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Home My WebLink About20002180.tiff COUNTY OF WELD 2001 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Barbara J. Kirkmeyer, Chair M. J. "Mike" Geile, Pro-Tem George E. Baxter, Commissioner Dale K. Hall, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN September 2000 oaeaozoa 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 County 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 SUMMARY OF FUNDS: Graph - -All Funds Revenue 61 Graph - - All Funds Expenditures 62 Summary of Fund Balances 63 2000 Assessed Values to be Used for 2001 Budget 64 Net Program Cost 65 Summary of 1999 Allocated Costs Applicable for 2001 67 PAGE SUMMARY OF FUNDS (CONTINUED): Ten Year Trend Data: Beginning Fund Balance 68 Cumulative Percent Increase: Expenditures 69 Weld County - Organizational Chart 70 Summary of County Funded Positions 71 GENERAL FUND: Graph -- General Fund Revenue Changes 73 Graph -- General Fund Expenditure Changes 74 Ten Year Trend Data: General Government 75 Public Safety 76 Health and Welfare 77 Narrative Fund Summary 78 Summary of Revenue 80 Summary of Expenditures 83 Office of the Board 86 County Attorney 88 Public Trustee 90 Clerk to the Board 93 Clerk and Recorder: Recording/Administration 95 Elections 97 Motor Vehicle 99 Treasurer 101 Assessor 103 County Council 105 District Attorney: Ten Year Trend Data 107 Budget Unit Summary 109 Juvenile Diversion 112 Victim/Witness Assistance 114 Finance and Administration 116 Accounting 118 Purchasing 120 Personnel 122 Planning and Zoning 124 Buildings and Grounds 127 Computer Services 129 Geographical Information System 131 Capital Outlay 133 Printing and Supplies 135 Sheriffs Office: Ten Year Trend Data 137 Budget Unit Summary-All Departments 138 Sheriff Administration 139 Sheriff Operations 142 County-wide Animal Control 145 Regional Forensic Laboratory 147 PAGE SUMMARY OF FUNDS (Continued): Sheriffs Office (Continued): Drug Task Force 149 North Jail Complex 151 Centennial Jail 154 Office of Emergency Management 156 Communications - County Wide 158 Communications System Development 162 E-911 Administration 163 Criminal Justice Information System 164 Coroner 166 Community Corrections 168 Building Inspection 170 Weed and Pest 173 General Engineering 175 Missile Site Park 177 Airport 179 Senior Programs 181 Waste Water Management 182 Developmentally Disabled 183 Mental Health 185 Child Advocacy Center 187 Transfers: Agency on Aging 188 Health Department 189 Economic Development 190 Building Rents 192 Non-Departmental 194 Extension 196 County Fair 198 Veteran's Office 200 Island Grove Building 202 Contingency (Salary) 203 PUBLIC WORKS FUND: Graph -- Revenues 205 Graph -- Revenue Changes 206 Graph -- Expenditures 207 Graph -- Ten Year Trend Data 208 Narrative Fund Summary 209 Concerning Local Accountability for Money Used for Highway Purposes 210 Construction Bidding for State-Funded Local Projects 211 Summary of Revenue 212 Summary of Expenditures 213 iii PAGE PUBLIC WORKS (CONTINUED): Non-Departmental Revenue 214 Administration 215 Trucking 217 Motor Grader 219 Bridge Construction 221 Maintenance Support 223 Other Public Works 225 Mining 227 Grants-in-Aid to Cities and Towns 229 Contingency (Salary) 230 Public Works 2001 Work Plan 231 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 247 Graph -- Social Services Expenditures 248 Graph -- Ten Year Trend Data 249 Summary of Revenue 250 Summary of Expenditures 251 Fund Narrative 252 Mandated Federal and State Programs 255 Regular Administration 256 Non Program Revenue 258 Other Programs 259 Child Support Administration 261 Temporary Assistance to Needy Families &Administration 263 Aid to Needy Disabled 265 Day Care 267 Old Age Pension 269 Child Welfare and Administration 271 Core Services 273 LEAP Program & Administration 275 General Assistance 277 FEMA/Housing Grants 279 HEALTH FUND: Graph -- Health Fund Revenue 281 Graph -- Health Fund Expenditures 282 Graph --Ten Year Trend Data 283 Narrative Fund Summary 284 Summary of Revenue 287 Summary of Expenditures 289 Budget Unit Summary -All Departments 290 Non-Program Revenue 292 Administration 294 Health Promotion 296 Community Health Services 298 Environmental Protection Services 300 iv PAGE HUMAN SERVICES FUND: Graph --Ten Year Trend Data 303 Narrative Fund Summary 304 Summary of Revenue 305 Summary of Expenditures 307 Head Start Program 309 Migrant Head Start 311 Preschool Fund 313 Community Action Health Promotion Program 315 Job Service 317 Summer Job Hunt 319 Employment First Program 321 Youth Corps (YCPI) 323 Temporary Assistance to Needy Families 325 Welfare to Work Program 327 Workforce Investment Act-Administration 329 Workforce Investment Act -Adult Program 330 Workforce Investment Act - Youth Program 332 Workforce Investment Act- Statewide Activities Grant 334 Workforce Investment Act - Dislocated Worker Program 335 Educational Lab 337 Americorp Program 339 AAA Administration 341 AAA Support Services 343 AAA Congregate Meal 345 AAA Home Delivered Meals 347 AAA Health Services 349 AAA Elder Abuse Grant 351 AAA Special Ombudsman 353 AAA Single Entry Point 355 Federal Transit Grant 357 AAA Other Programs 359 AAA State Funds 361 Medicaid Transportation 362 Supplemental Foods 364 Community Services Block Grant 366 v PAGE SPECIAL REVENUE FUNDS: Narrative Summary of Funds 369 Conservation Trust Fund Summary of Revenue 370 Summary of Expenditures 371 Budget Unit Summary 372 Contingency Fund: Summary of Revenue 376 Summary of Expenditures 377 Budget Unit Summary 378 Emergency Reserve Fund: Summary of Revenue 379 Summary of Expenditures 380 Budget Unit Summary 381 Solid Waste Fund Summary of Revenue 382 Summary of Expenditures 383 Code Enforcement 384 Budget Unit Summary 386 CAPITAL FUNDS: Narrative Summary of Fund 389 Summary of Revenue 390 Summary of Expenditures 391 Budget Unit Summary 392 Long Range Capital Projects Five-Year Plan 393 PROPRIETARY FUNDS: Narrative Summary of Funds 427 Ambulance Enterprise Fund: Summary of Revenue 428 Summary of Expenditures 429 Budget Unit Summary 430 IGS - Motor Pool Fund Summary of Revenue 432 Summary of Expenditures 433 Budget Unit Summary - Motor Pool Equipment 434 Budget Unit Summary-Administration 442 Health Insurance Fund: Summary of Revenue 444 Summary of Expenditures 445 Budget Unit Summary 446 vi PAGE PROPRIETARY FUNDS: (CONTINUED) Insurance Fund: Summary of Revenue 449 Summary of Expenditures 450 Budget Unit Summary 451 Self-Insurance Policy Limits, Coverages, Retentions 453 PBX - Phone Services Fund: Summary of Revenue 454 Summary of Expenditures 455 Budget Unit Summary 456 Weld County Finance Authority: Summary of Revenue 458 Summary of Expenditures 459 Budget Unit Summary 460 GLOSSARY 461 vii #00ct WUDe COLORADO a DEPARTMENT OF FINANCE AND ADMINISTRATION rietictPHONE (303) 356-5000, EXT.4218 FAX: (303) 352-0242 915 10TH STREET P.O. BOX 758 WilDe GREELEY, COLORADO 80632 COLORADO September 5, 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 $103,303,356, with a net of $101,624,316 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$55,540,866, anticipated fund balances of$18,255,995, and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of$37,775,210 . 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. 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. 1 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, the growth is adding a whole set of new problems. The character of many county roads in the 2 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 $99,407,940 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 $ 37,775,210 38.0% $ 1,798,819 Other Taxes 4,090,000 4.1% 515,000 Licenses and Permits 1,825,300 1.9% 227,225 Intergovernmental Revenue 31,703,750 31.9% 1,773,278 Charges for Services 4,722,500 4.8% 589,836 Ambulance Fees 4,893,596 4.9% 288,637 Miscellaneous Revenue 4,807,720 4.8% 997,935 Fee Accounts 3,498,000 3.5% 313,700 Internal Service Charges 6,091,864 6.1% (37,325) Total $ 99,407,940 100.0% $ 6,467,105 3 Expenditures by function for the General,Special Revenue,Capital Expenditures, Internal Services, and Enterprise Funds total $107,909,480 for 2001,which is an increase of 8.45% 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 $ 15,316,670 14.4% $ 504,571 Social Services 12,281,183 12.3% (4,415) Road and Bridge 17,264,847 15.4% 1,982,174 Public Safety 21,031,454 19.1% 1,324,862 Human Services 9,379,182 8.8% 610,400 Health 4,549,845 4.1% 493,372 Capital 5,185,000 2.7% 2,460,000 Public Works 660,597 0.7% (40,575) Contingency 6,950,000 7.4% (402,050) Miscellaneous 3,145,694 3.3% 1,115,080 Culture and Recreation 494,661 0.5% 12,500 Auxiliary 471,587 0.4% 59,284 Ambulance 4,893,596 4.6% 276,237 Internal Services 6,285,164 6.3% 15,975 Total $ 107,909,480 100.0% $ 8,407,415 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. 4 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 determined once the assessed value is finalized in December. The preliminary assessed value for the 2001 budget is $1,762,304,571, which is up $129.8 million, or 7.95% over last year. All classes of property increased in assessed value for the year, except industrial and state assessed. Industrial was down $4.0 million, or 2.33%. Agricultural properties increased $0.5 million, or 0.48%. Residential properties resulted in a $48.1 million increase, or 8.74%. Commercial property was up$24.7 million, or$8.52, and oil and gas was up$50.1 million, or 17.82%. State assessed property was down $1.4 million, or 0.71%. There was an actual value increase of new construction of$452 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 $19,214,455, up $958,500, 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 positions, plus position upgrades, at a cost of $164,856. The District Attorney's budget is up 5 $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 $1,324,862 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 $40,575 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$37,775,210, up 5%as allowed by the Weld County Home Rule Charter. Licenses and permits are up $159,700 due to building and development activity. Intergovernmental revenues are up $1,773,278 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. This budget does not anticipate the passage of the TABOR 2000 Initiative, which would cut Weld County revenue by over $2,000,000 in 2001. 6 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 0yours, / i= r---aneDonald D. Warden, Director Finance and Administration 7 Al GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County, Colorado For the Fiscal Year Beginning January 1 , 1999 President you.,,,,-seeeExecutive 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, and now the voters in November will have an opportunity to vote on TABOR-205. > 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 Budget work 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 -11 POINTS OF = ISSUE AND POLICY MATTERS EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a"user friendly"document,designed to enhance policy makers', managers', and citizens' understanding of major issues, resource choices,and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan,Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review,and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs,developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives,and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. The budget and management system is supported by the Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. 