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Home My WebLink About20013498.tiff COUNTY OF WELD 2002 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS M. J. "Mike" Geile, Chair Glenn Vaad, Pro-Tem Bill Jerke, Commissioner David E. Long, Commissioner Robert D. Masden, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December, 2001 2001-3498 Xi oo3y '"DC. TABLE OF CONTENTS PAGE BUDGET MESSAGE 1 DISTINGUISHED BUDGET PRESENTATION AWARD 9 2002 BUDGET PLAN 11 2002 BUDGET CALENDAR 14 POINTS OF ISSUE AND POLICY MATTERS: Explanation of Overview of Budget and Management System 15 Overview of Budget and Management System 16 Hierarchy of Budget Information 17 Weld County Mission Statement 19 Weld County Government Strategic Goals 20 Implementation and Results of Strategic Objectives 21 Budget Process 25 Highlights 26 Target Budget Approach 27 Solutions/Approaches 28 Goals of Budget Process 29 Major Program Specific Goals 30 2002 Guidelines 31 2002 Special Budget Instructions 33 2002 Program Issues 35 Budget Policies 36 Revenue Policies and Assumptions 37 Specific Revenue Assumptions of Significant Revenue and Trends 38 Policy Directions 40 Significant Changes in Policy from Prior Years 42 Significant Budget and Accounting Policies 44 Investment Policy 46 Capital Improvement Policy 47 Fund Balance and Reserve Policy 49 Explanation of Individual Funds 50 Organizational Responsibility for Budget Units 52 Policy Matters/Points of Issue with Fiscal Impact 55 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 57 2001 Health Insurance 58 Salary Adjustments by Department 60 SUMMARY OF FUNDS: Graph - -All Funds Revenue 65 Graph - -All Funds Expenditures 66 Summary of Fund Balances 67 Governmental Funds - 2000 - 2002 Summary of Estimated Financial Sources and Uses 68 2001 Assessed Values to be Used for 2002 Budget 69 Net Program Cost 70 Summary of 2000 Allocated Costs Applicable for 2002 72 PAGE SUMMARY OF FUNDS (CONTINUED): Ten Year Trend Data: Beginning Fund Balance 73 Cumulative Percent Increase: Expenditures 74 Weld County - Organizational Chart 75 Summary of County Funded Positions 76 GENERAL FUND: Graph -- General Fund Revenue Changes 79 Graph -- General Fund Expenditure Changes 80 Ten Year Trend Data: General Government 81 Public Safety 82 Health and Welfare 83 Narrative Fund Summary 84 Summary of Revenue 86 Summary of Expenditures 89 Office of the Board 93 County Attorney 95 Public Trustee 97 Clerk to the Board 100 Clerk and Recorder: Recording/Administration 102 Elections 104 Motor Vehicle 106 Treasurer 108 Assessor 110 County Council 112 District Attorney: Ten Year Trend Data 114 Budget Unit Summary 116 Juvenile Diversion 118 Victim/Witness Assistance 120 Finance and Administration 122 Accounting 124 Purchasing 126 Personnel 128 Planning and Zoning 130 Buildings and Grounds 134 Computer Services 136 Geographical Information System 139 Capital Outlay 141 Printing and Supplies 143 Sheriffs Office: Ten Year Trend Data 145 Budget Unit Summary -All Departments 146 Sheriff Administration 147 Sheriff Operations 149 Traffic Enforcement 152 County-wide Animal Control 154 Regional Forensic Laboratory 156 ii PAGE SUMMARY OF FUNDS (Continued): Sheriffs Office (Continued): Drug Task Force 158 North Jail Complex 160 Centennial Jail 163 Office of Emergency Management 165 Communications - County Wide 167 Communications System Development 171 E-911 Administration 172 Criminal Justice Information System 173 Coroner 175 Community Corrections 177 Building Inspection 179 Weed and Pest 183 General Engineering 185 Missile Site Park 188 Airport 190 Senior Programs 192 Waste Water Management 193 Developmentally Disabled 194 Mental Health 196 Child Advocacy Center 198 Transfers: Agency on Aging 199 Health Department 200 Economic Development 201 Building Rents 203 Non-Departmental 205 Extension 207 County Fair 209 Veteran's Office 211 Island Grove Building 213 Contingency (Salary) 214 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 221 Construction Bidding for State-Funded Local Projects 222 Summary of Revenue 223 Summary of Expenditures 224 Non-Departmental Revenue 225 Administration 226 Trucking 228 Motor Grader 230 iii PAGE PUBLIC WORKS (CONTINUED): Bridge Construction 233 Maintenance Support 235 Other Public Works 237 Mining 240 Grants-in-Aid to Cities and Towns 242 Contingency (Salary) 243 Public Works 2002 Work Plan 244 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 251 Graph -- Social Services Expenditures 252 Graph -- Ten Year Trend Data 253 Fund Narrative 254 Mandated Federal and State Programs 256 Estimated Revenue 257 Summary of Revenue 258 Summary of Expenditures 259 Regular Administration 260 Non Program Revenue 262 Other Programs 263 Child Support Administration 265 Temporary Assistance to Needy Families &Administration 267 Aid to Needy Disabled 270 Day Care 272 Old Age Pension 274 Child Welfare and Administration 276 Core Services 278 LEAP Program and Administration 280 General Assistance 282 HEALTH FUND: Graph -- Health Fund Revenue 285 Graph -- Health Fund Expenditures 286 Graph -- Ten Year Trend Data 287 Narrative Fund Summary 288 Summary of Revenue 290 Summary of Expenditures 291 Budget Unit Summary-All Departments 292 Non-Program Revenue 294 Administration 296 Health Promotion 298 Community Health Services 300 Environmental Protection Services 302 HUMAN SERVICES FUND: Graph -- Ten Year Trend Data 307 Narrative Fund Summary 308 Summary of Revenue 309 Summary of Expenditures 311 iv PAGE HUMAN SERVICES FUND (CONTINUED): Head Start Program 312 Migrant Head Start 314 Preschool Fund 316 Job Service (Wagner/Peyser) 318 Summer Job Hunt 320 Employment First Program 322 Youth Crime Prevention Intervention 324 Temporary Assistance to Needy Families 326 Welfare to Work Program 328 Workforce Investment Act -Administration 330 Workforce Investment Act -Adult Program 331 Workforce Investment Act -Youth Program 333 Workforce Investment Act - Statewide Activities Grant 335 Workforce Investment Act- Dislocated Worker Program 336 Educational Lab 338 Americorp Program 340 AAA Administration 342 AAA Support Services 344 AAA Congregate Meal 346 AAA Home Delivered Meals 348 AAA Health Services 350 AAA Elder Abuse Grant 352 AAA Special Ombudsman 354 AAA Single Entry Point 356 Federal Transit Grant 358 AAA Other Programs 360 AAA State Funds 362 Medicaid Transportation 364 Supplemental Foods 366 Community Services Block Grant 368 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 371 Conservation Trust Fund Summary of Revenue 372 Summary of Expenditures 373 Budget Unit Summary 374 Contingency Fund: Summary of Revenue 378 Summary of Expenditures 379 Budget Unit Summary 380 Emergency Reserve Fund: Summary of Revenue 381 Summary of Expenditures 382 Budget Unit Summary 383 v PAGE SPECIAL REVENUE FUNDS (CONTINUED): Solid Waste Fund Summary of Revenue 384 Summary of Expenditures 385 Code Enforcement 386 Budget Unit Summary 388 CAPITAL FUNDS: Narrative Summary of Fund 391 Summary of Revenue 392 Summary of Expenditures 393 Budget Unit Summary 394 Long Range Capital Projects Five-Year Plan 395 PROPRIETARY FUNDS: Narrative Summary of Funds 427 Ambulance Enterprise Fund: Summary of Revenue 428 Summary of Expenditures 429 Budget Unit Summary 430 IGS - Motor Pool Fund Summary of Revenue 432 Summary of Expenditures 433 Budget Unit Summary - Motor Pool Equipment 434 Budget Unit Summary - Motor Pool Administration 438 Health Insurance Fund: Summary of Revenue 440 Summary of Expenditures 441 Budget Unit Summary 442 Insurance Fund: Summary of Revenue 445 Summary of Expenditures 446 Budget Unit Summary 447 PBX - Phone Services Fund: Summary of Revenue 449 Summary of Expenditures 450 Budget Unit Summary 451 Weld County Finance Authority: Summary of Revenue 453 Summary of Expenditures 454 Budget Unit Summary 455 GLOSSARY 457 vi PAGE PAY TABLES: Job Code Table 471 Pay Table 474 SUPPLEMENTAL DATA: Miscellaneous Statistics 491 Demographic Statistics 493 General Governmental Expenditures by Function 494 General Revenue by Source 494 Property Value, Construction, Bank Deposits and Other Economic Indicators 496 Property Tax Levies and Collections 497 Assessed and Estimated Actual Value of Property 497 Property Tax Levies - Direct and Overlapping Governments 498 Principal Taxpayers 499 Greeley/Weld County At a Glance 500 Consumer Price Index 501 2002 Inflation Projections (CPI) 502 Employment Cost Index (ECI) 503 Northern Colorado Pay Increases 504 2002 Average Employee Salary Projections - Geographic Location 505 Industry Breakdown 506 Employment Size 507 Rate Range Adjustments 508 Colorado Employment Graphs 509 vii IIIA OQ V uOZUo DII DEPARTMENT OF FINANCE AND ADMINISTRATION a PHONE (303) 356-5000, EXT.4218 res FAX: (303)352-0242 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 111 C. COLORADO December 12, 2001 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2002 budget for operations and capital outlay totals a gross amount of $119,452,897, with a net of $116,893,962 when interfund transfers are excluded. The Internal Service Funds total an additional $7,524,436. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$67,561,385,anticipated fund balances of$25,342,883, and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$45,619,589. Per the Home Rule Charter, the County Council allowed the county to exceed the five percent property tax limitation up to the TABOR limitation for 2002. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK With the sharp slow down nationally after September 11, 2001, Weld County has been impacted less than most areas of the nation because of the continued tight labor market in the county. At the state level the Colorado economy continues to outperform the national economy. Growth was higher and unemployment was lower. In Colorado, the strength of the economy is in high tech, services, and the financial sectors. Tourism also continues to be healthy in the State. Northern Colorado is fairly resilient because of the diversified economy and the fact that jobs are spread fairly evenly among the various sectors of manufacturing, agriculture,government,service industry,and retail. Although some of the high tech companies have slowed, local companies over all are holding up well in the poorer national economy. Local employment growth seems strong and stable. The main increases have come with the financial, construction, and insurance industries. While employment is growing, unemployment in Weld County is typically one-half to one percent higher than the State, due to the agricultural economy and high number of unskilled employees in that sector. Although employment in the agricultural area is good in Weld County, the traditional agricultural institutions are struggling, as they are in the rest of the nation. Family farms and ranches have been experiencing continued low commodity prices for their output while trying to sustain operations and personal living in the face of increased costs. 1 Construction in Weld County is still booming. One of the reasons for the residential boom in Weld County is the average home price in Weld County, which is about$30,000 less than the average price elsewhere in Northern Colorado. This puts some price pressure on housing in Weld County causing inflation in Weld County to be slightly higher than other parts of the State. As one looks ahead to 2002, the local economy is more vulnerable than it has been in the past decade, but all the signs indicate that the economy will continue to grow in the area and remain relatively healthy. There may be some side effects of the slowing national economy in specific companies, but over all, the local economy has and should continue to weather the national slow down fairly well. Some slowing may be a good opportunity for Colorado to think about some of the growth issues that are more and more a concern of the citizens of Colorado. With growth in the area,Weld County and all the local jurisdictions must continue to invest in the infrastructure in order to continue to attract more businesses and jobs to the area. The challenge for Weld County is to take advantage of the economic growth and make investments that will attract new businesses and improve the quality of life for local residents. FOR THE FUTURE As Weld County looks to 2002 and beyond, a number of challenges face the Board and staff to meet the ever changing and growing demands of the county's citizens to maintain the quality of service the citizens have grown to expect from their county government. Major capital projects are planned for the county in the next two to three years primarily associated with the courts and criminal justice system. In the Long Term Capital Plan of the 2002 budget, there is a total of $8,000,000 for new jail construction and $2,500,000 for a new Public Safety Administration Building. The jail construction must be dealt with in conjunction with the space needs of the courts. A space planning study was done in 2001 to evaluate the best course of action for jail and court expansion. The decision was made to consolidate both jails at the new jail site with the expansion of 226 inmate beds,and close the Centennial Jail. To accommodate future court expansion the Sheriff's patrol and administrative units will be moved to a new Sheriff's Administrative Building at the end of 2002. The move of the Sheriff's Office and jail to the Weld County Business Park will free up space in the Centennial Complex for future court expansion. It is anticipated that up to four judges may be approved for Weld County by the Colorado State Legislature in the next four years. This will require four new courtrooms and office space for court support staff. Over the next ten years the Courthouse and adjacent Centennial Complex will be devoted entirely to judicial functions. Public safety will continue to have a significant impact on future budgets. The impact is due to the growth in the county putting demands on the criminal justice system, plus the public's continued demand for more law enforcement, traffic enforcement, rigorous prosecution of crimes, and more and longer incarceration of criminals committing crimes. All of these factors impact the court space needs, District Attorney's Office, Sheriffs patrol unit, and jail space needs and costs. It is a tough job for the Commissioners to determine how much financial support to provide to the criminal justice system in Weld County, balanced against all the other demands for service in the other functional areas of the county. Growth in the county has 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 needs to be mitigated. Although the county has made tremendous 2 progress over the last twenty years in improving the overall condition of roads and bridges, the growth is adding a whole set of new problems. The character of many county roads has changed from rural to urbanized due to the traffic volume demanding a higher capacity and level of service. Even though the county has increased funding and imposed a traffic impact fee in high growth areas, additional investments may have to be made in the future to the keep the transportation system at an acceptable level. The Public Works budget got a badly needed infusion of added resources due to the County Council allowing the county budget to exceed the five percent Weld County Home Rule Charter by $2,675,472, which corresponds to the TABOR tax limitation. The added resources will be used to enhance gravel roads and dust abatement at a cost of $535,950. $1,487,212 will be put into contract services to enhance paved roads by accelerating the capital improvement plan and developing roads that are part of the strategic road plan. Due to the fifty-percent shareback provision of property taxes with municipalities, an additional $652,310 will be granted to municipalities in the county. With the added funding approved by the County Council, gravel roads will be improved in several ways. Two additional grader districts will be added bringing the total number of districts to 32 at a cost of$134,400 per year. Overtime of$51,250 will be added to allow grader operators to work when weather conditions create an opportunity to better work the surfaces of the roads. A program to mix different soil types on the road surface to create soil mixture that is easier to maintain will cost $50,000 per year. Finally, a roving crew of grader operators and water trucks will work on specific gravel roads that need extraordinary maintenance or enhancement, at a cost of$289,200 per year. Besides transportation and public safety the population growth has had other impacts on the county that will continue. Growing demand for county services is being experienced in all of the county departments besides those directly related to growth, such as Planning and Building Inspection. The growth adds strain to the provision of services and to the finances of the county, especially with the fiscal constraints of the TABOR property tax and revenue limitations, as well as the Weld County Home Rule Charter five percent property tax growth limit. The opening of the Southwest Weld Administrative Building is an example of the county responding to growth and demand for services in concentrated population centers in decentralized areas of the county away from the county seat of Greeley. It is projected that the demand for services in Southwest Weld will continue for many years as the area is on the fringe of the north Denver metro area and Boulder County, where growth is happening at a rapid pace. The Southwest Administrative Building has been designed to accommodate more facilities over time to respond to the area's future growth Basically, in 2002 and in the future, the Weld County Commissioners' primary consideration in planning any new budget will be identifying available revenues to offset growing expenditures. Since a third of the county's revenue is from property tax,the property tax revenue limits of TABOR and the Weld County Home Rule Charter will require a prudent approach to the levels of service that impact expenditures beyond current budget levels. Without voters' approval, growth from property tax revenues can only be realized if the assessed value increases, either through reappraisals or new construction which adds properties to the tax roll. The paradox is that although growth adds a demand for services, continued growth and economic development is essential for the long term financial viability of Weld County government and its citizens. 3 GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service, and Enterprise Funds total $113,180,974, in 2002, an increase of 13.85 percent over 2001. The amount of revenue from various sources and the changes compared to 2001 are shown in the following tabulation: Increase Percent (Decrease) Revenue Sources Amount of Total from 2001 Property Taxes $ 45,619,589 40.3% $ 6,844,627 Other Taxes 4,595,000 4.1% 505,000 Licenses and Permits 2,098,900 1.9% 273,600 Intergovernmental Revenue 34,010,502 30.0% 2,301,745 Charges for Services 5,061,351 4.5% 338,851 Ambulance Fees 6,210,000 5.5% 1,316,404 Miscellaneous Revenue 4,583,296 4.0% 775,328 Fee Accounts 3,878,000 3.4% 380,000 Internal Service Charges 7,124,336 6.3% 1,032,472 Total $113,180,974 100.0% $ 13,768,027 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total $124,418,398, for 2002, which is an increase of 15.29 percent over 2001. The amounts by function and the increase over 2001 are as follows: Increase Percent (Decrease) Expenditure Sources Amount of Total from 2001 General Government $ 18,327,943 14.7% $ 2,518,543 Social Services 13,707,583 11.0% 1,426,400 Road and Bridge 20,215,276 16.3% 2,950,429 Public Safety 21,906,649 17.6% 383,070 Human Services 10,361,375 8.3% 982,193 Health 5,180,458 4.2% 630,613 Capital 12,064,555 9.7% 6,879,555 Public Works 748,370 0.6% 68,974 Contingency 5,500,000 4.4% (1,450,000) Miscellaneous 1,841,777 1,5% (299,350) Culture and Recreation 537,151 0.5% 42,490 Auxiliary 506,057 0.4% 21,708 Ambulance 5,996,768 4.8% 1,103,172 Internal Services 7,524,436 6.0% 1,239,272 Total $ 124,418,398 100.0% $ 16,497,069 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 2002 and generated revenue of$6,210,000. 4 Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2002 program is funded at $12,064,555 with $8,005,555 from property tax, $300,000 from an Energy Impact Grant,and $200,000 from interest earnings. Anticipated projects include Phase II of the North Jail ($8,000,000), Public Safety Administration Building ($2,500,000), the replacement of the Galeton grader shed ($165,000), parks/recreation ($125,000), and special projects ($165,000). In addition, $1,109,555 will be reserved for the construction of Phase II of the North Jail Complex. A$3,559,000 beginning fund balance and a $1,109,555 ending reserve fund balance is anticipated. Debt Administration: In 2002, 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 sixty-six 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 and Administration Buildings totaling $8,260,000. 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 2002 is $2,370,500. 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 2002, Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy will be 20.559, down 1.479 from last year. Under the TABOR mill levy limit, the 1.479 mill reduction will be classified as a temporary mill levy reduction. The assessed value for the 2002 Budget is$2,218,914,665,which is up$459.5 million,or 26.11 percent over last year. All classes of property increased in assessed value for the year, except natural resources, which is down $510,930, or 7.06 percent; agricultural property, which is down $14.3 million, or 13.77 percent; and industrial, which is down $9.6 million, or 5.77 percent. Residential property is up$128.2 million, or 21.52 percent; commercial property is up $32.4 million, or 10.32 percent; oil and gas is up $289.6 million, or 87 percent; vacant land is up $22.1 million, or 46.4 percent; and State assessed property is up $11.5 million, or 6.05 percent. There is an actual value increase of new construction of$652 million, or nearly a 7.8 percent increase in actual value. 5 Employee Compensation Pay: The 2002 budget reflects a salary adjustment of four percent. The Board approved the continuation of the health insurance coverage with Blue Cross/Blue Shield with no changes in coverage. Program premium options changed with the county going to a four- tier premium plan and contributing$130.00 towards dependent coverage for those employees who had dependent coverage as of December 1, 2001. In response to employee requests, the Board offered 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. Fund Balances: County fund balances continue to remain very healthy with an anticipated $25,342,883 to begin 2002. This is the highest level in many years. The strong fund balance figures have been sparked by a strong local economy. The ending fund balances are projected at $14,105,459. 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 2002, and if no emergencies or unforeseen events happen the amounts should be in the ending fund balance. The only fund balance earmarked is $1,109,555 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 $20,715,014. MAJOR FACTORS IMPACTING THE 2002 BUDGET The format of the budget summaries in the 2002 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. The significant factors impacting the 2002 budget are primarily attributed to the growth in the county, opening of the Southwest Weld Administrative Building, increased energy costs, construction of additional jail space and Sheriff Administration Building, and the general election in 2002. The Election budget is up $261,053 in order to conduct the 2002 primary and general elections. Opening of the Southwest Weld Administrative Building will add over$80,000 in costs for the maintenance of the building, plus added staff in Motor Vehicle (2), Planning (1), and Sheriff's Office (1)for costs of approximately$140,000. The Assessor has requested $82,854 for two additional positions for data collection of new construction due to the growth in the county and one office technician for the workload associated with the new Homestead Exemption program approved by the voters in 2000. The District Attorney has added a clerical position ($30,864) for imaging of juvenile records, plus picked up the funding of the Drug Task Force attorney($82,458) that is no longer funded by grant dollars. Planning has added another Planner ($48,477), and upgraded staff positions ($14,756) in order to deal with the increased caseload brought on from all the development in the county. Utility costs have increased $220,000 over last year's budget due to increased energy costs for county facilities. Computer Services are up $128,440 to implement the new e-government strategy for the county and $193,133 for additional computer hardware and software. Other miscellaneous cost increases are attributed to growth in service and minor inflationary cost trends for services and supplies. 6 Public safety is up $910,134 when the $1,250,000 800MHz grant for 2001 is adjusted out of the calculation. The Sheriffs Office budget accounts for $468,356 of the increase, even without funding an additional amount of $446,880 for an additional investigator and overtime increases. The traffic unit grant has an increase of$96,765, and patrol operations have increased $173,974. Jail costs are up$244,578 to cover added costs due to inflation and inmate population growth. The new pre-trial supervision program ($135,000) and upgrades of program supervisor positions ($39,473) make up most of the increase in the jail budgets. Other Sheriff programs are only up slightly. Communications and the criminal justice record and computer system are up $157,647 for additional computer and dispatch staff to cope with the growing workload. Community Correction which is 100 percent funded by the state is up $73,184. Building Inspection is up $192,891 due to an addition of 2.5 positions and added charge backs from Planning of$40,000. Building Inspections increases are all due to the continued growth in construction in the county. Pest and Weed is up $29,370 for staff upgrades to keep pace with the labor market. As stated earlier, the Public Works budget got a badly needed infusion of added resources due to the County Council allowing the county budget to exceed the five percent Weld County Home Rule Charter by$2,675,472, which corresponds to the TABOR tax limitation. The added resources will be used to enhance gravel roads and dust abatement at a cost of$535,950. $1,487,212 will be put into contract services to enhance paved roads by accelerating the capital improvement plan, and developing roads that are part of the strategic road plan. Due to the fifty percent shareback provision of property taxes with municipalities, an additional $652,310 will be granted to municipalities in the county. With the additional resources and adjusting out the two bridge grants totaling $1,928,560 from last year, Public Works will be funded at a level of$20,215,276, which is up $4,761,129 in state and local dollars. Other significant changes are Engineering being up$51,917 for a GIS technician to maintain Public Works' database in the GIS system as part of the GIS implementation plan. The county subsidy to the Health Department is up $174,526 all due to cost of living salary increases for the employees. The last annual rental payment for the Human Services Building lease/purchase agreement is up$226,020 on a one time basis, and then the building is paid off by the county.The Non-Departmental budget is up$64,010 for professional services and miscellaneous unanticipated items. The Social Services budget for 2002 is down$475,000 in local dollars, but the total budget amount of$13,707,583 is up $1,426,400 funded by state and federal dollars. A major impact on the 2002 budget is the capital projects that include Phase II of the North Jail ($8,000,000), construction of the Public Safety Administration Building ($2,500,000), the replacement of the Galeton grader shed ($165,000), parks/recreation ($125,000), and special projects ($165,000). Finally,$1,350,451 is included fora four percent salary increase and health insurance rate increase in 2002. On the revenue side of the budget, property taxes are set at$45,619,589,with the County Council approval to exceed the Home Rule Charter five percent property tax limit to equal the TABOR limit for 2002. Severance taxes are up $5,000, indirect cost revenues are up $140,076, oil and gas leases are up $20,000, and cable franchise fees are up $5,000. Permits from Planning and Building Inspection are up $274,600. Charges for services are flat. Miscellaneous revenues are up $775,328 due primarily to interest revenues resulting from the higher interest rates and larger reserve balances and a different budget treatment of transfers. Clerk and Recorder fees are up $300,000,and state and federal revenues are up$2,301,745,with the increases in Social Services, Human Services, Health grants, Community Corrections and Sheriff's grant increases offset by a $1,000,000 decline in the 800MHz Energy Impact grant funds. Specific ownership taxes are estimated at $4,500,000, up $500,000, due to increased motor vehicle purchases. Paramedic Service fees are up$1,316,404 with an eight percent rate increase. Other revenues remain stable and healthy with the good economic conditions currently being experienced in Weld County. 