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COUNTY OF WELD
1994
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Constance L. Harbert, Chairman
W. H. "Bill" Webster, Pro-Tem
George E. Baxter, Commissioner
Dale K. Hall, Commissioner
Barbara J. Kirkmeyer, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December, 1993
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BUDGET MESSAGE 1
DISTINGUISHED BUDGET PRESENTATION AWARD 14
BUDGET APPROACH 15
POINTS OF ISSUE AND POLICY MATTERS:
Overview of Budget and Management System 19
Hierarchy of Budget Information 20
Budget Calendar 21
Weld County Mission Statement 22
County Strategic Objectives 23
Implementation and Results of Strategic Objectives 24
Budget Process 31
Major Program Specific Goals 32
1994 Program Issues 34
Budget Policies 35
Revenue Policies and Assumptions 36
Specific Revenue Assumptions of Significant Revenue . . . 37
Policy Directions 39
Significant Budget and Accounting Policies 41
Investment Policy 43
Capital Improvements Policy 45
1994 Guidelines 47
Significant Changes in Policy from Prior Years 49
Explanation of Individual Funds 51
Organizational Responsibility for Budget Units 54
Policy Matters/Points of Issue with Fiscal Impact 57
Position Authorization Changes Due to 1994 Budget 60
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Increase Projections (Mountain States) 63
Salary Recommendations 65
1994 Health Insurance 66
Salary Adjustments by Department 68
1994 Job/Salary Table 69
SUMMARY OF FUNDS:
Graph -- All Fund Revenues 79
Graph -- All Fund Expenditures 80
Graph -- Mill Levy 81
Summary of Fund Balances 82
1993 Assessed Values to be Used for 1994 Budget 83
Net Program Cost 84
Summary of 1992 Allocated Costs Applicable for 1994 . . . 86
Ten Year Trend Data:
Beginning Fund Balance 87
Cumulative Percent Increase (Expenditures & Taxes) . . 88
Weld County - Organizational Chart 89
Summary of County Funded Positions 90
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GENERAL FUND:
Graph -- General Fund Revenues 93
Graph -- General Fund Expenditures 94
Ten Year Trend Data:
General Government 95
Public Safety 96
Health and Welfare 97
Narrative Fund Summary 98
Summary of Revenue 99
Summary of Expenditures 109
Office of the Board 113
County Attorney 114
Public Trustee 116
Planning 118
Clerk to the Board 120
Clerk & Recorder 121
Elections 122
Treasurer 124
Assessor 126
Maintenance of Building & Plant 128
County Council 130
District Attorney:
Ten Year Trend Data 131
Budget Unit Summary 133
Juvenile Diversion 136
Victim Assistance 138
Finance & Administration 140
Accounting 142
Purchasing 144
Personnel 146
Computer Services 148
Capital Outlay 154
Sheriff's Office:
Ten Year Trend Data 156
Budget Unit Summary - All Departments 157
Sheriff Administration 161
Crime Control & Investigations 163
Drug Task Force 165
City-County Regional Forensic Laboratory 167
Correctional Administration 169
Office of Emergency Management 171
County Wide Animal Control 172
Communications - County Wide
Ten Year Trend Data 174
Budget Unit Summary 175
Communications System Development 177
E-911 Administration 178
Criminal Justice Information System 179
Coroner 182
Community Corrections 183
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GENERAL FUND (CONTINUED) :
Public Service - DUI 184
Building Inspection 186
Waste Water Management 188
Pest and Weeds 189
General Engineering 191
Extension Service 193
Veteran's Office 195
Airport 197
Weld Mental Health 199
Centennial Development Services 202
Seniors Program 204
Economic Development Action Partnership (EDAP) 205
Missile Site Park 207
Fair 208
NonDepartmental 209
Building Rents 211
Contingency 212
Transfers:
Agency on Aging 213
Health Department 214
HRD Indirect Costs Transfer 215
ROAD AND BRIDGE FUND:
Graph -- Road & Bridge Revenues 217
Graph -- Road & Bridge Expenditures 218
Graph -- Ten Year Trend Data 219
Narrative Fund Summary 220
Concerning Local Accountability for Money
Used for Highway Purposes 221
Construction Bidding for State-Funded Local Projects . . . 222
Summary of Revenue 224
Summary of Expenditures 226
NonDepartmental Revenues 227
Bridge Construction 228
Maintenance of Condition 229
Maintenance Support 230
Trucking 232
Mining • 233
Administration 234
Other Public Works • 235
Grants-in-Aid to Cities and Towns 237
Contingency 238
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 239
Graph -- Social Services Expenditures 240
Graph -- Ten Year Trend Data • 241
Narrative Fund Summary 242
Summary of Revenue 245
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SOCIAL SERVICES FUND (CONTINUED) :
Summary of Expenditures 248
Mandated Federal and State Programs 250
Administration 251
Child Support (IV-D) 253
County Contingency 255
State Incentives 256
Miscellaneous State Programs 257
JOBS Program 258
Employment First Program 259
General Assistance 260
Description of Categories and Eligibility Criteria . . 262
Aid to the Blind 263
Aid to Families with Dependent Children 264
Aid to Needy Disabled 265
Foster Care of Children 266
Foster Care IV-E 267
Day Care
268
Medicaid Transportation 270
Case Services 271
Old Age Pension 272
Placement Alternative Care 273
Staff Development 274
Medical Exams 275
LEAP Administration 276
LEAP Outreach 277
Low Income Energy Assistance Program (LEAP) 278
LEAP Emergency 279
FEMA/Housing Grants 280
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 285
Summary of Expenditures 289
Budget Unit Summary - All Departments 290
Non-Program Revenue 291
Administration 292
Community Health Services 295
Environmental Protection Services 299
HUMAN RESOURCE FUND:
Graph -- Ten Year Trend Data 303
Fund Summary 304
Summary of Revenue 305
Summary of Expenditures 309
Coordination Grant 311
Technical Assistance 312
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HUMAN RESOURCES (CONTINUED) :
JTPA 3% Older Worker 313
EDWAA 50% Dislocated Worker 314
EDWAA 10% Displaced Homemaker 315
JTPA IIB Summer Youth 316
JTPA IIA Basic Grant 317
State - Job Service 318
Summer Job Hunt Program 319
Employment First Program 320
New Directions Program 321
State - PreSchool Program 322
Head Start -- Basic 323
Head Start -- Handicapped 324
Head Start -- Training 325
Migrant Headstart -- Day Care Basic 326
CSGB
327
Migrant Headstart Handicapped 328
Migrant Headstart Training and Technical Assistance . . . 329
Supplemental Food 330
Urban Mass Transit Grant • 331
AAA -- Administration 332
AAA Support Services • 333
AAA Legal Services • 334
AAA Ombudsman 335
AAA Congregate Meals 336
AAA Home Delivered Meals 337
AAA Support 338
General Fund 339
Transportation 340
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 341
Conservation Trust Fund:
Summary of Revenue 342
Summary of Expenditures 343
Budget Unit Summary 344
Contingency Fund:
Summary of Revenue 348
Summary of Expenditures 349
Budget Unit Summary 350
Emergency Reserve Fund:
Summary of Revenue 351
Summary of Expenditures 352
Budget Unit Summary 353
Solid Waste Fund:
Summary of Revenue 354
Summary of Expenditures 355
Budget Unit Summary 356
Code Enforcement 358
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CAPITAL FUNDS:
Narrative Summary of Fund 359
Summary of Revenue 360
Summary of Expenditures 361
Budget Unit Summary 362
Long Range Capital Projects Five-Year Plan 363
PROPRIETARY FUNDS:
Narrative Summary of Funds 393
Ambulance Enterprise Fund:
Summary of Revenue 395
Summary of Expenditures 396
Budget Unit Summary 397
IGS - Motor Pool Fund:
Summary of Revenue 399
Summary of Expenditures 400
Budget Unit Summary - Motor Pool Equipment 401
Budget Unit Summary - Administration 405
Health Insurance Fund:
Summary of Revenue 407
Summary of Expenditures 408
Budget Unit Summary 409
Printing & Supplies Fund:
Summary of Revenue 412
Summary of Expenditures 413
Budget Unit Summary 414
Computer Services Fund:
Summary of Revenue 416
Summary of Expenditures 419
Budget Unit Summary 420
Insurance Fund:
Summary of Revenue 422
Summary of Expenditures 423
Budget Unit Summary 424
Self-Insurance Policy Limits, Coverages, Retentions . . 426
PBX - Phone Services Fund:
Summary of Revenue 427
Summary of Expenditures 431
Budget Unit Summary 432
GLOSSARY 435
SUPPLEMENTAL DATA:
Miscellaneous Statistics 447
Demographic Statistics • 449
Expenditure Trends by Function 450
General Revenue by Source • 450
Property Value, Construction, Bank Deposits, and
Other Economic Indicators 452
Economic Indicators 453
1994 Inflation Projections/Consumer Price Index 454
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DEPARTMENT OF FINANCE AND ADMINISTRATION
11W I' IPIR
PHONE(303)3564000 EXT.4218
P.O.BOX 758
GREELEY,COLORADO 80&32
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COLORADO
December 8, 1993
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 1994 budget for operations and capital outlay totals a
gross amount of $77, 439,586 with a net of $75, 459, 450 when interfund
transfers are excluded. The Internal Service Funds total an additional
$5, 024, 026. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with
revenue estimates of $48,497,509, anticipated fund balances of $5, 416, 464,
and the maximum allowed property tax of $24,872, 382 under Amendment One
(TABOR) .
