,344 1,478
Efficiency Measures
FTE'S per 10,000/capita - Recording 0.513 0.496 0.480
Per capita contribution $3.43 $3.32 $3.44
Number of documents recorded per FTE 10,698 12,259 14,700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. All increases appear
to be justified due to activity and price increases for certain services.
BOARD ACTION: No change.
109
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections
every two years, conducts voter registration, maintains records alphabetically and by precinct,
conducts schools for election judges, provides supplies for elections, issues certificates of
registration for proof of age and citizenship for international travel,services municipal clerks,school
districts, special districts, and conducts special elections each November in the off year.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 307,787 $ 209,839 $ 286,690 $ 302,859
Supplies 484,938 198,024 468,171 468,171
Purchased Services 100,912 143,440 224,911 224,911
Fixed Charges 2,840 1,500 3,000 3,000
Capital 0 0 350,000 350,000
Gross County Cost $ 896,477 $ 552,803 $ 1,332,772 $1,348,941
Revenue 128,079 160,000 160,000 160,000
Net County Cost $ 768,398 $ 392,803 $ 1,172,772 $ 1,188,941
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: The 2004 budget funds the primary and general election, with the
general election being a Presidential election. Costs of the elections are $982,772 with $160,000
in offsetting revenue from other jurisdictions. On a one-time basis, $350,000 is included in capital
to purchase computers and touch screen terminals to be in compliance with the Help America Vote
Act (HAVA) by 2005.
Final budget adjustments include an increase in salaries of$16,169.
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.
110
ELECTIONS
(CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Number of voter transactions 232,335 193,756 387,512
Revenue generated from elections 119,932 160,000 130,000
_Efficiency Measures
FTE'S per 10,000/capita 0.2051 0.1985 0.1918
Per capita cost (county support) $3.94 $1.95 $5.70
Transactions per FTE 58,083.75 48,439 96,878
Effectiveness Measures (desired
results
Percent of voter transactions per capita 120.0 97.0 186.0
Percent of voter participation 66.6% 35% 85%
FINANCE/ADMINISTRATION RECOMMENDATION:The election costs budgeted are in line with
the costs of two elections during a Presidential election year. The Presidential primary was
eliminated by the state legislature in 2003,saving the state and counties the costs of a third election
in 2004.
The Help America Vote Act of 2002 (HAVA)was passed by the federal government as a result of
the Florida voter problems in the 2000 election. The Colorado legislature passed HB 03-1356 to
implement HAVA in Colorado. Fortunately, Weld County has already replaced its punch card
election system with a computer scanning system,which is one of the numerous voting standards
and requirements of HAVA. HAVA has a significant budgetary impact to Colorado counties by
requiring all polling places to be bilingual and handicap accessible. The result is that a special
touch screen terminal will have to be purchased for each of the 100 polling places to be in
compliance with HAVA by the 2005 election. The federal government, through the state, will
provide approximately $3,100 per terminal, although the county will have to pay the difference of
$3,500 per terminal, or a total cost of$350,000, to be in compliance. With the volume purchase
at the state level the terminal costs may go down, but to be safe the current costs are included at
$350,000. This is a one time capital cost in 2004 to be compliant for the 2005 election.
Recommend approval.
BOARD ACTION: No change. The Board approved the budget as recommended, including the
one-time HAVA costs.
111
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle -- 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax,
sales tax and files chattel mortgages on motor vehicles,processes title applications, maintains files
on all titles and license plates issued in Weld County, and provides law enforcement agencies with
vehicle registration information.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,006,253 $ 1,067,371 $ 1,067,371 $ 1,105,490
Supplies 10,419 10,755 9,860 9,860
Purchased Services 120,878 98,013 118,150 118,150
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,137,550 $ 1,176,139 $ 1,195,381 $ 1,233,500
Revenue 0 0 0 0
Net County Cost $ 1,137,550 $ 1,176,139 $ 1,195,381 $ 1,233,500
Budget Positions 30 Full-time 30 Full-time 30 Full-time 30 Full-time
4 Part-time 5 Part-time 5-Part-time 5-Part-time
SUMMARY OF CHANGES: Small items of equipment are down $895, postage is up $19,637 due
to growth in volume and mailing of plates, and printing is up $500. Budget has a net increase of
$19,242.
Final budget adjustments include an increase in salaries of$38,119.
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.
112
MOTOR VEHICLE
(CONTINUED)
1000 - 11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
*Number of titles/registrations issued 305,879 303,530 333,883
GREELEY OFFICE:
Number of marriage licenses issued 1,250 1,300 1,500
FORT LUPTON BRANCH OFFICE:
Number of marriage licenses issued 144 150 200
DEL CAMINO BRANCH OFFICE:
Number of marriage licenses issued 101 150 200
Efficiency Measures
FTE'S per 10,000/capita - DMV 1.64 1.61 1.56
Per capita cost $5.84 $5.84 $5.92
Number of titles/registrations issued per FTE 10,196 10,117 11,129
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Review of postage
account and other increases appear to be justified by volume and usage.
BOARD ACTION: No change.
113
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 collecting taxes and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits county funds in banks in the county,
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 474,443 $ 418,628 $ 373,752 $ 383,651
Supplies 36,255 28,044 32,200 32,200
Purchased Services 190,461 168,200 161,835 161,835
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 701,159 $ 614,872 $ 567,787 $ 577,686
Revenue 1,153,642 930,000 930,000 930,000
Net County Cost $ -452,483 $ - 315,128 $ - 362,213 $ - 352,314
Budget Positions 11.5 10.5 9.5 9.5
SUMMARY OF CHANGES: This budget unit reflects a re-organization of mid-management with
the reduction of the Chief Deputy's position and re-assignment of coverage in the Finance area.
This change gives the department a personnel cost savings of $44,876 from the current year.
Supplies are up $4,156, and a reduction in Purchased Services of$6,385 for a total departmental
savings of$47,085. Revenue is unchanged.
Final budget adjustments include an increase in salaries of$9,899.
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.
114
TREASURER
(CONTINUED)
1000 - 12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED_
Work Outputs
Property Tax Collected $208.2M $220.0M $230.0M
Miscellaneous Revenue Collected $22.2M $23.2M $24.2M
Investments $65 M $70M $75 M
Efficiency Measures
FTE'S per 10,000/capita .590 .521 .456
Per capita expenditure $3.59 $3.05 $2.72
Effectiveness Measures (desired
results
Investment Interest Percent 4.25% 2.75% 2.5%
Property Tax Percent Collected 99.71% 99.3% 99.3%
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Board approved the
re-organization in June, 2003.
BOARD ACTION: No change. The Board reiterated its approval of the June,2003,reorganization.
115
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100
DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County.
Maintains accurate public records including ownership history, parcel values and parcel maps.
Completes appraisals of all real and personal property using statutory mandates and mass
appraisal techniques. Completes statutory reports and certifications for Weld County taxing
authorities for use in the property tax system. Completes and delivers an accurate tax warrant to
the Treasurer for collection of property taxes.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,709,121 $ 1,865,763 $ 1,833,967 $ 1,854,542
Supplies 54,296 54,296 54,296 54,296
Purchased Services 186,300 192,300 148,600 148,600
Capital 0 0 0 0
Gross County Cost $ 1,949,717 $ 2,112,359 $ 2,036,863 $ 2,057,438
Revenue 50,000 51,000 45,000 45,000
Net County Cost $ 1,899,717 $ 2,061,359 $ 1,991,863 $ 2,012,438
Budget Positions 40 41 40 39
SUMMARY OF CHANGES: The budget reflects the reduction of one Data Collector ($31,796)
position. Postage and printing have been reduced by $36,436, because in 2004 the volume of
notice of values (NOV) to be sent out is reduced from a reappraisal year when all parcel must
receive an NOV. Professional services for oil and gas audits have been reduced $15,000.
Revenues are down $6,000 due to oil and gas audit recoveries.
Final budget adjustments include an increase in salaries of$76,502.
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 planning for the 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.
116
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 150,787 159,672 166,379
property and SA)
Telephone Calls Answered 49,795 45,217 46,740
Number of administrative updates to 130,000 130,000 127,000
database
Number of walk-ins requesting assistance 4,300 5,000 4,400
Number of Property Inspections 7,400 8,500 7,500
Sales Verification 14,000 13,500 12,000
Efficiency Measures
FTE'S per 10,000/capita 2.05 2.03 1.92
Per capita cost (county support) $9.74 $10.23 $9.65
Cost per parcel $12.60 $12.91 $11.97
Parcels Per FTE 3,769 3,894 4,159
Effectiveness Measures (desired results)
Deed Processing Time (days) 60 45 30
Requests for Information per FTE 1,352 1,225 1,278
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to market 100% 100% 100%
value
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Assessor concurs
with the elimination of the Data Collector position and line item reductions.
BOARD ACTION: The Board concurred with the elimination of the Data Collector position. In
addition, on September 16, 2003, the Board agreed to the reorganization of the Assessor's Office
to include the reclassification of the Chief Appraiser to Industrial Review Appraiser, and the
elimination of one Appraiser III position for an additional savings of $55,927. No other changes
were made.
117
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials,filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,954 $ 14,589 $ 14,589 $ 15,027
Supplies 687 400 400 400
Purchased Services 1,971 11,720 11,720 11,220
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 9,612 $ 26,709 $ 26,709 $ 26,647
Revenue 0 0 0 0
Net County Cost $ 9,612 $ 26,709 $ 26,709 $ 26,647
Budget Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$438.
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.
118
COUNTY COUNCIL
(CONTINUED)
1000-14100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE'S per 10,000/capita 0.051 0.049 0.048
Per capita cost (county support) $0.049 $0.133 $0.0125
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: The Board approved the budget as recommended; however, per a letter dated
August 27, 2003, the County Council reduced its own budget request by $500.
119
TEN YEAR TREND
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121
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney— 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies;answers all criminal complaints of the people; handles
such civil matters as juvenile actions, and non-support actions; serves as attorney for all county
officers except the County Commissioners; handles consumer fraud and welfare fraud complaints.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,541,647 $ 2,735,655 $ 2,877,787 $ 2,965,515
Supplies 34,999 42,000 42,000 42,000
Purchased Services 176,832 188,294 188,294 188,294
Fixed Charges 30,515 37,699 37,699 37,699
Capital 0 0 0 0
Gross County Cost $ 2,783,993 $ 3,003,648 $ 3,145,780 $ 3,233,508
Revenue 128,714 96,600 105,600 105,600
Net County Cost $ 2,655,279 $ 2,907,048 $ 3,040,180 $ 3,127,908
Budget Positions 43.25 45.25 48.25 48.25
SUMMARY OF CHANGES: With the elimination of the Juvenile Diversion Program effective July 1,
2003, the Board authorized on additional Deputy DA III and two Office Tech III positions at a cost
of $142,132 to handle the additional juvenile cases. The elimination of the Juvenile Diversion
Program resulted in a reduction of $303,642. Net county cost reduction for the DA overall is
$161,510. Revenues are up $8,400.
Final budget adjustments include an increase in salaries of$87,728.
OBJECTIVES: Prosecute cases as indicated below in workload measures.