7 The 2002 Proposed Budget contains adequate resources to provide a level of service similar to 2001. 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 budget reductions, and managing of land use changes associated with a growing economy. Many tough decisions associated with implementation of programs, and how they are to be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials,department managers,and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county, and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street, Room 317, Greeley, Colorado. Very _ / truly yours,/taDonald D. Warden, Director Finance and Administration 8 ill GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1, 2001 President Executive Director 9 oavxmo0 2002 BUDGET PLAN The Mission Statement of Weld County reads as follows: Provide uncomplicated, unburdensome, ethical government responsive to the people of Weld County. The budget process provides a comprehensive method of achieving this mission and accountability to the citizens of Weld County. In addition, the budget process can assure that the highest standards of stewardship have been adhered to in determining the amount and use of public resources. The goal of the budget process is to develop a financial operating plan which will provide for and insure the health, safety, and welfare of all residents of Weld County. Further, to facilitate the orderly and efficient delivery of county government services as prescribed by the Home Rule Charter, state statues, federal and state mandates, and citizen input. Finally, to promote an organizational culture which fosters access to information and citizen awareness about Weld County. Weld County's budget approach is a reflection of its status in the hierarchy of governments, revenue trends,local circumstances,and its commitment to provide efficient and effective services. It is clear that local governments, such as Weld County, are operating in a new environment. It is an environment that has both opportunities and challenges that promise more room for growth, exercise of imagination, responsibility, and accountability than we have known in the past. The key challenge will be to define what must be provided in areas of public services and goods and the most efficient and effective manner in which to deliver them. The manner in which Weld County government meets the challenges ahead will be best decided in an atmosphere of continuing cooperation and interaction between citizens and their government. Although the financial health of Weld County government is currently excellent, it is important to look to the future issues, possible problems and alternative solutions to those problems. Besides the traditional role of budgeting to responsibly manage available current year funding, there must be a continued emphasis on long-term planning, recognition of the cumulative effects of individual decisions, an awareness of changing realities, flexibility to citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. State and local governments are in the middle of a slowing economic period. Competition for limited public funds has been steadily increasing. The passage of the TABOR Amendment in 1992 made budgeting for the State of Colorado and local governments more challenging. The TABOR Amendment limits the amount of revenue that can be collected; the amount of expenditures that can be made; and requires that the mill levy remain constant unless voters approve a change. These state and local financial constraints are complicated by the efforts at the federal level to limit the growth of the federal budget, provide federal tax cuts, and restructure the historical funding relationship with state and local governments. In addition, all county services are experiencing pressures for more demand for services due to the growth in the county. Because of all this, having departments and agencies balance revenues to expenditures will be more difficult. The budget process requires critical reviews of the level of services being provided throughout the county and must address the need to perform more efficiently. All programs must be reviewed in the 2002 budget process to achieve a continued level of efficiency in the county. 11 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. (County Council did grant approval to exceed the Home Rule Charter five percent property tax limitation by $2,675,472.) > Unless a change is legally mandated, the county's share of partnership programs will not increase, it will decrease wherever possible. Local dollars will not displace federal or state reductions. > Program managers and the public will be made aware of the proposed service reductions as soon as possible. > Early warning sessions will be held in September addressing budget issues identified early in the process. > All county departments and offices will receive a set target amount for 2002 before budget preparations begin. > A target of ten percent off the 2001 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 2001 level in the Final Budget process. Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount. > Fringe benefits will be left at the current level of benefit. Health Insurance is expected to increase 15 percent to keep up with medical costs. > Outside agencies will be treated like county departments, since most provide contractual services. > Any 2002 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 2002 target amount by all budget units. > Self-supporting budgets will float at the 2001 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. 12 > 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 2002 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 2002, while accomplishing a balanced budget. The 2002 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. > Welfare reform continues to be implemented effectively. > 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. > Capital and operational resources must be provided to accommodate the growing jail population. 13 2002 BUDGET CALENDAR May 1 Board review of 2002 budget plan. May 9 - 13 Director of Finance and Administration discusses target budgets and 2002 budget plan with department heads and elected officials. June 15 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 15 Elected officials and department heads submit PBX phone service requests to PBX. June 15 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. July 5 Submit budget request to Finance. September 13 Early warning budget work session and community agency requests. July 5 - September 12 Finance office review. September 13 Budget Message to Board and transmit Proposed Budget to Commissioners. October 16-19 Budget work session hearings with Commissioners and elected officials and department heads. November 14 Publish notice of final budget hearing. October 20 - December 11 Prepare final budget. December 12 Public Hearing to adopt mill levy. December 12 Public Hearing on Final Budget, 9:00 a.m. 14 POINTS OF ISSUE AND POLICY MATTERS EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"user friendly"document, designed to enhance policy makers', managers', and citizens'understanding of major issues, resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review,and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives,and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and. evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. The budget and management system is supported by the Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. 15 In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 16 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION FO N Analyze Community Needs CommunityF Develop County-Wide Goals Long Range Planning Assessment Assess Prior Years Performance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy ./ff \ SUPPORT PROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Alternatives Accounting System Design Program Review Program Fiscal Control Define Program Cost'Accounting by Program Performance Objectives Relate to Present Examine and Evaluate Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports Service di/ Delivery BUDGETING BASED;ON PROGRAMS, PERFORMANCE, PERIODIC_ PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 17 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY VCOMMISSIONERS BUDGET POLICIES FIUDGET:PRQC $S IMPLEMENTATION AND RESULTS OF STRATEGIC d8JECT S REVENUE POLICIES MAJOR PROGRAM GOALS POLICY DIRECTIONS': SPECIFIC REVENUE ASSUMPTIONS ACCOUNTING POLICIES POLICY MATTERS/POINTS OF ISSUE INVESTMENT POLICIES WORKLOAD DATA CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES BUDGET GUIDELINES SIGNIFICANT CHANGES ALLOCA11ON OF fESOURCE4lik. /i DEPARTMENT BUDGET UNITS 18 WELD COUNTY MISSION STATEMENT Provide uncomplicated, unburdensome ethical government responsive to the people of Weld County. 19 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. Note: The strategic goals should be continually reaffirmed through a community assessment to insure that they are what the people of Weld County want. 20 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES In implementing the strategic objectives of Weld County there were a number of initiatives that have taken place. In the 2001 Budget Weld County had benchmarks and measurable standards to improve the services of Weld County. The format of the budget summaries in the 2002 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 need for satellite campuses to provide more accessibility and better services to the citizens, the county began construction of the Southwest Weld County Administration Building in the Del Camino area. The facility will be the second satellite facility in the county and will provide the full range of county services. The facility will be fully operational by the beginning of 2002. Strides are being made for 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. In addition, in the area of technology, Weld County did a full assessment of e-government and developed an e-government strategy this last year.The e-government report and recommendations have been completed. Weld County citizens have high expectations that their county government will be innovative and find economical approaches to information dissemination and providing services. To respond to these expectations Weld County is going to have to use technology as a tool to help staff meet the growing demands of the public. With the Internet or e-government being one of the leading trends in technology to accomplish improved communication and more efficient services, Weld County has little choice but to embark on a strategy to utilize e-government applications. Weld County's decision, in 1993, to go to a client server environment and build a fiber-optical network backbone has put the county in an excellent position to implement the new technologies associated with the Internet and e-government. In addition, most of our application vendors are focusing their resources on technology associated with Internet application. Because of these two factors Weld County is in a great position to take advantage of the new technologies that will be offered. This opportunity will not come without some investment of funds to implement the technology. The costs really depend on the pace of implementation at which Weld County wishes to proceed. A very aggressive approach would cost approximately$225,000 per year to implement through an amendment to the ACS contract. A moderately aggressive approach would be about half that amount, or $128,440, starting in 2002. As more applications are installed the amount could grow to $225,000 per year over the next two to five years. Staff's recommendation is to approach the strategy in a moderately aggressive way through a contract amendment with ACS to provide Web administration resources. 21 Weld County has continued to seek involvement and input from the community of Weld County. In 2001, 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. In the last year a new interactive website was enhanced to disseminate information to, and receive feedback from, citizens. Weld County, Colorado, is a great place to live and work. The geography and climate are difficult to surpass, and the economy remains strong. Large numbers of businesses and people want to enjoy the advantages. There has been tremendous growth in Southwest Weld (the Del Camino and 1-25 corridor), Windsor, and West Greeley. But, there are problems created by the advantages and the growth that has been enjoyed. Skilled labor continues to be in very short supply, and there is growing pressure on our infrastructure such as roads, water, sewer systems and schools. The growth also stresses the County's dedication to maintaining agricultural land and open space. Collectively, the residents of Weld County have to ask, "How fast do we want to grow?" Weld County has worked with all the municipalities in the county the last few years to get intergovernmental agreements for the purposes of coordinating land use. In the last year several such agreements have been signed and are in the process of being implemented. This will allow better coordination of the growth of the county in an effort to maintain the high quality of life in the county. As indicated above, Weld County is growing rapidly, particularly in the southwest corner of the county and the Windsor area. These growing areas need improvements in transportation systems. Some of the jurisdictions have joined with Weld County to conduct a collaborative effort to identify transportation systems to serve these areas, develop uniform transportation infrastructure standards, and implement impact fees to help construct new transportation infrastructure to serve those areas. The county's goals were to: • Develop transportation routes that maximize energy efficiency and maximize efficient use of infrastructure resources. • Develop transportation routes that minimize traffic congestion. • Understand the economic implications of growth on the transportation systems of the two areas and identify ways to mitigate negative impacts. • Understand how regional taxes and revenues related to transportation system funding, particularly impact fees, for the two areas and design a proposal to implement impact fees to complement such taxes and revenues. This effort was completed in 1999 and will compliment what has already been done in the county dealing with the transportation system. In 2002 design for road improvements will be made with the first construction from the new resource beginning in 2002 - 2003. 22 In the area of the Public Works infrastructure, Weld County has turned the corner with its bridge replacement program and pavement management program to finally have a road and bridge system that is at a good to excellent level of condition. This has been a twenty-year process to match the needs of the system and the resources to improve and maintain it. This goal has been accomplished and now must be maintained in the future. In 2001, a complete study of road classification was completed. During the last two years, an aggressive marketing initiative for Weld County was developed through the Economic Development Action Partnership(EDAP). This will create results during the coming years. Major efforts of the Weld County Industrial Development Program are: • Community awareness and involvement • Industrial retention and expansion • Industrial attraction from regional, national and international markets • Weld/Larimer County Revolving Loan Fund (RLF) • Greeley/Weld Urban Enterprise Zone Industrial retention and expansion continues to be the top priority of the economic development program. The best marketing agent for the community is the local company manager who has already found the region to be a profitable place to operate. If the existing industry is not happy, it is not likely to expand its local operation, nor will it recommend the community to others. The program has changed its approach from making the maximum calls it can make in one year to concentrating on quality calls and working with industries to solve their problems and assist them in their expansion plans. The EDAP marketing program can be divided into two primary types of activities: 1. Prospecting for new primary sector companies to join the corporate community;and 2. Working with existing primary employers to encourage their retention and expansion in the Greeley/Weld area. While both activities are integral parts of a successful long-term economic development effort, the general public typically hears a great deal more about the prospecting activities. New industry recruitment tends to be the more glamourous side of economic development, and is looked upon with a great deal more enthusiasm than the typical expansion project. This last year EDAP undertook a targeted industry analysis to identify the industry sectors with the highest likelihood of being attracted to Weld County. The efforts have targeted $12 to $18/hour wage level jobs in industries. The success Weld County has experienced is due to a variety of factors, including: • A stable and diversified economy. Weld County ranks among the top counties nationally in the value of its agricultural products, is the second highest Colorado county in oil/natural gas production, and consistently ranks as one of the top Colorado counties in the value of its manufactured products. • Weld County has experienced a continued, steady population growth rate. 23 • County and city governments are aggressively pro-business, offering planned industrial properties and attractive incentive programs. Portions of Greeley and Weld County have been designated a State Enterprise Zone, allowing qualified businesses to take credit against their state income taxes for equipment investment and jobs. • Weld County's labor force represents the best of all possible worlds. Entry wage rates generally fall in the $5.25 - $7.00 per hour range, and our employees represent a solid Midwestern work ethic. Organized labor represents approximately three percent of our manufacturing workforce. • An excellent transportation system provides easy access to national and growing regional markets. Two interstate highways(1-25 and 1-76)and two U.S. highways(U.S. 34 and U.S. 85)serve the county, and two additional interstate highways border Weld County(1-70 and 1-80). Fourteen motor freight firms and three railroads provide freight service. Commercial air service is provided by 18 carriers operating from Denver's International Airport to 186 cities and nine countries;the airport is an hour's drive from the county's population centers. The new Denver International Airport is located at the southern edge of Weld County,about 45 minutes from Greeley. • Weld County offers an outstanding quality of life. Within a 50-mile radius are located four major universities with the attendant cultural and athletic events, the Denver metropolitan area forms the county's southern boundary, and six major ski areas are located within a two-hour drive. Weld County is home to the oldest philharmonic orchestra west of the Mississippi River,and is the site of the largest civic auditorium in Northern Colorado. Rocky Mountain National Park, 50 miles to the west, offers outstanding outdoor activities. Twelve school districts offer quality education to over 22,000 students. A small town atmosphere, with access to all of the recreational and cultural amenities of larger metropolitan areas, make this an ideal area to work and raise a family. 24 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the county. 2. Analyze new or expanding services, using a common criteria for justification, aimed at identifying mandated and optional programs. 3. Rank, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyze major revenue sources. 5. Eliminate procedures which were not fully utilized in the decision making process of the budget. 6. Identify optional programs and service levels which may be reduced if necessary. 7. Continue refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Utilize the target budget approach. 9. Initiate a strategic planning process. 25 HIGHLIGHTS REFINE BUDGET PROCESS TARGET BUDGET APPROACH COST CUTTING/REVENUE RAISING STRATEGIES PRIORITY RANKING DEFER EXPENSES CREATIVE MANAGEMENT LEGISLATIVE PROGRAM SPECIAL INSTRUCTIONS STRATEGIC PLANNING 26 TARGET BUDGET APPROACH > IDENTIFIES COUNTY'S RESOURCE CAPACITY > ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE > PROPOSED UNFUNDING 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 27 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 28 GOALS OF BUDGET PROCESS > PROVIDES DECISION MAKER WITH NECESSARY INFORMATION > RATIONAL > FAIR > ECONOMY OF TIME > RELEVANT > FLEXIBLE BY DEPARTMENT > MANAGEMENT INPUT > PUBLIC INPUT 29 MAJOR PROGRAM SPECIFIC GOALS > Continue program of a Drug Task Force in conjunction with the municipalities in Weld County (Sheriff) by funding Deputy District Attorney position. > Begin construction of Phase II of the new jail. > Construct Public Safety Administration Building. > Complete mapping of county in the Geographical Information System in 2002. > Respond to federal welfare reform and its impact on Weld County programs. > Expand the service level of the household hazardous materials program and cleanup program and recycling programs. > Complete the 2002 Public Works Work Plan and develop strategic transportation system. > Continue the four-year project to implement a new 800 MHZ radio system. > Fund the operational costs of the new community building at Island Grove Park. > Finalize the update of the Weld County Comprehensive Plan. > Increase Sheriffs patrol by three additional officers for a total of six to do traffic control via a CDOT OHS grant. > Begin implementing the long-term strategy for use of e-government and new technologies in Weld County departments and offices. > Implement Health Department Family Partnership programs funded by the State tobacco settlement dollars. > Open the Southwest Weld County Administration Building for service. > Implement a Pre-trial Supervision Program in the jail. > Implement GASB-34. > Implement new strategic plan to improve gravel roads by adding two grader districts, mixing soil bases, allowing more overtime for operators, and creating a roving crew to work on problem areas. 30 2002 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 2001's budget presentation. > Salaries should be budgeted at the 2001 level. Any salary increase for a class unique to a department must be absorbed in target amounts. > All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services. This is a follow-up to work over the last five years. > Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified. > Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in October. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90 percent of target. 31 > In reviewing the 2002 budget request,the Department of Finance will use criteria developed in the Budget Manual to develop preliminary recommendations to the Board of County Commissioners. The Department of Finance will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose, objectives, departmental priorities and rank, achievements and benefits expected, means, if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether or not all cost cutting and revenue generating strategies have been applied. > Unless a significant organizational change has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2002 budget process. 32 2002 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used in conjunction with your Budget Manual for submission of your 2002 budget. 1. All budgets (including Enterprise and IGS) must be submitted by July 5, 2001. 2. All departments are requested to submit, on or before June 15, 2001, the following items that will be part of your 2002 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 2002. Unplanned moves will only be done if absorbed in the 2002 budget. 3. Salary and fringe benefits will be budgeted at the 2001 level. Any anticipated increase over the 2002 level must be absorbed in target amount. 4. For budgetary purposes, please use the 34.50 per mile reimbursement rate in developing your 2002 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 increase to 35¢ in 2002. 8. The target budget amount provided to your budget unit(s)can only be adjusted after discussing it with the Director of Finance and Administration in order to coordinate the overall target amounts. 9. Any amount in excess of the 90 percent target amount must have a form #01-807-914 (Appropriation Request Exceeding Target Budget Level) for the regular budget. TABOR budget target will be provided to each department also. 33 10. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2001. See Finance for exact format. 11. Any 2002 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 2002 budget process. 12. Early Warning Budget Hearings will be held in September. 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. 34 2002 PROGRAM ISSUES > Cope with the continued growth and development in the county. > Implement a Pre-Trial Supervision Program in the jail. > Continue development of a Geographic Information System (GIS). > Begin services at the Southwest Weld County Administration Building. Develop a transportation system to accommodate growth in the 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 Phase III of the 800 MHZ radio system. > Implement e-gov strategy. > Begin the construction of a new 226-bed jail expansion. > Begin the Family Partnership Program in Health Department. > Continue second year of CDOT traffic enforcement grant. > Implement a health planning function in the Health Department. > Complete construction of the Public Safety Administration Building. > Implement gravel road improvement plan. 35 BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms: • Budget Process • Program Policy Changes/Impacts • County Strategic Objectives • Revenue Policies and Assumptions • Policy Directions • Significant Budget and Accounting Policies • 2002 Budget Guidelines The overall county budget policies are reflected at the program level on each of the"Budget Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact operations, service levels and/or finances at the program level. In addition, comments on the summaries explain implementation issues and provide objectives and workload data for monitoring purposes. The"Budget Unit Summary"has been structured as follows to accommodate the governing board and public reader: • Department Description • Resources • Summary of Changes • Objectives • Workload Measures • Staff Recommendations NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of Finance and Administration shall cause the policies adopted or approved by the Board of County Commissioners to be implemented in the county as required by the Board of County Commissioners and insure that the activities of the departments are consistent with the policies determined and set by the Board of County Commissioners. 36 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2002 budget. 1. Wherever possible,those receiving the benefits of a government service should pay for what they receive in full through current fees, charges, and other assumptions. 2. Continual search for new sources of revenue shall be made to diversify the county's financing plan. 3. The county shall seek the establishment of a diversified and stable revenue system to shelter the county from short run fluctuations in any one revenue source. 4. Estimated revenues are conservatively projected. 5. Proposed rate increases are based upon: A. Fee policies applicable to each activity. B. Related cost of the service provided. C. The impact of inflation in the provision of services. D. Equitability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board, and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources, with a specific ending date, shall not be projected beyond the date. 9. Assume a local economy similar to 2001, historical growth rates, and interest rates of an average of 4.50 percent throughout 2002. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation, as approved by the County Council to exceed the Home Rule Charter five percent property tax limitation by$2,675,472 for 2002. 