15 In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 16 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FFORMULATION Analyze Community Needs Community Develop County Wide Goals Long Range Planning Assess Prior Year's Performance Capital Improvements Assessment P p/ Review Policy Alternatives Establish General Priorities Establish Fiscal Policy N co, SUPPORT pROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Accounting System Alternatives Design Program Review Program Fiscal Control Define Program Cost Accounting by Program Objectives Performance Relate to Present Examine and Evaluate Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports Service BUDGETING Delivery BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi Year Projections Schedule Action 17 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS BUDGET POLICIES E UDGET PROCESS IMPLEMENTATION AND RESULTS OP STRATEGIC O$JECTINES REVENUE'POUCIES MAJOR PROGRAM GOALS POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS ACCOUNTING POLICIES POLICY MATTERSVOINTS OF ISSUE INVESTMENT POLICIES WORKLOAD DATA CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES BUDGET GUIDELINES', SIGNIFICANT CHANGES AU OCATION OF RESOURC!S NNNNN401/4.. /Ife DEPARTMENT BUDGET UNITS 18 WELD COUNTY MISSION STATEMENT "In order to provide uncomplicated, unburdensome government responsive to the people,"1 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. 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 1-25 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 I-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 Sheriff's patrol by four additional officers to do traffic control via a CDOT OHS grant. 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 changes 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, 1999, 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 30.50 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 remain 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. 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 • 1998 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 1999 payable in 2000, 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 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 5,9 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 two Office Tech II to III 8,319 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 COSI 45,000 91,080 Island Grove Regional Treatment Center 55,000 Outreach United Resources 8,000 TOTAL $ 785,537 $ 185,304 53 Alc*, IIIlk COLORADO jj 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 183,219 TOTAL $ 1,406,290 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: y Fg Employee: Health $ 217.62 $ 228.96 $ 288.35 DentalNision 13.00 13.00 13.00 TOTAL $ 230.62 $ 214.96 $ 301.35 Employee $ 16.00 $ 27.34 $ 86.73 County 214.62 214.62 214.62 Dependent: Health $ 359.27 $ 377.77 $ 475.81 DentalNision 16.00 16.00 16.00 TOTAL $ 375.27 $ 393.77 $ 491.81 Total Employee $ 391.27 $ 421.11 $ 578.54 Total County 214.62 214.62 214.62 Employee Costs: 2001 $ 391.27 $421.11 $ 578.54 2000 318.18 341.95 467.35 DIFFERENCE $ 73.09 $ 79.16 $ 111.19 56 PLAN COMPARISON x $ HMO NonHMO a Lifetime Maximum Unlimited Unlimited $1 Million $1 Million Office Visit Co-payment $15 $15 n/a n/a Preventive Care Co-payment $15 $15 Not Covered Not Covered Emergency Room Co-payment $50 $50 n/a n/a Hospital Admission Co-payment $100 $100 n/a n/a Outpatient Surgery Co-payment $25 $25 n/a n/a Individual Deductible n/a n/a $250 $200 Family Deductible n/a n/a $500 $400 Co-insurance n/a n/a 70-30% 80-20% Individual Max Out of Pocket* n/a n/a $2,750 $1,200 Family Max Out of Pocket* n/a n/ate $5,500 $2,400 -r- K, ., _. .-.. a -, : c i E-�[•7��:�'k7b'rSi� . : .�: i : .fir. .�: - *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: $.40/100 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 Commissioners $ Y366,240 $ 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 410,508 408,768 -1,740 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 182,346 194,569 12,223 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 3,226,320 198,979 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 4'7® -'® sea "� e -- Building Inspection 638,453 666,856 28,403 Weed and Pest 53,886 56,263 2,377 OEM 53,886 58,838 4,952 Engineering 451,786 470,585 18,799 Missile Park 22,833 24,612 1,779 Extension 205,809 211,576 5,767 Veteran's Office 44,189 46,177 1,988 TOTAL GENERAL FUND $ 21,667,687 $ 22,680,254 $ 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 0 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 $ 3,140,531 $ 183,219 59 OCIdu0r103 (4) (c) saNnA AO AUVIAIVIflS ALL FUNDS REVENUE $40,000,000 $30,000,000 =2001 $20,000,000 =2000 $10,000,000 0 � Now ass y so ,■i O 5 r n T E D N. m N N m °- 3 c dDT .G N N O) -I PO N BM O SO j (D CD X N N 9 N N C• N fD N N 2 fD N 2 fD f/1 2001 Revenue Total: $ 117,663 ,935 (2000 $ 108,923,296) Property Tax $37,775,210 32.1%— Licenses/Permits $1,825,300 1.6% - Internal Services $6,091,864 5.2% Other Taxes $4,090,000 3.5%_ Miscellaneous $4,807,720 4.1% Ambulance Fees $4,893,596 4.2% Vu if 0 - Charges for Services $4,722,500 4.0% ° Fees $3,498,000 3.0/° -- Fund Balance $18,255,995 15.5% Intergovernmental $31,703,750 26.9% —. 61 ALL FUNDS EXPENDITURES 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 .. 4 �• / : • ,≥ 0 ' D w -o n > o I -o O 2 0 X m z p a o a > m a m a c O - _I g o W z x > W m D r > n rwi r n Z ; 2 n Z Qo P D cn O to r cn m co ; r z mx co w 0 < O m < < m a m m n cn -‹ m — m n c < m cn Cn X co 73 Z D CO m z p —I z 2001 EXPENDITURES Total $107,909,480 (2000 $99,502,065) -- - General Government $15,316,670 14.2% Internal Services $6,285,164 5.8% - -- Ambulance $4,893,596 4.5% — ---- Culture and Recreation $494,661 0.5%44\Social Services $12,281,183 11.4% — — Road and Bridge $17,264,847 16.0% tezp !,i11.,;:',.2.::::::;;;::iii 1 Public Works $660,597 0.6% - — ' __ ` _____ _. Miscellaneous $3,145,694 2.9% . 7 pthlifBIP - Contingency $6,950,000 6.4% Public Safety $21,031,454 19.5% — Auxilary $471,587 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: S 1,762,304.571 20Q0 2000 20101 01 I 2001 2001 2001 2001 , 20 ih`,l 01' TAL, 2001 BEGINNING MILL 'BEGINING" MILL PROPERTY INTERGOV"T OTHE INTE,RFOND ASLAV E I FILE- NptraG FUND BALANCE LEVY BALANCE LEVY TAXES REVENUE , REVENUE TRANSFENS f FIt NCINO i.1{ tTIONS BALANCE 1000 General Fund $ 2,473,612 15.539 $ 2,000,000 $27,059,495 $ 4,643,388 $10,539,283 $ 0 $ 44,242,166 $ 41,614,411 $2,627,755 SPECIAL REVENUE FUNDS: 2000 Public Works 3,210,704 1.298 350,000 2,224,817 10,248,560 4,441,470 0 17,264,847 17,264,847 0 2100 Social Services' 2,913,753 1.938 2,675,995 3,315,898 6,579,290 610,000 0 13,181,183 12,281,183 900,000 2200 Conservation Trust 409,514 0.000 300,000 0 330,000 10,000 0 640,000 340,000 300,000 2300 Contingent 2,606,405 1.379 2,350,000 2,100,000 0 0 0 4,450,000 4,450,000 0 2400 Emergency Reserve 2,525,392 0.000 2,500,000 0 0 0 0 2,500,000 2,500,000 0 2500 Health Department 407,923 0.000 300,000 0 1,310,363 1,436,918 1,666,689 4,713,970 4,413,970 300,000 2600 Human Services 292,419 0.000 290,000 0 8,592,149 605,849 12,351 9,500,349 9,210,349 290,000 2700 Solid Waste 593,723 0.000 600,000 0 0 1,150,000 0 1,750,000 1,150,000 600,000 CAPITAL PROJECT FUNDS: ' 4000 Capital Expenditures 2,421,438 1.547 II 2,510,000 2,525,000 0 150,000 0 5,185,000 5,185,000 0 ENTERPRISE FUNDS: 5000 Ambulance 1,058,496 0.000 150,000 0 0 4,893,596 0 5,043,596 4,893,596 150,000 GROSS TOTALS 18,913,379 21.701 14,025,995 0,000 37,225,210 31,703,750 23,837,116 1,679,040 -1.08,471,111 103,303,356 5,167,755 INTERFUND TRANSFER 0 0.000 0 0 0 0 -1,679,040 -1,679,040 -1,679,040 0 NET TOTALS, 10,913379 21/61 14,02$995 , 0.QQQ 37,2F5,210,.- 31,703,750 23,837,116 0 106,792,071 101,624,316 5,167,755 INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 3,089,904 0.000 1,430,000 0 0 4,029,490 0 5,459,490 3,672,790 1,786,700 6200 Health Insurance 1,005,077 0.000 806000 0 0 178,344 0 978,344 178,344 800,000 6300 Insurance 1,688,097 0.337 1,700,000 550,000 0 265,000 0 2,515,000 815,000 1,700,000 6400 Phone Services 96,219 0.000 300,000 0 0 877,357 0 1,177,357 877,357 300,000 6500 Weld Finance Corp 0 0.000 0 0 0 741,673 0 741,673 741,673 0 NET TOTALS-I S FUNDS 5,879,297 0.337 4,230,000 0.000 550,000 0 6,091,864 0 10,871,864 6,285,164 4,586,700 GROSS TOTALS ALL FUNPS $24792,6716.,. .22.038,; $18,255,995 Q.000:, $ 37,775,210 .$,.31,703,750 $ 29928,980 $ _... 0 $ 117,663,935 $ 107,909,480 $ 9,754455 * $675,995 TANF MOU not to be spent,$1,100,000 Fund Balance of Social Services to be used. WELD COUNTY 2000 ASSESSED VALUES TO BE USED FOR 2001 BUDGET 1 -� : '..�8'._' . -ibYF," ._ t—"E^ vv:�s. v _ ..._>,e.': . .t vau-.. _. ..._,.r.>. v ,.W.. Agriculture $ 108,864,230 $ 108,348,540 $ 515,690 0.5% Commercial 314,711,220 290,007,180 24,704,040 8.5% Industrial 166,281,160 170,255,740 -39,744,580 -2.3% Natural Resources 7,195,130 6,011,730 1,183,400 19.7% Oil and Gas 334,271,440 283,716,490 50,554,950 17.8% Residential 594,997,540 546,905,270 48,092,270 8.8% Vacant Land 49,998,940 40,005,930 9,993,010 25.0% STATE ASSESSED PROPERTY 189,342,800 190,702,000 -1,359,200 -0.7% LESS TAX INCREMENT 3,357,889 3,482,098 494,228 16.5% * Figures based on preliminary certification 64 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $458,643 $242,678 $701,321 PUBLIC TRUSTEE 4,000 5,549 9,549 CLERK&RECORDER (1,179,181) 0 (1,179,181) ELECTIONS 302,770 58,206 360,976 TREASURER (222,492) 0 (222,492) ASSESSOR 1,636,106 404,082 2,040,188 COUNTY COUNCIL 24,856 5,808 30,664 DISTRICT ATTORNEY 2,309,567 368,096 2,677,663 SHERIFF 854,312 800,856 1,655,168 CORONER 295,716 30,679 326,395 CLERK TO THE BOARD 93,233 0 93,233 TOTAL $4,577,530 $1,915,954 $6,493,484 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $4,291,875 $149,908 $4,441,783 CENTENNIAL JAIL 3,149,301 865,729 4,015,030 COMMUNITY CORRECTIONS 0 19,446 19,446 SOCIAL SERVICES 4,415,898 50,777 4,466,675 HUMAN RESOURCES 12,351 506,400 518,751 PUBLIC HEALTH 1,666,689 532,921 2,199,610 TOTAL $13,536,114 $2,125,180 $15,661,294 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $620,306 $0 $620,306 CRIME LAB 63,155 10,222 73,377 POLICE SERVICES (LEVEL) 3,459,350 137,242 3,596,592 COMMUNICATIONS-COUNTY-WIDE 682,225 0 682,225 COMMUNICATION SYSTEM DEVEL 500,000 0 500,000 E-911 700 0 700 OFFICE EMERGENCY SERVICES 56,006 6,251 62,257 DRUG TASK FORCE 70,248 5,055 75,303 TOTAL $5,451,990 $158,770 $5,610,760 65 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING &ZONING/BLDG INSP $151,867 $411,774 $563,641 ANIMAL CONTROL 147,701 7,291 154,992 PEST&WEED CONTROL 211,396 47,888 259,284 EXTENSION SERVICE 