HomeMy WebLinkAbout20003287.tiff COUNTY OF WELD
2001
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Barbara J. Kirkmeyer, Chair
M. J. "Mike" Geile, Pro-Tern
George E. Baxter, Commissioner
Dale K. Hall, Commissioner
Glenn Vaad, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2000
2000-3287
( t \
COLORADO
TABLE OF CONTENTS
PAGE
BUDGET MESSAGE 1
DISTINGUISHED BUDGET PRESENTATION AWARD 8
2001 BUDGET PLAN 9
2001 BUDGET CALENDAR 14
POINTS OF ISSUE AND POLICY MATTERS:
Explanation of Overview of Budget and Management System 15
Weld County Mission Statement 19
Weld County Government Strategic Goals 20
Implementation and Results of Strategic Objectives 21
Budget Process 24
Highlights 25
Target Budget Approach 26
Solutions/Approaches 27
Goals of Budget Process 28
Major Program Specific Goals 29
2001 Guidelines 30
2001 Special Budget Instructions 32
2001 Program Issues 34
Budget Policies 35
Revenue Policies and Assumptions 36
Specific Revenue Assumptions of Significant Revenue and Trends 37
Policy Directions 39
Significant Changes in Policy from Prior Years 41
Significant Budget and Accounting Policies 42
Investment Policy 44
Capital Improvement Policy 45
Fund Balance and Reserve Policy 47
Explanation of Individual Funds 48
Organizational Responsibility for Budget Units 50
Policy Matters/Points of Issue with Fiscal Impact 52
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Recommendations 55
2001 Health Insurance 56
Salary Adjustments by Department 58
Position Authorization Changes Due to 2001 Budget 60
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 61
Graph - - All Funds Expenditures 62
Summary of Fund Balances 63
Governmental Funds 1999 - 2000 -
Summary of Estimated Financial Sources and Uses 64
2000 Assessed Values to be Used for 2001 Budget 65
Net Program Cost 66
Summary of 1999 Allocated Costs Applicable for 2001 68
PAGE
SUMMARY OF FUNDS (CONTINUED):
Ten Year Trend Data:
Beginning Fund Balance 69
Cumulative Percent Increase: Expenditures 70
Weld County - Organizational Chart 71
Summary of County Funded Positions 72
GENERAL FUND:
Graph -- General Fund Revenue Changes 75
Graph -- General Fund Expenditure Changes 76
Ten Year Trend Data:
General Government 77
Public Safety 78
Health and Welfare 79
Narrative Fund Summary 80
Summary of Revenue 82
Summary of Expenditures 85
Office of the Board 88
County Attorney 90
Public Trustee 92
Clerk to the Board 95
Clerk and Recorder:
Recording/Administration 97
Elections 99
Motor Vehicle 101
Treasurer 103
Assessor 105
County Council 107
District Attorney:
Ten Year Trend Data 109
Budget Unit Summary 111
Juvenile Diversion 114
Victim/Witness Assistance 116
Finance and Administration 118
Accounting 120
Purchasing 122
Personnel 124
Planning and Zoning 126
Buildings and Grounds 129
Computer Services 131
Geographical Information System 133
Capital Outlay 135
Printing and Supplies 137
Sheriff's Office:
Ten Year Trend Data 139
Budget Unit Summary- All Departments 140
Sheriff Administration 141
Sheriff Operations 144
County-wide Animal Control 147
Regional Forensic Laboratory 149
PAGE
SUMMARY OF FUNDS (Continued):
Sheriffs Office (Continued):
Drug Task Force 151
North Jail Complex 153
Centennial Jail 156
Office of Emergency Management 158
Communications - County Wide 160
Communications System Development 164
E-911 Administration 165
Criminal Justice Information System 166
Coroner 168
Community Corrections 170
Building Inspection 172
Weed and Pest 175
General Engineering 177
Missile Site Park 179
Airport 181
Senior Programs 183
Waste Water Management 184
Developmentally Disabled 185
Mental Health 187
Child Advocacy Center 189
Transfers:
Agency on Aging 190
Health Department 191
Economic Development 192
Building Rents 194
Non-Departmental 196
Extension 198
County Fair 200
Veteran's Office 202
Island Grove Building 204
Contingency (Salary) 205
PUBLIC WORKS FUND:
Graph -- Revenues 207
Graph -- Revenue Changes 208
Graph -- Expenditures 209
Graph -- Ten Year Trend Data 210
Narrative Fund Summary 211
Concerning Local Accountability for Money Used for
Highway Purposes 212
Construction Bidding for State-Funded Local Projects 213
Summary of Revenue 214
Summary of Expenditures 215
Non-Departmental Revenue 216
Administration 217
Trucking 219
Motor Grader 221
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PAGE
PUBLIC WORKS (CONTINUED):
Bridge Construction 223
Maintenance Support 225
Other Public Works 227
Mining 229
Grants-in-Aid to Cities and Towns 231
Contingency (Salary) 232
Public Works 2001 Work Plan 233
SOCIAL SERVICES FUND:
Graph -- Social Services Revenue Changes 249
Graph -- Social Services Expenditures 250
Graph -- Ten Year Trend Data 251
Summary of Revenue 252
Summary of Expenditures 253
Fund Narrative 254
Mandated Federal and State Programs 257
Regular Administration 258
Non Program Revenue 260
Other Programs 261
Child Support Administration 263
Temporary Assistance to Needy Families & Administration 265
Aid to Needy Disabled 267
Day Care 269
Old Age Pension 271
Child Welfare and Administration 273
Core Services 275
LEAP Program and Administration 277
General Assistance 279
FEMA/Housing Grants 281
HEALTH FUND:
Graph -- Health Fund Revenue 283
Graph -- Health Fund Expenditures 284
Graph -- Ten Year Trend Data 285
Narrative Fund Summary 286
Summary of Revenue 289
Summary of Expenditures 290
Budget Unit Summary- All Departments 291
Non-Program Revenue 293
Administration 295
Health Promotion 297
Community Health Services 299
Environmental Protection Services 301
HUMAN SERVICES FUND:
Graph -- Ten Year Trend Data 305
Narrative Fund Summary 306
Summary of Revenue 307
Summary of Expenditures 309
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PAGE
HUMAN SERVICES FUND (CONTINUED):
Head Start Program 311
Migrant Head Start 313
Preschool Fund 315
Community Action Health Promotion Program 317
Job Service 319
Summer Job Hunt 321
Employment First Program 323
Youth Corps (YCPI) 325
Temporary Assistance to Needy Families 327
Welfare to Work Program 329
Workforce Investment Act- Administration 331
Workforce Investment Act - Adult Program 332
Workforce Investment Act- Youth Program 334
Workforce Investment Act- Statewide Activities Grant 336
Workforce Investment Act- Dislocated Worker Program 337
Educational Lab 339
Americorp Program 341
AAA Administration 343
AAA Support Services 345
AAA Congregate Meal 347
AAA Home Delivered Meals 349
AAA Health Services 351
AAA Elder Abuse Grant 353
AAA Special Ombudsman 355
AAA Single Entry Point 357
Federal Transit Grant 359
AAA Other Programs 361
AAA State Funds 363
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
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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 429
Ambulance Enterprise Fund:
Summary of Revenue 430
Summary of Expenditures 431
Budget Unit Summary 432
IGS - Motor Pool Fund
Summary of Revenue 434
Summary of Expenditures 435
Budget Unit Summary - Motor Pool Equipment 436
Budget Unit Summary - Administration 444
Health Insurance Fund:
Summary of Revenue 446
Summary of Expenditures 447
Budget Unit Summary 448
Insurance Fund:
Summary of Revenue 451
Summary of Expenditures 452
Budget Unit Summary 453
Self-Insurance Policy Limits, Coverages, Retentions 455
PBX - Phone Services Fund:
Summary of Revenue 456
Summary of Expenditures 457
Budget Unit Summary 458
Weld County Finance Authority:
Summary of Revenue 460
Summary of Expenditures 461
Budget Unit Summary 462
GLOSSARY 463
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PAGE
PAY TABLES:
Job Code Table 477
Regular Pay Table 484
Ambulance Pay Table 502
Elected Official Pay Table 503
Head Start Pay Table 504
Social Services Pay Table 507
SUPPLEMENTAL DATA:
Miscellaneous Statistics 517
Demographic Statistics 519
General Governmental Expenditures by Function 520
General Revenue by Source 520
Property Value, Construction, Bank Deposits and
Other Economic Indicators 522
Property Tax Levies and Collections 523
Assessed and Estimated Actual Value of Property 523
Property Tax Levies - Direct and Overlapping Governments 524
Principal Taxpayers 525
Weld County, Colorado - Demographic Profile 526
Consumer Price Index 530
2001 Inflation Projections (CPI) 531
Employment Cost Index (ECI) 532
Northern Colorado Historical Average Projected/Actual Percent
Increases for Pay and Pay Structure for"Average Performers" 533
2001 "Average" Employee Salary Projections -
Geographic Location 534
Industry Breakdown 535
Employment Size 536
2000 - 2001 Salary Budget Survey 537
Compensation Planning for 2001 538
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Mocrri
lURe
COLORADO
a DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE (303) 356-5000, EXT.4218
I FAX: (303)352-0242
915 10TH STREET
P.O. BOX 758
GREELEY, COLORADO 80632
COLORADO
December 14, 2000
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 2001 budget for operations and capital outlay totals a gross amount of
$103,315,205, a net of$101,636,165 when interfund transfers are excluded. The Internal Service
Funds total an additional $6,285,164. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$60,637,985, anticipated fund balances of$18,255,955, and the maximum allowed property tax
under Amendment One (TABOR) and the Weld County Home Rule Charter of$38,774,962.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The national economy continues to set growth records. It is currently in its tenth year of expansion.
Economists have ceased to be surprised about growth and expect it to continue into next year with
only minor slowing. While the Fed is concerned with inflation the interest rate increases seem to
be working. Inflation is staying between two to three percent, and unemployment is at record lows
of around four percent nationally. Consumer confidence and spending are also at record highs
partially because wages have increased more than inflation in recent years. The "wealth effect"
is so strong that consumers are spending most income with little savings. Demand has increased
to record levels to continue driving the growth of the economy.
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
and the financial sectors. Tourism also continues to be healthy in the State with the good national
economy.
Local employment growth seems strong and stable. The main increases have come with the high
tech, 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.
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Although employment in the agricultural area is good in Weld County, the traditional agricultural
institutions are struggling in Weld County, 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.
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.
The economic data suggests that the citizens of Weld County have benefitted from the recent
economic growth and good economy overall. As one looks ahead to 2001, all the signs indicate
that the economy will continue to grow in the area and remain healthy. Long term, 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 2001 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.
The largest single capital project looming over the county in next two to three years is the decision
associated with the jail expansion. The 2001 budget contains construction funding reserves of
$2,400,000. In the Long Term Capital Plan there is a total of$7,000,000 for new jail construction.
The jail construction must be dealt with in conjunction with the space needs of the courts. A space
planning study is called for in 2001 to evaluate the best course of action for jail expansion. The
two main options include the continuation of operating two facilities with an expansion of 160 beds
at the north site with court space;or close the Centennial facility and expand the north site for more
operational efficiencies, plus free up space to expand the courts. Besides the capital costs, the
future expansion of 160 beds will result in an operational increase approaching $2,000,000
annually.
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, 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
progress over the last twenty years in improving the overall condition of county roads and bridges,
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the growth is adding a whole set of new problems. The character of many county roads in the
Greeley-Windsor area and Southwest part of the county has changed from rural roads to urbanized
roads 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 these areas, additional
investments may have to be made in the future to the keep the transportation system at an
acceptable level.
Besides transportation and public safety the population growth and economic boom have had other
impacts on the county that will continue. The tight labor market has impacted recruitment and
salary levels in several of the county jobs. This adds cost to providing services. Growing demand
for service 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.
All this means that in 2001, 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.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special Revenue, Capital
Expenditures, Internal Service and Enterprise Funds total $99,412,947 in 2001, an increase of
6.96% over 2000. The amount of revenue from various sources and the changes compared to
2000 are shown in the following tabulation:
Increase
Percent (Decrease)
Revenue Sources Amount of Total from 2000
Property Taxes $ 38,774,962 39.0%. $ 2,798,571
Other Taxes 4,090,000 4.1% 515,000
Licenses and Permits 1,825,300 1.9% 227,225
Intergovernmental Revenue 31,708,757 31.9% 1,778,285
Charges for Services 4,722,500 4.8% 589,836
Ambulance Fees 4,893,596 4.9% 288,637
Miscellaneous Revenue 3,807,968 3.9% (1,817)
Fee Accounts 3,498,000 3.5% 313,700
Internal Service Charges 6,091,864 6.1% (37,325)
Total $ 99,412,947 100.0% $ 6,472,112
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Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services,
and Enterprise Funds total $107,921,329 for 2001, which is an increase of 8.46% over 2000. The
amounts by function and the increase over 2000 are as follows:
Increase
Percent (Decrease)
Expenditure Sources Amount of Total from 2000
General Government $ 15,809,400 14.7% $ 997,301
Social Services 12,281,183 11.4% (4,415)
Road and Bridge 17,264,847 16.0% 1,982,174
Public Safety 21,523,579 19.9% 1,816,987
Human Services 9,379,182 8.7% 610,400
Health 4,549,845 4.2% 493,372
Capital 5,185,000 4.8% 2,460,000
Public Works 679,396 0.6% (21,776)
Contingency 6,950,000 6.4% (402,050)
Miscellaneous 2,141,127 2.0% 110,513
Culture and Recreation 494,661 0.5% 12,500
Auxiliary 484,349 0.5% 72,046
Ambulance 4,893,596 4.5% 276,237
Internal Services 6,285,164 5.8% 15,975
Total $ 107,921,329 100.0% $ 8,419,264
Enterprise Operations: The county's enterprise operation is comprised of the Ambulance
Service. The Ambulance Service is a county-wide advanced life support emergency medical
service. The program is totally supported by fees. The operation anticipates nearly 10,000 calls
in 2001 and generated revenue of$4,893,596.
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2001 program is funded at $2,675,000 with
$2,525,000 from property tax and $150,000 from interest earnings. Anticipated projects include
the replacement of the Gill grader shed ($50,000), parks/recreation ($125,000), and special
projects ($100,000). In addition, $2,400,000 will be reserved for the construction of Phase II of the
North Jail Complex. A$2,510,000 beginning fund balance and a $4,910,000 ending reserve fund
balance is anticipated.
Debt Administration: In 2001 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 fifty million
dollar allowable debt capacity in accordance with Colorado State Statutes. There are Certificate
of Participation Bond Issues for the construction of the Correctional Facility and Administration
Buildings totaling $8,305,000.
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
2001 is $2,235,000.
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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 2001 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 22.038, unchanged from last year. The assessed value for the
2001 budget is $1,759,459,248, which is up $127 million, or 7.78% over last year. All classes of
property increased in assessed value for the year, except industrial and state assessed. Industrial
was down $4.5 million, or 2.66%. Agricultural properties increased $0.6 million, or 0.56%.
Residential properties resulted in a$48.9 million increase, or 8.95%. Commercial property was up
$24.2 million,or 8.36%, and oil and gas was up$50.0 million, or 17.62%. State assessed property
was down $1.4 million, or 0.71%. There was an actual value increase of new construction of$450
million, or nearly a 5.4% increase in actual value.
Employee Compensation Pay: The 2001 budget reflects a recommended salary adjustment of
4%with the only benefit changes being an increase in the health insurance county contribution and
a decrease in disability and life insurance rates. All other benefits remain the same.
Fund Balances: County fund balances continue to remain very healthy with an anticipated
$18,255,955 to begin 2001. 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$9,754,455. 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 2001, and if no emergencies
or unforeseen events happen the amounts should be in the ending fund balance. The only fund
balance earmarked is $2,510,000 in the Capital Expenditure Fund for future jail expansion. All
other fund balance amounts are undesignated. With the above projection, ending fund balances
should be $19,207,613, up $951,658, or 5.3% .
MAJOR FACTORS IMPACTING THE 2001 BUDGET
The format of the budget summaries have been changed in the 2001 budget to include
performance measures for each of the budget units. This effort grew out of the strategic planning
sessions held last year 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.
As one examines the specific areas of the budget one finds that the increases are primarily
attributed to the growth in the county. The Clerk and Recorder, based upon a management study
done in early 2000, has increased staffing for a cost of$61,998 to cope with added workload. Due
to increased building and development activity, Planning has requested an increase of 2.5
5
positions, plus position upgrades, at a cost of $164,856. The District Attorney's budget is up
$255,575 with four new positions to respond to increased caseloads in Juvenile and County Court.
The Geographical Information System (GIS) budget has increased $234,003 with two additional
positions. The funding level of $369,220 is a permanent funding level to provide on-going
enhancements and maintain the data on the system. The only area in general government
decreasing is Elections, which is down $245,575, since there will be only one election in 2001.
Public safety is up $1,816,987 for 2001. The big jump is in the Communication Development
budget for the funding of Phase II of the 800 MHZ system. The budget is up $1,250,000, which
is totally offset by a $1,000,000 Energy Impact Assistance grant, and $250,000 from the E-911
Authority to help fund the project. County costs for the 800 MHZ system remain the same as last
year at$500,000. The Operations Division of the Sheriff's Office budget is up $219,190 with four
FTE's being added through a CDOT Office of Highway Safety grant for traffic control due to the
growth in the county. The costs for the jails have stabilized, as have the average daily population
(ADP) of the two jails. Little or no ADP growth has occurred in the jails for the last 24 months,
which allows costs to remain the same. This is the first time in over 25 years that this has
occurred. Communications is up $98,502 to cover salaries for the dispatchers, who require a
higher salary level since they are now emergency medical dispatchers. Community Corrections
is down $343,043 due to a drop in the State allocation of beds and the resulting drop in funding,
since the program is entirely State funded. Building Inspection is up$70,167 with additional staff,
again due to growth in building activity.
Other significant changes are Engineering costs being down $21,776 due to a drop in required
contract services. The airport subsidy is up $51,084, for a total of $92,500 for infrastructure
improvements in 2001. The subsidy to the Health Department is up $115,259, totally attributed to
salary increases. The Social Services budget is very stable for 2001 with a slight drop of$4,414
in the total budget amount of $12,281,183. Public Works is funded at $17,264,847, up
$1,982,174, which is almost totally attributed to two State bridge grants totaling $1,928,560.
Finally, $1,012,567 is included for a 4% salary increase and health insurance rate increases for
2001.
On the revenue side of the budget, property taxes are set at $38,774,962. Licenses and permits
are up $159,700 due to building and development activity. Intergovernmental revenues are up
$1,778,285 due to the 800MHZ project ($1,250,000) and health and bridge grants with an offset
from Community Corrections ($343,043). Charges for Services are up $589,836 from activities in
Public Works and the Health Department. Fines are up $2,500 for a total of $32,500.
Miscellaneous revenues are up $997,935 due primarily to interest revenues resulting from the
higher interest rates and larger reserve balances and a different budget treatment of transfers.
Fees are up $313,700 due to the Clerk and Recorder's higher activity level. Specific Ownership
Taxes are up $500,000 due to increased motor vehicle purchases. Ambulance fees are up
$288,637 with a 4.5% rate increase. Other revenues remain stable and healthy with the good
economic conditions currently being experienced in Weld County.
The 2001 Proposed Budget contains adequate resources to provide a level of service similar to
2000. 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.
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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.
Ve truly
yours,
Donald D. Warden, Director
Finance and Administration
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#111
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County,
Colorado
For the Fiscal Year Beginning
January 1 , 2000
041/2-c— 4A-7 ett you,,,/,‘„e
President Executive Director
8
2001
BUDGET PLAN
Weld County government, as it approaches 2001, faces new realities which will impact programs,
policies, operations, and budgets. These new realities are:
> Less public resources available for governmental entities. This reality is a result of
federal debt reduction, the taxpayers' revolt in Colorado that has already given us
TABOR. The voters in November did defeat TABOR-205, which would have further
reduced state and local revenues.
> The federal government is no longer the solution of last resort for local governments.
> The reduction and termination of federal and state grant programs.
> State service mandates without compensatory funding.
> Rapid demographic, economic, and technological change.
> Intrusive and paralyzing legislative prescriptions in respect to organization,
administration, procedures, and finance.
> The complex initiatives required to foster area economic development and to improve
quality of life.
> The relentless demand of citizens for services without higher taxes.
> Continued capital and operational cost increases to accommodate the demand on the
criminal justice system and higher incarceration rates.
> Critical issues will be dealt with at the local level, because no one else is going to solve
our problems.
These new realities translate into the following specific issues for Weld County:
1. Means of financing public goods and services are in need of reform in America and the
spinoffs of the federal debt reduction, state budget issues,taxpayers'revolt,and capital
needs could adversely impact Weld County fiscally.
2. The mainstay of county revenue, property tax, will continue to be vulnerable to a
taxpayers' revolt and constant restriction and tampering by the State Legislature. The
impact will be seen on revenues and, since the county assesses and collects property
taxes for all entities, it will receive the most criticism and impact of change in the
property tax system.
3. Shifting costs, through state and federal mandates without compensatory funding, will
continue.
9
4. Premature capital expenditures for capital items at the county level will continue as the
state lacks resources to accommodate their own capital needs, e.g., jails and court
space.
5. Less discretionary funds due to revenue restrictions,cost shifts,and mandates will exist
for the county.
6. Demographic and social changes will significantly impact county government in the
future. Specifically:
A. The growth of the elderly population will continue as the statistics demonstrate that
one in nine Americans is now over 60 years of age, and one in four will be over 60
years of age by 2030. This will change our program priorities in home care,
transportation, long-term care, nutrition, employment services, legal services, and
even zoning, development and housing.
B. Day care will continue to expand as preschool programs and Head Start expansion
will continue as society calls for 12/12 day care and school systems, i.e., 12
months to 12th grade.
7. Weld County will continue to have urbanized growth. With the urban growth comes
changing values, priorities, and service demands or desires with urban problems.
8. Jail populations will continue to grow due to mandatory sentencing, tighter parole
restrictions, and the inability of the State to meet the demand for additional prison beds.
9. Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
Weld County and other county governments must deal with all of these issues. To cope with these
issues county government must change, and these changes will take place in our usual
environment of certain tensions:
> Tensions between perception of counties as the mere "administrative arm of the state"
versus counties as discretionary service providers.
> Tensions between county dependency on property tax versus legislative and voter
reluctance to permit property tax use.
> Tension between county needs for more progressive financial resources versus state
jealousies about sales and income taxes.
> Tension between the historic county land use controls versus state land use intrusions
and restrictions.
> Tensions between a stated legislative preference for general purpose government over
discrete special service districts versus legislative failure to grant counties
commensurate special district powers.
> Tensions and jealousies between cities and counties over revenue streams and tax
bases, i.e., sales tax, HUTF splits, housing allocations, lottery, etc.
10
County governments must respond to the issues and realities:
1. County government must continue to become more self-sufficient and not rely upon the
state or federal governments.
2. Larger governments or large government solutions will not be accepted by the public.
3. Regional governance composed of public, nonprofit, and private sector partnerships
with their own identity must be formed to deal with single issue problems for a win/win
situation for participants. Examples are AIDS Coalition, Dream Team, Economic
Development Action Partnership, etc.
4. County government must be a key player and facilitator in the community to do local
problem solving.
5. Weld County must continue its leadership role in fostering cooperation among the
county and municipalities in planning and managing the rapid growth in Weld County
in a way that accommodates the urbanization, but still preserves the agricultural
character of the county.
The overall answer to these issues is to do more with less. It is clear many people want less
government. However, people have also decided they want more decisions made in the public
interest; decisions concerning civil rights, children's rights, women's rights, the purpose for which
science and technology are used, and use of our land and environment. People have come to
expect a lot more decisions from government, but that does not necessarily mean that government
has to deliver more services. It is possible to think of ways to have more governance with less
government.
Citizens are groping for changes they believe will improve the effectiveness of government. There
is no question citizens are deeply concerned about children's education,lawlessness,crime,AIDS,
health, elderly, etc., but they have serious reservations about the effectiveness of public agencies.
What they are saying in their expression of declining support for schools,governments, and quasi-
governmental nonprofit agencies, is that they want those institutions to change. Our response
cannot be defensive or even the continued trend of"cutback administration." What citizens want
is not only change, but fundamental change. Government will continue, at some level, to do what
it is presently doing. So in response to demands for change,we cut back. Cutback is a short-term
strategy; however, a long-term change is needed.
Public administrators need to sharpen their creative abilities and capacity to develop alternatives.
Where innovation, change, and responsiveness are occurring it is "new civism." Public agencies
of the future must tie themselves directly to the citizenry in general. Examples are new
partnerships of the public and private sector working together on civic problems, e.g.,Weld County
Workforce Development Board. The new networks of concerned citizens are working together on
public issues, such as crime, drunk driving,education, health care, housing, etc. They are causing
changes in the function of government that involve fewer public employees and invention of only
necessary services.We are gradually learning how to have more governance and less government.
As public managers we must free our imaginations, creative abilities, and ourselves from
preoccupation with organizational maintenance, which has been taught to most of us. Good
service should be the overriding philosophy and goal of us all. Public managers know our clients
best and know our organizations best;we also know how to change our organizations to best serve
11
our clients with fewer resources. In this era of cutback management, retrenchment of government,
and declining resources,we have to manage creatively to do more with less,even if it means giving
up some of our organizational security.