122
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of open cases as of end-of-quarter 13,000 13,000 16,000
Number of cases opened annually 20,000 20,000 19,000
Number of cases closed annually 20,000 20,000 19,000
Efficiency Measures
FTE'S per 10,000/capita 2.21 2.25 2.31
Per capita cost (county support) $13.61 $14.42 $15.00
Effectiveness MeasuresJdesired results)
Number of convictions for crimes of 230 230 250
violence and habitual criminals
Number of Criminal and Juvenile trials 200 200 200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. See Juvenile
Diversion budget for discussion on program change.
BOARD ACTION: No change.
123
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion — 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides supervision,
counseling, apology letter to victim, restitution payments, community service hours, a variety of
groups offered and other services to juvenile offenders who would otherwise be prosecuted through
the Courts.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 284,162 $ 336,089 $ 0 $ 0
Supplies 2,570 5,300 0 0
Purchased Services 23,587 18,753 0 0
Fixed Charges 9,136 0 0 0
Contra Account -80,000 -40,000 0 0
Gross County Cost $ 239,455 $ 320,142 $ 0 $ 0
Revenue 54,957 16,500 0 0
Net County Cost $ 184,498 $ 303,642 $ 0 $ 0
Budget Positions 6 6 0 0
SUMMARY OF CHANGES: Program was eliminated effective July 1, 2003.
OBJECTIVES: N/A
FINANCE/ADMINISTRATION RECOMMENDATION: In June, 2003, the Board of County
Commissioners,in consultation with the courts and DA,decided to eliminate the Juvenile Diversion
program effective July 1, 2003. The group concluded that,with the elimination of the state funding
of over 50% of the program costs as of June 30, 2002, the program was no longer cost-effective.
The low success rate of the program was also an issue. The program was eliminated and three
positions added to the DA's budget to deal with the added juvenile caseload. Net county savings
was $161,510.
BOARD ACTION: The Board reaffirmed the June, 2003, elimination of the Juvenile Diversion
Program.
124
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims
of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims
Rights Amendment.The program provides services to all victims/witnesses involved in cases being
prosecuted through the District Attorney's Office.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 254,233 $ 267,367 $ 267,367 $ 289,555
Supplies 3,011 4,020 4,020 4,020
Purchased Services 20,058 16,938 16,938 16,938
Fixed Charges 384,390 0 0 0
Capital 0 0 0 0
Gross County Cost $ 661,692 $ 288,325 $ 288,325 $ 310,513
Revenue 571,896 162,450 162,450 164,450
Net County Cost $ 89,796 $ 125,875 $ 125,875 $ 146,063
Budget Positions 7 7 7 7
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$22,188.
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.
125
VICTIM ASSISTANCE
(CONTINUED)
1000-15300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputts
Number of CVC claims processed 600 600 600
Number of victims and witnesses served 12,500 12,500 12,500
Number of VRA notices provided 18,000 18,000 15,000
Number of VALE grants administered 15 15 13
Efficiency Measures
FTE'S per 10,000/capita .359 .348 .336
Per capita cost (county support) $0.460 $0.625 $0.701
Average services per FTE 4,350 4,350 3,930
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 $321,000
Formal complaints to state against V/W 0 0 0
Program
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
126
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 272,184 $ 298,314 $ 298,314 $ 329,349
Supplies 1,823 250 250 250
Purchased Services 8,517 5,666 5,666 5,666
Capital 0 0 0 0
Gross County Cost $ 282,524 $ 304,230 $ 304,230 $ 335,265
Revenue 0 0 0 0
Net County Cost $ 282,524 $ 304,230 $ 304,230 $ 335,265
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$31,035.
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 2004.
127
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 4.3% 3% 3%
Budgeted fund balance vs actual variance 8.1% 3% 3%
Number of departments with performance 50 50 50
measures
Efficiency Measures
FTE'S per 10,000/capita 0.10256 0.09950 0.09592
Per capita cost (county support) $1.45 $1.51 $1.61
Effectiveness Measures (desired results)
Percent variance in projected revenue 5.4% 5% 5%
Percent of categories met or exceeded - 96% 100% 100%
GFOA
Percent of departments with performance 90% 90% 90%
measures
Percent variance in projected fund balance 27% 10% 10%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
128
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200
DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain
and produce accurate records for departments' use to allow proper budgetary control. Maintains
records for grants in the county, and assists in the annual audit by an independent auditor. Issues
county warrants and provides budgetary control by processing supplemental appropriations, etc.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 340,633 $ 385,135 $ 385,135 $ 416,110
Supplies 59,174 120,600 120,600 120,600
Purchased Services 32,111 30,829 30,829 30,829
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 431,918 $ 536,564 $ 536,564 $ 567,539
Revenue 0 0 0 0
Net County Cost $ 431,918 $ 536,564 $ 536,564 $ 567,539
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: The overall budget is unchanged. Minor adjustments have been
made in various line items to accommodate historical expenditure patterns with the total changes
netting to zero.
Final budget adjustments include an increase in salaries of$30,975.
OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many
years; and accurately and efficiently process payroll for the employees of Weld County.
129
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants 35,061 36,000 36,500
issued
Average number of employees paid 1,293 1,300 1,310
Number of employees trained on General 95 100 100
Ledger
Total County federal funds $15.3M $16.0M $17.0M
Efficiency Measures
FTE'S per 10,000/capita 0.307 0.298 0.288
Per capita cost (county support) $2.21 $2.66 $2.72
Account Payable warrants per week per 674 692 700
A/P FTE
Employees paid monthly per Payroll FTE 1,070 1,085 1,095
Effectiveness Measures (desired resultsl
GFOA certificate received Yes Yes Submitted
Number of audit adjustments 8 7 5
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the
re-organization of the Treasurer's Office this budget unit has absorbed workload without increased
costs or staff. Chief Accountant position's pay grade was raised four grades with the
re-organization.
BOARD ACTION: No change.
130
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone
proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the
Board of County Commissioners on all bids.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 94,377 $ 99,209 $ 99,209 $ 104,784
Supplies 904 1,400 1,400 1,400
Purchased Services 3,007 6,044 6,044 6,044
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 98,288 $ 106,653 $ 106,653 $ 112,228
Revenue 0 0 0 0
Net County Cost $ 98,288 $ 106,653 $ 106,653 $ 112,228
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$5,575.
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.
131
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $24million $26 million $28 million
Number of formal bids 290 295 300
Number of Purchase Orders placed 3,642 3,700 3,800
Efficiency Measures
FTE'S per 10,000/capita 0.103 0.099 0.096
Per capita cost (county support) $0.504 $0.529 $0.538
Cost per Purchase Order $26.98 $28.83 $28.07
Effectiveness Measures (desired results)
Process vendor invoices and/or department °
requisitions on all PO's within 7 90/0 90% 90%
days
Process emergency requests within 99% 95% 95%
24 hours
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
132
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is
responsible for setting up employment policies, rules,job classification and compensation. All job
applicants submit applications to the Personnel Department, which screens them according to
skills, education and experience; then they refer three -five chosen applicants to departments for
interviews.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 350,249 $ 376,945 $ 376,945 $ 401,236
Supplies 82,195 7,960 7,960 7,960
Purchased Services 27,389 40,040 40,040 40,040
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 459,833 $ 424,945 $ 424,945 $ 449,236
Revenue 0 0 0 0
Net County Cost $ 459,833 $ 424,945 $ 424,945 $ 449,236
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$24,291.
OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and
employees of Weld County Government; 2) To administer salary and benefit programs for the
employees of Weld County; 3) To administer the insurance and safety programs of Weld County
Government; 4)To assist in the recruitment and selection of applicants for county positions; 5)To
communicate changes in employment law to officials and employees of Weld County Government;
6) To conduct or participate in unemployment, civil rights and grievance hearings.
133
PERSONNEL
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Authorized County positions (FTE'S) 1,100 1,118 1,120
Occupied FTE'S 1,075 1,092 1,095
Number of employees terminated 135 140 140
Efficiency Measures
FTE'S per 10,000/capita 0.256 0.248 0.240
Per capita cost (county support) $2.36 $2.11 $2.15
Personnel served per FTE 220 223 224
Effectiveness Measures (desired results)
Turnover rate 13% 15% 15%
Number of people attending training 350 550 350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
134
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land-use decisions in
relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and
subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and
community development activities.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 785,028 $ 862,245 $ 782,631 $ 804,267
Supplies 37,994 14,200 15,500 15,500
Purchased Services 68,618 79,708 80,008 80,008
Capital 3,659 0 0 0
Contra Account -90,049 -90,049 -90,049 -90,049
Gross County Cost $ 805,250 $ 866,104 $ 788,090 $ 809,726
Revenue 382,353 483,000 379,000 379,000
Net County Cost $ 422,897 $ 383,104 $ 409,090 $ 430,726
Budget Positions 17.5 16 14 14
SUMMARY OF CHANGES: Personnel Services show a mid-year decrease of one Planner
position ($47,818),and an Office Tech III position($31,796). Supplies increased by$500 to reflect
spending resulting in staffing at the Southwest Weld Office Building for printer and supplies;
Computer Software increased by$300; Other Operating Supplies are up $500 to reflect spending
resulting in staffing at the Southwest Weld Building. Advertisements and Legal Notice increased
by$300, due to more profile cases. In the Motor Pool budget Planning is budgeted to replace one
4-Wheel drive mid-size pickup truck with a 4-wheel drive 5 passenger vehicle. Revenues are
budgeted at $379,000 with no proposed fee changes.
Final budget adjustments include an increase in salaries of$21,636.
135
PLANNING AND ZONING
(CONTINUED)
1000-17100
OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use
activities, and incorporate County Code changes, including converting from WordPerfect to MS
Word; 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,
PUD, MUD,Zoning Ordinances and Subdivision Ordinance;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 12) Continue to evaluate the needs of the
Southwest Planning Office.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 537 520 448
Number of customer requests for information 5,754 5,675 5,450
Number of administrative land use cases 445 424 397
Long Range Planning Work Outputs
Number of customer requests for information 300 350 400
Number of Intergovernmental Agreements 2 6 10
Number of Ordinances revised 1 3 4
Number of Annexations and Referrals 76 46 40
Hours for Open Space and Trails projects 50 100 100
Compliance Planning Work Outputs
Number of site visits 850 900 850
Number of violations issued 149 350 200
Number of violations referred to County 48 75 55
Attorney
Number of violations closed 55 100 75
Number of Community Clean-ups 2 2 2
136
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Technical Support Work Outputs
Average number of land use applications 537 520 448
processed per year
Average number of land use hearings 30 30 30
attended per year
Average number of customer requests for 1,000 2,000 800
information (Zoning/Flood Plain)
Current Planning Effectiveness Measures:
Average number of days a land use case is
involved in the administrative 45-60 45-60 45-60
application process
Average number of days a land use case is 120 120 120
involved with the application process
Average number of conditions of approval per
application 15 15 15
Long Range Planning Effectiveness Measures:
Average number of Public Outreach Meetings 70 100 100
Compliance Planning Effectiveness Measures:
Average number of days to violation resolution 90-150 60-120 90-150
days days days
Average rate of voluntary compliance 40% 60% 50%
Average response time to complaints 10-20 days 10 days 10-20 days
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budgeted
expenses and revenues reflect projected current activity of the office in 2004,if the activity changes
the budget will need to be re-examined. Board concurred with staffing reduction mid-year.