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. 37 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation. Set at TABOR limit for 2002. Specific Ownership Tax: Anticipated to remain at the historical level of 9.5 percent of property tax. Building Inspection and Planning Permits: Based upon continuation of 2001 land use and construction activity level with 2002 rates applied. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. Police Service Contract: Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,020 with two percent waiver rate. Earning on Investments: Calculated on an average earnings rate of 4.5 percent on approximate average balance of$45,000,000. 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 2002. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues are based upon 2000 Indirect Cost Plan approved by HHS. 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 four percent growth factor due to car price increases. Highway User's Tax: Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced. 38 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, 2001. Health Fees: Based upon historical patient/client caseload with 2002 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 2001. State Lottery: Funded at the current level, with no anticipated legislative changes. Solid Waste Fees: ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators. Ambulance Fees: Calculated based upon 2000 - 2001 call volume plus eight percent rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. Department Of Correction (DOC) Inmate Reimbursement: Revenue based upon average holding of 20 DOC inmates at $48.43 per day, per inmate. Work Release Inmate Fee: Based upon average of 80 work release inmates per day. 39 POLICY DIRECTIONS 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 unfunding 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 40 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. 41 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS Continued implementation of community-oriented policing program in Sheriffs Office. Fully fund Deputy District Attorney for Drug Task Force due to grant funds not being available. Complete all mapping to implement the Geographical Information System (GIS). > Continue the implementation of welfare reform in Weld County. Add a Health Planner to perform health planning and analysis tasks. > Funding for operations of new community building at Island Grove. > Additional Building Inspections and Planning staff to accommodate growth demand. • Finalize update of the Weld County Comprehensive Plan. Addition of three Sheriffs Deputy positions via a CDOT Office of Highway Safety grant for traffic control. • Continue a four-year process to convert the Regional Communications Center to an 800 MHZ radio system. Additional Clerk and Recorder staff in Motor Vehicle to deal with increased service demands and opening of Southwest Weld County Administration Building. > Add three data collectors for Assessor to deal with new construction. > Create a pre-trial supervision program as part of jail population management strategy. • Add an accountant position to Treasurer's Office to deal with reconciliation problems. • Open the Southwest Weld County Administration Building. Begin construction of Phase II of County jail. > Add staff to Computer Services to implement e-government strategy. Begin the Nurse Family Partnership Program. 42 • Fund Missile Site Park out of General Fund dollars. > County Council allowed the county to exceed the Weld County Home Rule Charter five percent property tax limitation by$2,675,472 to equal the TABOR limitation for 2002. > Implement the gravel road improvement plan. Begin implementation of the Strategic Road Plan. 43 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BUDGETARY ACCOUNTING BASIS: The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under this method revenue is recognized in the year in which it becomes both measurable and available as net current assets. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of a material amount and not received at the normal time of receipt, primarily consists of state highway users tax; property taxes,assessed in 1999 payable in 2000; and 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. 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. 44 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, C.R.S., provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, C.R.S., provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later . than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes, as well as property taxes for all school districts, cities and towns, and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent, except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and, if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate,and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR)effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 45 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, $600,000 will be covered by Federal deposit insurance, and the remainder was collateralized with securities held by the pledging financial institution's trust departments or agents in the county's name. Investments: Statutes authorize the county to invest in obligations of the U.S. Treasury, agencies, and instrumentalities,commercial paper,and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. The county's investments are categorized to give an indication of the level of risk assumed by the entity. Category 1 includes the investments that are insured or registered or for which the securities are held by the county or its agent in the county's name. Category 2 includes uninsured and unregistered investments for which the securities are held in the county's name. No funds are in the form of mortgages in Category 2. Interest revenue is projected on the basis of an average interest rate of 5.5 percent in 2002. 46 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five-year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range county-wide Capital Improvement Plan for all major capital expenditures within the county after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Projects-Capital projects are defined as those major, non-recurring projects that have a time interval of at least three(3)years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large-scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 4. Annual Action Program-Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget-Acquisitions of general fixed assets are recorded as capital outlay expenditures within the governmental funds. Public domain("infrastructure")general fixed assets consisting of roads, bridges and rights- of-way are not capitalized. No depreciation expense has been provided on general fixed assets. Items of three years of useful life or more, and valued at $5,000 or more, are considered capital items. 47 Depreciation of all exhaustible fixed assets used by Internal Service Funds and Enterprise Funds is charged as an expense against the operations. Depreciation has been provided using the straight line method over the estimated useful lives, as follows: Buildings 20-30 years Land Improvements 20 years Furniture 3-10 years Equipment 5-20 years Unlike the private sector, counties are prohibited from accounting for depreciation directly as an operating expense in governmental funds. Nonetheless, the county's inventory of vehicles and heavy equipment must be replaced as it ages and depreciates. To avoid the plight of other communities whose budgets are balanced each year by short sighted reductions in capital outlay,Weld County has operated under a system of equipment rental appropriations to depreciation reserve funds. In compliance with accounting regulations, internal service funds have taken the place of designated reserves. This practice ensures that funds are on hand when heavy equipment and vehicles are in need of replacement by virtue of their age and past use. Immediate budgetary balancing considerations have become secondary to the broader need for a fleet and equipment maintenance program that considers total cost of capital outlay plus operating,maintenance and repair costs. This financing system also avoids cost comparison problems within and between departmental budgets, which would otherwise vary widely depending upon which year a given equipment item is actually purchased. With each department treated as a "renter" rather than an "owner," central inventory management and expertise becomes possible, resulting in improved operating efficiency. 48 FUND BALANCE AND RESERVE POLICY As required by Article X, Section 20, of the Colorado Constitution, the County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies in the amount which shall be no less than three percent of the fiscal year spending limit. The county will budget a year end fund balance in each property tax-supported fund,other than the contingent and Emergency Reserve Funds, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay for 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 County Commissioners at the time of the adoption of the annual budget. 49 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 one percent of fiscal spending in 1993, two percent in 1994, and three percent in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Department of Public Health and Environment 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. 50 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. 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 Human Services Building. 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. Ambulance Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a county-wide ambulance service for the citizens of Weld County. 51 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS 'ImIlinhogoimitithr }�{{y.yam��{�y{�}�(5f�{[° �� .J .. rSGY� W�Y••[�� ....n ��. .. 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 Treasurer Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Director, Personnel/General Services Printing and Supply Director, Personnel/General Services Personnel Director, Personnel/General Services Computer Services Director, Finance and Administration Geographical Information System Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff 52 Viiiii � .E ....,;: l �a. .a.l. ,.�d�u,.. �;�� :I�kiryl .,, n,:,�.4 .... ,, +��..�klIl""! A�.� �.. .. Drug Task Force 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 Correctional Administration 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 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 Island Grove Building Director, Finance and Administration County Fair Extension Agent Public Works Fund Director, Public Works Social Services Fund Director, Social Services 53 ait t: 5 t od r. . y Et9tt s�?k thf't s a tI i i t,, '�l' ., .,., 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 Ambulance Fund Director, Ambulance Services Motor Pool Fund Controller Insurance Fund Director, Finance and Administration Phone Services Fund Director, Personnel/General Services Health Insurance Fund Director, Finance and Administration 54 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Clerk and Recorder Office Tech III $ 32,546 Office Tech IV 36,218 Treasurer Part-time Office Tech II 26,493 Upgrade to Accountant 9,035 District Attorney: Deputy DA V - Drug Task Force 82,458 Office Tech III - Juvenile/scanner 30,864 Assessor Office Tech III 30,107 Data Collectors (3) 52,747 Victim Assistance: Office Tech II (.5 FTE) 16,678 Planning: Planner I 48,477 Upgrade Planner Ito II 14,756 Buildings and Grounds: Southwest Weld Building Costs 80,000 Computer Services: E-government 128,440 Sheriff's Office: Upgrade Crime Analyst 5,844 Upgrade Office III to Booking Tech 2,046 Tech III - SW Weld 31,702 Investigator- SW Weld $ 54,889 CDOT OHS grant (6 FTE): Cost 408,513 Revenue (183,383) Pre-Trial Program (2 FTE) 135,000 Overtime 340,200 Coroner Office Tech II 1,008 Communications 139,647 55 FUNDING INCLUDED EXCLUDED Building Inspection: Building Inspection (2.5 FTE) $ 107,768 Health: Health Planner (.5 FTE) 27,495 Upgrade Chemist 2,586 Create EH Specialist III Classification 10,009 Solid Waste Action Group (.75 to 1 FTE) $ 18,458 Pest and Weeds: Upgrade Weed Techs 53,095 CDSI 46,125 98,219 Convention and Visitor's Bureau 5,000 Island Grove Regional Treatment Center 25,000 North Range Behavioral Health 135,875 10,000 A Kid's Place 8,500 Outreach United Resources 8,000 Humane Society (3 day versus 5 day holds) 7,119 Missile Site: General Fund 50,342 Engineering: GIS Tech 43,235 Engineer 62,748 Public Works: Maintenance Support - Upgrade 4,544 Maintenance Support - 2 Temp to Full-Time 13,322 Bridge - Upgrade 3,491 Motor Grader-Additional Foreman 50,523 Trucking - Upgrade 11,387 Ambulance: Rate Increase (8%) n/a n/a Motor Pool: Public Works equipment n/a n/a TOTAL $ 1,700,584 $ 626,542 56 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 four 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 $ 1,350,451 Road and Bridge Fund 168,088 Health Fund 184,303 TOTAL $ 1,702.842 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 four percent increase is included in the Social Services budget. 57 2002 HEALTH INSURANCE 2002 Insurance rates are as follows:i i f� .: , ��: .,3,,.�� L9� ��o�� So ort i ,,,,,,,a sp�i t .t Employee: Health $ 248.68 $ 260.37 $ 321.60 DentalNision 13.00 13.00 13.00 TOTAL $ 261.68 $ 273.37 $ 334.60 Employee $ 16.00 $ 27.69 $ 88.92 County 245.68 245.68 245.68 Spouse Only: Health $ 224.37 $ 283.26 $ 291.34 DentalNision 13.00 13.00 13.00 TOTAL $ 237.37 $ 296.26 $ 304.34 Total Employee $ 123.37 $ 193.95 $ 263.26 Total County 375.68 375.68 375.68 Children Only: Health $ 206.42 $ 259.65 $ 261.61 DentalNision 13.00 13.00 13.00 TOTAL $ 219.42 $ 272.65 $ 274.61 Total Employee $ 105.42 $ 170.34 $ 233.53 Total County 375.68 375.68 375.68 Spouse and Children: Health $436.05 $ 525.28 $ 553.18 DentalNision 26.00 26.00 26.00 TOTAL $ 462.05 $ 551.28 $ 579.18 Total Employee $ 348.05 $ 448.97 $ 538.10 Total County 375.68 375.68 375.68 Employee Costs: 2001 $ 360.64 $ 387.94 $ 531.95 2002 348.05 448.97 538.10 DIFFERENCE ', - 12.59 '• 61.03 I. 6.15 An additional $24.32 per month surcharge will be paid by the County for each single coverage in 2002 to reimburse the Health Insurance Fund for the$260,000 up-front premium. Beginning in the 2002 Budget,Weld County will,for the first time, contribute$130.00 towards dependent coverage. There will be a one-year waiting period for employees enrolling for dependent coverage before the $130.00 contribution begins. 58 PLAN COMPARISON a?_ � =tdrCCISFOM 3gniCyt�l�-' liinimir I4ME3, HMO NonHMO 1 LLtt3 Lifetime Maximum Unlimited Unlimited $1 Million $1 Million Office Visit Co-payment $15 $15 n/a n/a Preventive Care Co-payment $15 $15 Not Covered Not Covered Emergency Room Co-payment $50 $50 n/a n/a Hospital Admission Co-payment $100 $100 n/a n/a Outpatient Surgery Co-payment $25 $25 n/a n/a Individual Deductible n/a n/a $250 $200 Family Deductible n/a n/a $500 $400 Co-insurance n/a n/a 70-30% 80-20% Individual Max Out of Pocket* n/a n/a $2,750 $1,200 Family Max Out of Pocket* n/a n/a $5,500 $2,400 Pr riti o- am nt 1 4 2 / 4 2 / 4 1 / 2 / 4 *For allowable covered charges including deductible and co-insurance. 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: $.39/$100 compensation EMPLOYEE ASSISTANCE PROGRAM: $.01/$100 compensation WELL: Well program will be continued to all county employees. EXECUTIVE PAY PLAN: Elected Officials,and Chief Deputies have a direct benefit plan for health purposes. MILEAGE: Indexed two cents below IRS mileage allowance rate. 59 SALARY ADJUSTMENTS BY DEPARTMENT r. ti 2t1U7 n.1 4 nog$ 0 i^ • Commissioners $ 418,428 $ 410,674 $ (7,754) County Attorney 426,356 453,372 27,016 Clerk to the Board 117,811 124,587 6,776 County Clerk 477,520 499,114 21,594 Elections 138,036 153,554 15,518 Motor Vehicle 949,265 995,515 46,250 Treasurer 425,310 447,170 21,860 Assessor 1,607,017 1,709,121 102,104 County Council 13,986 14,705 719 District Attorney 2,364,378 2,457,494 93,116 Juvenile Diversion 266,875 276,373 9,498 Victim Witness 236,671 236,671 0 Finance 265,473 274,315 8,842 Accounting 334,217 355,867 21,650 Purchasing 90,247 94,242 3,995 Personnel 336,834 349,580 12,746 Planning 819,094 894,862 75,768 Building and Grounds 1,455,210 1,541,772 86,562 GIS 72,686 77,722 5,036 Printing and Supply 61,911 66,868 4,957 Sheriff Administration 772,196 798,089 25,893 Sheriff Operations 3,269,039 3,529,805 260,766 Traffic 287,422 292,675 5,253 Animal Control 55,733 55,401 (332) Forensic Laboratory 94,416 97,747 3,331 60 , OWI ,+sad!! :at:: ,... . e01 ,d.a ,a=F : lf,Off: Coroner 145,145 157,929 12,784 North Jail 3,378,442 3,557,429 178,987 Centennial Jail 3,176,312 3,373,332 197,020 Building Inspection 774,624 842,788 68,164 Weed and Pest 56,263 60,223 3,960 OEM 56,263 60,223 3,960 Engineering 470,585 487,642 17,057 Missile Park 26,042 27,472 1,430 Extension 216,583 229,137 12,554 Veteran's Office 46,177 49,548 3,371 TOTAL GENERAL FUND $ 23,702,567 $ 25,053,018 $ 1,350,451 P W -Administration $ 411,088 $ 389,941 $ (21,147) P W - Trucking 615,108 651,566 36,458 P W - Motor Grader 1,442,339 1,499,754 57,415 P W - Bridge 906,747 947,528 40,781 P W - Maintenance Support 701,249 725,610 24,361 P W - Mining 487,212 517,433 30,221 TOTAL PUBLIC WORKS $ 4,563,743 $ 4,731,832 $ 168,089 Health Administration $ 348,510 $ 366,726 $ 18,216 Health Promotion 263,494 277,266 13,772 Community Health 1,744,994 1,836,201 91,207 Environmental Protection 1,169,135 1,230,243 61,108 TOTAL HEALTH $ 3,526,133 $ 3,710,436 $ 184,303 61 POSITION AUTHORIZATION CHANGES C ,� ,,gg DUE TO 2002 BUDGET 1111:11itto aT nENT R p 3 irk I` iPii ................................................. e r' TI*N 1000-10400 Clerk to the Board None (Transfer) Office Tech III 1000-11300 Motor Vehicle None Office Tech IV 1000-11300 Motor Vehicle None Office Tech III 1000-12100 Treasurer None Office Tech II 1000-13100 Assessor None Office Tech III 1000-13100 Assessor None (2) Data Collectors 1000-13100 Assessor Appraiser II Data Collector 1000-15100 District Attorney None Office Tech II 1000-15100 District Attorney None (Drug Task Force) Deputy DA 1000-15300 Victim/Witness None .5 Office Tech II 1000-16200 Accounting Accountant III Assistant Controller 1000-17100 Planning (2) Planner I (2) Planner II 1000-21100 Sheriff Administration Office Tech III Booking Tech 1000-21200 Sheriff Operations None SO Manager 1000-21200 Sheriff Operations None Office Tech III 1000-21200 Sheriff Operations Crime Analyst(Grade 21) Crime Analyst (Grade 30) 1000-21210 Traffic Enforcement None SO Deputy II 1000-21410 Drug Task Force Deputy DA None 1000-24420 Centennial Jail SO Manager None 1000-24420 Centennial Jail None Alt. Program Supervisor 1000-24420 Centennial Jail None Dir. Alternative Program 1000-24420 Centennial Jail Alt. Program Supervisors Alt. Program Supervisor (Grade 21) (Grade 27) 1000-23200 Coroner Investigator II (40 hours/ Investigator II (30 hours/ week) week) 1000-23200 Coroner Investigator I (20 hours / Investigator I (30 hours / week) week) 1000-23200 Coroner None Investigator I (20 hours / week) 62 f Wo *a bYi i WD:Tra9 t 5 II t r 1 E pcilii Ir h llsl t,ts,��u5. Y ! � �. t ttY t��((�Ihyi`{3 Yi t '. i3h ' j4H: Y t (�: pJ oEP.A 'tMEN"F Moo ail 1 t s E a l t r QM„C3 F� SI t EI1bN 1000-25100 Building Inspection .5 Office Tech III 1.0 Office Tech III 1000-25100 Building Inspection None Plan Reviewer/ BI 1000-25100 Building Inspection None Building Inspector 1000-31100 Engineering None GIS Tech 2000-30100 PW Administration None Engineer 2000-32200 Motor Grader None (4) Service Worker III 2000-3220 Bridge None (3) Part-time Service Worker III 2000-32300 Bridge None (Transfer from (2) Service Worker III Maintenance) 2000-32400 Maintenance (2) Service Worker III None (Transferred) 2000-32400 Maintenance None (2) Service Worker II (Part-time to Full-time) 2500-41100 Health Administration None .5 Health Planner 2500-41210 Health Promotion 6.05 FTE 7.98 FTE 2500-41300 Community Health 38.35 FTE 42.44 FTE 2560-41400 Environmental Health None 1.5 Env. Health Specialist II 2560-41400 Environmental Health Upgrade Chemist (Grade 37) 2560-41400 Environmental Health Reclassification EHS II (Grade 37) EHS III (Grade 35) 210042110 Social Services Caseworkers 5.75 FTE Caseworkers 6400-17400 Phone Services PBX Operator None (Transfer) 63 Mw lURe. COLORADO SNfld Jo J UYINWfIS ALL FUNDS REVENUE $50,000,000 $40,000,000 E12001 $30,000,000 =2002 $20,000,000 $10,000,000 .■ ��- ® Air r AMP $0 ' 7D1 g CO 3 D N co3 ca CDQ' C w 7 > x ai 3 m o o m CD 3 m co CD o m m w w w a ' m co 2002 Revenue Total: $ 138,523,857 (2001 $ 117,668,942) Property Tax $45,619,589 32.9% Licenses/Permits $2,098,900 1.5% - - Internal Services $7,124,336 5.1% Other Taxes $4,595,000 3.3% -__--- Miscellaneous $4,583,296 3.3% Charges for Services $5,061,351 3.7% Ambulance Fees $6,210,000 4.5% Fees $3,878,000 2.8% ---- = Fund Balance $25,342,883 18.3% Intergovernmental $34,010,502 24.6%-- 65 ALI, FUNDS EXPENDITURES 25,000,000 20,000,000 1 ,. 15,000,000 :, 3 I' l ,'211 10,000,000 -11„,._ r' ■ 5,000,000 3 ��` _ ,:, t J 0 CD -0 n D n 2 -0 O 2 n 2 K 2 D Oo W ZO X > m W m C ig O g r n z > >- 2 C5 m z 2 go r Z D cn g m { CD m W D z z o z sp z n < 0 H O< ≤ m 0 O 2 m m n n m c < Zenni m CD n m m n z z 2002 EXPENDITURES Total $124,418,398 (2001 $107,921,329) Internal Services $7,524,436 6.0% - - - General Government $18,327,943 14.7% Ambulance $5,996,768 4.8% - ---- Culture and Recreation $537,151 0.4% Social Services $13,707,583 11.0% - ;_ 0.0IIIIIiifflittigrflarki -- Road and Bridge $20,215,276 16.2% lt Public Works $748,370 0.6% -- e j c .. ,: ` ' ili ISlIfi!!�h� Ii -- Miscellaneous $1,841,777 1.5% ----------------------------------- - ----- Contingency $5,500,000 4.4% Public Safety $21,906,649 17.6% Auxilary $506,057 0.4% Health $5,180,458 4.2% Human Services $10,361,375 8.3% Capital $12,064,555 9.7% ----- 66 2002 BUDGET SUMMARY OF FUND BALANCES 2002 BUDGET ASSESSFD VALUATION: $2.218.914.665 2001 .:'3002. 2002 2002 ' ' ' 2002 2002 2002 2002 2002 TOTAL 2002 ' .. MILL BEGINNING MILL PROPERTY: INTERGOVT OTHER INTERFUND AVAILABLE APPROP- : ,''ENDING FUND -LEVY BALANCE ; LEVY -:i 'TAXES REVENUE -' REVENUE TRANSFERS FINANCING ; RIATIONS , BALANCE ' 1000 General Fund 15.947 $ 1,820,148 13.164 $ 29,211,606 $ 3,776,195 $ 12,076,511 $ 0 $ 46,884,460 $ 45,073,915 $ 1,810,545 SPECIAL REVENUE FUNDS: 2000 Public Works 1.264 4,000,000 2.259 5,011,530 9,180,000 5,173,746 0 23,365,276 20,215,276 3,150,000 2100 Social Services 1.885 2,883,735 1.280 2,840,898 9,182,950 0 0 14,907,583 13,707,583 1,200,000 2200 Conservation Trust 0.000 400,000 0.000 0 355,000 2,500 0 757,500 355,718 401,782 2300 Contingent 1.194 3,000,000 0.000 0 0 0 0 3,000,000 3,000,000 0 2400 Emergency Reserve 0.000 2,500,000 0.000 0 0 0 0 2,500,000 2,500,000 0 2500 Health Department 0.000 400,000 0.000 0 1,644,708 853,290 2,546,584 5,444,582 5,044,582 400,000 2600 Human Services 0.000 400,000 0.000 0 9,571,649 610,500 12,351 10,594,500 10,194,500 400,000 2700 Solid Waste 0.000 1,000,000 0.000 0 0 1,300,000 0 2,300,000 1,300,000 1,000,000 a' CAPITAL PROJECT FUNDS: 4000 Capital Expenditures 1.435 H 3,559,000 3.608 8,005,555 300,000 200,000 0 12,064,555 12,064,555 0 ENTERPRISE FUNDS: 5000 Ambulance 0.000 325,000 0.000 0 0 6,210,000 0 6,535,000 5,996,768 538,232 GROSSTOTALS,. . „, 21.726 $" 20,287,883 20,311 $ 45,069,589' $ 34,010,502 $ 26,426,547' $ 2,558,935 $ 128,353,456 I $ 1'!9,452;697 $. x$,900,559 INTERFUND TRANSFER 0.000 0 0.000 0 0 0 -2,558,935 -2,558,935 -2,558,935 0 NET TOTALS . : 21.725 $'20,287,883 20.311 $ 45,069,589 $ ' 34,010,502 $ 26,426,547.. $ 0 $ 125,794,521 $ 116,893,962 $ .8,900,559 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 0.000 2,380,000 0.000 0 0 4,495,336 0 6,875,336 4,002,836 2,872,500 6200 Health Insurance 0.000 800,000 0.000 0 0 509,820 0 1,309,820 509,820 800,000 6300 Insurance 0.313 1,700,000 0.248 550,000 0 273,000 0 2,523,000 1,165,600 1,357,400 6400 Phone Services 0.000 175,000 0.000 0 0 878,487 0 1,053,487 878,487 175,000 6500 Weld Finance Corp 0.000 0 0.000 0 0 967,693 0 967,693 967,693 0 NET TOTALS,'S FUNDS ' ' .0,313 $ 5,055,000 0.248 .$ 550,000 $ 0 $ 7,124,336 $ 0 $ 12,729,336. ',"$ 7,524,436 $' 5,204,900 GROSS TOTALS . ALL FUNDS „' 22,038 $25,342,883 !•20.559 $ 45,619,589 $ 34,010,502 $ 33,550,883 $ 0 $ 138,523,857 $ 124,418,398 $ 14,105,453 'Under TABOR mill levy limitation the TABOR mill levy limit is 22.038 mills with a 1.479 temporary mill levy reduction for net 20.559 mills. GOVERNMENTAL FUNDS 2000 - 2002 Summary of Estimated Financial Sources and Uses REVENUES Governmental Fund Type 2000 2001 2002 Taxes $ 39,001,391 $ 42,314,962 $ 50,214,589 Licenses and permits 1,598,075 1,825,300 2,098,900 Intergovernmental 29,930,472 31,708,757 34,010,502 Miscellaneous 3,809,785 3,807,968 4,583,296 Fees 3,184,300 3,498,000 3,878,000 Charges for Services 4,132,664 4,722,500 5,061,351 Total Estimated Financial Sources $ 81,656,687 $ 87,877,487 $ 99,846,638 EXPENDITURES Current: General government $ 14,812,099 $ 15,809,400 $ 18,327,943 Public safety 19,706,592 21,523,579 21,906,649 Public works 15,983,845 17,944,243 20,963,646 Public health and welfare 16,342,071 16,831,028 18,888,041 Culture and recreation 482,161 494,661 537,151 Human services 8,768,782 9,379,182 10,361,375 Miscellaneous 2,442,917 2,625,476 2,347,834 Capital outlay 2,725,000 5,185,000 12,064,555 Contingency/ Reserves 7,352,050 6,950,000 5,500,000 Total Use of Resources $ 88,615,517 $ 96,742,569 $110,897,194 Net Increase (Decrease) in Fund Balance (6,958,830) (8,865,082) (11,050,556) Fund Balance at Beginning of Year 22,786,795 22,777,965 19,412,883 Fund Balance at End of Year-without Unspent Contingencies/ Reserves 15,827,965 13,912,883 8,362,327 Contingencies / Reserves Appropriated but not Spent 6,950,000 5,500,000 5,500,000 Fund Balance at End of Year-with Contingencies / Reserves $ 22,777,965 $ 19,412,883 $ 13,862,327 68 WELD COUNTY 2001 ASSESSED VALUES TO BE USED FOR 2002 BUDGET DIFFERENCE 2001 2000 + or(-) PCT Agriculture $ 94,601,560 $ 108,952,540 $ -14,350,980 -13.77% Commercial 346,693,150 314,250,570 32,442,580 10.32% Industrial 156,169,130 165,725,260 -9,556,130 -5.77% Natural Resources 6,684,200 7,195,130 -510,930 -7.10% Oil and Gas 623,293,310 333,701,460 289,591,850 86.78% Residential 724,047,548 595,845,920 128,201,628 21.52% Vacant Land 69,802,820 47,682,430 22,120,390 46.39% TOTAL COUNTY ASSESSED $ 2,021,291,718 $1,573,353,310 $ 447,938,408 28.47% STATE ASSESSED PROPERTY 200,793,550 189,342,800 11,450,750 6.05% TOTAL ASSESSED VALUE $ 2,222,085,268 $1,762,696,110 $ 459,389,158 26.06% LESS TAX INCREMENT -3,170,603 -3,236,862 66,259 -2.05% NET ASSESSED VALUE $ 2,218,914,665 $1,759,459,248 $ 459,455,417 26.11% * Figures based on final certification 69 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $509,377 $248,712 $758,089 PUBLIC TRUSTEE 4,000 5,467 9,467 CLERK& RECORDER (1,271,163) 0 (1,271,163) ELECTIONS 579,536 74,610 654,146 TREASURER (228,877) 0 (228,877) ASSESSOR 1,899,717 454,627 2,354,344 COUNTY COUNCIL 26,825 5,753 32,578 DISTRICT ATTORNEY 2,605,216 397,277 3,002,493 SHERIFF 942,653 893,612 1,836,265 CORONER 321,337 42,059 363,396 CLERK TO THE BOARD 101,979 0 101,979 TOTAL $5,490,600 $2,122,117 $7,612,717 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $4,610,867 $171,001 $4,781,868 CENTENNIAL JAIL 3,405,103 987,544 4,392,647 COMMUNITY CORRECTIONS 0 15,003 15,003 SOCIAL SERVICES 4,015,898 201,924 4,217,822 HUMAN RESOURCES 12,351 587,456 599,807 PUBLIC HEALTH 1,802,790 583,765 2,386,555 TOTAL $13,847,009 $2,546,694 $16,393,703 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $663,229 $0 $663,229 CRIME LAB 71,094 23,094 94,188 POLICE SERVICES (LEVEL) 3,968,436 163,953 4,132,389 COMMUNICATIONS-COUNTY-WIDE 780,151 0 780,151 COMMUNICATION SYSTEM DEVEL 250,000 0 250,000 E-911 700 0 700 OFFICE EMERGENCY SERVICES 62,343 6,176 68,519 DRUG TASK FORCE $70,248 $6,816 $77,064 TRAFFIC ENFORCEMENT 230,383 0 230,383 TOTAL $6,096,584 $200,040 $6,296,624 70 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP $310,686 $466,575 $777,261 ANIMAL CONTROL 160,870 10,146 171,016 PEST&WEED CONTROL 266,938 44,792 311,730 EXTENSION SERVICE 316,575 185,724 502,299 VETERAN'S OFFICE 54,436 14,480 68,916 AIRPORT 95,833 40,050 135,883 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 51,772 837 52,609 COUNTY FAIR 38,661 5,809 44,470 JUVENILE DIVERSION 224,755 15,003 239,758 DEVELOPMENTALLY DISABLED 46,125 0 46,125 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 95,179 23,784 118,963 WASTE WATER MANAGEMENT 9,379 0 9,379 ECONOMIC DEVELOPMENT 100,000 0 100,000 A KID'S PLACE 8,250 0 8,250 GEOGRAPHICAL INFORMATION SYSTEM 357,762 33,752 391,514 ISLAND GROVE BUILDING 75,000 0 75,000 TOTAL $2,360,596 $840,951 $3,201,547 GENERAL ASSISTANCE: $132,000 $0 $132,000 PUBLIC WORKS $5,011,530 $856,245 $5,867,775 ENGINEERING 748,370 75,335 823,705 TOTAL $5,759,900 $931,580 $6,691,480 CAPITAL: EQUIPMENT $50,000 $0 $50,000 BUILDINGS 8,005,555 0 8,005,555 TOTAL $8,055,555 $0 $8,055,555 SUPPORT FUNCTION COUNTY ATTORNEY $456,351 ($456,351) $0 BUILDING&GROUNDS 2,983,122 (2,983,122) 0 FINANCE&ADMINISTRATION 280,231 (280,231) 0 ACCOUNTING 472,118 (472,118) 0 PURCHASING 101,686 (101,686) 0 PERSONNEL 397,580 (397,580) 0 PBX/PHONES 0 0 0 INSURANCE 550,000 (550,000) 0 NON-DEPARTMENTAL 308,500 (308,500) 0 BUILDING RENTS 967,693 (967,693) 0 COMPUTER 2,364,245 (2,364,245) 0 PRINTING&SUPPLY 29,168 (29,168) 0 TOTAL $8,910,694 ($8,910,694) $0 71 CENTRAL SERVICE COST ALLOCATION PLAN SUMMARY OF 2000 ALLOCATED COSTS APPLICABLE FOR 2002 DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED OFFICE OF THE BOARD $223,812 TRAFFIC ENFORCEMENT $0 PUBLIC TRUSTEE 4,920 PEST&WEED CONTROL 40,308 ELECTIONS 67,140 EXTENSION SERVICE 167,130 ASSESSOR 409,111 VETERAN'S OFFICE 13,030 COUNTY COUNCIL 5,177 AIRPORT 36,040 DISTRICT ATTORNEY 357,503 MISSILE SITE PARK 753 SHERIFF 804,147 EXHIBITION BLDG 0 CORONER 37,848 COUNTY FAIR 5,227 JAIL 1,042,556 LIBRARY 129,183 COMMUNITY CORRECTIONS 13,501 JUVENILE DIVERSION 29,908 GRAPHIC INFORMATION SERVICE 30,373 VICTIM ASSISTANCE 21,403 SOCIAL SERVICES 181,708 PAC DIVERSION 0 HUMAN RESOURCES 528,642 PUBLIC WORKS 770,521 PUBLIC HEALTH 525,321 ENGINEERING 67,793 POLICE SERVICES(LEVEL) 147,539 TASK FORCE 6,134 ANIMAL CONTROL 9,130 SOLID WASTE 21,701 ---, REGIONAL FORENSIC LAB 20,782 COURTS-STATE 279,982 N.' AMBULANCE 308,318 COURTS-COUNTY 228,607 OFFICE EMERGENCY SERVICES 5,558 HOUSING AUTHORITY 44,094 PLANNING&ZONING/BLDG INSP 419,863 OTHER 1,013,825 $8,018,5881 The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 2000, prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2002 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 2002. BEGINNING FUND BALANCE 30000000 3 25000000 20000000 1: ;5 1 �.:,4. 