Weld County managers must continue to find ways to reduce costs, increase program productivity,
find new revenue sources, and raise revenues without increasing taxes. Weld County
government's trend of being more creative and innovative to make better use of limited resources--
human, financial, and technological -- must continue. It is only through improved practices and
approaches that services are maintained and public confidence in government is enhanced.
The budget strategy uses proven methodologies of dealing with past budgets and looking at future
strategic approaches. The budget is based upon the following assumptions and approaches:
> No local property tax initiative will be approved by the voters.
> Unless a change is legally mandated, the county's share of partnership programs will
not increase, it will decrease wherever possible. Local dollars will not displace federal
or state reductions.
> Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
> Early warning sessions will be held in September addressing budget issues identified
early in the process.
> All county departments and offices will receive a set target amount for 2001 before
budget preparations begin.
> A target of 10% off the 2000 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 2000 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,except Health Insurance,which
will be increased 14.84% to keep up with medical costs.
> Outside agencies will be treated like county departments, since most provide
contractual services.
> Any 2001 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 2001 target amount by all
budget units.
> Self-supporting budgets will float at the 2000 funding levels.
12
> Additional program options outside the overall budget plan will be proposed for Board
consideration. Staff will explore the options as directed by the Board,and these options
will be topics of discussion at the public work sessions and hearings.
> A review of all discretionary programs will be done by the Department Head or Elected
Official and the Board.
> There will not be any recommended increases in personnel in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
> Resources for new activities will come from increased productivity and determination
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 2001 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 2001, while accomplishing a balanced budget.
The 2001 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 and other technologies are employed in cost effective manners in the county.
> Population growth and development is planned and accommodated.
13
2001
BUDGET CALENDAR
May 1 Board review of 2001 budget plan.
May 8 - 17 Director of Finance and Administration discusses target
budgets and 2001 budget plan with department heads and
elected officials.
June 16 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 16 Elected officials and department heads submit PBX phone
service requests to PBX.
June 16 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
July 5 Submit budget request to Finance.
September 12 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 17-20 Budgetwork session hearings with Commissioners and elected
officials and department heads.
November 16 Publish notice of final budget hearing.
October 20 - December 12 Prepare final budget.
December 13 Public Hearing to adopt mill levy.
December 13 Public Hearing on Final Budget, 9:00 a.m.
14
POINTS
OF
ISSUE
AND
POLICY
MATTERS
1
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
Analyze Community Needs
Community El. Develop,County-Wide Goals Long Range Planning
Assessment Assess Prior Year's Performance Capital Improvements
Review Policy Alternatives'
Establish General Priorities 71 Establish Fiscal Policy
SUPPORT
PROGRAM PROGRAM
EVALUATION PLNING
AssessAN Program
Program Analysis Alternatives
Accounting System
Design Program
Fiscal Control
Review Program Define Program
Performance Cost Accounting by Program
Objectives
Relate to Present
Examine and Evaluate Operations
Alternatives....,,,.,)
Performance Measurement Revise as Necessary
Systems and Reports
Service
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE; PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi Year Projections
Schedule Action
17
HIERARCHY OF BUDGET INFORMATION
STRATEG IC\�
OBJECTIVES N
BOARD OF COUNTY
COMMISSIONERS )0.
•
BUDGET POLICIES
BUDGET PROCESS IMPLEMENTATION AND RESULTS
OF STRATEGIC OEIJECTfVES
REVENUE POLICIES MAJOR PROGRAM GOALS
POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS
POLICY MA IfERSf'OINTS OF ISSUE
ACCOUNTING POLICIES
F �
fN'J> STMT NI POLICIES WORKLOAD DATA
CAPITAL IMPROVEMENT POLICIES DL PARTTAENT OBJECTIVES
BUDGET GUIDELINES SIGNIFICANT CHANGES
ALLOCATION OE RESOURCES
DEPARTMENT BUDGET
UNITS !,
18
WELD COUNTY
MISSION STATEMENT
"In order to provide uncomplicated,
unburdensome government responsive to the
people," the mission of Weld County government
is to provide an environment designed to maintain
and enhance the general health, welfare and
safety of the people of Weld County.
1 From Weld County Home Rule Charter Preamble
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 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 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.
20
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
In order to implement various strategic objectives,Weld County has continued to seek involvement
and input from the community of Weld County. In 2000 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 installed to
disseminate information to and receive feedback from citizens.
Weld County, Colorado, is a great place to live and work. Our geography and climate are difficult
to surpass. Our economy remains strong. Large numbers of businesses and people want to enjoy
our advantages. We have seen tremendous growth in Southwest Weld (the Del Camino and I-25
corridor), Windsor, and West Greeley.
But, there are problems created by the advantages and the growth we have enjoyed. Skilled labor
continues to be in very short supply. We see 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 we 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, including Frederick, Firestone, Dacono, Erie, Mead, Longmont, and the Windsor area.
These growing areas need improvements in transportation systems. 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 its transportation system. In 2001 design for road improvements will be made with the
first construction from the new resource beginning in 2002.
21
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 2000 a complete study of road
classification was completed.
During the last year, 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 our 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.
In the last year, over 1,200 primary sector jobs have been created in Weld County. The efforts
have targeted $12 to $18/hour wage level jobs in high tech manufacturing and agri-processing
industries. Six primary sector employers chose Weld County for their new business locations in
the last year.
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.
22
• 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 3%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. 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.
23
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.
24
HIGHLIGHTS
REFINE BUDGET PROCESS
TARGET BUDGET APPROACH
COST CUTTING/REVENUE RAISING STRATEGIES
PRIORITY RANKING
DEFER EXPENSES
CREATIVE MANAGEMENT
LEGISLATIVE PROGRAM
SPECIAL INSTRUCTIONS
STRATEGIC PLANNING
25
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
26
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
27
GOALS OF BUDGET PROCESS
> PROVIDES DECISION MAKER WITH NECESSARY
INFORMATION
> RATIONAL
> FAIR
> ECONOMY OF TIME
> RELEVANT
> FLEXIBLE BY DEPARTMENT
> MANAGEMENT INPUT
> PUBLIC INPUT
28
MAJOR PROGRAM SPECIFIC GOALS
> Continue program of a Drug Task Force in conjunction with the municipalities in Weld
County (Sheriff).
> Reconstruct the following major bridges: 13/24A and 27/58A.
> Complete mapping of county in the Geographical Information System in 2001.
> 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.
> Fund the infrastructure improvements at the Airport.
> Develop plan to utilize the transportation impact fees for improved transportation system
in high growth areas.
> Support domestic violence court in conjunction with District Attorney and Courts.
> Complete the 2001 Public Works Work Plan.
> 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.
> Update the Weld County Comprehensive Plan.
> Increase Sheriffs patrol by four additional officers to do traffic control via a CDOT OHS
grant.
> Develop long-term strategy for use of egovernment and new technologies in Weld County
departments and offices.
> Health Department will implement health programs funded by the State tobacco settlement
dollars.
29
2001 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 determination
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 2000's budget presentation.
> Salaries should be budgeted at the 2000 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
> All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services. This is a follow-up to
work over the last five years.
> Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
> Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds during
the budget hearing process in October. Therefore, all offices and departments should
make concerted efforts to put together realistic programs and efforts within the target
budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90% of target.
30
> In reviewing the 2001 budget request, Finance will use criteria developed in the Budget
Manual to develop preliminary recommendations to the Board of County Commissioners.
Finance will ask the same basic questions that, hopefully, each of the departments asked
regarding the evaluation of their program activities. These questions concern need and
purpose,objectives,departmental priorities and rank,achievements and benefits expected,
means,if any for measuring results,consequences of not implementing the request, impact
on other agencies or departments, alternative approaches or service level, resources
required, means of financing, and whether or not all cost cutting and revenue generating
strategies have been applied.
> Unless a significant organizational change has occurred, upgrades of specific positions that
were requested but denied in the last two years will not be reconsidered in the 2001 budget
process.
31
2001
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual
for submission of your 2001 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 5, 2000.
2. All departments are requested to submit, on or before June 16, 2000, the following
items that will be part of your 2001 budget:
A. Special Project Request for Building and Grounds projects estimated
to be over$1,000.
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 2001.
Unplanned moves will only be done if absorbed in the 2001 budget.
3. Salary and fringe benefits will be budgeted at the 2000 level. Any anticipated
increase over 2000 level must be absorbed in target amount.
4. For budgetary purposes, please use the 30.5¢ per mile reimbursement rate in
developing your 2001 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 Claud Hanes in Accounting 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 be 340 in 2001.
8. The target budget amount provided to your budget unit(s)can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate
the overall target amounts.
9. Any amount in excess of the 90% target amount must have a form #01-807-914
(Appropriation Request Exceeding Target Budget Level) for the regular budget.
TABOR budget target will be provided to each department also.
32
10. Any budget unit with project account codes should prepare a worksheet
summarizing each account with total comparison to 2000. See Finance for exact
format.
11. Any 2001 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 2001 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.
33
2001
PROGRAM ISSUES
> Cope with the continued growth and development in the county.
Maintain adequate staff and program development levels for growing
prisoner population, as well as capital accumulation for additional jail space.
Refine long-term strategy to deal with the fiscal constraints of TABOR and
the potential passage of TABOR-205.
> Continue development of a geographic information system (GIS).
>- Construct the Southwest Weld County Administration Building.
> Develop transportation system to accommodate growth in county's urbanized
areas and use of the transportation impact fees.
Continue benchmark efforts for county services.
Continue document imaging process in county departments.
> Identify technology uses to improve services and cost-effectiveness of
services.
Enhance public relations and communication efforts with constituents.
> Implement Phase II of the 800 MHZ radio system.
> Update the Weld County Comprehensive Plan.
• Develop long range strategy for use of egovernment in departments and
offices in Weld County government.
34
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
• 2001 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.
35
REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2001
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 2000, historical growth rates, and interest rates
of an average of 5.50% throughout 2001.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11. Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
36
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation.
Specific Ownership Tax: Anticipated to remain at the historical level of 9.5% of property tax.
Building Inspection and Planning Permits: Based upon continuation of 2000 land use and
construction activity level with 2001 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,020 with 2% waiver
rate.
Earning on Investments: Calculated on an average earnings rate of 5.50% on approximate
average balance of$36,000,000.
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
2001.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon 1999 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 4% growth factor due to car price increases.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3%
reduction that Weld County has historically experienced.
37
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, 2000.
Health Fees: Based upon historical patient/client caseload with 2001 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 2000.
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: 10% surcharge applied to historical waste volumes and input on projected
volume from landfill operators.
Ambulance Fees: Calculated based upon 1999-2000 call volume plus 4.5% rate increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
DOC Inmate Reimbursement: Revenue based upon average holding of 10 DOC inmates at
$48.43 per day per inmate.
Work Release Inmate Fee: Based upon average of 80 work release inmates per day.
38
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
39
- 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.
40
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
> Continued implementation of community-oriented policing program in Sheriffs
Office.
> Added Deputy District Attorney and clerical staff in District Attorney's Office to staff
domestic violence courtroom.
> Completed all mapping to implement the Geographical Information System (GIS).
> Continue the implementation of welfare reform in Weld County.
> Added an environmental specialist to perform environmental planning tasks.
• Funding for operations of new community building at Island Grove.
> Additional Building Inspections and Planning staff to accommodate growth demand.
> Update the Weld County Comprehensive Plan.
> Addition of four 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.
41
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of
Accounting refers to when revenue and expenditures are recognized in the accounts and reported
in the financial statements. Basis of Accounting relates to the timing of the measurements made,
regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of
accounting. Under this method revenue is recognized in the year in which it becomes both
measurable and available as net current assets.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations, or of a material amount and not received at the normal time of receipt, primarily
consists of 1) state highway users tax; 2) property taxes, assessed in 2000 payable in 2001, and
3) various routinely provided services (ambulance and health department). Unbilled charges for
services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year
in which it is earned and becomes measurable. Expenses are recorded when liabilities are
incurred.
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.
42
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, CRS, 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, CRS, provides that, if during the fiscal year, the governing body or any
spending agency received unanticipated revenue or revenues not assured at the time of the
adoption of the budget from any source other than the local government's property tax mill levy,
the governing board of the local government may authorize the expenditure of these unanticipated
or unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later
than November 15 and are payable the following year in two installments on February 28 and June
15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own
property taxes as well as property taxes for all school districts, cities and towns and special districts
located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter,
all ad valorem tax levies for county purposes, when applied to the total valuation for assessment
of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than
was levied from ad valorem taxation in the preceding year, plus five percent(5%),except to provide
for the payment of bonds and interest. The Board of County Commissioners may submit the
question of an increased levy to the County Council and, if in the opinion of a majority of the County
Council, the county is in need of additional funds, the Council may grant an increased levy for the
county in such amount as it deems appropriate, and the county is authorized to make such
increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation
equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of
the qualified electors at a general or special election per Section 14-8 of the Weld County Home
Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot
be increased above the prior year mill levy, except by a vote of the people. In addition, the growth
of property tax revenue cannot exceed the prior year amount plus inflation plus net new
construction, without voter approval.
43
INVESTMENT POLICY
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are CRS 24-75-601 and 30-10-708. 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,CRS 1973,
11-10-118 and 11-47-118. 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, CRS 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$35.0 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.
Interest revenue is projected on the basis of an average interest rate of 5.50% in 2001.
44
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 $1,000 or more are
considered capital items.
45
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.
46
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. The amount
shall be no less than 3% of the fiscal year spending limit established by Article X, Section 20.
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.
47
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
General Fund
The General Fund accounts for all financial transactions of the county that are not properly
accounted for in other funds. Ordinary operations of the county such as public safety, county
administration and other activities financed from taxes and general revenues are reflected in this
fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
county which finance specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the county.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development and maintenance
of new and existing conservation sites within Weld County. The funds are derived from the
Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Emergency Reserve Fund: This fund was established in accordance with State
Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can only
be used for true emergencies as defined by the amendment. Funding level must be 1%
of fiscal spending in 1993, 2% in 1994, and 3% in 1995 and fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health services
to county residents. The fund reflects revenue and expenditures for health care, health
education, health monitoring and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping
fees at solid waste disposal sites for the purpose of combating environmental problems and
for further improvement and development of landfill sites within the county.
48
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, CRS, 1973.
PROPRIETARY FUND TYPES:
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the county on a cost-reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other county funds.
Insurance Fund: This fund accounts for all insurance costs for the county. The program
is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the county and
other outside agencies on a cost-reimbursement basis.
Health Insurance Fund: This fund accounts for the self-insured dental and vision plans
offered county employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. The only active lease is for the 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.
49
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUSET UNI - ^ = RESPONSIBLE OF_FJCIALP='
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 Comptroller
Purchasing Director, Personnel/General Services
Printing and Supply Director, Personnel/General Services
Personnel Director, Personnel/General Services
Computer Services Director, Finance and Administration
Capital Outlay Director, Finance and Administration
Sheriff Sheriff
Crime Control and Investigation Sheriff
Regional Forensic Lab Sheriff
Communications - County-wide Director, Finance and Administration
Communications System Development Director, Finance and Administration
Coroner Coroner
50
BLIDC T UAL RESPONSIBLE OFFLCIAL
Correctional Administration Sheriff
Community Corrections Chairman, Community Corrections Board
Public Service - DUI Director, Useful Public Service
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
Developmentally Disabled Director, Finance and Administration
Seniors Program Director, Finance and Administration
Missile Site Director, Personnel/General Services
County Fair Extension Agent
Public Works Fund Director, Public Works
Social Services Fund Director, Social Services
Health Fund Director, Public Health and Environment
Human Services Fund Director, Human Services
Conservation Trust Fund Director, Finance and Administration
Contingency Fund Director, Finance and Administration
Emergency Reserve Fund Director, Finance and Administration
Solid Waste Fund Director, Finance and Administration
Capital Expenditure Fund Director, Finance and Administration
Ambulance Fund Director, Ambulance Services
Motor Pool Fund Comptroller
Insurance Fund Director, Finance and Administration
Phone Services Fund Director, Personnel/General Services
Health Insurance Fund Director, Finance and Administration
51
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Clerk and Recorder
Office Tech III $ 24,406
Treasurer:
Part-time Office Tech II $ 22,666
District Attorney:
Deputy DA III - Juvenile 72,960
Deputy DA I - County Court 50,046
Office Tech III - County Court 30,128
Upgrade DA IV to DA V 9,061
Upgrade two Office Tech III to IV 9,581
Two Additional Office Tech II - Scanner 48,812
Juvenile Diversion:
Upgrade Office Tech II to III 4,160
Victim Assistance:
Upgrade Office Tech II to III 6,665
Upgrade Office Tech II to Community Service Worker 1,654
Planning:
2.5 FTE and mid-year upgrades 154,356
Buildings and Grounds:
Building Maintenance Worker I 28, 854
GIS:
GIS Mapper 32,388
GIS Tech 40,298
52
FUNDING
INCLUDED EXCLUDED
Sheriff's Office:
Upgrade Office III to Inmate Service Tech $ 2,199
Upgrade Office Tech III to IV $ 2,199
Upgrade Office Tech III to Civil Tech 2,199
CDOT OHS grant (4 FTE)
Cost 248,987
Revenue (194,240)
Office Tech II 22,666
Coroner:
Upgrade Office Tech II to III 1,656
Building Inspection:
Building Inspection - Mid-Year 1 FTE 44,303
Health:
Paid Interns 15,000
EH Specialist 44,341
Create EH Specialist II Classification 13,160
Retain .75 FTE for Solid Waste Action Group 33,256
CDSI 45,000 91,080
Island Grove Regional Treatment Center 55,000
Outreach United Resources 8,000
TOTAL $ 786,872 $ 183,969
53
left
hiDe
COLORADO
EMPLOYEE
SALARY SCHEDULE
AND
BENEFITS
SALARY RECOMMENDATIONS
Weld County strives to pay competitive and equitable salaries. To maintain this competitive
position, Weld County participates in various salary surveys. Salaries are set by the Board of
County Commissioners after full consideration is given to:
> Present pay rates compared to labor market competitors. The competitive job market
may vary by job classification or specific jobs.
> Ability to pay.
> Benefit and supplemental pay policies.
> Supply/demand situation for personnel needs.
> Supply/demand situation in the labor market.
> Employees' expectations.
Salary Surveys Utilized:
Mountain States Employers' Council
Longmont Salary Survey
Front Range Budget Conference
Budget reflects a salary adjustment of 4% with the only benefit change being the increase in the
health insurance county contribution. Disability and life insurance dropped for 2001. All other
benefits remain the same.
No minimum increase is provided for "grandfathered" employees. The breakout by fund is as
follows:
General Fund $ 1,012,567
Road and Bridge Fund 210,504
Health Fund 183,220
TOTAL $ 1,406,291
Social Services salaries will be set in accordance with the Board's policy now that Social Services
employees are no longer in the State Merit System, as of July 16, 1997. A 4.0% increase is
included in the Social Services budget.
55
2001 HEALTH INSURANCE
2001 Insurance rates are as follows:
-=_ -717: CUSTOM
3------ LIMO = = POS=f P1WS
Employee:
Health $ 220.00 $ 230.37 $ 284.70
DentalNision 13.00 13.00 13.00 1
$
TOTAL $ 233.00 $ 243.37 $ 297.70 1
Employee $ 16.00 $ 26.37 $ 80.70
County 217.00 217.00 217.00
Dependent:
Health $ 328.64 $ 345.57 $ 435.25
DentalNision 16.00 16.00 16.00 c
TOTAL $ 344.64 $ 361.57 $ 451.25
Total Employee $ 360.64 $ 387.94 $ 531.95
Total County 217.00 217.00 217.00
Employee
Costs:
2001 $ 360.64 $ 387.94 $ 531.95
2000 318.18 341.95 467.35
DIFFERENCE $ 42.46 $ 45.99 $ 64.60
56
PLAN COMPARISON
_et et Pos _
;-v = ' -= LLB' -� - = _
= CUSTOM
m MEDICAL BE fEF HMCo HMO NonHMO -PLUS
Lifetime Maximum Unlimited Unlimited $1 Million $1 Million I,
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 i
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- ri. i.n Dru. Co-.- m-nt ;1 ;25/;40 ;15/'.25/';40 ;15/;25 ;40 ;15/;25/;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.
57
SALARY ADJUSTMENTS BY DEPARTMENT
=DEPAaRTMENT . _E—v 200W Fit. 2001 v DIFFEREN
Commissioners $ 366,240 $ 418,428 $ 52,188
County Attorney 407,744 426,356 18,612
Clerk to the Board 98,350 102,988 4,638
County Clerk 460,314 477,520 17,206
Elections 137,841 138,036 195
Motor Vehicle 843,592 880,501 36,909
Treasurer 410,508 425,310 14,802
Assessor 1,434,510 1,524,163 89,653
District Attorney 2,163,884 2,251,056 87,172
Juvenile Diversion 248,488 263,442 14,954
Victim Witness 182,346 196,223 13,877
Finance 235,111 265,473 30,362
Accounting 317,230 327,691 10,461
Purchasing 83,987 90,247 6,260
Personnel 300,234 331,226 30,992
Planning 746,218 755,861 9,643
Building and Grounds 1,403,209 1,455,210 52,001
Printing and Supply 59,106 61,911 2,805
Sheriff Administration 703,603 770,696 67,093
Sheriff Operations 3,027,341 3,211,323 183,982
Animal Control 55,854 55,733 -121
Forensic Laboratory 90,573 94,416 3,843
Coroner 139,096 143,489 4,393
North Jail 3,246,955 3,330,564 83,609
Centennial Jail 3,056,917 3,173,086 116,169
58
m -= DIFFERENCE
DE�AR�-N/EN? 2QSXO x2001
Building Inspection 638,453 666,856 28,403
Weed and Pest 53,886 56,263 2,377
OEM 53,886 56,263 2,377
Engineering 451,786 470,585 18,799
Missile Park 23,454 24,612 1,158
Extension 205,809 211,576 5,767
Veteran's Office 44,189 46,177 1,988
TOTAL GENERAL FUND $ 21,690,714 $ 22,703,281 $1,012,567
P W - Administration $ 386,403 $411,088 $ 24,685
P W - Trucking 578,945 615,108 36,163
P W - Motor Grader 1,384,151 1,442,339 58,188
P W - Bridge 821,018 831,599 10,581
P W - Maintenance Support 638,351 701,249 62,898
P W - Mining 469,223 487,212 17,989
TOTAL PUBLIC WORKS $ 4,278,091 $ 4,488,595 $ 210,504
Health Administration $ 279,759 $ 324,366 $ 44,607
Health Education 173,051 164,202 -8,849
Community Health 1,454,684 1,609,029 154,345
Environmental Protection 1,049,818 1,042,935 -6,883
TOTAL HEALTH $ 2,957,312 $ 3,140,532 $ 183,220
59
POSITION AUTHORIZATION CHANGES
DUE TO 2001 BUDGET
F . . liT r- x
E 1000-11300 Motor Vehicle None Office Tech II
*1000-15100 District Attorney None Deputy DA II
1000-15100 District Attorney None Deputy DA III
*1000-15100 District Attorney None Office Tech III
1000-15100 District Attorney Deputy DA IV Deputy DA V
1000-15100 District Attorney 2 Office Tech III 2 Office Tech IV
*1000-15100 District Attorney None Deputy DA I
1000-15300 Victim Witness None .75 Community
Services Tech
1000-15300 Victim Witness Office Tech II Community Services
Tech
1000-16400 Personnel Personnel Analyst Assistant Personnel
Director
1000-17200 Buildings & Grounds None Building Maintenance
Worker I
1000-17350 GIS None GIS Mapper
1000-17350 GIS None GIS Tech
1000-21100 Sheriff-Administration Office Tech III Inmate Services Tech
1000-21200 Sheriff- Operations None Manager
1000-21200 Sheriff- Operations None 2 Deputy Sheriff's
1000-21200 Sheriff- Operations None 2 Deputy Sheriffs
(mid-year)
1000-21200 Sheriff- Operations None Office Tech II
1000-23200 Coroner Office Tech II Office Tech III
1000-96100 Extension None EFNEP Position
*250041200 Health Education None 2.23 FTE Tobacco
Grant
2500-41300 Nursing None Public Health Nurse
(.35 FTE)
2500-41400 Environmental Health None EH Specialist I
2500-41400 Environmental Health 5 EH Specialist I 5 EH Specialist II
60
(4) cc
saNnd
Jo
AU VIAl VIflS
ALL FUNDS
REVENUE
$40,000,000
$30,000,000 n2001
$20,000,000 n2000
$10,000,000
O CT 5 r a �1 D
07 C FOB
N t °M3 Na) a Q- 7 c
° m w w w
J p (D
X CD 9 N N 3. N
_ CD ip
- f1
SD En 0
CD
co
2001 Revenue
Total: $ 117,668,942 (2000 $ 108,923,296)
Property Tax $38,774,962 33.0%
Licenses/Permits $1,825,300 1.6%
Internal Services $6,091,864 5.2%
Other Taxes $4,090,000 3.5% �,- ,, Miscellaneous $3,807,968 3.2%
"" Charges for Services $4,722,500 4.0%
Ambulance Fees $4,893,596 4.2%
Fees $3,498,000 3.0% - --
Fund Balance $18,255,995 15.5%
Intergovernmental $31,708,757 26.9% --
61
AT.T . FUNDS EXPENDITURES
25,000,000
20,000,000 '
15,000,000 H I I I
10,000,000 r
, n r
5,000,000 0 w -o O > n i 'D 0 2 a 31 _ Z D
O C p C > m C m C C O -
n co z X_ 13 > co z K It= D m W
D r -I r m > - O m x C
r CE 2—
), r = C) D Z 7Co Q° p z r
m * m L co r m m co D r z
O Do
- z m
c n m O < 70 o m m
m to -< m m n m o <
C z JO cn m m
K D co
m c)
z
-A z
2001 EXPENDITURES
Total $107,921,329 (2000 $99,502,065)
General Government $15,809,400 14.6%
Internal Services $6,285,164 5.8% ----
Ambulance $4,893,596 4.5% ---- -- Culture and Recreation $494,661 0.5%
4111%1/4.
