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Home My WebLink About20032682.tiff PLACEMENT OF DIVIDERS --2004 PROPOSED BUDGET MESSAGE COVER POINTS OF ISSUE AND POLICY MATTERS -- Between 18 & 19 EMPLOYEE SALARY SCHEDULE AND BENEFITS -- Between 60 & 61 SUMMARY OF FUNDS -- Between 68 & 69 GENERAL FUND -- Between 82 & 83 PUBLIC WORKS FUND -- Between 214 & 215 SOCIAL SERVICES FUND -- Between 252 & 253 HEALTH FUND -- Between 282 & 283 HUMAN RESOURCES FUND -- Between 302 & 303 SPECIAL REVENUE FUNDS -- Between 342 & 343 CAPITAL FUNDS -- Between 360 & 361 PROPRIETARY FUNDS -- Between 400 & 401 GLOSSARY-- Between 430 & 431 DIVIDER.PRO.wpd �Zrr� t- 2003-2682 COUNTY OF WELD 2004 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS David E. Long, Chair Robert D. Masden, Pro-Tern M. J. "Mike" Celle, Commissioner Bill Jerke, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN September, 2003 igt Wilk COLORADO 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 36 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 65 Position Authorization Changes Due to 2004 Budget 67 SUMMARY OF FUNDS: Graph - - All Funds Revenue 69 Graph - - All Funds Expenditures 70 Summary of Fund Balances 71 Governmental Funds - 2002 - 2004 Summary of Estimated Financial Sources and Uses 72 PAGE SUMMARY OF FUNDS (CONTINUED): 2003 Assessed Values to be Used for 2004 Budget 73 Net Program Cost 74 Summary of 2002 Allocated Costs Applicable for 2004 76 Ten Year Trend Data: Beginning Fund Balance 77 Cumulative Percent Increase: Expenditures 78 Weld County- Organizational Chart 79 Summary of County Funded Positions 80 GENERAL FUND: Graph -- General Fund Revenue Changes 83 Graph -- General Fund Expenditure Changes 84 Ten Year Trend Data: General Government 85 Public Safety 86 Health and Welfare 87 Narrative Fund Summary 88 Summary of Revenue 90 Summary of Expenditures 93 Office of the Board 97 County Attorney 99 Public Trustee 101 Clerk to the Board 104 Clerk and Recorder: Recording/Administration 106 Elections 108 Motor Vehicle 110 Treasurer 112 Assessor 114 County Council 116 District Attorney: Ten Year Trend Data 118 Budget Unit Summary 120 Juvenile Diversion 122 Victim/Witness Assistance 123 Finance and Administration 125 Accounting 127 Purchasing 129 Personnel 131 Planning and Zoning 133 Buildings and Grounds 136 Computer Services 138 Geographical Information System 140 Capital Outlay 142 Printing and Supplies 144 Sheriffs Office: Ten Year Trend Data 146 Budget Unit Summary- All Departments 147 Sheriff Administration 148 Sheriff Operations 150 ii PAGE Sheriffs Office (Continued): Traffic Enforcement 152 County-wide Animal Control 154 Regional Forensic Laboratory 156 Multi-Jurisdictional Drug Task Force 158 North Jail Complex 160 Centennial Jail 162 Office of Emergency Management 164 Communications - County Wide 166 Communications System Development 170 E-911 Administration 171 Criminal Justice Information System 172 Coroner 174 Community Corrections 176 Building Inspection 178 Weed and Pest 181 West Nile Virus Program 183 General Engineering 185 Missile Site Park 187 Airport 189 Senior Programs 191 Waste Water Management 192 Developmentally Disabled 193 Mental Health 195 Child Advocacy Center 197 Transfers: Agency on Aging 198 Health Department 199 Economic Development 200 Building Rents 202 Non-Departmental 204 Extension 206 County Fair 208 Veteran's Office 210 Island Grove Building 212 Contingency (Salary) 213 PUBLIC WORKS FUND: Graph -- Revenues 215 Graph -- Revenue Changes 216 Graph -- Expenditures 217 Graph -- Ten Year Trend Data 218 Narrative Fund Summary 219 Concerning Local Accountability for Money Used for Highway Purposes 220 Construction Bidding for State-Funded Local Projects 221 Summary of Revenue 222 Summary of Expenditures 223 Administration 224 Trucking 226 iii PAGE PUBLIC WORKS (CONTINUED): Motor Grader 228 Bridge Construction 230 Maintenance Support 232 Other Public Works 234 Mining 236 Grants-in-Aid to Cities and Towns 238 Contingency (Salary) 239 Non-Departmental Revenue 240 Public Works 2004 Work Plan 241 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 253 Graph -- Social Services Expenditures 254 Graph -- Ten Year Trend Data 255 Fund Narrative 256 Summary of Revenue 258 Summary of Expenditures 259 County Administration 260 Non Program Revenue 262 Other Programs 263 Child Support Administration 265 Temporary Assistance to Needy Families & Administration 267 Aid to Needy Disabled 269 Child Care 271 Old Age Pension 273 Child Welfare and Administration 275 Core Services 277 LEAP Program and Administration 279 General Assistance 281 HEALTH FUND: Graph -- Health Fund Revenue 283 Graph -- Health Fund Expenditures 284 Graph -- Ten Year Trend Data 285 Narrative Fund Summary 286 Summary of Revenue 288 Summary of Expenditures 289 Budget Unit Summary- All Departments 290 Non-Program Revenue 292 Administration 294 Health Promotion 296 Community Health Services 298 Environmental Protection Services 300 HUMAN SERVICES FUND: Graph -- Ten Year Trend Data 303 Narrative Fund Summary 304 Summary of Revenue 305 Summary of Expenditures 307 iv PAGE HUMAN SERVICES FUND (CONTINUED): Head Start Program 309 Migrant Head Start 310 Preschool Fund 311 Job Service (Wagner/Peyser) 312 Summer Job Hunt 313 Employment First Program 314 Temporary Assistance to Needy Families 315 Welfare to Work Program 316 Workforce Investment Act -Administration 317 Workforce Investment Act -Adult Program 318 Workforce Investment Act -Youth Program 319 Workforce Investment Act- Statewide Activities Grant 320 Workforce Investment Act- Dislocated Worker Program 321 Educational Lab 322 AmeriCorps Program 323 AAA Administration 324 AM Support Services 325 AAA Congregate Meal 327 AAA Home Delivered Meals 328 AAA Health Services 329 AAA Elder Abuse Grant 330 AAA Special Ombudsman 331 AAA Single Entry Point 332 Federal Transit Grant 333 AAA Other Programs 334 AAA State Funds 335 Medicaid Transportation 336 Supplemental Foods 337 Community Services Block Grant 338 Multi-Disciplinary Youth Assessment 339 National Emergency Grant 340 Part E Family Caregiver Support 341 Consumer Navigator 342 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 343 Conservation Trust Fund Summary of Revenue 344 Summary of Expenditures 345 Budget Unit Summary 346 Contingency Fund: Summary of Revenue 350 Summary of Expenditures 351 Budget Unit Summary 352 Emergency Reserve Fund: Summary of Revenue 353 Summary of Expenditures 354 Budget Unit Summary 355 v PAGE Solid Waste Fund Summary of Revenue 356 Summary of Expenditures 357 Code Enforcement 358 Budget Unit Summary 359 CAPITAL FUNDS: Graph - - Ten Year Trend 361 Narrative Summary of Fund 362 Summary of Revenue 363 Summary of Expenditures 364 Budget Unit Summary 365 Long Range Capital Projects Five-Year Plan 367 PROPRIETARY FUNDS: Narrative Summary of Funds 401 Ambulance Enterprise Fund: Summary of Revenue 402 Summary of Expenditures 403 Budget Unit Summary 404 IGS - Motor Pool Fund Summary of Revenue 406 Summary of Expenditures 407 Budget Unit Summary- Motor Pool Administration 408 Budget Unit Summary- Motor Pool Equipment 410 Health Insurance Fund: Summary of Revenue 414 Summary of Expenditures 415 Budget Unit Summary 416 Insurance Fund: Summary of Revenue 419 Summary of Expenditures 420 Budget Unit Summary 421 PBX - Phone Services Fund: Summary of Revenue 423 Summary of Expenditures 424 Budget Unit Summary 425 Weld County Finance Authority Summary of Revenue 427 Summary of Expenditures 428 Budget Unit Summary 429 GLOSSARY 431 vi 0 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2003 President Executive Director 1 oavxmw DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 Q FAX: (303)352-0242 arki915 10TH STREET P.O. BOX 758 8 GREELEY, COLORADO 80632 C. COLORADO September 5, 2003 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2004 proposed budget for operations and capital outlay totals a gross amount of $131,065,605 with a net of $128,162,600 when interfund transfers are excluded. The Internal Service Funds total an additional$7,897,128. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$75,791,227,anticipated fund balances of$24,890,000,and the maximum allowed propertytax under Amendment One (TABOR) and the Weld County Home Rule Charter of$51,072,446. 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.Asubstantial 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 3 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 towards 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 through 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 Countygovemment 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 4 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 Weld County for the next few years 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 $126,863,673 in 2004, an increase of 6.90 percent over 2003. 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 $ 51,072,446 40.3% $48,640,425 41.0% $2,432,021 Other Taxes 5,775,000 4.5 5,020,026 4.2 754,974 Licenses and Permits 1,989,400 1.6 2,216,114 1.9 (226,714) Intergovernmental Revenue 37,092,351 29.2 35,629,136 30.0 1,463,215 Charges for Services 4,316,156 3.4 3,360,940 2.8 955,216 Ambulance Fees 8,340,000 6.6 7,510,000 6.3 830,000 Miscellaneous Revenue 5,545,992 4.4 4,071,841 3.5 1,474,151 Fee Accounts 5,402,000 4.3 5,332,000 4.5 70,000 Internal Service Charges 7.330,328 5.7 6.894.785 5.8 435,543 TOTAL $126,863,673 100.0% $118,675,267 100.0% $8,188,406 5 Expenditures byfunction for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total$136,059,728 for 2004,which is an increase of 7.85 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 $ 19,290,769 14.2% $ 18,858,166 14.9% $ 432,603 Social Services 16,158,615 11.9 14,643,179 11.6 1,515,436 Road and Bridge 23,961,925 17.6 21,741,717 17.2 2,220,208 Public Safety 25,468,092 18.7 25,167,658 20.0 300,434 Human Services 11,600,226 8.5 10,742,024 8.5 858,202 Health 5,614,705 4.1 5,473,559 4.3 141,146 Capital 3,740,000 2.8 3,790,000 3.0 (50,000) Public Works 1,257,714 .9 857,546 .7 400,168 Contingency 8,275,000 6.1 7,500,000 5.9 775,000 Miscellaneous 3,010,73 2.2 1,773,104 1.4 1,237,689 Culture and Recreation 1,032,257 .8 581,257 .5 451,000 Auxiliary 412,504 .3 459,981 .4 (47,477) Paramedic Services 8,340,000 6.1 7,182,129 5.7 1,157,871 Internal Services 7,897,128 5.8 7.382,885 5.9 514.243 TOTAL $136.059,728 100.0% $126,153,205 100.0% $ 9,906,523 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 fo 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. 