1 Le) 15000000 1 : /3 1 1 10000000 7 7 6�'.b 5000000 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 TEN YEAR TREND TEN YEAR TREND 50- 4, 4 45 ®Gen Gov O Public Safety 40 3. O Roads & Bridges O Health &Welfare 35 3 31 30 - F 2 25 19 20 20 .7 20 17.4 1 p. IV. - 144 14. 14. 14 1 ' 15-- -12-3 ;/ a 1 .a r 1r. _ _ 11 e . 1 - 1 • = ffi . En P 5 _ 1 _ 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Cumulative Percent Increases: Weld County Expenditures WELD COUNTY HOME RULE GOVERNMENT COUNTY VOTERS ) ( Assessor Weld County Council Board of County Commissioners Treasurer County Attorney ) (5 Elected Members) (5 Elected Members) I I I I I I Sheriff 1 Department of Department of Department of Department of � Department or Corrections,Law Enforcement Finance, Central Public Health Planning Public Human - Animal Control,Forensic Lab Purchasing, and and Services Works Services Task o Force,Code Enforcement ffice Emergency Management Personnel Environment Commissioner Commissioner Commissioner Commissioner Commissioner Coordinator Coordinator Coordinator , Coordinator , Coordinator I I I I Health Director Director of Public Works Social Services Clerk and Director of HealthDepa Department Planning Director Director Recorder Finance and Health Board Services Engineering Hospital Board g Social Services — Road and Bridge Recording Administration I Planning and Zoning Pest and Weed Motor Vehicle Building Inspection Election Finance Division Ambulance Board of Adjustment Personnel Services Planning Commission Information Services Director Uniform Building Code Human Services Accounting Utility Board Clerk to the Board - Director Budget Ambulance Services Risk Management I Human Services { Coroner Airport Human Services Board Communications Extension Contract Administration Fleet Management Director Sanitary Landfills Purchasing Buildings and Grounds Extension Service Special Projects Fair Board Veterans'Services Printing and Supply SUMMARY OF COUNTY FUNDED POSITIONS 2002 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET FINAL FINAL DEPARTMENT 2000 2001 2002 2002 CHANGE GENERAL FUND: Office of the Board 6 6 6 6 County Attorney 5 5 5 5 Planning & Zoning 14 16.5 17.5 17.5 + 1.0 Clerk to Board 3.5 3.5 3.5 3.5 Accounting 6 6 6 6 Finance & Administration 2 2 2 2 Clerk & Recorder 40 41 43 43 + 2.0 Elections 4 4 4 4 Treasurer 10 10 11 11 + 1.0 Assessor 37 37 40 40 + 3.0 Personnel 5 5 5 5 Maintenance of Building/Plant 40 41 41 41 Victim Witness 5.75 6.5 7 7 + 0.5 Office of Emergency Mgmt 1 1 1 1 rn Purchasing 2 2 2 2 District Attorney 37.25 41.25 43.25 43.25 + 2.0 Juvenile Diversion 6 6 6 6 Coroner 3 3 3.5 3 Centennial Jail 67 65 67 67 + 2.0 North Jail 74 74 74 74 Sheriff 15 15 15 15 Crime Lab 1 1 1 1 Drug Task Force 2 2 1 1 - 1.0 Building Inspection 14.5 15.5 18 18 + 2.5 Police Services 66 62 65 64 + 2.0 Traffic Enforcement 0 5 6 6 + 1.0 Community Corrections 1 1 1 1 Pest & Weed Control 1 1 1 1 Extension Service 12.25 12.25 12.25 12.25 Veteran's Office 1 1 1 1 Missile Site 1 1 1 1 General Engineering 8 8 10 9 + 1.0 Printing & Supply 2 2 2 2 Fair 0.3 0.3 0.3 0.3 Geographical Information System 0 2 2 2 Animal Control 2.0 2. 2. 2. TOTAL GENERAL FUND 495.55 506.8 526.3 523.8 + 17.00 SUMMARY OF COUNTY FUNDED POSITIONS 2002 LAST CURRENT REQUESTED CURRENT TO ACTUAL YEAR BUDGET FINAL FINAL DEPARTMENT 2000 2001 2002 2002 CHANGE ROAD AND BRIDGE: Maintenance Support 16 16 16 16 Administration 7 7 7 8 + 1.0 Motor Graders 35 35 36 39 + 4.0 Trucking 14 14 14 14 Bridge Construction 17 18 20 20 + 2.0 Mining 11. 11. 11. 11. TOTAL ROAD & BRIDGE FUND 101. 101. 104. 108. + 7.0 HEALTH DEPARTMENT FUND: Administration 7 7 7.5 7.5 + 0.5 Health Promotion 4.3 6.05 7.98 7.98 + 1.93 Health Protection Services 23.75 24.75 25.5 25.25 + 0.50 Community Health 38. 38.35 42.44 42.44 + 4.09 TOTAL HEALTH DEPARTMENT 73.05 76.15 83.42 83.17 + 7.02 SOCIAL SERVICES 157.75 157.75 163.5 163.5 + 5.75 PBX 3 3 2 2 - 1.0 AMBULANCE 43. 48. 48. 48. 0. GRAND TOTAL 873.35 892.70 927.22 928.47 + 35.77 Ott:r4 RDc COLORADO 1 0000 0 0 0 0000 0000 0 0 0 0000 GENERAL FUND 0000 0 0 0 0000 0000 0 0 0 0000 000 o00 e , n„„, i t , J N .... .z . :-, ,J . , n f a¢e ... A 35,000,000 54° 8 30,000,000 25,000,000 O2001 } 20,000,000 CO A O20021 V V ffi N N CO PI 15,000,000 1 o co ' - n Ul ? O N (J Hi V T is m . O '� p, N O :. 10,000,000 $5,000,000 - �� a $0 m „ K '1 D a co � p O 0) a 0 a co << fy o m N p w °' X o Z. Z N N Z p p p x a (n C y N Z N ch lv N N p in 2002 Revenue TOTAL: $46,884,460 (2001: $44,247,173) Fund Balance 3.9% $1,820,148 N6'ir;, ' ;��;�� Miscellaneous 8.6% $4,026,936 .tli�i�9s Licenses/Permits 3.5% Property Tax 62.3% _ $1,639,300 $29,211,606 _- - Charges forServices 5 5.1% FInes/ForTeltuies 0.1% $40,000 Intergovernmental 8.1% ---- $3,776,195 Other Taxes 0.2% $95,000 Fee Accounts 8.3% $3,878,000 79 GENERAL FUND Expenditure Changes 1,9 6,649 $25,000,000 21,523,5 $18,327,943 Aiiiir $20,000,000 ' $1 i9 40' 02001 $15,000,000 O2002 $10,000,000 ' $1,938,665 $1 ,285,57,• 0605748,37! _ $5,000,000 $ =A • /4c' I, %484, ,,79, "7471 • „ — _ $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $45,073,915 (2001 $41,626,260) Public Safety $21,906,649 48.6% -- . Culture/Recreation $181,433 0.4% d Health&Welfare $1,938,665 4.3% Miscellaneous $1,285,572 2.9%ic Auxilary $506,057 1.1%-- --- -- Human Serrvices7$8179,226 0 O —General Government $18,327,943 40.7% 80 TEN YEAR TREND 70 O Taxes 60 — ©Gen Gov 50 - - co 40 . = _� 30 - _ I 20 r --- 10 � a - _= ,. — : , m — 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Cumulative Percent Increase: General Government TEN YEAR TREND Cumulative Percent Increase: Public Safety 60 50 - 40 ■ co N) ❑Taxes 30 ®Public Safety 20 ; i. .____10 , 11 : 1111 _ a, u7_, Y 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 TEN YEAR TREND Cumulative Percent Increase: Health &Welfare 50 45 __ re rt. 40 ■35 30 -■ ' CO rie El Taxes 25 _-.. rtre IC _ ®Hlth &Welfare 20 F4-4444-444, 144t4444, - 15 ____ 10 E.�. S_ z; 444444444 ti V..47.44.4 ilitv4t-zi Eel-444 WI 0 r _ 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 GENERAL FUND SUMMARY The General Fund is funded at the level of $45,073,915, up $3,447,655. Without salary adjustments,the budgets for the general government functions are up$1,6898,815. The increases are primarily attributed to the growth in the county, opening of the Southwest Weld Administrative Building, increased energy costs, and the general election in 2002. The Election budget is up $261,053 in order to conduct the 2002 Primary and General Elections. Opening of the Southwest Weld Administrative Building will add over $80,000 in costs for the maintenance of the building, plus added staff in Motor Vehicle (2), Planning (1), and Sheriffs Office (1) for a cost of approximately$140,000. The Assessor has requested$82,854 for two additional positions for data collection of new construction due to the growth in the county and one office technician for the workload associated with the new Homestead Exemption program approved by the voters in 2000. The District Attorney has added a clerical position ($30,864) for imaging of juvenile records, and picked up the funding of the Drug Task Force attorney($82,458)that is no longer funded by grant dollars. Planning has added another Planner($48,477), and upgraded staff positions ($14,756) in order to deal with the increased caseload due to development in the county. Utility costs have increased$220,000 over last year's budget. Computer Services are up$128,440 to implement the new e-government strategy for the county and $193,133 for additional computer hardware and software. Other miscellaneous cost increases are attributed to growth in service and minor inflationary cost trends for services and supplies. Public safety, without salary adjustments, is up $910,134 when the $1,250,000 800MHz grant for 2001 is adjusted out of the calculation. The Sheriffs Office budget accounts for$468,356 of the increase, even without funding an additional amount of$446,880 for an additional investigator and overtime increases. The traffic unit grant has an increase of$96,765, and patrol operations have increased $173,974. Jail costs are up $244,578 to cover added costs due to inflation and inmate population growth. The new pre-trail supervision program ($135,000) and upgrades of program supervisor positions ($39,473) make up most of the increase in the jail budgets. Other Sheriff programs are only up slightly. Communications and the criminal justice record and computer system are up $157,647 for additional computer and dispatch staff to cope with the growing workload. Community Corrections, which is 100 percent funded by the state, is up $73,184. Building Inspection is up$192,891 due to an addition of 2.5 positions and added charge backs from Planning of $40,000. Building Inspections increases are all due to the continued growth in construction in the county. Pest and Weed is up$62,165 for staff upgrades to keep pace with the labor markets and additional part-time hours. Other significant changes are Engineering being up $51,917 for a GIS technician to maintain the Public Works database in the GIS system. The county subsidy to the Health Department is up $189,526 all due to cost of living salary increases for the employees. The last annual rental payment for the Human Services Building lease/purchase agreement is up$226,020 on a one-time basis,and then the building is paid off by the county. The Non-Departmental budget is up$66,010 for professional services and miscellaneous unanticipated items. Finally, $1,350,451 is included for a 4 percent salary increase and health insurance rate increase in 2002. 84 The available resources to the General Fund amount to$46,884,460 compared to$44,247,173 in 2001, up $2,637,287. Property taxes are budgeted at $29,211,606. Severance taxes are up $5,000, indirect costs revenues are up $140,076, oil and gas leases are up $20,000, and cable franchise fees are up$5,000. Interest revenue is up$100,000. Permits from Planning and Building Inspection are up$274,600. Charges for services are up $701,326 with $550,000 of that amount due to a change in accounting for computer services charges to departments. The majority of the other increases in charges for services are in the Sheriff's budget. Clerk and Recorder fees are up $300,000. State and federal revenues are down $872,200, with the increases in Community Corrections and Sheriff's grant increases offset by a $1,000,000 decline in the 800MHz Energy Impact grant funds. Other revenues are stable or only slightly changed. The beginning fund balance is anticipated to be $1,820,148 for 2002. An estimated ending fund balance of$1,810,54 is projected for year-end. The fund balance amount serves as an additional contingency amount during the fiscal year. In addition to the regular Contingency Fund is the Emergency Reserve Fund amounting to$2,500,000 required under the TABOR Amendment,which passed in 1992. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. It is prudent fiscal management for Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County in 2002 and future years. 85 GENERAL FUND SUMMARY OF REVENUE 2002 ACCOUNT NUMBER 2001 2002 2002 2002 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 28,059,247.00 29,036,754.00 29,036,754.00 29,211,606.00 1000 90100 4116 PROPERTY TAX ADJUSTMENT -1,999,504.00 0.00 0.00 0.00 1000 90100 4140 SEVERANCE TAXES 15,000.00 20,000.00 20,000.00 20,000.00 1000 90100 4150 TOBACCO PRODUCTS 75,000.00 75,000.00 75,000.00 75,000.00 TOTAL TAXES 26,149,743.00 29,131,754.00 29,131,754.00 29,306,606.00 LICENSES&PERMITS 1000 90100 4215 LICENSES,LIQUOR/DANCE 4,700.00 4,300.00 4,300.00 4,300.00 1000 17100 4221 PERMITS 350,000.00 425,000.00 425,000.00 425,000.00 1000 25100 4222 BUILDING 700,000.00 800,000.00 800,000.00 800,000.00 1000 25100 4224 ELECTRICAL 110,000.00 110,000.00 110,000.00 110,000.00 1000 25100 4226 PLAN CHECK 200,000.00 300,000.00 300,000.00 300,000.00 TOTAL LICENSES&PERMITS 1,364,700.00 1,639,300.00 1,639,300.00 1,639,300.00 INTERGOVERNMENTAL REVENUE 1000 90100 4318 PAYMENT IN LIEU OF TAXES 0.00 650.00 650.00 650.00 1000 15100 4336 REIMBURSEMENTS 0.00 53,600.00 53,600.00 53,600.00 1000 15100 4340 GRANTS 53,600.00 0.00 0.00 0.00 Co a. 111000 15200 4340 GRANTS 63,738.00 64,321.00 64,321.00 64,321.00 1000 15300 4340 GRANTS 52,763.00 53,959.00 53,959.00 64,791.00 1120 15300 4340 GRANTS 27,609.00 39,821.00 39,821.00 28,989.00 1130 15300 4340 GRANTS 65,400.00 68,670.00 68,670.00 68,670.00 1000 22200 4340 GRANTS 1,000,000.00 0.00 0.00 0.00 1000 24200 4340 GRANTS 143,715.00 147,121.00 147,121.00 147,121.00 116000 24210 4340 GRANTS 727,319.00 745,438.00 745,438.00 745,438.00 116000 24220 4340 GRANTS 2,206,853.00 2,258,512.00 2,258,512.00 2,258,512.00 1000 96100 4340 GRANTS 35,358.00 36,813.00 36,813.00 36,813.00 1000 96400 4340 GRANTS 2,400.00 2,400.00 2,400.00 2,400.00 1000 90100 4352 THORNTON 29,890.00 29,890.00 29,890.00 29,890.00 1000 22100 4354 CITIES AND TOWNS 26,750.00 0.00 0.00 0.00 1000 24410 4354 CITIES AND TOWNS 213,000.00 275,000.00 275,000.00 275,000.00 TOTAL INTERGOVERNMENTAL REVENUE 4,648,395.00 3,776,195.00 3,776,195.00 3,776,195.00 CHARGE FOR SERVICES 1000 10200 4410 CHARGE FOR SERVICES 60,000.00 70,000.00 70,000.00 70,000.00 1000 10400 4410 CHARGE FOR SERVICES 15,556.00 40,716.00 40,716.00 40,716.00 1000 11200 4410 CHARGE FOR SERVICES 140,000.00 140,000.00 140,000.00 140,000.00 1000 15100 4410 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 10,000.00 111000 15200 4410 CHARGE FOR SERVICES 6,250.00 9,100.00 9,100.00 9,100.00 1000 17200 4410 CHARGE FOR SERVICES 202,000.00 135,000.00 135,000.00 135,000.00 1000 17300 4410 CHARGE FOR SERVICES 55,000.00 600,000.00 600,000.00 600,000.00 1000 17350 4410 CHARGE FOR SERVICES 0.00 12,500.00 12,500.00 12,500.00 1000 17600 4410 CHARGE FOR SERVICES 175,000.00 175,000.00 175,000.00 175,000.00 GENERAL FUND SUMMARY OF REVENUE 2002 ACCOUNT NUMBER 2001 2002 2002 2002 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL 1000 21100 4410 CHARGE FOR SERVICES 10,000.00 11,500.00 11,500.00 11,500.00 1000 21200 4410 CHARGE FOR SERVICES 199,500.00 225,000.00 225,000.00 225,000.00 1000 22100 4410 CHARGE FOR SERVICES 162,019.00 175,459.00 175,459.00 175,459.00 1000 22200 4410 CHARGE FOR SERVICES 250,000.00 250,000.00 250,000.00 250,000.00 1000 24410 4410 CHARGE FOR SERVICES 220,530.00 300,000.00 300,000.00 300,000.00 1000 24420 4410 CHARGE FOR SERVICES 122,594.00 160,000.00 160,000.00 160,000.00 1000 26100 4410 CHARGE FOR SERVICES 1,000.00 1,000.00 1,000.00 1,000.00 1000 50100 4410 CHARGE FOR SERVICES 2,000.00 2,000.00 2,000.00 2,000.00 1000 90100 4420 PARKING 12,500.00 15,000.00 15,000.00 15,000.00 1000 13100 4430 SALE OF SUPPLIES 15,000.00 26,000.00 26,000.00 26,000.00 1000 15100 4430 SALE OF SUPPLIES 12,000.00 14,000.00 14,000.00 14,000.00 1000 17100 4430 SALE OF SUPPLIES 8,000.00 8,000.00 8,000.00 8,000.00 1000 17600 4430 SALE OF SUPPLIES 17,000.00 17,000.00 17,000.00 17,000.00 TOTAL CHARGE FOR SERVICE 1,695,949.00 2,397,275.00 2,397,275.00 2,397,275.00 FINES&FORFEITURES 1000 90100 4510 FINES 32,500.00 35,000.00 35,000.00 35,000.00 1000 21100 4520 FORFEITURES 0.00 5,000.00 5,000.00 5,000.00 03 TOTAL FINES&FORFEITURES 32,500.00 40,000.00 40,000.00 40,000.00 v MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 2,000,000.00 2,100,000.00 2,100,000.00 2,100,000.00 1000 22100 4624 RENTS FROM BUILDINGS 40,500.00 43,008.00 43,008.00 52,608.00 1000 90100 4624 RENTS FROM BUILDINGS 321,900.00 317,700.00 317,700.00 317,700.00 1000 90100 4640 OIL AND GAS 130,000.00 150,000.00 150,000.00 150,000.00 1000 90100 4650 OVERHEAD 803,130.00 943,206.00 943,206.00 943,206.00 1000 21200 4670 REFUND OF EXPENDITURE 298,022.00 70,410.00 70,410.00 70,410.00 1000 21210 4670 REFUND OF EXPENDITURE 0.00 183,383.00 183,383.00 183,383.00 1000 21260 4670 REFUND OF EXPENDITURE 69,930.00 76,843.00 76,843.00 76,843.00 1000 21410 4670 REFUND OF EXPENDITURE 153,352.00 83,236.00 83,236.00 83,236.00 1000 26200 4670 REFUND OF EXPENDITURE 26,300.00 26,300.00 26,300.00 26,300.00 1000 15100 4680 OTHER 0.00 9,000.00 9,000.00 9,000.00 1000 23200 4680 OTHER 1,000.00 250.00 250.00 250.00 1000 96200 4680 OTHER 14,000.00 14,000.00 14,000.00 14,000.00 TOTAL MISCELLANEOUS 3,858,134.00 4,017,336.00 4,017,336.00 4,026,936.00 GENERAL FUND SUMMARY OF REVENUE 2002 ACCOUNT NUMBER 2001 2002 2002 2002 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL FEES 1000 12100 4720 ADVERTISING FEES 30,000.00 30,000.00 30,000.00 30,000.00 1000 11100 4730 OTHER FEES 2,675,000.00 2,975,000.00 2,975,000.00 2,975,000.00 1000 12100 4730 OTHER FEES 725,000.00 800,000.00 800,000.00 800,000.00 1000 13100 4730 OTHER FEES 24,000.00 24,000.00 24,000.00 24,000.00 1000 15100 4730 OTHER FEES 10,000.00 10,000.00 10,000.00 10,000.00 1000 26200 4730 OTHER FEES 4,000.00 4,000.00 4,000.00 4,000.00 1000 90100 4740 FEES,CABLE FRANCHISE 30,000.00 35,000.00 35,000.00 35,000.00 TOTAL FEES 3,498,000.00 3,878,000.00 3,878,000.00 3,878,000.00 TOTAL GENERAL FUND 41,247,421.00 44,879,860.00 44,879,860.00 45,064,312.00 co co GENERAL FUND SUMMARY OF EXPENDITURES 2002 ACCOUNT# 2001 2002 2002 2002 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 510,831.00 517,131.00 517,131.00 509,377.00 1000 10200 COUNTY ATTORNEY 478,335.00 499,335.00 499,335.00 526,351.00 1000 10300 PUBLIC TRUSTEE 4,000.00 4,000.00 4,000.00 4,000.00 1000 10400 CLERK TO THE BOARD 113,427.00 127,103.00 127,103.00 142,695.00 1000 11100 COUNTY CLERK 600,052.00 600,052.00 600,052.00 621,646.00 1000 11200 ELECTIONS AND REGISTRATION 442,965.00 704,018.00 704,018.00 719,536.00 1000 11300 MOTOR VEHICLE 949,882.00 1,035,941.00 1,035,941.00 1,082,191.00 1000 12100 TREASURER'S OFFICE 547,310.00 582,263.00 555,770.00 601,123.00 1000 13100 ASSESSOR 1,764,759.00 1,847,613.00 1,847,613.00 1,949,717.00 1000 14100 COUNTY COUNCIL 24,856.00 26,106.00 26,106.00 26,825.00 1000 15100 DISTRICT ATTORNEY 2,480,839.00 2,608,700.00 2,608,700.00 2,701,816.00 1000 15200 JUVENILE DIVERSION 214,646.00 215,257.00 215,257.00 224,755.00 111000 15200 JUVENILE DIVERSION 69,988.00 73,421.00 73,421.00 73,421.00 1000 15300 VICTIM WITNESS 147,942.00 149,138.00 149,138.00 159,970.00 VD 1120 15300 VICTIM WITNESS 27,609.00 39,821.00 39,821.00 28,989.00 1130 15300 VICTIM WITNESS 65,400.00 68,670.00 68,670.00 68,670.00 1000 16100 FINANCE 271,389.00 271,389.00 271,389.00 280,231.00 1000 16200 ACCOUNTING 425,750.00 450,468.00 450,468.00 472,118.00 1000 16300 PURCHASING 97,691.00 97,691.00 97,691.00 101,686.00 1000 16400 PERSONNEL 363,770.00 384,834.00 384,834.00 397,580.00 1000 17100 PLANNING OFFICE 776,731.00 828,345.00 828,345.00 911,449.00 1000 17200 BUILDINGS AND GROUNDS 2,730,110.00 3,081,560.00 3,081,560.00 3,118,122.00 1000 17300 INFORMATION SERVICES 2,053,687.00 2,740,415.00 2,740,415.00 2,964,245.00 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 369,220.00 365,226.00 365,226.00 370,262.00 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000.00 50,000.00 50,000.00 50,000.00 1000 17600 PRINTING AND SUPPLY 228,211.00 216,211.00 216,211.00 221,168.00 TOTAL GENERAL GOVERNMENT 15,809,400.00 17,584,708.00 17,558,215.00 18,327,943.00 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 931,405.00 943,451.00 933,260.00 959,153.00 1000 21200 SHERIFF'S OPERATIONS 4,140,854.00 4,195,469.00 4,003,080.00 4,263,846.00 1000 21210 TRAFFIC CONTROL 0.00 408,513.00 408,513.00 413,766.00 1000 21230 ORDINANCE 88 ENFORCEMENT 147,580.00 161,202.00 161,202.00 160,870.00 1000 21260 REGIONAL LAB 136,928.00 144,606.00 144,606.00 147,937.00 1000 21410 DRUG TASK FORCE 223,600.00 153,484.00 153,484.00 153,484.00 GENERAL FUND SUMMARY OF EXPENDITURES 2002 ACCOUNT# 2001 2002 2002 2002 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL 1000 22100 COMMUNICATIONS SERVICE 911,494.00 1,008,218.00 1,008,218.00 1,008,218.00 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 1,750,000.00 500,000.00 500,000.00 500,000.00 1000 22300 E-911 700.00 700.00 700.00 700.00 1000 22400 CRIMIAL JUSTICE SYSTEM 620,306.00 663,229.00 663,229.00 663,229.00 1000 23200 COUNTY CORONER 301,109.00 321,151.00 307,795.00 321,587.00 1000 24200 COMMUNITY CORRECTIONS 143,715.00 147,121.00 147,121.00 147,121.00 116000 24210 RESIDENTIAL TREATMENT CENTER 727,319.00 745,438.00 745,438.00 745,438.00 116000 24220 THE RESTITUTION CENTER 2,206,853.00 2,258,512.00 2,258,512.00 2,258,512.00 1000 24410 NORTH JAIL COMPLEX 4,809,014.00 5,079,580.00 5,006,880.00 5,185,867.00 1000 24420 CENTENNIAL JAIL 3,388,064.00 3,609,776.00 3,434,776.00 3,565,103.00 1000 25100 BUILDING INSPECTION 781,182.00 974,073.00 974,073.00 1,042,237.00 1000 26100 WEED AND PEST 214,773.00 274,978.00 244,143.00 276,938.00 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 88,683.00 90,033.00 88,683.00 92,643.00 TOTAL PUBLIC SAFETY 21,523,579.00 21,679,534.00 21,183,713.00 21,906,649.00 1/40 0 PUBLIC WORKS 1000 31100 ENGINEERING 679,396.00 818,475.00 731,313.00 748,370.00 CULTURE&RECREATION 1000 50100 MISSILE PARK 2,000.00 52,342.00 52,342.00 53,772.00 1000 56100 AIRPORT 92,750.00 95,833.00 95,833.00 95,833.00 TOTAL CULTURE&RECREATION 94,750.00 148,175.00 148,175.00 149,605.00 HEALTH &WELFARE 1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 12,500.00 1000 56120 WASTE WATER 6,964.00 9,379.00 9,379.00 9,379.00 1000 56130 DEVELOPMENTALLY DISABLED 45,000.00 144,344.00 45,000.00 46,125.00 1000 56140 MENTAL HEALTH 135,875.00 145,875.00 135,875.00 135,875.00 1000 56150 A KID'S PLACE 7,500.00 8,250.00 7,500.00 8,250.00 1000 56160 COUNTY CONTIBUTIONS 1,679,040.00 1,800,141.00 1,800,141.00 1,815,141.00 TOTAL HEALTH &WELFARE 1,886,879.00 2,120,489.00 2,010,395.00 2,027,270.00 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 103,833.00 100,000.00 100,000.00 100,000.00 1000 60300 INDUSTRIAL REVENUE BONDS (IRB) 741,673.00 967,693.00 967,693.00 967,693.00 TOTAL ECONOMIC ASSISTANCE 845,506.00 1,067,693.00 1,067,693.00 1,067,693.00 GENERAL FUND SUMMARY OF EXPENDITURES 2002 ACCOUNT# 2001 2002 2002 2002 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 242,490.00 331,500.00 306,500.00 308,500.00 1000 96100 EXTENSION 338,134.00 340,834.00 340,834.00 353,388.00 1000 96200 FAIR 52,661.00 52,661.00 52,661.00 52,661.00 1000 96400 VETERANS 53,465.00 53,465.00 53,465.00 56,836.00 1000 96500 ISLAND GROVE BUILDINGS 100,000.00 75,000.00 75,000.00 75,000.00 1000 99999 SALARY CONTINGENCY 0.00 1,350,451.00 1,350,451.00 0.00 TOTAL MISCELLANEOUS 786,750.00 2,203,911.00 2,178,911.00 846,385.00 TOTAL GENERAL FUND 41,626,260.00 45,622,985.00 44,878,415.00 45,073,915.00 0 i&ttr MC. COLORADO 92 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as the Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES'- LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 377,244 $ 418,428 $ 418,428 $ 410,674 Supplies 834 350 350 350 Purchased Services 75,731 92,053 98,353 98,353 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 453,809 $ 510,831 $ 517,131 $ 509,377 Revenue 0 0 0 0 Net County Cost $ 453,809 $ 510,831 $ 517,131 $ 509,377 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Total budget request is up $6,300. Small items of equipment are up $600 for computer items, dues are up $4,000 for NACO and Progressive 15, and mileage is up $2,000 due to Board members living a greater distance from Greeley. Other purchased services are down $300 for the net increase of $6,300. Final budget adjustments include a decrease in salaries of$7,754. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 93 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita .333 .333 .333 Per capita cost (county support) $2.52 $2.83 $2.83 Effectiveness Measures(desired results) Establish benchmarks with measurable standards to improve the health, safety, and welfare of the people of Weld County. Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services to the people of Weld County. Ensure new growth contributes resources, timed to coincide with, and in proportion to, its impact on the infrastructure and support of Weld County. Develop and maintain public information and interaction through a website, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well-being of county citizens. Include health and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. Expand and diversify the economic base of Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 94 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 397,610 $ 426,356 $ 426,356 $ 453,372 Supplies 1,583 1,500 1,500 1,500 Purchased Services 82,471 50,479 71,479 71,479 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 481,664 $ 478,335 $ 499,335 $ 526,351 Revenue 74,438 60,000 70,000 70,000 Net County Cost $ 407,226 $ 418,335 $ 429,335 $ 456,351 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: There will be a minimal adjustment to the other professional services account, to account for the increase in the amount paid to the Clerk to the Board for 25 percent of the OT III position. The 2001 amount is $6,778, compared to $7,925 in 2002. In addition, professional services for outside counsel have been increased based upon historical usage mostly for Social Services cases that are reimbursed. Subscriptions for the computerized Westlaw legal reference system is up by $9,000, but covers all licenses for Westlaw for the entire county. It is less expensive to have one master contract paid by the County Attorney than separate ones with each department. Revenue is up $10,000 for reimbursements from Social Services. Net county costs are up $11,000. Final budget adjustments include an increase in salaries of$27,016. OBJECTIVES: 1) Continued maintenance of current litigation files - avoiding any adverse judgments against Weld County; 2) Maintenance, on a current basis, of all child support and assistance in dependency and neglect and child abuse matters for Social Services; and 3) Continued representation of all units of county government in all matters pursuant to Statute and the Weld County Home Rule Charter. 95 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # of new request for legal assistance 425 480 550 #of new mental health cases 45 50 65 #of new code violations 250 300 350 #of new zoning and building code cases 50 60 50 Efficiency Measures FTE's per 10,000/capita .2778 .2778 .2778 Per capita cost (county support) $2.26 $2.32 $2.53 Number of agenda requests/D&N/mental cases per FTE 154 178 175 Effectiveness Measures (desired results) % of new requests for legal assistance 100% 100% 100% handled within 20 days % of new code violations disposed at pre- 100% 100% 100% trial conference or earlier % of new mental health cases handled 100% 100% 100% within 10 days after certification % of new zoning or building code violation 100% 100% 100% cases filed within 10 days after referral and required delay FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 96 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in CRS 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 1,618 4,000 4,000 4,000 Purchased Services 1,842 0 0 0 Gross County Cost $ 3,460 $ 4,000 $ 4,000 $ 4,000 Revenue 0 0 0 0 Net County Cost $ 3,460 $ 4,000 $ 4,000 $ 4,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: No change. Per Section 37-37-104(3), CRS, 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. This could take several years in Weld County. Based upon this statute, no revenues are budgeted for 2002. However, per Section 38-37-103(3), CRS, the county must continue to furnish all books, blanks, and stationery for the use of the public trustee at a cost of$4,000. OBJECTIVES: Perform statutory duties as prescribed by CRS 38-37-101 et. seq., 1973. 