Social Services $12,281,183 11.4% ----- Shit... -- — Road and Bridge $17,264,847 16.0%
tliPTIPMAHOrktftilfibyx0 --"'"
Public Works $679,396 0.6% —
- — Miscellaneous $2,141,127 2.0%
-- Contingency $6,950,000 6.4%
Public Safety $21,523,579 19.9% -- ---- Auxilary $484,349 0.4%
Health $4,549,845 4.2%
Capital $5,185,000 4.8% - - Human Services $9,379,182 8.7%
62
2001 BUDGET
SUMMARY OF FUND BALANCES
2001 BUDGET
ASSESSED VALUATION: $1.759.459.248
'} f `' L'L�
I j i' f M EI l i 2Olb'b�i,:. 2001 2001 2001 2001 2001 2001 2001 2001 TOTAL 2001
Il.. ,1i:FII►I: "N MILL BEGINNING MILL PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE APPROP- ENDING
FUND " LEVY BALANCE LEVY TAXES REVENUE REVENUE TRANSFERS FINANCING RIATIONS BALANCE
1000 General Fund 15.539 $ 2,000,000 15.947 S 28,059,247 $ 4,648,395 $ 9,539,531 $ 0 $ 44,247,173 $ 41,626,260 $2,620,913
i
SPECIAL REVENUE FUNDS:
2000 Public Works 1.298 350,000 1.264 2,224,817 10,248,560 4,441,470 0 17,264,847 17,264,847 0
2100 Social Services 1.938 2,675,995 1.885 3,315,898 6,579,290 610,000 0 13,181,183 12,281,183 900,000
2200 Conservation Trust 0.000 300,000 0.000 0 330,000 10,000 0 640,000 340,000 300,000
2300 Contingent 1.379 2,350,000 1.194 2,100,000 0 0 0 4,450,000 4,450,000 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 0.000 300,000 0.000 0 1,310,363 1,436,918 1,666,689 4,713,970 4,413,970 300,000
2600 Human Services 0.000 290,000 0.000 0 8,592,149 605,849 12,351 9,500,349 9,210,349 290,000
2700 Solid Waste 0.000 600,000 0.000 0 0 1,150,000 0 1,750,000 1,150,000 600,000
rn
w CAPITAL PROJECT FUNDS:
4000 Capital Expenditures 1.547 II 2,510,000 1.435 2,525,000 0 150,000 0 5,185,000 5,185,000 0
ENTERPRISE FUNDS:
5000 Ambulance 0.000 150,000 0.000 0 0 4,893,596 0 5,043,596 4,893,596 150,000
w:,
GROSS TOTALS 21.701 14,025,995 21.725 38,224,962 31,708,757 22,837,364 1,679,040 108,476,118 103,315,205 5,160,913
INTERFUND TRANSFER 0.000 0 0.000 0 0 0 -1,679,040 -1,679,040 -1,679,040 0
IT:p�(4l;ni:lr�Fin^ ;llii�ll+l., ;
ETTOTALS 21.701 ''14,025,995 21.725 38,224,962 31,708,757 22,837,364 0 106,797,078 101,636,165 5,160,913
INTERNAL SERVICE FUNDS:
6000 Motor Pool Operating 0.000 1,430,000 0.000 0 0 4,029,490 0 5,459,490 3,672,790 1,786,700
6200 Health Insurance 0.000 800,000 0.000 0 0 178,344 0 978,344 178,344 800,000
6300 Insurance 0.337 1,700,000 0.313 550,000 0 265,000 0 2,515,000 815,000 1,700,000
6400 Phone Services 0.000 300,000 0.000 0 0 877,357 0 1,177,357 877,357 300,000
6500 Weld Finance Corp 0.000 0 0.000 0 0 741,673 0 741,673 741,673 0
,"NET TOTALS-I S FUNDS 0.337 4,230,000 0.313 550,000 0 6,091,864 0 10,871,864 6,285,164:; 4,586,700
GROSS TOTALS- 7f4y i`i il',1I iI
ALL FUNDS 22.038 $18,255,995 22.038 $ 38,774,962 $ 31,708,757 $ 28,929,228,,;: ;$„• 0 $ 117,668,942 $ 107,921,329 $ 9,747,613
GOVERNMENTAL FUNDS
1999 - 2001
Summary of Estimated Financial Sources and Uses
Governmental Fund Type
REVENUES
1999 2000 2001
Taxes $ 37,525,208 $ 39,001,391 $ 42,314,962
Licenses and permits 1,800,314 1,598,075 1,825,300
Intergovernmental 33,007,428 29,930,472 31,708,757
Miscellaneous 3,914,605 3,809,785 3,807,968
Fees 3,733,683 3,184,300 3,498,000
Charges for Services 4,095,362 4,132,664 4,722,500
Total Estimated Financial Sources $ 84,076,600 $ 81,656,687 $ 87,877,487
EXPENDITURES
Current:
General government $ 14,278,671 $ 14,812,099 $ 15,809,400
Public safety 18,403,498 19,706,592 21,523,579
Public works 16,157,879 15,983,845 17,944,243
Public health and welfare 17,353,948 16,342,071 16,831,028
Culture and recreation 370,150 482,161 494,661
Human services 8,160,520 8,768,782 9,379,182
Miscellaneous 2,269,962 2,442,917 2,625,476
Capital outlay 5,816,220 2,725,000 5,185,000
Contingency/ Reserves 0 _ 7,352,050 6,950,000
Total Use of Resources $ 82,810,848 $ 88,615,517 $ 96,742,569
Net Increase (Decrease) in
Fund Balance 1,266,752 (6,958,830) (8,865,082)
Fund Balance at Beginning of Year 7,085,226 13,482,775 113,875,995
Fund Balance at End of Year -without
Unspent Contingencies / Reserves 8,350,978 6,523,945 5,010,913
Contingencies / Reserves Appropriated
but not Spent 5,131,797 7,352,050 6,950,000
Fund Balance at End of Year-with
Contingencies / Reserves $ 13,482,775 $ 13,875,995 $ 11,960,913
64
WELD COUNTY
2000 ASSESSED VALUES
TO BE USED FOR 2001 BUDGET
= FER"°[N
Agriculture $ 108,952,540 $ 108,348,540 $ 603,000 0.56%
Commercial 314,250,570 290,007,180 24,243,390 8.36%
Industrial 165,725,260 170,255,740 -4,530,480 -2.66%
Natural Resources 7,195,130 6,011,730 1,183,400 19.68%
Oil and Gas 333,701,460 283,716,490 49,984,970 19.68%
Residential 595,845,920 546,905,270 48,940,650 8.95%
Vacant Land 47,683,430 40,005,930 7,677,500 19.19%
ED; $ 53 34, _ 5 ,8 t® 2$.1t# 40 8.8w
STATE ASSESSED
PROPERTY 189,342,800 190,702,000 -1,359,200 -0.71%
TOTAL ' SED r
VAl m1 t,7 04 95= 0 4- W43,2 r`7_75%_
LESS TAX INCREMENT -3,236,862 -3,482,098 494,228 16.54%
ESS-+� M ®E -$`1; 9,248 32 78 26,98 6 7.78*
* Figures based on final certification
65
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $510,831 $247,730 $758,561
PUBLIC TRUSTEE 4,000 5,665 9,665
CLERK& RECORDER (1,125,066) 0 (1,125,066)
ELECTIONS 302,695 59,417 362,112
TREASURER (207,690) 0 (207,690)
ASSESSOR 1,725,759 412,493 2,138,252
COUNTY COUNCIL 24,856 5,929 30,785
DISTRICT ATTORNEY 2,395,239 375,759 2,770,998
SHERIFF 921,405 817,527 1,738,932
CORONER 300,109 31,318 331,427
CLERK TO THE BOARD 97,871 0 97,871
TOTAL $4,950,009 $1,955,838 $6,905,847
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $4,375,484 $153,029 $4,528,513
CENTENNIAL JAIL 3,265,470 883,750 4,149,220
COMMUNITY CORRECTIONS 0 19,850 19,850
SOCIAL SERVICES 4,415,898 51,834 4,467,732
HUMAN RESOURCES 12,351 516,941 529,292
PUBLIC HEALTH 1,666,689 544,015 2,210,704
TOTAL $13,735,892 $2,169,419 $15,905,311
CRITICAL--NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $620,306 $0 $620,306
CRIME LAB 66,998 10,435 77,433
POLICE SERVICES (LEVEL) 3,643,332 140,099 3,783,431
COMMUNICATIONS-COUNTY-WIDE 682,225 0 682,225
COMMUNICATION SYSTEM DEVEL 500,000 0 500,000
E-911 700 0 700
OFFICE EMERGENCY SERVICES 58,383 6,381 64,764
DRUG TASK FORCE 70,248 5,160 75,408
TOTAL $5,642,192 $162,075 $5,804,267
66
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING &ZONING/BLDG INSP $161,510 $420,346 $581,856
ANIMAL CONTROL 147,580 7,443 155,023
PEST&WEED CONTROL 213,773 48,884 262,657
EXTENSION SERVICE 302,776 146,653 449,429
VETERAN'S OFFICE 51,065 10,056 61,121
AIRPORT 92,750 45,637 138,387
MENTAL HEALTH 135,875 0 135,875
MISSILE SITE PARK 0 3,091 3,091
COUNTY FAIR 38,661 5,597 44,258
JUVENILE DIVERSION 214,646 19,850 234,496
DEVELOPMENTALLY DISABLED 45,000 0 45,000
SENIOR COORDINATORS 12,500 0 12,500
VICTIM ASSISTANCE 95,179 24,089 119,268
WASTE WATER MANAGEMENT 6,964 0 6,964
ECONOMIC DEVELOPMENT 103,833 0 103,833
A KID'S PLACE 7,500 0 7,500
GEOGRAPHICAL INFORMATION SYSTEM 369,220 24,751 393,971
ISLAND GROVE BUILDING 100,000 0 100,000
TOTAL $2,098,832 $756,397 $2,855,229
GENERAL ASSISTANCE: $132,000 $0 $132,000
PUBLIC WORKS $2,224,817 $762,444 $2,987,261
ENGINEERING 679,396 61,993 741,389
TOTAL $2,904,213 $824,437 $3,728,650
CAPITAL:
EQUIPMENT $50,000 $0 $50,000
BUILDINGS 2,525,000 0 2,525,000
TOTAL $2,575,000 $0 $2,575,000
SUPPORT FUNCTION
COUNTY ATTORNEY $418,335 ($418,335) $0
BUILDING&GROUNDS 2,528,110 (2,528,110) 0
FINANCE &ADMINISTRATION 271,389 (271,389) 0
ACCOUNTING 425,750 (425,750) 0
PURCHASING 97,691 (97,691) 0
PERSONNEL 363,770 (363,770) 0
PBX/PHONES 0 0 0
INSURANCE 550,000 (550,000) 0
NON-DEPARTMENTAL 242,490 (242,490) 0
BUILDING RENTS 741,673 (741,673) 0
COMPUTER 1,998,687 (1,998,687) 0
PRINTING &SUPPLY 36,211 (36,211) 0
TOTAL $7,674,106 ($7,674,106) $0
67
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 1999 ALLOCATED COSTS
APPLICABLE FOR 2001
SUMMARY OF 1999 ALLOCATED COSTS
APPLICABLE FOR 2001
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $238,115 YOUTH SHELTER HOME $0
PUBLIC TRUSTEE 5,445 PEST&WEED CONTROL 46,987
ELECTIONS 57,111 EXTENSION SERVICE 140,961
ASSESSOR 396,483 VETERAN'S OFFICE 9,666
COUNTY COUNCIL 5,699 AIRPORT 43,866
DISTRICT ATTORNEY 361,174 MISSILE SITE PARK 2,971
SHERIFF 785,796 EXHIBITION BLDG 0
CORONER 30,102 COUNTY FAIR 5,380
JAIL 996,538 LIBRARY 122,930
COMMUNITY CORRECTIONS 19,080 JUVENILE DIVERSION 27,746
a. GRAPHIC INFORMATION SERVICE 23,790 VICTIM ASSISTANCE 23,154
°J SOCIAL SERVICES 49,822 PAC DIVERSION 0
HUMAN RESOURCES 496,877 PUBLIC WORKS 732,851
PUBLIC HEALTH 522,900 ENGINEERING 59,587
POLICE SERVICES (LEVEL) 134,661 TASK FORCE 4,960
ANIMAL CONTROL 7,154 SOLID WASTE 13,947
REGIONAL FORENSIC LAB 10,030 COURTS-STATE 195,398
AMBULANCE 287,596 COURTS-COUNTY 164,293
OFFICE EMERGENCY SERVICES 6,133 HOUSING AUTHORITY 47,632
PLANNING&ZONING/BLDG INSP 404,031 OTHER 895,381
$7,376,247
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December 31, 1999,
prepared in accordance with Federal Management Circular FMC 74-4. The allocation is applicable to fiscal year 2001 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 2001.
BEGINNING FUND BALANCE
Ten Year Trend
$20,000,000 $18,255,995
$15,982,461
$15,000,000 $13,370,293
$11,584,971
$10,000,000 $3,008,234
$7,037,205 $7,141,327
$6,303,459 u•e.'!. e i _:m___m
$5,664,988 $5,416,464 ..
$5,000,000
$0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
ITEN YEAR TREND
Cumulative Percent Increase: Weld County Expenditures
50
iffii ,.le
iii
40
iiflff
0 30AL Ai ial
gE
2 Efjff
20
.. - lax
tip iip,
Rim iiff 10 4 6EH .i _
Ins ivo- iij�:. v`kq , r
x
0 ast ._.. ..: ,.��� -- i,. a ...w ., #..._ _.. ,_.mom--------
1992 i.m.. . Hev.s k _.. e ..._... .'
1993 1994 1995 1996 1997 1998 1999 2000 2001
OGen Gov Public Safety DRoads & Bridges CHealth & Welfare
WELD COUNTY HOME RULE GOVERNMENT
COUNTY VOTERS VO ) ( Assessor
Weld County Council Board of County Commissioners < Treasurer
(County Attorney )
(5 Elected Members) (5 Elected Members)
I I I I I I Sheriff
Department of ' Department of ' _Department of Department of � Department of Corrections,Law Enforcement
Finance, Central Public Health Planning Public Human - Animal Control,Forensic Lab
Purchasing, and and Services Works Services Task Force,Code Enforcement
Office of Emergency Management
Personnel Environment
Commissioner Commissioner Commissioner Commissioner
Commissioner , Coordinator , Coordinator Coordinator , Coordinator
Coordinator I I I I
I Health Director Director of Public Works Social Services Clerk and
Director of Health Department Planning Director Director Recorder
Finance and Health Board Services Engineering Social Services
Hospital Board Road and Bridge
Administration Recording
Planning and Zoning Pest and Weed Motor Vehicle
Building Inspection
Finance Division Ambulance Board of Adjustment Election
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 { Coroner
Airport Ai Human Services
Communications Human Services Board
Contract Administration Extension
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
2001
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET RECOMMEND RECOMMEND
DEPARTMENT 1999 2000 2001 2001 CHANGE
GENERAL FUND:
Office of the Board 6 6 6 6
County Attorney 5 5 5 5
Planning & Zoning 11 14 16.5 16.5 + 2.5
Clerk to Board 3.5 3.5 3.5 3.5
Accounting 6 6 6 6
Finance &Administration 2 2 2 2
Clerk & Recorder 37.5 40 41 41 + 1.0
Elections 4 4 4 4
Treasurer 10 10 10.5 10
Assessor 37.5 37 37 37
Personnel 5 5 5 5
Maintenance of Building/Plant 39 40 41 41 + 1.0
Victim Witness 5.5 5.75 6.5 6.5 + 0.75
Office of Emergency Mgmt 1 1 1 1
Purchasing 2 2 2 2
N District Attorney 35.25 37.25 41.25 41.25 + 4.0
Juvenile Diversion 6 6 6 6
Coroner 3 3 3 3
Centennial Jail 67 67 67 67
North Jail 74 74 74 74
Sheriff 12 15 15 15
Crime Lab 1 1 1 1
Drug Task Force 2 2 2 2
Building Inspection 10.5 14.5 15.5 15.5 + 1.0
Police Services 59 61 66 66 + 5.0
Community Corrections 1 1 1 1
Pest & Weed Control 1 1 1 1
Extension Service 11.55 12.25 12.25 12.25
Veteran's Office 1 1 1 1
Missile Site 1 1 1 1
General Engineering 6 8 8 8
Printing & Supply 2 2 2 2
Fair 0.3 0.3 0.3 0.3
Geographical Information System 0 0 2 2 + 2.0
Animal Control 1.5 2. 2. 2. .
TOTAL GENERAL FUND 470.1 490.55 508.3 507.8 + 17.25
SUMMARY OF
COUNTY FUNDED POSITIONS
2001
LAST CURRENT REQUESTED CURRENT TO
ACTUAL YEAR BUDGET FINAL FINAL
DEPARTMENT 1999 2000 2001 2001 CHANGE
ROAD AND BRIDGE:
Maintenance Support 13 16 16 16
Administration 7 7 7 7
Motorgraders 35 35 35 35
Trucking 14 14 14 14
Bridge Construction 17 18 18 18
Mining 11. 11. 11. 11. .
TOTAL ROAD & BRIDGE FUND 97. 101. 101. 101. + 0.
HEALTH DEPARTMENT FUND:
Administration 7 7 7 7
Health Promotion 6.62 4.30 6.05 6.05 + 1.75
W Health Protection Services 23 23.75 24.75 24.75 + 1.00
Community Health 36.83 38. 38.35 38.35 + 0.35
TOTAL HEALTH DEPARTMENT 73.45 73.05 76.15 76.15 + 3.10
SOCIAL SERVICES 157.75 157.75 157.75 157.75
PBX 3 3 3 3
AMBULANCE 39. 43. 44. 44. + 1.0
GRAND TOTAL 840.30 868.35 890.2 889.7 + 21.35
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30,000,000
25,000,000
.20,000,000 O2001
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2001 Revenue
TOTAL: $44,247,173 (2000: $40,969,311)
Fund Balance 4.5%
$2,000,000
gill lig _ Miscellaneous 6.5%
$2,858,382
_ Licenses/Permits 3.1%$1,364,700
Property Tax 63.4% ;: '� '.
$28,059,247 - ::�. _ _ Charges for Services 3.8%
$1695,949
laFines/Forfeitures 0.1%
$32,500
Intergovernmental 10.5%
$4,648,395
Other Taxes 0.2%
$90,900
Fee Accounts '7.9%
---- $3,498,000
75
GENERAL FUND
Expenditure Changes
$19,716,592
$25,000,000 j '3
$14,8-12,099
$20,000,000 0 �. . .:
02001
$15,000,000 C2000
•
•
$10,000,000 $1,632,866
$1 gs, 980,61 41412.30§701,17315a 1
.2 Ell
$5,000,000 $ ® i81 1891, •,484, ,'•79, ` 154,66
$0
Public Safety Health & Welfare Misc. Public Works
General Gov. Human Serv. Auxilary Culture/Rec.
Type of Expenditure
Total: $41,626,260 (2000 $38,588,491)
Public Safety $21,523,579 51.7%
r,r lrt�'1 r�rl _ lip ,t ht�tlr i rr„i" —Culture/Recreation $154,661 0.4%
II I t!4 rg6f0Arrt,{rrrpdrr ltlr,ir/iirli,rt°tii6+�I� :if r1'i�47 p/ir+i �Ei° —Health&Welfare $1,802,564 4.3%
r , rd ' is trllr r vi iilgf 9,lif oimho:
F1r r rl It r�F,f rtE r rr r? {F _ Miscellaneous $991,127 2.4%
3fvi1l 111 111 3! i, MIIIr �'
413$44,`
d1 li�]1 Public Works $679,396 1.6%
Human Services $181,184 0.4%
to
Auxilary $484,349 1.2% -_
General Government $15,809,400 38.0%
76
TEN YEAR TREND
Cumulative Percent Increase: General Government
zraT
50
40
V
30 - •Taxes
OGen Gov
20
10
0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
111 TEN YEAR TREND
Cumulative Percent Increase: Public Safety
50
40
V
30
•Taxes
DPublic Safety
20
10
0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
111 TEN YEAR TREND
Cumulative Percent Increase: Health and Welfare
11
50 /
40 '
x5 ..._..
30LID
7::-. Taxes
r iHIth & Welfare
20
10
0 /
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
GENERAL FUND SUMMARY
The General Fund is funded at the level of$41,626,260, up$3,037,769, or 7.87%. The budget for
general government functions are up $997,301. The increases are primarily attributed to the
growth in the county. The Clerk and Recorder increase is based on a management study done in
early 2000, which has increased staffing for a cost of $61,998 to cope with added workload.
Planning has an increase of 2.5 positions, plus position upgrades, at a cost of$164,856 due to
increased building and development activity. The District Attorney's budget is up $255,575 with
four new positions to respond to increased caseloads in Juvenile and County Court. The
Geographical Information System (GIS) budget has increased $234,003 with two additional
positions. The funding level of $369,220, is a permanent funding level to provide on-going
enhancements and maintain the data of the system. The only area in general government with a
decrease is Elections, which is down $245,575, since there will be only one election in 2001.
Public safety is up $1,816,987 for 2001. The big jump is in the Communication Development
budget for the funding of Phase II of the 800 MHZ system. The budget is up $1,250,000, which
is totally offset by a $1,000,000 Energy Impact Assistance grant, and $250,000 from the E-911
Authority to help fund the project. County costs for the 800 MHZ system remain the same as last
year at$500,000. The Operations Division of the Sheriff's Office budget is up $219,190 with four
FTE's being added through a CDOT Office of Highway Safety grant for traffic control due to the
growth in the county. The costs for the jails have stabilized as have the average daily population
(ADP) of the two jails. Little or no ADP growth has occurred in the jails for the last 24 months,
which allows costs to remain the same. This is the first time in over 25 years that this has
occurred. Communications is up $98,502 to cover salaries for the dispatchers, who require a
higher salary level since they are now emergency medical dispatchers. Community Corrections
is down $343, 043 due to a drop in the State allocation of beds and the resulting drop in funding,
since the program is entirely State funded. Building inspection is up $70,167 with additional staff,
again due to growth in building activity.
Other significant changes are Engineering costs being down $21,776, due to a drop in required
contract services. The airport subsidy is up $51,084 for a total of $92,500 for infrastructure
improvements in 2001. The subsidy to the Health Department is up$115,259, totally attributed to
salary increases. Finally, $1,012,567 is included for a 4% salary increase and health insurance
rate increases for 2001.
The available resources to the General Fund amount to $44,247,173 compared to$40,969,311 in
2000, up $3,277,862 or 8.00%. Property taxes are set at $28,059,247, with a tax credit of
$999,752. Licenses and permits are up$159,700 due to building and development activity. Grants
are up $812,612 due to the 800MHZ project ($1,250,000) with an offset from Community
Corrections ($343,043). Charges for Services are up only slightly at $46,526, which is less than
3%. Fines are up $2,500 for a total of $32,500. Miscellaneous revenues are up $434,949 due
primarily to interest revenues resulting from the higher interest rates and larger reserve balances.
Fees are up$313,700 due to the Clerk and Recorder's higher activity level. Other revenues remain
stable and healthy with the good economic conditions currently being experienced in Weld County.
80
The beginning fund balance is anticipated to be $2,000,000 for 2001. An estimated ending fund
balance of$2,620,913 is projected for year-end. The increase between beginning and ending fund
balance is to allow for the election year flattening of expenditures ($150,000), and the repayment
of the $370,000 advance from the fund balance for the airport subsidy in mid-2000. 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 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 2001 and future years.