296,848 143,663 440,511 VETERAN'S OFFICE 49,077 9,851 58,928 AIRPORT 92,750 44,707 137,457 MENTAL HEALTH 135,875 0 135,875 MISSILE SITE PARK 0 3,028 3,028 COUNTY FAIR 38,661 5,483 44,144 JUVENILE DIVERSION 199,692 19,446 219,138 DEVELOPMENTALLY DISABLED 45,000 0 45,000 SENIOR COORDINATORS 12,500 0 12,500 VICTIM ASSISTANCE 81,302 23,598 104,900 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 368,220 24,246 392,466 ISLAND GROVE BUILDING 100,000 0 100,000 TOTAL $2,049,186 $740,974 $2,790,160 GENERAL ASSISTANCE: $132,000 $0 $132,000 PUBLIC WORKS $2,224,817 $746,896 $2,971,713 ENGINEERING 660,597 60,729 721,326 TOTAL $2,885,414 $807,625 $3,693,039 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 $399,723 ($399,723) $0 BUILDING&GROUNDS 2,476,109 (2,476,109) 0 FINANCE&ADMINISTRATION 241,027 (241,027) 0 ACCOUNTING 415,289 (415,289) 0 PURCHASING 91,431 (91,431) 0 PERSONNEL 332,778 (332,778) 0 PBX/PHONES 0 0 0 INSURANCE 550,000 (550,000) 0 NON-DEPARTMENTAL 234,490 (234,490) 0 BUILDING RENTS 741,673 (741,673) 0 COMPUTER 1,998,687 (1,998,687) 0 PRINTING &SUPPLY 36,406 (36,406) 0 TOTAL $7,517,613 ($7,517,613) $0 66 CENTRAL SERVICE COST ALLOCATION PLAN SUMMARY OF 1999 ALLOCATED COSTS APPLICABLE FOR 2001 CENTRAL SERVICE COST ALLOCATION PLAN 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 rn JAIL 996,538 LIBRARY 122,930 J COMMUNITY CORRECTIONS 19,080 JUVENILE DIVERSION 27,746 GRAPHIC INFORMATION SERVICE 23,790 VICTIM ASSISTANCE 23,154 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 111 $20,000,000 $18,255,995 $15,982,461 0- $15,000,000 $13,370,293 cc $11,584,971 $1 0,000,000 $3,008,234 $7,037,205 $7,141,327 $6,303,459 $5,664,988 $5,416,464 $5,000,000 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 ITEN YEAR TREND0 Cumulative Percent Increase: Weld County Expenditures 50 ifit y . . 40 . g. . y . co I iCifigiilt! \ . g = 30 . . . y a iti . . . . . . . » « f y : : w _ . m % » ° < - < ys . . _ : - - = 7 « . « \ . « . . - 7 . _ . : « - MEM y : : « a - y / y y . - « y y y .p . .g p - : ill MP - < �y � �a . wd � � : © � : I < \ � .y � �7 �� 2 . . AP. % - » :y . _ 9 r. < / \ y LE . _ ? - - \ b/ < � «3 : ,6 <2 � :& � :d « � . � . � > . a«A yy y : . . � z w yy ° r tam « x» 0 �3 yaw ..: «.�K . . . ., . ,� 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 cGen Gov ■PueSafety sRok, & Bridges OHeAh & Welfare WELD COUNTY HOME RULE GOVERNMENT COUNTY VOTERS ) ( Assessor Weld County Council Board of County Commissioners < Treasurer 4County Attorney) (5 Elected Members) (5 Elected Members) I Sheriff I I I I i Department of Department of Department of " Department of ' Department or Corrections,Law Enforcement Finance, Central Public Health Planning Public Human - Ammar 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 , o 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 En ineerin Hospital Board g dg Social Services — Road and Bridge Recording Administration l Planning and Zoning Pest and Weed Motor Vehicle Building Inspection Election Finance Division Ambulance Board of Adjustment Personnel Services Planning Commission Information Services Director Uniform Building Code Human Services Accounting Utility Board Clerk to the Board Director Budget Ambulance Services Risk Management I { Coroner Human Services Airport Human Services Board Communications Extension Con tract Administration Fleet Management Director Sanitary Landfills Purchasing Buildings and Grounds Extension Service Special Projects Fair Board Veterans'Services Printing and Supply SUMMARY OF COUNTY FUNDED POSITIONS 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 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 RECOMMEND RECOMMEND 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 N Health Promotion 6.62 4.30 6.05 6.05 + 1.75 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 r-:7-: __ , GENERAL ___ _. FUND .„, ., _., „.,..„ _i__,,, .n,... _... , „,.. , __ .. ,. .__ ... . ,,... ---"iiimmir—a-m--aim OHO aQUU0UD OHO UQUUODU 0 0 0 Illail� 1 O 0 ❑ GENERAL FUND I 0,Revenue Changes 0, N 30,000,000 Tom.. 25,000,000 • 20,000,000 O2001 5-0 w O2000 15,000,000 Eft w in p N A $.:11(^) ' a N 4° tab) A.. A. V N -.-(0 to fd a EA W W m O O O °' W p° _0 6, O W .:, W O 4.cm m 0 pea , M� O 10,000,000 8th � g - w o CD rat; e r $5,000,000 o r ` ■ $0 / p N r a 7 Ti C a co a N (0 (�D 7 pt N n Q `G p-j n CD T1 O OC N N p N 0) N x j 3 N _, N o 7 x y m 3 N y ID CD m CD 2 CD N 2001 Revenue TOTAL: $44,242,166 (2000: $40,964,311) Fund Balance 4.5% $2,000,000 _ Miscellaneous 8.7% 1DP $3,858,134 Licenses/Permits 3.1% $1,364,700 Charges for Services 3.8 $1,695,949 Property Tax 61.2% {l ,,, .i, Fines/Forfeitures 0.1% $27,059,495 -- ----- $32,500 'Y rki€. ''' --- Intergovernmental 10.5% -,II„ip!l' $4,643,388 Other Taxes 0.2% $90,000 Fee Accounts 7.9% $3,498,000 73 GENERA ,_ FUND Expenditure Changes $19,7-6,592 25,000,000 $21,03 ` " $14,812,099 20,000,000 $1 i i ,. 02001 15,000,000 O2000 10,000,000 $1 632,866-_r $18R,18298061 174i ca $5,000,000 $ ' � 5 E,471 '.60, - . . $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $41,614,411 (2000 $38,588,491) Public Safety $21,031,454 50.5% m 7 f aI 41111,1111111110,1091011111111,1111y0,' i { I •t - Culture/Recreation $154,62651640.44%3% ' i' mn .,„, , iI i 4i„ i.i' A �-_ - - Health&Welfare $1,80 Pahfililirillii i' m : . iilAh lillianilillagli iffiliiiiiiiinglittr,‘' '.-'. ;,,y m, Miscellaneous$6$610,,959957,694 4.8% Oyu':Y'i+:i r Vii:(, "• -- -- Public Works 1.6% -- Human Services $181,184 0.4% Auxilary $471,587 1.1% - General Government $15,316,670 36.8% 74 TEN TEAR TREND Cumulative Percent Increase: General Government 50 40 V - 1-c. 30 X K •Ta es - OGen Gov 20 10 0 _ 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 TEN YEAR TREND Cumulative Percent Increase: Public Safety 50 / 40 ° 30 s � axes ©Public Safety ' et 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 IIII TEN YEAR TREND Cumulative Percent Increase: Health and Welfare II 50 / . .._.. _. 40 a L V V 30 © Welfare „ r axes e 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$41,614,411, up$3,025,920, or 7.84%. The budget for general government functions are up $504,571. 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 $1,324,862 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 $40,575, 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$44,242,166 compared to$40,969,311 in 2000, up $3,272,855 or 7.99%. Property taxes are set at$27,059,495. Licenses and permits are up$159,700 due to building and development activity. Grants are up$807,605 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. 78 The beginning fund balance is anticipated to be $2,000,000 for 2001. An estimated ending fund balance of$2,627,755 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. 79 GENERAL FUND SUMMARY OF REVENUE 2001 ACCOUNT NUMBER 2000 2001 2001 TAXES 1000 4112 90100 CURRENT PROPERTY TAXES 25,366,620.00 27,059,495.00 27,059,495.00 1000 4116 90100 PROPERTY TAX ADJUSTMENT 0.00 0.00 0.00 1000 4140 90100 SEVERANCE TAXES 10,000.00 15,000.00 15,000.00 1000 4150 90100 TOBACCO PRODUCTS 65,000.00 75,000.00 75,000.00 TOTAL TAXES 25,441,620.00 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 1000 4221 17100 PERMITS 350,000.00 350,000.00 350,000.00 1000 4222 25100 BUILDING 600,000.00 700,000.00 700,000.00 1000 4224 25100 ELECTRICAL 100,000.00 110,000.00 110,000.00 1000 4226 25100 PLAN CHECK 150,000.00 200,000.00 200,000.00 TOTAL LICENSES&PERMITS 1,205,000.00 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 1000 4340 15100 GRANTS 53,600.00 53,600.00 53,600.00 1000 4340 15300 GRANTS 51,161.00 52,763.00 52,763.00 1000 4340 22200 GRANTS 0.00 1,000,000.00 1,000,000.00 1000 4340 24200 GRANTS 171,046.00 143,715.00 143,715.00 1000 4340 96100 GRANTS 30,837.00 30,351.00 30,351.00 1000 4340 96400 GRANTS 2,400.00 2,400.00 2,400.00 111000 4340 15200 GRANTS 0.00 63,738.00 63,738.00 111097 4340 15200 GRANTS 49,829.00 0.00 0.00 1120 4340 15300 GRANTS 0.00 27,609.00 27,609.00 112097 4340 15300 GRANTS 5,551.00 0.00 0.00 1130 4340 15300 GRANTS 69,486.00 65,400.00 65,400.00 116000 4340 24210 GRANTS 0.00 727,319.00 727,319.00 116000 4340 24220 GRANTS 0.00 2,206,853.00 2,206,853.00 116099 4340 24210 GRANTS 1,185,413.00 0.00 0.00 116099 4340 24220 GRANTS 2,064,470.00 0.00 0.00 1000 4352 90100 THORNTON 29,890.00 29,890.00 29,890.00 1000 4354 22100 CITIES AND TOWNS 21,500.00 26,750.00 26,750.00 1000 4354 24410 CITIES AND TOWNS 75,000.00 213,000.00 213,000.00 1000 4354 25100 CITIES AND TOWNS 25,000.00 0.00 0.00 TOTAL INTERGOVERNMENTAL REVENUE 3,835,783.00 4,643,388.00 4,643,388.00 CHARGE FOR SERVICES GENERAL FUND SUMMARY OF REVENUE 2001 ACCOUNT NUMBER 2000 2001 2001 1000 4410 10200 CHARGE FOR SERVICES 60,000.00 60,000.00 60,000.00 1000 4410 10400 CHARGE FOR SERVICES 14,034.00 15,556.00 15,556.00 1000 4410 11200 CHARGE FOR SERVICES 81,778.00 140,000.00 140,000.00 1000 4410 15100 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 1000 4410 17200 CHARGE FOR SERVICES 226,650.00 202,000.00 202,000.00 1000 4410 17300 CHARGE FOR SERVICES 51,000.00 55,000.00 55,000.00 1000 4410 17600 CHARGE FOR SERVICES 169,500.00 175,000.00 175,000.00 1000 4410 21100 CHARGE FOR SERVICES 10,000.00 10,000.00 10,000.00 1000 4410 21200 CHARGE FOR SERVICES 214,600.00 199,500.00 199,500.00 1000 4410 22100 CHARGE FOR SERVICES 152,549.00 162,019.00 162,019.00 1000 4410 22200 CHARGE FOR SERVICES 0.00 250,000.00 250,000.00 1000 4410 24410 CHARGE FOR SERVICES 404,700.00 220,530.00 220,530.00 1000 4410 24420 CHARGE FOR SERVICES 140,000.00 122,594.00 122,594.00 1000 4410 26100 CHARGE FOR SERVICES 1,000.00 1,000.00 1,000.00 1000 4410 50100 CHARGE FOR SERVICES 2,000.00 2,000.00 2,000.00 1000 4410 90100 CHARGE FOR SERVICES 33,712.00 0.00 0.00 111000 4410 15200 CHARGE FOR SERVICES 0.00 6,250.00 6,250.00 oo I 111097 4410 15200 CHARGE FOR SERVICES 6,250.00 0.00 0.00 1000 4420 90100 PARKING 12,500.00 12,500.00 12,500.00 1000 4430 13100 SALE OF SUPPLIES 15,000.00 15,000.00 15,000.00 1000 4430 15100 SALE OF SUPPLIES 12,000.00 12,000.00 12,000.00 1000 4430 17100 SALE OF SUPPLIES 5,000.00 8,000.00 8,000.00 1000 4430 17600 SALE OF SUPPLIES 27,000.00 17,000.00 17,000.00 1000 4430 25100 SALE OF SUPPLIES 150.00 0.00 0.00 TOTAL CHARGE FOR SERVICE 1,649,423.00 1,695,949.00 1,695,949.00 FINES&FORFEITURES 1000 4510 90100 FINES 30,000.00 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 1000 4624 22100 RENTS FROM BUILDINGS 43,008.00 40,500.00 40,500.00 1000 4624 90100 RENTS FROM BUILDINGS 300,296.00 321,900.00 321,900.00 1000 4640 90100 OIL AND GAS 125,000.00 130,000.00 130,000.00 1000 4650 90100 OVERHEAD 872,484.00 803,130.00 803,130.00 1000 4670 21200 REFUND OF EXPENDITURE 114,119.00 298,022.00 298,022.00 1000 4670 21260 REFUND OF EXPENDITURE 66,164.00 69,930.00 69,930.00 1000 4670 21410 REFUND OF EXPENDITURE 147,584.00 153,352.00 153,352.00 1000 4670 26200 REFUND OF EXPENDITURE 39,730.00 26,300.00 26,300.00 GENERAL FUND SUMMARY OF REVENUE 2001 ACCOUNT NUMBER 2000 2001 2001 1000 4680 23200 OTHER 800.00 1,000.00 1,000.00 1000 4680 96200 OTHER 14,000.00 14,000.00 14,000.00 TOTAL MISCELLANEOUS 3,423,185.00 3,858,134.00 3,858,134.00 FEES 1000 4720 