6 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 assessed value for the 2004 Budget is$2,480,176,840,which is up$54,898,158 or 2.26%. The mill levy will be determined after the assessed value is finalized in December. It is most likely that the actual mill levy will increase due to the small increase in assessed values. The assessed value in a reappraisal year normally goes up over 10%, but did not his year due to a decline in oil and gas assessed values of$96.3 million or 14.82 %, agriculture being down $7.0 million or7.34%,and industrial being down$6.6 million or 4.14%. These declines couples with the assessment percentage for residential dropping from 9.15%to 7.98%for net reduction under the Gallagher Amendment of 14.7%. All other categories of property were up for 2004. Commercial is up $48.2 million or 12.8%; natural resources are up $41.4 million or 18.8%; residential $52.5 million or6.56%;vacant land$24.6 million or 38.2%;and sate assessed up$55.1 million or 12.02%. Although assessed value is up only 2.26%,the actual value of all real property is up 19.3%. New construction amounted to $764 million or 6.51%. Employee Compensation Pay: The 2004 budget reflects a salary adjustment of three percent. The Board approved the continuation of the health insurance coverage with no changes in coverage. Program premium options remain the same with the county offering a four-tier premium plan and contributing $225.23 towards dependent coverage for those employees who had dependent coverage as of December 1,2003. In response to employee requests,the Board offers maximum flexibility in premium and coverage options for employees to fit their individual needs. Dental and vision coverage remained unchanged with a change in program premium options to match the health insurance four-tier premium plan. All other benefits remain unchanged. 7 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 by a strong local economy the last few years,and the need to have a strong reserve with the State's budget crisis. The ending fund balances are projected at $15,693,945. 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 $27,048,945. 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 reimbursement rates for holding state inmates in county jails were reduced. 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 $1,700,000 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 $432,603. 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$150,219 due to the cost of living adjustment for the contract services($50,219)and added equipment($100,000). The District Attorney's budget is up$142,132 for the three position 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). 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 of a 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 over 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 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 8 $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$29,167 for 2004. The Health department subsidy is up$20,260 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$1,188,013 to$2,471,030 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 $51,072,446, 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 interesteamings 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$105,000 with lower building activity predicted for 2004. Intergovernmental revenues are down$155,899 in the General Fund with the decreases in the Sheriffs 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, $351,430 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. 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. 9 As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials,department managers,and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county,as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county,and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street,Room 317,Greeley, Colorado. More information can be found on Weld County's website at www.co.weld.co.us. Ve truly yours, Donald D. Warden, Director Finance and Administration 10 ABOUT WELD COUNTY Weld County covers an area of 3,999 square miles in north central Colorado. It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area. The third largest county in Colorado, Weld County has an area greater than that of Rhode Island, Delaware and the District of Columbia combined. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, Big Thompson, Little Thompson, Boulder, St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. POPULATION There are 31 incorporated towns in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county's population. Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley; the northeastern part of the county is sparsely populated. HISTORY Major Stephen H. Long made an expedition to the area now known as Weld County in 1821. He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal. In 1835 a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837 Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville about 1840. The latter was rebuilt in the 1930's by the State Historical Society. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lucius Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history the county 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. y A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the , early 1900's. Originally they came as railroad workers; many soon worked in the productive beet fields and eventually became prosperous landowners. Weld County's Spanish- 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 Mississippi. The University of Northern Colorado's Little Theatre of the Rockies is one of America's premier college dramatic # '� organizations. ' North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major cancer treatment facility in Colorado. EDUCATION Education has always been an important part of life in Weld County where twelve school districts offer educational opportunities which have earned a reputation for quality. Greeley is the home of the University of Northern Colorado, a 4-year university offering bachelors, masters and doctorate degrees to 11,000 students. Aims Community College is a 2-year liberal arts and vocational college in Greeley with a second campus in Fort Lupton. With 4,004 square miles within its borders and a population of over 180,000, Weld County has plenty of room for growth. Its thirty-one incorporated towns offer a variety of lifestyles from urban to rural. To make certain Weld County maintains its quality of life, a comprehensive plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result is that Weld County provides an ideal location for corporations, industry and businesses. Most importantly it's a nice place for people. RESOURCES 12 Fertile fields of green can be found in eve art Count which 9 every P Y, ' 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 _ b County. Fully developed rail and non-rail parks; undeveloped I { t , ' parcels, many zoned and with rail utilities adjacent to the property; a variety of industrial and commercial sites; and availability of both new and renovated prime office space are '' indicative of this area's attitude toward growth. Convenient k 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 mannerforyears,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 solved locally. 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$1,700,000, 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 ($256,000). • The state's share of the Veterans Office costs was eliminated ($2,400). • 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$1,200,000 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 salary adjustments 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 salarywithin 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 2005 budget requests accommodate or are integrated with long-term program strategies, they will be highlighted. The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 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"userfriendly"document,designed to enhance policy makers',managers', and citizens'understanding of major issues,resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures,describes major revenue sources,underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation,review,and adoption process,includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments,such as those done by the Health Department and Social Services,surveys, town meetings,citizen input,and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities,and fiscal policy. Aspin 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 virtuallya 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 /Troicy FORMULATION Analyze Community Needs Community Develop County-Wide Goals• Long Range Planning Assess Prior Year's Performance Capital Improvements Assessment P P Review Policy Alternatives Establish General Priorities' Establish Fiscal Policy i sP SUPPORT •PROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Accounting System Alternatives. Design Program Review Program •Fiscal Control • Define Program Cost'Accounting by Program Objectives Performance J Relate to Present Examine and Evaluate Operations Alternatives Performance Measurement Revise asNecessary'' Systems and Reports I\ . .. . ... . . ... .. ....... .... / 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 BUDGETPOUGIES s IMPPLEMENTATION AND lEStJLTS : C3UpG ( kltlC ©FSTRATEGIC OB.IECTIVES REVENUE:P�JL.iCIES MAJOR PROGRAM GOALS POI.1CY DIRECTIOr4S SP€GIFIC REVENUE ASSUMPTTGNS' A COUNTING POUC1ES •POLICYMATTERSIPOINTS OFISSUE INVESTMENT P©UGIES' WORKLOAD DATA CAPITALIMPROVEMENTPO,IGIESEM D PARTMEt OBJECpvES BUDGET GUIDELINES', .ca SIGNIFICANT CHANGES +yy Iw. �y efw. G.i i 44 /It ALLOCATION OFNESOURGES 1§ .ili^>susweigs$?�fc.3:3.:cn'ik�'...,Y'.i*.:.:* : j.:^"` :a:F:'..:. • DEPARTMENT BUDGET UNITS 22 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the county. 2. Analyze neworexpanding 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 fora small amount of unallocated funds during the budget hearing process in October. Therefore,all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount,since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. 28 > In reviewing the 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,ifanyfor 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 370 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. 30 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. 31 WELD COUNTY MISSION STATEMENT Provide responsive, efficient, and ethical government services for the people of Weld County. 