81
GENERAL FUND
SUMMARY OF REVENUE
2001
ACCOUNT NUMBER 2000 2001 2001 2001
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND ANAL
TAXES
1000 4112 90100 CURRENT PROPERTY TAXES 25,366,620.00 27,059,495.00 27,059,495.00 28 059,247.00
1000 4116 90100 PROPERTY TAX ADJUSTMENT 0.00 0.00 0.00 -999,752.00
1000 4140 90100 SEVERANCE TAXES 10,000.00 15,000.00 15,000.00 15,000.00
1000 4150 90100 TOBACCO PRODUCTS 65,000.00 75,000.00 75,000.00 75,000-00
TOTAL TAXES 25,441,620.00 27,149,495.00 27,149,495.00 27,149,495.00
LICENSES&PERMITS
1000 4215 90100 LICENSES,LIQUOR/DANCE 5,000.00 4,700.00 4,700.00 4,700.00
1000 4221 17100 PERMITS 350,000.00 350,000.00 350,000.00 350,000.00
1000 4222 25100 BUILDING 600,000.00 700,000.00 700,000.00 700,000.00
1000 4224 25100 ELECTRICAL 100,000.00 110,000.00 110,000.00 110,000.00
1000 4226 25100 PLAN CHECK 150,000.00 200,000.00 200,000.00 200,000.00
TOTAL LICENSES&PERMITS 1,205,000.00 1,364,700.00 1,364,700.00 1,364 700.00
INTERGOVERNMENTAL REVENUE
1000 4318 90100 PAYMENT IN LIEU OF TAXES 600.00 0.00 0.00 0.00
1000 4340 15100 GRANTS 53,600.00 53,600.00 53,600.00 53,600.00
1000 4340 15300 GRANTS 51,161.00 52,763.00 52,763.00 52,763.00
1000 4340 22200 GRANTS 0.00 1,000,000.00 1,000,000.00 1,000,000.00
Co 1000 4340 24200 GRANTS 171,046.00 143 715.00 143,715.00 143,715.00
N 1000 4340 96100 GRANTS 30,837.00 30,351.00 30,351.00 35,358.00
1000 4340 96400 GRANTS 2,400.00 2,400.00 2,400.00 2,400.00
111000 4340 15200 GRANTS 0.00 63 738.00 63,738.00 63,738.00
111097 4340 15200 GRANTS 49,829.00 0.00 0.00 0.00
1120 4340 15300 GRANTS 0.00 27,609.00 27,609.00 27,609.00
112097 4340 15300 GRANTS 5,551.00 0.00 0.00 0.00
1130 4340 15300 GRANTS 69,486.00 65,400.00 65,400.00 65,400.00
116000 4340 24210 GRANTS 0.00 727,319.00 727,319.00 727,319.00
116000 4340 24220 GRANTS 0.00 2,206,853.00 2,206,853.00 2,206,853.00
116099 4340 24210 GRANTS 1,185,413.00 0.00 0.00 0.00
116099 4340 24220 GRANTS 2,064,470.00 0.00 0.00 0.00
1000 4352 90100 THORNTON 29,890.00 29,890.00 29,890.00 29,890.00
1000 4354 22100 CITIES AND TOWNS 21,500.00 26,750.00 26,750.00 26,750.00
1000 4354 24410 CITIES AND TOWNS 75,000.00 213,000.00 213,000.00 213,000.00
1000 4354 25100 CITIES AND TOWNS 25,000.00 0.00 0.00 0.00
TOTAL INTERGOVERNMENTAL REVENUE 3,835,783.00 4,643,388.00 4,643,388.00 4,648,395.00
CHARGE FOR SERVICES
1000 4410 10200 CHARGE FOR SERVICES 60,000.00 60,000.00 60,000.00 60,000.00
1000 4410 10400 CHARGE FOR SERVICES 14,034.00 15,556.00 15,556.00 15,556.00
1000 4410 11200 CHARGE FOR SERVICES 81,778.00 140,000.00 140,000.00 140,000.00
1000 4410 15100 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 10,000.00
1000 4410 17200 CHARGE FOR SERVICES 226,650.00 202,000.00 202,000.00 202,000.00
GENERAL FUND
SUMMARY OF REVENUE
2001
ACCOUNT NUMBER 2000 2001 2001 2001
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
1000 4410 17300 CHARGE FOR SERVICES 51,000.00 55,000.00 55,000.00 55,000.00
1000 4410 17600 CHARGE FOR SERVICES 169,500.00 175,000.00 175,000.00 175,000.00
1000 4410 21100 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 10,000.00
1000 4410 21200 CHARGE FOR SERVICES 214,600.00 199,500.00 199,500.00 199,500.00
1000 4410 22100 CHARGE FOR SERVICES 152,549.00 162,019.00 162,019.00 162,019.00
1000 4410 22200 CHARGE FOR SERVICES 0.00 250,000.00 250,000.00 250,000.00
1000 4410 24410 CHARGE FOR SERVICES 404,700.00 220,530.00 220,530.00 220,530.00
1000 4410 24420 CHARGE FOR SERVICES 140,000.00 122,594.00 122,594.00 122,594.00
1000 4410 26100 CHARGE FOR SERVICES 1,000.00 1,000.00 1,000.00 1,000.00
1000 4410 50100 CHARGE FOR SERVICES 2,000.00 2,000.00 2,000.00 2,000.00
1000 4410 90100 CHARGE FOR SERVICES 33,712.00 0.00 0.00 0.00
111000 4410 15200 CHARGE FOR SERVICES 0.00 6,250.00 6,250.00 6,250.00
111097 4410 15200 CHARGE FOR SERVICES 6,250.00 0.00 0.00 0.00
1000 4420 90100 PARKING 12,500.00 12,500.00 12,500.00 12,500.00
1000 4430 13100 SALE OF SUPPLIES 15,000.00 15,000.00 15,000.00 15,000.00
1000 4430 15100 SALE OF SUPPLIES 12,000.00 12,000.00 12,000.00 12,000.00
1000 4430 17100 SALE OF SUPPLIES 5,000.00 8,000.00 8,000.00 8,000.00
1000 4430 17600 SALE OF SUPPLIES 27,000.00 17,000.00 17,000.00 17,000.00
1000 4430 25100 SALE OF SUPPLIES 150.00 0.00 0.00 0.00
co TOTAL CHARGE FOR SERVICE 1,649,423.00 1,695,949.00 1,695,949.00 1,695,949.00
L..)
FINES&FORFEITURES
1000 4510 90100 FINES 30,000.00 32,500.00 32,500.00 32,500.00
MISCELLANEOUS
1000 4610 90100 EARNINGS ON INVESTMENTS 1,700,000.00 2,000,000.00 2,000,000.00 2,000,000.00
1000 4624 22100 RENTS FROM BUILDINGS 43,008.00 40,500.00 40,500.00 40,500.00
1000 4624 90100 RENTS FROM BUILDINGS 300,296.00 321,900.00 321,900.00 321,900.00
1000 4640 90100 OIL AND GAS 125,000.00 130,000.00 130,000.00 130,000.00
1000 4650 90100 OVERHEAD 872,484.00 803,130.00 803,130.00 803,130.00
1000 4670 21200 REFUND OF EXPENDITURE 114,119.00 298,022.00 298,022.00 298,022.00
1000 4670 21260 REFUND OF EXPENDITURE 66,164.00 69,930.00 69,930.00 69,930.00
1000 4670 21410 REFUND OF EXPENDITURE 147,584.00 153,352.00 153,352.00 153,352.00
1000 4670 26200 REFUND OF EXPENDITURE 39,730.00 26,300.00 26,300.00 26,300.00
1000 4680 23200 OTHER 800.00 1,000.00 1,000.00 1,000.00
1000 4680 96200 OTHER 14,000.00 14,000.00 14,000.00 14,000.00
TOTAL MISCELLANEOUS 3,423,185.00 3,858,134.00 3,858,134.00 3,858,134.00
FEES
1000 4720 12100 ADVERTISING FEES 30,000.00 30,000.00 30,000.00 30,000.00
1000 4730 11100 OTHER FEES 2,400,000.00 2,675,000.00 2,675,000.00 2,675,000.00
1000 4730 12100 OTHER FEES 700,000.00 725,000.00 725,000.00 725,000.00
1000 4730 13100 OTHER FEES 24,000.00 24,000.00 24,000.00 24,000.00
1000 4730 15100 OTHER FEES 4,800.00 10,000.00 10,000.00 10,000.00
GENERAL FUND
SUMMARY OF REVENUE
2001
ACCOUNT NUMBER 2000 2001 2001 2001
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
1000 4730 25100 OTHER FEES 500.00 0.00 0.00 0.00
1000 4730 26200 OTHER FEES 0.00 4,000.00 4,000.00 4,000.00
1000 4740 90100 FEES,CABLE FRANCHISE 25,000.00 30,000.00 30,000.00 30,000.00
TOTAL FEES 3,184,300.00 3,498,000.00 3,498,000.00 3,498,000.00
TOTAL GENERAL FUND 38,769,311.00 42,242,166.00 42,242,166.00 42,247,173.00
Co
GENERAL FUND
SUMMARY OF EXPENDITURES
2001
ACCOUNT# 2000 2001 2001 2001
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 456,343.00 458,643.00 458,643.00 510,831.00
1000 10200 COUNTY ATTORNEY 459,723.00 459,723.00 459,723.00 478,335.00
1000 10300 PUBLIC TRUSTEE 4,000.00 4,000.00 4,000.00 4,000.00
1000 10400 CLERK TO THE BOARD 107,578.00 108,789.00 108,789.00 113,427.00
1000 11100 COUNTY CLERK 1,433,821.00 582,846.00 582,846.00 600,052.00
1000 11200 ELECTIONS AND REGISTRATION 688,345.00 442,770.00 442,770.00 442,965.00
1000 11300 MOTOR VEHICLE 0.00 912,973.00 912,973.00 949,882.00
1000 12100 TREASURER'S OFFICE 538,620.00 555,174.00 532,508.00 547,310.00
1000 13100 ASSESSOR 1,665,106.00 1,675,106.00 1,675,106.00 1,764,759.00
1000 14100 COUNTY COUNCIL 24,801.00 24,856.00 24,856.00 24,856.00
1000 15100 DISTRICT ATTORNEY 2,138,000.00 2,393,667.00 2,393,667.00 2,480,839.00
1000 15200 JUVENILE DIVERSION 203,241.00 199,692.00 199,692.00 214,646.00
111000 15200 JUVENILE DIVERSION 0.00 69,988.00 69,988.00 69,988.00
111097 15200 JUVENILE DIVERSION 66,439.00 0.00 0.00 0.00
oo 1000 15300 VICTIM WITNESS 136,455.00 142,384.00 134,065.00 147,942.00
1120 15300 VICTIM WITNESS 0.00 27,609.00 27,609.00 27,609.00
112097 15300 VICTIM WITNESS 5,551.00 0.00 0.00 0.00
1130 15300 VICTIM WITNESS 69,486.00 65,400.00 65,400.00 65,400.00
1000 16100 FINANCE 241,027.00 241,027.00 241,027.00 271,389.00
1000 16200 ACCOUNTING 415,289.00 415,289.00 415,289.00 425,750.00
1000 16300 PURCHASING 91,431.00 91,431.00 91,431.00 97,691.00
1000 16400 PERSONNEL 327,170.00 332,778.00 332,778.00 363,770.00
1000 17100 PLANNING OFFICE 602,232.00 767,088.00 767,088.00 776,731.00
1000 17200 BUILDINGS AND GROUNDS 2,669,631.00 2,678,109.00 2,678,109.00 2,730,110.00
1000 17300 INFORMATION SERVICES 2,049,687.00 2,053,687.00 2,053,687.00 2,053,687.00
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 135,217.00 369,220.00 369,220.00 369,220.00
1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000.00 50,000.00 50,000.00 50,000.00
1000 17600 PRINTING AND SUPPLY 232,906.00 225,406.00 225,406.00 228,211.00
TOTAL GENERAL GOVERNMENT 14,812,099.00 15,347,655.00 15,316,670.00 15,809,400.00
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 854,820.00 866,893.00 864,312.00 931,405.00
1000 21200 SHERIFF'S OPERATIONS 3,668,950.00 4,035,113.00 3,956,872.00 4,140,854.00
1000 21230 ORDINANCE 88 ENFORCEMENT 145,522.00 147,701.00 147,701.00 147,580.00
1000 21260 REGIONAL LAB 128,176.00 133,085.00 133,085.00 136,928.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2001
ACCOUNT# 2000 2001 2001 2001
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
1000 21410 DRUG TASK FORCE 217,834.00 223,600.00 223,600.00 223,600.00
1000 22100 COMMUNICATIONS SERVICE 812,992.00 911,494.00 911,494.00 911,494.00
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 500,000.00 1,750,000.00 1,750,000.00 1,750,000.00
1000 22300 E-911 700.00 700.00 700.00 700.00
1000 22400 CRIMIAL JUSTICE SYSTEM 575,256.00 620,306.00 620,306.00 620,306.00
1000 23200 COUNTY CORONER 288,720.00 296,716.00 296,716.00 301,109.00
1000 24200 COMMUNITY CORRECTIONS 171,046.00 143,715.00 143,715.00 143,715.00
116000 24210 RESIDENTIAL TREATMENT CENTER 0.00 727,319.00 727,319.00 727,319.00
116000 24220 THE RESTITUTION CENTER 1,185,414.00 2,206,853.00 2,206,853.00 2,206,853.00
116099 24220 THE RESTITUTION CENTER 2,064,470.00 0.00 0.00 0.00
1000 24410 NORTH JAIL COMPLEX 4,877,085.00 4,725,405.00 4,725,405.00 4,809,014.00
1000 24420 CENTENNIAL JAIL 3,234,293.00 3,271,895.00 3,271,895.00 3,388,064.00
1000 25100 BUILDING INSPECTION 682,612.00 752,779.00 752,779.00 781,182.00
1000 26100 WEED AND PEST 212,396.00 212,396.00 212,396.00 214,773.00
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 86,306.00 86,306.00 86,306.00 88,683.00
rn TOTAL PUBLIC SAFETY 19,706,592.00 21,112,276.00 21,031,454.00 21,523,579.00
PUBLIC WORKS
1000 31100 ENGINEERING 701,172.00 660,597.00 660,597.00 679,396.00
CULTURE & RECREATION
1000 50100 MISSILE PARK 2,000.00 2,000.00 2,000.00 2,000.00
1000 56100 AIRPORT 41,666.00 92,750.00 92,750.00 92,750.00
1000 56160 COUNTY CONTRIBUTIONS 1,551,430.00 1,679,040.00 1,679,040.00 1,679,040.00
TOTAL CULTURE&RECREATION 1,595,096.00 1,773,790.00 1,773,790.00 1,773,790.00
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 6,964.00 6,964.00 6,964.00
1000 56130 DEVELOPMENTALLY DISABLED 52,000.00 143,080.00 45,000.00 45,000.00
1000 56140 MENTAL HEALTH 135,875.00 135,875.00 135,875.00 135,875.00
1000 56150 A KID'S PLACE 7,500.00 7,500.00 7,500.00 7,500.00
TOTAL HEALTH&WELFARE 214,839.00 305,919.00 207,839.00 207,839.00
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 103,833.00 103,833.00 103,833.00 103,833.00
GENERAL FUND
SUMMARY OF EXPENDITURES
2001
ACCOUNT# 2000 2001 2001 2001
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
1000 60300 INDUSTRIAL REVENUE BONDS (IRB) 739,160.00 741,673.00 741,673.00 741,673.00
TOTAL ECONOMIC ASSISTANCE 842,993.00 845,506.00 845,506.00 845,506.00
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 234,490.00 297,490.00 234,490.00 242,490.00
1000 96100 EXTENSION 319,160.00 327,360.00 327,360.00 338,134.00
1000 96200 FAIR 52,661.00 52,661.00 52,661.00 52,661.00
1000 96400 VETERANS 51,477.00 51,477.00 51,477.00 53,465.00
1000 96500 ISLAND GROVE BUILDINGS 100,000.00 100,000.00 100,000.00 100,000.00
1000 99999 SALARY CONTINGENCY 0.00 1,012,567.00 1,012,567.00 0.00
TOTAL MISCELLANEOUS 757,788.00 1,841,555.00 1,778,555.00 786,750.00
TOTAL GENERAL FUND 38,630,579.00 41,887,298.00 41,614,411.00 41,626,260.00
CO
V
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 a Board of Equalization
to hear appeals on tax assessments; sitting as the County Board of Welfare; and filling, by
appointment, all vacancies in county offices except the Board of Commissioners.
t t, ® .„.„,,E,,,; efi TE® . .k F• r
m
6 r. F x,04
Personnel Services $ 372,057 $ 366,240 $ 366,240 $ 418,428
Supplies 3,625 350 350 350
Purchased Services 102,481 89,753 92,053 92,053
Fixed Charges 0 0 0 0
Capital 1,818 0 0 0
Gross County Cost $ 479,981 $ 456,343 $ 458,643 $ 510,831
Revenue 0 0 0 0
Net County Cost $ 479,981 $ 456,343 $ 458,643 $ 510,831
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Budget increase of $2,300 requested. Of that amount $2,000 will
cover increased mileage rate, $100 for printing and duplication, and $200 for other services for a
new Board photo in 2001. Final budget adjustments include an increase in salaries of$52,188.
OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic
Objective Section in Budget message.
88
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita .375 .375 .375
Per capita cost (county support) $3.00 $2.85 $3.19
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: Recommend approval.
BOARD ACTION: No change.
89
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.
Personnel Services $ 377,077 $ 407,744 $ 407,744 $ 426,356
Supplies 1,495 1,500 1,500 1,500
Purchased Services 51,577 50,479 50,479 50,479
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 430,149 $ 459,723 $ 459,723 $ 478,335
Revenue 73,591 60,000 60,000 60,000
Net County Cost $ 356,558 $ 399,723 $ 399,723 $ 418,335
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: This budget unit is unchanged from the current year. 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% of the OT Ill position. The 2001 amount is $6,778,
compared to$6,518 in 2000. Final budget adjustments include an increase in salaries of$18,612.
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.
90
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new request for legal assistance 450 425 480
# of new mental health cases 47 45 50
#of new code violations 200 250 300
# of new zoning and building code cases 55 50 60
Efficiency Measures
FTE's per 10,000/capita .3125 .3125 .3125
Per capita cost (county support) 2.50 2.50 2.61
Number of agenda requests/D&N/mental
cases per FTE 150 154 178
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: Recommend approval.
BOARD ACTION: No change.
91
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.
---
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 1,644 4,000 4,000 4,000
Purchased Services 1,877 0 0 0
Gross County Cost $ 3,521 $ 4,000 $ 4,000 $ 4,000
Revenue 0 0 0 0
Net County Cost $ 3,521 $ 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 2001. 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.
92
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of released liens 17,624 15,862 16,000
Number of cures 16 18 18
Number of redemptions 52 60 60
Number of foreclosures 275 300 300
Efficiency Measures
Per capita cost (county support) .022 .025 .025
Cost per lien released .200 .252 .250
Effectiveness Measures (desired results)
Foreclosures per 10,000 capita .0275 .0300 .0300
Percent of cures/redemptions to 30% 30% 30%
foreclosures
FINANCE/ADMINISTRATIONRECOMMENDATION: 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.
93
WELD COUNTY
PUBLIC TRUSTEE
BUDGET 2001
Income
Foreclosure Revenues $ 131,000
Release Revenues 220,000
Interest Revenues 8,000
Total Income $ 359,000
Cost of Foreclosures
Cost of Foreclosures $ 68,000
Cost of Releases 96,000
Total Cost of Foreclosure $ 164,000
Personal Expenses
Salaries 68,000
Trustees Allowance 32,007
FICA, Medicare 7,650
FUTA 168
SUTA 800
Employee Health, Life 8.000
Total Personal Expenses 116,625
Office/Other
Bank Service Charges 130
Dues and Subscriptions 1,500
Equipment Purchase 1,000
Equipment Lease 2,500
Insurance/Bond 4,000
Moving Expense 0
Office Supplies 6,000
Postage/Delivery 4,500
Professional Fees 2,500
Rent 10,800
Meetings 500
Maintenance and Repair 750
Telephone 4,000
Travel and Conferences 2,500
Utilities 4,500
Miscellaneous 500
Total Office/Other 45.680
Total Personnel and Office Expense 162,305
Total Expenses 326,305
Net Income $ 32,695
94
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.
ED
sT
Personnel Services $ 88,873 $ 98,350 $ 98,350 $ 102,988
Supplies 12,267 2,745 2,745 2,745
Purchased Services 14,206 13,001 14,472 14,472
Fixed Charges -5,034 -6,518 -6,778 -6,778
Capital 0 0 0 0
Gross County Cost $ 110,312 $ 107,578 $ 108,789 $ 113,427
Revenue 13,831 14,034 15,556 15,556
Net County Cost $ 96,481 $ 93,544 $ 93,233 $ 97,871
Budget Positions 3.5 3.5 3.5 3.5
SUMMARY OF CHANGES: Purchased services are up $1,471, all in the advertising and legal
notices line item. Charge backs to the County attorney($6,778),and revenue from Phone Services
($13,556) are up 4% to cover salary adjustments for 2001. Charges for copies are budgeted at
$2,000. Final budget adjustments include an increase in salaries of$4,638.
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.
95
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 174 190 190
Number of contracts/resolutions optically 3,080 3,500 3,500
scanned
Number of BOE/Abatement hearings 166 94 190
conducted
Efficiency Measures
FTE's per 10,000/capita .21875 .21875 .21875
Per capita cost (county support) .5905 .5847 .6117
Cost per meeting/hearing $543.00 $492.34 $490.70
Effectiveness Measures (desired results)
Percent of documents distributed within the 90% 90% 90%
week approved
Percent of minutes not transcribed within 10% 5% 5%
2 weeks
Percent of contracts/resolutions scanned 90% 95% 95%
within 2 weeks
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
96
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.
2-41 144 I® ® R E WALE
Personnel Services $ 1,132,837 $ 1,263,800 $ 460,314 $ 477,520
Supplies 45,156 26,480 21,280 21,280
Purchased Services 185,523 143,541 85,252 85,252
Fixed Charges 0 0 16,000 16,000
Capital 6,355 0 0 0
Gross County Cost $ 1,369,871 $ 1,433,821 $ 582,846 $ 600,052
Revenue 2,677,910 2,400,000 2,675,000 2,675,000
Net County Cost $ -1,308,039 $ -966,179 $ -2,092,154 $ -2,074,948
Budget Positions 37.5 40.0 13 13
SUMMARY OF CHANGES: In compliance with the management study performed during the
current year, the budget for 2001 is split into two separate budget units (Motor Vehicle and
Recording/Administration). The total budget for the two units reflects an increase of $61,998.
Major increases include salaries ($24,406), small equipment ($1,364), and postage of $20,000
($10,000 in this budget unit to accommodate growth). There is also a shift of$16,000 from repair
and maintenance to equipment rent for the OCE scanner lease in this particular budget unit.
Revenue is up $275,000 from the current year budget. Final budget adjustments include an
increase in salaries of $17,206.
OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory
services to the public.
97
RECORDING/ADMINISTRA HON
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
1999 2000 2001
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded (numbers 83,378 *71,690 *72,000
assigned,labeled,scanned,indexed,verified,and mailed)
Number of copies produced 71,000 98,000 100,000
Number of marriage licenses issued 1,111 1,332 1,500
Efficiency Measures
FTE's per 10,000/capita 1.64 1.68 1.72
Per capita contribution ($8.17) ($6.04) ($12.97)
Number of documents recorded per FTE 8337.80 7169 7200
Effectiveness Measures
Efficiency of record keeping 99% 99% 99.5%
Customer service (complaints received) 104 20 10
Keep up with computer technology 50% 80% 90%
* The decrease in number of recordings is due to the counties no
longer recording UCC's.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval as presented to
comply with the management study.
BOARD ACTION: Board approved budget as recommended.
98
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, service municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
•_ m isislitat
Personnel Services $ 192,242 $ 288,690 $ 189,104 $ 189,299
Supplies 157,281 262,833 181,208 181,208
Purchased Services 34,245 136,822 72,458 72,458
Fixed Charges 960 0 0 0
Gross County Cost $ 384,728 $ 688,345 $ 442,770 $ 442,965
Revenue 139,855 81,778 140,000 140,000
Net County Cost $ 244,873 $ 606,567 $ 302,770 $ 302,965
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: Decreases in supplies and purchased services are due to 2001 being
an off-year coordinated election year, with only TABOR and special election issues in November
2001. Revenue of $140,000 is reflective of the anticipated amount for State issues and Tabor
issues paid by various jurisdictions. Final budget adjustments include an increase in salaries of
$195.
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.
99
ELECTIONS
(CONTINUED)
1000-11200
PERFORMANCE MEASURES
1999 2000 2001
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 41,969 55,455 45,769
Revenue generated from elections 192,917 210,000 220,808
Efficiency Measures
FTE's per 10,000/capita 4.2 4.4 4.3
Per capita cost (county support) 1.50 3.08 1.89
Transactions per FTE 10,492 13,864 11,442
Effectiveness Measures (desired results)
Percent change in annual revenue 126%* 9% 6%
Percent of voter transactions per capita 26% 33% 27%
Percent of voter participation 25% 80% 25%
* Increase in revenue due to collecting money from the State in 1999
and increasing jurisdiction costs from .25¢ per registered voter to
.50¢ per registered voter.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval as requested.
$150,000 is carried over in fund balance to cover 2002 election cost increases. Function is a
mandated requirement of the county.
BOARD ACTION: No change.
100
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, provides law enforcement agencies with
vehicle registration information.
ET 1 QUEm FC
-RES O ® N EXT
Personnel Services $ 843,592 $ 880,501
Supplies 6,564 6,564
Purchased Services 62,817 62,817
Fixed Charges 0 0
Capital 0 0
Gross County Cost $ 0 $ 0 $ 912,973 $ 949,882
Revenue 0 0
Net County Cost $ 0 $ 0 $ 912,973 $ 949,882
Budget Positions 27 28* 28*
* According to management study, one FTE was approved for the
2001 Budget.
SUMMARY OF CHANGES: In compliance with the management study performed during the
current year, the budget for 2001 is split into two separate budget units (Motor Vehicle and
Recording/Administration). The total budget for the two units reflects an increase of $61,998.
Major increases include salaries ($24,406) for an additional Office Tech II per the management
study, small equipment ($1,364), and postage of$20,000 ($10,000 in this budget unit for mailing
out medal plates as opposed to the tabs in the past). Final budget adjustments include an increase
in salaries of$36,909.