12100 ADVERTISING FEES 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 1000 4730 12100 OTHER FEES 700,000.00 725,000.00 725,000.00 1000 4730 13100 OTHER FEES 24,000.00 24,000.00 24,000.00 1000 4730 15100 OTHER FEES 4,800.00 10,000.00 10,000.00 1000 4730 25100 OTHER FEES 500.00 0.00 0.00 1000 4730 26200 OTHER FEES 0.00 4,000.00 4,000.00 1000 4740 90100 FEES,CABLE FRANCHISE 25,000.00 30,000.00 30,000.00 TOTAL FEES 3,184,300.00 3,498,000.00 3,498,000.00 TOTAL GENERAL FUND 38,769,311.00 42,242,166.00 42,242,166.00 m N GENERAL FUND SUMMARY OF EXPENDITURES 2001 ACCOUNT# 2000 2001 2001 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 456,343.00 458,643.00 458,643.00 1000 10200 COUNTY ATTORNEY 459,723.00 459,723.00 459,723.00 1000 10300 PUBLIC TRUSTEE 4,000.00 4,000.00 4,000.00 1000 10400 CLERK TO THE BOARD 107,578.00 108,789.00 108,789.00 1000 11100 COUNTY CLERK 1,433,821.00 582,846.00 582,846.00 1000 11200 ELECTIONS AND REGISTRATION 688,345.00 442,770.00 442,770.00 1000 11300 MOTOR VEHICLE 0.00 912,973.00 912,973.00 1000 12100 TREASURER'S OFFICE 538,620.00 555,174.00 532,508.00 1000 13100 ASSESSOR 1,665,106.00 1,675,106.00 1,675,106.00 1000 14100 COUNTY COUNCIL 24,801.00 24,856.00 24,856.00 1000 15100 DISTRICT ATTORNEY 2,138,000.00 2,393,667.00 2,393,667.00 1000 15200 JUVENILE DIVERSION 203,241.00 199,692.00 199,692.00 111000 15200 JUVENILE DIVERSION 0.00 69,988.00 69,988.00 111097 15200 JUVENILE DIVERSION 66,439.00 0.00 0.00 m 1000 15300 VICTIM WITNESS 136,455.00 142,384.00 134,065.00 L^' 1120 15300 VICTIM WITNESS 0.00 27,609.00 27,609.00 112097 15300 VICTIM WITNESS 5,551.00 0.00 0.00 1130 15300 VICTIM WITNESS 69,486.00 65,400.00 65,400.00 1000 16100 FINANCE 241,027.00 241,027.00 241,027.00 1000 16200 ACCOUNTING 415,289.00 415,289.00 415,289.00 1000 16300 PURCHASING 91,431.00 91,431.00 91,431.00 1000 16400 PERSONNEL 327,170.00 332,778.00 332,778.00 1000 17100 PLANNING OFFICE 602,232.00 767,088.00 767,088.00 1000 17200 BUILDINGS AND GROUNDS 2,669,631.00 2,678,109.00 2,678,109.00 1000 17300 INFORMATION SERVICES 2,049,687.00 2,053,687.00 2,053,687.00 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 135,217.00 369,220.00 369,220.00 1000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 50,000.00 50,000.00 50,000.00 1000 17600 PRINTING AND SUPPLY 232,906.00 225,406.00 225,406.00 TOTAL GENERAL GOVERNMENT 14,812,099.00 15,347,655.00 15,316,670.00 PUBLIC SAFETY 1000 21100 SHERIFF ADMINISTRATION 854,820.00 866,893.00 864,312.00 1000 21200 SHERIFF'S OPERATIONS 3,668,950.00 4,035,113.00 3,956,872.00 1000 21230 ORDINANCE 88 ENFORCEMENT 145,522.00 147,701.00 147,701.00 1000 21260 REGIONAL LAB 128,176.00 133,085.00 133,085.00 1000 21410 DRUG TASK FORCE 217,834.00 223,600.00 223,600.00 1000 22100 COMMUNICATIONS SERVICE 812,992.00 911,494.00 911,494.00 GENERAL FUND SUMMARY OF EXPENDITURES 2001 ACCOUNT# 2000 2001 2001 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 500,000.00 1,750,000.00 1,750,000.00 1000 22300 E-911 700.00 700.00 700.00 1000 22400 CRIMIAL JUSTICE SYSTEM 575,256.00 620,306.00 620,306.00 1000 23200 COUNTY CORONER 288,720.00 296,716.00 296,716.00 1000 24200 COMMUNITY CORRECTIONS 171,046.00 143,715.00 143,715.00 1000 24210 RESIDENTIAL TREATMENT CENTER 0.00 0.00 0.00 116000 24210 RESIDENTIAL TREATMENT CENTER 0.00 727,319.00 727,319.00 116099 24210 RESIDENTIAL TREATMENT CENTER 1,185,414.00 0.00 0.00 116000 24220 THE RESTITUTION CENTER 0.00 2,206,853.00 2,206,853.00 116099 24220 THE RESTITUTION CENTER 2,064,470.00 0.00 0.00 1000 24410 NORTH JAIL COMPLEX 4,877,085.00 4,725,405.00 4,725,405.00 1000 24420 CENTENNIAL JAIL 3,234,293.00 3,271,895.00 3,271,895.00 1000 25100 BUILDING INSPECTION 682,612.00 752,779.00 752,779.00 1000 26100 WEED AND PEST 212,396.00 212,396.00 212,396.00 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 86,306.00 86,306.00 86,306.00 F TOTAL PUBLIC SAFETY 19,706,592.00 21,112,276.00 21,031,454.00 PUBLIC WORKS 1000 31100 ENGINEERING 701,172.00 660,597.00 660,597.00 CULTURE&RECREATION 1000 50100 MISSILE PARK 2,000.00 2,000.00 2,000.00 1000 56100 AIRPORT 41,666.00 92,750.00 92,750.00 1000 56160 COUNTY CONTRIBUTIONS 1,551,430.00 1,679,040.00 1,679,040.00 TOTAL CULTURE&RECREATION 1,595,096.00 1,773,790.00 1,773,790.00 HEALTH&WELFARE 1000 56110 SENIOR PROGRAMS 12,500.00 12,500.00 12,500.00 1000 56120 WASTE WATER 6,964.00 6,964.00 6,964.00 1000 56130 DEVELOPMENTALLY DISABLED 52,000.00 143,080.00 45,000.00 1000 56140 MENTAL HEALTH 135,875.00 135,875.00 135,875.00 1000 56150 A KID'S PLACE 7,500.00 7,500.00 7,500.00 TOTAL HEALTH&WELFARE 214,839.00 305,919.00 207,839.00 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 103,833.00 103,833.00 103,833.00 1000 60300 INDUSTRIAL REVENUE BONDS(IRB) 739,160.00 741,673.00 741,673.00 TOTAL ECONOMIC ASSISTANCE 842,993.00 845,506.00 845,506.00 GENERAL FUND SUMMARY OF EXPENDITURES 2001 ACCOUNT# 2000 2001 2001 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 234,490.00 297,490.00 234,490.00 1000 96100 EXTENSION 319,160.00 327,360.00 327,360.00 1000 96200 FAIR 52,661.00 52,661.00 52,661.00 1000 96400 VETERANS 51,477.00 51,477.00 51,477.00 1000 96500 ISLAND GROVE BUILDINGS 100,000.00 100,000.00 100,000.00 1000 99999 SALARY CONTINGENCY 0.00 1,012,567.00 1,012,567.00 TOTAL MISCELLANEOUS 757,788.00 1,841,555.00 1,778,555.00 TOTAL GENERAL FUND 38,630,579.00 41,887,298.00 41,614,411.00 al ul 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. ... tom Personnel Services $ 372,057 $ 366,240 $ 366,240 $ 366,240 •• MENI 3,625 350 350 350 Purchased Services 102,481 89,753 92,053 92,053 Fixed Char.es 0 0 0 0 Ca•ital 1,818 0 0 0 Gross Count Cost $ 479,981 $ 456,343 $ 458,643 $ 458,643 Revenue 0 0 0 0 Net Coun Cost $ 479,981 $ 456,343 $ 458,643 $ 458,643 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. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. 86 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 $2.87 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: 87 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. I Personnel Services $ 377,077 $ 407,744 $ 407,744 $ 407,744 ®•. - 1,495 1,500 1,500 1,500 Purchased Services 51,577 50,479 50,479 50,479 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 430,149 $ 459,723 $ 459,723 $ 459,723 Revenue 73,591 60,000 60,000 60,000 Net Count Cost $ 356,558 $ 399,723 $ 399,723 $ 399,723 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. 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. 88 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 2.50 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: 89 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 •• 1,644 4,000 4,000 4,000 Purchased Services 1,877 0 0 0 Gross Coun Cost $ 3,521 $ 4,000 $ 4,000 $ 4,000 Revenue 0 0 0 0 Net Count Cost $ 3,521 $ 4,000 $ 4,000 $ 4,000 Bud•et 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. 90 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/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37- 102(3), CRS. See the following page for the Public Trustee's budget which, as a state office, is maintained independent of Weld County's budget. BOARD ACTION: 91 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 92 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. ,; b Personnel Services $ 88,873 $ 98,350 $ 98,350 $ 98,350 12,267 2,745 2,745 2,745 Purchased Services 14,206 13,001 14,472 14,472 Fixed Char.es -5,034 -6,518 -6,778 -6,778 Ca•ital 0 0 0 0 Gross Count Cost $ 110,312 $ 107,578 $ 108,789 $ 108,789 Revenue 13,831 14,034 15,556 15,556 Net Count Cost $ 96,481 $ 93,544 $ 93,233 $ 93,233 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. 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. 93 CLERIC 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 .5827 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: 94 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. ems' Personnel Services $ 1,132,837 $ 1,263,800 $ 460,314 $ 460,314 •• IME 45,156 26,480 21,280 21,280 Purchased Services 185,523 143,541 85,252 85,252 Fixed Char.es 0 0 16,000 16,000 Ca•ital 6,355 0 0 0 Gross Count Cost $ 1,369,871 $ 1,433,821 $ 582,846 $ 582,846 Revenue 2,677,910 2,400,000 2,675,000 2,675,000 Net Coun Cost $ -1,308,039 $ -966,179 $ -2,092,154 $ -2,092,154 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. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 95 RECORDING/ADMINISTRATION (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) ($13.08) 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: 96 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. Y . t Personnel Services $ 192,242 $ 288,690 $ 189,104 $ 189,104 .. 157,281 262,833 181,208 181,208 Purchased Services 34,245 136,822 72,458 72,458 Fixed Chars es 960 0 0 0 Gross Coun Cost $ 384,728 $ 688,345 $ 442,770 $ 442,770 Revenue 139,855 81,778 140,000 140,000 Net Count Cost $ 244,873 $ 606,567 $ 302,770 $ 302,770 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. 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. 97 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 .48 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 .500 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: 98 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. Personnel Services _ -- $ 843,592 $ 843,592 .. -- 6,564 6,564 Purchased Services 62,817 62,817 Fixed Char.es 0 0 Ca.ital 0 0 Gross Count Cost $ 0 $ 0 $ 912,973 $ 912,973 Revenue 0 0 Net Count Cost $ 0 $ 0 $ 912,973 $ 912,973 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). 99 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 $1.89 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: 100 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. Personnel Services $ 404,324 $ 410,508 $ 433,174 $ 410,508 •• MIE 54,757 21,248 20,000 20,000 Purchased Services 158,916 106,864 102,000 102,000 Fixed Charges 0 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 617,997 $ 538,620 $ 555,174 $ 532,508 Revenue 855,599 737,500 755,000 755,000 Net Coun Cost $ -237,602 $ -198,880 $ -199,826 $ -222,492 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. 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. 101 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) ($1.39) 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: 102 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 and accurate tax warrant to the Treasurer for collection of property taxes. Personnel Services $ 1,378,759 $ 1,434,510 $ 1,434,510 $ 1,434,510 •• - 120,879 54,296 64,296 64,296 Purchased Services 152,988 176,300 176,300 176,300 Fixed Char.es 0 0 0 Ca•ital 3,011 0 0 Gross Coun Cost $ 1,655,637 $ 1,665,106 $ 1,675,106 $ 1,675,106 Revenue 45,480 39,000 39,000 39,000 Net Count Cost $ 1,610,157 $ 1,626,106 $ 1,636,106 $ 1,636,106 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. 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. 103 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 8.87 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: 104 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. -. t'' ''1 .11' .