BOARD ACTION: No change. The Board concurred with staffing reduction and revenue estimate
reduction.
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, South County Services Building, Public Works
Headquarters,Ambulance Buildings,North CountyJail,Health Building,Training Center,Southwest
Weld Administration Building, Public Safety Administration Building, and Weld Business Park
Administrative Buildings.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,543,999 $ 1,743,726 $ 1,467,313 $ 1,471,051
Supplies 353,868 308,800 349,500 349,500
Purchased Services 1,127,193 1,518,350 1,645,400 1,645,400
Fixed Charges 6,297 21,000 21,000 21,000
Capital 8,470 0 0 0
Contra Account -51,095 -70,000 -50,000 -50,000
Gross County Cost $ 2,988,732 $ 3,521,876 $ 3,433,213 $ 3,436,951
Revenue 0 0 0 0
Net County Cost $ 2,988,732 $ 3,521,876 $ 3,433,213 $ 3,436,951
Budget Positions 41 43.5 34.5 34.5
SUMMARY OF CHANGES: The budget shows a net county cost decrease of$88,663, even with
the addition of a new pod on the jail with 53,265 square feet of new building space to maintain.
Staff was reduced by one Building Maintenance Worker III position($46,469),and eight custodians
($229,944). Professional services were increased $100,000 for the custodial contract that
displaced the eight custodians. Supplies were increased by$40,700 primarily in janitorial supplies
based upon historical usage and how supplies are now accounted for in the budget. There are
some offsetting reductions in other line items that are now charged to janitorial supplies. Services
are up $27,050, with an increase of$80,000 for the added utility costs of the new jail pod for the
full year. Due to concerns of rising gas prices the gas line item was not reduced from the 2003
budget, even though it was under spent this year. A worst case scenario is budgeted with an
anticipated 30 percent price increase for gas. Contra account charge backs are down $20,000,
again due to lower utilitization and direct charges for those departments.
Final budget adjustments include an increase in salaries of$3,738.
138
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2)
Complete all capital projects approved by the Board.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 651,000 673,000 726,000
Number of preventative maintenance work 376 390 440
orders (PMs)
Number of tracked repair work orders 1,200 1,250 1,400
Efficiency Measures
FTE'S per 10,000/capita 2.103 2.159 1.710
Per capita cost (county support) $15.38 $17.43 $16.48
Cost per square foot $4.59 $5.23 $4.73
Effectiveness Measures (desired results1
Percent of work orders completed within 14 95% 95% 95%
days
Percent of PM work orders completed on 100% 100% 100%
schedule
Clean assigned buildings and maintain an 95% 95% 95%
80% Customer Satisfaction rating
Complete Emergency Work Orders within 99% 99% 99%
24 hours
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Even with a 7.9%
increase in square footage to maintain in 2004 the budget is still down 2.6% before salary
adjustments. Cost per square foot of $4.73 for building maintenance is very competitive. The
Board, on August 6, 2003, authorized contracting out a portion of the custodial services for a
savings of$129,944 annually.
BOARD ACTION: No change. The Board reaffirmed outsourcing a portion of custodial services.
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300
DEPARTMENT DESCRIPTION: Computer services provides data processing support services
to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc.
(ACS).
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchase Services 2,151,794 2,263,437 2,333,656 2,311,107
Fixed Charges 0 0 0 0
Contra Account -742,575 -760,000 -780,000 -780,000
Capital 1,677,117 900,000 1,000,000 1,000,000
Gross County Cost $ 3,086,336 $ 2,403,437 $ 2,553,656 $ 2,531,107
Revenue 798,623 0 0 0
Net County Cost $ 2,287,713 $ 2,403,437 $ 2,553,656 $ 2,531,107
Budget Positions -- -- — --
SUMMARY OF CHANGES: ACS contract costs reflect a 1.8 percent cost-of-living increase for
the base contract and the first amendment, and a 4% increase for the second amendment, for a
total contract amount of $2,117,961 for 2004. In addition, $77,250 is included for the contract
amendment done in 2003 to add one microcomputer technician to primarily serve the added
demands of Social Services. The additional $77,250 will be recovered from charges to Social
Services. The e-govemment contract has a 4% increase for a contract amount of $138,445.
$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$780,000. Net increase in the budget is $150,219 or 6.25%.
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.
140
COMPUTER SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems 879 919 929
supported
Number of Personal Computer systems 130 229 150
installed/replaced
Number of Staff Trained 200 200 200
Number of Applications Supported 180 202 205
Number of Applications Upgraded 65 78 81
Efficiency Measures
FTE'S per 10,000/capita 1.026 1.042 1.055
Per capita cost (county support) $11.73 $11.93 $12.14
Effectiveness Measures (desired
results
Percent of users upgraded to standard 95% 95% 95%
Percent of users surveyed who are 99% 99% 99%
satisfied
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Allocation of funds
for specific hardware and software upgrades will be done by the Information Services Governance
Committee for 2004, with final Board approval prior to year-end.
BOARD ACTION: The final budget was reduced by$22,549, due to the cost-of-living adjustment
being 1.8 percent versus 3.0 percent on the base contract amount. No other changes.
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information system
that serves the entire county and some outside entities via a contract with the ASC Corporation.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 84,387 $ 90,008 $ 90,008 $ 101,781
Supplies 6,353 108,494 114,399 114,399
Purchased Services 50,692 173,912 57,421 57,421
Fixed Charges 0 0 0 0
Capital 0 3,350 7,900 7,900
Gross County Cost $ 141,432 $ 375,764 $ 269,728 $ 281,501
Revenue 10,919 12,500 11,000 11,000
Net County Cost $ 130,513 $ 363,264 $ 258,728 $ 270,501
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Budget request has net county cost dropping $104,536. The budget
includes software of$114,399,hardware of$7,900,training costs of$14,170, professional services
of $34,902, and miscellaneous costs of $12,092. Revenue from sale of maps and GIS data is
estimated at$11,000. The big drop in the budget for 2004 reflects no need to do orthophotography,
since in 2003 Weld County re-flew 919 square miles of Weld County's high growth area.
Final budget adjustments include an increase in salaries of$11,773.
OBJECTIVES: Maintain a current geographical information system for Weld County via a contract
with ACS to provide GIS data to county staff and citizens.
142
GEOGRAPHICAL INFORMA HON SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 95,831 105,000 113,000
# Parcels Updated 8,771 9,169 8,000
#Available Coverages (Layers) in GIS 500 750 900
Efficiency Measures
FTE'S per 10,000/capita 0.103 0.100 0.959
Per capita costs (County support) $0.669 $1.803 $1.297
_Effectiveness Measures (desired results)
Parcels in GIS with orthophotography/ 100% 100% 100%
imagery
County covered by orthophotography/ 100% 100% 100%
imagery
# Parcels in GIS vs. # Parcels in Assessor 100% 100% 100%
system
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of funding level. The
entire county has been incorporated into GIS since 2002, and the data has countywide coverage
and use. The project is on schedule with the GIS Master Plan developed in 1997. The GIS
program is now a valuable tool for staff and the citizens of Weld County.
BOARD ACTION: No change.
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY
BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500
DEPARTMENT DESCRIPTION: Central account for capital outlay items.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 48,578 50,000 50,000 50,000
Gross County Cost $ 48,578 $ 50,000 $ 50,000 $ 50,000
Revenue 0 0 0 0
Net County Cost $ 48,578 $ 50,000 $ 50,000 $ 50,000
Budget Positions __
SUMMARY OF CHANGES: See listing of requested and recommended items.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
144
CAPITAL OUTLAY(CONTINUED)
1000-17500
REQUESTED RECOMMENDED APPROVED
CLERK AND RECORDER:
Plat File Cabinets (2) $ 10,000 $ 10,000 $ 10,000
FAIR:
Animal Pens 6,000 6,000 6,000
UN-DESIGNATED: 34.000 34.000 34,000
TOTAL $ 50,000 $ 50,000 $ 50,000
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 70,610 $ 72,729 $ 72,729 $ 77,455
Supplies 53,905 48,000 53,000 53,000
Purchased Services 105,606 102,300 127,300 127,300
Fixed Charges 3,691 4,000 4,000 4,000
Capital 0 0 0 0
Gross County Cost $ 233,812 $ 227,029 $ 257,029 $ 261,755
Revenue 187,708 192,000 222,000 222,000
Net County Cost $ 46,104 $ 35,029 $ 35,029 $ 39,755
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The net county cost for this budget is unchanged; however, expenses
and revenues are each up$30,000 due to additional sales of services and supplies. Cost of goods
sold are up $5,000, and costs associated with printing are up $25,000. Both have off-setting
revenues for net effect on county cost of zero.
Final budget adjustments include an increase in salaries of$4,726.
OBJECTIVES: 1)Provide high quality printing and copying services to user departments;2) Meet
needs of departments in obtaining office supplies; 3) Accommodate departments in metering
postage; 4) Continue to maintain inventory levels at proper level; and 5) Provide county-wide
courier service to county departments.
146
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,810 1,850 2,000
Mail Pieces 600,000 610,000 625,000
Supply Orders 1,104 1,150 1,150
Efficiency Measures
FTE'S per 10,000 0.103 0.099 0.096
Per Capita cost county support $0.24 $0.17 $0.19
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. Costs analysis still
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
functions. All other costs are recovered by a charge to the using department.
BOARD ACTION: No change.
147
TEN YEAR TREND
Cumulative Percent Increase: Sheriffs Office Local Costs
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OSheriffs Office
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1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary--All Departments
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 12,935,229 $ 12,913,184 $ 13,076,520 $ 13,622,953
Supplies 424,784 422,341 458,305 458,305
Purchased Services 2,795,868 2,870,927 3,112,500 3,112,500
Fixed Charges 145,673 0 0 0
Capital 28,121 127,045 22,359 22,359
Gross County Cost $ 16,329,675 $ 16,333,497 $ 16,669,684 $ 17,216,117
Revenue 1,808,360 1,526,754 1,386,898 1,386,898
Net County Cost $ 14,521,315 $ 14,806,743 $ 15,282,786 $ 15,829,219
Budget Positions 232 239 242 242
SUMMARY OF CHANGES: See Individual Organization Units.
OBJECTIVES: See Individual Organization Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Organizational Units.
BOARD ACTION: See Individual Organizational Units.
149
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFFS OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency.
These activities include office automation,clerical staff,training, uniforms,common office supplies,
accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc.
Policy development and formulation of written directives are also key functions of the Sheriff and
the staff assigned to this budget unit.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 815,961 $ 913,858 $ 878,720 $ 900,788
Supplies 120,375 97,007 91,000 91,000
Purchased Services 82,130 96,400 96,400 96,400
Fixed Charges 5,890 0 0 0
Capital 3,105 0 0 0
Gross County Cost $ 1,027,461 $ 1,107,265 $ 1,066,120 $ 1,088,188
Revenue 20,241 17,000 24,000 24,000
Net County Cost $ 1,007,220 $ 1,090,265 $ 1,042,120 $ 1,064,188
Budget Positions 15 16 15 15
SUMMARY OF CHANGES: Personnel has decreased due to the transfer of an Office Tech III
position to the North Jail Complex ($35,138). Small equipment is down $1,007, and operating
supplies are down $5,000. Other line items are the same. Revenues from charges for services
are up $9,000 and forfeitures are down $2,000, for a net increase of$7,000.