101
MOTOR VEHICLE
(CONTINUED)
1000 - 11300
PERFORMANCE MEASURES
1999 2000 2001
ACTUAL ESTIMATED PROJECTED
Work Outputs
*Number of titles/registrations issued 273,191 293,191 318,191
FORT LUPTON BRANCH OFFICE:
Number of marriage licenses issued 120 130 140
Number of building permits issued 72 80 90
Number of septic permits issued 11 24 35
Efficiency Measures
**FTE's per 10,000/capita - DMV .61 .62 .64
Per capita contribution $1.53 $3.79 $5.94
Number of titles/registrations issued per
FTE 10,118 10,859 11,785
*Number of Titles/Registrations for Greeley DMV & Fort Lupton
Branch Office
**FTE - 27 (Greeley- 21/Fort Lupton - 6)
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval as requested with
increases and requested staffing level.
BOARD ACTION: Board approved budget as recommended with increases and recommended
staffing level.
102
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.
Cfrl_ R
A S N _
Personnel Services $ 404,324 $ 410,508 $ 433,174 $ 425,310
Supplies 54,757 21,248 20,000 20,000
Purchased Services 158,916 106,864 102,000 102,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 617,997 $ 538,620 $ 555,174 $ 547,310
Revenue 855,599 737,500 755,000 755,000
Net County Cost $ -237,602 $ -198,880 $ -199,826 $ -207,690
Budget Positions 10 10 10.5 10
SUMMARY OF CHANGES: Request includes the addition of .5 FTE to expedite processing of
tax notices and tax payments and to enhance taxpayer service. Supplies are down by$1,248 and
purchased services are reduced by $4,864. Final budget adjustments include an increase in
salaries of$14,802.
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.
103
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $37,525,208 $35,976,391 $37,500.000
Miscellaneous Revenue Collected $46,551,392 $48,784,485 $51,000,000
Investments $37,334,769 $38,000,000 $39,000,000
Number of Tax in Advance (TIA) payments 600 650 700
Total of TIA $602,135 $650,000 $700,000
Efficiency Measures
FTE's per 10,000/capita 0.69 0.69 0.69
Per capita contribution (est. pop. 160,000) ($1.48) ($1.24) ($1.30)
Effectiveness Measures (desired results)
Investment Interest Percent 6.20% 5.00% 5.50%
Property Tax Percent Collected 99.8% 99.0% 99.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval without the requested
addition of .5 FTE. There is insufficient justification to add staff. The temporary increase in
workload can be handled by part-time hourly workers and reassignment of current staff.
BOARD ACTION: Approved as recommended.
104
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 ands certifications for use by 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.
} D EWES v F L
ES R `. "ST URRENT N -- N EtFY
Personnel Services $ 1,378,759 $ 1,434,510 $ 1,434,510 $ 1,524,163
Supplies 120,879 54,296 64,296 64,296
Purchased Services 152,988 176,300 176,300 176,300
Fixed Charges 0 0 0
Capital 3,011 0 0
Gross County Cost $ 1,655,637 $ 1,665,106 $ 1,675,106 $ 1,764,759
Revenue 45,480 39,000 39,000 39,000
Net County Cost $ 1,610,157 $ 1,626,106 $ 1,636,106 $ 1,725,759
Budget Positions 37 37 37 37
SUMMARY OF CHANGES: Supplies are up $10,000 in the postage line to pay for mailing the
Notices of Valuation due to the reappraisal. Final budget adjustments include an increase in
salaries of $89,653. All other accounts are unchanged.
OBJECTIVES: 1) Complete the mass reappraisal of all real and personal property for 2001, in a
fair and equalized manner, within the requirements of State statute and the audit requirements of
the State Board of Equalization; 2)Maintain accurate and timely ownership and parcel information;
3) Inspect and inventory all new construction and 10 percent of existing buildings in order to
improve the accuracy and fairness of property valuations; 4) Use technology to improve accuracy
and efficiency; 5) Complete and deliver an accurate Tax Warrant to the Treasurer for collection.
105
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 123,430 133,320 143,201
property and SA)
Telephone Calls Answered 45,616 64,164 69,000
Number of administrative updates to 43,214 52,228 60,131
database
Number of walk-ins requesting assistance 7,500 8,568 9,000
Number of Property Inspections 4,911 9,500 11,000
Sales Verification 10,213 10,500 11,000
Efficiency Measures
FTE's per 10,000/capita .46 .48 .5
Per capita cost (county support) 9.28 9.10 10.79
Cost per parcel 13.05 12.20 11.42
Parcels Per FTE 3291 3603 3870
Effectiveness Measures (desired results)
Deed Processing Time (days) 365 45 30
Requests for Information per FTE 1416 1966 2108
Percent of Properties Site Reviewed 4% 7% 8%
Assessment Levels compared to market 98% 100% 100%
value
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
106
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.
�� B sausi
3�_UG
Personnel Services $ 8,298 $ 13,986 $ 13,986 $ 13,986
Supplies 220 400 400 400
Purchased Services 2,880 10,415 10,470 10,470
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 11,398 $ 24,801 $ 24,856 $ 24,856
Revenue 0 0 0 0
Net County Cost $ 11,398 $ 24,801 $ 24,856 $ 24,856
Budget Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: No change in total budget. Purchased services line items were
adjusted to reflect historical expenditure patterns.
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.
107
COUNTY COUNCIL
(CONTINUED)
1000-14100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita .0625 PT .0625 PT .0625 PT
Per capita cost (county support) .071 .155 .155
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.
BOARD ACTION: No change.
108
I TEN YEAR TREND
Cumulative Percent Increase: District Attorney
li
140
120 _u
100 ₹ m -
G
80 d Taxes•v -e
"` _ M11District Attorney
-.
40
i
, . _ - V
20
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
ilTEN YEAR TREND
Cumulative Percent Increase: District Attorney Local Costs
200
c.150
0
•Taxes
100 riD.A. Local
50
0 /
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
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.
A �t e ® R o BEST FINS#
. __.. S T F CU CU_ s 'EX'C= m NE t *_'—
Personnel Services $ 1,786,416 $ 1,946,880 $ 2,163,884 $ 2,251,056
Supplies 228,838 54,800 36,200 36,200
Purchased Services 108,292 103,041 157,345 157,345
Fixed Charges 22,960 33,279 36,238 36,238
Capital 49,729 0 0
Gross County Cost $ 2,196,235 $ 2,138,000 $ 2,393,667 $ 2,480,839
Revenue 92,673 80,400 85,600 85,600
Net County Cost $ 2,103,562 $ 2,057,600 $ 2,308,067 $ 2,395,239
Budget Positions 35.25 37.25 41.25 41.25
SUMMARY OF CHANGES: The requested budget includes the addition of a District Attorney III
($72,960), Deputy District Attorney I ($50,046), and an Office Tech III for County Court($30,128),
as well as the upgrade of one Deputy District Attorney from a IV to a V ($9,061), and two District
Court clerical positions from III's to IV's ($9,581). Two additional Office Tech III positions for
scanning/microfilming were approved 2 years ago and are included in this request in order to
maintain the record retention system. All personnel changes are recommended to meet increased
demands placed on this office. Supplies and Purchased Services are up ($35,704) due to
increases in LASON imaging system maintenance ($15,000), the cost of membership in CDAC
($6,672), small items of equipment(5,200),and travel($8,500). Some expenses were reclassified
from Supplies to Purchased Services. Final budget adjustments include an increase in salaries of
$87,172.
OBJECTIVES: Prosecute cases as indicated below in workload measures.
111
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of open cases as of end-of-quarter 12,718 13,000 13,000
Number of cases opened annually 19,010 20,000 20,000
Number of cases closed annually 21,301 22,000 22,000
Efficiency Measures
FTE's per 10,000/capita 2.2 2.3 2.6
Per capita cost (county support) $13.15 $12.86 $14.97
Effectiveness Measures (desired results)
Number of convictions for crimes of violence 220 230 230
and habitual criminals
Number of Criminal and Juvenile trials 135 200 200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval based on the
following:
1. The new District Attorney III position is recommended for the juvenile division where
increased caseload and added requirements for court appearances cannot be met with
current staff.
2. Effective September 1, 2000, County Court will be restructured from three active divisions
to five, making it necessary to add one Deputy District Attorney I in that division.
3. The restructuring of County Court will result in a dedicated court for domestic violence
cases. One additional clerical position will be needed to meet requirements to"fast track"
these cases saving extensive court time.
4. Two additional Office Tech III positions were approved for scanning/microfilming two years
ago and are included in the current budget recommendation. It is essential that these
positions be retained in order to maintain input into the record retention system.
5. The upgrade of one Deputy District Attorney from IV to V was approved for budget year
2000. This request would make the upgrade permanent for the individual who does
equivalent work to other DDA V's in the office.
112
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED):
6. The upgrade of two District Court clericals from II I's to IV's completes a process to upgrade
all such positions to IV's. The District Court clerical work requires special training and
experience.
7. Increases in supplies and purchased services are unavoidable in that they reflect
maintenance of LASON imaging equipment necessary to continue record retention efforts,
increased costs of membership in the CDAC state-wide system, and costs to support
additional personnel.
BOARD ACTION: Approved as recommended.
113
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.
CTs _ ® R T QUESTEDv NA
a a N EXTFY Es0EXT=
Personnel Services $ 230,482 $ 248,488 $ 248,488 $ 263,442
Supplies 3,729 4,639 4,639 4,639
Purchased Services 17,516 16,553 16,553 16,553
Fixed Charges 4,842 0 0 0
Capital 0 0 0 0
Gross County Cost $ 256,569 $ 269,680 $ 269,680 $ 284,634
Revenue 71,365 56,079 69,988 69,988
Net County Cost $ 185,204 $ 213,601 $ 199,692 $ 214,646
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: The requested expenditure budget is unchanged from 2000.
Revenues include $63,738 (an increase of$13,090)for the State Department of Criminal Justice
grant and $6,250 in program fees. The increase in grant funding results in a corresponding
decrease in net county cost. Final budget adjustments include an increase in salaries of$14,954.
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
first-time 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 and Teen Court Program.
114
JUVENILE DIVERSION
(CONTINUED)
1000-15200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Juvenile offenders in program 313 250 250
Restitution collected & disbursed to victims $13,929 $5,000 $7,500
Community service hours worked 2,224 1,000 1,500
Efficiency Measures
FTE's per 10,000/capita .375 .375 375
Per capita cost (county support) $1.16 $1.34 $1.34
Effectiveness Measures (desired results)
Short-term recidivism 5.0% 9.0% 10.0%
Long-term recidivism 34.0% 33.0% 35.0%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. No program
changes. Upgrade of an Office Tech II position to an Office Tech III is not recommended. Based
upon Personnel's review, the duties of the position match Office Tech II classification. No upgrade
is justified.
BOARD ACTION: Board approved as recommended.
115
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. We provide services to all victims/witnesses involved in cases being
prosecuted through the District Attorney's Office.
O m T CUl2 `FY
Personnel Services $ 167,824 $ 190,534 $ 214,435 $ 219,993
Supplies 2,649 4,520 4,520 4,520
Purchased Services 15,059 16,438 16,438 16,438
Fixed Charges 397,379 0 0 0
Capital 0 0 0 0
Gross County Cost $ 582,911 $ 211,492 $ 235,393 $ 240,951
Revenue 511,483 126,198 145,772 145,772
Net County Cost $ 71,428 $ 85,294 $ 89,621 $ 95,179
Budget Positions 5.75 5.75 6.5 6.5
SUMMARY OF CHANGES: Personnel Services increases include $8,319 to upgrade two Office
Tech il's to Office Tech III, $12,979 for an additional part-time Community Service Tech I in the
new Victim Witness waiting area, and $2,603 for additional hours for part-time employees and
scheduled step increases. In addition to requested County funding ($89,621), other revenue
sources are: 1)VALE grant($65,400);2)VALE/CVC administrative funds($52,763);and 3)VOCA
grant ($27,609). Upgrades are not recommended, so budget is reduced by $8,319. One Office
Tech position was approved by the Board to be upgraded to a Community Services Worker
($1,654.) Final budget adjustments include an increase in salaries of$13,877.
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.
116
VICTIM ASSISTANCE
(CONTINUED)
1000-15300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of CVC claims processed 606 600 600
Number of victims and witnesses served 10,645 10,650 12,500
Number of VRA notices provided 18,783 19,000 19,500
Number of VALE grants administered 18 14 14
Efficiency Measures
FTE's per 10,000/capita .359 .359 .406
Per capita cost (county support) $.44 $.53 $.59
Average services per FTE 5,226 5,263 5,018
Effectiveness Measures (desired results)
Total CVC funds awarded $320K $320K $320K
Average weeks to process Comp. claim 4.8 4.5 4.5
Total VALE grant funds awarded $288K $300K $305K
Formal complaints to state against V/W
Program 0 0 0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the additional
position which is grant funded. The upgrades have been reviewed by personnel and are not
recommended because the duties of the positions are in line with the Office Tech II classification.
No upgrade is justified.
BOARD ACTION: Board approved the upgrade of an Office Tech position to Community Services
Worker. No other changes to recommended budget.
117
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.
k
F- FY
Personnel Services $ 214,728 $ 235,111 $ 235,111 $ 265,473
Supplies 4,340 250 250 250
Purchased Services 6,261 5,666 5,666 5,666
Capital 26,298 0 0 0
Gross County Cost $ 251,627 $ 241,027 $ 241,027 $ 271,389
Revenue 0 0 0 0
Net County Cost $ 251,627 $ 241,027 $ 241,027 $ 271,389
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$30,362.
No other changes.
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 2001.
118
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures $3,400,556 $ 790,820 $ 0
Budgeted fund balance vs actual variance $1,526,547 $1,500,000 $1,600,000
Number of departments with performance
measures 0 0 50
Efficiency Measures
FTE's per 10,000/capita .125 .125 .125
Per capita cost (county support) 1.5727 1.5064 1.6962
Effectiveness Measures (desired results)
Percent variance in projected revenue 4% 5% 5%
Percent of categories met or exceeded -
GFOA 100% 100% 100%
Percent of departments with performance
measures 0% 0% 90%
Percent variance in projected fund balance 10.8% 10% 10%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
119
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING; nFPARTMFNT
BUDGET UNIT TITLE AND NUMBER: Art-minting -- 1 nnn-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.
EQ STED
Personnel Services $ 290,245 $ 317,230 $ 317,230 $ 327,691
Supplies 87,353 79,118 74,479 74,479
Purchased Services 28,669 18,941 23,580 23,580
Fixed Charges 0 0 0 0
Capital 1,773 0 0 0
Gross County Cost $ 408,040 $ 415,289 $ 415,289 $ 425,750
Revenue 0 0 0 0
Net County Cost $ 408,040 $ 415,289 $ 415,289 $ 425,750
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: The budget unit reflects a shift of $4,639 from the supply area into
the purchased services area to accommodate the historical spending pattern of the office.
However, the total budget remains unchanged other than final salary adjustments of$10,461.
OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many
years, and to accurately and efficiently process payroll for the employees of Weld County.
120
ACCOUNTING (CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants 38,776 39,358 35,286
issued
Average number of employees paid 1,222 1,185 1,200
Number of employees trained on General 75 80 90
Ledger
Total County federal funds 22.6M 23.4M 24.0M
Efficiency Measures
FTE's per 10,000/capita .375 .375 .375
Per capita cost (county support) $2.40 $2.49 $2.66
Account Payable warrants per week per 745 756 678
NP FTE
Employees paid monthly per Payroll FTE 815 790 800
Effectiveness Measures (desired results)
GFOA certificate received Yes Submitted Should
Number of audit adjustments 28 33 30
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
121
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.
G ® EQUESTED- I._
ES® E m * NEXT FY E
Personnel Services $ 80,220 $ 83,987 $ 83,987 $ 90,247
Supplies 627 1,400 1,400 1,400
Purchased Services 4,219 6,044 6,044 6,044
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 85,066 $ 91,431 $ 91,431 $ 97,691
Revenue 24 0 0 0
Net County Cost $ 85,042 $ 91,431 $ 91,431 $ 97,691
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change, other than salary adjustment of$6,260.
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.
122
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dollar value of Purchase Orders placed $22 million $23 million $23 million
Number of formal bids 282 285 285
Number of Purchase Orders placed 3,606 3,600 3,600
Efficiency Measures
FTE's per 10,000/capita 0.125 0.125 0.125
Per capita cost (county support) .5315 .5714 .6106
Cost per Purchase Order 25.39 25.39 25.39
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%
Maintain control over countywide inventory,
payments, counts, monthly 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
123
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is
responsible for setting up employment policies, rules,job classification and compensation. All job
applicants submit applications to the Personnel Department, which screens them according to
skills, education and experience; then they refer three-five chosen applicants to departments for
interviews.
t
ED UE •
k R E_ T E774 -FY
Personnel Services $ 271,133 $ 300,234 $ 305,842 $ 336,834
Supplies 1,810 6,400 2,400 2,400
Purchased Services 39,516 20,536 24,536 24,536
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 312,459 $ 327,170 $ 332,778 $ 363,770
Revenue 0 0 0 0
Net County Cost $ 312,459 $ 327,170 $ 332,778 $ 363,770
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: An upgrade of a Personnel Analyst to Assistant Director of Personnel
is recommended at a cost of$5,608. The upgrade is based upon duties assigned and appropriate
classification. Service and supply line items in total are unchanged, but have been reallocated
based upon historical expenditure patterns. Final budget adjustments include an increase in
salaries of$30,992.
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.
124
PERSONNEL
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE's) 978 978 978
Occupied FTE's 915 915 915
Number of employees terminated 124 125 125
Efficiency Measures
FTE's per 10,000/capita .3125 .3125 .3125
Per capita cost (county support) 1.9529 2.0448 2.2736
Personnel served per FTE 195 195 195
Effectiveness Measures (desired results)
Turnover rate 14% 14% 14%
Number of people attending training 310 325 325
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the upgrade and
the overall budget amount.
BOARD ACTION: No change. Board approved the upgrade of the Personnel Analyst position
to Assistant Personnel Director.
125
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.
R U - R U! ED sevialw
T'C. "igi
Personnel Services $ 551,974 $ 591,862 $ 746,218 $ 755,861
Supplies 43,690 17,200 17,200 17,200
Purchased Services 71,710 43,219 53,719 53,719
Fixed Charges 10,555 0 0 0
Contra Account -50,049 -50,049 -50,049 -50,049
Gross County Cost $ 627,880 $ 602,232 $ 767,088 $ 776,731
Revenue 398,068 355,000 358,000 358,000
Net County Cost $ 229,812 $ 247,232 $ 409,088 $ 418,731
Budget Positions 12 14 16.5 16.5
SUMMARY OF CHANGES: The budget includes $10,500 for expenses to update the Weld
County Comprehensive Plan in 2001. Personal Services reflects the two positions added mid-year
along with the mid-year upgrades of positions. In addition, in July the Board approved .5 FTE of
an Office Tech II position to eliminate the sharing of the .5 FTE with the Clerk and Recorder in the
Ft. Lupton office. Revenues have increased due to a rise in construction and development
activities. Fees remain unchanged. Final budget adjustments include an increase in salaries of
$9,643.
OBJECTIVES: 1) Continue to process and complete zoning violation cases; 2) Make necessary
changes to Comprehensive Plan, Planned Use Development and Subdivision Ordinances; 3)
Actively participate in county wide GIS program; 4) Continue to work on community outreach
programs; 5) Review application requirements for necessity of information; 6) Continue Sierra
upgrade and related training; 7) Continue to revise procedures and practices for new building and
land use activities and incorporate Agricultural Board changes;8)Continue to participate in Census
Follow-up Program; 9) Continue to work with trails projects; and 10) Continue to work with Weld
County Planning Commission and Advisory Boards.
126
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Jan-May Year End 2001
Current Planning Work Outputs
Number of applications submitted 209 554 554
Number of customer requests for information 3,514 9,372 9,372
Number of administrative land use cases 63 168 168
Long Range Planning Work Outputs
Number of customer requests for information 50 100 100
Number of Intergovernmental Agreements 6 6 8
Number of Ordinances revised 4 4 8
Number of Annexations and Referrals 40 96 96
Hours for Open Space and Trails projects 167 200 250
Compliance Planning Work Outputs
Number of site visits 600 1440 1440
Number of violations issued 160 456 456
Number of violations referred to County
Attorney 62 144 144
Number of violations closed 136 1000 1000
Number of Community Clean-ups 1 2 2
Technical Support Work Outputs
Average number of land use applications 209 554 554
processed per year
Average number of land use hearing attended 10 40 40
per year
Average number of customer requests for 750 1800 1800
information (Zoning/Flood Plain)
127
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Jan-May Year End 2001
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 75 75 75
Projected hour for 2001 Comprehensive Plan
review and revisions 0 0 150
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 24 hours
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Workload justifies
the additional staffing requirement.
BOARD ACTION: No change. Board re-affirmed additional positions.
128
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of: air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, South County Services Building, Public Works
Headquarters,Ambulance Buildings, North CountyJail, Health Building,Training Center,and Weld
Business Park Administrative Buildings.
UEST. -INA -E
RE$ RR EX EX
Personnel Services $ 1,229,524 $ 1,374,355 $ 1,403,209 $ 1,455,210
Supplies 232,239 316,400 251,800 251,800
Purchased Services 927,254 952,876 1,002,100 1,002,100
Fixed Charges 4,278 26,000 21,000 21,000
Capital 8,750 0 0 0
Contra Account -918 0 0 0
Gross County Cost $ 2,401,127 $ 2,669,631 $ 2,678,109 $ 2,730,110
Revenue 136,439 226,650 202,000 202,000
Net County Cost $ 2,264,688 $ 2,442,981 $ 2,476,109 $ 2,528,110
Budget Positions 39 40 41 41
SUMMARY OF CHANGES: Revenues are down $24,650 with charge backs to Social Services
anticipated to be lower with the remodeling being done in 2000. Service and supply accounts have
been reallocated with a $20,376 reduction. The reduction is due to better expenditure experience
with the three new buildings that went online in 1999 and 2000. Service and supply accounts
appear to have adequate dollars to cover the anticipated 23% increase in natural gas prices. An
additional Building Maintenance Worker I position ($28,854) has been added for the new buildings
that will go off warranty in 2001. Final budget adjustments include an increase in salaries of
$52,001. Net county costs are up $85,129.
OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2)
Complete all capital projects approved by the Board.
129
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 630,000 630,000 630,000
Number of preventative maintenance work
orders (PM's) 360 360 360
Number of tracked repair work orders 1,080 1,100 1,100
Efficiency Measures
FTE's per 10,000/capita 2.4375 2.5000 2.5625
Per capita cost (county support) 14.1543 15.2686 15.01
Cost per square foot 3.60 3.85 3.93
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. Additional position
appears to be justified with added workload.
BOARD ACTION: No change. Board approved additional position.
130
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 SCT Corporation.
n
D
u' '
RN
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 322,265 0 0 0
Purchased Services 1,691,064 1,732,573 1,919,617 1,919,617
Fixed Charges 0 0 0 0
Contra Account -508,900 -297,600 -490,930 -490,930
Capital 321,926 614,714 625,000 625,000
Gross County Cost $ 1,826,355 $ 2,049,687 $ 2,053,687 $ 2,053,687
Revenue 66,318 51,000 55,000 55,000
Net County Cost $ 1,760,037 $ 1,998,687 $ 1,998,687 $ 1,998,687
Budget Positions -- -- -- --
SUMMARY OF CHANGES: SCT contract costs reflect a 3.83% CPI, for a contract increase of
$66,614. In addition, due to Social Services' demand for increased services, an additional
$100,000 is budgeted for contract expansion. The $100,000 increase is offset by Social Services
revenue. Equipment includes the replacement of PC's, printers, servers, and network equipment,
plus necessary upgrades. The capital replacement program was adopted with the SCT contact.
OBJECTIVES: By way of contract services through the SCT 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.
131
COMPUTER SERVICES
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems 759 760 780
supported
Number of Personal Computer systems 280 130 130
installed/replaced
Number of Staff Trained 245 200 200
Number of Applications Supported 170 175 180
Number of Applications Upgraded 84 65 65
Efficiency Measures
FTE's per 10,000/capita 1.1875 1.1875 1.1875
Per capita cost (county support) $11.00 $12.49 $12.49
Effectiveness Measures (desired results)
Percent of users upgraded to standard 90% 95% 95%
Percent of users surveyed who are satisfied 98% 99.5% 99.5%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Allocation of funds
for specific hardware and software upgrades will be done by the Information Services Governance
Committee for 2001, with final Board approval prior to year-end. Expansion of the SCT contract
to cover increased Social Services workload is necessary and recommended .
BOARD ACTION: No change. Board approved increased funding level.
132
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 SCT Corporation.
te - Y
L ;03)61, FINAL
Sm $ -E p ,r.- NEXT FY,_
Personnel Services $ 25,132 $ 0 $ 72,686 $ 72,686
Supplies 27,540 43,787 38,901 38,901
Purchased Services 12,921 75,230 170,633 170,633
Fixed Charges 0 0 0 0
Capital 28,071 16,200 87,000 87,000
Gross County Cost $ 93,664 $ 135,217 $ 369,220 $ 369,220
Revenue 621 0 0 0
Net County Cost $ 93,043 $ 135,217 $ 369,220 $ 369,220
Budget Positions — — 2 2
SUMMARY OF CHANGES: The budget reflects the anticipated permanent funding level of the
GIS operation. The only budget area that may vary significantly from year-to-year will be the capital
for hardware ($87,000), which may be less in future years. Additional data storage is necessary
in 2001. Two permanent FTE's, along with SCT's contract staff of 3 FTE's, will be necessary to
maintain the data base created, as well as, continue to enhance it. The budget includes
software($38,901),countywide training costs($21,950),website fee($8,500),professional services
($26,250), miscellaneous supply items ($13,833), and orthophotography reflight and planimetric
update ($100,100). The reflight is for one-third of the high growth area of the county each year to
keep the maps current. The two county positions are for a GIS mapper and a GIS Technician that
have previously been in the part-time contract line item.