+ t 1 tea _ f�I3 € E„ � , Personnel Services $ 8,298 $ 13,986 $ 13,986 $ 13,986 •• 220 400 400 400 Purchased Services 2,880 10,415 10,470 10,470 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 11,398 $ 24,801 $ 24,856 $ 24,856 Revenue 0 0 0 0 Net Count 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. 105 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: 106 TEN YEAR TREND 0 II Cumulative Percent Increase: District Attorney 140 120 100 ao ::. •Taxes District Attorney e 60 40 20 b 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 TEN YEAR TREND Cumulative Percent Increase: District Attorney Local Costs 0 111 200 / . 150 m : Taxes 100 ©D.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. . Personnel Services $ 1,786,416 $ 1,946,880 $ 2,163,884 $ 2,163,884 228,838 54,800 36,200 36,200 Purchased Services 108,292 103,041 157,345 157,345 Fixed Char.es 22,960 33,279 36,238 36,238 Ca.ital 49,729 0 0 Gross Count Cost $ 2,196,235 $ 2,138,000 $ 2,393,667 $ 2,393,667 Revenue 92,673 80,400 84,100 84,100 Net Count Cost $ 2,103,562 $ 2,057,600 $ 2,309,567 $ 2,309,567 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. OBJECTIVES: Prosecute cases as indicated below in workload measures. 109 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 $14.43 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. 110 DISTRICT ATTORNEY (CONTINUED) 1000-15100 FINANCE/ADMINISTRATION RECOMMENDATION(CONTINUED): 6. The upgrade of two District Court clericals from III'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: 111 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. Personnel Services $ 230,482 $ 248,488 $ 248,488 $ 248,488 3,729 4,639 4,639 4,639 Purchased Services 17,516 16,553 16,553 16,553 Fixed Char•es 4,842 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 256,569 $ 269,680 $ 269,680 $ 269,680 Revenue 71,365 56,079 69,988 69,988 Net Count Cost $ 185,204 $ 213,601 $ 199,692 $ 199,692 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. 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. 112 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 $1.25 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: 113 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. la+ � Personnel Services $ 167,824 $ 190,534 $ 214,435 $ 206,116 •• 2,649 4,520 4,520 4,520 Purchased Services 15,059 16,438 16,438 16,438 Fixed Char.es 397,379 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 582,911 $ 211,492 $ 235,393 $ 227,074 Revenue 511,483 126,198 145,772 145,772 Net Coun Cost $ 71,428 $ 85,294 $ 89,621 $ 81,302 Budget Positions 5.75 5.75 6.5 6.5 SUMMARY OF CHANGES: Personnel Services increases include$8,319 to upgrade two Office Tech II'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. 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. 114 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 $.53 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: 115 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. z+- Personnel Services $ 214,728 $ 235,111 $ 235,111 $ 235,111 4,340 250 250 250 Purchased Services 6,261 5,666 5,666 5,666 Capital 26,298 0 0 0 Gross Count Cost $ 251,627 $ 241,027 $ 241,027 $ 241,027 Revenue 0 0 0 0 Net Count Cost $ 251,627 $ 241,027 $ 241,027 $ 241,027 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in CAPP Insurance Pool; 3)Obtain award for GFOA Distinguished Budget Presentation; 4) Develop budget strategy to allow county to deal with FY 2001. 116 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 1.5064 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: 117 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCnt InITINf nFPARTMFNT BUDGET UNIT TITLE AND NUMBER: Arrnunting -- 1000-18200 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. Personnel Services $ 290,245 $ 317,230 $ 317,230 $ 317,230 87,353 79,118 74,479 74,479 Purchased Services 28,669 18,941 23,580 23,580 Fixed Char•es 0 0 0 0 Ca•ital 1,773 0 0 0 Gross Count Cost $ 408,040 $ 415,289 $ 415,289 $ 415,289 Revenue 0 0 0 0 Net Count Cost $ 408,040 $ 415,289 $ 415,289 $ 415,289 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. 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. 118 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 $2.43 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: 119 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. Personnel Services $ 80,220 $ 83,987 $ 83,987 $ 83,987 ..INIM 627 1,400 1,400 1,400 Purchased Services 4,219 6,044 6,044 6,044 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 85,066 $ 91,431 $ 91,431 $ 91,431 Revenue 24 0 0 0 Net Coun Cost $ 85,042 $ 91,431 $ 91,431 $ 91,431 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change. OBJECTIVES: 1) To maintain and operate the centralized purchasing function of Weld County Government; 2) Establish annual requirements for purchasing of like items by departments; 3) Survey user departments for feedback on current system; 4) Maintain adequate liaison with customers and conduct training as required; 5) Provide feedback to user departments; and 6)To limit and provide data to departments and Board regarding unauthorized purchases. 120 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 .5714 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: 121 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. -'* 3 � - e,em;:«i �^'3 � dal '' �... ..,,:.R{ S'4�°....L� Personnel Services $ 271,133 $ 300,234 $ 305,842 $ 305,842 .. - 1,810 6,400 2,400 2,400 Purchased Services 39,516 20,536 24,536 24,536 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 312,459 $ 327,170 $ 332,778 $ 332,778 Revenue 0 0 0 0 Net Coun Cost $ 312,459 $ 327,170 $ 332,778 $ 332,778 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. 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. 122 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 2.0799 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: 123 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND 7ONING 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. Personnel Services $ 551,974 $ 591,862 $ 746,218 $ 746,218 .. MIE 43,690 17,200 17,200 17,200 Purchased Services 71,710 43,219 53,719 53,719 Fixed Char.es 10,555 0 0 0 Contra Account -50,049 -50,049 -50,049 -50,049 Gross Count Cost $ 627,880 $ 602,232 $ 767,088 $ 767,088 Revenue 398,068 355,000 358,000 358,000 Net Count Cost $ 229,812 $ 247,232 $ 409,088 $ 409,088 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. 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. 124 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 haring attended 10 40 40 per year Average number of customer requests for 750 1800 1800 information (Zoning/Flood Plain) 125 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/ADMINISTRATIONRECOMMENDATION: Recommend approval. Workload justifies the additional staffing requirement. BOARD ACTION: 126 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of: air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, South County Services Building, Public Works Headquarters,Ambulance Buildings, North County Jail, Health Building,Training Center,and Weld Business Park Administrative Buildings. Personnel Services $ 1,229,524 $ 1,374,355 $ 1,403,209 $ 1,403,209 .•NIM 232,239 316,400 251,800 251,800 Purchased Services 927,254 952,876 1,002,100 1,002,100 Fixed Char.es 4,278 26,000 21,000 21,000 Ca•ital 8,750 0 0 0 Contra Account -918 0 0 0 Gross Coun Cost $ 2,401,127 $ 2,669,631 $ 2,678,109 $ 2,678,109 Revenue 136,439 226,650 202,000 202,000 Net Count Cost $ 2,264,688 $ 2,442,981 $ 2,476,109 $ 2,476,109 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. Net county costs are up $33,128. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 127 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 15.476 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: 128 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANGF 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. 71 i`1 q ^u•d +E»..'"1 , 3nY."" 33j1im?9"-'. l.r } Personnel Services $ 0 $ 0 $ 0 $ 0 IMMII322,265 0 0 0 Purchased Services 1,691,064 1,732,573 1,919,617 1,919,617 Fixed Char.es 0 0 0 0 Contra Account -508,900 -297,600 -490,930 -490,930 Ca.ital 321,926 614,714 625,000 625,000 Gross Count Cost $ 1,826,355 $ 2,049,687 $ 2,053,687 $ 2,053,687 Revenue 66,318 51,000 55,000 55,000 Net Coun Cost $ 1,760,037 $ 1,998,687 $ 1,998,687 $ 1,998,687 Budget Positions -- -- -- -- SUMMARY OF CHANGES: SCT contract costs reflect a 3.80% CPI, for a contract increase of $87,044. 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. 129 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: 130 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. ... - a i 7i?a�a . ® i a4a a"°-: 3 t '� ,�' +�,. I• Personnel Services $ 25,132 $ 0 $ 72,686 $ 72,686 ®.. - 27,540 43,787 38,901 38,901 Purchased Services 12,921 75,230 170,633 170,633 Fixed Char.es 0 0 0 0 Ca•ital 28,071 16,200 87,000 87,000 Gross Count Cost $ 93,664 $ 135,217 $ 369,220 $ 369,220 Revenue 621 0 0 0 Net Coun Cost $ 93,043 $ 135,217 $ 369,220 $ 368,220 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. 131 GEOGRAPHICAL INFORMATION 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: 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTI AY BUDGET UNIT TITLE AND NUMBER: Capital Outlay -- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. Personnel Services $ 0 $ 0 $ 0 $ 0 .. - EIM 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 0 0 0 0 Capital 48,389 50,000 50,000 50,000 Gross Coun Cost $ 48,389 $ 50,000 $ 50,000 $ 50,000 Revenue 0 0 0 0 Net Coun 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: 133 CAPITAL OUTLAY (CONTINUED) 1000-17500 mm QUES : ..-: - fir;Mee .ZPP.RO_MED CLERK AND RECORDER: Plat File Cabinets (2) $ 10,000 $ 10,000 $ SHERIFF/OTHER: Office Partition/ Furniture 7,000 7,000 FAIR: Livestock Panels 8,000 8,000 UN-DESIGNATED: 25.000 25,000 TOTAL $ 50,000 $ 50,000 $ 50,000 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL $FRVICFS BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. Personnel Services $ 64,378 $ 59,106 $ 59,106 $ 59,106 .. - 34,927 54,200 46,500 46,500 Purchased Services 102,885 119,600 119,800 119,800 Fixed Char.es -2,365 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 199,825 $ 232,906 $ 225,406 $ 225,406 Revenue 183,035 196,500 192,000 192,000 Net Count Cost $ 16,790 $ 36,406 $ 33,406 $ 33,406 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. 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. 135 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 .2091 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: 136 0 TEN YEAR TREND Cumulative Percent Increase: Sheriff's Office Local Costs 120 / . 