Final budget adjustments include an increase in salaries of$22,068.
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.
150
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Civil Process Received 6,634 6,966 7,314
Commissary Orders Processed 8,028 8,429 8,850
Invoice/Requisitions Processed 4,740 4,977 5,226
Applicants Processed 493 518 544
Efficiency Measures
FTE's per 10,000/capita .76 .79 .72
Per capita cost (county support) $5.16 $5.41 $5.10
Percent Civil Process Served 85% 80% 80%
Commissary Orders Filled 7,828 8,219 8,630
Applicants Hired 47 49 51
Effectiveness Measures (desired results)
Average Miles Driven /Civil Process 7 8 8
Service
Service Complaints per 1,000 Papers 1 3 5
Received
Commissary Complaints per 1,000 Orders 1 2 3
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval,including the transfer
of the position. See North Jail budget for details of transfer.
BOARD ACTION: No change. The Board approved the transfer of an Office Tech III position to
the North Jail Complex.
•
151
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations -- 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or
threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves civil process and arrest warrants, transports prisoners, and conducts
criminal investigations. Activities are frequently coordinated with municipal,other county,state and
federal law enforcement and regulatory agencies.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,819,565 $ 3,840,198 $ 3,840,198 $ 3,989,238
Supplies 68,192 122,533 126,714 126,714
Purchased Services 646,071 621,650 698,335 698,335
Fixed Charges 10,764 0 0 0
Capital 0 10,000 0 0
Gross County Cost $ 4,544,592 $ 4,594,381 $ 4,665,247 $ 4,814,287
Revenue 254,488 253,570 211,500 211,500
Net County Cost $ 4,290,104 $ 4,340,811 $ 4,453,747 $ 4,602,787
Budget Positions 64 64 64 64
SUMMARY OF CHANGES: Revenues show a decrease mostly because the COPS grant funding
has expired. The COPS grant was three years in duration and will be ending September 30, 2003.
This was a $28,570 reduction. There has been a decrease in contract service request from the four
municipalities currently under contract. The Sheriffs Office has estimated a $15,000 reduction for
2004. Purchased Services have increased ($74,439) largely due to estimated projections in the
motor pool. $6,240 is included for 2004 to cover costs associated with vehicle cleaning
maintenance. There is no planned capital expenditures for 2004.
Final budget adjustments include an increase in salaries of$149,040.
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.
152
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part A Offenses 2,472 2,662 2,867
Part B Offenses 1,348 1,693 2,126
Adult Arrest 2,738 3,130 3,578
Juvenile Arrest 491 576 670
Dispatched Calls for Service 11,413 11,607 11,804
Civil Process Received 6,940 7,100 7,400
Temporary Restraining Orders Received 920 1,120 1,320
Employee Turnover 3 3 3
Efficiency Measures (desired results)
FTE's per 10,000/capita $3.28 $3.18 $3.07
Per capita net cost $22.00 $21.54 $23.09
Percent Civil Process Served 85% 80% 80%
Effectiveness Measures (desired results)
Part A Offenses per 1,000 Capita 12.67 13.21 13.75
Part A Percent Cleared 25.1 24.7 24.3
Net Property Loss per 1,000 Capita $15,912 $19,183 $22,454
Calls for Service per 1,000 Capita 58.52 57.60 56.61
Average Emergency Response Time 19.2 19.0 18.8
(Minutes)
Service Complaints per 1,000 Dispatched .60 .81 1.02
Calls for Service
Workers' Comaensation Reports 12 9 7
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION: No change.
153
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFFS OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public
education on traffic safety.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 361,283 $ 351,673 $ 351,673 $ 379,027
Supplies 80,326 51,931 51,931 51,931
Purchased Services 83,111 38,110 38,110 38,110
Fixed Charges 0 0 0 0
Capital 0 22,359 22,359 22,359
Gross County Cost $ 524,720 $ 464,073 $ 464,073 $ 491,427
Revenue 196,308 103,974 55,668 55,668
Net County Cost $ 328,412 $ 360,099 $ 408,405 $ 435,759
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: No change in the expenditure side of the budget. Revenues are down
with the grant funding declining over three years to zero. This will be the last year of grant funding
from the original highway safety grant.
Final budget adjustments include an increase in salaries of$27,354.
OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic
accident and traffic fatalities in Weld County.
154
TRAFFIC ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Enforcement Hours 7,360 8,917 18,000
Alcohol Related Driving Arrest 189 240 275
Efficiency Measures
FATS per 10,000 Capita .308 .298 .288
Per Capita Net Cost $1.68 $1.79 $2.09
Effectiveness Measures (desired results!
Target Area Fatalities 0 0 0
Target Area Crashes 10 26 20
Citizen Participation 6,200 3,296 6,000
Percent Seatbelt Use 58% 61% 65%
Percent Vehicles >10 Over Limits 7% 6% 5%
Percent Vehicles Failing to Stop @ Signs 28% 27% 26%
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Traffic crashes and
their associated costs in regard to the loss of life and human suffering are still a major concern in
Weld County. Weld County still consistently leads all of the other counties in Colorado in the
number of fatalities annually. To address this issue, additional resources may be required;
however, with the fiscal restraints associated in this budget year, the Sheriffs Office will not be
requesting those resources. In the next few months the Sheriffs Office will be producing and
publishing a report on the current state of the traffic problem to be presented to the Weld County
Board of County Commissioners.
BOARD ACTION: No change.
155
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs-at-large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 61,585 $ 67,177 $ 67,177 $ 75,415
Supplies 7,382 3,550 8,678 8,678
Purchased Services 158,526 145,010 151,807 151,807
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 227,493 $ 215,737 $ 227,662 $ 235,900
Revenue 0 0 0 0
Net County Cost $ 227,493 $ 215,737 $ 227,662 $ 235,900
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The annual cost to the Weld County Humane Society has been
adjusted three percent for cost-of-living and according to projected animals that will be sheltered.
All other lines have been adjusted according to historical data.
Final budget adjustments include an increase in salaries of$8,238.
OBJECTIVES: 1) Provide efficient and effective service within allocated resources.
156
SHERIFF'S ANIMAL CONTROL
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,017 1,922 1,989
Animals Transported to Shelter 752 781 808
Efficiency Measures
FTE'S per 10,000/capita .1026 .0995 .0959
Per capita cost (county support) $1.17 $1.07 $1.13
Miles Driven per Call for Service 25 24 24
Effectiveness Measures (desired
results)
Summons Issued 248 266 275
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Humane Society
contract amount has been agreed to by Weld County, Evans and Greeley.
BOARD ACTION: No change.
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory-- 1000-21260
DEPARTMENT DESCRIPTION: Jointly funded, limited forensic laboratory between the City of
Greeley and Weld County. Two municipalities also have agreements for services on a contract
basis. Laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases.
The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for
accreditation by the American Society of Crime Lab Directors.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 102,170 $ 101,676 $ 101,676 $ 111,705
Supplies 15,825 7,000 7,000 7,000
Purchased Services 13,046 20,850 48,800 48,800
Fixed Charges 128,481 0 0 0
Capital 805 30,200 0 0
Gross County Cost $ 260,327 $ 159,726 $ 157,476 $ 167,505
Revenue 80,202 82,875 83,271 83,271
Net County Cost $ 180,125 $ 76,851 $ 74,205 $ 84,234
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: In 2004 this budget line will pay for essential, professional training for
six people who are crime scene specialists, fingerprint, footprint and tire print comparison experts,
digital evidence experts,as well as the forensic chemistry experts in drug analysis, ignitable liquids
identification and paint comparisons. Specific training has been identified for each expert, and
travel and per diem expenses have been accurately estimated. Total costs are $11,500 for travel,
and $16,200 for tuition. Specialized training is essential for these experts to remain current in their
areas of expertise. Several of these experts do not have much work experience in their field,
therefore, current, more advanced training is even more critical for them. There are no new
equipment purchases necessary for 2004, and this line item is zero. Overall net budget costs are
down $2,646 for 2004.
Final budget adjustments include an increase in salaries of$10,029.
OBJECTIVES: 1)Provide accurate,competent,and timely analysis of evidence to meet the needs
of submitting agencies; and 2) Maintain ASCLD Laboratory certification.
158
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases completed - drug/arson/paint 45 108 120
Court Testimony 3 7 10
Hours of Lab Analysis - drug/arson/paint 203 487 550
Efficiency Measures
FTE'S per 10,000/capita 0.0512 0.0496 0.0479
Per capita cost (county support) $0.924 $0.381 $0.404
Effectiveness Measures (desired
results
Quality Audit Acceptable Acceptable Acceptable
Proficiency Testing (Test Run/Errors) 3/0 3/0 3/0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the budget,
including the training to maintain proficient staff.
BOARD ACTION: No change.
159
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MULTI-JURISDICTIONAL DRUG TASK FORCE
BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 1000-21410
DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised by
the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the sheriff.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 79,223 $ 83,236 $ 83,236 $ 78,834
Supplies 0 0 o 0
Purchased Services 70,248 70,248 70,248 70,248
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 149,471 $ 153,484 $ 153,484 $ 149,082
Revenue 82,629 83,236 82,509 82,509
Net County Cost $ 66,842 $ 70,248 $ 70,975 $ 66,573
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: The above numbers reflect the period from January 1, 2004 through
December 31, 2004. The Task Force has been approved and is operating on the grant
commencing July 1,2003,through June 30,2004. The Task Force will be requesting another grant
to operate the 12-month period commencing July 1, 2004. The above figures reflect the projected
cost to the County anticipating approval of that grant.
Final budget adjustments include an increase in salaries of$4,402.
OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals
identified; 3) Establish an exchange of information with other law enforcement agencies.
160
MULTI-JURISDICTIONAL DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 159 185 200
Drug Arrest 139 153 168
Search Warrants Executed 30 35 40
Cocaine Seizures (Kilos) 30 23 25
Methamphetamine Seizures (Pounds) 57 20 23
Marijuana Seizures (Pounds) 666 600 620
Meth Lab Seized 6 12 15
Efficiency Measures
FTE'S per 10,000/capita .051 .049 .048
Per capita cost (county support) $0.343 $0.349 $0.319
Effectiveness Measures (desired
results
Criminal Cases per 1,000 Capita 0.815 1.089 1.043
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
161
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex- 1000-24410
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well-maintained jail. Professional jail support services such as medical care,food preparation,
and facility programming are provided to meet these mandates.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,899,602 $ 3,704,744 $ 6,606,156 $ 6,815,031
Supplies 132,386 110,316 146,644 146,644
Purchased Services 1,520,821 1,581,547 1,694,196 1,694,196
Capital 20,235 64,486 0 0
Gross County Cost $ 5,573,044 $ 5,461,093 $ 8,446,996 $ 8,655,871
Revenue 978,942 780,799 655,250 655,250
Net County Cost $ 4,594,102 $ 4,680,294 $ 7,791,746 $ 8,000,621
Budget Positions 74 75 132 132
SUMMARY OF CHANGES: Jail security and jail support staff(56.0 FTE @$2,702,938)previously
in the Centennial Jail budget have been shifted to the North Jail Complex. One booking technician
(1.0 FTE @$35,138)previously allocated for non-custodial fingerprinting within the Administration
budget has also been shifted. These changes are the result of the Centennial Jail closure and the
Sheriffs Administration moving to 1950 "O" Street in the last year. Operational costs reflect
increases directly related to the rapidly rising number of inmates in secure custody. Medical cost
increases of 5.3 percent have been mitigated by 2003 legislation capping reimbursement of outside
medical costs at the Medicare rate and potentially making inmates financially responsible for
pre-existing medical conditions. Revenue forecasts are reduced due to State Legislature reduction
in the reimbursement rate for state offenders awaiting admission to the Department of Corrections
and declining use by municipalities.