32 WELD COUNTY GOVERNMENT STRATEGIC GOALS + Establish benchmarks with measurable standards to improve the health,safety,and welfare of the people of Weld County. + Explore and utilize,when cost-effective and beneficial,technology and satellite campuses to provide more accessibility and better services to the people of Weld County. + Ensure new growth contributes resources timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. + Develop and maintain public information and interaction through a web site, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. + Work with diverse constituents and diverse constituent groups on processes and matters to have a positive impact on the county and the well being of county citizens. + Include diverse private and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. + Expand and diversify the economic base of Weld County. + Ensure that Weld County operates an ethical organization through training of staff and the development of a Code of Ethics. + Review and eliminate unnecessary restrictive regulations,policies,and procedures which hinder the county's ability to deliver services. 33 WELD COUNTY GUIDING PRINCIPLES CUSTOMER PERSPECTIVE 1 1 I .,: ., rile � edace, o e Focus Co 1 1 ra e OPERATIONAL w ,mow 44, a r PERSPECTIVE off P 1 aced 1 of anc � �. .S11$101.04Servicesausc Colla ' tg FINANCIAL ` w HUMAN PERSPECTIVE !4ty ,` 4u�P RESOURCES 1 ployees 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 have 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 35 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 countya 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 bythe 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 forthe public and adopted by code in public meetings. Debt Issuance and Management: Debt shall only be used for capital expenditures that have a life expectancy greater than the repayment schedule of the debt. As a historical practice and policy Weld County rarely uses debt financing and is a pay as you go county. Debt Level and Capacity: Weld County's debt level per Weld County's Home Rule Charter and state law can not exceed three percent of the current assessed value of the county. The current debt capacity is over $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 diversifythe county's financing plan. 3. The countyshall seek the establishment of a diversified and stable revenue system to shelter the county from short run fluctuations in any one revenue source. 4. Estimated revenues are conservatively projected. 5. Proposed rate increases are based upon: A. Fee policies applicable to each activity. B. Related cost of the service provided. C. The impact of inflation in the provision of services. D. Equatability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state orfederal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9. Assume a local economysimilarto 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. 41 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. 42 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 43 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 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. 45 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,orofa 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. 48 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 otherthan the local government's property tax mill levy,the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county,through the Weld County Treasurer,bills and collects its own property taxes as well as property taxes for all school districts,cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes,when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year,plus five percent(5%),except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and,if in the opinion of a majority of the County Council,the county is in need of additional funds,the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levyforthree years shall be prohibited unless approved bya majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR)effective November 4, 1992,the mill levy cannot be increased above the prior year mill levy,except by a vote of the people. In addition,the growth of propertytax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 49 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range county-wide Capital Improvement Plan for all major capital expenditures within the county after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Projects-Capital projects are defined as those major,non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 4. Annual Action Program-Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved bythe Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget-Capital assets,which include property,plant equipment,and infrastructure assets(e.g.,roads,bridges and similar items,)are reported in the applicable governmental or business-type funds. Capital assets are defined by the County as assets with an initial,individual cost of more than$5,000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Donated capital assets are recorded at estimated fair market value at the date of donation. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized. 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 by either F.D.I.C.or F.S.L.I.C. Further,any deposit/investment amount in excess of $100,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners,Sections 11-10-118 and 11-47- 118, C.R.S. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11,C.R.S. 1973,savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The county maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the county's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other county funds. Deposits: At year end,the estimated carrying amount of the county's deposits is$45.0 million. Of this amount, approximately$1 million will be covered by Federal deposit insurance, and the remainder was collateralized with securities held bythe 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 fo 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 fo 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 percent with 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 2004 HEALTH INSURANCE 2004 Insurance rates are as follows: HMO POS PPO Employee: Health $ 320.67 $ 335.62 $ 419.30 DentalNision 15.00 15.00 15.00 TOTAL $ 335.67 $ 350.62 $ 434.30 Employee $ 16.00 $ 30.95 $ 114.63 County 319.67 319.67 319.67 Spouse Only: Health $ 320.67 $ 335.62 $ 419.30 DentalNision 15.00 15.00 15.00 TOTAL $ 335.67. $ 350.62 $ 434.30 Total Employee $ 99.92 $ 129.99 $ 297.64 Total County 571.42 571.42 571.42 Children Only: Health $ 295.00 $ 308.79 $ 385.76 DentalNision 15.00 15.00 15.00 TOTAL $ 310.00 $ 323.79 $ 400.76 Total Employee $ 74.25 $102.82 $ 263.64 Total County 571.42 571.42 571.42 Spouse and Children: Health $ 623.19 $ 652.30 $ 814.90 Dental/Vision 30.00 30.00 30.00 TOTAL $ 653.19 $ 682.30 $ 844.90 Total Employee $ 417.44 $ 461.50 $ 707.78 Total County 571.42 571.42 571.42 Employee Costs: 2003 $ 329.05 $ 362.94 $ 552.39 2004 417.44 461.50 707.78 62 DENTAL PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > 100% PREVENTIVE CARE > 50%/50% CARE OTHER THAN PREVENTIVE > EXCLUDES ORTHODONTIC CARE > MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $1000/YEAR VISION PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR >- NO DEDUCTIBLE > 50% OF COVERED EXPENSES INCURRED > EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR LIFE: Three times annual salary up to $600,000 at $.307/$1,000/per month DISABILITY: $.38/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: Included in health plan. WELL: Well 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. 63 Weld County Health Plan PacifiCare HMO POINT OF SERVICE PPO Network Non Network PPO NonPPO Lifetime Max. Benefit $Unlimited $Unlimited $1 Million $2 Million $2 Million Office Visit Copay $15 $15 n/a $20 n/a Specialist Visit Copay $30 $30 n/a $20 n/a Preventive Care Copay $15 $15 Well-Child Only $20 Well-Child Only Vision Care Copay' $15 $15 Not Covered Not Covered Not Covered Emergency Room Copay $100 $100 50-50% after deductible $75 deductible/occurrence $75 deductible/occurrance Chiropractic** Not Covered Not Covered 70-30% after deductible 90-10% after deductible 70-30% after deductible Laboratory&X-ray"' $75 $75 70-30% after deductible 90-10% after deductible 70-30% after deductible Hospital Admission Copay $300 $400 n/a n/a n/a Outpatient Surgery Copay $100 $100 n/a n/a n/a Individual Deductible n/a n/a $500 $250 $250 F Family Deductible Na Na $1,000 $500 $500 Coinsurance n/a n/a 70-30% 90-10% 70-30% Individual Max Out of Pkt.**** $2,500 $2,500 $5,500 $2,250 $6,250 Family Max Out of Pkt.**** $5,000 $5,000 $11,000 $4,500 $12,500 Prescription Drug Copay $15 Generic $15 Generic $15+ 30% Generic $10 Generic Not $40 Brand $40 Brand $40+ 30% Brand $30 Brand Covered $60 Non Formulary $60 Non Formulary $60+ 30% Non Formulary $50 Non Formulary 'One visit per 12 months. "Available as a separate rider. 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 for 2 copays; Mail Order for POS plan includes 90 day supply for 2 copays for formulary drugs; nonformulary drugs subject to$90 copay. Generic incentive. PacifiCare may require prior authorization for certain drugs. SALARY ADJUSTMENTS BY DEPARTMENT DEPARTMENT 2003 2004 DIFFERENCE Commissioners $ 435,703 $ 438,170 $ 2,467 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 1,865,763 1,942,265 76,502 County Council 14,589 15,027 438 District Attorney 2,735,655 2,823,383 87,728 Victim Witness 267,367 289,555 22,188 Finance 298,314 329,349 31,035 Accounting 385,135 426,047 40,912 Purchasing 99,209 104,784 5,575 Personnel 376,945 401,236 24,291 Planning 779,494 801,130 21,636 Building and Grounds 1,743,726 1,784,373 40,647 GIS 90,008 101,781 11,773 Printing and Supply 72,729 77,455 4,726 Sheriff Administration 878,720 900,914 22,194 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 65 DEPARTMENT 2003 2004 DIFFERENCE Task Force 83,236 78,834 -4,402 Coroner 223,806 229,520 5,714 North Jail 6,606,156 6,901,443 295,287 Centennial Jail 1,082,193 1,130,663 48,470 Building Inspection 882,038 912,638 30,600 Weed and Pest 218,732 215,917 -2,815 OEM 65,491 68,166 2,675 Engineering 635,644 633,494 -2,150 Missile Park 28,296 32,093 3,797 Extension 222,353 247,908 25,555 Veteran's Office 52,145 53,595 1,450 TOTAL GENERAL FUND $ 27,284,065 $ 28,400,354 $ 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 66 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 1000-17100 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 Epidermiologist Transfer to Nursing 2500-41210 Health Promotion 7.80 FTE 6.38 FTE 2560-41300 Community Health CH Nurse II (.4 FTE) None 2560-41300 Community Health None Transfer from Admin. Epidermiologist 2560-41400 Environmental Health None Health Planner (.5) Transfer from Admin. 