100 a 80 ®aaY ii f mn :'a o: 'ry Taxes ©Sheriff's O ffice 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. Personnel Services $ 9,868,720 $ 10,384,215 $ 10,617,462 $ 10,617,462 322,732 275,928 273,393 273,912 Purchased Services 2,321,841 2,394,575 2,435,644 2,435,644 Fixed Char.es 35,553 0 0 0 Ca.ital 37,372 135,268 163,499 82,158 Gross Count Cost $ 12,586,218 $ 13,189,986 $ 13,489,998 $ 13,409,176 Revenue 1,214,372 1,211,897 1,317,228 1,317,228 Net Count Cost $ 11,371,846 $ 11,978,089 $ 12,172,770 $ 12,091,948 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: 138 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HERIFF'S OFFI E 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. Personnel Services $ 534,608 $ 705,103 $ 705,103 $ 705,103 •. - 82,832 91,325 94,190 94,709 Purchased Services 52,112 58,392 64,500 64,500 Fixed Char.es 5,983 0 0 0 Ca•ital 1,096 0 3,100 0 Gross Count Cost $ 676,631 $ 854,820 $ 866,893 $ 864,312 Revenue 17,372 10,000 10,000 10,000 Net Coun Cost $ 659,259 $ 844,820 $ 856,893 $ 854,312 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. 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. 139 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 $5.36 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. 140 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 Ill, 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: 141 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. r E r a I . .-1 ial 3.,. � d 's alu ys�5;a ��....a ,v Personnel Services $ 2,882,844 $ 3,027,341 $ 3,254,822 $ 3,254,822 ill 65,426 52,358 52,921 52,921 Purchased Services 585,903 527,985 606,303 606,303 Fixed Char.es 6,902 0 0 0 Ca.ital 7,244 61,266 121,067 42,826 Gross Count Cost $ 3,548,319 $ 3,668,950 $ 4,035,113 $ 3,956,872 Revenue 195,830 328,719 497,522 497,522 Net Count Cost $ 3,352,489 $ 3,340,231 $ 3,537,591 $ 3,459,350 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. 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. 142 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Part A 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 $22.07 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 15 143 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 FINANCE/ADMINISTRATIONRECOMMENDATION: 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: 144 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. Personnel Services $ 37,394 $ 55,854 $ 55,854 $ 55,854 .. - 1,110 1,950 3,550 3,550 Purchased Services 61,479 77,718 88,297 88,297 Fixed Char.es 0 0 0 0 Ca.ital 0 10,000 0 0 Gross Count Cost $ 99,983 $ 145,522 $ 147,701 $ 147,701 Revenue 0 0 0 0 Net Coun Cost $ 99,983 $ 145,522 $ 147,701 $ 147,701 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. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. 145 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: 146 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. ii..-iii di.la Personnel Services $ 86,548 $ 90,573 $ 90,573 $ 90,573 •• 5,163 5,250 5,000 5,000 Purchased Services 5,147 9,023 12,280 12,280 Fixed Charses 0 0 0 0 Ca.ital 17,293 23,330 25,232 25,232 Gross Count Cost $ 114,151 $ 128,176 $ 133,085 $ 133,085 Revenue 61,753 66,164 69,930 69,930 Net Count Cost $ 52,398 $ 62,012 $ 63,155 $ 63,155 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. OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification. 147 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 $0.39 Effectiveness Measures (desired results) Tracking Data is still being compiled for future use. n/a n/a n/a (*) Lab remodeling displaced lab equipment and affected efficiency for 2 months. No paint cases could be analyzed for 2 months since pyrolysis unit couldn't be used during remodel. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 148 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MULTI-JURISDICTIONAL DRUG TASK FORCE BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 1000-21410 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the sheriff. i• H i �$'3 �'! ®{94 H-} i' M1 .«t i I f ,?rv19 iRH . Personnel Services $ 145,746 $ 147,586 $ 153,352 $ 153,352 0 0 0 0 Purchased Services 0 70,248 70,248 70,248 Fixed Chars es 0 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 145,746 $ 217,834 $ 223,600 $ 223,600 Revenue 120,356 147,584 153,352 153,352 Net Coun 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. 149 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: 150 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. - �� i ,.,x.;+.--z'` `_...i` 6t a 9�`?.�e �.n,.ai1 '� ...,»... 7 - g Personnel Services $ 3,311,789 $ 3,246,955 $ 3,246,955 $ 3,246,955 145,711 143,945 113,632 113,632 Purchased Services 1,350,829 1,445,513 1,350,718 1,350,718 Fixed Char.es 22,302 0 0 0 Ca.ital 2,714 40,672 14,100 14,100 Gross Count Cost $ 4,833,345 $ 4,877,085 $ 4,725,405 $ 4,725,405 Revenue 632,942 479,700 433,530 433,530 Net Count Cost $ 4,200,403 $ 4,397,385 $ 4,291,875 $ 4,291,875 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. 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. 151 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 $46.40 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 10.5 152 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: 153 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. Personnel Services $ 2,818,179 $ 3,056,917 $ 3,056,917 $ 3,056,917 •. 16,809 0 0 0 Purchased Services 238,580 177,376 214,978 214,978 Fixed Char.es 0 0 0 0 Ca•ital 7,007 0 0 0 Gross Count Cost $ 3,080,575 $ 3,234,293 $ 3,271,895 $ 3,271,895 Revenue 144,956 140,000 122,594 122,594 Net Coun Cost $ 2,935,619 $ 3,094,293 $ 3,149,301 $ 3,149,301 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. 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. 154 CENTENNIAL JAIL (CONTINUED) 1000-24420 PERFORMANCE MEASURES See North Jail Complex. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval. BOARD ACTION: 155 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. Personnel Services $ 51,612 $ 53,886 $ 53,886 $ 53,886 5,681 4,100 4,100 4,100 Purchased Services 27,791 28,320 28,320 28,320 Fixed Char.es 366 0 0 0 Ca•ital 2,018 0 0 0 Gross Count Cost $ 87,468 $ 86,306 $ 86,306 $ 86,306 Revenue 41,163 39,730 30,300 30,300 Net Coun Cost $ 46,305 $ 46,576 $ 56,006 $ 56,006 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. OBJECTIVES: Comply with State and Federal EMA programs. 156 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 0.31 Effectiveness Measures (desired results) Percent increase in number of inspections - 15% 8% and/or reports FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 157 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. Personnel Services $ 0 $ 0 $ 0 $ 0 .. - MIE 28,389 0 0 0 Purchased Services 839,061 812,992 911,494 911,494 Fixed Char.es 0 0 0 0 INEIM1,936 0 0 0 Gross Coun Cost $ 869,386 $ 812,992 $ 911,494 $ 911,494 Revenue 191,070 217,058 229,269 229,269 Net Count 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. 158 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 $620,306 159 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 1,825 160 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: 161 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. Personnel Services $ 0 $ 0 $ 0 $ 0 .. - 19,398 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 0 0 0 0 Capital 6,836 500,000 1,750,000 1,750,000 Gross Count Cost $ 26,234 $ 500,000 $ 1,750,000 $ 1,750,000 Revenue 0 0 1,250,000 1,250,000 Net Coun 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: 162 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. ' i,j{,-sy�e Personnel Services $ 0 $ 0 $ 0 $ 0 .. - 0 0 0 0 Purchased Services 642 700 700 700 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 642 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net Coun 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: 163 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. Personnel Services $ 0 $ 0 $ 0 $ 0 •• 17,394 0 0 0 Purchased Services 468,233 575,256 620,306 620,306 Fixed Char•es 0 0 0 0 Ca•ital 2,807 0 0 0 Gross Count Cost $ 488,434 $ 575,256 $ 620,306 $ 620,306 Revenue 0 0 0 0 Net Count 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. 164 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: 165 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. Personnel Services $ 154,979 $ 139,096 $ 140,752 $ 140,752 .. 7,929 3,150 3,150 3,150 Purchased Services 148,264 146,474 152,814 152,814 Fixed Char.es 50 0 0 0 Ca•ital 4,098 0 0 0 Gross Coun Cost $ 315,320 $ 288,720 $ 296,716 $ 296,716 Revenue 1,360 800 1,000 1,000 Net Coun Cost $ 313,960 $ 287,920 $ 295,716 $ 295,716 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). No other changes. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 166 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: 167 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. Personnel Services $ 34,551 $ 36,400 $ 38,582 $ 38,582 1,415 500 700 700 Purchased Services 45,341 3,362,346 2,997,622 2,997,622 Fixed Char.es 3,112,441 18,684 40,983 40,983 Ca.ital 2,297 3,000 0 0 Gross Count 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 Count 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. 168 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: 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection - 100025100 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. "d� ... .., , r.:--etE1 ..= a't�. Ef! .ai l Z9L°9 Personnel Services $ 511,766 $ 569,784 $ 638,453 $ 638,453 .. 7,885 17,800 18,800 18,800 Purchased Services 63,277 44,979 45,477 45,477 Fixed Char.es 50,049 50,049 50,049 50,049 Ca.ital 0 0 0 0 Gross Count Cost $ 632,977 $ 682,612 $ 752,779 $ 752,779 Revenue 1,267,108 875,650 1,010,000 1,010,000 Net Coun Cost $ -634,131 $ -193,038 $ -257,221 $ -257,221 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 TV/VCR 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. 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. 170 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 33,085 171 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: 172 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. Jy ,.a.: .Y`a "a3 d j w' .'•. -�av-__-�.. r.,�y .'^- ' x:,`.n ..,...._ v yv-s Personnel Services $ 132,013 $ 117,289 $ 117,289 $ 117,289 .. 51,597 50,390 50,090 50,090 Purchased Services 48,815 44,717 45,017 45,017 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 232,425 $ 212,396 $ 212,396 $ 212,396 Revenue 11,379 1,000 1,000 1,000 Net Count Cost $ 221,046 $ 211,396 $ 211,396 $ 211,396 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 change. 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. 173 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 $1.32 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: 174 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. Via. . r ' = a._ a8 � i Personnel Services $ 309,962 $ 425,661 $ 451,786 $ 451,786 .. 16,744 17,500 20,000 20,000 Purchased Services 70,815 258,011 188,811 188,811 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 Gross Count Cost $ 397,521 $ 701,172 $ 660,597 $ 660,597 Revenue 0 0 0 0 Net Coun Cost $ 397,521 $ 701,172 $ 660,597 $ 660,597 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. 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. 175 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) 2.48 4.38 4.13 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: 176 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. Personnel Services $ 21,863 $ 22,833 $ 23,454 $ 23,454 .. 