Final budget adjustments include an increase in salaries of$208,875.
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.
162
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
PERFORMANCE MEASURES
Actual Estimated Projected
Work Outputs:
Average Secure Jail Population Daily 371 390 410
Average Work Release Clients Daily 93 93 101
Average Electronic Home Monitoring Clients 87 90 95
Daily
Average Pre-Trial Supervision Clients Daily 38 75 125
Total Offenders Under Supervision Daily 589 648 731
All Offenders Processed Into Facilities 12,610 13,114 13,600
Number of Offenders Transported to Court 12,547 17,950 18,750
Appearances
Offenders Arrested and Extradited from Out-of- 60 120 125
State
New Correctional Officers Entering Basic 32 32 32
Training
Efficiency Measures:
Offender Supervision FTE'S per 10,000 Capita 7.23 7.34 7.29
Per Capita Net Cost $42.90 $43.09 $44.45
Average Medical Cost Per Inmate Daily $5.78 $5.90 $5.92
Average Food Cost Per Inmate Daily $4.66 $4.66 $4.56
Secure Facility Occupancy Rate 110% 116% 101%
Effectiveness Measures:
Average Length of Stay Days (Secure) 14.9 15.4 16.0
Sentence Days Deducted for Inmate Work Time 12,723 13,200 13,200
In-Custody Suicides 0 0 0
Escapes from Secure Custody 0 0 0
Successful EHM Completion 89% 90% 90%
Successful Work Release Completion 69% 65% 65%
Offenders Earning GED 35 30 30
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget shifts
are necessary to accommodate the new jail expansion, and closure of the Centennial Jail.
Sheriffs Office has done a good job in minimizing the costs of opening the new jail expansion.
BOARD ACTION: No change.
163
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, 19'
Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County
Courthouse. This budget unit supports the resources to comply with all of these requirements.
C. R. S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in
sentencing and C. R. S. 16-4-105 provides for the operation of a pre-trial supervision program.
Jail alternative programs operate within this budget unit.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,734,163 $ 3,785,131 $ 1,082,193 $ 1,204,749
Supplies 0 25,904 22,238 22,238
Purchased Services 206,950 268,692 284,834 284,834
Fixed Charges 0 0 0 0
Capital 3,976 0 0 0
Gross County Cost $ 3,945,089 $ 4,079,727 $ 1,389,265 $ 1,511,821
Revenue 173,451 175,000 245,000 245,000
Net County Cost $ 3,771,638 $ 3,904,727 $ 1,144,265 $ 1,266,821
Budget Positions 67 73 20 20
SUMMARY OF CHANGES: Jail security and jail support staff (56.0 FTE @ $2,702,938)
previously in this budget unit have been shifted to the North Jail Complex. Three new Correctional
Officer III positions($163,335)have been requested in this budget to provide response capability
to court duress alarms, improve general court security and address added offender transportation
to court from the North Jail Complex. These changes result from the closure of the Centennial Jail,
more inmates, courtrooms added in the last three years and the Sheriffs Administration move to
the north campus. All other increases result from vehicle related expenses being shifted from the
North Jail Complex to this budget unit. Revenue increases reflect a flat fee for work release
introduced in 2003 and increased program capacity available from the Centennial Jail no longer
being used for secure detention.
Final budget adjustments include an increase in salaries of$122,556.
164
CENTENNIAL JAIL
(CONTINUED)
1000-24420
OBJECTIVES: 1) Meet Sheriffs statutory duties effectively and efficiently; and, 2) Provide
effective and efficient community supervision alternatives to secure detention that mitigate
overcrowding and future additional costs.
PERFORMANCE MEASURES
Included in North Jail Complex 1000-24410 Summary.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The three
additional positions are recommended. The Sheriffs staff has done a good job of expanding the
jail capacity and providing transport of inmates at a minimum added cost ($163,336).
BOARD ACTION: The Board approved the three additional positions.
The jail inmate population is expected to continue to grow in 2004, due to increases in the average
length of stay, inmates sentenced to Community Corrections that are waiting for a Community
Corrections bed since pre-adjudication is taking longer due to cutbacks in the courts, and capping
of juvenile beds by the State of Colorado. Even with the new jail pod opening in January, 2004,
Weld County needs to plan for another jail expansion of 160 beds by 2008 - 2009. Even then,
Weld County may still have to lease beds from Washington County Jail as early as 2005.
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management-- 1000-26200
DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of
either natural or other disaster on county, state, and federal level. Coordinates emergency
response exercises for participants to evaluate effectiveness and improvements.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 61,677 $ 65,491 $ 65,491 $ 68,166
Supplies 298 4,100 4,100 4,100
Purchased Services 14,965 28,420 29,770 29,770
Fixed Charges 538 0 0 0
Capital 0 0 0 0
Gross County Cost $ 77,478 $ 98,011 $ 99,361 $ 102,036
Revenue 22,099 30,300 29,700 29,700
Net County Cost $ 55,379 $ 67,711 $ 69,661 $ 72,336
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Revenues are projected to fall slightly due to State funding cuts.
Expenditures have increased for meetings ($600)and training ($750) associated with Homeland
Security activities.
Final budget adjustments include an increase in salaries of$2,675.
OBJECTIVES: Comply with State and Federal EMA programs.
166
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Number of inspections and/or reports 96 100 80
Number of drills and exercises 7 10 10
Number of people participating in drills 175 300 300
Efficiency Measures
FTE'S per 10,000/capita 0.0512 0.0496 0.0479
Per capita cost (county support) $0.28 $0.34 $0.35
Effectiveness Measures (desired
results)
Percent increase in number of inspections .05% -20%
and/or reports
FINANCE/ADMINISTRATIONRECOMMENDATION:Recommend approval,including additional
training and travel costs.
BOARD ACTION: No change.
167
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies,
18 fire departments, 2 rescue/ambulance departments, plus local government including public
works.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY -
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 6,705 0 0 0
Purchased Services 998,284 1,137,663 1,235,164 1,235,164
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,004,989 $ 1,137,663 $ 1,235,164 $ 1,235,164
Revenue 228,771 241,928 128,838 128,838
Net County Cost $ 776,218 $ 895,735 $ 1,106,326 $ 1,106,326
Budget Positions -- -- -- --
SUMMARY OF CHANGES: On May 3,1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the Weld County Regional Communications Center, criminal
records management, and Criminal Justice Information Center. Details of the total cost of the
contract are on the following page.
168
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERSONNEL 2003 2004 WCRCC CJIS
1.00 Upgrade of Police Sergeant to
Captain $ 22,590 $ 23,832 $ 23,832 $ 0
1.00 Upgrade Computer Systems
Manager 21,496 22,678 0 22,678
1.50 Systems Administrator(Previously
Systems Admin I) 101,050 105,092 0 105,092
2.00 P C Specialist (Previously System
Admin. I) 71,972 95,092 0 95,092
0.50 Services Sergeant 43,308 45,690 45,690 0
1.57 Dispatcher II 88,872 92,970 92,970 0
17.20 Dispatcher I 768,274 854,876 854,876 0
Dispatch Temp Services 8,427 8,764 8,764 0
Dispatch Overtime 13,687 14,372 14,372 0
6.82 Data Coordinator I 260,136 271,842 0 271,842
Clerks Temp Services 11,445 16,821 0 16,821
Records Overtime 11,000 11,000 0 11,000
0.28
Clerical Assistant 0 9,056 0 9,056
0.78 Data Coordinator II Upgrade
from Data Coordinator I 6,459 19,865 0 19.865
TOTAL PERSONNEL COSTS $ 1,428,716 $ 1,591,950 $ 1,040,504 $ 551,446
COMPUTER SYSTEM
Radio Maintenance Contract $ 105,000 $ 105,000 $ 105,000 $ 0
Computer Enhancements 100,000 100,000 0 100,000
Radio Enhancements 20,000 20,000 20,000 0
Tower Rental 13,190 13,652 13,652 0
Utilities 14,815 15,508 15,508 0
TOTAL COST $ 253005 $ 254,160 $ 154,160 $ 100,000
HARDWARE/SOFTWARE MAINTENANCE
Tiburon $ 117,363 $ 121,479 $ 0 $ 121,479
IBM 8,012 8,292 0 8,292
Digital 26,760 27,697 0 27,697
Dictaphone Logger/Call Checks 6,582 6,812 0 6.812
TOTAL Llahl.12 164 280 0 $ 164,280
PROGRAM TOTALS $ 1,840,438 $ 2,010,390 $1,194,664 $815,726
169
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES(CONTINUED): The County receives cost reimbursement from tower
rental ($53,160), reimbursement of $23,000 from Mountain View Fire and reimbursement for
AirLife services of $52,678 for total revenue of $123,838. Reimbursement from Emergency
Medical Dispatchers ($131,554)was eliminated in the 2004 budget due to cost issues in the Weld
County Paramedic Services. Of the above costs, the $2,010,390 contract will be allocated as
follows: $1,194,664 to the Weld County Regional Communications Center, and $815,726 to the
Criminal Justice Information System. Included as an enhancement to the computer system is
$100,000 for Tiburon. Phone costs of$35,000 and motor pool costs of$5,500 are included in the
budget outside the contract.
Net costs of the budget are up$210,591 for 2004,or 26 percent. Personnel costs are up $95,346,
with salary adjustments due to cost-of-living increases and the addition of two Dispatcher
positions,one PC Specialist,one Data Coordinator II,and two half-time clerical assistants of which
the county pays 56%. The service and supply accounts are up $13,121. Revenues are down
$113,090 due to not charging for the Emergency Medical Dispatchers.
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) Begin
implementation of the 800 MHZ system.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 72,396 76,000 83,000
Computer Aided Dispatch, Incidents for 232,653 250,000 280,000
Law Enforcement and
Fire/Ambulance
EMD Calls 8,375 8,600 8,900
Criminal Justice Records, Total Case #s 32,105 33,500 35,175
issued
ADS Documents Transcribed 39,584 44,000 48,400
Efficiency Measures
FTE'S per 10,000/capita 1.44 1.49 1.53
Per Capita Cost-Operating Budget $3.98 $4.45 $5.31
EMD Call per FTE 299 287 278
CAD Incident per FTE 8,309 8,333 8.750
Total Telephone Calls to Center per FTE 14,778 15,500 17,000
ADS Document transcribed per FTE 1,413 1,467 1,513
170
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Effectiveness Measures (desired
_results)
Respond to all 911 calls within 7 seconds 99% 99% 99%
Maintain Emergency Medical certification of 100% 100% 100%
all dispatch personnel.