FINANCIAL PLAN
ECONOMIC CONDITION AND OUTLOOK
Estimates for growth in the country's economic performance for the current
year include the following expansions:
Real gross domestic product 3. 1%
Non-farm employment 1. 6%
Personal income 5.7%
Pretax corporate profits 14.3%
If there is a decline in consumer confidence, increased inflation,
increased expectations of higher inflation or some negative change forced
on the economy from outside the economy, the forecasts will be too high.
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Honorable Board of Commissioners - Continued
The Office of State Planning and Budgeting shows the strength of
Colorado's economy in the first two quarters of the year in the area of
jobs created, personal income, retail sales, new car and truck
registrations, and foreclosures on homes. The prediction is that Colorado
will outperform the nation again this year.
Weld County topped the state in 1992 in the rate of growth in population.
There was a 2.31 increase in the population. This percent translates into
an increase of 3,000 people. The population increase in 1993 should be
well above the average, and the number of people who come here will be
about the same as last year.
The higher population changes the dynamics of the economy. With the
majority of these people settling in the most urban areas, the labor
market will expand. The higher population also means that more goods and
services of all kinds will be demanded.
Real estate sales and construction continue to be the leaders in the
county's economy. In Greeley through the 3rd week in June, the year-to-
date data for home sales reflects a strong market. There were 404 units
sold with an average price of $81, 465. Since the end of the 2nd quarter
last year, the average price of a home rose more than 14%. Since there
was a substantially lower rate of local inflation, home ownership provided
increased wealth to Greeley families.
Apartments in Greeley continued to be in low supply relative to the
demand. The vacancy rate continues to be less than 1.5%. As a result of
the low vacancy rates, rents on all types of apartments have risen
substantially. If all sizes of apartments are lumped together, the
average rent would be over $450. For the two-bedroom apartments included
in the local consumer price index, the average rent is $405.
Construction contracts in Weld County through May, as reported by F. W.
Dodge, showed a large increase in the construction of residential homes.
There was a 57% increase in the value of the contracts, a 561 increase in
the number of residential building projects, and a 52.061 increase in the
number of square feet.
Building permit data for Greeley through May shows that new single family
homes are the leading type of construction taking place. In the first
five months of 1993 there were 135 permits issued compared to 80 permits
in the same period last year. The valuation went from $6,944, 588 in 1992
to $11,599,331 for the same five-month period this year. The construction
activity centers in census tracts 14.01, 14.02, and 14.03. These census
tracts are west of 35th Avenue.
There were five permits issued for multi-family dwellings with 43 units
through May this year and two permits with 24 units last year.
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Honorable Board of Commissioners - Continued
Weld County's building permit summaries show a 3. 1% increase in the value
of permits through April and a 28. 1% increase in the number of permits.
The total valuation for the first four months of 1993 was $15, 180, 959.
There was a 127 increase in the permits for residences in the county.
The construction and real estate markets in the area have been helped by
low interest rates. Even through the national business cycle troughed in
March 1991, the normal post trough increase in interest rates has not
taken place to any great degree. The construction and real estate markets
should remain strong as long as interest rates do not rise. They should
not rise very much as long as inflation is moderate and expected to be
moderate.
Commercial and industrial building in Greeley and Weld County continues to
be in hibernation through the first five months of the year. Oil and gas
permits continue to be significant. Oil and gas permits issued by the
county rose 75% through April and the fees collected rose 1122. Through
April there had been 352 permits issued.
In the 1st quarter of 1993, Colorado data shows that there were
$550, 474, 547 in gross sales and $421,808, 053 in retail sales in Weld
County. Greeley had $295,532,236 in gross sales and $252,899, 781 in
retail sales. Greeley's gross sales were 59.96% of the sales in Weld
County. Ft. Lupton had $2,679, 445 in gross sales and $1, 929, 477 in retail
sales. Windsor's gross sales were $20,875, 912, and its retail sales were
$6,449,330.
Greeley sales tax collections were 6.7% more for the 1st quarter of 1993
than for the same period the year before. Strong construction activity
and continued population gains will help maintain strong sales tax
collections for Greeley and Colorado. It is too soon to tell how much
this year's tax revenues will be above the $16.3 million collected by
Greeley in 1992.
With the increase in cattle on feed on June 1 and with summer slaughter of
cattle expected to be about 4% above last year's slaughter, cattle prices
will be weak and feeding margins will be tighter throughout the summer.
The decline in the price should be lessened by the fact that less red meat
was in frozen food storage at the end of May. If the lower prices trickle
into the retail market, the quantity of beef demanded will be slightly
strengthened.
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Honorable Board of Commissioners - Continued
Grains grown in the county face a mixed future. With the harvest of
bushels of wheat expected to be 30: greater this year than last and
Colorado's bushels harvested expected to rise about the same percent,
prices could be weak. The weather and flooding problems that the midwest
is experiencing could improve the market price for grain corn grown in the
county. On June 6, five million acres of corn in the corn belt had not
been planted.
Seasonally unadjusted data for April shows that Greeley and Weld County
were not performing the same in terms of the labor market. Greeley had a
larger labor force and more people employed in April 1993 than in April
1992. There was a 3. 79: increase in employment in Greeley over the 12
month period of time. This increase is quite healthy. Greeley also had
a lower rate of unemployment in 1993 than in 1992.
Weld County had a decrease in the labor force and employment. A part of
these decreases would have resulted from the more severe winter taking its
toll on the more rural residents not being able to find jobs. As a
result, some would have gone out of the county, and part of the people who
were discouraged about not finding a job would have given up looking for
work.
Table I shows the labor market data CLAUS data) .