0 1,200 800 800 Purchased Services 15,037 22,400 22,800 22,800 Fixed Char.es -38,835 -44,433 -45,054 -45,054 Ca•ital 0 0 0 0 Gross Count Cost $ -1,935 $ 2,000 $ 2,000 $ 2,000 Revenue 2,294 2,000 2,000 2,000 Net Count 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 $621, 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. 177 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: 178 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. Personnel Services $ 0 $ 0 $ 0 $ 0 .. - . 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 0 0 0 0 Ca.ital 887,374 41,666 92,750 92,750 Gross Count Cost $ 887,374 $ 41,666 $ 92,750 $ 92,750 Revenue 220,000 0 0 0 Net Coun 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 179 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. 180 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SFNIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the senior centers throughout the county. 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: 181 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. a Personnel Services $ 0 $ 0 $ 0 $ 0 .. -IIIMIll 0 0 0 0 Purchased Services 7,703 6,964 6,964 6,964 Fixed Char.es 0 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 7,703 $ 6,964 $ 6,964 $ 6,964 Revenue 0 0 0 0 Net Count 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: 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Centennial Developmental Services Inc. -- 1000-5613p DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. a'15P Personnel Services $ 0 $ 0 $ 10 $ 0 •• 0 0 0 0 Purchased Services 44,023 52,000 143,080 45,000 Fixed Chars es 0 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 44,023 $ 52,000 $ 143,080 $ 45,000 Revenue 0 0 0 0 Net Coun 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. 183 DEVELOPMENTALLY DISABLED (CONTINUED) 1 000-56130 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: 184 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. Personnel Services $ 0 $ 0 $ 0 $ 0 ••IMME 0 0 0 0 Purchased Services 134,875 135,875 135,875 135,875 Fixed Char.es 0 0 0 0 Ca•ital 0 0 0 0 Gross Coun Cost $ 134,875 $ 135,875 $ 135,875 $ 135,875 Revenue 0 0 0 0 Net Coun 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. 185 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: 186 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY r FNTFR 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. Personnel Services $ 0 $ 0 $ 0 $ 0 .• IMI 0 0 0 0 Purchased Services 10,005 10,000 10,000 10,000 Contra Char.es -2,500 -2,500 -2,500 -2,500 Ca•ital 0 0 0 0 Gross Coun Cost $ 7,505 $ 7,500 $ 7,500 $ 7,500 Revenue 0 0 0 0 Net Count 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: 187 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). ' : Personnel Services $ 0 $ 0 $ 0 $ 0 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 12,351 12,351 12,351 12,351 Ca.ital 0 0 0 0 Gross Count Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net Count 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: 188 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. i d„ "3 �P.ws alts, Personnel Services $ 0 $ 0 $ 0 $ 0 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: 189 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. e..__:.3 C,1,^,m°y"'3•��"144 -»..... _ -...®v »w.v_ jai i ,ain.�<m- �:.�.�Y .,w^^�-..`� .d....'+_-_.av=dk a..i'. _v� Personnel Services $ 0 $ 0 $ 0 $ 0 0 0 0 0 Purchased Services 0 103,833 103,833 103,833 Fixed Char.es 575,388 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 575,388 $ 103,833 $ 103,833 $ 103,833 Revenue 471,505 0 0 0 Net Coun 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. 190 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: 191 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. Personnel Services $ 0 $ 0 $ 0 $ 0 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 275,000 290,000 298,920 298,920 Interest 440,714 449,160 442,753 442,753 Gross Count Cost $ 715,714 $ 739,160 $ 741,673 $ 741,673 Revenue 437 0 0 0 Net Coun 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: 192 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- 193 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. Personnel Services $ 0 $ 0 $ 0 $ 0 �•. 163,906 24,500 23,000 23,000 Purchased Services 275,842 185,200 256,100 193,100 Fixed Char•es 30,044 24,790 18,390 18,390 Ca•ital 0 0 0 0 Gross Coun Cost $ 469,792 $ 234,490 $ 297,490 $ 234,490 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 $ -30,279,589 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 $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 formula along with like agencies for funding considerations. 194 NON-DEPARTMENTAL (CONTINUED) 1000-90100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost (county support) $2.9362 $1.4656 $1.4656 Non-Departmental Summary Total Non-Departmental $469,792 $234,490 $234,490 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: 195 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. a = ' � b Personnel Services $ 227,783 $ 260,809 $ 262,909 $ 262,909 .. - 7,521 9,350 9,350 9,350 Purchased Services 53,498 49,001 55,101 55,101 Fixed Char.es 0 0 0 0 Ca.ital 2,022 0 0 0 Gross Coun Cost $ 290,824 $ 319,160 $ 327,360 $ 327,360 Revenue 15,104 30,837 30,512 30,512 Net Count Cost $ 275,720 $ 288,323 $ 296,848 $ 296,848 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. 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. 196 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 1.86 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: 197 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. Personnel Services $ 3,848 $ 6,051 $ 6,051 $ 6,051 MIEN1,699 0 0 0 Purchased Services 78,153 46,610 46,610 46,610 Fixed Char.es 1,414 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 85,114 $ 52,661 $ 52,661 $ 52,661 Revenue 48,579 14,000 14,000 14,000 Net Count 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. 198 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: 199 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. Personnel Services $ 42,112 $ 44,189 $ 44,189 $ 44,189 .. - 553 300 300 300 Purchased Services 5,053 6,988 6,988 6,988 Fixed Char.es 0 0 0 0 Ca.ital 1,399 0 0 0 Gross Count Cost $ 49,117 $ 51,477 $ 51,477 $ 51,477 Revenue 2,400 2,400 2,400 2,400 Net Count Cost $ 46,717 $ 49,077 $ 49,077 $ 49,077 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No change. OBJECTIVES: 1)To provide referral and processing services to veterans;2)To provide outreach to organizations and communities regarding veterans' benefits and rights; and 3) To maintain a strong liaison with Colorado Department of Veterans' Affairs and the Veterans' Administration. 200 VETERANS 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 .3067 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: 201 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. Personnel Services $ 0 $ 100,000 $ 100,000 $ 100,000 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 0 0 0 0 Capital 0 0 0 0 Gross Coun Cost $ 0 $ 100,000 $ 100,000 $ 100,000 Revenue 0 0 0 0 Net Count 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: 202 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. Personnel Services $ 0 $ 0 $ 1,012,567 $ 1,012,567 •• M. 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char,es 0 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 0 $ 0 $ 1,012,567 $ 1,012,567 Revenue 0 0 0 0 Net Count Cost $ 0 $ 0 $ 1,012,567 $ 1,012,567 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: 203 ferrn Wilk. COLORADO 204 PUBLIC WORKS FUND 1:7;77-7,414,r;: ,, ° "sue .,�,Ltz x', `"W tears ' " -fly:. * � '� 1. ;; 11471„^.;.. Yy , "�. 3 _az 'a - a :' _v '$:: kt.`. �t _3'°„v777T- '3 a"` J t.t .� : .-� :.. -- '. ""fi . ,�, s -I 3 -. 5:- fl', -N ,� +� .� t .�. �r �:s � .z" $,� 4', "r yam s y .. ,+ -. -1-A1.---„,_.-_-; "1.-- -Tz a:. ,k. .�. --I_ 7.1%,-..17.-7-:.,i .: 3. -sfr'c 'a? °6k c.} -a,- 4: -sue �- Y`=` �r .TM t . .' ' sr:- =i'F's_.:6� `.c :k:3.': .T� �_ .as---- e1 ''' s3L'� ,... — xt �a_.c 3 Highway Users Fee 45.8% $7,900,000 Federal/State 2.4% -74-7,-1.-7,---r-77,7-- ,---4---F------- � $420,000 Hwy Users Bridge 11 .2% $1 ,928,560 Licenses/Permits 0.8% $130,000 Funce 2.0% $350,000 Other Taxes 23.2% $4,000,000 Property nd TaxesBala 12.9% Miscellaneous 1 .8% $2,224,817 $311 ,470 •°' f `'--, ;° . TM., ,� � ° a a.. ' , : �.,,:' 82447. ' `. 1 o- -a. '` a} u". �e- ' a : im¢. : � s._x"�_ •a—a-T'. "` ....c .. '�''°�_x...._�:KJc� t'g ...=e4.er-5_._.-e...s...>..... . � . . ..'s` �.x '°''y" ....�......__...... . O 0 O O 0 p 1� O . (A O $10,000,000 ..- $8,000,000 O o O rn N O coo o co coo2000 p ......... .. up N N 02001 N p m $6,000,000 N0 • Ef? o 0 N - - 0 o 0 EA O Ln O $4,000,000 o po M .. . N T _ p ere aa $2,000,0: t:•. Aka �® EA $0 Highway Users Fee Licenses/Permits Other Taxes Hwy Users Bridge Property Taxes Fund Balance Federal/State Miscellaneous Type of Revenue PUBLIC WORKS 2001 Expenditures Expenditure Changes TOTAL: $17,264,847 (2000 $15,282,673) ,752,457 Public Works $6,752,457 39.1% $8,000000 $ 000000 Municipalities $545,596 3.2% ry ' Adminstration 02000 .tea $571,867 3,3% $5000OM s3,083,123 EM $2.451814 2001 , Motorgreder $4000,000 43 +x- $2,451,814 14.2% St egg rc ,. .om,u .45 hrr''rc Y41r V $3,000,00.^0 .(? � r $ws,7g5 - Trucking $ _ $5.71,667 $3,083,123 17.9% Bridge Construction $3oo0.00o :t. :1 I�./ p '.r $1,699,427 9.8% �, i. m Maintenance Support Mining N $1,214,765 7.0% $945,798 5.5% p $t 000,000 . . . .■. .■, �,. V $0 Public Works bridge ConArvcMoi Maintenance SygTr Mining Municpalilles Motorgmtler Tricking Atlmrnstmtan Ten Year Trend All Funds Expenditures Public Works Expenditures and Local Taxes 120 Public Works 100 80 _ praxes Works 60 40 20 0 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 111 TEN YEAR TREND Cumulative Percent Increase: Public Works 40 /1 0 30 YI'n TI ^tY"✓ N,N, .fff XiYY5vXp' _ Taxes 20 CPublic 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. 209 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 $ 2,393,626 Administration 547,182 Maintenance Support 1,151,867 Bridges 1,928,560 Truck Hauling 1,506,850 Asphalt 722,475 Overlays, reconstruction, chip and seal projects 1,578,000 TOTAL $ 9,828,560 210 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 $ 1,688,846 $ 0 $ 1,688,846 Graders 2,393,626 2,393,626 0 Maintenance Support 1,151,867 1,151,867 0 Trucking 3,046,960 1,506,850 1,540,110 Mining 927,809 0 927,809 Administration 547,182 547,182 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 1,834,281 722,475 1,111,806 Contract 1,578,000 1,578,000 0 Salary Contingency 210,504 0 210.504 $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 $722,475, truck hauling of $1,506,850, 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 $1,111,806 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. 