Maintain customer satisfaction as indicated 95% 95% 95%
by feedback from the Weld County
Board of Commissioners, City
Council of Greeley, Weld County
Communications Board, and Weld
County E-911 Board
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the
growing workload, the additional staff is justified. Additional staff was agreed to by both Weld
County and City of Greeley over a two year period last year. The costs of the additional staff split
between the City of Greeley and Weld County is based upon activity per the original IGA. The
policy not to charge for Emergency Medical Dispatchers is explained under the Paramedic
Services budget.
BOARD ACTION: The Board approved the budget as recommended. Due to the City of Greeley
not approving the salary increases for staff included in the 2004 budget amount, the salary
increase amount of $51,272 will be left in the budget to cover any mid-year salary increases.
However, the contract amount for the City of Greeley will be reduced by the salary increase
amount until determination is made mid-year by the Greeley City Council regarding salary
increases.
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development-- 1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide
communications system.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 161,794 500,000 500,000 500,000
Gross County Cost $ 161,794 $ 500,000 $ 0 $ 0
Revenue 112,980 250,000 250,000 250,000
Net County Cost $ 48,814 $ 250,000 $ 250,000 $ 250,000
Budget Positions _ _ __ _ _ __
SUMMARY OF CHANGES: Budgeted capital cost in year four of implementing the 800 MHz
system is $500,000, of which $250,000 is from the E-911 Authority.
OBJECTIVES: 1)To enhance the existing regional communications radio system until it provides
satisfactory county-wide coverage. 2) Implement an 800MHz digitized radio system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This is the fifth year
of a five to six year phased process of implementing a new 800 MHz digitized radio system started
in 2000. The system is needed since the FCC will no longer issue lower level frequencies in high
growth areas, such as the Front Range of Colorado. New frequencies are needed due to the
growth and demand for service in the area. The new technology will also allow agencies to
communicate with each other on the same frequency when an emergency situation requires
multiple agencies to respond. The E-911 Board has committed $1,500,000 to this project, and a
$2,000,000 Energy Impact Assistance Grant has been approved. This project is essential to keep
Weld County Regional Communications Center functional in the future with all the anticipated
growth in the county. Radios for Weld County government to accommodate this system will be
acquired via normal attrition and the county's replacement program.
BOARD ACTION: No change. The Board continues to support 800 MHz project.
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300
DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 562 700 700 700
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 562 $ 700 $ 700 $ 700
Revenue 0 0 0 0
Net County Cost $ 562 $ 700 $ 700 $ 700
Budget Positions
SUMMARY OF CHANGES: No change.
OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop
and maintain E-911 emergency telephone system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer-aided dispatch, criminal records
management,jail records management, and prosecution system.
ACTUAL BUDGETED REQUESTED FINAL "
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 73,963 $ 0 $ 0 $ 0
Supplies 506 0 0 0
Purchased Services 563,228 1,701,824 1,489,438 1,489,438
Fixed Charges 0 0 0 0
Capital 0 100,000 100,000 100,000
Gross County Cost $ 637,697 $ 1,801,824 $ 1,589,438 $ 1,589,438
Revenue 0 0 0 0
Net County Cost $ 637,697 $ 1,801,824 $ 1,589,438 $ 1,589,438
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 $551,446 in personnel costs, $100,000 for enhancements to
Tiburon, and $164,280 for computer maintenance costs, for a total of $815,726. This is an
increase of $73,454, or 9.9 percent. The increases are all in personnel costs for cost-of-living
increases, and an additional 1.0 FTE PC Specialist, two half-time clerical positions and 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.
Computer system enhancements for Tiburon will cost $773,712 in 2004. Tiburon has not been
upgraded since 1993, and is long overdue for upgrade. The two year process of upgrading
Tiburon was started in 2003. Greeley and Weld County will divide the costs based upon usage.
Greeley's share in 2004 will be $758,422 in 2004. This upgrade includes the CAD, records, civil,
jail, and District Attorneys system modules.
174
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 39,584 44,000 48,400
Efficiency Measures
Per capita cost (county support) $3.27 $8.94 $7.62
Effectiveness Measures (desired
results
ADS documents transcribed per FTE 1,413 1,467 1,513
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Tiburon
computer upgrade has been planned in budget modeling for four years, and is necessary to keep
the system a viable criminal justice system.
BOARD ACTION: No change.
175
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner
usually employs the registered pathologists and laboratory facilities of North Colorado Medical
Center and McKee Medical Center.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 170,669 $ 180,430 $ 223,806 $237,006
Supplies 25,942 8,450 9,100 9,100
Purchased Services 232,737 181,700 239,895 239,895
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 429,348 $ 370,580 $ 472,801 $ 486,001
Revenue 150 250 250 250
Net County Cost $ 429,198 $ 370,330 $ 472,551 $ 485,751
Budget Positions 3.5 3.5 4.25 4.25
SUMMARY OF CHANGES: This budget has some significant changes due to the costs to improve
the professional operation of the department, and the budget having been under funded when
comparing actual 2002 to the 2004 request. The increase from 2002 actual to 2004 budget is up
10.1%. The 2004 budget funds 1,560 hours of part time staff for coverage to reduce overtime and
provide better coverage for the volume of calls. Salaries also include the upgrading of one
investigator to Chief Investigator to provide day-to-day management to the office. The budget
provides funding for the second vehicle added in 2003. Training related items are up$9,800, and
copier machine is funded at $2,500. Professional services for autopsies are up $40,000 in the
budget, although only $8,000 compared to 2002 actual costs. This budget should level off in
funding after this year, as it reflects actual costs and the transition to a professionally operated
office.
Final budget adjustments include an increase in salaries of$13,200.
176
CORONER
(CONTINUED)
1000-23200
OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Number of cases 805 825 850
Number of inspections 473 500 525
Number of full autopsies 140 145 150
Number of other forensic exams 19 25 30
_Efficiency Measures
FTE'S per 10,000/capita 0.180 0.174 0.204
Per capita cost (county support) $2.20 $1.84 $2.33
Cost per autopsy/inspection $800 $800 $816
Effectiveness Measures (desired
results
Percent full autopsies of post-mortem 18% 18% 18%
exams
Percentage of contested work 0% 0% 0%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget brings
staffing to an adequate level to deal with the growth in caseload, and the professional expectations
of the office. The Chief Investigator position is recommended to provide the day-to-day
management needed in the office. The legislation passed in 2003 requires additional training for
all deputy coroners. The training program funded for the office has the goal of having all full time
deputy coroners nationally certified with the eventual goal of having the department itself nationally
certified by the National Association of Medical Examiners. The expense line items reflect the
historical expenditure patterns of the office.
BOARD ACTION: The Board approved the budget with no changes, including the added staffing
and upgrade of the Chief Investigator's position.
177
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS
BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200
DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with
Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not
eligible for probation from State penal facilities to community programs. Operates under the Board
of County Commissioners with delegated authority to the Community Corrections Board.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 40,762 $ 42,484 $ 47,894 $ 47,894
Supplies 910 700 250 250
Purchased Services 3,206,848 2,797,127 2,815,571 2,815,571
Fixed Charges 41,475 29,044 13,569 13,569
Capital 0 0 0 0
Gross County Cost $ 3,289,995 $ 2,869,355 $ 2,877,284 $ 2,877,284
Revenue 3,289,995 2,869,355 2,877,284 2,877,284
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 $100,209, the Residential Treatment Center funded at $597,898, and The
Restitution Center funded at$2,179,177. The total State funding for the program is up $7,929.
OBJECTIVES: 1) Provide counseling and diversion programs for non-violent offenders; and 2)
Carry out all community corrections contract requirements of the State of Colorado.
178
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
The Restitution Center (beds): 66 48 48
Transition
Parolee 7 9 7
Residential Transition 15 14 14
Diversion Residential 74 74 74
Diversion Non/Residential 75 75 75
Independent Living (3/4 House) 5 5 5
Residential Treatment Center 55 30 25
Specialized Services 20 10 10
Efficiency Measures
FTE'S per 10,000/capita 0.051 0.049 0.048
Effectiveness Measures (desired
results
Percent of Client Recidivism *
The Restitution Center 20.7% 20% 20%
Residential Treatment Center 29.7% 26% 28%
*Statistics reflect actual experience for clients after
being out of the program for a period of 12 months.
As such, results shown are for clients who were in the program
in 1996 - 1998, 1998 - 1999, and 1999 - 2000 respectively.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
state funded.
BOARD ACTION: No change.
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection - 1000-25100
DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during
each phase of construction to insure minimum requirements are met. Assists Weld County Citizens
in understanding and applying the Uniform Building Code for upmost construction safety.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 791,609 $ 896,308 $ 849,143 $ 916,177
Supplies 14,337 20,300 20,300 20,300
Purchased Services 84,114 122,148 127,148 127,148
Fixed Charges 94,229 90,049 90,049 90,049
Capital 0 0 0 0
Gross County Cost $ 984,289 $ 1,128,805 $ 1,086,640 $ 1,153,674
Revenue 1,864,000 1,225,000 1,100,000 1,100,000
Net County Cost $ - 879,711 $ - 96,195 $ -13,360 $ 53,674
Budget Positions 18 18 17 17
SUMMARY OF CHANGES: Personnel Services reflect a decrease of one Combination Building
Inspector ($47,165). Publications and Subscriptions have increased $5,000 for purchase of the
2003 International Code Books. In the Motor Pool budget there is a replacement of two existing
4-wheel drive full-size pickup trucks. Revenue is budgeted at $1,100,000 with no change in fees.
Revenue is based upon current level of activity projected for 2004.
Final budget adjustments include an increase in salaries of$34,139.
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 Building Technicians;6)Continue training of Plans Examiners;7)Expansion
of training for Support Staff;8)Update current forms and handouts;9)Continue to develop Permits
Plus (computer system); 10) Conduct field inspections and full service via Southwest Weld
Administration Office; 11)Begin adoption of International Building Residential Codes;and 12)2003
International Codes Training for Inspectors and Plans Examiners.
180
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of field inspections performed 27,853 29,246 25,068
Number of stop work orders issues 85 90 77
Average number of field inspections per 15 -20 15 - 20 15 - 20
building permit
Plans Examiner/Inspector-On-Call Work Outputs
Number of plan reviews 1,214 1,275 1,093
Average monthly customer calls for 452 474 498
information
Average monthly walk-in customers 227 238 250
Number of specialized conditions per permit 500-1300 500-1300 500-1300
Building Compliance Work Outputs
Active permits 772 800 695
Number of issued building violations 450 475 405
Number of closed building violations 362 400 326
Number of 1996 -2000 building permits 326 400 100
finalized
Number of closed 1996 -2000 building 150 200 100
permits
Number of pending 1996-2000 building 359 235 35
permits
Number of ALL Violation Current Permits 199 200 200
181
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Technical Support Work Outputs
Number of building permits processed 1,939 2,036 1,750
Average Monthly Walk-ins 285 300 300
Incoming Calls -January-April 2003 16,886 40,200 40,200
Average Monthly Calls 3,377 3,350 3,350
Field Inspection Effectiveness
Measures:
Average number of certifications per 1 1.3 1.5
building inspector
Average number of certifications per 2.7 3.0 3.0
electrical inspector
Plans Examiner/Inspector-On-Call Effectiveness Measures:
Percent of permits past review time* Less than 2% Less than 2% Less than 2%
Average number of certifications per 4.3 4.7 4.7
plans examiner
Average response time to return client 2 day 2 day 2 day
questions
Building Compliance Effectiveness Measures:
Average rate of voluntary compliance 90% 90% 90%
Average response time to complaints 2 days 2 days 2 days
*Residential Review Time - 2 week maximum time
*Commercial Review Time -4 weeks maximum time
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Expenses and
revenues are budgeted at the current level of activity.