5000-23100 Paramedic Services None Office Tech III 67 ieriti 'Mc COLORADO SUMMARY OF FUNDS ALL FUNDS REVENUE $60,000,000 el $50,000,000 02003 $40,000,000 $30,000,000 2004 $20,000,000 a,• $10,000,000 O fD 5 r (") Z 7 j 27 N y (fl N N n 7 a; N o N N 2 W N N _Q (1) 7 O N > (D n x 0 3 N - C f) 2 'TI CD 3 N W (D a N N 2 m N CD Vl 2004 Revenue Total: $ 151 ,753,673 (2003 $ 142, 115,267) Property Tax $51,072,446 33.7% Other Taxes $5,775,000 3.8% — - - Licenses/Permits $1,989,400 1.3% Paramedic Fees $8,340,000 5.5% -- — Internal Services $7,330,328 4.8% Fees $5,402,000 3.6% - --- - - Miscellaneous $5,545,992 3.7% - Charges for Services $4,316,156 2.8% Intergovernmental $37,092,351 24.4% --- -- Fund Balance $24,890,000 16.4% 69 AI ,T , FUNDS EXPENDITURES 30,000,000 25,000,000 _ _ _ __ _ =�' initvi a ... 20,000,000 15,000,000rop ).i,L1 IllitiMi MITZI / 10,000,000ill. Mill ®iiiiiill pig_ 5,000,000 � `� ak -1- OO a z X_ > m c m c r O N m D -- r -I rr = r r m D c C C) m r C7 2 D > i C) z C � r Z m r r m co 0 vii - m << < m 0 x m m m m o m c < x cn z cn m w o < m M 0Com z p z 2004 EXPENDITURES Total $136,059,728 (2003 $126,153,205) General Government $19,290,769 14.2% Internal Services $7,897,128 5.8% -- / — -- Culture and Recreation $1,032,257 0.8% Paramedic Svsc $8,340,000 6.1% -- -- j lF Road and Bridge $23,961,925 17.6% Social Services $16,158,615 11.9% '' - -- --Public Works $1,257,714 0.9% -- — " Miscellaneous $3,010,793 2.2% Contingency $8,275,000 6.1% — - Auxilary $412,504 0.3% Public Safety $25,468,092 18.7% -- Health $5,614,705 4.1% Human Services $11,600,226 8.5% —. Capital $3,740,000 2.7% 70 2004 BUDGET SUMMARY OF FUND BALANCES 2004 BUDGET ASSESSED VALUATION:52.480,176.840 2003 2003 2004 2004 2004 2004 2004 2004 2004 2004 TOTAL 2004 BEGINNING MILL BEGINNING MILL PROPERTY INTERGOVT OTHER INTERFUND AVAILABLE APPRO- ENDING FUND BALANCE LEVY BALANCE LEVY TAXES REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE 1000 General Fund $2,340,754 14.044 $ 2,000,000 $36,954,844 $ 3,758,869 $11,197,806 $ 0 $ 53,911,519 $51,823,884 $2,087,635 SPECIAL REVENUE FUNDS: 2000 Public Works 5,818,480 2.133 5,300,000 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 5,300,000 10,858,615 0 0 18,458,615 16,158,615 2,300,000 2200 Conservation Trust 605,768 0.000 500,000 0 340,000 14,000 0 854,000 354,000 500,000 2300 Contingent 3,054,847 0.701 4,250,000 1,000,000 0 0 0 5,250,000 5,250,000 0 2400 Emergency Reserve 3,025,505 0.000 3,025,000 0 0 0 0 3,025,000 3,025,000 0 2500 Health Department 931,136 0.000 500,000 0 1,641,867 946,309 2,890,654 5,978,830 5,478,830 500,000 2600 Human Services 930,101 0.000 600,000 0 10,701,000 720,000 12,351 12,033,351 11,433,351 600,000 2700 Solid Waste 1,138446 0.000 1,000,000 0 0 1,500,000 0 2500,000 1,500,000 1,000,000 CAPITAL PROJECT FUNDS: V .- 4000 Capital Expenditures 294,482 1.439 u 1,465,000 2,275,000 0 0 0 3,740,000 3,740,000 0 ENTERPRISE FUNDS: 5000 Ambulance 0 0.000 0 0 0 8,340,000 0 8,340,000 8,340,000 0 GROSS TOTALS $20,657,187 19.829 $ 20,940,000 0.000 $50,522,446 $ 37,092,351 $ 31,368,548 $ 2,903,005 $ 142,826,350 $131,065,605 $11,760,745 INTERFUND TRANSFER 0 0.000 0 0.000 0 0 0 -2,903,005 -2,903,005 -2,903,005 0 NET TOTALS $20,657,187 19.829 $ 20,940,000 0.000 $50,522,446 $ 37,092,351 $ 31,368,548 $ 0 $ 139,923,345 $128,162,600 $11,760,745 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 1,261,724 0.000 1,250,000 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 0 303,520 0 1,203,520 303,520 900,000 6300 Insurance 1,727,158 0.227 1,400,000 550,000 0 380,000 0 2,330,000 1,287,800 1,042,200 6400 Phone Services 412,968 0.000 400,000 0 0 860,000 0 1,260,000 860,000 400,000 6500 Weld Finance Corp 0 0.000 0 0 0 740,133 0 740,133 740,133 0 NET TOTALS-I S FUNDS $4,334,398 0.227 $ 3,950,000 0.000 $ 550,000 $ 0 $ 7,330,328 $ 0 $ 11,830,328 $ 7,897,128 $ 3,933,200 GROSS TOTALS- ALL FUNDS $24,991,585 20.056 $24,890,000 0.000 $51,072,446 $ 37,092,351 $ 38,698,876 $ 0 $ 151,753,673 $ 136,059,728 $15,693,945 GOVERNMENTAL FUNDS 2002 - 2004 Summary of Estimated Financial Sources and Uses REVENUES 2002 2003 2004 Taxes $ 50,214,589 $ 53,660,451 $ 56,847,446 Licenses and permits 2,098,900 2,216,114 1,989,400 Intergovernmental 34,010,502 35,629,136 37,092,351 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 $111,193,345 EXPENDITURES Current: General government $ 18,327,943 $ 18,858,166 $ 19,290,769 Public safety 21,906,649 25,167,658 25,468,092 Public works 20,963,646 22,599,263 25,219,639 Public health and welfare 18,888,041 20,116,738 21,773,320 Culture and recreation 537,151 581,257 1,032,257 Human services 10,361,375 10,742,024 11,600,226 Miscellaneous 2,347,834 2,233,085 3,423,297 Capital outlay 12,064,555 3,790,000 3,740,000 Contingency/ Reserves 5,500,000 7,500,000 8,275,000 Total Use of Resources $110,897,194 $111,588,191 $119,822,600 Net Increase (Decrease) in Fund Balance (11,050,556) (8,317,709) (8,629,255) Fund Balance at Beginning of Year 26,758,265 20,207,709 20,390,000 Fund Balance at End of Year-without Unspent Contingencies / Reserves 15,707,709 12,890,000 (11,760,745) Contingencies / Reserves Appropriated but not Spent 5,500,000 7,500,000 8,275,000 Fund Balance at End of Year- with Contingencies / Reserves $ 21,207,709 $ 20.390,000 $ 20,035,745 72 WELD COUNTY 2003 ASSESSED VALUES TO BE USED FOR 2004 BUDGET DIFFERENCE 2003 2002 + or (-) PCT Agriculture $ 88,547,060 $ 95,556,520 $ -7,009,460 -7.34% Commercial 424,691,920 376,484,940 48,206,980 12.80% Industrial 152,604,260 159,190,800 -6,586,540 -4.14% Natural Resources 8,664,050 7,292,220 1,371,830 18.81% Oil and Gas 553,638,730 649,951,220 -96,312,490 -14.82% Residential 853,159,900 800,662,730 52,497,170 6.56% Vacant Land 117,418,370 84,936,320 32,482,050 38.24% TOTAL COUNTY ASSESSED $ 2,198,724,290 $ 2,174,074,750 $ 24,649,540 1.13% STATE ASSESSED PROPERTY 284,213,800 253,719,200 30,494,600 12.02% TOTAL ASSESSED VALUE $ 2,482,938,090 $ 2,427,793,950 $ 55,144,140 2.27% LESS TAX INCREMENT -2,761,250 -2,515,268 -245,982 9.78% NET ASSESSED VALUE $ 2,480,176,840 $ 2,425,278,682 $ 54,898,158 2.26% Note: Figures based on Preliminary Certification Figures based on final certification 73 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 534,406 $ 305,945 $ 840,351 PUBLIC TRUSTEE 7,000 7,891 14,891 CLERK& RECORDER (2,513,847) 0 (2,513,847) ELECTIONS 1,172,772 62,703 1,235,475 TREASURER (362,213) 0 (362,213) ASSESSOR 1,991,863 443,866 2,435,729 COUNTY COUNCIL 26,709 5,062 31,771 DISTRICT ATTORNEY 3,040,180 589,060 3,629,240 SHERIFF 1,042,120 997,783 2,039,903 CORONER 472,551 44,483 517,034 CLERK TO THE BOARD 117,452 0 117,452 TOTAL $ 5,528,993 $ 2,456,793 $ 7,985,786 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $ 7,791,746 $ 181,870 $ 7,973,616 CENTENNIAL JAIL 1,144,265 1,050,310 2,194,575 COMMUNITY CORRECTIONS 0 14,352 14,352 SOCIAL SERVICES 5,168,000 253,830 5,421,830 HUMAN RESOURCES 12,351 658,389 670,740 PUBLIC HEALTH 2,183,277 664,144 2,847,421 TOTAL $ 16,299,639 $ 2,822,895 $ 19,122,534 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 1,589,438 $ - $ 1,589,438 CRIME LAB 74,205 21,595 95,800 POLICE SERVICES(LEVEL) 4,453,747 168,438 4,622,185 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 69,661 6,023 75,684 DRUG TASK FORCE $70,975 $6,313 $77,288 TRAFFIC ENFORCEMENT 408,405 0 408,405 TOTAL $ 8,023,457 $ 202,369 $ 8,225,826 74 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $ 395,730 $ 479,219 $ 874,949 ANIMAL CONTROL 227,662 8,495 236,157 PEST&WEED CONTROL 315,563 45,741 361,304 WEST NILE VIRUS 452,173 0 452,173 EXTENSION SERVICE 335,016 211,639 546,655 VETERAN'S OFFICE 59,433 15,011 74,444 AIRPORT 18,055 30,928 48,983 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 52,596 6,338 58,934 COUNTY FAIR 38,661 5,532 44,193 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 125,875 23,821 149,696 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 258,728 30,357 289,085 ISLAND GROVE BUILDING 335,000 0 335,000 TOTAL $ 2,926,990 $ 857,081 $ 3,784,071 GENERAL ASSISTANCE: $ 132,000 $ - $ 132,000 PUBLIC WORKS $ 4,992,602 $ 988,447 $ 5,981,049 ENGINEERING 1,257,714 61,017 1,318,731 TOTAL $ 6,250,316 $ 1,049,464 $ 7,299,780 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 $ 507,345 $ (507,345) $ - BUILDING&GROUNDS 3,433,213 (3,433,213) 0 FINANCE&ADMINISTRATION 304,230 (304,230) 0 ACCOUNTING 536,564 (536,564) 0 PURCHASING 106,653 (106,653) 0 PERSONNEL 424,945 (424,945) 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 2,553,656 (2,553,656) 0 PRINTING&SUPPLY 35,029 (35,029) 0 TOTAL $ 9,543,768 $ (9,543,768) $ - 75 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 25000000 2 - ' ' 0 2 0 20000000 1: __- • •5 1 1 15000000 1�'3 1 1 10000000 7 7 5000000-77- 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 TEN YEAR TREND TEN YEAR TREND 50 4 4 45 ■Gen Gov ®Public Safety 40 3. ❑Roads & Bridges 37 O Health &Welfare 34 35 31 30 2 2' v 2 w 25 20.7 20.3 21.•' 19- 20 T 14.5 149 13. 1. I 17 '. r .4 p , . 1 D I► 15 12 �, 1 10 5 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Cumulative Percent Increases: Weld County Expenditures WELD COUNTY HOME RULE GOVERNMENT (COUNTY CITIZENS) ( I______, WELD COUNTY COUNCIL Board of County Commissioners { Assessor County Attorney) (5 Elected Members) (5 Elected Members) i I I i Sheriff Corrections Department of Department of Department of Department of p Department of Law Enforcement Finance, Central Public Health and Planning Public Animal Control Works Human Forensic Lab Purchasing, and Environment Services Services Personnel Task Force Commissioner Commissioner Commissioner Code Enforcement Commissioner Emergency Management Commissioner Coordinator Coordinator Coordinator Coordinator Coordinator I I t I I Health Director Planning Public Works Finance and Services Director Social Services Clerk and Administrative Health Department Director Director Health Board Engineering Recorder Services Director Hospital Board Road and Bridge Social Services — Pest and Weed Recording Planning and Zoning g Finance Division I Building Inspection Motor Vehicle Personnel Services Paramedic Board of Adjustment Election Information Services Services Planning Commission Accounting Uniform Building Code Human Services Treasurer's Office Director Utility Board Director Clerk to the Board Budget Paramedic Services Risk Management I Airport Human Services Communications Human Services Board Contract Administration Extension Director Fleet Management Sanitary Landfills Extension Service Purchasing Fair Board Buildings and Grounds I Special Projects ( Coroner/Medical J 1 Veterans'Services Printing and Supply Examiner SUMMARY OF COUNTY FUNDED POSITIONS 2004 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET RECOMMEND RECOMMEND 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 40 - 1.0 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 OD District Attorney 43.25 45.25 48.25 48.25 + 3.0 o 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 I 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 51.1_55 523.55 - 15.75 SUMMARY OF COUNTY FUNDED POSITIONS 2004 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET RECOMMEND RECOMMEND 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 Health Promotion 7.98 7.8 6.38 6.38 - 1.42 °° Health Protection Services 25.25 23. 