97 PUBLIC TRUSTEE (CONTINUED) 1000-10300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of released liens 13,714 16,000 15,000 Number of cures 25 18 20 Number of redemptions 40 60 50 Number of foreclosures 345 300 350 Efficiency Measures Per capita cost (county support) .0222 .0222 .0222 Cost per lien released .252 .250 .266 Effectiveness Measures (desired results) Foreclosures per 10,000 capita .01916 .01666 .01944 Percent of cures/redemptions to 62.5% 30% 40% foreclosures FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval,per Section 38-37- 102(3), CRS. See the following page for the Public Trustee's budget which, as a state office, is maintained independent of Weld County's budget. BOARD ACTION: No change. 98 WELD COUNTY PUBLIC TRUSTEE BUDGET 2002 Income Foreclosure Revenues $ 195,000 Release Revenues 220,000 Interest Revenues 8,750 Total Income $ 423,750 Cost of Foreclosures Cost of Foreclosures $ 158,000 Cost of Releases 106,000 Total Cost of Foreclosure $ 264,000 Personal Expenses Salaries 70,000 Trustees Allowance 32,007 FICA, Medicare 7,804 FUTA 280 SUTA 245 Employee Health, Life 2.000 Total Personal Expenses 112,336 Office/Other Bank Service Charges 45 Dues and Subscriptions 900 Equipment Purchase 3,435 Equipment Lease 3,500 Insurance/Bond 5,000 Moving Expense 0 Office Supplies 2,500 Postage/Delivery 4,500 Professional Fees 2,500 Rent 10,800 Meetings 500 Maintenance and Repair 500 Telephone 4,000 Travel and Conferences 2,500 Utilities 4,500 Miscellaneous 500 Total Office/Other 45,680 Total Personnel and Office Expense 158.016 Total Expenses 422.016 Net Income $ 1,734 99 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY " NEXT FY NEXT FY, Personnel Services $ 92,969 $ 102,988 $ 117,811 $ 124,587 Supplies 4,585 2,745 4,500 4,500 Purchased Services 9,892 14,472 12,717 21,533 Fixed Charges -6,518 -6,778 -7,925 -7,925 Capital 3,312 0 0 0 Gross County Cost $ 104,240 $ 113,427 $ 127,103 $ 142,695 Revenue 14,881 15,556 40,716 40,716 Net County Cost $ 89,359 $ 97,871 $ 86,387 $ 101,979 Budget Positions 3.5 3.5 3.5 3.5 SUMMARY OF CHANGES: The budget reflects the reorganization the Board approved March 1, 2001,when an Office Tech III part time position was eliminated, and the PBX Operator transferred to this budget. All of the PBX Operator's salary costs and 18.75 percent of an Office Tech II position costs are charged back to PBX ($39,391). In addition, 25 percent of an Office Tech III is charged back to the County Attorney ($7,925) for support to that office. The net reduction is a savings of$11,484 for 2002. Service and supply accounts remain the same in total at $17,217, but are reallocated among accounts to reflect spending patterns. Final budget adjustments include an increase in salaries of$6,776. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the conversion of all historical Planning records to the new imaging system. 3) Update codification of all county ordinances and regulations. 100 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 190 190 190 Number of contracts/resolutions optically scanned 3,329 3,500 3,600 Number of BOE/Abatement hearings conducted 94 134 40 Efficiency Measures FTE's per 10,000/capita .19444 .19444 .19444 Per capita cost (county support) .4964 .5437 .5666 Cost per meeting/hearing $470.31 $515.11 $454.67 Effectiveness Measures (desired results) Percent of documents distributed within the 90% 90% 90% week approved Percent of minutes not transcribed within 5% 5% 5% 2 weeks Percent of contracts/resolutions scanned 95% 95% 95% within 2 weeks FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and reconfirmation of the March 1, 2001, reorganization. BOARD ACTION: The Board reconfirmed the March, 2001, reorganization without any changes. In order to better advise citizens of land use hearings,the Board directed staff to begin advertising land use hearings for both the Commissioners and Planning Commission in the Greeley Tribune, as well as the legal newspaper. The additional advertising will cost$8,816 in this budget and an additional $7,336 in the Planning budget for 2002. No other changes. 101 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, microfilms, processes and provides certified copies of all legal documents, issues marriage licenses, and conducts lien searches. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,286,973 $ 477,520 $ 477,520 $ 499,114 Supplies 36,107 21,280 21,750 21,750 Purchased Services 138,142 85,252 84,782 84,782 Fixed Charges 14,059 16,000 16,000 16,000 Capital 20,025 0 0 0 Gross County Cost $ 1,495,306 $ 600,052 $ 600,052 $ 621,646 Revenue 3,053,146 2,675,000 2,975,000 2,975,000 Net County Cost $ -1,557,840 $ -2,074,948 $ -2,374,948 $ -2,353,354 Budget Positions 40.0 9 FTE-Recording 9 FTE-Recording 9 FTE-Recording 1 PT-Recording 1 PT-Recording 1 PT-Recording 3 FTE-Administration 3 FTE-Administration 3 FTE-Administration SUMMARY OF CHANGES: Gross expenditure budget is unchanged. Line items have been reallocated to reflect expenditure patterns. Revenues for all Clerk and Recorder fees up$300,000, even with the $200,000 adjustment downward due to the impact of HB 01-1281. HB 01-1281 allows a standard deed of trust to be used by reference, thus reducing the number of pages required to be recorded. Total impact could be a loss of$600,000 in revenue, if everyone used the standard deed. Other states that already have this option find that only one-third of the title companies and financial institutions use the standard form. Therefore,only a$200,000 adjustment has been budgeted for 2002. Final budget adjustments include an increase in salaries of$21,594. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 102 RECORDING/ADMINISTRATION (CONTINUED) 1000-11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded (numbers 74,783 89,000 104,000 assigned,labeled,scanned,indexed,verified,and mailed) Number of copies produced 125,000 160,000 195,000 Number of marriage licenses issued 1,239 1,300 1,400 Efficiency Measures Number of documents recorded per FTE 7872 9368 10,947 FTE's per 10,000/capita .69 .69 .69 Per capita contribution $3.20 $3.34 $3.45 Number of documents recorded per FTE 5,983 7,120 8,320 Effectiveness Measures Efficiency of record keeping 99% 99% 99% Customer service (complaints received) 20 10 0 Keep up with computer technology 80% 90% 90% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 103 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel, services municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 315,276 $ 189,299 $ 256,012 $ 271,530 Supplies 277,829 181,208 230,530 230,530 Purchased Services 84,011 72,458 100,476 100,476 Fixed Charges 2,880 0 3,000 3,000 Capital 43,190 0 114,000 114,000 Gross County Cost $ 723,186 $ 442,965 $ 704,018 $ 719,536 Revenue 205,622 140,000 140,000 140,000 Net County Cost $ 517,564 $ 302,965 $ 564,018 $ 579,536 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: The 2002 budget is for an election year that includes both the Primary and General Elections. The two elections require an additional $147,053 to pay for the Primary Election in 2002. The other added cost is the additional capital of$114,000 for voting equipment. To accommodate the new precincts 10 Accuvote machines($65,000)will be needed. Seven touch screens for South County early voting are included in the budget at a cost of$49,000. Revenue is estimated at$140,000 from reimbursement for state issues and TABOR issues from other local entities on the ballot. Final budget adjustments include an increase in salaries of$15,518. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and assist municipal clerks, school districts, and special districts in forms and law changes. 104 ELECTIONS (CONTINUED) 1000-11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 136,715 141,000 141,000 Revenue generated from elections $ 191,430 $ 140,000 $ 140,000 Efficiency Measures FTE's per 10,000/capita .222 .222 .222 Per capita cost (county support) $2.87 1.68 $3.22 Transactions per FTE 34,179 35,250 35,250 Effectiveness Measures (desired results) Percent change in annual revenue 0% 3% 0% Percent of voter transactions per capita 75% 78% 78% Percent of voter participation 82% 30% 80% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Conduct of the elections are a mandatory function of the office. Recommended capital items are necessary to provide for the growth in precincts, and to allow for equity of service for early voters in South Weld County. BOARD ACTION: No change. 105 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles,processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED FINAL RESOURCES f LAST FY ! CURRENT FY NEXT FY NEXT FY Personnel Services $ 880,501 $ 949,265 $ 995,515 Supplies 6,564 6,564 6,564 Purchased Services 62,819 80,112 80,112 Fixed Charges 0 0 0 Capital 0 0 0 Gross County Cost $ 0 $ 949,884 $ 1,035,941 $ 1,082,191 Revenue 0 0 0 Net County Cost $ 0 $ 949,884 $ 1,035,941 $ 1,082,191 Budget Positions 28 Full-time 30 Full-time 30 Full-time 4 Part-time 4 Part-time 4 Part-time SUMMARY OF CHANGES: Budget includes the addition of one Office Tech IV($36,218),and one Office Tech III ($32,546) to staff the Southwest Weld County office. In addition two other office tech positions will be transferred from existing staff at the Greeley and Fort Lupton offices to the Southwest Weld County office. Postage has increased$16,500 due to postage rate increases and added volume because of the population increase. Travel is up $795 to compensate from more travel between the three offices by management and staff. Final budget adjustments include an increase in salaries of$46,250. 106 MOTOR VEHICLE (CONTINUED) 1000 - 11300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs *Number of titles/registrations issued 278,727 310,000 330,000 FORT LUPTON BRANCH OFFICE: Number of marriage licenses issued 141 200 260 Number of building permits issued 80 0 0 Number of septic permits issued 24 0 0 Efficiency Measures (Population per census) 180,936 185,000 189,000 **FTE's per 10,000/capita - DMV .67 .66 .67 Per capita cost $4.87 $5.28 $6.01 Number of titles/registrations issued per FTE 10,323 11,071 11,786 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval of the two additional positions for the Southwest Weld County office. The Clerk and Recorder requested an Office Manager position instead of the recommended Office Tech IV. Personnel, based upon number of staff supervised and duties of the position, is only recommending the Office Tech IV classification. The Office Manger in Fort Lupton could exercise added supervision of both offices, but two Office Managers for 6-8 staff is not justified. The added cost for an Office Manger would be$16,652 more than the Office Tech IV position recommended. The postage increase is justified based upon increased costs and volume of activity. BOARD ACTION: The Board approved the two additional positions for the Southwest Weld County Services Building at the classifications of Office Tech III and Office Tech IV. No other changes. 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer-- 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,such as collecting taxes and disbursing funds collected for the state, county school districts, municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL. BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 419,588 $ 425,310 $ 451,803 $ 473,663 Supplies 34,837 20,000 24,560 24,560 Purchased Services 158,145 102,000 105,900 102,900 Fixed Charges 19 0 0 0 Capital 18,273 0 0 0 Gross County Cost $ 630,862 $ 547,310 $ 582,263 $ 601,123 Revenue 800,315 755,000 830,000 830,000 Net County Cost $ -169,453 $ -207,690 $ -247,737 $ -228,877 Budget Positions 10 10 11 11 SUMMARY OF CHANGES: Personnel services request reflects mid-year upgrade of an Office Tech IV position to an Accountant I ($9,035), plus one Office Tech II position ($26,493)to improve office separation of duties and taxpayer service. The additional Office Tech is not recommended. Supplies request reflects anticipated software upgrades and support/maintenance fees of$4,560. Purchased services request reflects the effect of additional tax notices and postage cost increases from$.34 to$.35, telephone cost increase of$1,000, reduction of R/M Vehicles by$800, increase of R/M Equipment by $400, reduction of R/M Other by $100, reduction of Travel & Meetings by $2200,increase of Out of Town Expenses by$1,000,and reduction of Meeting Expense by$1,000. In the special projects budget is a capital request with an estimated cost of$14,000 to remodel the front counters to provide adequate work stations for taxpayer service. Revenues are $75,000 for 2002. Final budget adjustments include an increase in salaries of$21,860. OBJECTIVES: 1)To efficiently and effectively collect taxes and to pass through funds to the state, school districts, special districts, municipalities, and county; 2) To assure the greatest security of principal for investments with a reasonable return on funds invested; 3) To maintain rapport with all agencies and all constituents of the county; 4) To make a maximum effort to collect on bankruptcies; 5)To print and process tax notices more efficiently; 6)To enhance internal controls by providing for improved separation of duties within the office. 108 TREASURER (CONTINUED) 1000-12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $35,976,391 $37,500,000 $39,000,000 Miscellaneous Revenue Collected $48,784,485 $51,000,000 $53,000,000 Investments $38,000,000 $39,000,000 $41,500,000 Number of Tax in Advance (TIA) payments 650 700 700 Total of TIA $650,000 $700,000 $750,000 Efficiency Measures FTE's per 10,000/capita 0.555 0.555 0.611 Per capita expenditure $3.50 $3.04 $3.34 Effectiveness Measures (desired results) Investment Interest Percent 5.00% 5.50% 5.50% Property Tax Percent Collected 99.0% 99.5% 99.8% FINANCE/ADMINISTRATION RECOMMENDATION: Added expenditures of$8,460 for services and supplies are recommended. The mid-year upgrade of the Office Tech IV position to an Accountant I is funded and recommended for 2002. The additional Office Tech II position requested for separation of duties and taxpayer services is not recommended. The recent audit and management study found that there was adequate staff to properly separate duties. Added staff for the peak workload times can be handled by part time hourly employees as in the past. Additional Office Tech II position is a service level issue and policy issue for the Board, but is not recommended by Personnel or Finance. Re-configuration of the front counter($14,000)has been looked at before by Building and Grounds, and is not recommended. Policy issue. BOARD ACTION: The Board approved the addition of another Office Tech II ($26,493), and reduced travel by$3,000. The re-configuration of the front counter was authorized to be done in 2001 out of the 2001 budget, therefore, the request was dropped from the 2002 budget considerations. Board reconfirmed the approval of the upgrade of the Office Tech IV position to Accountant I. No other changes. The additional Office Tech II position is to be re-evaluated for the 2003 Budget to determine if the need still exists. 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100 DEPARTMENT DESCRIPTION: Discovers and lists all real and personal property in Weld County. Maintains accurate public records including ownership history, parcel values and parcel maps. Completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques. Completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system. Completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,434,510 $ 1,524,163 $ 1,607,017 $ 1,709,121 Supplies 73,619 54,296 54,296 54,296 Purchased Services 160,035 186,300 186,300 186,300 Capital 28,067 0 0 0 Gross County Cost $ 1,696,231 $ 1,764,759 $ 1,847,613 $ 1,949,717 Revenue 62,734 39,000 50,000 50,000 Net County Cost $ 1,633,497 $ 1,725,759 $ 1,797,613 $ 1,899,717 Budget Positions 37 37 40 40 SUMMARY OF CHANGES: The Assessor has requested a net of three additional positions. An additional Office Tech III ($30,107) has been requested to add a .5 FTE to the Transfer Unit due to new land splits, and .5 FTE for the handling of the workload associated with the new Homestead Exemption program approved by the voters in 2000. In addition three Data Collector positions ($90,321) have been requested to gather data on new construction in the county. One Appraiser II position ($37,574) will be eliminated with the addition of the data collectors. Gradually through attrition some additional appraiser positions will be reclassified to data collector positions, which are a more economical and efficient way to gather information on new construction for mass appraisals. With the reorganization of the office the lead person in vacant land and agriculture will be upgraded from Appraiser III to IV($5,896). All other expenditure line items remain unchanged. Revenues are up $11,000 due to the increased sales of parcel maps that are now on the GIS computer system. Final budget adjustments include an increase in salaries of$102,104. 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)Verify market and income information in preparation for the 2003 reappraisal;5)Use technology to improve accuracy and efficiency; 6) Administer the new Homestead Exemption for Seniors 7) Complete and deliver an accurate tax warrant to the Treasurer for collection. 110 ASSESSOR (CONTINUED) 1000-13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of parcels (including personal 125,147 135,089 143,933 property and SA) Telephone Calls Answered 50,348 59,124 58,000 Number of administrative updates to 85,263 110,000 135,000 database Number of walk-ins requesting assistance 3,600 3,800 4,000 Number of Property Inspections 9,500 10,000 11,000 Sales Verification 13,100 10,500 10,500 Efficiency Measures FTE's per 10,000/capita .21 .21 .22 Per capita cost (county support) $9.07 $9.59 $10.55 Cost per parcel $13.05 $12.77 $12.49 Parcels Per FTE 3,382 3,732 3,598 Effectiveness Measures (desired results) Deed Processing Time (days) 45 40 30 Requests for Information per FTE 1,458 1,701 1,550 Percent of Properties Site Reviewed 8% 15% 15% Assessment Levels compared to market 100% 100% 100% value FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional positions are justified with all the growth in the county considering that 8,000- 10,000 new parcels are being created annually in Weld County. The reorganization to use data collectors for new construction will better use staff resources. The Homestead Exemption position will have to deal with 5,000 - 7,000 applications next year. This is an entirely new requirement of the Assessor's Office statewide with the new constitutional amendment. BOARD ACTION: The Board approved the additional positions and agreed with the reorganization to use data collectors for new construction. The position changes were authorized to take place immediately to be in place for 2002. No other changes. 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials,filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,003 $ 13,986 $ 13,986 $ 14,705 Supplies 383 400 400 400 Purchased Services 2,811 10,470 11,720 11,720 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 12,197 $ 24,856 $ 26,106 $ 26,825 Revenue 0 0 0 0 Net County Cost $ 12,197 $ 24,856 $ 26,106 $ 26,825 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Budget shows an increase of$1,250. Professional Services has an increase of$1,500 for a total of$8,000. The minimum bid for proposed performance audit in 2001 was $8,000. Public relations is down $50, and out-of-town expenses are down $200. Other line items are unchanged. Final budget adjustments include an increase in salaries of$719. OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter, responding to situations as they arise; 2) Conduct performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county government and make reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities, encouraging opportunities for dialogue with County residents. 112 COUNTY COUNCIL (CONTINUED) 1000-14100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita .0555 PT .0555 PT .0555PT Per capita cost (county support) .0678 .1381 .1490 Effectiveness Measures (desired results) Respond to public concerns 100% 100% 100% Comply with Home Rule Charter requirements 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increase in audit expenses is the first in several years. The agreement has always been that the Commissioners would appropriate whatever is necessary for the Council to carry out their audit function when the need arises. BOARD ACTION: Board approved the budget as recommended. 113 TEN YEAR TREND 160 140 120 __ 100 *"^^ t '' ®Taxes 80 _— TzTrir _ — ®District Attorney 60 40 T+n _ St 20 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Cumulative Percent Increase: District Attorney TEN YEAR TREND 180 160 i *LL. 140 120 100 ; ®Taxes 80 IID.A. Local • 60 40 . 20 _ TT 0 c — 1® - I F_ s f 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,952,439 $ 2,251,056 $ 2,364,378 $ 2,457,494 Supplies 36,963 36,200 42,000 42,000 Purchased Services 132,692 157,345 164,623 164,623 Fixed Charges 20,432 36,238 37,699 37,699 Capital 2,799 0 0 0 Gross County Cost $ 2,145,325 $ 2,480,839 $ 2,608,700 $ 2,701,816 Revenue 102,645 85,600 96,600 96,600 Net County Cost $ 2,042,680 $ 2,395,239 $ 2,512,100 $ 2,605,216 Budget Positions 37.25 41.25 43.25 43.25 SUMMARY OF CHANGES: Budget has a net increase of$116,861. The District Attorney has requested an additional Office Technician III position($30,864)for scanning of the juvenile records. The Drug Task Force attorney position ($82,458)will be transferred from Sheriff's Office to District Attorney's Office budget in 2002, since it is no longer funded in the Drug Task Force grant. Line item increases, due to additional staff and increases in cost of supplies,total$7,278 for items such as publications ($1,000), equipment ($2,000), office supplies ($3,800) printing ($2,000), and postage ($1,800). The Colorado District Attorney Council computer system line item has increased $1,461. Part of the supply increased costs are offset by revenue from the sale of the copies. Revenues are up $11,000 with a $2,000 increase in sale of supplies, and $9,000 in other revenue due to the statutory change allowing for a $10 fee to the District Attorney for delivery of subpoena serves. Final budget adjustments include an increase in salaries of$93,116. OBJECTIVES: Prosecute cases as indicated below in workload measures. 116 DISTRICT ATTORNEY (CONTINUED) 1000-15100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of open cases as of end-of-quarter 13,000 13,000 15,824 Number of cases opened annually 20,000 20,000 18,593 Number of cases closed annually 22,000 22,000 19,000 Efficiency Measures FTE's per 10,000/capita 2.3 2.6 3.49 Per capita cost (county support) $11.35 $13.31 14.47 Effectiveness Measures(desired results) Number of convictions for crimes of violence 230 230 250 and habitual criminals Number of Criminal and Juvenile trials 200 200 200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon a review of the workload in scanning of the juvenile records, the additional office tech position is justified. The efficiencies and economies of the scanning system are not in the clerical workload, but in the time saved by the attorneys having ready access to all the data on a timely basis. The transfer of the Drug Task Force position to the DA's budget is appropriate since it is 100 percent county funded. Other line item increases are justified based upon the new positions, and volume of activity. No additional positions have been added to accommodate new judgeship scheduled for July 1, 2002. The courts have not decided if the new District Court Judge will do criminal or civil cases. If the new judge does criminal cases, an additional Deputy District Attorney may be required mid-year 2002, to deal with the docket and caseload of the added court division. BOARD ACTION: The Board approved the additional position for scanning of juvenile records and the transfer of the Drug Task Force attorney to this budget. The Board and District Attorney agreed to wait until mid-year 2002, to see how the District Courts will use the new judge on cases before adding any additional staff in the DA's budget for 2002. The issue will be addressed in mid- 2002, and may require a supplemental appropriation for the DA. The late budget request for $5,000 for Teen Court with School District#6 was not recommended by the DA and was denied by the Commissioners. It was also agreed between the Board and DA that Weld County would not apply for a grant for a Deputy DA position to prosecute only gun crimes at this time. No other changes. 117 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides supervision, counseling, apology letter to victim, restitution payments, community service hours, a variety of groups offered and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 251,964 $ 263,442 $ 266,875 $ 276,373 Supplies 3,673 4,639 5,050 5,050 Purchased Services 14,343 16,553 16,753 16,753 Fixed Charges 7,450 0 0 0 Capital 0 0 0 0 Gross County Cost $ 277,430 $ 284,634 $ 288,678 $ 298,176 Revenue 79,418 69,988 73,421 73,421 Net County Cost $ 198,012 $ 214,646 $ 215,257 $ 224,755 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Gross budget is up $611 for supplies and $3,433 for salaries for the DCJ (Division of Criminal Justice)grant. The DCJ grant award is$64,321 (full request). This grant pays salary costs for two Community Counselor Ill positions. Program fees generate $9,100 toward required match. Total revenue generated equals$73,421,which is an increase of$3,433. There are no other changes. Final budget adjustments include an increase in salaries of$9,498. OBJECTIVES: To provide a community-based alternative to the formal court system for juveniles who have been taken into custody one or two times for misdemeanor offenses or once for a felony and,therefore,would likely result in a juvenile filing. In addition, to provide the following groups to juvenile offenders: Shoplift Group, Female Offender Groups,Young/Older Male Offender Groups, Victim Empathy Groups, Drug/Alcohol Education Groups and Life Skills Groups. Strong referral system to Restorative Justice Program. 118 JUVENILE DIVERSION (CONTINUED) 1000-15200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Juvenile offenders in program 370 250 250 Restitution collected & disbursed to victims $19,447 $7,500 $10,000 Community service hours worked 2,062 1,500 1,500 Efficiency Measures FTE's per 10,000/capita .333 .333 .333 Per capita cost (county support) $1.10 $1.19 $1.25 Effectiveness Measures (desired results) Short-term recidivism 11.0% 15.0% 13% Long-term recidivism 9.0% 35.0% 20% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 119 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim/Witness Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment.The program provides services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED. ! FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 188,591 $ 219,993 $ 236,671 $ 236,671 Supplies 1,881 4,520 4,020 4,020 Purchased Services 17,311 16,438 16,938 16,938 Fixed Charges 428,480 0 0 0 Capital 0 0 0 0 Gross County Cost $ 636,263 $ 240,951 $ 257,629 $ 257,629 Revenue 562,345 145,772 162,450 162,450 Net County Cost $ 73,918 $ 95,179 $ 95,179 $ 95,179 Budget Positions 5.75 6.5 7.0 7.0 SUMMARY OF CHANGES: In order to respond to the added workload brought on by the Family Law Center, particularly the dedicated domestic violence court, and in order to provide needed assistance to the additional District Court scheduled for 2002, the Victim/Witness Program is seeking to upgrade one position from half-time to full-time status. Funding for the additional costs associated with the requested staff change will be paid with a VOCA grant and other non-county revenues. Net county costs for the program will remain unchanged. 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. 