BOARD ACTION: No change.
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT
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.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 172,945 $ 218,732 $ 218,732 $ 215,917
Supplies 64,491 55,500 55,500 55,500
Purchased Services 54,428 51,002 51,331 51,331
Capital 0 0 0 0
Gross County Cost $ 291,864 $ 325,234 $ 325,563 $ 322,748
Revenue 14,897 2,000 10,000 10,000
Net County Cost $ 276,967 $ 323,234 $ 315,563 $ 312,748
1 FTE 1 FTE 1 FTE 1 FTE
Budget Positions 3.5 PT 3.5 PT 3.5 PT 3.5 PT
SUMMARY OF CHANGES: Vehicle expense decreased $4,671 based on calculations provided
by the Accounting Department. Grants and Donations increased $5,000 for additional grants for
2004. Revenues are up $8,000 due to grants and historical trending. No other changes.
Final budget adjustments include a decrease in salaries of$2,815.
OBJECTIVES: 1) Carry out Colorado Weed Management Act (Noxious weed control)on county
property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate
educational programs to inform the public of the "Colorado Weed Management Act"; and 4) Carry
out weed control for all divisions of the Public Works and Buildings and Grounds Departments.
183
WEED AND PEST
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established
Current codes, polices, and procedures.
95% attendance at all safety meetings.
All PPE equipment used as required
Mow 2500 lane miles annually
Efficiency Measures
FTEs per 10,000/capita 0.051 0.049 0.048
Per capita cost (county support) $1.42 $1.60 $1.50
Cost per citizen contact
Effectiveness Measures (desired
results)
Number of inquiries per 1,000 capita
Percent of mapping completed for weed
infestation
Number of abatement letter recipients
required to go to public hearing
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WEST NILE VIRUS PROGRAM
BUDGET UNIT TITLE AND NUMBER: West Nile Virus Program - - 1000-26300
DEPARTMENT DESCRIPTION: Funds a program to respond to the spread of the West Nile virus
into Weld County. The program will have educational, testing, monitoring and mosquito control
components.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 0 700,000 635,818 635,818
Transfers 0 75,000 75,000 75,000
Gross County Cost $ 0 $ 775,000 $ 710,818 $ 710,818
Revenue 0 225,000 258,645 258,645
Net County Cost $ 0 $ 550,000 $ 452,173 $ 452,173
Budget Positions -- - - - - - -
SUMMARY OF CHANGES: Budget reflects the second year of a West Nile Virus control program
aimed at responding to the health threat of the virus that spread into Weld County last year. The
program has$75,000 to fund the Health Department's education,testing,and monitoring programs,
plus $635,818 to control the disease through contract spraying and larvicide efforts through a
contact with Colorado Mosquito Control, Inc. Approximately 352 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 total cost of
$258,645, which will be offsetting revenue to the county.
OBJECTIVES: n/a
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs:
Square miles controlled 0 352 352
Efficiency Measures:
Per capita cost (county support) $0.00 $2.73 $2.17
185
WEST NILE VIRUS PROGRAM
(CONTINUED)
1000-26300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget is
based upon the two 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.
BOARD ACTION: At a work session on October 22, 2003, the Board agreed to have the same
level and type of program as was funded in 2003. The county will contract with Colorado Mosquito
Control, Inc., for the integrated mosquito control program in 2004.
186
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: General Engineering -- 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development
referrals; field survey operations to establish line and grade control; administrative and inspection
work in utility and subdivision construction; performs laboratory tests to determine soil properties,
construction and materials quality; all phases of highway engineering, bridge engineering, design
and construction inspection.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 523,120 $ 635,644 $ 598,735 $ 633,494
Supplies 35,257 28,500 28,500 28,500
Purchased Services 192,373 193,402 630,479 630,479
Capital 0 0 0 0
Gross County Cost $ 750,750 $ 857,546 $ 1,257,714 $ 1,292,473
Revenue 0 0 0 0
Net County Cost $ 750,750 $ 857,546 $ 1,257,714 $ 1,292,473
Budget Positions 9 10 10 10
SUMMARY OF CHANGES: Postage and Freight decreased $1,000 based on historic costs.
Publications and Subscriptions increased $200 based on an increase in costs for 2003.
Memberships and Registration Fees increased$540 based on anticipated needs for 2004. Phones
decreased $1,300 based on usage. Other Professional Services increased $439,800 based on
cost estimates for surveying, engineering, and environmental fees for 2004 scheduled projects.
Vehicle Expense decreased$1,663 based on calculations provided by the Accounting Department.
Travel and Meetings increased $500 based on historic costs. Salaries are down $36,909 since the
one-time funding for the Manager of Engineering position does not require an overlap due to
retirement of the incumbent.
Final budget adjustments include an increase in salaries of$34,759.
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.
187
GENERAL ENGINEERING
(CONTINUED)
1000-31100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6 7 6
Number of construction projects completed 6 7 5
Number of plats reviewed 646 704 700
Efficiency Measures
FTE's per 10,000/capita 0.51 0.50 0.48
Per capita cost (county support) $3.85 $4.26 $6.20
Effectiveness Measures (desired results)
Utility&Transport Permitting Not Avail. 95%/100% 90/%/100%
Development Review Not Avail. 65%/24% 50%/20%
Road and Bridge Design Not Avail. 100%/100% 75%/90%
Right-of-Way Not Avail. 95% 90%
Pavement Management Not Avail. Yes/yes Yes/yes
Bridge Management Not Avail. Yes/86% Yes/yes
Traffic Not Avail. 100%/600 80%/600
Plan Development Not Avail. Yes/Yes Yes/Yes
GIS Not Avail. Yes/80% Yes/80%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increase in
other professional services is to support the 2004 project.
BOARD ACTION: No change.
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MISSILE SITE PARK
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Provides security for the
park.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 26,458 $ 28,296 $ 28,296 $ 32,093
Supplies 5,525 900 900 900
Purchased Services 33,697 25,400 25,400 25,400
Fixed Charges 38 0 0 0
Capital 0 0 0 0
Gross County Cost $ 65,718 $ 54,596 $ 54,596 $ 58,393
Revenue 1,342 2,000 2,000 2,000
Net County Cost $ 64,376 $ 52,596 $ 52,596 $ 56,393
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Overall budget is unchanged. Amounts in accounts have been
reallocated to reflect expenditure patterns. Revenues from the park fees and dump fees remain
at $2,000.
Final budget adjustments include an increase in salaries of$3,797.
OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for
all Weld County residents.
189
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Visitor numbers 558 600 650
&n es
FTEs per 10,000/capita 0.0513 0.0496 0.0480
Per capita cost (county support) $0.33 $0.26 $0.27
Effectiveness Measures (desired
results)
Percentage of time park unavailable to the
public during scheduled operating 0% 0% 0%
hours
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Recommend that
the budget be funded 100% from the General Fund, since there is not enough money in the
Conservation Trust Fund to fund this park.
BOARD ACTION: No change.
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County
Municipal Airport.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 92,216 47,222 18,055 4,167
Capital 0 0 0 0
Gross County Cost $ 92,216 $ 47,222 $ 18,055 $ 4.167
Revenue 0 0 0 0
Net County Cost $ 92,216 $ 47,222 $ 18,055 $ 4,167
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Airport is requesting $18,055 for local FAA matching funds for the
rehabilitation of Runway 9/27 and perimeter fence and gates.
OBJECTIVES: n/a
191
AIRPORT TRANSFER
(CONTINUED)
1000-56100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.47 $0.23 $0.02
Grants Summary:
Airport Grant $92,216 $47,222 $18,055
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 2004. If the Transportation Security
Administration (TSA) issues federal rules on security of general aviation airports that require
substantial compliance in 2004, additional funding mid-year may be required from the contingency
or fund balance.
BOARD ACTION: Per a letter dated August 27, 2003, the Airport Board reduced their request by
$13,888, due to the FAA not funding the Runway 9/27 Lighting Rehabilitation project in 2004.
Therefore, the local match was reduced to $4,167 for 2004.
192
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS
BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the eighteen senior centers
throughout the county.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,500 12,500 12,500 12,500
Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Revenue 0 0 0 0
Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Budget Positions
SUMMARY OF CHANGES: No change.
OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators,
Inc.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.064 $0.062 $0.060
Grants Summary
Senior Center Grant $12,500 $12,500 $12,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
193
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management-- 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, Big Thompson Watershed Forum,and Poudre
River Basin Stakeholders Group.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 9,200 9,379 9,748 9,748
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 9,200 $ 9,379 $ 9,748 $ 9,748
Revenue 0 0 0 0
Net County Cost $ 9,200 $ 9,379 $ 9,748 $ 9,748
Budget Positions -- -- -- - -
SUMMARY OF CHANGES: This budget increased by$369. This Budget Unit includes dues for
the North Front Range Water Quality Planning Organization ($7,748) 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: No change.
194
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Centennial Developmental Services, Inc. -- 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Development
Services, Inc., which provides services for the developmentally disabled citizens of the county.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 46,125 46,125 152,466 46,125
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 46,125 $ 46,125 $ 152,466 $ 46.125
Revenue 0 0 0
Net County Cost $ 46,125 $ 46,125 $ 152,466 $ 46,125
Budget Positions -- -- -- --
SUMMARY OF CHANGES: CDSI has requested the county increase its budget by $106,341 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 Centennial Development Services, Inc.
195
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-56130
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Individuals served 1,504 1,514 1,538
Efficiency Measures
Per capita cost (county support) $0.237 $$0.229 $0.221
Effectiveness Measures (desired
results)
Grant- CDSI $46,125 $46,125 $46,125
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 CDSI
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 CDSI. 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: The Board only funded the current level of$46,125, as recommended.
196
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Front Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 91,875 135,875 138,002 135,875
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 91,875 $ 135,875 $ 138,002 $ 135,875
Revenue 0 0 0 0
Net County Cost $ 91,875 $ 135,875 $ 138,002 $ 135,875
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget request includes $94,631 for North Front Range Behavioral
Health (NFRBH)for 2004, which is $2,127 or 3% 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$2,127, 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.
197
MENTAL HEALTH
(CONTINUED)
1000-56140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.47 $0.67 $0.65
Effectiveness Measures (desired results)
Grant- North Front Range Behavioral $91,875 $135,875 $135,875
Center
FINANCE/ADMINISTRATIONRECOMMENDATION: NFRBH has requested an additional$2,127
or a 3% increase. Following Board direction, the increased funding for outside agencies is not
included in the recommended budget. Therefore, the $2,127 increase is a policy issue for the
Board. It should be noted that,through the TANF reserve funding process in June,2002,the Board
authorized an additional $40,000 for each of the next two years to fund an additional FTE for
NFRBH to be part of the "Multi-Disciplinary Youth Assessment Team". This is added resources
for the agency for the next year.