TABLE I
LABOR MARKET DATA
APRIL 1992 AND 1993
WELD COUNTY GREELEY
1992 1993 1992 1993
Labor force 70, 672 68,325 30,835 31, 707
Employment 67,256 65, 039 29, 072 30, 175
Unemployment 3,416 3, 286 1. 763 1, 532
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Unemployment rate 4.8Z 4.8% 5.7% 4.8:
Source: Colorado Division of Employment and Training
The unemployment rate in Weld County was lower than in Denver, El Paso
County, and Pueblo County.
FOR THE FUTURE
As Weld County looks to 1994, a number of significant changes will be in
focus for the Board and staff to meet the needs of the county.
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Honorable Board of Commissioners - Continued
The passage of State Constitutional Amendment One (TABOR) will continue to
have a significant impact on the future of Weld County government. The
tax, revenue, and spending limitation will constrain many of the fiscal
options historically available to Weld County. The provision allowing the
return of unfunded state mandates to the state over a three year period,
if upheld by the courts, will significantly change the face of county
programs in Colorado over time. The 1994 budget has been developed within
the limitations of Amendment One with the Social Services mandated
turnback held in abeyance pending legal decisions. In the event the State
is found to be right in prohibiting the turnback of Social Services
programs, a contingency fund has been provided.
Public safety continues to be a high demand area for more services . The
drug task force funding continues to grow to deal with the pervasive
social problem of substance abuse and related criminal activity. The
recent jail expansion should allow the life of the Weld county jail to be
extended through the 1990's and possibly beyond. The new criminal justice
information system being installed in 1993-94 should better permit Weld
County to deal with limited resources to respond to growing service
demands in public safety.
The future level of county funding for Social Services is uncertain.
Major issues impacting funding are:
1. The legal interpretation of Amendment One (program subsidies)
2. The state use of IV-E funding
3. The amount of incentives for 1994
4. Caseload growth
5. State contingency revenue
6. Funding for the "capping" legislation
7. The usage of the Day Care Federal Block Grant
8. State welfare reform
The next two years could be a time of dramatic change in how social
services are delivered in the State of Colorado. Both the organizational
structure at the state and local level could be revamped, as well as final
determination of which level of government is responsible for funding
welfare. The ultimate decision could significantly impact county
governmental organizational and fiscal structures.
Construction of the new Denver International Airport, which is scheduled
for completion in late 1993, continues. The site of the new airport is
less than 15 miles from the southern border of Weld County. The spin-off
growth from the airport is expected to positively impact Weld County from
Greeley south. The county is positioning itself to deal with this growth
as it impacts land use, transportation, human service requirements, and
economic development.
The Board's decision on October 25, 1993, to enter into a ten-year
contract with SCT Corporation to provide computer services will have a
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Honorable Board of Commissioners - Continued
significant impact on how this essential service will be provided in the
future. The contract calls for a new technological environment that will
accomplish the following:
• Reduce the cost of information systems development and
maintenance
• Eliminate interdependency of users ' costs to each
other, so cost decisions can be made independently
• Create the flexibility to migrate to new systems as
the county's service environment changes
• Create an information technology environment that has:
A. open system architecture
B. relational data base management system
C. functionally enriched software applications
D. query management facility
E. improved user graphic presentation
F. more file transfer capabilities (upload/download)
G. automatic scheduling flexibility by users
H. large data volume processing and printing
I. client/server environment
J. access to wider assortment of software packages
• Support network management
• Empowerment of the users both functionally and in
governance and management of their information
processing needs
• Develop imaging strategy
• Develop GIS strategy
• Disaster Recovery Plan
The new environment should improve access to information for decision-
making, increase the quality and quantity of services, streamline
operations, and provide the opportunity for cost savings. The open system
architecture offers the technology to connect different types of equipment
and vendors. The linking of all components in one system improves access
and sharing of data and communication resources. Open system architecture
allows the county to retain some equipment and software as changes are
made. Open systems architecture and client/server capabilities will
better allow the distribution of computer equipment to user areas. The
relational data bases allow much more effective use of information by the
users and the data is more accessible, especially if coupled with a query
management system.
6
Honorable Board of Commissioners - Continued
The transformation from the current environment to the desired environment
in the next two to five years will require significant initial capital
investment in hardware, software, network, and staff time. The
transformation could not have occurred under the current environment
without a substantial infusion of funds, which were not available in the
Weld County budget. The solution then called for a way to reduce current
costs, so all or a portion of the saved resources could be reinvested in
the future technologies. This eliminated the status quo operation as a
viable option. The solution to contract out services calls for a radical
departure from business as usual. The transformation was viewed over a
multi-year time frame of 5 to 7 years. Financing of the transformation
must come from current costs of operation being reduced by implementing
newer, most cost-effective information systems, and phasing-out of the
more costly mainframe system, thus reducing operating costs to pay for the
new technologies by reinvesting all or some of the savings.
The approach calls for a two-phased solution: (1) reduce current cost,
and (2) development of a strategic plan to create the new information
technology environment described earlier.
The recommended course of action is to contract with SCT Corporation to
operate Weld County's information services function for a ten year
contract period. The approach is the most cost effective both short-term
and long-term and transforms Weld County's information service environment
to the technology desired in the future.
The option gives all the characteristics desired in our technical
information services environment described earlier at an affordable cost.
SCT Corporation can take advantage of a number of economies to reduce our
costs by nearly $700, 000/year, but still give us the technology we will
require. The company's expertise should make the transformation of our
information services function less costly and less risky. The up-front
capital requirement to implement the technology is greatly reduced via an
amortization of savings over the life of the contract. SCT Corporation
has experience in managing and operating county computer facilities and
expertise and experience in the functional software applications, and
future technology Weld County will require in the next ten years. The
approach offered should improve service delivery to the public at a
reduced cost. Users governance and empowerment is improved with this
approach.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special
Revenue, Capital Expenditures, Internal Service and Enterprise Funds total
$77,877,980 in 1994, an increase of 5.57. over 1993. The amount of revenue
from various sources and the increases over 1993 are shown in the
following tabulation:
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Honorable Board of Commissioners - Continued
Increase
Percent (Decrease)
Revenue Sources Amount of Total from 1993
Property Taxes $ 24,872.382 31.9%% $ 1, 149,681
Other Taxes 1, 908, 000 2.5 53,925
Licenses and Permits 698,800 0. 9 83,870
Intergovernmental Revenue 35,937,200 46. 1 4, 151,345
Charges for Services 2,870, 486 3. 7 837, 153
Ambulance Fees 2,495,801 3.2 254, 141
Miscellaneous Revenue 2,204,362 2.8 (398, 473)
Fee Accounts 2,382,860 3.1 243,810
Internal Service Charges 4.508,089 5.8 (2,299,279)
Total $ 77,877, 980 100. 0% $ 4, 076, 173
Expenditures by function for the General, Special Revenue, Capital
Expenditures, Internal Services, and Enterprise Funds total $80, 483, 476
for 1994 which is an increase of 4.7% over 1993. The amounts by function
and the increase over 1993 are as follows:
Increase
Percent (Decrease)
Expenditure Sources Amount of Total from 1993
General Government $ 9, 671,843 12.0% $ 1,353,408
Social Services 21,942,568 27.3 1, 990, 393
Road and Bridge 14,351,476 17.8 2,084, 681
Public Safety 11,676,955 14.5 239, 587
Human Services 6,803,857 8.5 883, 223
Health 2,620, 712 3. 3 441, 622
Capital 600, 000 0. 7 (19, 140)
Public Works 385,907 0.5 (1, 797)
Contingency 3,019, 984 3.8 (25, 008)
Miscellaneous 1,230,488 1.5 (763,863)
Culture and Recreation 324,559 0.4 49,400
Auxiliary 322.300 0.4 (6, 159)
Ambulance 2,508,801 3. 1 167, 141
Internal Services 5,024,026 6.2 (2, 732, 726)
Total $ 80, 483, 476 100. 0% $ 3,660, 762
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 7,000 calls in 1994 and
generated revenue of $2,508, 801.