OBJECTIVES:Maintain a current geographical information system for Weld County via a contract
with SCT to provide GIS data to county staff and citizens.
133
GEOGRAPHICAL INFORMA HON SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 61,500 69,000 89,000
# Parcels Updated 450 6,900 9,000
# Coverages (Layers in 925 square mile
Project Area 16 16 18
# Coverages Fully Attributed/Linked to
Databases 12 13 14
Efficiency Measures
FTE's per 10,000/capita 0 0 0.125
Per capita costs (County support) .58 .85 2.31
Effectiveness Measures (desired results)
% Parcels in GIS with orthophotography/
imagery 100% 100% 100%
% County covered by orthophotography/
imagery 23% 23% 100%
# Parcels in GIS vs. # Parcels in Assessor
system 82% 95% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of this funding level.
The entire county will be incorporated into the GIS in 2001, 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 increased funding level.
134
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.
setasE-
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 48,389 50,000 50,000 50,000
Gross County Cost $ 48,389 $ 50,000 $ 50,000 $ 50,000
Revenue 0 0 0 0
Net County Cost $ 48,389 $ 50,000 $ 50,000 $ 50,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: See listing of requested and recommended items.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
135
CAPITAL OUTLAY (CONTINUED)
1000-17500
REQUESTED RECOMMENDED APPROVED
CLERK AND RECORDER:
Plat File Cabinets (2) $ 10,000 $ 10,000 $ 10,000
SHERIFF/OTHER:
Office Partition/ Furniture 7,000 7,000 7,000
FAIR:
Livestock Panels 8,000 8,000 8,000
UN-DESIGNATED: 25,000 25,000 25,000
TOTAL $ 50,000 $ 50,000 $ 50,000
136
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.
R ST ® AL •
'` SO 'F. T` - ± FYr,
Personnel Services $ 64,378 $ 59,106 $ 59,106 $ 61,911
Supplies 34,927 54,200 46,500 46,500
Purchased Services 102,885 119,600 119,800 119,800
Fixed Charges -2,365 0 0 0
Capital 0 0 0 0
Gross County Cost $ 199,825 $ 232,906 $ 225,406 $ 228,211
Revenue 183,035 196,500 192,000 192,000
Net County Cost $ 16,790 $ 36,406 $ 33,406 $ 36,211
Budget Positions 3 2 2 2
SUMMARY OF CHANGES: Supplies are down$7,700 due to less utilization, phones are up$200,
and all other line items are unchanged. Revenues are down $4,500; however, net budget
decreased $3,000. Printing and supply functions are supported by sales. Courier and postage
processing are the net county cost amount. Final budget adjustments include an increase in
salaries of $2,805.
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.
137
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,660 1,800 1,800
Mail Pieces 511,232 600,000 600,000
Supply Orders 1,113 1,044 1,044
Efficiency Measures
FTE's per 10,000 .1875 .1250 .1250
Per Capita cost county support .1061 .2275 .2263
Effectiveness Measures (desired results)
Fill Supply orders within 24 hours Efficiency 90% 90% 95%
Process/deliver county mail within 24 hours 90% 90% 90%
Process and Post Priority mail daily 100% 100% 100%
Provide Printing on due date 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Costs analysis still
indicate it is cost-effective to operate the printing and supply functions internally,versus contracting
out the function.
BOARD ACTION: No change.
138
TEN YEAR TREND
' Office Local Costs
Cumulative Percent Increase: Sheriffs
120 /
100
W
•Taxes
80
OSheriff's Office
60
40
20
0 /
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary -- All Departments
DEPARTMENT DESCRIPTION: See individual units.
tsIug! R F � _
Personnel Services $ 9,868,720 $ 10,384,215 $ 10,617,462 $ 11,074,414
Supplies 322,732 275,928 273,393 273,912
Purchased Services 2,321,841 2,394,575 2,435,644 2,435,644
Fixed Charges 35,553 0 0 0
Capital 37,372 135,268 163,499 82,158
Gross County Cost $ 12,586,218 $ 13,189,986 $ 13,489,998 $ 13,866,128
Revenue 1,214,372 1,211,897 1,317,228 1,317,228
Net County Cost $ 11,371,846 $ 11,978,089 $ 12,172,770 $ 12,548,900
Budget Positions 217.5 223 228 228
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. Sheriff Office Managers in all Sheriff's
Office budget units received a 9% salary adjustment as recommended by Personnel.
140
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.
t' 1'I
21; 7:tril-
U BU® 4 E QUE_ FINAI
_=CUy T- EX NEX
Personnel Services $ 534,608 $ 705,103 $ 705,103 $ 772,196
Supplies 82,832 91,325 94,190 94,709
Purchased Services 52,112 58,392 64,500 64,500
Fixed Charges 5,983 0 0 0
Capital 1,096 0 3,100 0
Gross County Cost $ 676,631 $ 854,820 $ 866,893 $ 931,405
Revenue 17,372 10,000 10,000 10,000
Net County Cost $ 659,259 $ 844,820 $ 856,893 $ 921,405
Budget Positions 12 15 15 15
SUMMARY OF CHANGES: Increases have occurred in small items, advertising and phones
based on historical data. Equipment rental has increased by $5,000 for the copy machine lease.
Capital request of$2,581 has been moved to the general capital budget, $519 for small items of
equipment was moved to the appropriate expenditure line. Final budget adjustments include an
increase in salaries of $67,093.
OBJECTIVES: 1) Promote effective and efficient delivery of services agency-wide; 2) Complete
the jail training design project and implement training; 3) Facilitate transition to central records and
communications with the Greeley Police; 4) Coordinate, and implement transition to integrated
records and jail management computer system.
141
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 5,754 6,628 7,290
Commissary Orders Processed n/a 6,600 7,260
PO's Processed n/a 1,584 1,742
Applicants Processed 162 435 481
Efficiency Measures
FTE's per 10,000/capita 1.33 1.06 1.06
Per capita cost (county support) $4.12 $5.28 $5.76
Percent Civil Process Served 86.1% 81.6% 8.0%
Commissary Orders Filled n/a 6,360 5,724
Applicants Hired 22 40 44
Effectiveness Measures (desired results)
Average Miles Driven per Civil Process
Service 10 10 10
Service Complaints per 1,000 Papers
Received 3 5 7
Commissary Complaints per 1,000 Orders 3 5 7
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Three position
upgrades were requested by the Sheriff, as follows:
1. Upgrade of an Office Tech III (Grade 15) to Inmate Services Tech (Grade 18) is
recommended based upon the duties assigned. The position would be equivalent to a
Booking Technician. The cost of $2,199 is included in the budget.
142
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED):
2. Office Tech III who does Accounting Tech duties matches the duties of an Office Tech III,
therefore, is properly classified. No change is recommended by Personnel.
3. Office Tech III who does Civil Tech work duties matches the duties of an Office Tech III.
The salary of like positions in other Front Range counties are comparable to Weld County.
Therefore, no change is recommended by Personnel.
BOARD ACTION: The Board approved the position upgrade in Item #1 above, and concurred
with the denial of upgrades for Items #2 and #3. Budget was approved as recommended.
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations -- 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves civil process and arrest warrants, transports prisoners, and conducts
criminal investigations. Activities are frequently coordinated with municipal,other county,state and
federal law enforcement and regulatory agencies.
m ® pW - w ® £111
-. rar
U 5 CUE• h'
Personnel Services $ 2,882,844 $ 3,027,341 $ 3,254,822 $ 3,438,804
Supplies 65,426 52,358 52,921 52,921
Purchased Services 585,903 527,985 606,303 606,303
Fixed Charges 6,902 0 0 0
Capital 7,244 61,266 121,067 42,826
Gross County Cost $ 3,548,319 $ 3,668,950 $ 4,035,113 $ 4,140,854
Revenue 195,830 328,719 497,522 497,522
Net County Cost $ 3,352,489 $ 3,340,231 $ 3,537,591 $ 3,643,332
Budget Positions 59 61 66 66
SUMMARY OF CHANGES: Purchased Services has increased significantly due to the Motor Pool
and equipment maintenance line item projections. Travel & Meetings and training line items have
increased due to expenditures associated with the CDOT Office of Highway Safety (OHS) grant.
Equipment rent is associated with the cost of the copy machine and radio conversion costs.
Revenues are up from the COPS grants and OHS grant. OHS grant will require the hiring of
1 manager and 2 full-time Deputy II's, and 2 Deputy II's mid-year. The OHS grant is just getting
underway with county grant revenue projected to be $194,240, $182,499, and $99,385 for 2001,
2002, and 2003, respectively. A request is also being made for an additional Office Tech II to help
with coordinating incoming information not specific to any area. Final budget adjustments include
an increase in salaries of$183,982.
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.
144
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Part Offenses 1,957 2,016 1,950
Part B Offenses 816 1,061 1,100
Adult Arrest 1,457 1,317 1,375
Juvenile Arrest 250 162 150
Dispatched Calls for Service 16,191 16,000 16,250
Civil Process Received 5,754 5,676 5,600
Temporary Restraining Orders Received 595 615 630
Employee Turnover 6.8% 6.6% 6.0%
Efficiency Measures
FTE's per 10,000/capita 3.7 3.8 4.0
Per capita net cost $19.97 $20.88 $22.77
Miles Driven per Dispatched Call for Service 59.6 60.0 62.0
Percent Civil Process Served 86.1% 81.8% 85.0%
Effectiveness Measures (desired results)
Part A Offences per 1,000 Capita 12.2 12.6 12.2
Part A Percent Cleared 39.2% 39.8% 40.0%
Net Property Loss per 1,000 Capita $7,222 $8,355 $7,500
Property Damage per 1,000 Capita $1,024 $1,625 $1,350
Calls for Service per 1,000 Capita 101.2 100.0 101.6
Average Emergency Response Time
(Minutes) 13.7 16.4 16.5
(minutes)
Service Complaints per 1,000 Dispatched
Calls for Service 1.17 1.19 1.17
(minutes)
Workers' Compensation Reports 11 19 15
145
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
FINANCE/ADMINISTRATION RECOMMENDATION: Purchased services,which is recommended
for approval, is up due to the large purchase of new vehicles planned for this year that require
installation of radios and light bars. Equipment rental costs are associated with the leasing of copy
machine. Recommend approval. Capital items totaling $76,367 are not recommended. This is
for radio conversion to the 800MHZ system,which is being planned for in the capital budget. The
additional amount of$1,874 is for wall units that can be paid out of the capital budget.
The Sheriff is requesting an OHS grant that adds 4 FTE's. Three of the four FTE's are part of the
original OHS grant in 2001, with two more positions mid-year for the second grant, to total the
equivalent of four FTE's in 2001. The SO has requested the OHS grant to improve traffic
enforcement to address two specific issues. One, the SO receives numerous complaints and
petitions requesting traffic enforcement on county roads and related unincorporated subdivisions.
Two,the law enforcement contracts with small towns require the SO to investigate traffic accidents.
In addition, the added officers dedicated to traffic enforcement would increase public visibility and
would be available to provide emergency call response even though they are dedicated to traffic
enforcement. The county would enforce and cite drivers under state statutes and not a county
model traffic ordinance. Therefore, all cases would go to county court and be prosecuted by the
District Attorney. This would mean no fine revenue for the county, but the approach also avoids
administrative costs. The SO does not feel the volume of citations will dramatically impact the DA's
workload in County Court.
The OHS grant has a long-term fiscal impact on the county over the next 3-4 years. The OHS
grant is projecting the total costs in 2001, 2002, and 2003 of$248,987, $364,998, and $382,541.
Part of the costs are offset by grant revenue for the first three years. After 2003 the county would
be responsible for the full cost of$382,541. Revenues for the three years are: 2001 ($194,240),
2002 ($182,499), and 2003 ($99,385). Associated with the OHS grant, travel and meeting costs
are up in 2001for training that will be required with the start-up of the traffic unit. This is a policy
issue.
The county is already committed to three COPS grants that also have declining grant revenue
bases that will add $45,385 in 2002, and an additional $61,837 in 2003, as the grants expire and
the county picks up the full cost. In total the COPS and OHS grants will add $489,763 to the
county's base cost by 2004.
The additional position of an Office Tech II is recommended to assist the detective unit with
incoming calls, and type affidavits, letters and other correspondence.
BOARD ACTION: Board approved the budget as recommended with the increases for the OHS
Grant and for traffic enforcement, as well as the additional Office Tech II in the detective unit. All
other line items were approved as recommended.
146
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. Department composed of three, half-time, hourly positions
providing a total of 60 hours service each week. Response outside the dedicated time provided
by deputies is limited to cases where public safety threat exists.
-1- -
Personnel Services $ 37,394 $ 55,854 $ 55,854 $ 55,733
Supplies 1,110 1,950 3,550 3,550
Purchased Services 61,479 77,718 88,297 88,297
Fixed Charges 0 0 0 0
Capital 0 10,000 0 0
Gross County Cost $ 99,983 $ 145,522 $ 147,701 $ 147,580
Revenue 0 0 0 0
Net County Cost $ 99,983 $ 145,522 $ 147,701 $ 147,580
Budget Positions 1.5 2.0 2.0 2.0
SUMMARY OF CHANGES: The Uniform line item was increased to cover costs of additional
uniforms for the ACO Officers. Holding time was increased from 3 days to 5 days,which increased
the Northern Colorado Animal League contract by $18,477. Decreases occurred in Motor Pool
($7,448)and equipment($10,000). These were expenses for the new ACO van conversion which
will not re-occur for several years. Final budget adjustments include a decrease in salaries of
$121.
OBJECTIVES: 1) Provide efficient and effective service within allocated resources.
147
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 1,822 1,548 1,625
Animals Transported to Shelter 842 916 989
Efficiency Measures
FTE's per 10,000/capita 0.125 0.125 0.125
Per capita cost (county support) 0.62 0.91 0.92
Miles Driven per Call for Service 19.62 24.74 25.93
Effectiveness Measures (desired results)
Summons Issued 311 340 374
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
148
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.
IN UESTE® SNA
+a -'C R - LIM �` - HEX ;-
Personnel Services $ 86,548 $ 90,573 $ 90,573 $ 94,416
Supplies 5,163 5,250 5,000 5,000
Purchased Services 5,147 9,023 12,280 12,280
Fixed Charges 0 0 0 0
Capital 17,293 23,330 25,232 25,232
Gross County Cost $ 114,151 $ 128,176 $ 133,085 $ 136,928
Revenue 61,753 66,164 69,930 69,930
Net County Cost $ 52,398 $ 62,012 $ 63,155 $ 66,998
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Revenues have increased because of projected restitution for drug
cases and the increase of funds from the Greeley Police Department. Expenses have increased
due to the lab expansion requiring more phones, and an increase in the inspection costs for lab
accreditation and equipment upgrades. Net budget totals an increase of $1,143, excluding
personnel. Final budget adjustments include an increase in salaries of $3,843.
OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the
needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification.
149
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases completed - drug/arson/paint 101 200` 335
Clan. Lab Seizures 11 15 15
Court Testimony 2 5 5
Items completed - drug/arson/paint 246 233* 295
Efficiency Measures
FTE's per 10,000/capita 0.0625 0.0625 0.0625
Per capita cost (county support) $0.39 $0.39 $0.42
Effectiveness Measures (desired results)
Tracking Data is still being compiled for
future use. n/a n/a n/a
(*) Lab remodeling displaced lab equipment and affected efficiency
for 2 months. No paint cases could be analyzed for 2 months since
pyrolysis unit couldn't be used during remodel.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
150
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.
wJaJJIn !1S ED AI'
Personnel Services $ 145,746 $ 147,586 $ 153,352 $ 153,352
Supplies 0 0 0 0
Purchased Services 0 70,248 70,248 70,248
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 145,746 $ 217,834 $ 223,600 $ 223,600
Revenue 120,356 147,584 153,352 153,352
Net County Cost $ 25,390 $ 70,250 $ 70,248 $ 70,248
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The above numbers reflect the period from January 1, 2001 through
December 31, 2001. Weld County has been approved and is operating on the grant commencing
July 1, 2000 through June 30, 2001. The county will be requesting another grant to operate the
12 month period commencing July 1, 2001. The above figures reflect the projected cost to the
County anticipating approval of that grant.
OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals
identified; 3) Establish an exchange of information with other law enforcement agencies.
151
MULTI-JURISDICTIONAL DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 203 150 220
Drug Arrest 123 154 185
Search Warrants Executed 124 100 150
Cocaine Seizures (Kilos) 6.069 16.2003 15
Methamphetamine Seizures (Pounds) 6.75 6.56 7
Marijuana Seizures (Pounds) 4,821.25 4,000 4,200
Meth Lab Seized 16 10 15
Efficiency Measures
FTE's per 10,000/capita .075 .075 .075
Per capita cost (county support) $3.51 $3.62 $3.72
Effectiveness Measures (desired results)
Criminal Cases per 1,000 Capita 1.268 0.9375 1.375
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
152
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.
D iESOIrnpIsPIwrir ! N WM.
Personnel Services $ 3,311,789 $ 3,246,955 $ 3,246,955 $ 3,330,564
Supplies 145,711 143,945 113,632 113,632
Purchased Services 1,350,829 1,445,513 1,350,718 1,350,718
Fixed Charges 22,302 0 0 0
Capital 2,714 40,672 14,100 14,100
Gross County Cost $ 4,833,345 $ 4,877,085 $ 4,725,405 $ 4,809,014
Revenue 632,942 479,700 433,530 433,530
Net County Cost $ 4,200,403 $ 4,397,385 $ 4,291,875 $ 4,375,484
Budget Positions 74 74 74 74
SUMMARY OF CHANGES: Revenues are down due to the projected drop in DOC inmates
($180,000 to $142,000). No additional money has been projected on the JBI contract until this
program is given the chance to prove if it will be of benefit. Supplies are down for 2001 due to drop
in the average daily population (ADP). However, small items have increased to cover the cost of
replacement of communication pac sets. Medical and food services are down due to the lower
ADP and in conjunction with closer management of the new medical contract. Repairs &
Maintenance is up due to an increase in Motor Pool charges. Equipment Rental has increased
because of the printer rental and inmate laundry equipment. Grants remain relatively the same for
match of the Juvenile Justice Incentive Accountability Block Grant. The Equipment line shows a
significant reduction for 2001. Final budget adjustments include an increase in salaries of$83,609.
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.
153
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
North Jail Daily Secure Inmate Population 193 1,182 185
Centennial Jail Daily Secure Inmate
Population 110 103 100
Average Daily Secure Inmate Population 303 285 285
Average Daily Work Release Population 66 62 62
Average Daily Electronic Monitoring
Population 37 47 47
Prisoners Booked 11,776 11,500 11,500
Number of Inmates Transported to Court 12,333 11,154 11,000
Court Ordered Transports Outside Facility 1,953 1,968 1,9050
Out-of-State Extraditions 120 108 100
Employee Turnover 19.9% 19.1% 15.6%
Efficiency Measures
Centennial & North Jail FTE's per 10,000
capita 8.8 8.8 8.8
Per Capita Net Cost $43.578 $46.82 $47.76
Average North Jail Occupancy (164 beds) 117.7% 111.0% 112.8%
Average Centennial Occupancy (180 beds) 61.1% 57.2% 55.6%
Average Medical Cost per Inmate per day $5.31 $7.32 $.06
Average Food Cost per Inmate per day $4.73 $5.29 $3.19
Jail Course Hours Offered per County
Workday 9.0 10.2 10.5
154
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Effectiveness Measures (desired results)
Average Length of Stay 12.6 12.8 12.8
Inmates Successfully Completing GED 14 50 60
Inmates Successfully Completing Courses 1,843 2,349 2,500
Crimes Reported in Jail 63 39 35
Disciplinary Segregation per 100 ADP 0.845 0.750 0.721
Sentence Days Deducted by Inmate Work
Time 7,827 7,500 7,500
Overall Inmate Critique Exit Survey Score 3.85 3.7 3.75
Inmate Suicides 0 0 0
Workers' Compensation Reports 39 27 25
Escapes 0 0 0
Successful EHM Completion 87.4% 84.6% 85.0%
Successful Work Release Completion 83.8% 86.6% 87.0%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the ADP
remaining stable it allows for operational cost reductions, plus an extension to the time line for the
construction of additional jail space.
BOARD ACTION: No change.
155
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.
€ _` ,; B - TED R SITES ® d FINAL
U _C Plf T d x JOEY
Personnel Services $ 2,818,179 $ 3,056,917 $ 3,056,917 $ 3,173,086
Supplies 16,809 0 0 0
Purchased Services 238,580 177,376 214,978 214,978
Fixed Charges 0 0 0 0
Capital 7,007 0 0 0
Gross County Cost $ 3,080,575 $ 3,234,293 $ 3,271,895 $ 3,388,064
Revenue 144,956 140,000 122,594 122,594
Net County Cost $ 2,935,619 $ 3,094,293 $ 3,149,301 $ 3,265,470
Budget Positions 67 67 67 67
SUMMARY OF CHANGES: Revenues are down slightly in Work Release. Court Security is up
significantly over the 2000 contract ($19,283). There is also an increase in equipment rental to
cover costs associated with the copy machine and payments for the current and a future X-Ray
machine for Court Security. Final budget adjustments include an increase in salaries of$116,169.
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.
156
CENTENNIAL JAIL
(CONTINUED)
1000-24420
PERFORMANCE MEASURES
See North Jail Complex.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION: No change.
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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.
AL F4-4,;711:Ili iro T -,a 0 §ESTE AL
,_
RE E - NT, EXTF EXT FY-
Personnel Services $ 51,612 $ 53,886 $ 53,886 $ 56,263
Supplies 5,681 4,100 4,100 4,100
Purchased Services 27,791 28,320 28,320 28,320
Fixed Charges 366 0 0 0
Capital 2,018 0 0 0
Gross County Cost $ 87,468 $ 86,306 $ 86,306 $ 88,683
Revenue 41,163 39,730 30,300 30,300
Net County Cost $ 46,305 $ 46,576 $ 56,006 $ 58,383
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Budget stays the same in expense lines even with the increase in total
county population and activities. The increase in overall county cost is due to a projected decrease
in COEM Grant Funds. Final budget adjustments include an increase in salaries of$2,377.
OBJECTIVES: Comply with State and Federal EMA programs.
158
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED) •
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of inspections and/or reports 52 60 65
Number of drills and exercises 3 3 3
Number of people participating in drills 340 200 200
Efficiency Measures
FTE's per 10,000/capita .067 .064 .057
Per capita cost (county support) 0.31 0.29 0.36
Effectiveness Measures (desired results)
Percent increase in number of inspections - 15% 8%
and/or reports
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
159
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.
„
- l._ UDG ti _ FIN
OUR a 'CURREN _ NEXT
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 28,389 0 0 0
Purchased Services 839,061 812,992 911,494 911,494
Fixed Charges 0 0 0 0
Capital 1,936 0 0 0
Gross County Cost $ 869,386 $ 812,992 $ 911,494 $ 911,494
Revenue 191,070 217,058 229,269 229,269
Net County Cost $ 678,316 $ 595,934 $ 682,225 $ 682,225
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.
160
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERSONNEL 2000 2001 WCRCC CJIS
1.0 Upgrade of Police Sergeant to
Captain $21,261 $ 20,799 $ 20,799 $ 0
1.0 Upgrade Computer Systems
Manager 14,307 17,885 0 17,885
1.0 Systems Administrator(Previously
Systems Admin I) 55,292 62,237 0 62,237
1.0 P C Specialist(Previously System
Admin. I) 38,565 43,593 0 43,593
0.5 Services Sergeant 38,644 40,432 40,432 0
1.0 Dispatcher II 45,890 49,754 49,754 0
13.5 Dispatcher I 513,357 593,430 593,430 0
Dispatch Temp Services 7,350 7,718 7,718 0
Dispatch Overtime 10,706 11,777 11,777 0
6.25 Data Coordinator I 209,217 222,349 0 222,349
Clerks Temp Services 6,300 6,930 0 6,930
Records Overtime 9,450 10,500 0 10,500
0.5 Data Coordinator II Upgrade
from Data Coordinator I 3 003 5.653 0 5,653
TOTAL PERSONNEL COSTS $973,342 $ 1,093,057 $723,910 $ 369,147
COMPUTER SYSTEM
Radio Maintenance Contract $102,900 $ 105,000 $ 105,000 $ 0
Computer Enhancements 100,000 100,000 0 100,000
Radio Enhancements 20,000 20,000 20,000 0
Tower Rental 5,784 12,429 12,429 0
Utilities 11,100 14,155 14,155 0
TOTAL COST $239,784 $251,584 $151,584 $100,000
HARDWARE/SOFTWARE MAINTENANCE
Tiburon $ 101,613 $ 111,774 $ 0 $ 111,774
IBM 7,267 7,630 0 7,630
Digital 24,272 25,486 0 25,486
Dictaphone Logger/Call Checks 5 970 6,269 0 6,269
TOTAL $ 139,122 $ 151,159 $ 0 $ 151,159
PROGRAM TOTALS $1,352,248 $1,495,800 $875,494 $620,306
161
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
The County receives any cost reimbursement from user agencies for radio repair ($26,750),
Emergency Medical Dispatchers($120.470),tower rental($40,500),and reimbursement forAirLife
services for a net cost of$41,549. Of the above costs, the $1,495,800 contract will be allocated
as follows: $875,494 to the Weld County Regional Communications Center, and $620,306 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$86,291 for 2001,or 14.4%. Personnel costs are up$119,715,with
salary adjustments due to cost-of-living and increased wages due to increased capabilities of
dispatch personnel, specifically EMD. The tower/utility increases reflect the funds for bringing the
Keenesburg tower on-line for the 800MHz project. The increase in the Tiburon contract is based
upon system-user increases and having more devices on the system due to growth. Revenues
are up $12,211, or 5.6%.