BOARD ACTION: The Board denied the additional $2,127 budget request due to the uncertainty
of the state making additional budget cuts in human service programs that will impact the county.
Funding was left the same as last year.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non-offending family members.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 11,000 11,000 11,000 11,000
Contra Charges -2,750 -2,750 -2,750 -2,750
Gross County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250
Revenue 0 0 0 0
Net County Cost $ 8,250 $ 8,250 $ 8,250 $ 8,250
Budget Positions - - -- - - - -
SUMMARY OF CHANGES: No change.
OBJECTIVES: n/a
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Efficiency Measures
Per capita cost (county support) $0.042 $0.041 $0.040
_Grants Summary
A Kids Place Grant $11,000 $11,000 $11,000
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Budget is supported
by Sheriffs Office, District Attorney, and Social Services.
BOARD ACTION: No change.
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging
Program (Human Services Budget).
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 12,351 12,351 12,351 12,351
Capital 0 0 0 0
Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
Revenue 0 0 0 0
Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351
Budget Positions __ __ __ __
SUMMARY OF CHANGES: No change.
OBJECTIVES: See Human Services budget detail.
WORKLOAD MEASURES: See Human Services budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
200
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 1,502,790 2,088,017 2,183,277 2,227,430
Capital 0 0 0 0
Gross County Cost $ 1,502,790 $ 2,088,017 $ 2,183,277 $ 2,227,430
Revenue 0 0
Net County Cost $ 1,502,790 $ 2,088,017 $ 2,183,277 $ 2,227,430
Budget Positions
SUMMARY OF CHANGES: See Health Fund for details.
OBJECTIVES: See Health Fund for details.
WORKLOAD MEASURES: See Health Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board increased funding by$44,153 due to a decrease in the
Emergency Preparedness grant.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development-- 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic
development program through the Economic Development Action Partnership (EDAP), a
public/private non-profit organization.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 235,500 100,000 100,000 100,000
Fixed Charges 106,500 0 0 0
Capital 0 0 0 0
Gross County Cost $ 342,000 $ 100,000 $ 100,000 $ 100,000
Revenue 235,500 0 0 0
Net County Cost $ 106,500 $ 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.
202
ECONOMIC DEVELOPMENT
(CONTINUED)
1000-61200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $0.513 $0.496 $0.480
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.
BOARD ACTION: No change.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts
from Correctional Facility and the Administrative Building for building rents.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 331,000 360,000 380,000 380,000
Interest 406,155 377,233 360,133 360,133
Gross County Cost $ 737,155 $ 737,233 $ 740,133 $ 740,133
Revenue 0 0 0 0
Net County Cost $ 737,155 $ 737,233 $ 740,133 $ 740,133
Budget Positions -- — -- --
SUMMARY OF CHANGES: Budget reflects the following county lease purchase contract:
RENT INTEREST TOTAL
Correctional Facility $ 380,000 $ 360,133 $ 740,133
Total $ 380,000 $ 360,133 $ 740,133
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
204
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 $ 740,133 $ 740,133
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 $ 6,410,000 $6,410,000
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-
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 231,755 23,000 24,500 24,500
Purchased Services 405,841 235,500 277,500 277,500
Fixed Charges 98,780 50,000 50,000 50,000
Capital 0 0 0 0
Gross County Cost $ 736,376 $ 308,500 $ 352,000 $ 352,000
Revenue 30,248,121 35,844,825 39,116,485 39,416,922
Net County Cost $ -29,511,745 $ -35,536,325 $ -38,764,485 $ -39,064,922
Budget Positions -- -- — --
SUMMARY OF CHANGES: Overall expenditure portion of the budget is up $43,500. There are
increases for office phones ($8,500), and repair and maintenance ($35,000). The phone increase
is for unallocated phone coasts. The repair and maintenance costs are for centrally charged copier
machines used by multiple departments. Funding for the Greeley Convention and Visitors' Bureau
(GCVB) in the amount of $5,000 is included, and $7,500 for the Radio Reading Service for the
visually impaired.
Revenues are up $3,572,097 primarily due to property tax revenue being up $3,195,159, with a tax
credit from SB 119 of$1,977,147, and indirect cost revenues being up $73,264.
206
NON-DEPARTMENTAL
(CONTINUED)
1000-90100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $3.78 $1.53 $1.69
Non-Departmental Summary
Total Non-Departmental $736,376 $308,500 $352,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the base budget.
Funding of$7,500 for the Radio Reading Service is recommended. The Greeley Convention and
Visitors' Bureau has requested $7,500, an increase of$2,500, to enhance the marketing for Island
Grove Regional Park. Only$5,000 for the Greeley Convention and visitors'Bureau is recommended
in this budget. This is the same amount as last year.
BOARD ACTION: The Board took the following actions:
1. Approved the Radio Reading Service request for$7,500.
2. Approved only $5,000 for the Greeley Convention and Visitors Bureau, and denied
the additional request for the promotion of the Island Grove Regional Park. The
Island Grove Event Center budget includes $25,000 funded by the City of Greeley
and Weld County to market the new building in 2004.
3. Adjusted revenues for property tax.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based
education for agricultural, environmental and consumer issues.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 269,138 $ 284,853 $ 260,274 $ 285,829
Supplies 17,917 9,350 9,350 9,350
Purchased Services 60,096 59,123 65,392 65,392
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 347,151 $ 353,326 $ 335,016 $ 360,571
Revenue 36,155 37,024 0 0
Net County Cost $ 310,996 $ 316,302 $ 335,016 $ 360,571
Budget Positions 12.25 12.25 10.75 10.75
SUMMARY OF CHANGES: The personnel budget reflects the changes that the Board and CSU
agreed to in June, 2003. A formerly state funded agent position was moved to county funded
($44,800). The EFNEP grant position was moved from county funded to a state position with a
corresponding decrease in revenue of$37,024. A county clerical position was eliminated to offset
the increased county costs for the agent. CSU memorandum of understanding for agents increased
$500 per agent for a total cost of$2,250. The total net decreases in personnel costs are $24,579.
Phones costs are up $6,269. All other items are unchanged for 2004.
Final budget adjustments include an increase in salaries of$25,555.
OBJECTIVES: 1) Provide information and education, as well as encourage the application of
Colorado State University research-based knowledge in response to local,state,and national issues
affecting individuals, youth, families, agricultural enterprises and communities.
208
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
_Work Outputs
Number of contacts 78,979 82,928 83,000
4-H enrollment 1,164 1,200 1,200
Number of public meetings 612 643 650
Efficiency Measures
FTEs per 10,000/capita 0.628 0.601 0.516
Per capita cost (county support) $1.59 $1.57 $1.73
Effectiveness Measures (desired
results)
Contacts per 10,000 capita 4,050 4,116 4,157
4-H enrollment per 10,000 capita 60 59 58
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Personnel budget
changes are consistent with what the Board and CSU agreed to do in June, 2003. Phone increase
is recommended based upon historical usage.
BOARD ACTION: No change.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair-- 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 7,969 $ 6,051 $ 6,051 $ 6,051
Supplies 8,560 0 0 0
Purchased Services 288,217 282,610 282,610 282,610
Fixed Charges 0 0
Capital 0 0
Gross County Cost $ 304,746 $ 288,661 $ 288,661 $ 288,661
Revenue 266,569 250,000 250,000 250,000
Net County Cost $ 38,177 $ 38,661 $ 38,661 $ 38,661
Budget Positions 0.3 0.3 0.3 0.3
SUMMARY OF CHANGES: Base budget has no change. Budget reflects full costs and revenues
of the Fair operation with the county's net of$38,661 remaining the same as it has been the last
several years.
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2) Recognition of youth
and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth
and adults to exhibit, learn and develop community spirit and pride.
210
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered 4,912 5,000 5,000
Exhibitors registered 2,410 2,500 2,500
Efficiency Measures
Per capita cost (county support) $0.198 $0.192 $0.185
Effectiveness Measures (desired results)
Number of people attending 12,473 13,000 13,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office — 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 49,568 $ 52,145 $ 52,145 $ 53,595
Supplies 0 200 200 200
Purchased Services 3,220 7,088 7,088 7,088
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 52,788 $ 59,433 $ 59,433 $ 60,883
Revenue 2,400 2,400 0 0
Net County Cost $ 50,388 $ 57,033 $ 59,433 $ 60,883
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Total gross budget remains the same, but revenues are down $2,400.
The State of Colorado with their budget problems eliminated the $200 per month for the County
Veteran's Officer. For the first time since 1947, the state no longer has any financial participation
in providing county veteran's services.
Final budget adjustments include an increase in salaries of$1,450.
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.
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VETERAN'S OFFICE
(CONTINUED)
1000-96400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 675 675 675
Office Visits 2,786 3,000 3,000
Efficiency Measures
FTE's per 10,000/capita 0.0513 0.0496 0.0480
Per capita cost (county support) $0.26 $0.28 $0.29
Effectiveness Measures (desired results)
Process applications for VA compensation/ 100% 100% 100%
by established
Provide in person information to groups 5 100% 100% 100%
times per year
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0
Purchased Services 105,430 100,000 85,000 85,000
Fixed Charges 0 0 250,000 250,000
Capital 0 0 0 0
Gross County Cost $ 105,430 $ 100,000 $ 335,000 $ 335,000
Revenue 0 0 0 0
Net County Cost $ 105,430 $ 100,000 $ 335,000 $ 335,000
Budget Positions -- -- -- __
SUMMARY OF CHANGES: The total operating budget for the building is $316,000 for 2004.
Revenue is estimated to be $158,000 from the rental of the building, for a net cost of approximately
$158,000. Per the Memorandum of Understanding with the City of Greeley, the net costs of the
building will be split equally between the city and county, or$79,000 each for 2004. Since all users
must pay the rental fees, another$6,000 is budgeted for rental fees for county sponsored functions,
such as the County Fair. After a history of county sponsored rental fees is established, the rental
fees will be budgeted in the using departments. It is also hoped that the city and county subsidy of
the building will end within five years, once full utilization is established for the building. The gross
budget includes $25,000 to market the facility through the Greeley Visitors Bureau to get the
utilization increased. $250,000 in capital items are included in this budget to pay the county's share
of installing air conditioning in the building.
OBJECTIVES: Provide additional building space for Island Grove Park activities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The $250,000 for
the air conditioning is contingent upon the City of Greeley budgeting $250,000, and a private donor
contributing $200,000 towards the air conditioning system.
BOARD ACTION: No change. The Board approved the $250,000 for the air conditioner and the
county's share ($12,500) to market the building.
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency-- 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In those
proposed budget, this includes appropriations for points of issue.
ACTUAL BUDGETED REQUESTED FINAL
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Service $ 0 $ 0 $ 1,116,289 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 1,116,289 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 1,116,289 $ 0
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget reflects a three percent salary adjustment with rate changes
for insurance. Health insurance has an increase in rates, but life insurance and disability insurance
costs remain the same for 2004.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board approved a three percent salary adjustment and the health insurance
program outlined in the Employee Salary Schedule and Benefits Section.
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Acti:40
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COLORADO
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