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9 14"6
Honorable Board of Commissioners - Continued
Capital Project Funds : The Capital Expenditure Fund was established to
account for all capital projects for general county use. At the end of
each fiscal year, the completed project items are transferred to the
General Fixed Asset account group. The county has developed a five-year
Capital Improvements Program outlining projected costs and probable
sources of funding for various capital improvement projects. The only
major project in that plan for 1994 includes funds to repair the
Centennial Complex plaza area, and a new grader shed.
Debt Administration: In 1994 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 3% of the assessed valuation of
the county. Thus, Weld County maintains over a thirty million dollar
allowable debt capacity in accordance with Colorado State Statutes. There
are Certificate of Participation Bond Issues for the construction of the
Human Resources Building and Administration Buildings totalling
$3, 155,000.
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, Health Insurance Fund, Trust Funds, and the interest
earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 1994 is $693,500.
The county' s investment policy is to minimize credit and market risks
while maintaining a competitive yield on its portfolio. Accordingly,
deposits are either insured by federal depository insurance or
collateralized. All collateral on deposits are held either by the
government, its agent or a financial institution's trust department in the
government's name.
Risk Management: During 1994 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 is 22.457, the same as 1993 under State Constitutional
Amendment One (TABOR) passed November 3, 1992. The assessed value for the
1994 budget is $1, 107, 555,870, which is up $51, 194, 780 or 4.85% from last
year. The increase is primarily attributed to commercial property of
$14.5 million and oil and gas properties of $40. 4 million.
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9x12%
Honorable Board of Commissioners - Continued
EMPLOYEE COMPENSATION PAY
The 1994 budget provides for an average 4: salary increase. In addition
the county is providing a 6% increase for health insurance costs.
MAJOR FACTORS IMPACTING THE 1994 BUDGET
The major factors impacting the 1994 budget range from specific programs
to the fiscal and taxing environment Weld County must operate within
currently. Amendment One (TABOR) imposes a freeze on the current mill
levy of 22. 457, plus property tax, spending and revenue limits not
exceeding inflation and growth in net new construction.
The uncertainty of Weld County's ability to exercise the mandated turnback
provision of Amendment One for the social services program remains in
litigation at this time. The 1993 turnback amount of $1,080,219 had to be
taken from the Contingency Fund in 1993, and that same base absorbed into
the 1994 budget pending resolution of the legal issues. Additionally,
one-third of the turnback for 1994 was put into abeyance pending final
legal determination. Overall, social services costs without consideration
of the turnback are up 8. 9Z, or $1,810, 3393.
The consolidation of communication centers and criminal justice
information systems with the City of Greeley are dramatic program changes
in the 1994 budget. Consolidation of the communication centers saves the
county nearly one-half million dollars each year. Resources totalling
$860, 023 in 1994 are being spent to install the new integrated criminal
justice information center.
Consolidation with the City of Greeley should result in both the City of
Greeley and Weld County sharing future system development and system
enhancement costs on those parts of the system mutually beneficial. In
addition, the consolidated system affords all Weld county law enforcement
agencies the opportunity to become a part of a county-wide criminal
justice system with corresponding data bases and coordination at little
cost.
10
z1w' %i
a
Honorable Board of Commissioners - Continued
With this strategic plan, the Weld County criminal justice functions will
be in a great position to deal with the remainder of the 1990' s with a
state of the art information system, and a correctional facility with
growth capacity to carry it into the twenty-first century. Both the
information system and building facility are the key capital support
functions, together with staff to cope with the growing public safety
issues faced by Weld County in the next 5-10 years and beyond. The
investment in this system should provide many favorable returns over the
next decade as the county deals with limited resources to respond to
growing service demands, especially in the area of public safety.
The shift of the criminal justice information system to a decentralized
computer also impacts the central mainframe operation, as a third of the
user base is lost. As explained earlier, the Board of County
Commissioners of Weld County, on October 25, 1993, agreed to contract with
SCT Corporation of Malvern, Pennsylvania, to operate the Weld County
information services function under a facilities management contract
effective November 1, 1993. This decision is a result of a two-month
study to develop a strategic approach to the information services function
in Weld County. Proposals from four companies were considered.
The objective of the change is to create a new information technology
environment in Weld County government that will improve access to
information for decision-making, increase the quality and quantity of
services, streamline operations, and provide the opportunity for cost
savings . The contract with SCT Corporation will be for a ten-year period
with an estimated annual cost, after year one, of $1.3 million, which is
an approximate $700,000 annual savings over the costs of the current
county-run operation. SCT Corporation offered initial employment to all
current Weld County Information Service Department employees.
The additional 94-bed minimum security jail brought on-line in August 1993
will relieve jail space pressures, and the cost has been factored into the
1994 budget. Housing of additional state inmates with the added capacity
will bring in over $300,000 additional revenue in this area in 1994.
With 1994 being an election year, the cost in this area is up $297, 958.
Salary increases of 4% are included in the budget, and a 6% increase in
health insurance costs.
During 1993, Weld County has initiated a project entitled "Reinventing
Weld County Government" to examine priorities, services to provide, the
best way to deliver services, and the most cost effective way to provide
services with the constraints of Amendment One passed November 4, 1992.
11
9C12h 6
Honorable Board of Commissioners - Continued
As a result of this process, a new mission statement for Weld County was
developed. It reads as follows:
To enhance the quality of life of the citizens of Weld
County by: Having an open quality government with
citizen involvement and support. Providing integrated
service delivery systems that are easily accessible to
those in need. Being a government that is supportive
with concentration on problem prevention on a
proactive basis rather than cure. Empowering and
encouraging people through education and facilitation
to be more responsible and less dependent on
government. Providing incentives for efficient and
effective services and programs with decision making
at the most appropriate level with minimum levels of
government to permit flexibility to adjust for
changing circumstances.
The budget process provides a comprehensive method of achieving this
mission and accountability to the citizens of Weld County. In addition,
the budget process can assure that the highest standards of stewardship
have been adhered to in determining the amount and use of public
resources. The goal of the budget process is to develop a financial
operating plan which will provide for and insure the health, safety, and
welfare of all residents of Weld County. Further, the purpose of the
budget process is to facilitate the orderly and efficient delivery of
county government services as prescribed by the Home Rule Charter, state
statutes, federal and state mandates, and citizen input. Finally, to
promote an organizational culture which fosters access to information and
citizen awareness about Weld County.
Amendment One, passed November 4, 1992, and effective December 31, 1992,
will significantly change county government over time. The annual
spending, revenue, and property tax growth is limited to the percentage
change in the U.S. Bureau of Labor Statistics Consumer Price Index
(Denver-Boulder) plus growth in new construction. Although this is a
reasonable growth factor, it is coupled with a limitation on increased
mill levies, which will cause an erosion of the property tax revenue if
assessed value does not grow at the same rate as inflation, especially on
alternative appraisal years.
12
r '
Honorable Board of Commissioners - Continued
The provision of mandated turnbacks in Amendment One allowing counties to
reduce or end subsidy to state-mandated programs has been clouded by the
state refusing to accept the turnback without litigation. It is still
recommended to pursue the end of Social Services mandates, even if it
takes a court battle. The rapid growth of social services programs will
drastically erode the property tax revenue base for other county purposes
if the turnback does not take place.