120 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 10,650 12,500 12,500 Number of VRA notices provided 19,000 19,500 19,500 Number of VALE grants administered 14 14 14 Efficiency Measures FTE's per 10,000/capita .319 .361 .389 Per capita cost (county support) $.41 $.53 $.53 Average services per FTE 5,263 5,018 5,018 Effectiveness Measures (desired results) Total CVC funds awarded $320K $320K $320K Average weeks to process Comp. claim 4.5 4.5 4.5 Total VALE grant funds awarded $300K $305K $321 K Formal complaints to state against V/W Program 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional position appears justified in light of the workload created by the Family Law Center in the courts. As long as VOCA grant funds will support the added staffing it is recommended. In the event VOCA funding is eliminated the position should be reduced accordingly. BOARD ACTION: The Board approved the budget as recommended, including the additional .5 FTE. 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100 DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY _ NEXT FY Personnel Services $ 241,675 $ 265,473 $ 265,473 $ 274,315 Supplies 1,855 250 250 250 Purchased Services 9,801 5,666 5,666 5,666 Capital 0 0 0 0 Gross County Cost $ 253,331 $ 271,389 $ 271,389 $ 280,231 Revenue 0 0 0 0 Net County Cost $ 253,331 $ 271,389 $ 271,389 $ 280,231 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change,other than the final budget adjustment which includes an increase in salaries of$8,842. 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 2002; 5)Oversee the capital construction program for 2002. 122 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures $ 790,820 $ 620,913 $183,678 Budgeted fund balance vs actual variance $597,885 $600,000 $200,000 Number of departments with performance measures 0 50 50 Efficiency Measures FTE's per 10,000/capita .111 .111 .111 Per capita cost (county support) 1.4074 1.5077 1.5568 Effectiveness Measures (desired results) Percent variance in projected revenue 5% 5% 5% Percent of categories met or exceeded - GFOA 100% 100% 100% Percent of departments with performance measures 0% 90% $90 Percent variance in projected fund balance 10% 10% 10% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 123 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200 DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 312,143 $ 327,691 $ 334,217 $ 355,867 Supplies 157,875 74,479 90,561 90,561 Purchased Services 33,868 23,580 25,690 25,690 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 503,886 $ 425,750 $ 450,468 $ 472,118 Revenue 0 0 0 0 Net County Cost $ 503,886 $ 425,750 $ 450,468 $ 472,118 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Minor adjustments reflecting payment history of the department includes increase of$600 for supplies, postage down $200, printing down $560, publications up $2,660 for printing of expense data in paper, and phones up $210. Computer software for an upgrade to the payroll system is up$15,482. In order to develop staff for succession planning the Accountant III position has been upgraded to Assistant Controller($6,526). A replacement check folder and sealer is included in the capital equipment budget for$9,265. Final budget adjustments include an increase in salaries of$21,650. OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many years; to accurately and efficiently process payroll for the employees of Weld County; and to implement GASB-34. 124 ACCOUNTING (CONTINUED) 1000-16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants 39,358 35,286 40,791 issued Average number of employees paid 1,185 1,195 1,205 Number of employees trained on General 80 90 100 Ledger Total County federal funds 23.4m 24.0M 28.0M Efficiency Measures FTE's per 10,000/capita .375 .375 .375 Per capita cost (county support) $2.80 $2.36 $2.62 Account Payable warrants per week per 756 678 650 NP FTE Employees paid monthly per Payroll FTE 790 800 800 Effectiveness Measures (desired results) GFOA certificate received Yes Yes Submitted Number of audit adjustments 33 20 15 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of line item adjustments and the upgrade of the Accountant Ill to Assistant Controller. BOARD ACTION: The Board approved the budget as recommended, including the upgrade of the Accountant Ill to Assistant Controller. 125 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 86,331 $ 90,247 $ 90,247 $ 94,242 Supplies 917 1,400 1,400 1,400 Purchased Services 4,413 6,044 6,044 6,044 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 91,661 $ 97,691 $ 97,691 $ 101,686 Revenue 0 0 0 0 Net County Cost $ 91,661 $ 97,691 $ 97,691 $ 101,686 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change,other than the final budget adjustment which includes an increase in salaries of$3,995. 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. 126 PURCHASING (CONTINUED) 1000-16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dollar value of Purchase Orders placed $22 million $23 million $24 million Number of formal bids 279 285 290 Number of Purchase Orders placed 3,554 3,600 3,700 Efficiency Measures FTE's per 10,000/capita 0.111 0.111 0.111 Per capita cost (county support) .5092 .5427 .5649 Cost per Purchase Order 25.79 27.14 26.40 Effectiveness Measures (desired results) Process vendor invoices and/or department requisitions on all PO's within 7 days 90% 90% 90% Process emergency requests within 24 hours 95% 95% 95% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 127 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 selling up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three-five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED ! FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 303,260 $ 336,834 $ 336,834 $ 349,580 Supplies 4,653 2,400 5,250 5,250 Purchased Services 41,505 24,536 42,750 42,750 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 349,418 $ 363,770 $ 384,834 $ 397,580 Revenue 0 0 0 0 Net County Cost $ 349,418 $ 363,770 $ 384,834 $ 397,580 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: Budget shows an increase of$21,064, all in services and supplies. Printing and supply items for employee communication, such as benefit booklets, etc. are up $5,000. The other major increase is advertising for vacant positions, which is up $18,014. This increase in cost is due to the good local economy creating a tight job market that requires more advertising to fill vacant positions, and the rate increases for newspaper publications that have doubled in the last year for some papers. Other costs are down $1,950 in subscriptions and small equipment to offset the increases. Final budget adjustments include an increase in salaries of $12,746. 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. 128 PERSONNEL (CONTINUED) 1000-16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions (FTE's) 923 943 971 Occupied FTE's 875 900 920 Number of employees terminated 125 130 135 Efficiency Measures FTE's per 10,000/capita .2778 .2778 .2778 Per capita cost (county support) 1.941 2.021 2.209 Personnel served per FTE 185 189 195 Effectiveness Measures (desired results) Turnover rate 14% 14% 14% Number of people attending training 325 325 350 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Measures,such as shorter ads, and use of the website, are being employed by Personnel to reduce advertising costs for vacant positions. BOARD ACTION: No change. 129 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FYI NEXT FY NEXT FY Personnel Services $ 689,580 $ 755,861 $ 819,094 $ 894,862 Supplies 27,555 17,200 14,200 14,200 Purchased Services 104,518 53,719 85,100 92,436 Capital 7,252 0 0 0 Contra Account -50,049 -50,049 -90,049 -90,049 Gross County Cost $ 778,856 $ 776,731 $ 828,345 $ 911,449 Revenue 528,226 358,000 433,000 433,000 Net County Cost $ 250,630 $ 418,731 $ 395,345 $ 478,449 Budget Positions 14 16.5 17.5 17.5 SUMMARY OF CHANGES: This budget reflects an increase for postage ($3,500), vehicle maintenance ($13,000) and telephone services ($8,881). These increases were offset by a reduction in supplies of$2,000. Also, indicated in the budget is a proposed additional Planner ($48,477) based on projected need coupled with the upgrade of two Planner I to Planner II positions ($14,756). Revenues are up $75,000 based upon the 25 percent increase in land use cases over the last 12 months. There are four proposed fee schedule modifications. Fee changes will not significantly impact revenues if made. Final budget adjustments include an increase in salaries of$75,768. OBJECTIVES: 1) Continue to revise procedures and practices for new building and land use activities; 2)Actively participate in County-wide GIS; 3)Continue to develop IGA's; 4)Continue to implement Transportation Impact Fee Program; 5) Continue to make necessary changes to comprehensive Plan, PUD, MUD, Zoning Ordinances and Subdivision Ordinance; 6) Continue to work with trails project; 7)Continue to work with Weld County Planning Commission and Advisory Boards; 8) Review and rewrite Weld County Comprehensive Plan; and 9) Continue to meet the Land Use needed of the public. 130 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of applications submitted 733 750 750 Number of customer requests for information 9,885 10,000 10,000 Number of administrative land use cases 585 600 620 Long Range Planning Work Outputs Number of customer requests for information 75 100 125 Number of Intergovernmental Agreements 6 8 8 Number of Ordinances revised 7 9 12 Number of Annexations and Referrals 167 200 180 Hours for Open Space and Trails projects 200 250 275 Compliance Planning Work Outputs Number of site visits 700 1,500 1,500 Number of violations issued 198 300 400 Number of violations referred to County 41 45 50 Attorney Number of violations closed 54 100 250 Number of Community Clean-ups 2 2 2 Technical Support Work Outputs Average number of land use applications 733 800 850 processed per year Average number of land use hearing attended 40 40 50 per year Average number of customer requests for 1,800 2,000 2,000 information (Zoning/Flood Plain) 131 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Effectiveness Measures: Average number of days a land use case is involved in the administrative application process 45 to 60 45 to 60 45 to 60 Average number of days a land use case is involved with the application process 120 120 120 Average number of conditions of approval per application 15 15 15 Long Range Planning Effectiveness Measures: Average number of Public Outreach Meetings 130 160 200 Projected hour for 2001 Comprehensive Plan review and revisions 50 150 150 Compliance Planning Effectiveness Measures: Average number of days to violation resolution 60 60 60 Average rate of voluntary compliance 80% 80% 80% Average response time to complaints 24 hours 24 hours 24hours FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based on the 25 percent increase in the total number of land use cases over the previous twelve months the additional Planner I is justified. The upgrades of the two Planner I positions to Planner II positions is consistent with the Board's policy to allow for the flexible staffing of the planner positions to retain experienced planners. Other line item increases are justified based upon historical expenditures and the added caseload. The proposed fee modifications that follow are all policy issues for the Board: 1. Fee change for gravel pits to reflect the staff time and costs involved with these cases. 2. Keep the fees for minor subdivisions and less than 9 lot PUD the same, but consider increasing the fees for larger more complicated subdivisions and PUD's. 3. Reduce resubdivision fees to $500 (down $650) due to less staff time required. 4. Consider hourly charge for pre-application conferences, like other jurisdictions do. 132 PLANNING AND ZONING (CONTINUED) 1000-17100 BOARD ACTION: The Board approved the additional Planner I position and the upgrade of the Planner Ito Planner II positions as recommended. In order to better advise citizens of land use hearings the Board wants to begin advertising land use hearings for both the Commissioners and Planning Commission in the Greeley Tribune, as well as the legal newspaper. The additional advertising will cost $8,816 in the Clerk to the Board's budget, and an additional $7,336 in the Planning budget for 2002. The Board approved the following fee changes: 1. Use by Special Review for mining permits will be raised to $2,000, plus $10.00 per acre thereof in excess of ten acres. 2. Subdivision and PUD's with over nine lots will have an additional $10.00 per lot over nine lots. 3. Substantial change hearings will be increased from $200 to $500. 4. Re-subdivision redesign fees will be decreased from $1,150 to $500 5. An hourly charge will be assessed for pre-application conferences. 6. A $700 fee increase to cover the cost to amend the Mixed Use Development Map and corresponding Comprehensive Plan. Due to low volume of the fee types, revenues were not adjusted since the fee changes will not have a significant revenue impact, especially with the offsetting fee reduction. No other changes were made to the recommended budget. 133 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters, Ambulance Buildings, North County Jail, Health Building, Training Center, Southwest Weld Administration Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,351,814 $ 1,455,210 $ 1,455,210 $ 1,541,772 Supplies 263,229 251,800 251,800 251,800 Purchased Services 1,098,924 1,002,100 1,353,550 1,303,550 Fixed Charges 10,274 21,000 21,000 21,000 Capital 38,661 0 0 0 Contra Account -32,776 0 0 0 Gross County Cost $ 2,730,126 $ 2,730,110 $ 3,081,560 $ 3,118,122 Revenue 90,248 202,000 135,000 135,000 Net County Cost $ 2,639,878 $ 2,528,110 $ 2,946,560 $ 2,983,122 Budget Positions 40 41 41 41 SUMMARY OF CHANGES: This budget was significantly impacted by the rising costs of utilities, and the addition of the new Southwest Weld Administrative Building. The gross budget is up $351,450. Utilities are up $270,000 over last year's budget. Janitorial, utility, and maintenance costs for the Southwest Weld Administrative Building are$81,450. Other costs are stable and have been reallocated based upon expenditure patterns. Revenues which result from charges to programs that have grant reimbursements are down$67,000 due to fewer departments being billed directly by Building and Grounds. Those budgets are down correspondingly due to no increase in net county costs in the overall county budget. Final budget adjustments include an increase in salaries of$86,562. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 134 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 630,000 630,000 652,000 Number of preventative maintenance work orders (PM's) 360 360 372 Number of tracked repair work orders 1,100 1,100 1,200 Efficiency Measures FTE's per 10,000/capita 2.2222 2.2778 2.2778 Per capita cost (county support) $14.66 $14.05 $17.32 Cost per square foot $4.19 $4.01 $4.78 Effectiveness Measures (desired results) Percent of work orders completed within 14 days 95% 95% 95% Percent of PM work orders completed on schedule 100% 100% 100% Clean assigned buildings and maintain an 80% Customer Satisfaction rating 95% 95% 95% Complete Emergency Work Orders within 24 hours 100% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increased utility costs are beyond the county's control. Energy conservation efforts are being studied and employed whenever possible. Additional costs for the Southwest Weld Administration Building were anticipated for 2002. BOARD ACTION: Due to the recent decline in energy costs the utility budget was reduced $50,000 for 2002. All other recommended items were approved. 135 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with Affiliated Computer Services, Inc. (ACS). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY f NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 256,918 0 0 0 Purchased Services 1,753,003 1,919,617 2,115,415 2,146,112 Fixed Charges 0 0 0 0 Contra Account 0 -490,930 0 0 Capital 540,702 625,000 625,000 818,133 Gross County Cost $ 2,550,623 $ 2,053,687 $ 2,740,415 $ 2,964,245 Revenue 584,590 55,000 600,000 600,000 Net County Cost $ 1,966,033 $ 1,998,687 $ 2,140,415 $ 2,364,245 Budget Positions -- -- -- -- SUMMARY OF CHANGES: ACS contract costs reflect a 5.7 percent CPI increase, for a contract increase of$98,055. Equipment includes the replacement of PC's, printers, servers, and network equipment,plus necessary upgrades. The capital replacement program was adopted with the ACS contact. The budget includes $128,440 for the implementation of the e-government strategy in 2002. Note that the former services provider, SCT,was purchased by ACS on June 28, 2001, and assumed Weld County's service contract on the same terms. 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. 136 COMPUTER SERVICES (CONTINUED) 1000-17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Personal Computer systems 760 780 790 supported Number of Personal Computer systems 130 130 130 installed/replaced Number of Staff Trained 200 200 200 Number of Applications Supported 175 180 183 Number of Applications Upgraded 65 65 65 Efficiency Measures FTE's per 10,000/capita 1.055 1.122 1.166 Per capita cost (county support) $10.92 $11.10 $12.06 Effectiveness Measures (desired results) Percent of users upgraded to standard 95% 95% 95% Percent of users surveyed who are satisfied 99.5% 99.5% 99.5% FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. Allocation of funds for specific hardware and software upgrades will be done by the Information Services Governance Committee for 2002, with final Board approval prior to year-end. The e-government report and recommendations have been completed. Weld County citizens have high expectations that their county government will be innovative and find economical approaches to information dissemination and providing services. To respond to these expectations, Weld County is going to have to use technology as a tool to help staff meet the growing demands of the public. With the Internet or e-government being one of the leading trends in technology to accomplish improved communication and more efficient services,Weld County has little choice but to embark on a strategy to utilize e-government applications. 137 COMPUTER SERVICES (CONTINUED) 1000-17300 FINANCE/ADMINISTRATION RECOMMENDATION(Continued): Weld County's decision in 1993 to go to a client server environment and build a fiber-optical network backbone has put the county in an excellent position to implement the new technologies associated with the Internet and e-government. In addition most of our application vendors are focusing their resources on technology associated with Internet application. Because of these two factors we are in a great position to take advantage of the new technologies that will be offered. This opportunity will not come without some investment of funds to implement the technology. The costs really depend on the pace of implementation that Weld County wishes to proceed. A very aggressive approach would cost approximately $225,000 per year to implement through an amendment to the ACS contract. A moderately aggressive approach would be about half that amount or$128,440 starting in 2002. As more applications are installed, the amount could grow to the $225,000 per year over the next 2-5 years. This is a major policy issue for the Board in the 2002 budget process. Staff's recommendation is to approach the strategy in a moderately aggressive way at a cost of$128,440 per year through a contract amendment with ACS to provide Web administration resources. As more complex web applications are implemented additional web resources will be required ramping up to the $225,000 level in the next 2-5 years. $128,440 has been included in the recommended budget. Policy issue. BOARD ACTION: The Board had to add an additional $30,697 to the ACS contractual cost-of-living adjustment(COLA),for a total of$98,055,due to the June,2000 to June, 2001 COLA for the Denver area being 5.7 percent. The larger than average national COLA increase for the Denver area was due to energy, housing and medical costs. The Board approved the budget for the $128,440 contract amendment with ACS to provide web resources in 2002. The Board decided it was essential for Weld County to become proactive in the provision of web-based services and applications to the citizens of Weld County. An additional $193,133 for computer hardware and software are budgeted as a carryover appropriation for 2001 projects carried into 2002. 138 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with the ASC Corporation. ACTUAL BUDGETED >x REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 67,576 $ 72,686 $ 72,686 $ 77,722 Supplies 32,799 38,901 107,597 107,597 Purchased Services 232,978 170,633 170,193 170,193 Fixed Charges 0 0 0 0 Capital 9,073 87,000 14,750 14,750 Gross County Cost $ 342,426 $ 369,220 $ 365,226 $ 370,262 Revenue 12,582 0 12,500 12,500 Net County Cost $ 329,844 $ 369,220 $ 352,726 $ 357,762 Budget Positions — 2 2 2 SUMMARY OF CHANGES: Budget request has net county cost drop of $3,994. The budget includes software of$107,597, hardware of$14,750, $100,000 for orthophotography to re-fly 300 square miles of Weld County's high growth area, and miscellaneous costs of$13,493. Training costs remain the same. Revenue from the sale of maps and GIS data is estimated to be $12,500 for 2002. Final budget adjustments include an increase in salaries of$5,036. OBJECTIVES:Maintain a current geographical information system for Weld County via a contract with ACS to provide GIS data to county staff and citizens. 139 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 69,000 89,000 98,000 # Parcels Updated 6,900 9,000 9,000 #Available Coverages (Layers) in GIS 75 155 200 Efficiency Measures FTE's per 10,000/capita 0 0.111 0.111 Per capita costs (County support) $1.83 $2.05 $1.99 Effectiveness Measures(desired results) % Parcels in GIS with orthophotography/ imagery 100% 100% 100% % County covered by orthophotography/ imagery 23% 100% 100% # Parcels in GIS vs. # Parcels in Assessor system 95% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of this funding level. The entire county will be incorporated into the GIS in 2002, and the data will have county-wide coverage and use. The project is on schedule with the GIS Master Plan developed four years ago. The GIS program is now a valuable tool for staff and citizens in Weld County. BOARD ACTION: No change. Board approved the budget and program as recommended. 140 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 37,709 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 34,900 50,000 50,000 50,000 Gross County Cost $ 72,609 $ 50,000 $ 50,000 $ 50,000 Revenue 0 0 0 0 Net County Cost $ 72,609 $ 50,000 $ 50,000 $ 50,000 Budget Positions -- -- -- --J SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 141 CAPITAL OUTLAY(CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Plat File Cabinets (2) $ 10,000 $ 10,000 $ 10,000 ACCOUNTING: Check Folder/Sealer 9,265 9,265 9,265 FAIR: Livestock Panels 10,000 10,000 10,000 UN-DESIGNATED: 20.735 20,735 20,735 TOTAL $ 50,000 $ 50,000 $ 50,000 142 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 73,297 $ 61,911 $ 61,911 $ 66,868 Supplies 39,569 46,500 43,000 43,000 Purchased Services 265,506 119,800 111,300 111,300 Fixed Charges 1,770 0 0 0 Capital 0 0 0 0 Gross County Cost $ 380,142 $ 228,211 $ 216,211 $ 221,168 Revenue 338,889 192,000 192,000 192,000 Net County Cost $ 41,253 $ 36,211 $ 24,211 $ 29,168 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Net county cost is down$12,000 for 2002. The decline in the budget is due to the lease/purchase for the Kodak copier being paid off in 2001. Other service and supply accounts have been reallocated to reflect expenditure patterns. Revenues are unchanged. Final budget adjustments include an increase in salaries of$4,957. 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. 143 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 1,800 1,800 1,800 Mail Pieces 600,000 600,000 600,000 Supply Orders 1,044 1,096 1,100 Efficiency Measures FTE's per 10,000 .1111 .1111 .1111 Per Capita cost county support .2291 .1345 .1620 Effectiveness Measures (desired results) Fill Supply orders within 24 hours Efficiency 90% 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/ADMINISTRATIONRECOMMENDATION: Recommend approval. Costs analysis still indicate it is cost-effective to operate the printing and supply functions internally,versus contracting out the function. Net county cost is the cost of the postage and courier service functions. All other costs are recovered by a charge to the using department. BOARD ACTION: No change. 144 TEN YEAR TREND Cumulative Percent Increase: Sheriffs Office Local Costs 140 120 W. ,m - 2 E - _ . « < - : % Er e ° ET-L-----In 9 Sheriffs Office 60 � z » < < « m y . . : « - \ \ . < < , \ z ) r-_-7,--„757 , �. � - - - �� 2 «+ : - < } } % g ; } ® a © - - L J 20 ° - -- - _ _ \ \? } :4777 w . . } _ , .y . m- > :y, r: :; � . Z �, , . _ . i t </ . , ere- � � e` ,s 1994 1995 1996 1997 1998 1999 2000 2001 2002 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary--All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 10,481,049 $ 11,074,414 $ 11,613,148 $ 11,781,244 Supplies 315,802 273,912 462,177 455,486 Purchased Services 2,147,833 2,359,854 2,658,539 2,658,439 Fixed Charges 208,926 6,450 5,500 5,500 Capital 149,964 151,498 42,000 42,000 Gross County Cost $ 13,303,574 $ 13,866,128 $ 14,781,364 $ 14,942,669 Revenue 1,267,006 1,317,228 1,420,672 1,420,672 Net County Cost $ 12,036,568 $ 12,548,900 $ 13,360,692 $ 13,521,997 Budget Positions 227 227 232 231 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. 146 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation,clerical staff,training,uniforms,common office supplies, accounting for inmate funds,commissary accounting/distribution to inmates,inventory control,etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 707,792 $ 772,196 $ 772,196 $ 798,089 Supplies 90,727 94,709 98,400 92,709 Purchased Services 52,652 64,500 72,855 68,355 Fixed Charges 6,184 0 0 0 Capital 5,040 0 0 0 Gross County Cost $ 862,395 $ 931,405 $ 943,451 $ 959,153 Revenue 12,861 10,000 16,500 16,500 Net County Cost $ 849,534 $ 921,405 $ 926,951 $ 942,653 Budget Positions 15 15 15 15 SUMMARY OF CHANGES: Revenues are projected to increase as a result of increased commissary receipts. The supplies line has increased due to a more aggressive posture in department-wide recruiting and retention. The grants line contains match money for the 2001/2002 grant which has already been approved by the Local Law Enforcement Block Grant. The differences in requested and recommended supplies ($5,691) and services ($4,500) is due to the historical expenditure pattern and requests for increases not being justified. Upgrade of Office Tech III position to Booking Tech is recommended based upon duties assigned ($2,046). Final budget adjustments include an increase in salaries of$25,893. 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. 147 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 6,244 5,556 5,834 Commissary Orders Processed 6,842 7,560 7,938 Invoice/Requisitions Processed 3,485 3,576 3,755 Applicants Processed 354 324 340 Efficiency Measures FTE's per 10,000/capita 0.83 0.83 0.83 Per capita cost (county support) $4.72 $5.12 $5.24 Percent Civil Process Served 82.1% 80.0% 80.0% Commissary Orders Filled 6,842 7,560 7,938 Applicants Hired 41 72 76 Effectiveness Measures (desired results) Average Miles Driven per Civil Process Service 10 10 10 Service Complaints per 1,000 Papers Received 2 4 5 Commissary Complaints per 1,000 Orders 2 4 5 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with adjustment to service and supplies line items that did not justify an increase. Upgrade of Office Tech III to Booking Tech is recommended. BOARD ACTION: The Board approved the upgrade of the Office Tech III to Booking Tech. No other changes. 148 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFFS 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT,FY Personnel Services $ 3,230,147 $ 3,237,337 $ 3,461,428 $ 3,529,805 Supplies 87,072 38,530 111,976 111,976 Purchased Services 612,604 503,963 616,565 616,565 Fixed Charges 8,391 6,450 5,500 5,500 Capital 33,022 42,826 0 0 Gross County Cost $ 3,971,236 $ 3,829,106 $ 4,195,469 $ 4,263,846 Revenue 264,728 337,916 295,410 295,410 Net County Cost $ 3,706,508 $ 3,491,190 $ 3,900,059 $ 3,968,436 Budget Positions 66 62 65 64 SUMMARY OF CHANGES: A Manager position was transferred from the Centennial Jail to this budget unit. The Sheriff has requested (2.0 FTE) to provide office staff in the Southwest Weld Administrative Building ($31,702) and add an additional investigator ($54,889) in the Operations Department. The two staff positions were originally included in the multi-year improvement plan submitted in 1998. The investigator is not included in the recommended budget. In addition, an upgrade of the crime analyst position has been included at a cost of$5,844. Funding for overtime of $150,000 was requested, but only$12,500 is recommended. A request of$21,900 has been made to add less-lethal physical force options in every patrol car and an additional in-state prisoner transport mini-van. A major crime scene van purchased by a ten percent match with Local Law Enforcement Block Grant funds is also requested. This budget excludes the traffic unit,which was included as a new budget unit. Revenues for contract patrol are up$24,500, but grant revenue is down for a net decrease of$42,506. Final budget adjustments include an increase in salaries of $260,766. 