23.50 23.50 + 0.5 Community Health 42.44 40.14 39.74 39.74 - 0.40 TOTAL HEALTH DEPARTMENT 83.17 79.44 76.62 76.62 - 2.82 SOCIAL SERVICES 163.5 170 170 170 PHONE SERVICES 2 2 2 2 PARAMEDIC SERVICES 48. 49. 42. 42. - 7. GRAND TOTAL 929.77 947.74 922.17 922.17 - 25.57 tat* o001 tr-U Ioon 00GGa0QHOG GGfla0OGGn0 Nfld 1VHND aao Iao0; aBaa a G G BURG GaaG B Q G OGG GENERAL FUND Revenue Changes w cn a 50,000,000 p 40,000,000 ' s # ' O2003 30,000,000 2004 A J a b It20,000,000 N cn O «, z Ea o 0 O W W N f9 ..(:)' .9 co fA ,c,,, -0 0 N O b .� O - O of O t O O ` . � r 10,000,000 ..vg`s, a£Y $0 O -O 7 r O TI K TI 7 'O (D 0) MN (D n I 1 D a y a 0) a d O O N o) O D N X O (D to J N (D j 7 O N OO 7 NFri c CD 7 CD N Ell: Z N O (D 2004 Revenue TOTAL: $53,911,519 (2003: $50,791,498) Fund Balance 3.7% $2,000,000 Miscellaneous 4.8% $2,570,809 Licenses/Permits 2.7% $1,474,000 Charges for Services 3.1% snn $1,687,997 -m-.t t Ji..i I., ,i,i1:.:,;:., Property Tax 68.5% Intergovernmental 7.0% $36,954,844 $3,758,869 Other Taxes 0.0% $25,000 Fee Accounts 10.0% $5,402,000 Fines/Forfeitures 0.1% $38,000 83 GENERA ,_ FUND Expenditure Changes •8,092 30,000,000 $19290,769 25,000,000 r P . 20,000,000 C2003 ®2004 15,000,000 10,000,000 $2,319,152 $2,218,170 R1 25744 $17a,7F $412.50$4 ' 7 78,257 3 $5,000,000 ■ ��a5 59.9807 �m ■ t $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $51,823,884 (2003 $49,009,207) Public Safety $25.468,092 49.1% to rs ar 1""1"""M"1111" t i Culture/Recreation $678,257 1.3% i ^--- Health&Welfare $2,319,152 4.5% 3 ----- Miscellaneous $2,218,170 4.3% Auxilary $412,504 0.8% --- Public Works $1,257,714 2.4% --- Human Services $179,226 0.3% General Government $19,290,769 37.2% 84 TEN YEAR TREND 70 60 ❑Taxes ■Gen Gov 50 - --_ ■ 40 ■ w 30 - 20 10 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Cumulative Percent Increase: General Government TEN YEAR TREND Cumulative Percent Increase: Public Safety 60 50 - ❑Taxes ■Public Safety _ 40 ■ - w 30 — rn 20 10 0 I I I 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 TEN YEAR TREND Cumulative Percent Increase: Health &Welfare 60 -- -- ❑Taxes •Hlth &Welfare 50 - --- 40 00 30 mow 20 10 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 GENERAL FUND SUMMARY The General Fund is funded at the level of $51,823,884, up $2,814,677. Without salary adjustments, the budget for the general government functions is up $432,603. 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$150,219 due to the cost of living adjustment for the contract services ($50,219) 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). 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 $29,167 for 2004. The Health department subsidy is up $20,260 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 $53,911,519 compared to $50,791,498 in 2003, up $3,120,021. Property taxes are budgeted at $36,954,844. 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 88 $6,015. Intergovernmental revenues are down $155,899 with the decreases in the Sheriffs budget from multi-year grants that are expiring,and lower municipal patrol contracts. 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$2,087,635 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. 89 GENERAL FUND SUMMARY OF REVENUE 2004 ACCOUNT NUMBER 2003 2004 2004 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 34,060,122.00 36,954,844.00 36,954,844.00 1000 90100 4116 PROPERTY TAX ADJUSTMENT -619,974.00 0.00 0.00 1000 90100 4140 SEVERANCE TAXES 60,000.00 25,000.00 25,000.00 1000 90100 4150 TOBACCO PRODUCTS 80,000.00 0.00 0.00 TOTAL TAXES 33,580,148.00 36,979,844.00 36,979,844.00 LICENSES&PERMITS 1000 90100 4215 LICENSES,LIQUOR/DANCE 3,800.00 4,000.00 4,000.00 1000 17100 4221 PERMITS 475,000.00 370,000.00 370,000.00 1000 25100 4222 BUILDING 800,000.00 700,000.00 700,000.00 1000 25100 4224 ELECTRICAL 125,000.00 100,000.00 100,000.00 1000 25100 4226 PLAN CHECK 300,000.00 300,000.00 300,000.00 TOTAL LICENSES&PERMITS 1,703,800.00 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 116003 24210 4320 FEDERAL GRANTS 0.00 597,898.00 597,898.00 1000 15100 4336 REIMBURSEMENTS 53,600.00 53,600.00 53,600.00 1000 15200 4340 GRANTS 5,250.00 0.00 0.00 `O 1000 15300 4340 GRANTS 64,791.00 64,791.00 64,791.00 O 1000 24200 4340 GRANTS 136,228.00 100,209.00 100,209.00 1000 24410 4340 GRANTS 52,799.00 0.00 0.00 1000 96100 4340 GRANTS 37,024.00 0.00 0.00 1000 96400 4340 GRANTS 2,400.00 0.00 0.00 1120 15300 4340 GRANTS 28,989.00 28,989.00 28,989.00 1130 15300 4340 GRANTS 68,670.00 68,670.00 68,670.00 116000 24210 4340 GRANTS 681,198.00 0.00 0.00 116000 24220 4340 GRANTS 2,051,929.00 0.00 0.00 116003 24220 4340 GRANTS 0.00 2,179,177.00 2,179,177.00 1000 90100 4352 THORNTON 29,890.00 29,890.00 29,890.00 1000 24410 4354 CITIES AND TOWNS 475,000.00 375,000.00 375,000.00 1000 26300 4354 CITIES AND TOWNS 225,000.00 258,645.00 258,645.00 TOTAL INTERGOVERNMENTAL REVENUE 3,914,768.00 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 1000 10400 4410 CHARGE FOR SERVICES 41,633.00 40,669.00 40,669.00 1000 11200 4410 CHARGE FOR SERVICES 160,000.00 160,000.00 160,000.00 1000 15100 4410 CHARGE FOR SERVICES 20,000.00 20,000.00 20,000.00 1000 15200 4410 CHARGE FOR SERVICES 11,250.00 0.00 0.00 1000 17350 4410 CHARGE FOR SERVICES 12,500.00 11,000.00 11,000.00 1000 17600 4410 CHARGE FOR SERVICES 175,000.00 200,000.00 200,000.00 1000 21100 4410 CHARGE FOR SERVICES 15,000.00 24,000.00 24,000.00 GENERAL FUND SUMMARY OF REVENUE 2004 ACCOUNT NUMBER 2003 2004 2004 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND 1000 21200 4410 CHARGE FOR SERVICES 225,000.00 210,000.00 210,000.00 1000 22100 4410 CHARGE FOR SERVICES 189,249.00 75,678.00 75,678.00 1000 22200 4410 CHARGE FOR SERVICES 250,000.00 250,000.00 250,000.00 1000 24410 4410 CHARGE FOR SERVICES 250,000.00 272,250.00 272,250.00 1000 24420 4410 CHARGE FOR SERVICES 175,000.00 245,000.00 245,000.00 1000 26100 4410 CHARGE FOR SERVICES 2,000.00 10,000.00 10,000.00 1000 50100 4410 CHARGE FOR SERVICES 2,000.00 2,000.00 2,000.00 1000 90100 4420 PARKING 13,000.00 14,500.00 14,500.00 1000 10400 4430 SALE OF SUPPLIES 350.00 400.00 400.00 1000 13100 4430 SALE OF SUPPLIES 26,000.00 20,000.00 20,000.00 1000 15100 4430 SALE OF SUPPLIES 14,000.00 25,000.00 25,000.00 1000 17100 4430 SALE OF SUPPLIES 8,000.00 9,000.00 9,000.00 1000 17600 4430 SALE OF SUPPLIES 17,000.00 22,000.00 22,000.00 1000 21200 4430 SALE OF SUPPLIES 0.00 1,500.00 1,500.00 TOTAL CHARGE FOR SERVICE 1,681,982.00 1,687,997.00 1,687,997.00 FINES&FORFEITURES 1000 90100 4510 FINES 35,000.00 30,000.00 30,000.00 1000 21100 4520 FORFEITURES 2,000.00 0.00 0.00 1000 24410 4520 FORFEITURES 3,000.00 8,000.00 8,000.00 i- TOTAL FINES&FORFEITURES 40,000.00 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 1000 22100 4624 RENTS FROM BUILDINGS 52,608.00 53,160.00 53,160.00 1000 90100 4624 RENTS FROM BUILDINGS 85,546.00 85,546.00 85,546.00 1000 90100 4640 OIL AND GAS 150,000.00 150,000.00 150,000.00 1000 90100 4650 OVERHEAD 707,441.00 780,705.00 780,705.00 1000 21200 4670 REFUND OF EXPENDITURE 28,570.00 0.00 0.00 1000 21210 4670 REFUND OF EXPENDITURE 103,974.00 55,668.00 55,668.00 1000 21260 4670 REFUND OF EXPENDITURE 82,875.00 83,271.00 83,271.00 1000 21410 4670 REFUND OF EXPENDITURE 83,236.00 82,509.00 82,509.00 1000 26200 4670 REFUND OF EXPENDITURE 30,300.00 29,700.00 29,700.00 1000 23200 4680 OTHER 250.00 250.00 250.00 1000 96200 4680 OTHER 14,000.00 250,000.00 250,000.00 TOTAL MISCELLANEOUS 2,538,800.00 2,570,809.00 2,570,809.00 GENERAL FUND SUMMARY OF REVENUE 2004 ACCOUNT NUMBER 2003 2004 2004 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FEES 1000 12100 4720 ADVERTISING FEES 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 1000 12100 4730 OTHER FEES 900,000.00 900,000.00 900,000.00 1000 13100 4730 OTHER FEES 25,000.00 25,000.00 25,000.00 1000 15100 4730 OTHER FEES 9,000.00 7,000.00 7,000.00 1000 90100 4740 FEES,CABLE FRANCHISE 38,000.00 40,000.00 40,000.00 TOTAL FEES 5,332,000.00 5,402,000.00 5,402,000.00 TOTAL GENERAL FUND 48,791,498.00 51,911,519.00 51,911,519.00 tci I GENERAL FUND SUMMARY OF EXPENDITURES 2004 ACCOUNT# 2003 2004 2004 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 534,806.00 534,406.00 534,406.00 1000 10200 COUNTY ATTORNEY 582,345.00 582,345.00 582,345.00 1000 10300 PUBLIC TRUSTEE 4,800.00 7,000.00 7,000.00 1000 10400 CLERK TO THE BOARD 154,786.00 158,521.00 158,521.00 1000 11100 COUNTY CLERK 669,830.00 690,772.00 690,772.00 1000 11200 ELECTIONS AND REGISTRATION 552,803.00 1,332,772.00 1,332,772.00 1000 11300 MOTOR VEHICLE 1,176,139.00 1,195,381.00 1,195,381.00 1000 12100 TREASURER'S OFFICE 614,872.00 567,787.00 567,787.00 1000 13100 ASSESSOR 2,112,359.00 2,036,863.00 2,036,863.00 1000 14100 COUNTY COUNCIL 26,709.00 26,709.00 26,709.00 1000 15100 DISTRICT ATTORNEY 3,003,648.00 3,145,780.00 3,145,780.00 1000 15200 JUVENILE DIVERSION 320,142.00 0.00 0.00 1000 15300 VICTIM WITNESS 190,666.00 190,666.00 190,666.00 c, 1120 15300 VICTIM WITNESS 28,989.00 28,989.00 28,989.00 u' 1130 15300 VICTIM WITNESS 68,670.00 68,670.00 68,670.00 1000 16100 FINANCE 304,230.00 304,230.00 304,230.00 1000 16200 ACCOUNTING 536,564.00 536,564.00 536,564.00 1000 16300 PURCHASING 106,653.00 106,653.00 106,653.00 1000 16400 PERSONNEL 424,945.00 424,945.00 424,945.00 1000 17100 PLANNING OFFICE 866,104.00 788,090.00 788,090.00 1000 17200 BUILDINGS AND GROUNDS 3,521,876.00 3,433,213.00 3,433,213.00 1000 17300 INFORMATION SERVICES 2,403,437.00 2,553,656.00 2,553,656.00 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 375,764.00 269,728.00 269,728.00 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITIOP 50,000.00 50,000.00 50,000.00 1000 17600 PRINTING AND SUPPLY 227,029.00 257,029.00 257,029.00 TOTAL GENERAL GOVERNMENT 18,858,166.00 19,290,769.00 19,290,769.00 PUBLIC SAFETY 1000 21100 SHERIFFADMINISTRATION 1,107,265.00 1,066,120.00 1,066,120.00 1000 21200 SHERIFF'S