As Colorado local governments face the fiscal uncertainties of our times,
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 can be maintained and that public confidence
in government can be enhanced in 1994.
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 ubdget documents are available for the public at 915 10th
Street, Room 316, Greeley, Colorado.
Very truly yours,YAW//Cilia
Donald D. Warden, Director
Finance and Administration
DDW/cah
13
9Z12%
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
County of Weld,
Colorado
For the Fiscal Year Beginning
January 1, 1993
friza,zgwe
President Executive Director
14
9;11296 6
1994
BUDGET A P P BOAC I-1
During the last few months. Weld County has initiated a project entitled
^Reinventing Weld County Government" to examine priorities, services to
provide, the best way to deliver services, and the most cost effective
way to provide services with the constraints of Amendment One passed
November 4, 1992. As a result of this process, a new mission statement
for Weld County was developed. It reads as follows:
To enhance the quality of life of the citizens of
Weld County by: Having an open quality government
with citizen involvement and support. Providing
integrated service delivery systems that are easily
accessible to those in need. Being a government
that is supportive with concentration on problem
prevention on a proactive basis rather than cure.
Empowering and encouraging people through education
and facilitation to be more responsible and less
dependent on government. Providing incentives for
efficient and effective services and programs with
decision making at the most appropriate level with
minimum levels of government to permit flexibility
to adjust for changing circumstances.
The budget process provides a comprehensive method of achieving this
mission and accountability to the citizens of Weld County. In addition,
the budget process can assure that the highest standards of stewardship
have been adhered to in determining the amount and use of public
resources. The goal of the budget process is to develop a financial
operating plan which will provide for and insure the health, safety, and
welfare of all residents of Weld County. Further, the purpose of the
budget process is to facilitate the orderly and efficient delivery of
county government services as prescribed by the Home Rule Charter, state
statutes, federal and state mandates, and citizen input. Finally, to
promote an organizational culture which fosters access to information
and citizen awareness about Weld County.
Amendment One, passed November 4, 1992, and effective December 31, 1992,
will significantly change courcy government over time. The annual
spending, revenue, and property tax growth is limited to the percentage
change in the U.S. Bureau of Labor Statistics Consumer Price Index
(Denver-Boulder) plus growth in new construction. Although this is a
reasonable growth factor, it is coupled with a limitation on increased
mill levies, which will cause an erosion of the property tax revenue if
assessed value does not grow at the same rate as inflation, especially
on alternative appraisal years.
15
91296
The provision of mandated turnbacks in Amendment One allowing counties
to reduce or end subsidy to state-mandated programs has been clouded by
the state refusing to accept the turnback without litigation. It is
still recommended to pursue the end of Social Services mandates, even if
it takes a court battle. The rapid growth of social services programs
will drastically erode the property tax revenue base for other county
purposes if the turnback does not take place.
Although this is a reappraisal year, moderate growth is anticipated in
property tax revenues. As a result, the 1994 budget initially must be
prepared with a 5% growth in the property tax base and reliance upon
other revenue sources to absorb other necessary expenditure growth.
As Colorado local governments face the fiscal uncertainties of our
times, 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 can be
maintained and that public confidence in government can be enhanced in
1994.
The budget strategy utilized the proven methodologies of dealing with
past budgets and was based upon the following assumptions and
approaches:
• No local tax initiative will be approved by the voters.
• Unless a change is legally mandated by state constitutional
amendment or federal law, the county's share of partnership
programs should not be increased, and the share should be
decreased wherever possible. Local dollars should not
displace federal or state reduction.
• Program managers and the public should be made aware of the
proposed service reductions as soon as possible.
• Early warning sessions should be held in August addressing
budget issues identified early in the process. Not all budget
units may need to be addressed.
• All county departments and offices should receive a set target
amount for 1994 prior to budget preparations.
16
901'21'S
• A target of 10% off the 1993 budget base should be uniformly
applied to all budget units.
• Salary adjustments should be restricted to an anticipated
amount (suggested 4.O%) . Any Department Head or Elected
Official justifying to the Board a higher salary amount for a
class unique to the department or office should fund the added
salary amount from within the target budget amount assigned.
• Fringe benefits should be left at the current level of
benefit.
• Insurance funding will be adjusted to reflect reduced costs of
self-insurance program.
• Outside agencies are treated the same as county departments,
since most provide contractual services.
• Any 1994 position classification upgrades shall be treated the
same as new position requests in the budget process, with the
department funding any requests within the target amount.
• New or expanded mandates should be absorbed within the 1994
target amount by all budget units.
• Self-supporting budgets float at the 1993 funding levels.
• Additional program options outside the overall budget plan are
proposed for Board consideration. Staff will explore the
options as directed by the Board and these options should be
topics of discussion at the public work sessions and hearings.
• A review of all discretionary programs should be done by the
Department Head or Elected Official and the Board.
• 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.
17
9 ;12" 6
• Resources for new activities should come from increased
productivity and termination of existing activities wherever
possible. No new non-mandated programs should be proposed
without proportionate cutbacks in other programs.
• All user and service fees will be examined and recommendations
made for increases or other adjustments to match the cost of
providing such services.
• Initiatives from Reinventing Weld County Government should be
continued.
• Use restraint in budget planning.
• Promote economies of scale where possible through inter-
departmental and/or inter-jurisdictional cooperation.
The budget strategy permits Weld County to cope with the adverse fiscal
impacts faced in 1994, while accomplishing a balanced budget. The
reality of the restructuring of government financing at all levels will
be the elimination of essential services for some citizens, and a new
perception of government's diminished role in the community.
18
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY IFORMULATION
Analyze Community Needs
Community Develop County-Wide Goals Long Range Planning
Assessment Assess Prior Year's Performance Capital Improvements
\Ccwpolicv
Alternativesblish General Prioritiestablish Fiscal Policy
\I
./.
SUPPORT
PROGRAM PROGRAM
EVALUATION PLANNING
Assess Program
Program Analysis Accounting System Alternatives
Design Program
Review Program Fiscal Control Define Program
Performance Cost Accounting by Program
Objectives
Relate to Present
Examine and Evaluate Operations
Alternatives Performance Measurement Revise as Necessary
Systems and Reports
1\ /
Service
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area •
Develop Multi-Year Projections
Schedule Action a
19 931 it
HIERARCHY OF BUDGET INFORMATION
///./„N
/'STRATEGIC\
OBJECTIVES
BOARD OF COUNTY
7 COMMISSIONERS
BUDGET POUCIES
BUDGET PROCESS IMPLEMENTATION AND RESULTS
OF STRATEGIC OBJECTIVES
REVENUE POLICIES MAJOR PROGRAM GOALS
POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS
ACCOUNTING POLICIES POLICY MATTERS4POINTS OF ISSUE
INVESTMENT POLICIES WORKLOAD DATA
CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES
BUDGET GUIDELINES SIGNIFICANT CHANGES
ALLOCATION.OF RESOURCES
NNNNNNN4ll\ /if
DEPARTMENT BUDGET UNITS
20
901226
1994
BUDGET CALENDAR
April 15 Board review of 1994 budget plan.
May 4 Discuss target budgets and 1994 budget plan
with department heads and elected officials,
9:00 a.m.
June 14 All department heads and elected officials
submit computer services requests to
Information Services .
June 14 Elected officials and department heads submit
requests for Buildings and Grounds special
projects to Finance.
June 14 Elected officials and department heads submit
PBX phone service requests to Communications.