149 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to become more self-directed as community facilitators, problem-solvers, and positive role models; 4) Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest communication internally and externally; 6) Meet statutory responsibilities of the Sheriff. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs PartAOffenses 2,175 2,132 2,150 Part B Offenses 1,031 979 1,000 Adult Arrest 1,520 1,767 1,700 Juvenile Arrest 220 252 250 Dispatched Calls for Service 14,268 14,500 15,000 Civil Process Received 6,244 6,830 7,000 Temporary Restraining Orders Received 494 586 600 Employee Turnover 3.2% 5.0% 5.0% Efficiency Measures FTE's per 10,000/capita 3.50 3.44 3.55 Per capita net cost $20.59 $19.40 $22.05 Percent Civil Process Served 82.2% 81.3% 81.0% Effectiveness Measures (desired results) Part A Offenses per 1,000 Capita 12.1 11.8 11.9 Part A Percent Cleared 37.1% 39.8% 39.5% Net Property Loss per 1,000 Capita $7,528 $9,533 $8,500 Property Damage per 1,000 Capita $1,123 $1,142 $1,150 Calls for Service per 1,000 Capita 79.3 80.6 83.3 Average Emergency Response Time (Minutes) 15.6 16.1 16.5 Service Complaints per 1,000 Dispatched Calls for Service (Minutes) 1.12 1.79 1.47 Workers' Compensation Reports 22 18 20 150 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 FINANCE/ADMINISTRATION RECOMMENDATION: Service and supply line items are recommended as requested. The following recommendations are made on Personnel matters: 1. Office Tech III for services at the Southwest Weld County Administrative Building is recommended to have staff present 8:00 AM - 5:00 PM, Monday through Friday, like the Fort Lupton Substation ($31,702). 2. The additional investigator is not recommended due to budget constraints. The Sheriffs Office is already increasing the county net cost by $1,002,093 in 2002 when salary increases are included. The other positions in the jail, traffic unit, upgrades, and the above clerical positions already give the Sheriff's Office the lion's share of additional staff and upgrades in the 2002 budget. The position is an expansion of service,which is policy issue of the Board. 3. It was requested that the Crime analyst position be upgraded from grade 21 to grade 36. Personnel recommends that it be upgraded to grade 30 based upon salary survey($5,844). 4. Request to upgrade Office Tech III (Behne) is not recommended. Duties are consistent with current classification. 5. Sheriffs Office has requested $150,000 in overtime. Current budget is $12,500. Excess overtime comes from salary savings of vacant positions and has not been funded at such a high level in Weld County. It has the equivalent effect of adding 3 to 4 Deputy positions, which is an expansion of service. BOARD ACTION: The Board agreed with all the above recommendations,and made no changes to the recommended budget. 151 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement 1000- 21210 DEPARTMENT DESCRIPTION: Provide traffic enforcement on County roads, and public education on traffic safety. ACTUAL BUDGETED REQUESTED RECOMMEND RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 201,467 $ 287,422 $ 292,675 Supplies 14,391 48,861 48,861 Purchased Services 26,550 30,230 30,230 Fixed Charges 0 0 0 Capital 69,340 42,000 42,000 Gross County Cost $ 0 $ 311,748 $ 408,513 $ 413,766 Revenue 159,606 183,383 183,383 Net County Cost $ 0 $ 152,142 $ 225,130 $ 230,383 Budget Positions 5 6 6 SUMMARY OF CHANGES: The FY2001-2002 OHS grant was submitted prior to this budget submission. That grant will add two patrol positions in October, 2001 with related operating and capital equipment which was discussed in the 2001 budget appropriation. The third year of the OHS grant request (FY2002-2003) will add the last patrol position (1 FTE) in October, 2002 to provide a total of five deputies and a supervisor dedicated to a traffic safety function consistent with the initial three-year plan. Final budget adjustments include an increase in salaries of$5,253. OBJECTIVES: Conduct traffic enforcement and public education on traffic safety to reduce traffic accident and traffic fatalities in Weld County. 152 SHERIFF'S TRAFFIC (CONTINUED) 1000-21210 • PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Enforcement Hours 0 2268 6600 Alcohol Related Driving Arrest 60 102 112 Efficiency Measures FET's per 10,000 Capita 0 .278 .333 Per Capita Net Cost 0 .84 1.28 Effectiveness Measures (desired results) Target Area Fatalities 2 2 2 Target Area Crashes 0 0 7 Citizen Participation 60 200 300 Percent Seatbelt Use 50% 52% 55% Percent Vehicles >10 Over Limits 60% 65% 58% Percent Vehicles Failing to Stop a Signs 32% 30% 28% FINANCE/ADMINISTRATION RECOMMENDATION: Board committed to a three year grant process in 2000 to create a traffic enforcement unit to help reduce traffic accidents and fatalities. At the end of the three year process the Board wants to evaluate the effectiveness of the program. Continuation of the program is a policy issue for the Board. At the end of three years the county will pay 100 percent of the costs. BOARD ACTION: The Board approved this budget as recommended, but indicated they want to monitor the success and impact of this program, especially when it is 100 percent county funded. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT,FY Personnel Services $ 42,664 $ 55,733 $ 55,733 $ 55,401 Supplies 2,367 3,550 3,550 3,550 Purchased Services 85,391 88,297 101,919 101,919 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 130,422 $ 147,580 $ 161,202 $ 160,870 Revenue 0 0 0 0 Net County Cost $ 130,422 $ 147,580 $ 161,202 $ 160,870 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: The only significant change is noted in purchased services relating to the increase in the Humane Society agreement ($7,119)for holding animals and the increase in motor pool ($6,503). No capital expenditures will be needed for 2002. All other line items remain unchanged. The Humane Society contract costs could be reduced per the discussion below. Final budget adjustments include a decrease in salaries of$332. 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 1,548 1,625 1,836 Animals Transported to Shelter 916 989 800 Efficiency Measures FTE's per 10,000/capita 0.111 0.111 0.111 Per capita cost (county support) 0.72 0.82 0.89 Miles Driven per Call for Service 24.74 25.93 26.03 Effectiveness Measures (desired results) Summons Issued 340 374 324 FINANCE/ADMINISTRATION RECOMMENDATION: State statute requirement for holding unclaimed animals prior to euthanasia was changed in 2001 back to the three days from five , days. The Humane Society wants a no-kill policy for animals and wants the county to continue paying for five days of holding costs. Legally the county is only required to hold the animal for three days. Prior to July 1, 2000, the county only paid for the legal limit of three days. If the Humane Society wanted to hold the animal longer it was at their expense. If the Board wants to reduce the holding period back to three days the Humane Society will need to give the county an adjusted contract amount for 2002. BOARD ACTION: The Board approved the budget as recommended with $80,000 budgeted for the Humane Society animal shelter contract. In subsequent meetings with the Humane Society Board, the County will pay$100 per animal, no matter how long the animal is held. The Humane Society has agreed to address their management problems and allow Weld County, City of Greeley, and City of Evans each to appoint one Humane Society Board member. No other changes or issues. 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 FINAL RESOURCES LAST FY CURRENT FY 'f NEXT FY NEXT;FY Personnel Services $ 90,227 $ 94,416 $ 94,416 $ 97,747 Supplies 15,946 5,000 13,500 13,500 Purchased Services 7,546 12,280 36,690 36,690 Fixed Charges 8,788 0 0 0 Capital 2,018 25,232 0 0 Gross County Cost $ 124,525 $ 136,928 $ 144,606 $ 147,937 Revenue 66,007 69,930 76,843 76,843 Net County Cost $ 58,518 $ 66,998 $ 67,763 $ 71,094 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Small equipment is up $8,500 for a one-time expense of workbenches and office equipment for the fingerprint comparison work area and the digital evidence examination area in the lab. These are work areas that were not addressed in the Forensic Lab remodeling in 2000. This line also includes$3,000 to replace a six-year old personal computer used to operate the gas chromatograph/mass spectrometer. In the grant line item $25,000 is requested because the Forensic Lab wants to apply for a Byrne Grant using the money budgeted here with money committed from the Weld County Task Force to purchase an automated gas chromatograph/mass spectrometer. This technology is used by virtually every forensic lab to maximize the efficiency of drug and arson personnel,allowing them to run samples overnight and create an audit trail to positively identify each lab result for quality system requirements. There are no major capital equipment purchases planned without approval of the Byrne Grant funds. Offsetting reduction in other service and supply line items result in a net budget increase of$7,678. Revenues are up$6,913 from the City of Greeley that shares the cost of the lab with the county. Final budget adjustments include an increase in salaries of$3,331. 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 82 141 156 Clan. Lab Seizures 10 7 7 Court Testimony 2 10 10 Hours of Lab Analysis - drug/arson/paint 406 670 710 Efficiency Measures FTE's per 10,000/capita 0.0555 0.0555 0.055 Per capita cost (county support) $0.33 $0.37 $0.39 Effectiveness Measures (desired results) Quality Audit n/a Acceptable Acceptable Proficiency Testing (Test Run/Errors) 3/0 3/0 3/0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT`..FY Personnel Services $ 161,437 $ 153,352 $ 83,236 $ 83,236 Supplies 0 0 0 0 Purchased Services 0 70,248 70,248 70,248 Fixed Charges 140,496 0 0 0 Capital 0 0 0 0 Gross County Cost $ 301,933 $ 223,600 $ 153,484 $ 153,484 Revenue 65,954 153,352 83,236 83,236 Net County Cost $ 235,979 $ 70,248 $ 70,248 $ 70,248 Budget Positions 2 2 1 1 SUMMARY OF CHANGES: The budget reflects the period from January 1, 2002 through December 31,2002. The program has been approved and is operating on the grant commencing July 1, 2001 through June 30, 2002. The department will be requesting another grant to operate the 12 month period commencing July 1, 2002. The above figures reflect the projected cost to the County anticipating grant approval of that grant. Personnel Services has decreased from this organization with the elimination of the Federal Grant funding the attorney and the District Attorney funding this position as a match. Deputy District Attorney costs of$82,458 have been transferred to the DA's budget. 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 Outputs Criminal Cases Opened 150 220 242 Drug Arrest 154 185 213 Search Warrants Executed 100 150 180 Cocaine Seizures (Kilos) 16.2 15 17 Methamphetamine Seizures (Pounds) 6.56 7 9 Marijuana Seizures (Pounds) 4,000 4,200 4,000 Meth Lab Seized 10 15 12 Efficiency Measures FTE's per 10,000/capita .11 .11 0.055 Per capita cost (county support) $1.31 $0.39 $0.39 Effectiveness Measures (desired results) Criminal Cases per 1,000 Capita 0.937 1.375 1.34 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 159 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: North Jail Complex- 1000-24410 DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado statutes and a wide range of professional services, including medical care, food preparation, structured prisoner programs and activities are provided to meet these mandates. The county jail also operates a non-secure residential work release facility and electronic home monitoring as jail alternative programs. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,212,506 $ 3,330,564 $ 3,451,142 $ 3,557,429 Supplies 115,809 113,632 180,790 180,790 Purchased Services 1,203,551 1,350,718 1,447,648 1,447,648 Fixed Charges 34,366 0 0 0 Capital 109,884 14,100 0 0 Gross County Cost $ 4,676,116 $ 4,809,014 $ 5,079,580 $ 5,185,867 Revenue 691,203 433,530 575,000 575,000 - Net County Cost $ 3,984,913 $ 4,375,484 $ 4,504,580 $ 4,610,867 Budget Positions 74 74 74 74 SUMMARY OF CHANGES: The medical services contractor has requested an increase of 11 percent and the food services contractor an increase of 2.7 percent. An additional prisoner transport van has also been requested. The request for $120,000 in overtime is not recommended, only the current funding of $47,300. Higher occupancy of work release and an increase in municipal daily housing rates consistent with the legislative DOC reimbursement rate have off-set some of the increased costs from these significant changes. Final budget adjustments include an increase in salaries of$178,987. OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; and 2) Identify and implement Jail alternatives to prolong the useful life of the new jail facility. 160 NORTH JAIL COMPLEX (CONTINUED) 1000-24410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs North Jail Daily Secure Inmate Population 186 196 195 Centennial Jail Daily Secure Inmate Population 112 113 112 Average Daily Secure Inmate Population 298 309 307 Average Daily Work Release Population 70 81 90 Average Daily Electronic Monitoring Population 45 50 50 Prisoners Booked 11726 12000 12250 Number of Inmates Transported to Court 10538 11019 11500 Court Ordered Transports Outside Facility 1117 1050 1150 Out-of-State Extraditions 96 123 135 Employee Turnover 30.0% 23.0% 18.0% Efficiency Measures Centennial & North Jail FTE's per 10,000 capita 7.8 7.7 7.8 Per Capita Net Cost $38.86 $42.45 $44.88 Average North Jail Occupancy (164 beds) 113.4% 119.5% 118.9% Average Centennial Occupancy (180 beds) 62.2% 62.8% 62.2% Average Medical Cost per Inmate per day $5.54 $5.56 $6.17 Average Food Cost per Inmate per day $4.10 $4.26 $4.39 Jail Course Hours Offered per County Workday 3.8 4.4 5.0 161 NORTH JAIL COMPLEX (CONTINUED) 1000-24410 PERFORMANCE MEASURES (CONTINUED) ACTUAL ESTIMATED PROJECTED Effectiveness Measures (desired results) Average Length of Stay 12.9 13.4 13.3 Inmates Successfully Completing GED 53 70 90 Inmates Successfully Completing Courses 1,837 2,134 2,200 Crimes Reported in Jail 62 63 62 Disciplinary Segregation per 100 ADP 0.841 0.828 0.834 Sentence Days Deducted by Inmate Work Time 9,668 9,892 9,850 Overall Inmate Critique Exit Survey Score 3.5* 3.7* 3.8* Inmate Suicides 0 0 0 Workers' Compensation Reports 38 38 38 Escapes 0 1 0 Successful EHM Completion 83.8% 87.2% 88.0% Successful Work Release Completion 87.2% 77.0% 80.0% *5 point maximum scale FINANCE/ADMINISTRATION RECOMMENDATION: All items are recommended in the budget request except the additional overtime. Overtime beyond the current funding level should be paid from salary savings of vacant positions. Otherwise the added amount is the equivalent of 2-3 additional Correctional Officers, which is an expansion of service. BOARD ACTION: The overtime request was not approved. No other changes were made to the recommended budget. 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420 DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The Jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado statutes and a wide range of professional services, including medical care, food preparation, structured prisoner programs and activities are provided to meet these mandates. The county jail also operates a non-secure residential work release facility and electronic home monitoring as jail alternative programs. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY, Personnel Services $ 2,980,523 $ 3,173,086 $ 3,351,312 $ 3,306,639 Supplies 426 0 0 0 Purchased Services 164,727 214,978 258,464 258,464 Fixed Charges 10,416 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,156,092 $ 3,388,064 $ 3,609,776 $ 3,565,103 Revenue 144,529 122,594 160,000 160,000 Net County Cost $ 3,011,563 $ 3,265,470 $ 3,449,776 $ 3,405,103 Budget Positions 66 65 67 67 SUMMARY OF CHANGES: One Manager position has been transferred from the organization in 2001 to the Operations budget unit. The Sheriff is requesting to add a total of approximately $135,000 for staffing(2.0 FTE)and operating expense necessary to establish a Pre-Trial Release Program (PTRP). These funds are included in this recommended budget. The need for a PTRP was included in the capital plan as a jail housing mitigation strategy and was recommended by unanimous vote of the Weld County Criminal Justice Advisory Committee. The upgrade of all Alternative Program Supervisor positions from grade 21 to 27, for a 16 percent increase, is included in the recommended budget at a cost of$39,473. The request for$175,000 in overtime is not recommended, only the current funding level of$45,000 is included. Overtime increases should be paid from salary savings from vacant positions,otherwise,it is an expansion of staff and services equivalent to three to four Correctional Officers. Final budget adjustments include an increase in salaries of$190,494. OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; 2) Identify and implement Jail alternatives to prolong the useful life of the new jail facility. 163 CENTENNIAL JAIL (CONTINUED) 1000-24420 PERFORMANCE MEASURES See North Jail Complex. FINANCE/ADMINISTRATION RECOMMENDATION: Service and supply line items are recommended as requested to fund the Pre-Trial Release Program. The following Personnel matters are recommended as follows: 1. A Director of Jail Alternative Programs at grade 38($49,139), and an Alternative Program Supervisor at grade 27($43,777)is recommended to staff the Pre-Trial Release Program. This program is critical as a jail housing mitigation strategy to hold down the jail inmate population. 2. Upgrade of the Alternative Program Supervisor positions from grade 21 to 27(16 percent) is recommended by Personnel based upon salary surveys at a cost of$39,473. 3. Overtime increase to$175,000 is not recommended for the reasons cited in the summary of changes. BOARD ACTION: The Board took the following action on this budget: 1. The Board approved the Pre-Trial Release Program and approved the two additional staff positions to hold down the jail inmate population while still protecting the public's safety. 2. Upgrades of the Alternative Program Supervisor positions to Grade 27 were approved. 3. Overtime request was denied. 4. An adjustment of$66,693 was made due to transfer mid-year of a Sheriff Office Manager. 5. No changes to the recommended budget were made by the Board. 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management -- 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 55,753 $ 56,263 $ 56,263 $ 60,223 Supplies 3,455 4,100 5,100 4,100 Purchased Services 21,362 28,320 28,670 28,320 Fixed Charges 285 0 0 0 Capital 0 0 0 0 Gross County Cost $ 80,855 $ 88,683 $ 90,033 $ 92,643 Revenue 21,724 30,300 30,300 30,300 Net County Cost $ 59,131 $ 58,383 $ 59,733 $ 62,343 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Requested increases in service and supply accounts do not appear justified based upon data provided or historical expenditures. Therefore, no increases in expenditures are recommended. Recommended budget remains the same as 2001. Final budget adjustments include an increase in salaries of$3,960. OBJECTIVES: Comply with State and Federal EMA programs. 165 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of inspections and/or reports 60 66 70 Number of drills and exercises 3 5 3 Number of people participating in drills 200 315 200 Efficiency Measures FTE's per 10,000/capita .055 .055 .055 Per capita cost (county support) 0.33 0.32 .35 Effectiveness Measures (desired results) Percent increase in number of inspections 15% 8% 8% and/or reports FINANCE/ADMINISTRATION RECOMMENDATION: Recommend no change in funding. BOARD ACTION: No change. 166 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100 DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18 fire departments, 2 rescue/ambulance departments, plus local government including public works. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 793,067 911,494 1,008,218 1,008,218 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 793,067 $ 911,494 $ 1,008,218 $ 1,008,218 Revenue 194,572 229,269 218,467 228,067 Net County Cost $ 598,495 $ 682,225 $ 789,751 $ 780,151 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. 167 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERSONNEL 2001 2002 WCRCC CJIS 1.0 Upgrade of Police Sergeant to Captain $20,799 $21,413 $21,413 $ 0 1.0 Upgrade Computer Systems Manager 17,885 20,375 0 20,375 1.0 Systems Administrator(Previously Systems Admin I) 62,237 65,961 0 65,961 1.5 P C Specialist (Previously System Admin. I) 43,593 69,204 0 69,204 0.5 Services Sergeant 40,432 41,050 41,050 0 1.0 Dispatcher II 49,754 52,602 52,602 0 15.5 Dispatcher I 593,430 711,262 711,262 0 Dispatch Temp Services 7,718 8,103 8,103 0 Dispatch Overtime 11,777 12,954 12,954 0 6.25 Data Coordinator I 222,349 231,756 0 231,756 Clerks Temp Services 6,930 7,623 0 7,623 Records Overtime 10,500 11,000 0 11,000 0.5 Data Coordinator II Upgrade from Data Coordinator I 5,653 6.151 0 6.151 TOTAL PERSONNEL COSTS $1,093,057 $1,259,454 $847,384 $412,070 COMPUTER SYSTEM Radio Maintenance Contract $ 105,000 $ 78,250 $ 78,250 $ 0 Computer Enhancements 100,000 100,000 0 100,000 Radio Enhancements 20,000 20,000 20,000 0 Tower Rental 12,429 12,429 12,429 0 Utilities 14,155 14.155 14,155 0 TOTAL COST $ 251,584 $ 224,834 $ 124,834 $ 100,000 HARDWARE/SOFTWARE MAINTENANCE Tiburon $ 111,774 $ 111,774 $ 0 $ 111,774 IBM 7,630 7,630 0 7,630 Digital 25,486 25,486 0 25,486 Dictaphone Logger/Call Checks 6.269 6.269 0 6.269 TOTAL $ 151,159 $ 151,159 0 $ 151,159 PROGRAM TOTALS $1,495,800 $1,635,447 $ 972,218 $663,229 168 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 The County receives cost reimbursement from Emergency Medical Dispatchers($125,289),tower rental ($43,008), and reimbursement for AirLife services for a net cost of$50,170. Of the above costs,the$1,662,197 contract will be allocated as follows: $998,968 to the Weld County Regional Communications Center, and $663,229 to the Criminal Justice Information System. Included as an enhancement to the computer system is $100,000 via Tiburon. Phone costs of$31,000 and motor pool costs of$5,000 are included in the budget outside the contract. Net costs of the budget are up $107,526 for 2002, or 11.8 percent. Personnel costs are up $123,474, with salary adjustments due to cost-of-living and the addition of two Dispatcher positions. The service and supply accounts remain the same due to City of Greeley's two-year budget process. Revenues are up$15,948 after subtracting radio maintenance reimbursements from other entities of $26,750 due to direct charge by the vendor. The corresponding expense of $26,750 for radio maintenance for other entities in the contract with Greeley has been taken out of the budget also. 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 52,000 53,550 64,000 Computer Aided Dispatch, Incidents for Law Enforcement and Fire/Ambulance 214,500 216,500 230,000 EMD Calls 6,400 6,500 7,500 Criminal Justice Records, Total Case #'s issued 28,950 30,100 32,500 ADS Documents Transcribed 36,000 36,500 37,000 Efficiency Measures FTE's per 10,000/capita 3.30 3.30 3.50 Per Capita Cost- Operating Budget $3.32 $3.79 $4.33 EMD Call per FTE 194 197 205 CAD Incident per FTE 6,524 6,560 6,700 Total Telephone Calls to Center per FTE 9,898 10.100 10,500 ADS Document transcribed per FTE 1,800 1,825 1,850 169 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 all dispatch personnel. 100% 100% 100% Maintain customer satisfaction as indicated by feedback from the Weld County Board of Commissioners, City Council of Greeley, Weld County Communications Board, and Weld 95% 95% 96% County E-911 Board FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon the growing workload the additional staff is justified. The costs of the additional staff split between City of Greeley and Weld County is based upon activity per the original IGA. BOARD ACTION: Revenue from a new antenna lease on the 35th Avenue Tower site was added to the budget($9,600)for 2002. $20,000 for radio enhancements was moved out of the contract line item for the City of Greeley, as was the$100,000 for computer enhancements. These items are separate line items and will be directly billed as monies are spent, as opposed to being in the City of Greeley contract amount. The Greeley contract for 2002 will be for$952,218. No other items were changed. 170 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 .i REQUESTED FINAL RESOURCES LAST FY CURRENT FY -! NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 1,000 0 0 0 Capital 465,466 1,750,000 500,000 500,000 Gross County Cost $ 466,466 $ 1,750,000 $ 500,000 $ 500,000 Revenue 200,000 1,250,000 250,000 250,000 Net County Cost $ 266,466 $ 500,000 $ 250,000 $ 250,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budgeted capital cost in year three 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 third 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: No change. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY % NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 612 700 700 700 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 612 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net County Cost $ 612 $ 700 $ 700 $ 700 Budget Positions -- -- -- -- SUMMARY OF CHANGES: No change. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 172 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management, jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 23,318 0 0 0 Purchased Services 491,630 620,306 663,229 663,229 Fixed Charges 0 0 0 0 Capital 59,818 0 0 0 Gross County Cost $ 574,766 $ 620,306 $ 663,229 $ 663,229 Revenue 0 0 0 0 Net County Cost $ 574,766 $ 620,306 $ 663,229 $ 663,229 Budget Positions -- -- -- -- SUMMARY OF CHANGES: See Communication budget unit (1000-22100) for details of the consolidation of the communications dispatch center and criminal records system with the City of Greeley. The budget includes $412,070 in personnel costs, $100,000 for enhancements to Tiburon, and $151,159 for computer maintenance costs, for a total of $663,229. This is an increase of $42,923 or 6.9 percent. The increases are all in personnel costs for cost of living increases and an additional .5 FTE for an added PC Specialist that is being split between Weld County and the City of Greeley. All other line items remain the same. OBJECTIVES: Installation and maintenance of a comprehensive criminal justice information system that includes criminal records management, computer-aided dispatch, jail records management, and prosecution system. 173 CRIMINAL JUSTICE INFORMATION SYSTEM (CONTINUED) 1000-22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs ADS documents transcribed 36,000 36,500 38,000 Efficiency Measures Per capita cost (county support) $3.19 $3.45 $3.68 Effectiveness Measures (desired results) ADS documents transcribed per FTE 1,800 1,825 1,900 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 174 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 162,633 $ 145,145 $ 158,501 $ 158,937 Supplies 24,034 3,150 6,350 6,350 Purchased Services 143,415 152,814 156,300 156,300 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 330,082 $ 301,109 $ 321,151 $ 321,587 Revenue 248 1,000 250 250 Net County Cost $ 329,834 $ 300,109 $ 320,901 $ 321,337 Budget Positions 3 3 3.5 3 SUMMARY OF CHANGES: The Coroner's budget request includes an additional .5 Office Tech II ($13,356) for clerical support to have full clerical coverage from 8:00 AM to 5:00 PM, Monday through Friday. Since this would be expanded service and is a policy issue for the Board, the amount is not in the recommended budget. Supplies are up $3,200 for medical supplies based upon usage. Purchased services are up $3,486, phones ($986), vehicle maintenance ($2,000), and memberships ($500). Revenues from copies are down $750. In the Motor Pool capital budget the Coroner is requesting a replacement of the current vehicle used by the department. Final budget adjustments include an increase in salaries of$12,784. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 175 CORONER (CONTINUED) 1000-23200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of cases 772 800 850 Number of inspections 450 465 480 Number of full autopsies 160 170 150 Number of other forensic exams 15 20 20 Efficiency Measures FTE's per 10,000/capita .1666 .1666 .1666 Per capita cost (county support) $1.83 $1.67 $1.79 Cost per autopsy/inspection $630.00 $650.00 $700.00 Effectiveness Measures (desired results) Percent full autopsies of post-mortem 21% 21% 21% exams Percentage of contested work 0% 0% 0% FINANCE/ADMINISTRATION RECOMMENDATION: Increases in service and supplies appear justified based upon need and usage. The additional clerical support for expanded service is a policy issue for the Board. The purpose for locating the Coroner in the Health Building was to provide coverage when staff is gone by the Health Administration Division located next door. Other workload does not appear to justify additional staff in the office. Policy Issue. BOARD ACTION: In September the Coroner changed his budget request, withdrawing his original request for additional clerical support and requesting another Coroner Investigator position in its place. Working with the Coroner, the Board decided the most effective way to provide coverage and minimize overtime was to reorganize the office's staffing. The Board approved the budgetary policy decision and the Coroner concurred to staff the office with one Coroner Investigator II for 30 hours per week, one Coroner Investigator I for 30 hours per week, and one Coroner Investigator I for 20 hours per week, plus the existing clerical support and the Coroner himself. This means reducing the full-time Coroner Investigator II to a part-time 30 hour per week position, and hiring a new part-time Coroner I for 20 hours per week. The net cost increase is $1,008. No other changes were made. 176 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, C.R.S., which authorizes the diversion of non-violent offenders not eligible for probation from State penal facilities to community programs. Operates under the Board of County Commissioners with delegated authority to the Community Corrections Board. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY_ NEXT FY NEXT FY Personnel Services $ 36,708 $ 38,582 $ 40,394 $ 40,394 Supplies 230 700 700 700 Purchased Services 3,131,030 2,997,622 3,067,400 3,067,400 Fixed Charges 29,720 40,983 42,577 42,577 Capital 0 0 Gross County Cost $ 3,197,688 $ 3,077,887 $ 3,151,071 $ 3,151,071 Revenue 3,197,688 3,077,887 3,151,071 3,151,071 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Budget consists of the Community Correction Board administrative budget funded at $147,121, the Residential Treatment Center funded at $745,438, and the Restitution Center funded at $2,258,512. Total State funding for the program is up $73,184. 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. 177 COMMUNITY CORRECTIONS (CONTINUED) 1000-24200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs The Restitution Center (beds): Transition 61 66 66 Parolee 4 7 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 30 Specialized Services 20 20 20 Efficiency Measures FTE's per 10,000/capita .0555 .0555 .0555 Effectiveness Measures (desired results) Percent of Client Recidivism The Restitution Center 23.7 32.2 20.7 Residential Treatment Center 31.6 24.6 29.7 *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 96-97, 97-98, 98-99 respectively. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100 percent state funded. BOARD ACTION: No change. 178 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection - 1000-25100 DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during each phase of construction to insure minimum requirements are met. Assists Weld County Citizens in understanding and applying the Uniform Building Code for upmost construction safety. ACTUAL BUDGETED REQUESTED FINAL RESOURCES ? LAST FY CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 629,623 $ 666,856 $ 774,624 $ 842,788 Supplies 6,588 18,800 20,300 20,300 Purchased Services 81,603 45,477 89,100 89,100 Fixed Charges 50,049 50,049 90,049 90,049 Capital 0 0 0 0 Gross County Cost $ 767,863 $ 781,182 $ 974,073 $ 1,042,237 Revenue 1,569,000 1,010,000 1,210,000 1,210,000 Net County Cost $ -801,137 $ -228,818 $ -235,927 $ -167,763 Budget Positions 14.5 15.5 18 18 SUMMARY OF CHANGES: This budget reflects the addition of 2.5 FTE. The increase for compliance related services requires the existing part-time compliance officer position to be funded for full-time employment. Also reflected is the request for an additional Plan Reviewer/Building Inspector to perform inspections and plan review activities in Southwest Weld County. Additionally, the anticipated service demand in the Southwest Administration office requires the addition of one FTE for building support staff. Additional budgetary changes result in computer software up $500, increase in publication and printing of$2,350,postage$200,and phones$2,071. State mandated requirements and changes in inspector re-certifications result in the addition of$2,500 for training of inspectors, and a $500 increase in supplies for the replacement of a digital camera. Motor Pool budget reflects the addition of one vehicle for new building inspector and one replacement vehicle. Vehicle maintenance is up $25,000 due to added vehicles, and fuel costs. Overhead chargeback from Planning is up $40,000. Revenues have increased $200,000 due to a rise in construction and development activities. Fees are to remain unchanged. Final budget adjustments include an increase in salaries of$68,164. 179 BUILDING INSPECTION (CONTINUED) 1000-25100 OBJECTIVES: 1) Review and issue construction permits; 2) Conduct construction inspections; 3) Make necessary change to Weld County Building Code; 4) Continuation of follow-up on old permits; 5) Continue training of Building Technician; 6) Continue training of Plans Examiners; 7) Continue training for support staff; 8) Update forms and handouts; 9) Utilize hand held computers for inspections; 10) Continue to expand the development of Permits Plus; 11) Conduct Field Inspections via Southwest Weld Administration Office; 12)Begin the adoption of the International Building and Residential Codes PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs Number of field inspections performed 25,166 28,883 28,883 Number of stop work orders issues 50 55 50 Average number of field inspections per 12 12 12 building permit Plans Examiner/Inspector-On-Call Work Outputs Number of plan reviews 1,522 1,752 1,752 Average monthly customer calls for 340 386 386 information Average monthly walk-in customers 136 160 160 Number of specialized conditions per permit 500-1,300 500-1,300 500-1300 Building Compliance Work Outputs Number of issued building violations 59 177 177 Number of closed building violations 45 135 180 Number of pending building violations 35 38 38 Number of active building violations 114 35 35 Number of 1996 -1999 building permits 340 440 440 finaled Number of expired 1996 -1999 building 46 66 66 permits 180 BUILDING INSPECTION (CONTINUED) 1000-25100 PERFORMANCE MEASURES (CONTINUED) ACTUAL ESTIMATED PROJECTED Technical Support Work Outputs Number of building permits processed 2,256 2,594 2,594 Incoming Walk-ins 265 300 300 Average Monthly Walk-ins 22 25 25 Incoming Calls - January -April 2001 14,474 43,422 45,000 Average Monthly Call 3,619 3,619 3,750 Field Inspection Effectiveness Measures: Average number of certifications per 2 1.5 2.0 building inspector Average number of certifications per 2 3.0 3.0 electrical inspector Plans Examiner/Inspector-On-Call Effectiveness Measures: Percent of permits past review time* Less than Less than Less than 5% 5% 5% Average number of certifications per plans 2.5 3.67 3.67 examiner Average response time to return client 1 day 1 day 1 day questions Building Compliance Effectiveness Measures: Average rate of voluntary compliance 90% 100% 100% Average response time to complaints 1 to 3 days 1 to 3 days 1 to 3 days *Residential Review Time - 2 week maximum time *Commercial Review Time - 4 weeks maximum time 181 BUILDING INSPECTION (CONTINUED) 1000-25100 FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval.The budget reflects the increase in the number of building permits being issued,as well as,the staffing for the opening of the Southwest Administrative Building. Additional staffing and associated costs are justified due to workload demands to keep service level constant. Since budget is self-supporting the revenue more than offsets the increase. BOARD ACTION: The Board approved the additional position requests and the budget as recommended. In addition the Board approved changing the Mobile Home/Manufactured Home Building Permit fee from $187.50 to $220.00. This increase will cover the department's cost to carry out the Manufactured Housing Installation Program (MHIP) as approved last year by the Colorado Legislature. Specifically, this enables the department to purchase a required sticker to be placed on all homes approved in the MHIP Program. 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Weed and Pest -- 1000-26100 DEPARTMENT DESCRIPTION: Enforces noxious weed ordinances and statutes for weed district within the county. Sprays county roads for weed control. Inspects elm trees for DED and removes infected trees. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 133,995 $ 119,666 $ 172,761 $ 176,721 Supplies 64,358 50,090 55,500 55,500 Purchased Services 45,883 45,017 46,717 44,717 Capital 0 0 0 0 Gross County Cost $ 244,236 $ 214,773 $ 274,978 $ 276,938 Revenue 15,027 1,000 1,000 1,000 Net County Cost $ 229,209 $ 213,773 $ 273,978 $ 275,938 Budget Positions 1 FTE 1 FTE 1 FTE 1 FTE 3.5 PT 3.5 PT 3.5 PT 3.5 PT SUMMARY OF CHANGES: Personnel Services request was increased $53,095 per the department to reflect amounts required to maintain the current level of services. Recommended personnel reclassifications of seasonal workers is to increase their pay grades 25 percent and fund health insurance at a cost of$24,260. The other$28,835 is for additional hours,which is not recommended because, as requested, it appears to be an expansion of service level instead of the maintenance of service level. Operating Supplies increased $5,310 due to increased spraying in support of IGA and inflation. Purchased Services increased because Repair and Maintenance of Buildings increased $600 in support of non noxious weed control. Revenue is budgeted at $1,000 to reflect the recent trend in earn revenue the last few years. Final budget adjustments include an increase in salaries of $3,960. OBJECTIVES: 1) Carry out Colorado Weed Management Act(Noxious weed control)on county property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate educational programs to inform the public of the"Colorado Weed Management Act";and 4)Carry out weed control for all divisions of the Public Works and Buildings and Grounds Departments. 183 WEED AND PEST (CONTINUED) 1000-26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of inquiries/complaints 1,725 2,000 1,700 Number of abatement letters 100 100 100 Number of noxious weed spray days 300 300 450 Number of educational presentations 6 6 10 Number of workshops/meetings attended 5 5 5 Number of attendees at presentations 500 500 500 Number of interagency projects 3 3 4 Efficiency Measures FTE's per 10,000/capita .28 .28 .28 Per capita cost (county support) $1.27 $1.19 $1.48 Cost per citizen contact $95.00 $84.55 $96.05 Effectiveness Measures (desired results) Number of inquiries per 1,000 capita .09 .08 .10 Percent of mapping completed for weed 70% of roads 70% of roads 70% of roads infestation mapped mapped mapped Number of abatement letter recipients required to go to public hearing 70 70 70 FINANCE/ADMINISTRATIONRECOMMENDATION:Service and supply increases recommended appear justified based upon need and expenditure patterns. The differences in the requested and recommended amounts do not appear justified and are not included. The inclusion of health insurance and upgrade of the Weed Tech positions by 25 percent is recommended based upon the difficulty in recruiting qualified seasonal workers at the current pay level and the labor market. The added hours for seasonal workers in not recommended and is a policy issue as to the level of service the Board wishes to fund. BOARD ACTION: The Board approved the 25 percent salary upgrade of the Weed Tech positions and inclusion of health insurance in the budget. Also, the Board approved $28,835 for the additional hours for seasonal Weed Tech positions. No other changes. 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT BUDGET UNIT TITLE AND NUMBER: General Engineering -- 1000-31100 DEPARTMENT DESCRIPTION: Provides consulting services for selected bridge designs, air pollution permits and land mine reclamation permits; field survey operations to establish line and grade control;administrative and inspection work in utility and subdivision construction; performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering, bridge engineering, design and construction inspection. ACTUAL BUDGETED ! REQUESTED FINAL RESOURCES [ LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 367,259 $ 470,585 $ 596,081 $ 530,876 Supplies 23,007 20,000 25,000 23,600 Purchased Services 101,224 188,811 197,394 193,894 Capital 0 0 0 0 Gross County Cost $ 491,490 $ 679,396 $ 818,475 $ 748,370 Revenue 0 0 0 0 Net County Cost $ 491,490 $ 679,396 $ 818,475 $ 748,370 Budget Positions 8 8 10 9 SUMMARY OF CHANGES: Engineering has requested two additional positions.A GIS Tech was requested at grade 45 ($62,748), however, Personnel recommends the position at grade 30 ($43,234).The individual hired would develop and maintain the graphical and managerial systems for Public Works,as it relates to GIS,which was included in the Master Plan for GIS development. An additional Engineering position($62,748)is requested;however,for reasons discussed below, the Engineering position is not recommended, unless funding comes from Public Works Fund resources. Office Supplies increased $600 based on historical usage, Other Operating Supplies increased $3,500 based on experience, and Small Items of Equipment decreased $500. Several line items in the Purchased Services category were increased or decreased to better reflect historical expenditures and anticipated needs. Increases were in Postage($900), Printing and Duplication ($1,400), and Memberships and Dues ($1,000). Decreases were in Phones ($3,111)and Other Professional Services ($5,000). Repair and Maintenance of Vehicles increased$13,394 because of calculations provided by the Accounting Department based on historical usage and fuel costs, and Repair and Maintenance is down $1,000. The requested budget is up $139,079, and the recommended budget is up $51,917. Final budget adjustments include an increase in salaries of$17,057. 185 GENERAL ENGINEERING (CONTINUED) 1000-31100 OBJECTIVES: 1) Design and manage contract construction and provide technical support for other Public Works Department, as well as other Weld County departments, such as Planning, Purchasing, and the County Attorney's office; and 2) Perform all necessary bridge inspections, pavement management, construction management and inspection material testing, bridge grant administration, and utility permitting and inspections. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of designs completed 7 8 7 Number of construction projects completed 6 6 7 Number of plats reviewed 700 700 500 Efficiency Measures FTE's per 10,000/capita .44 .44 .5 Per capita cost (county support) $2.73 $3.77 $4.16 Effectiveness Measures (desired results) Percent of projects within budget design 100% 100% 100% phase Percent of projects within budget 100% 100% 100% construction phase Percent of requests responded to within 5 100% 100% 100% working days 186 GENERAL ENGINEERING (CONTINUED) 1000-31100 FINANCE/ADMINISTRATION RECOMMENDATION: The changes in the service and supply accounts appear to be justified. The GIS position is recommended at grade 30, which is consistent with other like positions in county departments. If the county is going to implement the GIS Master Plan, the position is justified; however, some of the duties of the position will shift workload from other Engineering and Engineering Tech positions to allow their time to be dedicated to other matters. Some of that workload shift lessens the justification for an additional Engineering position, which is to be used to coordinate and manage contract design, in-house design, environmental clearance, right-of-way acquisitions, utility locations, construction inspections and contract administration for grants and projects. Many of these duties are the duties of the Engineering Division Manager. In the 2000 Budget, an additional Engineer was added for transportation planning, bridge, and drainage issues to relieve the Engineering Division Manager position. Also in the 2000 Budget,an Engineering Tech was transferred from the Bridge crew to Engineering to assist with Engineering Tech tasks. With the design of nearly all of the major bridges and construction jobs being contracted out, the need for an additional engineer does not appear to be justified by Personnel and Finance. If the Board funds this Engineering position, it should be funded from Public Works Fund resources ($62,748). Policy issue. BOARD ACTION: The Board approved the GIS Tech position to implement the Public Works portion of the GIS Master Plan. The additional Engineering I position will only be approved if the County Council approves the increased levy for Public Works. The justification of adding the position is that the added resources will require an additional position to manage the added projects that would be funded by the increased levy. Otherwise the position is not justified in the opinion of the Board. If the levy increase is approved by the County Council the position would be funded in the Public Works Administration budget since it would be a project management position. No other changes were made by the Board. On November 20, 2001, the County Council approved the additional tax levy for the county. As a result,the Engineering position for project management was approved and funded in the Public Works Administration budget. 187 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MISSILE SITE PARK BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100 DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Provides security for the park. ACTUAL BUDGETED ! REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 23,451 $ 24,612 $ 26,042 $ 27,472 Supplies 0 800 800 800 Purchased Services 18,777 22,800 25,500 25,500 Fixed Charges -44,433 -46,212 0 0 Capital 0 0 0 0 Gross County Cost $ -2,205 $ 2,000 $ 52,342 $ 53,772 Revenue 2,235 2,000 2,000 2,000 Net County Cost $ -4,440 $ 0 $ 50,342 $ 51,772 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Salaries reflect an increase of four percent for 2002. Purchased Services are up$2,700, as a result of utilities being up $4,800, with offsetting reductions of$100 in phones and $2,000 in vehicle maintenance. Revenue is unchanged from 2001. The charge back amount to the Conservation Trust Fund is no longer possible due to the added costs of supporting Island Grove Park , which will take all the Conservation Trust Funds in 2002. The Missile Site Park will have to be funded entirely by General Fund, which is an impact of$50,342. Final budget adjustments include an increase in salaries of$1,430. OBJECTIVES: 1)To maintain and improve Missile Site park; 2) To improve the quality of life for all Weld County residents. 188 MISSILE SITE PARK (CONTINUED) 1000-50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Visitor numbers 700 700 700 Efficiency Measures FTE's per 10,000/capita .0555 .0555 .0555 Effectiveness Measures (desired results) Percentage of time park unavailable to the public during scheduled operating hours 0% 0% 0% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Like the Building and Grounds' budget this budget is heavily impacted by gas and electrical rate increases. Funding this budget with the General Fund dollars is a policy change, but one that is unavoidable if the Island Grove Park service level is maintained the same in 2002. BOARD ACTION: The Board approved the funding of this budget entirely from the General Fund for 2002. No changes. 189 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfer-- 1000-56100 DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 78,066 0 0 0 Fixed Charges 211,011 92,750 95,833 95,833 Capital 0 0 0 0 Gross County Cost $ 289,077 $ 92,750 $ 95,833 $ 95,833 Revenue 80,000 0 0 0 Net County Cost $ 209,077 $ 92,750 $ 95,833 $ 95,833 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Airport is requesting $47,222 for local FAA matching funds for the realignment of taxiway A, $4,167 for local FAA matching funds for the Airport Master Plan, and $44,444 for the local FAA matching funds for the rehabilitation of runway 9/27 for a total request of$95,833. OBJECTIVES: n/a 190 AIRPORT TRANSFER (CONTINUED) 1000-56100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $1.162 $0.515 $0.532 Grants Summary Airport Grant $209,077 $92,750 $95,833 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The request is consistent with the county's policy to provide half of the local share of matching funds for FAA funded capital projects. Projects are part of the Airport Master Plan approved by the county. The City of Greeley will provide a like amount to the airport for 2002. BOARD ACTION: Board approved the budget as recommended. 191 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the senior centers throughout the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,500 12,500 12,500 12,500 Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Revenue 0 0 0 0 Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500 Budget Positions — — — — SUMMARY OF CHANGES: No change. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) .069 .069 .069 Grants Summary Senior Center Grant $12,500 $12,500 $12,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 192 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management-- 1000-56120 DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management, Big Thompson Watershed Forum,and Poudre River Basin Stakeholders' Group. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 6,964 6,964 9,379 9,379 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 6,964 $ 6,964 $ 9,379 $ 9,379 Revenue 0 0 0 0 Net County Cost $ 6,964 $ 6,964 $ 9,379 $ 9,379 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget increased by $2,415. Includes dues for the North Front Range Water Quality Planning Organization ($7,379), and the Big Thompson Watershed Forum ($1,000). In addition on January 15, 2001, the Board voted to participate in the Poudre River Basin Stakeholders' Group at an annual cost of$1,000. OBJECTIVES: Conduct 209 water quality responsibilities for the North Front Range of Colorado. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in NFRWQPA and Big Thompson Watershed Forum. Continuation of membership in the Poudre River Basin Stakeholders' Group was to be reviewed annually by the Board. Policy issue. BOARD ACTION: The Board approved the budget as recommended and agreed to membership in all three of the water organizations for 2002. 193 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Centennial Developmental Services, Inc. -- 1000-56130 DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY_ CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 52,000 45,000 144,344 46,125 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 52,000 $ 45,000 $ 144,344 $ 46,125 Revenue 0 0 0 0 Net County Cost $ 52,000 $ 45,000 $ 144,344 $ 46,125 Budget Positions -- -- -- -- SUMMARY OF CHANGES: CDSI has requested the county increase its budget by $99,344 to meet the local match requirement of the State Development Disability Services contract. Only current base funding of$45,000 is included in the recommended budget. OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via contract with Centennial Development Services, Inc. 194 DEVELOPMENTALLY DISABLED (CONTINUED) 1000-56130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Individuals served 1,438 1,261 1,334 Efficiency Measures Per capita cost (county support) .289 .250 .256 Effectiveness Measures (desired results) Grant - CDSI $52,000 $45,000 $46,125 FINANCE/ADMINISTRATION RECOMMENDATION: Funding at the requested level would be a major policy shift for the county from past practices and an assumption of another state mandate. Statutory authority exists to have a special mill levy for this purpose. The Board has advised CDSI in the past that if they want an increased funding level they should organize a grassroots campaign to pass a special mill levy and the Board would consider putting the issue on the ballot. No such effort has been devoted to this matter by CDSI. It is not recommended to increase the funding level without a voter approved mill levy for the developmentally disabled. Therefore, only the current funding level of$45,000 is included in the recommended budget. BOARD ACTION: The Board denied the larger request, but did allow a 2.5 percent cost-of-living adjustment to match the State's 2.5 percent increase, at a cost of $1,125 for a total budget of $46,125. 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range Behavioral Health which provides extensive mental health services to citizens in Weld County. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 120,875 135,875 145,875 135,875 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 120,875 $ 135,875 $ 145,875 $ 135,875 Revenue 0 0 0 0 Net County Cost $ 120,875 $ 135,875 $ 145,875 $ 135,875 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget request includes$101,875 for North Front Range Behavioral Health (NFRBH) for 2002, which is $10,000 more than the current funding level. In addition, $29,000 for inpatient care at NCMC, and $15,000 for psychiatrist costs associated with the 72- hour holds picked up by police agencies are included in the budget. Recommended budget does not include the requested increase of$10,000. OBJECTIVES: (1)Provide mental health services to Weld County citizens via contract with North Front Range Behavioral Health. (2) Provide payment for 72-hour mental health patients put on hold by police agencies. 196 MENTAL HEALTH (CONTINUED) 1000-56140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) .6715 .7549 .7549 Effectiveness Measures (desired results) Grant- North Front Range Behavioral Center $120,875 $135,875 $135,875 FINANCE/ADMINISTRATION RECOMMENDATION: NFRBH has requested an additional $10,000 to respond to new mental health needs of the Hispanic population in Weld County. This is the first increase NFRBH has requested since 1996. Following Board direction, the increased funding for outside agencies is not included in the recommended budget. Therefore, the$10,000 increase is a policy issue for the Board. BOARD ACTION: The Board denied the increase of$10,000 for NFRBH, leaving the funding level at$91,875. The Board would like to see results and community utilization of the new mental health program for the Hispanic population before considering expanding funding. Also, the Colorado Trust has grant funding for pilot projects of this nature for which NFRBH is applying. 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 10,834 10,000 11,000 11,000 Contra Charges -2,500 -2,500 -2,750 -2,750 Gross County Cost $ 8,334 $ 7,500 $ 8,250 $ 8,250 Revenue 0 0 0 0 Net County Cost $ 8,334 $ 7,500 $ 8,250 $ 8,250 Budget Positions — — — -- SUMMARY OF CHANGES: A Kid's Place is requesting an additional $1,000 for 2002. This is the first increase requested in four years. The increase reflects increased costs in upgrading the videotaping equipment, training costs, and additional victim services. OBJECTIVES: n/a PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) .04167 .04583 .0458 Grants Summary A Kid's Place Grant $7,500 $8,250 $8,250 FINANCE/ADMINISTRATION RECOMMENDATION: Increased funding is a policy issue. All outside agencies' budgets were held to the 2001 budget amount in the recommended budget. BOARD ACTION: The Board approved an additional$1,000 for new video equipment for A Kid's Place. The net General Fund cost is $750 with the $250 charge back to Social Services. 198 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY_ NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 12,351 12,351 12,351 12,351 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions -- -- -- — SUMMARY OF CHANGES: No change. OBJECTIVES: See Human Services budget detail. WORKLOAD MEASURES: See Human Services budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 199 Hello