211 PUBLIC WORKS FUND SUMMARY OF REVENUE 2001 ACCOUNT NUMBER 2000 2001 2001 FUND ORGN ACCT ACCOUNT TITLE BUDGET REQUEST RECOMMEND TAXES 2000 4112 90100 CURRENT PROPERTY TAXES 2,118,873.00 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 TOTAL TAXES 5,618,873.00 6,224,817.00 6,224,817.00 LICENSES&PERMITS 2000 4221 90100 PERMITS 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 2000 4316 90100 GRAZING ACT 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 2000 4334 90100 HIGHWAY USER 7,480,000.00 7,900,000.00 7,900,000.00 2000 4338 90100 MOTOR VEHICLE REG 300,000.00 300,000.00 300,000.00 2000 4340 90100 GRANTS 833,800.00 1,928,560.00 1,928,560.00 N 0-- TOTAL INTERGOVERNMENTAL REVENUE 8,731,800.00 10,248,560.00 10,248,560.00 MISCELLANEOUS 2000 4680 90100 OTHER 1,000.00 310,470.00 310,470.00 2000 4820 90100 COMPENSATION FOR LOSSES 1,000.00 1,000.00 1,000.00 TOTAL MISCELLANEOUS 2,000.00 311,470.00 311,470.00 TOTAL PUBLIC WORKS FUND 14,482,673.00 16,914,847.00 16,914,847.00 PUBLIC WORKS FUND SUMMARY OF EXPENDITURES 2001 ACCOUNT# 2000 2001 2001 FUND ORGN EXPENDITURE FUNCTION BUDGET REQUEST RECOMMEND 2000 30100 ADMINISTRATION 498,037.00 547,182.00 547,182.00 2000 32100 TRUCKING 3,013,960.00 3,046,960.00 3,046,960.00 2000 32200 MOTORGRADER 2,400,626.00 2,393,626.00 2,393,626.00 2000 32300 BRIDGE 1,635,621.00 1,688,846.00 1,688,846.00 2000 32400 MAINTENANCE SUPPORT 1,131,841.00 1,151,867.00 1,151,867.00 2000 32500 OTHER PUBLIC WORKS 5,098,084.00 6,752,457.00 6,752,457.00 2000 32600 MINING 1,014,884.00 927,809.00 927,809.00 2000 56200 CITIES AND TOWNS 489,620.00 545,596.00 545,596.00 2000 99999 SALARY CONTINGENCY 0.00 210,504.00 210,504.00 TOTAL PUBLIC WORKS FUND 15,282,673.00 17,264,847.00 17,264,847.00 N W BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Non-Departmental Revenue -- 2000-20100 DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 15,325,272 14,482,673 $16,914,847 16,914,847 Net County 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: 214 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. Personnel Services $ 368,317 $ 386,403 $ 386,403 $ 386,403 .. 36,631 20,000 18,700 18,700 Purchased Services 96,903 91,134 141,579 141,579 Fixed Char.es 0 500 500 500 Contra Ex sense -1,362 0 0 0 Ca.ital 9,896 0 0 0 Gross Count Cost $ 510,385 $ 498,037 $ 547,182 $ 547,182 Revenue 0 0 0 Net Count Cost $ 510,385 $ 498,037 $ 547,182 $ 547,182 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). 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. 215 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 $3.42 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 216 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. Personnel Services $ 577,797 $ 578,945 $ 578,945 $ 578,945 •• 6,933 8,000 8,000 8,000 Purchased Services 672,098 2,425,015 2,458,015 2,458,015 Fixed Char•es 0 2,000 2,000 2,000 Contra Ex•ense -627 0 0 0 0 0 0 0 Gross Coun Cost $ 1,256,201 $ 3,013,960 $ 3,046,960 $ 3,046,960 Revenue 0 0 0 0 Net Count Cost $ 1,256,201 $ 3,013,960 $ 3,046,960 $ 3,046,960 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). 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. 217 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 $19.04 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: 218 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. Personnel Services $ 1,299,869 $ 1,384,151 $ 1,384,151 $ 1,384,151 ..M. 124,218 200,255 200,255 200,255 Purchased Services 815,212 640,220 625,220 625,220 Fixed Char.es 175,346 176,000 184,000 184,000 Contra Ex.ense -1,182 0 0 0 Ca.ital 5,050 0 0 0 Gross Count Cost $ 2,418,513 $ 2,400,626 $ 2,393,626 $ 2,393,626 Revenue 0 0 0 0 Net Count Cost $ 2,418,513 $ 2,400,626 $ 2,393,626 $ 2,393,626 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. OBJECTIVES: Maintain road traffic safely to the best of our ability, given the funds available. 219 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 $14.96 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: 220 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. Personnel Services $ 736,618 $ 821,018 $ 821,018 $ 821,018 .. - 584,895 587,634 610,859 610,859 Purchased Services 504,236 194,969 224,969 224,969 Fixed Char.es 26,546 32,000 32,000 32,000 Contra Ex.ense -654 0 0 0 Ca•ital 0 0 0 0 Gross Count Cost $ 1,851,641 $ 1,635,621 $ 1,688,846 $ 1,688,846 Revenue 0 0 0 0 Net Count Cost $ 1,851,641 $ 1,635,621 $ 1,688,846 $ 1,688,846 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. 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. 221 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 $10.56 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: 222 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUMMD BUDGET UNIT TITLE AND NUMBER: rt - 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. Personnel Services $ 571,899 $ 638,351 $ 638,351 $ 638,351 INIIMII248,977 254,074 259,000 259,000 Purchased Services 283,145 235,416 250,516 250,516 Fixed Char.es 0 4,000 4,000 4,000 Contra Ex.ense -1,281 0 0 0 Ca•ital 0 0 0 0 Gross Coun Cost $ 1,102,740 $ 1,131,841 $ 1,151,867 $ 1,151,867 Revenue 0 0 0 0 Net Coun Cost $ 1,102,740 $ 1,131,841 $ 1,151,867 $ 1,151,867 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. 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. 223 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 $7.20 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: 224 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUB' IC ‘A/OPICS FUMI BUDGET UNIT TITLE AND NUMBER: Other Public Works -- 2000-32500 DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All contract payments for bridge grants and road construction projects and asphalt material for the blade patch program are included in this budget unit. Personnel Services $ 612,313 $ 526,725 $ 543,976 $ 543,976 1,958,662 1,982,525 1,834,281 1,834,281 Purchased Services 2,817,876 2,277,334 1,963,000 1,963,000 Fixed Chars es 222,987 311,500 2,411,200 2,411,200 Ca•ital 20,675 0 0 0 Gross Coun Cost $ 5,632,513 $ 5,098,084 $ 6,752,457 $ 6,752,457 Revenue 0 0 0 0 Net Coun Cost $ 5,632,513 $ 5,098,084 $ 6,752,457 $ 6,752,457 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Personnel Services increased $17,251 based on a 4% increase in wages. Decreases are projected in Road Construction Supplies ($148,244), Contract Payments ( $334,334) and Other Professional Services ($100,000). Machinery and Equipment Rental has been added to cover anticipated costs for rental of heavy equipment on construction jobs ($120,000). Grants and Donations have increased $2,099,700 for the following federal grants: Bridges#13/24A and #27/58A. The 80% revenue is $1,928,560 and the 20% match is $482,140, for a total of$2,410,700. OBJECTIVES: This budget unit provides for hourly employees, road and bridge, contracts, bridge grants, a roadway classification study, and purchase of asphalt for road repair. 225 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Abutments 9 9 6 Efficiency Measures FTE's per 10,000/capita 0 0 0 Per capita cost (county support) $35.20 $31.86 $42.20 Effectiveness Measures (per work plan) Bridge Abutments 100% 100% 67% Please refer to other Public Works Division Budgets - Trucking, Motor Graders, Bridge, Maintenance-Support, and Mining. Please refer to the 2001 Roadway CIP Plan FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. See the finalized 2001 Public Works Work Plan for specific project to be done in 2001. BOARD ACTION: 226 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Mining -- 2000-32600 DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county-owned quarries. �_ .... Personnel Services $ 461,521 $ 469,223 $ 469,223 $ 469,223 Supplies 169,403 100,000 149,995 149,995 Purchased Services 520,875 274,936 304,591 304,591 Fixed Charges 0 2,000 2,000 2,000 Machinery/Equip Rent 0 168,725 2,000 2,000 Contra Expense -5,888 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,145,911 $ 1,014,884 $ 927,809 $ 927,809 Revenue 0 0 0 0 Net County Cost $ 1,145,911 $ 1,014,884 $ 927,809 $ 927,809 Budget Positions 11 11 11 11 SUMMARY OF CHANGES: Road Construction Supplies increased $45,000 based on historical expenditures and royalties which will be paid to the owner of the Bearson Gravel Pit. Repair and Maintenance increased $27,650 because of increased usage for the past two years for repair of the crusher and screens which are non-contract items. Machinery and Equipment Rental decreased $166,725 because no new heavy equipment is anticipated to be leased or rented. One excavator and two 30-ton trucks which were budgeted in this line item last year have been purchased. OBJECTIVES: Maintain an adequate supply of gravel for all departments within the public works department including the need for gravel on roads throughout the county and for major upgrades on county roads. Help clear the roads of snow in the winter months. 227 MINING (CONTINUED) 2000-32600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Gravel Crushed 490,000 500,000 510,000 Screened Material Tons 125,000 100,000 125,000 Efficiency Measures FTE's per 10,000/capita .688 .688 .688 Per capita cost (county support) $7.16 $6.34 $5.80 Effectiveness Measures (per work plan) Tons of Gravel Crushed 98% 100% 100% Screened Material Tons 125% 100% 100% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 228 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Grants-in-Aid to Cities & Towns -- 2000-56200 DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, CRS, 1973, 50% of the mill levy collected by the county on assessed values within incorporated municipalities to maintain county roads is paid to municipalities. Personnel Services $ 0 $ 0 $ 0 $ 0 0 0 0 0 Purchased Services 566,169 489,620 545,596 545,596 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 566,169 $ 489,620 $ 545,596 $ 545,596 Revenue 0 0 0 0 Net Count Cost $ 566,169 $ 489,620 $ 545,596 $ 545,596 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget is based on the final assessed value of the municipalities with the 2001 mill levy applied. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Statutory requirement. BOARD ACTION: 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Cnntingency-- 2000-99999 DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. _ s Personnel Services $ 0 $ 0 $ 210,504 $ 0 MMIM 0 0 0 0 Purchased Services 0 0 0 0 Fixed Char.es 0 0 0 0 Ca.ital 0 0 0 0 Gross Count Cost $ 0 $ 0 $ 210,504 $ 0 Revenue 0 0 0 0 Net Count Cost $ 0 $ 0 $ 210,504 $ 0 Budget Positions — — — -- SUMMARY OF CHANGES: Budget includes a 4% salary adjustment for 2001 and anticipated increases in the health insurance plan. OBJECTIVES: n/a FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: 230 T£Z naa _ ,F Rana nea MAL _ It O D 4 OOVdO100 strfr / %�hn «�rSt f r5n'`g �K fyr r'i Q(' A r r:: p `1- ter'" 4 V rgagataz O51n £rte I -- o ra' 'rrm i; INDEX PAGE TOPIC 1 FUTURE EMPHASIS 2 FIVE-YEAR COST PROJECTION 3 PAVING 4 SUMMARY LIST OF PAVING PROJECTS 5 SUMMARY LIST OF REHAB PROJECTS 6 SUMMARY LIST OF STRUCTURAL OVERLAYS 7 SPOT SAFETY PROJECTS 8 SPOT SAFETY PROJECT LIST 9 SUMMARY LIST OF SAFETY PROJECTS 10 NEW CONSTRUCTION 11 SUMMARY LIST OF NEW CONSTRUCTION PROJECTS 12 SPECIAL PROJECTS 13 SUPPORT PROJECTS 14 SYSTEM PRESERVATION 232 FUTURE EMPHASIS SYSTEM PRESERVATION CHIP SEAL CRACK SEAL SLURRY SEAL MAINTENANCE OVERLAYS #2 SAND SEAL PAVEMENT MANAGEMENT SYSTEM SYSTEM PRESERVATION REHABILITATION . SPOT SAFETY SHOULDER WORK ALIGNMENT DRAINAGE #4 NEW CONSTRUCTION SPECIAL PROJECTS NEW ROADWAYS 233 Hello