June 14 Elected officials and department heads submit
new position requests and any reclassification
requests to Personnel.
July 6 Submit budget request to Finance.
September 9 Early warning budget work session and community
agency requests.
July 6 - September 15 Finance office review.
September 16 Budget Message to Board and transmit Proposed
Budget to Commissioners.
October 26 - 29 Budget worksession hearings with Commissioners
and elected officials and department heads.
November 18 Publish notice of final budget hearing.
October 29 - December 7 Prepare final budget.
December 8 Public Hearing to adopt mill levy.
December 8 Public Hearing on Final Budget, 9:00 a.m.
21
9312'16
W E LD C OUNTY
M S SS SON S TATS ME NT
To enhance the quality of life of the citizens of Weld County by:
C Having an open quality government with citizen involvement and
support.
G Providing integrated service delivery systems that are easily
accessible to those in need.
C Being a government that is supportive with concentration on
problem prevention on a proactive basis rather than cure.
0 Empowering and encouraging people through education and
facilitation to be more responsible and less dependent on
government.
G Providing incentives for efficient and effective services and
programs with decision making at the most appropriate level
with minimum levels of government to permit flexibility to
adjust for changing circumstances.
22
9126
C OUNTY S T RAT E G I C O B J E C Mrs;E S
Continue to seek involvement and input from the community of Weld
County.
Sustain a long-range perspective in setting fiscal, service, and
development priorities.
Balance programs and service levels against community needs and
available revenues.
Develop strategies to maintain the existing economic base and promote
the continued vitality of the County of Weld.
Support activities necessary to the preservation of stable, secure, and
quality living in Weld County.
Seek out innovative methods of maintaining and financing the replacement
of infrastructure components.
Continue a high level of activity at the regional, state, and national
level to insure Weld County' s voice in policy decisions.
23
9212,16
IMPLEMENTATION AMID RE S III,T S O F
S T RAT E G I C O 5.7 E C T I VE S
Weld County, in 1993, continued to hold town meetings with
representatives of the 30 city/town councils and interested public to
seek involvement and input from the community.
The county again participated with United Way, school districts, and
municipalities in completing a comprehensive needs assessment of the
county. The survey instrument used was a questionnaire: the assistance
of the University of Northern Colorado marketing department was used to
conduct the survey. The top needs identified were more jobs, mental
health services, drop out problems, child care, and senior services.
The results were incorporated into program funding for 1994. In
addition, the Health Department did an analysis of public health needs
in Weld County. This was done by the formation of the North Colorado
High Plains Public Health Consortium.
During the last year, an aggressive marketing initiative for Weld County
was developed. 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
Community awareness and involvement is considered as internal marketing.
It is the objective of the economic development program to share with
the leadership of the community the status and results of the county' s
industrial development program. During 1993 the Economic Development
Action Partnership (EDAP) co-sponsored the annual Industry Salute
Luncheon with the Private Industry Council (PIC) . Other activities
included the annual meeting, three incentives discussion meetings,
presentations to local groups, talk shows and participation in a
southeast Weld trade show.
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.
24
921226
During 1993 EDAP will send community profile packages to over 500
prospects. EDAP followed up on these leads by making personal calls on
corporate executives at their place of business, and has prospect visits
to Weld County. EDAP participated in two Colorado office of Business
Development (OBD) missions to southern California and four OBD-sponsored
trade shows . The marketing efforts included five missions to California
and one to the Midwest. EDAP participated in two IDRC World Congresses
and both the IFT Food Expo and the Food Plants Expo.
Over 300 companies utilized tax credits made available through the
Greeley/Weld Urban Enterprise Zone Program in 1993. The total amount of
tax credits taken since the program began in 1988 exceeds $10 million,
creating over 3,000 job opportunities.
EDAP has administered the Weld/Larimer Revolving Loan Fund (RLF) since
December 1989. During that time period it has spent a great deal of
effort in marketing the program, working with applicants, training staff
and working with the Colorado Office of Business Development to improve
the program.
The RLF is a good program, and is the only tangible source of financing
available to assist companies -- the EDAP staff has worked hard to make
it a viable program. Activity has greatly increased during the past
year, with four loans closed totaling $702,000, creating and/or
retaining 127 jobs.
During 1993, over 400 new jobs were created in Weld County. The
marketing activity is increasing at a rapid rate and the increase brings
results. These results include: local companies expanding, increased
enterprise zone activity, the approval of four RLF loans, and
outstanding activity in securing leads of potential new companies.
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 glamorous side of economic development (if there is
such a thing) , and is looked upon with a great deal more enthusiasm than
the typical expansion project.
25
9 1216
We all tend to take for granted what we already have, or simply forget
that these large and small companies are continuing to provide new jobs
and investments. They are quite simply the fuel driving our economy.
These employers invested (or have plans to invest) in excess of $40
million and created 400+ jobs.
One of the most cost effective forms of economic development is our
continued work to insure the expansion and retention of primary sector
companies doing business in the area. This is especially true when
these primary employers represent a diverse group of industries, which
is the case in Weld County.
It's not news to anyone that a significant percentage of Weld employers
are involved in farming/ranching and food processing activities
including meat, potato chips, beans, sugar, lamb, etc. Weld County is
an agricultural giant that currently ranks fourth nationally in total
receipts for all ag products sold. However, unlike many purely
agricultural counties, Weld has one more advantage -- diversity.
This diversity is seen when reviewing other types of existing industry
which are bringing new wealth to our community in the form of wages and
investments . These industries include bio-technology, printing/
publishing, electronics and computer devices, photographic films and
papers, educational software, plastic products, custom wood products,
measuring devices, boxes, telemarketing, insurance, landscaping
materials, grocery warehousing/distribution, chemicals, sheet aluminum
and aluminum cans, and fulfillment manufacturing.
In addition, Weld has companies manufacturing such diverse products as
ag and industrial equipment, Halloween masks and costumes, industrial
flooring, highway signs, glass, prosthetics and orthotics, heating
systems, modular housing, and leather products. The list goes on and
on.
While Weld County is trying to add even more diversity to Weld County in
the form of new employers, there is an on-going opportunity to further
strengthen the local economy through the expansion of the current
industrial base. This form of economic development, while slow and
steady, is one of the most cost-effective and beneficial forms of growth
a community can have.
In an effort to better understand who these businesses are, what they
do, and potential opportunities for growth, EDAP periodically meets with
area primary employers to offer assistance, encouragement and thanks.
Staff talks with employers about their business and any concerns they
might be having such as upcoming financial needs, labor needs, growth
opportunities, etc. When appropriate, EDAP staff explains the
Enterprise Zone benefits, Revolving Loan Fund and various financing
options available. Following are some of the activities and projects
happening in Weld County. These eight companies alone will collectively
add 130 full-time and 20 seasonal jobs.
26
9312`"6
STARPAK. INC. : This fulfillment manufacturing facility for
the computer industry began operations in 1987 and currently
employs 250. Its most recent expansion was the opening of a
new division that provides technical support for customers who
own computer hardware such as the HP Laserjet printer.
It purchased, remodeled and then moved 30+ employees into the
former Northern Colorado Club building in May. It could
easily add an additional 40 jobs before year end. Several
other expansion opportunities exist.
DISTORTIONS UNLIMITED: This well-known Halloween mask/costume
manufacturer will be expanding into 4,000 sq. ft. of space
adjoining their current facility. It employs 25 and
anticipates adding 15 more full-time jobs upon completion of
the expansion. Its seasonal employment doubles to 50-60.