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 55,807 52,000 53,550
Computer Aided Dispatch, Incidents for Law
Enforcement and Fire/Ambulance 215,302 214,500 216,500
EMD Calls 4,295 6,400 6,500
Criminal Justice Records, Total Case #'s 30,100
issued 27,858 28,950
ADS Documents Transcribed 35,296 36,000 36,500
Efficiency Measures
FTE's per 10,000/capita 3.40 3.30 3.30
Per Capita Cost - Operating Budget $17.22 $18.70 $20.16
EMD Call per FTE 130 194 197
CAD Incident per FTE 6,524 6,500 6,560
Total Telephone Calls to Center per FTE 10,669 9,898 10,100
ADS Document transcribed per FTE 1,765 1,800 1,825
162
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% 100%
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 County E-911 Board 95% 95% 95%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
163
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.
E --®__ Qu± D . AL
cc N . , NEX �. TFY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 19,398 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 6,836 500,000 1,750,000 1,750,000
Gross County Cost $ 26,234 $ 500,000 $ 1,750,000 $ 1,750,000
Revenue 0 0 1,250,000 1,250,000
Net County Cost $ 26,234 $ 500,000 $ 500,000 $ 500,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: $1,750,000 is budgeted for the capital costs of year two of the
implementation of the new 800 MHZ system which was started in 2000. Revenues included
$1,000,000 from an Energy Impact Assistance Grant and $250,000 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 second
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.
164
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.
U_ � D FIN.
R. g
Ea N
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 642 700 700 700
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 642 $ 700 $ 700 $ 700
Revenue 0 0 0 0
Net County Cost $ 642 $ 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.
165
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.
!uwdid!cISiEr
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 17,394 0 0 0
Purchased Services 468,233 575,256 620,306 620,306
Fixed Charges 0 0 0 0
Capital 2,807 0 0 0
Gross County Cost $ 488,434 $ 575,256 $ 620,306 $ 620,306
Revenue 0 0 0 0
Net County Cost $ 488,434 $ 575,256 $ 620,306 $ 620,306
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 $369,147 in personnel costs, $100,000 for enhancements to
Tiburon, and $151,159 for computer maintenance costs, for a total of $620,306. This is an
increase of $45,050 or 7.8%. The increases are primarily in personnel costs ($33,013), and
computer maintenance ($12,037).
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.
166
CRIMINAL JUSTICE INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ADS documents transcribed 35,296 36,000 36,500
Efficiency Measures
Per capita cost (county support) $3.05 $3.60 $3.88
Effectiveness Measures (desired results)
ADS documents transcribed per FTE 1,765 1,800 1,825
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
167
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.
R ES FINAL
RE NEXT FY
Personnel Services $ 154,979 $ 139,096 $ 140,752 $ 145,145
Supplies 7,929 3,150 3,150 3,150
Purchased Services 148,264 146,474 152,814 152,814
Fixed Charges 50 0 0 0
Capital 4,098 0 0 0
Gross County Cost $ 315,320 $ 288,720 $ 296,716 $ 301,109
Revenue 1,360 800 1,000 1,000
Net County Cost $ 313,960 $ 287,920 $ 295,716 $ 300,109
Budget Positions 3 3 3 3
SUMMARY OF CHANGES: The budget reflects an increase of$6,400 for added autopsy/forensic
costs due to anticipated caseload and rate increases for forensic work. In addition, it is
recommended that the part-time Office Tech II position be upgraded to Office Tech III, based upon
assigned duties ($1,656). Final budget adjustments include an increase in salaries of$4,393. No
other changes.
OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations.
168
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of cases 711 772 800
Number of inspections 423 450 465
Number of full autopsies 136 160 170
Number of other forensic exams 12 15 20
Efficiency Measures
FTE's per 10,000/capita .1875 .1875 .1875
Per capita cost (county support) $1.96 $1.80 $1.85
Cost per autopsy/inspection $690.00 $710.00 $710.00
Effectiveness Measures (desired results)
Percent full autopsies of post-mortem 19% 21% 21%
exams
Percentage of contested work 0% 0% 0%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increased
professional services costs are based upon rate increases and caseload beyond the Coroner's
control. Office Tech position upgrade is justified based upon job assignment.
BOARD ACTION: Board approved increased professional services costs, plus upgrade of the
Office Tech position.
169
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.
C,_ dew "
- o ED- FIN .
-E ' A - RR F_ `EXT F NE,a
Personnel Services $ 34,551 $ 36,400 $ 38,582 $ 38,582
Supplies 1,415 500 700 700
Purchased Services 45,341 3,362,346 2,997,622 2,997,622
Fixed Charges 3,112,441 18,684 40,983 40,983
Capital 2,297 3,000 0 0
Gross County Cost $ 3,196,045 $ 3,420,930 $3.077.887 $ 3,077,887
Revenue 3,196,045 3,420,930 3,077,887 3,077,887
Net County Cost $ 0 $ 0 $ 0 $ 0
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Budget consists of the base Community Correction budget funded
at $143,715, the Residential Treatment Center funded at $727,319 and the Restitution Center
funded at $2,206,853. Total State funding for the program is down $343,043 or 10.0%.
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.
170
COMMUNITY CORRECTIONS
(CONTINUED)
1000-24200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
The Restitution Center (beds):
Transition 60 61 66
Parolee 4 4 7
Residential Transition 0 15 14
Diversion Residential 69 74 74
Diversion Non/Residential 67 75 75
Independent Living (3/4 House) 5 5 5
Residential Treatment Center 52 55 30
Specialized Services 0 20 20
Efficiency Measures
FTE's per 10,000/capita .0625 .0625 .0625
Effectiveness Measures (desired results)
Percent of Client Recidivism
The Restitution Center 26.3 23.7 32.2
Residential Treatment Center 26.5 31.6 24.6
* 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 95-96, 96-97 and 97-98 respectively.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
State funded.
BOARD ACTION: No change.
171
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.
LT . `a; QUESTED
aieldstiziirmS li ' AN Y EXFY
Personnel Services $ 511,766 $ 569,784 $ 638,453 $ 666,856
Supplies 7,885 17,800 18,800 18,800
Purchased Services 63,277 44,979 45,477 45,477
Fixed Charges 50,049 50,049 50,049 50,049
Capital 0 0 0 0
Gross County Cost $ 632,977 $ 682,612 $ 752,779 $ 781,182
Revenue 1,267,108 875,650 1,010,000 1,010,000
Net County Cost $ -634,131 $ -193,038 $ -257,221 $ -228,818
Budget Positions 10.5 14.5 15.5 15.5
SUMMARY OF CHANGES: The budget includes a request for the replacement of two existing
vehicles and two car phones, and the request for the addition of one vehicle as approved in the
2000 budget, but not yet purchased. The budget also reflects funds for the existing .5 FTE for the
Building Compliance Officer, to be reviewed in January. A$1,000 increase in supply-related line
items is for a combination TVNCR and stand,as well as an increase in purchased services of$498
to reflect historic spending. Personnel Services include funding for the additional position approved
mid-year by the Board. Revenues have increased due to a rise in construction and development
activities. Fees remain unchanged. Final budget adjustments include an increase in salaries of
$28,403.
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) Update and redesign current forms and handouts; 6) Continue Sierra upgrade and
related training; 7) Continue to process and complete building code violation cases. 8) Continue
training of Plans Examiners, Building Technician, and Support Staff.
172
BUILDING INSPECTION (CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Jan-May Year End 2001
Field Inspection Work Outputs
Number of field inspections performed 10,404 31,212 33,085
Number of stop work orders issues 2,312 5,780 6,936
Average number of field inspections per 12 12 12
building permit
Plans Examiner/Inspector-On-Call Work Outputs
Number of plan reviews 419 1257 1332
Average monthly customer calls for 474 500 500
information
Average monthly walk-in customers 125 130 130
Number of specialized conditions per permit 500-1300 500-1300 500-1300
Building Compliance Work Outputs
Number of issued building violations 40 125 125
Number of closed building violations 27 85 130
Number of pending building violations 43 84 84
Number of active building violations 19 35 40
Number of pending 1996-1999 building 2,027 2,027 2,027
permits
Number of 1996-1999 building permits 152 340 440
finaled
Number of expired 1996-1999 building 22 46 66
permits
Technical Support Work Outputs
Number of building permits processed 694 2195 2327
Number of inspection requests processed 10,404 31,212 33,085
173
BUILDING INSPECTION (CONTINUED)
1000-25100
PERFORMANCE MEASURES (CONTINUED)
ACTUAL ESTIMATED PROJECTED
Jan-May Year End 2001
Field Inspection Effectiveness Measures:
Average number of certifications per 2 2 2
building inspector
Average number of certifications per 2 2 2
electrical inspector
Plans Examiner/Inspector-On-Call Effectiveness Measures:
Percent of permits past review time 30% 30% 25%
Average number of certifications per plans 2.5 2.5 2.5
examiner
Average response time to return client 1 day 1 day 1 day
questions
Building Compliance Effectiveness Measures:
Average rate of voluntary compliance 90% 90% 90%
Average response time to complaints 1 to 3 days 1 to 3 days 1 to 3 days
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of all requested
items, including the vehicles and radios included in the Motor Pool equipment budget. Continued
workload appears to justify the additional staffing level approved mid-year by the Board.
BOARD ACTION: No change. Board reaffirmed the additional staffing level and approved the
vehicle.
174
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.
U fairrillit, ED azy
R U m TF EX1 � Y
Personnel Services $ 132,013 $ 117,289 $ 117,289 $ 119,666
Supplies 51,597 50,390 50,090 50,090
Purchased Services 48,815 44,717 45,017 45,017
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 232,425 $ 212,396 $ 212,396 $ 214,773
Revenue 11,379 1,000 1,000 1,000
I Net County Cost $ 221,046 $ 211,396 $ 211,396 $ 213,773
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: No changes other than salary increases of$2,377.
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.
175
WEEDS AND PESTS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of inquiries/complaints 1,500 1,725 2,000
Number of abatement letters 53 100 100
Number of noxious weed spray days 297 300 300
Number of educational presentations 7* 6* *6
Number of workshops/meetings attended 5 5 5
Number of attendees at presentations 500 500 500
Number of interagency projects 2 3 3
Efficiency Measures
FTE's per 10,000/capita .28 .28 .28
Per capita cost (county support) $1.32 $1.32 $1.34
Cost per citizen contact ** $105.69 $95.00 $84.55
Effectiveness Measures (desired results)
Number of inquiries per 1,000 capita *** .10 .09 .08
Percent of mapping completed for weed 70% of 70% of roads 70% of roads
infestation roads mapped mapped
mapped
Number of abatement letter recipients
required to go to public hearing 50 70 70
* Figures do not include having weed booth at six shows (i.e., Colorado Farm
Show, Greeley Home & Garden Show, etc.)
** Figures include number of contacts at presentations and inquiries
*** Figures are for inquiries only
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
176
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.
- D LLRE0 .
t 4iRE RR.
Personnel Services $ 309,962 $ 425,661 $ 451,786 $ 470,585
Supplies 16,744 17,500 20,000 20,000
Purchased Services 70,815 258,011 188,811 188,811
Fixed Charges 0 0 0 0
Capital 0 0 0
Gross County Cost $ 397,521 $ 701,172 $ 660,597 $ 679,396
Revenue 0 0 0 0
Net County Cost $ 397,521 $ 701,172 $ 660,597 $ 679,396
Budget Positions 6 8 8 8
SUMMARY OF CHANGES: Personnel Services was increased $26,125 based on the mid-year
position and salary adjustment. The Right-of-Way and Utility Agent position was upgraded from
Grade 38 to 45, a difference of$4,816, and engineering salaries were adjusted mid-year. Other
Professional Services decreased $70,000 based on the reduced need for surveys, environmental
studies, and special studies in 2001. Final budget adjustments include an increase in salaries of
$18,799.
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.
177
GENERAL ENGINEERING
(CONTINUED)
1000-31100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 6 7 8
Number of construction projects completed 5 6 6
Number of plats reviewed 636 700 700
Efficiency Measures
FTE's per 10,000/capita .375 .5 .5
Per capita cost (county support) 2A8 4.38 4.25
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
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
178
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.
fleaBiREa
NA -
Personnel Services $ 21,863 $ 22,833 $ 23,454 $ 24,612
Supplies 0 1,200 800 800
Purchased Services 15,037 22,400 22,800 22,800
Fixed Charges -38,835 -44,433 -45,054 -46,212
Capital 0 0 0 0
Gross County Cost $ -1,935 $ 2,000 $ 2,000 $ 2,000
Revenue 2,294 2,000 2,000 2,000
Net County Cost $ -4,229 $ 0 $ 0 $ 0
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Salaries reflect an increase of 4% for 2001. Service and supply
accounts are reallocated based upon use, but in total are unchanged. Revenue is unchanged from
2000. The charge back amount to the Conservation Trust Fund is up $1,779, equal to the salary
adjustment.
OBJECTIVES: 1)To maintain and improve Missile Site park; 2)To improve the quality of life for
all Weld County residents.
179
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 .0625 .0625 .0625
Effectiveness Measures (desired results)
Percentage of time park unavailable to the
public during scheduled operating hours 0% 0% 0%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
180
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.
%TEE ODIC] -E D LC
__RES r t AST= C _c a ... :;;;41--
Personnel .Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 887,374 41,666 92,750 92,750
Gross County Cost $ 887,374 $ 41,666 $ 92,750 $ 92,750
Revenue 220,000 0 0 0
Net County Cost $ 667,374 $ 41,666 $ 92,750 $ 92,750
Budget Positions -- -- -- --
SUMMARY OF CHANGES: The Greeley-Weld County Airport is requesting funding for re-
alignment and reconstruction of the existing interior airport entrance roadway. The county's 50%
share is $42,750. The airport infrastructure Master Plan was completed in 2000, and identified
approximately $5.5 million in infrastructure improvements to be constructed over several years.
The project must first be designed. The county's 50% share for the design in 2001 is $50,000.
The total 2001 budget request is for$92,750. In addition, the 2000 budgeted amount of$41,666
for runway expansion will be carried over to 2001 for actual construction, but does not impact the
2001 budget.
OBJECTIVES: n/a
181
AIRPORT TRANSFER
(CONTINUED)
1000-56100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $4.17 $0.26 $0.58
Grants Summary
Airport Grant $667,374 $41,666 $92,750
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The request is
consistent with the Airport Master Plan development, and the Board's airport funding policies.
BOARD ACTION: No change. Board directed the Airport Manager to develop a Five Year
Capital Plan for infrastructure improvements that will be required in 2002 - 2006.
182
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.
GTU UD -WFINAEgE—
afFi<
®i&1 AST. R NE NEXT.FY. _*
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 12,500 12,500 12,500 12,500
Fixed Charges 0 0 0 0
Capital 0 0 0 0
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) .078 .078 078
Grants Summary
Senior Center Grant $12,500 $12,500 $12,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
183
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, and Big Thompson watershed Forum.
- CT Ed® :FINAL
U_ S = R NEW__ 'a NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 7,703 6,964 6,964 6,964
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 7,703 $ 6,964 $ 6,964 $ 6,964
Revenue 0 0 0 0
Net County Cost $ 7,703 $ 6,964 $ 6,964 $ 6,964
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change. Includes dues for the North Front Range Water Quality
Planning Organization ($5,964), and the Big Thompson watershed Forum ($1,000).
OBJECTIVES: Conduct 209 water quality responsibilities for the North Front Range of Colorado.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
184
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.
z ^w DYSI
RES*_:. [ E _ FY R _._ FY _
Personnel Services $ 0 $ 0 $ 10 $ 0
Supplies 0 0 0 0
Purchased Services 44,023 52,000 143,080 45,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 44,023 $ 52,000 $ 143,080 $ 45,000
Revenue 0 0 0 0
Net County Cost $ 44,023 ' $ 52,000 $ 143,080 $ 45,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: CDSI has requested the county increase its budget by $91,080 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. The one-time cost of
$7,000 for equipment is not included in the 2001 budget.
OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via
contract with Centennial Development Services, Inc.
185
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-56130
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Individuals served 1,351 1,438 1,466
Efficiency Measures
Per capita cost (county support) .275 .325 .281
Effectiveness Measures (desired results)
Grant- CDSI $44,023 $52,000 $45,000
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. The one-time equipment
funding of$7,000 in the 2000 budget is not included in the 2001 budget and the amount was not
requested.
BOARD ACTION: Board only approved the base funding of $45,000, and denied the other
requests.
186
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.
i BUD Dm QU.. ft
URCES` "A nrj, CURR F N NE M as
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 134,875 135,875 135,875 135,875
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 134,875 $ 135,875 $ 135,875 $ 135,875
Revenue 0 0 0 0
Net County Cost $ 134,875 $ 135,875 $ 135,875 $ 135,875
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change. Budget includes $91,875 for North Front Range
Behavioral Health (NFRBH) for 2001, which is the same as 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.
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.
187
MENTAL HEALTH
(CONTINUED)
1000-56140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) .8430 .8492 .8492
Effectiveness Measures (desired results)
Grant - North Front Range Behavioral
Center $134,875 $135,875 $134,875
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
188
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.
T BUD • ® _ E FIN 'a
®ULLR URR NE
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 10,005 10,000 10,000 10,000
Contra Charges -2,500 -2,500 -2,500 -2,500
Capital 0 0 0 0
Gross County Cost $ 7,505 $ 7,500 $ 7,500 $ 7,500
Revenue 0 0 0 0
Net County Cost $ 7,505 $ 7,500 $ 7,500 $ 7,500
Budget Positions — — — --
SUMMARY OF CHANGES: No change.
OBJECTIVES: n/a
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) .0469 .0469 .0469
Grants Summary
- A Kid's Place Grant $7,500 $7,500 $7,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
189
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).
® - QUES ..:- INA =
R ES- RRE NEXT= `O
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.
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
® e . ..15 Fi
w
• cc NE
Personnel Services $ 0 $ 0 $ 0 $ 0
Su..lies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Char•es 1,687,681 1,551,430 1,666,689 1,666,689
Ca•ital 0 0 0 0
Gross Count Cost $ 1,687,681 $ 1,551,430 $ 1,666,689 $ 1,666,689
Revenue 0 0 0 0
Net Count Cost $ 1,687,681 $ 1,551,430 $ 1,666,689 $ 1,666,689
Budget Positions -- -- -- --
SUMMARY OF CHANGES: See Health Fund for details.
OBJECTIVES: See Health Fund for details.
WORKLOAD MEASURES: See Health Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development -- 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic
development program through the Economic Development Action Partnership (EDAP), a
public/private non-profit organization.
TC G IR INA
$ ° , T k a`Cr EN __ T
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 103,833 103,833 103,833
Fixed Charges 575,388 0 0 0
Capital 0 0 0 0
Gross County Cost $ 575,388 $ 103,833 $ 103,833 $ 103,833
Revenue 471,505 0 0 0
Net County Cost $ 103,883 $ 103,833 $ 103,833 $ 103,833
Budget Positions -- -- -- --
SUMMARY OF CHANGES: EDAP is requesting the same funding level as last year.
OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote
continued economic vitality to the county; 2)Assist existing businesses in their expansion efforts;
3)Work to retain existing businesses in the county; 4)Support state and regional efforts to attract
businesses to Northern Colorado.
192
ECONOMIC DEVELOPMENT
(CONTINUED)
1000-60200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) .649 .649 .649
Effectiveness Measures (desired results)
Jobs created 1,292 1,300 1,350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic
development and job creation are high priorities for the county to diversify the local economy. Job
creation is especially important to the success of the welfare reform efforts in Weld County.
BOARD ACTION: No change.
193
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts
from Correctional Facility and the Administrative Building for building rents.
B D ?F�
ro
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 275,000 290,000 298,920 298,920
Interest 440,714 449,160 442,753 442,753
Gross County Cost $ 715,714 $ 739,160 $ 741,673 $ 741,673
Revenue 437 0 0 0
Net County Cost $ 715,277 $ 739,160 $ 741,673 $ 741,673
Budget Positions -- — — --
SUMMARY OF CHANGES: Budget reflects the following county lease purchase contracts:
RENT INTEREST TOTAL
Administration Building $ 250,000 $ 48,920 $ 298,920
Correctional Facility 60,000 382,753 442,753
Total $ 310,000 $ 431,673 $ 741,673
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION: No change.
194
LEASE-PURCHASE AGREEMENTS
The following supplemental data regarding lease-purchase agreements involving real property is
required under Section 29-1-104(2)(d), CRS, 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements
involving real property
Correctional Facility $ 442,753
Administration $ 298,920 $ 741,673
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
Correctional Facility $7,270,000
Administration $ 745,000 $8,015,000
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements other
than those involving real property $ -0-
D. The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal $ -0-
195
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
C ��� � e.. ..��1 W �:. � -
Personnel Services $ 0 $ 0 $ 0 $ 0
163,906 24,500 23,000 23,000
Purchased Services 275,842 185,200 256,100 201,100
Fixed Char.es 30,044 24,790 18,390 18,390
Ca.ital 0 0 0 0
Gross Count Cost $ 469,792 $ 234,490 $ 297,490 $ 242,490
Revenue 26,522,481 28,234,473 30,514,079 30,514,079
Net Count Cost $ -26,052,689 $ -27,999,983 $ -30,216,589 $ -30,271,589
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change in overall recommended expenses, but line items have
been reallocated based upon historical expenditure patterns. Funding for the Radio Reading
Service ($7,500), and Greeley Convention and Visitors' Bureau ($3,000) are included in the
recommended budget. Revenues show a reduction in charges from the Library District of$33,712,
since the district assumes full administrative responsibilities in 2001. Tobacco revenue is up
$10,000, DUI fines are up$2,500, oil royalties are up $5,000, cable franchise fees are up $5,000,
rent from Social Services is up $21,604, and investment income is up $300,000 due to higher
interest rates. Overhead is down$69,354,due to not charging for the Head Start overhead to help
meet the Federal match requirement. Finally, property taxes are up $2,692,591 with a tax credit
of$999,752, for a net increase of$1,692,839.
A request from the Island Grove Regional Treatment Center(IGRTC) for$55,000 is not included
in the recommended budget due to the Board not funding this request in the past. To fund it would
be a policy change for the Board. The county will be donating land to this agency for expansion
in 2001.
A request of $8,000 from Outreach United Resources (OUR) located in Longmont and serving
Weld County residents has been received for the first time by the county. OUR provides
emergency shelter for Weld County citizens. The request is not included in this recommended
budget because the request may be incorporated into the Social Services homeless shelter grant
196
NON-DEPARTMENTAL
(CONTINUED)
1000-90100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost (county support) $2.9362 $1.4656 $1.5156
Non-Departmental Summary
Total Non-Departmental $469,792 $234,490 $242,490
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of base budget.
Funding of the IGRTC is a policy issue for the Board. In the past the county has provided in-kind
match in the form of the building and donated land. The county will be donating additional land in
2001. IGRTC requested a cash match the prior two years, which was denied by the Board. The
funding structure for the program has changed to a managed care component the last few years,
which impacted the way the program is funded, compared to the past when local match was a clear
component of the funding structure. The program does serve Weld County residents and
complements the criminal justice system. Larimer County contributes cash to the program. The
IGRTC program has received $227,309 in 1999, and $242,837 in 2000 from Weld County Social
Service program contracts. Policy issue.
OUR funding should be considered in Social Service's homeless shelter funding formula and, if
appropriate, funded through that mechanism instead of this budget unit.
BOARD ACTION: Board approved funding of $8,000 for OUR on a one-time basis until the
Southwest Weld County Administration Building is built. Once it is built, OUR should coordinate
with Social Services for services in the area.
Island Grove Regional Treatment Center's request was denied,as was the request for$6,500 from
Weld World Festival. No other changes.
197
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based
education for agricultural, environmental and consumer issues.
— - ,rim
-E
OM D ER ED iitEETEE
EPEE -E m. E ASt R _ N
Personnel Services $ 227,783 $ 260,809 $ 262,909 $ 273,683
Supplies 7,521 9,350 9,350 9,350
Purchased Services 53,498 49,001 55,101 55,101
Fixed Charges 0 0 0 0
Capital 2,022 0 0 0
Gross County Cost $ 290,824 $ 319,160 $ 327,360 $ 338,134
Revenue 15,104 30,837 30,351 35,358
Net County Cost $ 275,720 $ 288,323 $ 297,009 $ 302,776
Budget Positions 11.55 12.25 12.25 12.25
SUMMARY OF CHANGES: The Colorado State University Memorandum of Understanding for
the county portion of the salary for the six agents increased salaries by $1,200. Postage and
freight costs are up $700; Travel costs are up $1,800 with the increased mileage reimbursement
to 30.5 cents/mile; and the maintenance contract on the new copier increased$3,600. Grants with
EFNEP and FSNEP have increased. Final budget adjustments include an increase in salaries of
$5,767.