OPERATIONS 4,594,381.00 4,665,247.00 4,665,247.00 1000 21210 TRAFFIC CONTROL 464,073.00 464,073.00 464,073.00 1000 21230 ORDINANCE 88 ENFORCEMENT 215,737.00 227,662.00 227,662.00 1000 21260 REGIONAL LAB 159,726.00 157,476.00 157,476.00 I GENERAL FUND SUMMARY OF EXPENDITURES 2004 ACCOUNT# 2003 2004 2004 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND 1000 21410 DRUG TASK FORCE 153,484.00 153,484.00 153,484.00 1000 22100 COMMUNICATIONS SERVICE 1,137,663.00 1,235,164.00 1,235,164.00 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMEI' 500,000.00 500,000.00 500,000.00 1000 22300 E-911 700.00 700.00 700.00 1000 22400 CRIMIAL JUSTICE SYSTEM 1,801,824.00 1,589,438.00 1,589,438.00 1000 23200 COUNTY CORONER 370,580.00 472,801.00 472,801.00 1000 24200 COMMUNITY CORRECTIONS 136,228.00 100,209.00 100,209.00 116000 24210 RESIDENTIAL TREATMENT CENTER 681,198.00 0.00 0.00 116003 24210 RESIDENTIAL TREATMENT CENTER 0.00 597,898.00 597,898.00 116000 24220 THE RESTITUTION CENTER 2,051,929.00 0.00 0.00 116003 24220 THE RESTITUTION CENTER 0.00 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 1000 24420 CENTENNIAL JAIL 4,079,727.00 1,389,265.00 1,389,265.00 1000 25100 BUILDING INSPECTION 1,128,805.00 1,086,640.00 1,086,640.00 r 1000 26100 WEED AND PEST 325,234.00 325,563.00 325,563.00 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 98,011.00 99,361.00 99,361.00 1000 26300 WEST NILE 775,000.00 710,818.00 710,818.00 TOTAL PUBLIC SAFETY 25,242,658.00 25,468,092.00 25,468,092.00 PUBLIC WORKS 1000 31100 ENGINEERING 857,546.00 1,257,714.00 1,257,714.00 CULTURE&RECREATION 1000 50100 MISSILE PARK 54,596.00 54,596.00 54,596.00 1000 56100 AIRPORT 47,222.00 18,055.00 18,055.00 TOTAL CULTURE&RECREATION 101,818.00 72,651.00 72,651.00 HEALTH &WELFARE 1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 1000 56120 WASTE WATER 9,748.00 9,748.00 9,748.00 1000 56130 DEVELOPMENTALLY DISABLED 46,125.00 152,466.00 46,125.00 1000 56140 MENTAL HEALTH 135,875.00 138,002.00 135,875.00 1000 56150 A KID'S PLACE 8,250.00 8,250.00 8,250.00 1000 56160 COUNTY CONTRIBUTIONS 2,007,146.00 2,195,628.00 2,195,628.00 GENERAL FUND SUMMARY OF EXPENDITURES 2004 ACCOUNT# 2003 2004 2004 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND TOTAL HEALTH &WELFARE 2,219,644.00 2,516,594.00 2,408,126.00 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 100,000.00 100,000.00 100,000.00 1000 60300 INDUSTRIAL REVENUE BONDS (IRB) 737,233.00 740,133.00 740,133.00 TOTAL ECONOMIC ASSISTANCE 837,233.00 840,133.00 840,133.00 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 308,500.00 352,000.00 352,000.00 , 1000 96100 EXTENSION 353,326.00 335,016.00 335,016.00 1000 96200 FAIR 52,661.00 288,661.00 288,661.00 1000 96400 VETERANS 59,433.00 59,433.00 59,433.00 1000 96500 ISLAND GROVE BUILDINGS 100,000.00 335,000.00 335,000.00 1000 99999 SALARY CONTINGENCY 0.00 1,116,289.00 1,116,289.00 TOTAL MISCELLANEOUS 873,920.00 2,486,399.00 2,486,399.00 110 TOTAL GENERAL FUND 48,990,985.00 51,932,352.00 51,823,884.00 iscrri WUDc 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 434,811 $ 435,703 $ 435,703 $ 435,703 Supplies 1,025 1,650 1,450 1,450 Purchased Services 86,371 97,453 97,253 97,253 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 522,207 $ 534,806 $ 534,406 $ 534,406 Revenue 0 0 0 0 Net County Cost $522,207 $534,806 $ 534,406 $ 534,406 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Small items of equipment are down$200,and printing costs are down $200. The Board on June 23, 2003, made the decision to not 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. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 97 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 $2.56 _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-beinq 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: 98 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 469,626 $ 496,366 $ 496,366 $ 496,366 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 $ 582,345 Revenue 105,231 75,000 75,000 75,000 Net County Cost $ 440,923 $ 507,345 $ 507,345 $ 507,345 Budget Positions 5 5 5 5 SUMMARY OF CHANGES:Overall budget total is unchanged. Line items were reallocated based upon historical expenditure patterns. 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. 99 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs #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 $2.43 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: 100 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in C. R. S. 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL ` BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 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. 101 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: 102 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 $ 149,414 103 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY " NEXT FY NEXT FY Personnel Services $ 132,718 $ 141,296 $ 141,296 $ 141,296 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 $ 158,521 Revenue 37,868 41,983 41,069 41,069 Net County Cost $ 136,633 $ 112,803 $ 117,452 $ 117,452 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. 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. 104 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 $0.56 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: 105 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 521,919 $ 547,885 $ 547,885 $ 547,885 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 $ 690,772 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 $ -3,709,228 9 FTE-Recording 10 FTE-Recording 9 FTE-Recording 9 FTE-Recording Budget Positions 1 PT-Recording 3 PT Administration 3 FTE-Admin. 3 FTE-Admin. 9 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 has increased $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 the 3% commission for collection of sales tax on motor vehicles. This loss was factored into the revenue estimate of$4,400,000. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 106 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 $3.31 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: 107 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 307,787 $ 209,839 $ 286,690 $ 286,690 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 $ 1,332,772 Revenue 128,079 160,000 160,000 160,000 Net County Cost $ 768,398 $ 392,803 $ 1,172,772 $ 1,172,772 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. 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. 108 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 $5.63 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 that all polling places 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, but 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: 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,006,253 $ 1,067,371 $ 1,067,371 $ 1,067,371 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 $1,195,381 Revenue 0 0 0 0 Net County Cost $ 1,137,550 $ 1,176,139 $1,195,381 $1,195,381 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. 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. 110 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 $5.73 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: 111 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 RECOMMEND RESOURCES LAST,FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 474,443 $ 418,628 $ 373,752 $ 373,752 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 $ 567,787 Revenue 1,153,642 930,000 930,000 930,000 Net County Cost $ -452,483 $ - 315,128 $ - 362,213 $ - 362,213 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. 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. 112 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/ADMINISTRATION RECOMMENDATION: Recommend approval. Board approved the re-organization in June, 2003. BOARD ACTION: 113 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,709,121 $ 1,865,763 $ 1,833,967 $ 1,833,967 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 $ 2,036,863 Revenue 50,000 51,000 45,000 45,000 Net County Cost $ 1,899,717 $ 2,061,359 $ 1,991,863 $ 1,991,863 Budget Positions 40 41 40 40 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. 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. 114 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 $9.55 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: 115 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6,954 $ 14,589 $ 14,589 $ 14,589 Supplies 687 400 400 400 Purchased Services 1,971 11,720 11,720 11,720 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9,612 $ 26,709 $ 26,709 $ 26,709 Revenue 0 0 0 0 Net County Cost $ 9,612 $ 26,709 $ 26,709 $ 26,709 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: No change. OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter, responding to situations as they arise; 2) Conduct performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county government and make reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities, encouraging opportunities for dialogue with County residents. 116 COUNTY COUNCIL (CONTINUED) 1000-14100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Etciencv Measures FTE'S per 10,000/capita 0.051 0.049 0.048 Per capita cost (county support) $0.049 $0.133 $0.0126 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: 117 TEN YEAR TREND 200 180 CITaxes O District Attorney 160 - 140 = , 120 :-. r 7-74 OD 100 ' '3 atm 60 40 c _ - 3 j _ _ _.. €.mow 20 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Cumulative Percent Increase: District Attorney TEN YEAR TREND 250 - O Taxes 200 ®D.A. Local 150 100 • 50 = _ t 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 Cumulative Percent Increase: District Attorney Local Cost BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney-- 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies;answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,541,647 $ 2,735,655 $ 2,877,787 $ 2,877,787 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 $ 3,145,780 Revenue 128,714 96,600 105,600 105,600 Net County Cost $ 2,655,279 $ 2,907,048 $ 3,040,180 $ 3,040,180 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. OBJECTIVES: Prosecute cases as indicated below in workload measures. 120 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 $14.58 Effectiveness Measures(desired 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: 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides supervision, counseling, apology letter to victim, restitution payments, community service hours, a variety of groups offered and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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: 122 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 Attorneys Office. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 254,233 $ 267,367 $ 267,367 $ 267,367 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 $ 288,325 Revenue 571,896 162,450 162,450 164,450 Net County Cost $ 89,796 $ 125,875 $ 125,875 $ 125,875 Budget Positions 7 7 7 7 SUMMARY OF CHANGES: No change. OBJECTIVES:1)To investigate and prepare victim applications for the Crime Victim Compensation (CVC) Board; 2)To advise and coordinate activities for the VALE and CVC Boards; 3)To mail and help prepare victim impact statements and restitution requests; 4) To provide crime victims and witnesses with services; 5) To provide VRA victims with notices and give inquirers case status information; 6) To provide CAP services to crime victims and witnesses; 7) To provide HIV education and notification to child and adult victims. 123 VICTIM ASSISTANCE (CONTINUED) 1000-15300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 $0.603 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: 124 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 RECOMMEND RESOURCES LAST FYCURRENT FY NEXT FY NEXT FY Personnel Services $ 272,184 $ 298,314 $ 298,314 $ 298,314 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 $ 304,230 Revenue 0 0 0 0 Net County Cost $ 282,524 $ 304,230 $ 304,230 $ 304,230 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in CAPP Insurance Pool; 3) Obtain award for GFOA Distinguished Budget Presentation; 4) Develop budget strategy to allow county to deal with FY 2005; 5)Oversee the capital construction program for 2004. 125 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 $1.46 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: 126 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200 DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 340,633 $ 385,135 $ 385,135 $ 385,135 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 $ 536,564 Revenue 0 0 0 0 Net County Cost $ 431,918 $ 536,564 $ 536,564 $ 536,564 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. 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. 127 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 $2.57 Account Payable warrants per week per 674 692 700 NP FTE Employees paid monthly per Payroll FTE 1,070 1,085 1,095 _Effectiveness Measures (desired results) 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. BOARD ACTION: 128 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 94,377 $ 99,209 $ 99,209 $ 99,209 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 $ 106,653 Revenue 0 0 0 0 Net County Cost $ 98,288 $ 106,653 $ 106,653 $ 106,653 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) To maintain and operate the centralized purchasing function of Weld County Government; 2) Establish annual requirements for purchasing of like items by departments; 3) Survey user departments for feedback on current system; 4) Maintain adequate liaison with customers and conduct training as required; 5) Provide feedback to user departments; and 6)To limit and provide data to departments and Board regarding unauthorized purchases. 129 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 $0.512 Cost per Purchase Order $26.98 $28.83 $$28.07 Effectiveness Measures (desired results! Process vendor invoices and/or department 90% 90% 90% requisitions on all PO's within 7 days Process emergency requests within 99% 95% 95% 24 hours FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 130 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three -five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 350,249 $ 376,945 $ 376,945 $ 376,945 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 $ 424,945 Revenue 0 0 0 0 Net County Cost $ 459,833 $ 424,945 $ 424,945 $ 424,945 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and employees of Weld County Government; 2) To administer salary and benefit programs for the employees of Weld County; 3)To administer the insurance and safety programs of Weld County Government; 4)To assist in the recruitment and selection of applicants for county positions; 5)To communicate changes in employment law to officials and employees of Weld County Government; 6) To conduct or participate in unemployment, civil rights and grievance hearings. 131 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 $2.04 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: 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 785,028 $ 862,245 $ 782,631 $ 782,631 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 $ 788,090 Revenue 382,353 483,000 379,000 379,000 Net County Cost $ 422,897 $ 383,104 $ 409,090 $ 409,090 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 increase 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. 133 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 2 134 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 15 15 15 application Lone 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: 135 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,543,999 $ 1,743,726 $ 1,467,313 $ 1,467,313 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 $ 3,433,213 Revenue 0 0 0 0 Net County Cost $ 2,988,732 $ 3,521,876 $ 3,433,213 $ 3,433,213 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 increase$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 over the 2003 budget,even though it is under spend this year. A worst case scenario is budget with anticipated 30% price increase for gas. Contra account charge backs are down $20,000, again due to lower utilitization and direct charges for the grant funded departments charged. 136 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 $16.44 Cost per square foot $4.59 $5.23 $4.73 Effectiveness Measures (desired results) 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 $4.72 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: 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST. FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchase Services 2,151,794 2,263,437 2,333,656 2,333,437 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 $ 2,553,437 Revenue 798,623 0 0 0 Net County Cost $ 2,287,713 $ 2,403,437 $ 2,553,656 $ 2,553,437 Budget Positions -- -- -- -- SUMMARY OF CHANGES: ACS contract costs reflect a 3% 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 serve the added demands of Social Services primarily. The additional $77,250 will be recovered from charges to Social Services. The e-government 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. 138 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 $12.24 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: 139 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 supportforthe 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 RECOMMEND RESOURCES LAST FY CURRENT,FY NEXT FY NEXT FY Personnel Services $ 84,387 $ 90,008 $ 90,008 $ 90,008 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 $ 269,728 Revenue 10,919 12,500 11,000 11,000 Net County Cost $ 130,513 $ 363,264 $ 258,728 $ 258,728 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. OBJECTIVES: Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 140 GEOGRAPHICAL INFORMATION 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 $1.241 _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: 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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: 142 CAPITAL OUTLAY(CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Plat File Cabinets (2) $ 10,000 $ 10,000 FAIR: Animal Pens 6,000 6,000 UN-DESIGNATED: 34.000 34.000 TOTAL $ 50,000 $ 50 000 143 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 70,610 $ 72,729 $ 72,729 $ 72,729 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 $ 257,029 Revenue 187,708 192,000 222,000 222,000 Net County Cost $ 46,104 $ 35,029 $ 35,029 $ 35,029 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. 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. 144 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 $0.17 _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: 145 TEN YEAR TREND Cumulative Percent Increase: Sheriffs Office Local Costs 160 140 0 Taxes ■Sheriffs Office 120 ill 100 - - III PI F 80 - at _ _ 7 _ ___ _ ,.._ __, ==._ _ _ ______ __ . _ .... _ ______ , .... = , _ _ _ _ 60 40 5. 20 0 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 12,935,229 $ 12,913,184 $ 13,076,520 $ 13,076,520 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 $ 16,669,684 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 $ 15,282,786 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. 147 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training, uniforms,common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 815,961 $ 913,858 $ 878,720 $ 878,720 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 $ 1,066,120 Revenue 20,241 17,000 24,000 24,000 Net County Cost $ 1,007,220 $ 1,090,265 $1,042,120 $ 1,042,120 Budget Positions 15 16 15 15 SUMMARY OF CHANGES: Personnel has decreased due to the transfer of 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. 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. 148 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 $4.66 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: 149 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations -- 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal,other county,state and federal law enforcement and regulatory agencies. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,819,565 $ 3,840,198 $ 3,840,198 $ 3,840,198 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 $ 4,665,247 Revenue 254,488 253,570 211,500 211,500 Net County Cost $ 4,290,104 $ 4,340,811 $ 4,453,747 $ 4,453,747 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 cost associated with vehicle cleaning maintenance. There is no planned capital expenditures for 2004. OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to become more self-directed as community facilitators, problem-solvers, and positive role models; 4) Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest communication internally and externally; 6) Meet statutory responsibilities of the Sheriff. 150 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Part A Offenses 2,472 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 $21.36 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' Compensation Reports 12 9 7 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval BOARD ACTION: 151 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 361,283 $ 351,673 $ 351,673 $ 351,673 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 $ 464,073 Revenue 196,308 103,974 55,668 55,668 Net County Cost $ 328,412 $ 360,099 $ 408,405 $ 408,405 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 last year of grant funding from the original highway safety grant. OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic accident and traffic fatalities in Weld County. 