STATE FARM: During the first quarter of 1993, State Farm
relocated approximately 80 service center employees to a newly
constructed 14, 000 sq. ft. service center facility in West
Greeley. This facility is designed to better serve the needs
of auto policy holders in the Northern Colorado region and
will free up needed space at the regional headquarters
facility in Evans. It currently employs 750 and anticipates
an additional 45 new jobs .
BERGER AND COMPANY: This ConAgra company, which specializes
in processing and wholesale distribution of pinto beans, is
planning a 40, 000 sq. ft. expansion of its LaSalle processing
facility in 1994. It currently employs 60 and anticipates
adding 20 more full-time jobs upon completion. It is also in
the middle of an extensive 5-year equipment upgrade project.
HARSH INTERNATIONAL: An international leader in manufacturing
hydraulic agriculture equipment, Harsh has begun a 25, 000 sq.
ft. expansion on the building that houses the manufacturing of
its mixer operations. In addition, it is in the process of a
major equipment expansion. Currently employing 250, they will
add 8-10 new jobs upon completion, which is scheduled for late
1993 or early 1994.
MONFORT, INC. : In an effort to ease crowding, a 7, 500 sq. ft.
expansion is currently under construction at Monfort's
corporate offices north of Greeley. It employs approximately
500 at this facility and no new jobs are anticipated.
27
9a4121.116
GOLDEN ALUMINUM: The only manufacturer of sheet aluminum in
the U.S. using recycled aluminum cans, Golden has recently
received the coveted ISO 9000 certification. This is an
international quality assurance standard that is required to
market products internationally. To date, Golden Aluminum is
the only aluminum manufacturer in the country that has
received this quality assurance certification.
AGRICULTURAL PRODUCTS, INC. : A local potato growing
operation, Ag Products has expanded into cleaning, sizing,
packaging, and wholesaling locally grown potatoes under the
name of Pinnacle Greeley. The company has leased the former
Mountain Pride processing facility located in East Greeley.
Operations are to begin July 1 with 15-20 seasonal employees,
who could become full-time within 2-3 years.
In 1993, several companies have either announced plans to locate in Weld
County or have begun operations or construction in the county. Below is
a brief description of some of these companies who collectively will
create approximately 380-420 new jobs . In addition, 12 seasonal jobs
will be created.
MULTI-PRODUCTS, INC. : Based out of Ohio, this sales/service
and distribution center of oil and gas production equipment is
leasing 1,500 sq. ft. at the Ironwood Business park in
Greeley. It became operational the first quarter of 1993 and
employs 5.
ROCKY MOUNTAIN PRODUCE, LTD. : This 20-acre, $8 million
greenhouse will begin construction late in 1993 at the Ft.
Lupton Thermal Park. The greenhouse will be operational late
in 1994 and will exclusively grow tomatoes, utilizing the
steam by-product of the co-generation facility for heat. The
greenhouse is owned by Thermo Industries and will be operated
by Rocky Mountain Produce who currently operates a similar
greenhouse in Brush. Approximately 60 full-time jobs will be
created.
HAUSER CHEMICAL: This Boulder based bio-technology company is
currently under construction on a 43,000 sq. ft. building at
Del Camino in Southwest Weld. The Weld facility will be the
manufacturing arm for the foods and flavoring division.
Hauser has purchased 37 acres and has plans for up to six
additional buildings in a campus like setting. The company
will be relocating an initial 15 employees from Boulder upon
completion and projects employment at this one manufacturing
division to reach 45-50 within 3-5 years .
28
^� 2'2
9� 6
HY-Q ENTERPRISES: HY-Q relocated from Denver in the first
quarter of 1993 and manufactures high-quality solid wood video
and CD storage cabinets. It is leasing 20. 000 sq. ft. in the
Sekich Business Park in Southwest Weld County and employ 18.
With the assistance of the Weld/Larimer Revolving Loan Fund,
it will be able to complete a major equipment expansion.
ADVANCE FORMING TECHNOLOGIES: This Longmont company
manufactures small precision parts and tools for the medical,
computer and fiber optics industries. It hopes to break
ground by mid-1994 on a 70, 000 sq. ft. building on 37 acres at
Del Camino in Southwest Weld County. Its existing 250
employees will be moved to the new facility and company
officials project an additional 250 jobs to be created within
the next 3 to 5 years. This project is currently pending
rezoning and annexation to Longmont. The Greeley/Weld
Enterprise Zone was an important element in AFT's decision to
expand and relocate into Weld County.
GREEN BAY FOODS: Working with Fagerberg Produce, Green Bay
Foods out of Green Bay, Wisconsin, broke ground on a 4, 000 sq.
ft. pickle sizing and grading facility south of Eaton. Once
sized and graded, pickles will be shipped to the Green Bay
Foods Lajunta facility for further processing. The Eaton
facility will be operational in August 1993, and operate for
about five weeks, creating 12 seasonal jobs. Cucumber acreage
in Weld County is expected to double.
AQUAMOTION, INC. : Located in Berthoud, AquaMotion has
announced plans to build a 7,200 sq. ft. building at the
Sekich Business Park in Southwest Weld County. The company
manufactures custom therapy pools used in the medical
industry. It ships and installs these pools all over the
country and currently employs 7. Company officials anticipate
its employment doubling to 14 within the next 18 months.
GOLDENS: Goldens will be constructing a temporary batch plant
at the Poudre Tech Sand and Gravel Mining operation in
Windsor. The batch plant will create 20 jobs and be
operational for several years.
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 producing Colorado county in oil/natural gas
production, and consistently ranks as one of the top Colorado
counties in the value of its manufactured products.
29
9. l ZI MG
• Weld County has experienced a continued, steady population growth
rate.
• County and city governments are aggressively pro-business, offering
planned industrial properties and attractive incentive programs.
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 $4. 50 - $6. 00 per
hour range, and our employees represent a solid Midwestern work
ethic. Organized labor represents approximately 3Z of our
manufacturing workforce.
• An excellent transportation system provides easy access to national
and growing regional markets. Two interstate highways (I-25 and I-
76) and two U.S. highways (U.S. 34 and U.S. 85) serve the county,
and two additional interstate highways border Weld County (I-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 Stapleton 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 under
construction will be located at the southern edge of Weld County
(completion - 1994) , 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.
30
9:112-'6
BUDGE T 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. Ranking, in priority order, all new and existing services which
fall within a marginal range of funding.
4. Aggressively analyzing major revenue sources.
5. Eliminating procedures which were not fully utilized in the
decision making process of the budget.
6. Identifying optional programs and service levels which may be
reduced if necessary.
7. Continued refinement of the budget process with the key aspects
of planning, evaluation, priority setting, rational resources
allocation process, and creative management approaches.
8. Target budget approach.
9. Initiate a strategic planning process.
31
9,1:12f16
MAJOR PFtCP Ft-ANI SPECIFIC GOALS
• Expand 94 minimum security beds for county jail.
• Develop fourth year program of a Drug Task Force in conjunction
with the municipalities in Weld County (Sheriff) .
• Phase in the installation of new criminal justice information
system.
• Complete consolidation of City of Greeley and Weld County
Regional Communications Center.
• Reconstruct the following major bridges:
8/25A $ 536,800
14.5/25A 200, 000
18/25A 660,800
32.5/21B 1,023, 152
23/74A 312,800
• Pursue litigation to eliminate Social Services subsidy.
• Expand Useful Public Service Program to include clients from the
City of Greeley municipal court.
• Continue initiatives associated with the "Reinventing Weld County
Government" project.
• Implement Household Hazardous Material program.
• Fully implement Victim Rights Amendment.
• Evaluate health care reform's impact on Weld County.