OBJECTIVES: 1) Provide information and education, as well as encourage the application of
Colorado State University research-based knowledge in response to local, state, and national
issues affecting individuals, youth, families, agricultural enterprises and communities.
198
EXTENSION
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of contacts 67,382 68,729 70,103
4-H enrollment 1,192 1,143 1,200
Number of pubic meetings 451 459 468
Number of clients with increased knowledge
at public meetings 28,536 29,106 29,688
Efficiency Measures
FTE's per 10,000/capita .72 .77 .77
Per capita cost (county support) 1.72 1.80 1.89
Effectiveness Measures (desired results)
Contacts per 10,000 capita 4,568 4,659 4,752
4-H enrollment per 10,000 capita 77 81 86
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended approval.
BOARD ACTION: Board added $5,007 for increased salaries for the EFNEP Grant with
offsetting revenues of$5,007. No other changes.
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair-- 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair.
C7 a,µ6 REDI S`
Personnel Services $ 3,848 $ 6,051 $ 6,051 $ 6,051
Supplies 1,699 0 0 0
Purchased Services 78,153 46,610 46,610 46,610
Fixed Charges 1,414 0 0 0
Capital 0 0 0 0
Gross County Cost $ 85,114 $ 52,661 $ 52,661 $ 52,661
Revenue 48,579 14,000 14,000 14,000
Net County Cost $ 36,535 $ 38,661 $ 38,661 $ 38,661
Budget Positions 0.3 0.3 0.3 0.3
SUMMARY OF CHANGES: No changes in base budget. Request for additional livestock panels
and a portable digital livestock scale and printer are budgeted in the capital equipment budget.
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2) Recognition of youth
and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth
and adults to exhibit, learn and develop community spirit and pride.
200
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered - 1,200 1,250
Exhibitors registered - 5,000 5,100
Efficiency Measures
Per capita cost (county support) .23 .24 .24
Effectiveness Measures (desired results)
Number of people attending - 10,000 12,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change. Capital items approved in the capital equipment budget.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
r.T liii1111 .
UR
Personnel Services $ 42,112 $ 44,189 $ 44,189 $ 46,177
Supplies 553 300 300 300
Purchased Services 5,053 6,988 6,988 6,988
Fixed Charges 0 0 0 0
Capital 1,399 0 0 0
Gross County Cost $ 49,117 $ 51,477 $ 51,477 $ 53,465
Revenue 2,400 2,400 2,400 2,400
Net County Cost $ 46,717 $ 49,077 $ 49,077 $ 51,065
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: No changes except salary increases of$1,988.
OBJECTIVES: 1)To provide referral and processing services to veterans; 2)To provide outreach
to organizations and communities regarding veterans' benefits and rights; and 3) To maintain a
strong liaison with Colorado Department of Veterans' Affairs and the Veterans' Administration.
202
VETERAN'S OFFICE
(CONTINUED)
1000-96400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 642 675 675
Office Visits 2,820 2,820 3,000
Efficiency Measures
FTE's per 10,000/capita .0625 .0625 .0625
Per capita cost (county support) .2920 .3067 .3192
Effectiveness Measures (desired results)
Process applications for VA compensation/ 100% 100% 100%
by established
Provide, in person information to groups 5 100% 100% 100%
times per year
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Island Grove Building -- 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building.
III
JttIti%flS
,® N.11". �.
Personnel Services $ 0 $ 100,000 $ 100,000 $ 100,000
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 100,000 $ 100,000 $ 100,000
Revenue 0 0 0 0
Net County Cost $ 0 $ 100,000 $ 100,000 $ 100,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: This amount is to provide the operational subsidy for the new
community building. A portion of this budget will be allocated to county departments that use the
facility, since there will be no fee waiver for county-sponsored events. The operating budget for
the new building is $157,215, plus $66,000 for tables and chairs, and $67,700 for capital items.
Capital items include a sweeper($25,000),forklift($19,800),stage($18,400),and electric golf cart
($4,500). City of Greeley will split the operational and capital costs, and the Farm Show will help
subsidize the operational costs. Rents will also offset costs. As a result, the $100,000 in this
budget should be more than adequate for the first year of operation and related start up costs, paid
directly or as rent.
OBJECTIVES: Provide additional building space for Island Grove Park activities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget is
consistent with the agreement with the City of Greeley and the Colorado Farm Show entered into
May 22, 2000. During 2000, the county donated $1,500,000 to the Colorado Farm Show for the
construction of this building, so no debt service liability exists for the county in the future for the
facility, only operational subsidy.
BOARD ACTION: No change.
204
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency -- 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In those
proposed budget, this includes appropriations for points of issue.
JtflhI1 ' LL
i -.`"n4 _...4t
Personnel Services $ 0 $ 0 $ 1,012,567 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 1,012,567 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 1,012,567 $ 0
Budget Positions -- -- --
SUMMARY OF CHANGES: Budget reflects a 4% salary adjustment with rate changes for
insurance. Health insurance has a 26% increase in rates, but life insurance and disability
insurance costs have decreased by 30%and 46%,respectively. Sheriffs Office Manager positions
are recommended to receive a 9% increase to reflect market salary levels. All other county
positions are at the 4% level.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved the recommended 4%salary increase,plus the recommended
insurance increases. Sheriffs Office Manager position salaries were increased 9%.
205
(4t \w
Wine
COLORADO
PUBLIC
WORKS
FUND
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-
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-A- ems _ “ -- ' :'^: �; 7,17-,..,x ___
;e*.: v=" --F- �. - " __
__
Highway Users Fee 45.8%
$7,900,000
Federal/State 2.4% - c== =- ws .
$420,000 a � _ , ,
t‘„) ` a— �m
Hwy Users Bridge 11 .2%
$1 ,928,560o
. _
Licenses/Permits 0.8%
.
$130,000
Fund Balance 2.0%
$350,000
Other Taxes 23.2% Property Taxes 12.9%
$4,000,000 Miscellaneous 1 .8% $2,224,817
$311 ,470
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PUBLIC WORKS 2001 Expenditures
Expenditure Changes TOTAL: $17,264,847 (2000 $15,282,673)
752,457 Public Works
r
/ $6,752,457 39.1%
seoac W0
$7,000,000
Municipalities
$545,596 3.2%
$6000000 '�'`+
mr�rnviia Adminstration
C12000
awrrr"vsrr arse s_yn $571,867 3.3%
sr-
$5,000,000 $3,083,123
sz a6181a ,..,, X2001 MotorgraderEa
$4000.000 ' $3,0 u $2,451,814 14.2%
$1698
--0-41939
$3,OW.000 E512 '� i RA
5945,198-
."---
Mining- - - - Trucking
s5d .Iyq; , $571�� $3,083,123 17.9%
ii �9,O% tt aw r, Bridge Construction
$2,000,000 / .. 3 r
, $1sss,427 9.e%
o
. , Maintenance Support
31,000,000
$1,214,765 7.0% $945,798 5.5%
50
Public Works Bridge Constructim Maintenaroe Bu�n� Mining
Mumcpalities Mo�orgratler Trucking Atlminarorion
All Funds Expenditures
Ten Year Trend
Public Works Expenditures and Local Taxes
Public
120 / Works
100
80 �I-r p�aubro Works
80
40
20
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
TEN YEAR TREND
Cumulative Percent Increase: Public Works
40
0 30
Taxes
20 DPublic Works
10
0
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001
PUBLIC WORKS FUND SUMMARY
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.
Fund balance of$350,000 is included in the total available resources in addition to the revenues
shown in this budget. Property tax is set at $2,224,817. Specific Ownership Tax is estimated to
be $4,000,000, up $500,000. HUTF is up $420,000 at $7,900,000. Grant revenue is $1,928,560
for the construction of Bridge#13/24A and Bridge#27/58A. Motor Vehicle Registration Fees are
estimated at $300,000 and Permits at $130,000. Other revenue includes the City of Greeley's
matching funds for 83rd Avenue ($133,470) and the Rademacher contribution to 1-25 Business
Park Road - Weld County Road 9.5 ($176,000). All other revenues are stable.
The resources for 2001 are up $1,982,174 at $17,264,847, of which $350,000 is from the fund
balance. Municipal share back is funded at $545,596. Salary increases are set at 4%.
Road Construction Supplies decreased by$103,244, Contract Payments decreased by$334,334,
and Professional Services decreased by $100,000. Machinery and equipment rental has a net
decrease of$46,725. One excavator and two 30-ton trucks were purchased for the mining division
resulting in reduced rental expense of$166,725. However, rental of heavy equipment of$120,000
was added for construction jobs. Grants and Donations increased$2,099,700 for Bridges#13/24A
and #27/58A.
The finalized 2001 Public Works Work Plan is presented at the end of this Section with specific
projects.
211
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, CRS, 1973, at a public hearing on the budget, Weld County
must discuss the proposed use of its allocation of highway users tax fund monies and the County
Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of
such monies for the current year and for the fiscal year governed by the proposed budget.
The proposed use of the 2001 allocation of highway users tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition $ 2,451,814
Administration 571,867
Maintenance Support 1,214,765
Bridges 1,928,560
Truck Hauling 1,506,850
Asphalt 576,704
Overlays, reconstruction,
chip and seal projects 1,578,000
TOTAL $ 9,828,560
212
CONSTRUCTION BIDDING FOR
STATE-FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, CRS, as amended,cities or counties of 30,000
persons or more are required to bid projects of over $150,000. Local governments are required
to bid competitively among private contractors for projects using Highway Users Tax Fund money
(state funded projects), and are prohibited from dividing projects into two or more projects to evade
provisions of the act.
"State-funded public project"means any construction,alteration,repair,demolition,or improvement
by any agency of local government of any land, structure, facility, road, highway, bridge, or other
public improvement suitable for and intended for use in the promotion of the public health, welfare,
or safety and any defined maintenance project which is funded in whole or in part from the highway
users tax fund and which may be reasonably expected to exceed one hundred fifty thousand
dollars in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public
improvement, including but not limited to repairing or seal coating of roads or highways or major
internal or external reconstruction or alteration of existing structures. "Defined maintenance
project"does not include routine maintenance activities such as snow removal,minor surface repair
of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement
of floor coverings, or minor reconstruction or alteration of existing structures.
Based upon the above definitions, Weld County's Public Works 2001 budget would be allocated
as follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Bridge Construction $ 1,699,427 $ 0 $ 1,699,427
Graders 2,451,814 2,451,814 0
Maintenance Support 1,214,765 1,214,765 0
Trucking 3,083,123 1,506,850 1,576,273
Mining 945,798 0 945,798
Administration 571,867 571,867 0
Municipalities 545,596 0 545,596
Public Works:
Miscellaneous 385,500 0 385,500
Bridges 2,410,700 1,928,560 482,140
Part-time 543,976 0 543,976
Asphalt 1,834,281 576,704 1,257,577
Contract 1,578,000 1,578,000 0
$17,264,847 $ 9,828,560 $ 7,436,287
Based upon the above allocation Weld County, at a minimum, must competitively bid out bridge
projects totaling $1,928,560, asphalt of$576,704, truck hauling of$1,506,850, and contracts for
overlays, reconstruction and chip and seal of$1,578,000. However it is anticipated that, in addition
to the minimum required by law, Weld County will bid out an additional $1,257,577 in asphalt
purchases, for a total of$6,847,691 bid projects for 2001.
Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the
1995 budget; therefore, it is not demonstrated in this budget document.
213
PUBLIC WORKS FUND
SUMMARY OF REVENUE
2001
ACCOUNT NUMBER 2000 2001 2001 2001
FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND FINAL
TAXES
2000 4112 90100 CURRENT PROPERTY TAXES 2,118,873.00 2,224,817.00 2,224,817.00 2,224,817.00
2000 4130 90100 SPECIFIC OWNERSHIP TAXES 3,500,000.00 4,000,000.00 4,000,000.00 4,000,000.00
TOTAL TAXES 5,618,873.00 6,224,817.00 6,224,817.00 6,224,817.00
LICENSES&PERMITS
2000 4221 90100 PERMITS 130,000.00 130,000.00 130,000.00 130,000.00
INTERGOVERNMENTAL REVENUE
2000 4312 90100 MINERAL LEASING 38,000.00 40,000.00 40,000.00 40,000.00
2000 4316 90100 GRAZING ACT 40,000.00 40,000.00 40,000.00 40,000.00
2000 4318 90100 PAYMENT IN LIEU OF TAXES 40,000.00 40,000.00 40,000.00 40,000.00
2000 4334 90100 HIGHWAY USER 7,480,000.00 7,900,000.00 7,900,000.00 7,900,000.00
2000 4338 90100 MOTOR VEHICLE REG 300,000.00 300,000.00 300,000.00 300,000.00
2000 4340 90100 GRANTS 833,800.00 1,928,560.00 1,928,560.00 1,928,560.00
TOTAL INTERGOVERNMENTAL REVENUE 8,731,800.00 10,248,560.00 10,248,560.00 10,248,560.00
N MISCELLANEOUS
-L-- 2000 4680 90100 OTHER 1,000.00 310,470.00 310,470.00 310,470.00
2000 4820 90100 COMPENSATION FOR LOSSES 1,000.00 1,000.00 1,000.00 1,000.00
TOTAL MISCELLANEOUS 2,000.00 311,470.00 311,470.00 311,470.00
TOTAL PUBLIC WORKS FUND 14,482,673.00 16,914,847.00 16,914,847.00 16,914,847.00
PUBLIC WORKS FUND
SUMMARY OF EXPENDITURES
2001
ACCOUNT# 2000 2001 2001 2001
FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND FINAL
2000 30100 ADMINISTRATION 498,037.00 547,182.00 547,182.00 571,867.00
2000 32100 TRUCKING 3,013,960.00 3,046,960.00 3,046,960.00 3,083,123.00
2000 32200 MOTORGRADER 2,400,626.00 2,393,626.00 2,393,626.00 2,451,814.00
2000 32300 BRIDGE 1,635,621.00 1,688,846.00 1,688,846.00 1,699,427.00
2000 32400 MAINTENANCE SUPPORT 1,131,841.00 1,151,867.00 1,151,867.00 1,214,765.00
2000 32500 OTHER PUBLIC WORKS 5,098,084.00 6,752,457.00 6,752,457.00 6,752,457.00
2000 32600 MINING 1,014,884.00 927,809.00 927,809.00 945,798.00
2000 56200 CITIES AND TOWNS 489,620.00 545,596.00 545,596.00 545,596.00
2000 99999 SALARY CONTINGENCY 0.00 210,504.00 210,504.00 0.00
TOTAL PUBLIC WORKS FUND 15,282,673.00 17,264,847.00 17,264,847.00 17,264,847.00
Ni
In
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non-Departmental Revenue -- 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
i
e ® w E® p
RE 117:S .... rFY .44:13:1'747. Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Su••lies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Chars es 0 0 0 0
Ca•ital 0 0 0 0
Gross Count Cost $ 0 $ 0 $ 0 $ 0
Revenue 15,325,272 14,482,673 $16,914,847 16,914,847
Net Count Cost $ -15,325,272 $ -14,482,673 $ -16,914,847 $ -16,914,847
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Fund balance of$350,000 is included in the total available resources
in addition to the revenue shown in this budget. Property tax is set at $2,224,817, and Specific
Ownership Tax is estimated to be$4,000,000, up $500,000. HUTF is up$420,000 at$7,900,000,
and grant revenue of$1,928,560 is included for the construction of bridges#13/24A and#27/58A.
Other revenue includes the City of Greeley's matching funds for 83'Avenue ($133,470) and the
Rademacher contribution to 1-25 Business Park Road-Weld County Road 9.5 ($176,000). Motor
Vehicle Registration Fees are estimated at$300,000 and Permits at$130,000. All other revenues
are stable.
OBJECTIVES: n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
216
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Administration -- 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary; coordinates
complaints; and maintains cost accounting records on projects.
REQUEST FlNi
R NEXT? N
Personnel Services $ 368,317 $ 386,403 $ 386,403 $ 411,088
Supplies 36,631 20,000 18,700 18,700
Purchased Services 96,903 91,134 141,579 141,579
Fixed Charges 0 500 500 500
Contra Expense -1,362 0 0 0
Capital 9,896 0 0 0
Gross County Cost $ 510,385 $ 498,037 $ 547,182 $ 571,867
Revenue 0 0 0
Net County Cost $ 510,385 $ 498,037 $ 547,182 $ 571,867
Budget Positions 7 7 7 7
SUMMARY OF CHANGES: Increases are in utilities ($30,000), phones ($6,965), and repair and
maintenance of radios($6,600). Medical Services has been added ($7,200)for drug,alcohol, and
DOT physicals for employees with CDL licenses, per State and Federal regulations. Repair and
Maintenance has been added for the Konika copier lease ($5,580). Final budget adjustments
include an increase in salaries of$24,685.
OBJECTIVES: 1) Keep the general public satisfied regarding the condition of the roadways and
the efficiency of the operations; 2) Try to find solutions to any problems that may arise within the
Public Works Department; 3) Provide professional, accurate, efficient and responsive information
to the Board of County Commissioners, citizens and departments of Weld County.
217
PUBLIC WORKS - ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Not Applicable - This division serves as
support to all other divisions
Efficiency Measures
FTE's per 10,000/capita .44 .44 .44
Per capita cost (county support) $3.19 $3.11 $3.57
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
218
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Trucking -- 2000-32100
DEPARTMENT DESCRIPTION: Responsible for hauling dirt, gravel, and asphalt to job sites, as
well as mining, crushing, and screening of gravel in county-owned quarries.
® EQ F Fl
ESQ N .Y N
Personnel Services $ 577,797 $ 578,945 $ 578,945 $ 615,108
Supplies 6,933 8,000 8,000 8,000
Purchased Services 672,098 2,425,015 2,458,015 2,458,015
Fixed Charges 0 2,000 2,000 2,000
Contra Expense -627 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,256,201 $ 3,013,960 $ 3,046,960 $ 3,083,123
Revenue 0 0 0 0
Net County Cost $ 1,256,201 $ 3,013,960 $ 3,046,960 $ 3,083,123
Budget Positions 14 14 14 14
SUMMARY OF CHANGES: Contract Payments have increased $35,000 in order to cover the
anticipated hourly rate for contract trucks for the year 2001 (the proposed rate per the 3-yr contract
is $39.95/hr for 2001). Final budget adjustments include an increase in salaries of $36,163.
OBJECTIVES: 1)Haul all gravel material needed for the gravel plan and haul all material needed
for newly constructed roads. This consists of maintaining good,sound roads for the general public,
upgrade of roads for gravel, hauling all asphalt material for overlay and major patch work, and
clearing of roads of snow in the winter.
219
PUBLIC WORKS TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Tons of Asphalt Hauled 102,221 80,055 101,243
Tons of Gravel Material Hauled 705,000 755,000 750,000
Miles of Road Graveled 427 440 440
Efficiency Measures
FTE's per 10,000/capita .875 .875 .875
Per capita cost (county support) $7.85 $18.84 $19.27
Effectiveness Measures (per work plan)
Tons of Asphalt Hauled 111% 100% 100%
Tons of Gravel Material Hauled 108% 100% 100%
Miles of Road Graveled 109% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
220
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Motor Grader-- 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 37 motor graders responsible for the upkeep of all
gravel roads in Weld County (approximately 2,100 miles), clearing debris from borrow pits to
eliminate obstruction of drainage of water from county rights-of-way; blade patch roads; and snow
removal on approximately 800 miles of roadway.
asla-ffbrr-trar- ;gm_ _ rti
•URCES' c; s a t g `1 a Fr -
Personnel Services $ 1,299,869 $ 1,384,151 $ 1,384,151 $ 1,442,339
Supplies 124,218 200,255 200,255 200,255
Purchased Services 815,212 640,220 625,220 625,220
Fixed Charges 175,346 176,000 184,000 184,000
Contra Expense -1,182 0 0 0
Capital 5,050 0 0 0
Gross County Cost $ 2,418,513 $ 2,400,626 $ 2,393,626 $ 2,451,814
Revenue 0 0 0 0
Net County Cost $ 2,418,513 $ 2,400,626 $ 2,393,626 $ 2,451,814
Budget Positions 35 35 35 35
SUMMARY OF CHANGES: Utilities have decreased ($15,000)based on decreased usage; Land
and Building Rental has decreased ($1,000) because a new grader shed at Ft. Lupton has been
built and we no longer need to pay rent to Union Pacific Railroad for the old shed. Machinery and
Equipment Rental has been increased $9,000 to cover the rental costs for 11 motor graders. Final
budget adjustments include an increase in salaries of$58,188.
OBJECTIVES: Maintain road traffic safely to the best of our ability, given the funds available.
221
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Snow Removal Lane Miles 1,370 1,390 1,406
Grading Lane Miles 123,718 131,171 126,000
Miles of Upgrade on Aggregate Surfaced
Roads 26 5 8
Efficiency Measures
FTE's per 10,000/capita 2.19 2.19 2.18
Per capita cost (county support) $15.12 $15.00 $1532
Effectiveness Measures (per work plan)
Snow Removal Lane Miles 100% 100% 100%
Grading Lane Miles 100% 100% 100%
Miles of Upgrade on Aggregate Surfaced
Roads 185% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
222
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Bridge Construction -- 2000-32300
DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridges in the county.
Constructs approximately 20 small new bridges each year.
IN`
ES-tot: S BCE
Personnel Services $ 736,618 $ 821,018 $ 821,018 $ 831,599
Supplies 584,895 587,634 610,859 610,859
Purchased Services 504,236 194,969 224,969 224,969
Fixed Charges 26,546 32,000 32,000 32,000
Contra Expense -654 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,851,641 $ 1,635,621 $ 1,688,846 $ 1,699,427
Revenue 0 0 0 0
Net County Cost $ 1,851,641 $ 1,635,621 $ 1,688,846 $ 1,699,427
Budget Positions 17 18 18 18
SUMMARY OF CHANGES: Other Operating Supplies have increased $23,225, based on
experience and current year expenditures. Repair and Maintenance increased $30,000 to cover
possible repair costs for the used road trimmer purchased in 2000 and for two message sign
boards that have been constantly vandalized since they were purchased in 1999. Final budget
adjustments include an increase in salaries of$10,581.
OBJECTIVES: 1) Rebuild the old,deteriorated bridges;2)Repair the bridges and culverts so that
the general public can travel safely over them; 3) Perform miscellaneous projects for the public
works department; and 4) Assist with snow removal on the county road system.
223
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Borrow Ditch Cleaning 31 45 45
New Bridges - Over 20 Feet in Length 5 6 2
New Bridges - Under 20 Feet in Length 3 2 7
Number of Bridge Repairs 53 75 75
Culverts (new and repaired) 15" and Larger 204 240 240
Number of Culverts Cleaned 40 35 35
Miles of New Construction/Reconstructed
Roads Asphalted 5.5 7 9.5
Trees (trimming & removal) 90 100 100
Efficiency Measures
FTE's per 10,000/capita 1.06 1.06 1.25
Per capita cost (county support) $11.57 $10.22 $10.62
Effectiveness Measures (per work plan)
Miles of Borrow Ditch Cleaning 68% 100% 100%
Culverts (new and repaired) 15" and Larger 97% 100% 100%
Number of Culverts Cleaned 114% 100% 100%
Miles of New Construction/Reconstructed
Roads Asphalted 100% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
224
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Maintenance Support -- 2000-32400
DEPARTMENT DESCRIPTION: Performs administrative and supervisory work to assure the
fabrication, installation, and maintenance of traffic control devices in the county; uses pavement
markings as an effective method of conveying regulatory or warning information; barricades,
hazards created by construction, maintenance activities, and emergency situations; cleans and
maintains culverts in the north portion of the county.
® RE Ksirkti D' Ft
S® =' R a IDs .Y a N :et_
Personnel Services $ 571,899 $ 638,351 $ 638,351 $ 701,249
Supplies 248,977 254,074 259,000 259,000
Purchased Services 283,145 235,416 250,516 250,516
Fixed Charges 0 4,000 4,000 4,000
Contra Expense -1,281 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,102,740 $ 1,131,841 $ 1,151,867 $ 1,214,765
Revenue 0 0 0 0
Net County Cost $ 1,102,740 $ 1,131,841 $ 1,151,867 $ 1,214,765
Budget Positions 13 16 16 16
SUMMARY OF CHANGES: Increases are projected in Other Operating Supplies ($4,926) and
Repair and Maintenance($15,000), based on usage for 1999 and 2000. Final budget adjustments
include an increase in salaries of$62,898.
OBJECTIVES: 1)Assure safe travel for the general public by maintaining clearly marked roads
and bridges, along with responding to the culverts, cattle guards,and potholes on both asphalt and
gravel roads; and 2) Assist with the plowing of snow and cindering of county roads.
225
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Lane Miles of Pavement Markings 1,026 1,400 1,400
Cattle Guard Repairs 67 60 60
Cattle Guard Replacements 8 8 8
Tons of Asphalt Laid 102,221 80,055 101,243
Tons of Patching Laid 1,675 1,200 1,200
Efficiency Measures
FTE's per 10,000/capita .813 .813 .875
Per capita cost (county support) $6.89 $7.07 $7.59
Effectiveness Measures (per work plan)
Lane Miles of Pavement Markings 73% 100% 100%
Cattle Guard Repairs 111% 100% 100%
Cattle Guard Replacements 100% 100% 100%
Tons of Asphalt Laid 111% 100% 100%
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
226
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