152 TRAFFIC ENFORCEMENT (CONTINUED) 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 7,360 8,917 18,000 Enforcement Hours Alcohol Related Driving Arrest 189 240 275 Efficiency Measures FATS per 10,000 Capita .308 .298 .288 $1.68 $1.79 $1.96 Per Capita Net Cost Effectiveness Measures (desired results) 0 0 0 Target Area Fatalities 10 26 20 Target Area Crashes Citizen Participation 6,200 3,296 6,000 58% 61% 65% Percent Seatbelt Use Percent Vehicles >10 Over Limits 7% 6% 5% Percent Vehicles Failing to Stop @ Signs 28% 27% 26% FINANCE/ADMINISTRATION RECOMMENDATION: 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: 153 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21230 DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-large. Animal control officers are only available on a limited basis. Deputy response outside the dedicated time is limited to cases where public safety threat exists. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 61,585 $ 67,177 $ 67,177 $ 67,177 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 $ 227,662 Revenue 0 0 0 0 Net County Cost $ 227,493 $ 215,737 $ 227,662 $ 227,662 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: The annual cost to the Weld County Humane Society has been adjusted 3% for cost of living and according to projected animals that will be sheltered. All other lines have been adjusted according to historical data. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. 154 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 $1.09 Miles Driven per Call for Service 25 24 24 Effectiveness Measures (desired _results) 248 266 275 Summons Issued FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Humane Society contract amount has been agreed to by Weld County, Evans and Greeley. BOARD ACTION: 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory-- 1000-21260 DEPARTMENT DESCRIPTION: 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 102,170 $ 101,676 $ 101,676 $ 101,676 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 $ 157,476 Revenue 80,202 82,875 83,271 83,271 Net County Cost $ 180,125 $ 76,851 $ 74,205 $ 74,205 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 don't have much work experience in their field yet,and current, more advanced training is even more critical for them. There are no new equipment purchases necessary for 2004,and this line is zero. Overall net budget costs are down $2,646 for 2004. OBJECTIVES: 1)Provide accurate,competent,and timely analysis of evidence to meet the needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification. 156 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 $0.356 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: 157 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 79,223 $ 83,236 $ 83,236 $ 83,236 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 $ 153,484 Revenue 82,629 83,236 82,509 82,509 Net County Cost $ 66,842 $ 70,248 $ 70,975 $ 70,975 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. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 158 MULTI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outauts 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 $0.340 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita 0.815 1.089 1.043 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 159 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex- 1000-24410 DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe, and well-maintained jail. Professional jail support services such as medical care,food preparation, and facility programming are provided to meet these mandates. ACTUAL BUDGETED : REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY ! ` NEXT FY NEXT FY Personnel Services $ 3,899,602 $ 3,704,744 $ 6,606,156 $ 6,606,156 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 $ 8,446,996 Revenue 978,942 780,799 655,250 655,250 Net County Cost $ 4,594,102 $ 4,680,294 $ 7,791,746 _ $ 7,791,746 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 (1000-24410) 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 (1000-21100) 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 (5.3%) 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. OBJECTIVES: 1)Accept and lawfully hold prisoners in a safe,humane environment that provides opportunities for rehabilitation and victim reparation and that returns people to the community better, or no worse than they arrived; and, 2) Meet Sheriffs statutory duties as the "Keeper of the Jail" effectively and efficiently. 160 NORTH JAIL 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 $42.84 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: 161 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to assist the district attorney and the several courts of record in the county. 94 CV 419, Div I, 19th Judicial District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse. This budget unit supports the resources to comply with all of these requirements. C. R. S. 18-1.3-106 allows for the operation of jail alternative programs to be used by the court in sentencing and C. R. S. 16-4-105 provides for the operation of a pre-trial supervision program. Jail alternative programs operate within this budget unit. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY'' CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,734,163 $ 3,785,131 $ 1,082,193 $ 1,082,193 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 $ 1,389,265 Revenue 173,451 175,000 245,000 245,000 Net County Cost $ 3,771,638 $ 3,904,727 $ 1,144,265 $ 1,144,265 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(1000-24410)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. 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. 162 CENTENNIAL JAIL (CONTINUED) 1000-24420 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: 163 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management-- 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 61,677 $ 65,491 $ 65,491 $ 65,491 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 $ 99,361 Revenue 22,099 30,300 29,700 29,700 Net County Cost $ 55,379 $ 67,711 $ 69,661 $ 69,661 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. OBJECTIVES: Comply with State and Federal EMA programs. 164 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 $0.33 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: 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100 DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18 fire departments, 2 rescue/ambulance departments, plus local government including public works. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY 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. 166 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 $ 253,005 $ 254,160 $ 1 54,160 $ 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 $ 158,717 $ 164,280 0 $ 164,280 PROGRAM TOTALS $ 1,840,438 $ 2,010,390 $1,194,664 $ 815,726 167 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 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 1,513 168 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: 169 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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 5-6 year phased in 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: 170 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 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: 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System — 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management,jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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. 172 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: 173 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 170,669 $ 180,430 $ 223,806 $ 223,806 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 $ 472,801 Revenue 150 250 250 250 Net County Cost $ 429,198 $ 370,330 $ 472,551 $ 472,551 Budget Positions 3.5 3.5 4.25 4.25 SUMMARY OF CHANGES: This budget has some significant changes for two reasons: (1) the office has costs to improve the professional operation of the department, and (2) the budget has been under funded 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 budget, but 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. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 174 CORONER (CONTINUED) 1000-23200 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 $2.27 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 national certified by the National Association of Medical Examiners. The expense line items reflect the historical expenditure patterns of the office. BOARD ACTION: 175 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not eligible for probation from State penal facilities to community programs. Operates under the Board of County Commissioners with delegated authority to the Community Corrections Board. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY 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. 176 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 Efciencv 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: 177 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 791,609 $ 896,308 $ 849,143 $ 849,143 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 $ 1,086,640 Revenue 1,864,000 1,225,000 1,100,000 1,100,000 Net County Cost $ - 879,711 $ -96,195 $ -13,360 $ -13,360 Budget Positions 18 18 17 17 SUMMARY OF CHANGES: Personnel Services reflect a decrease of one Combination Building Inspector($47,165). Publications&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. 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. 178 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 199 200 200 179 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: 180 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 RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 172,945 $ 218,732 $ 218,732 $ 218,732 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 $ 325,563 Revenue 14,897 2,000 10,000 10,000 Net County Cost $ 276,967 $ 323,234 $ 315,563 $ 315,563 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. 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. 181 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 $1.51 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: 182 Hello