• Restructure the organizational structure and service methods of
Information Services to provide quality computer support at the
most competitive price.
32
9C12)5
• Evaluate the structure of Road and Bridge/Engineering.
• Respond to the state reorganization of human services agencies
and the change's impact on Weld County programs.
• Fully install a new election ballot tabulation system.
• Create an information technology environment that has:
A. open system architecture
B. relational data base management system
C. functionally enriched software applications
D. query management facility
E. improved user graphic presentation
F. more file transfer capabilities (upload/download)
G. automatic scheduling flexibility by users
H. large data volume processing and printing
I. client/server environment
J. access to wider assortment of software packages
33
9212%
1994
PROGRA&i ISSUES
• Expanded work release program with jail remodel.
• Additional 94 maximum security beds in jail.
• State reimbursement of county housing for state inmates increased
to $40.00 per day.
• Issue of Social Services turnback to State of Colorado in
accordance with Amendment One.
• Refine long-term strategy to deal with the fiscal constraints of
Amendment One.
• Continue "Reinventing Weld County Government" Project to examine
priorities, services to provide, the best way to deliver
services, and the most cost effective way to provide services
with the constraints of TABOR.
• Installation of new criminal justice information system.
• Consolidation of Weld County and City of Greeley communications.
• Develop fourth year program of a Drug Task Force in conjunction
with the municipalities in Weld County (Sheriff) .
• Health care reform's impact on Weld County.
• Implementation of self-insured program for all coverages, except
Health.
• End of HRD subsidy.
• Full implementation of hazardous household waste program.
• Increased Conservation Trust Fund resources due to Amendment 8.
• Structure of Road and Bridge/Engineering.
• Contract out information services function to SCT Corporation.
34
931ra6
BUDGET P O L= C 2 ES
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
• 1994 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) of the
Weld County Home Rule Charter, 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
9310T
R E VE NUE P O L I C I E S
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the
preparation of the 1994 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 1993, historical growth rates,
and interest rates of an average of 3.00% throughout 1994.
10. Property taxes are based upon the maximum allowable under
Amendment One (TABOR) .
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
S P E C I F 2 C REVENUE AS S UMp T 2 ON S
OF SIGNIFICANT REVENUE
Property Tax: Levy with maximum allowable, per Amendment One (TABOR)
limitation.
Specific Ownership Tax: Anticipated to remain at the historical level of
7.65% of property tax.
Building Inspection and Planning Permits: Based upon continuation of 1993
land use and construction activity level with 1994 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.
Useful Public Service: Based on caseload at 1,833 clients at
$60.00/client.
Drunk Driving Fines: Based on $30 per offender at anticipated level of
766 with 2% waiver rate.
Earning on Investments: Calculated on an average earnings rate of 3.00%
on approximate average balance of $23,300, 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 $20,000 for 1994.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon 1992 Indirect Cost Plan
approved by HHS.
County Clerk Fees: Calculate 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 5% growth factor due
to car price increases.
37
UCa4tif6
Highway User's Tax: Based on State Department of Highway estimates from
gas tax less 3: reduction that Weld County has historically experienced.
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, 1993.
Health Fees: Based upon historical patient/client caseload with 1993
rates applied.
Human Resource Grants: Based upon contract funding level as of October 1,
1993.
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 1992-93 call volume plus 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 30 DOC
inmates at $40.00 per day per inmate.
Work Release Inmate Fee: Based upon average of 32 work release inmates
per day.
38
P Co L.I C Y D I RE EC"I"IONS
-- Continued revenue maximization policy to support county services to
users.
-- Continue policy of identifying ways to minimize the reliance upon
property tax funding.
-- Advocate legislative positions.
-- A revised compensation pay plan based upon annual salary survey data
has been recommended to keep county compensation competitive with the
labor market.
-- Examine county programs on a continual basis to maximize productivity
and maintain current service levels with current or reduced
workforce.
-- Examine county programs and services to prepare Weld County for
continuing financial uncertainties and future limitations.
-- Cost cutting/revenue raising strategies have been used to hold down
costs and support county services. This has been accomplished by:
-- Organization assessment
-- Contraction in services
-- Productivity improvement
-- Reprivatization and contracting
-- Automation
-- Energy conservation
-- Administrative reorganization
-- Innovation/technological transfer
-- Continuation of position sunset review is recommended to assess the
need for any vacated positions in 1994.
-- Utilization of a target budget approach with the following features:
-- Identifies county's resource capacity
-- All can see the targets and related reductions
-- Proposed unfunding gets identified early
-- Allows time to accommodate reductions (employees)
39
9$i22S
-- 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
-- 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
-- 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 continued follow-up that we have been doing the
last three years.
-- All newly mandated program costs have been clearly identified for the
Board.
-- Unless a change is legally mandated the county's share of partnership
programs was not increased, and the share has been decreased wherever
possible.
-- Methods to maximize manpower avoidance or substitution have been
encouraged by all departments through automation, productivity
improvements, or cost cutting strategies.
-- Capital outlay expenses for equipment has only been 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.
-- Continue "Reinventing Weld County Government" Project to examine
priorities, what services to provide, best way to deliver services,
and most cost effective way to provide services with the constraints
of TABOR.
40
S = GINS PICAW= s!Joc ET AND
AC C OiTNT I NG POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of
Accounting. Basis of Accounting refers to when revenue and expenditures
or expenses 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 1993 payable in 1994; 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
County Commissioners through a supplemental appropriation ordinance.
41
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 in the
following year in two installments on March 1 and August 1, 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.
42
r NV E S THE NT 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 Commission 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 $13.6 million. Of this amount, $1. 1 million will be covered by
Federal deposit insurance and the remainder was collateralized with
securities held by the pledging financial institution's trust
departments or agents in the county's name.
43
2°6
Investments:
Statutes authorize the county to invest in obligations of the U.S.
Treasury, agencies, and instrumentalities, commercial paper, and
repurchase agreements. The Pension Trust Fund is also authorized to
invest in corporate bonds and mortgages.
The county's investments are categorized to give an indication of the
level of risk assumed by the entity. Category 1 includes the investments
that are insured or registered or for which the securities are held by the
county or its agent in the county's name. Category 2 includes uninsured
and unregistered investments for which the securities are held in the
county's name. No funds are in the form of mortgages in Category 2.
Interest revenue is projected on the basis of an average interest rate of
3.00% in 1994.
44
9212''-6
AILL
POINTS
OF
ISSUE
AND
POLICY
MATTERS
9.:12%
CAP I TAL. IMPROVEMENT POI., ICY"
Y
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 $500 or more are considered capital
items.
45
94,1226
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
9312^'
1994 CTJID at, IMES
• 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, and 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 1993's
budget presentation.
• Salaries should be budgeted at the 1993 level. Any increase over
4.0% for a class unique to your department must be absorbed in your
target amounts.
• 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 continued follow-up to work that we have been
doing the last five years.
47
• Identify those areas where increased personnel productivity has shown
gains in services and/or reductions in cost.
• 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. TABOR budget target amounts will
be given to each department for the TABOR budget submission.
• In reviewing the 1994 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.
48
S I ON I F S C A N T CHANGES 2 N POLICY
FROM PRIOR YEARS
• Board contract with SCT Corporation to manage and operate computer
services function to position Weld County to accomplish the
following:
• Reduce the cost of information systems development and
maintenance
• Eliminate interdependency of users' costs to each other, so cost
decisions can be made independently
• Create the flexibility to migrate to new systems as the county's
service environment changes
• Create an information technology environment that has:
A. open system architecture
B. relational data base management system
C. functionally enriched software applications
D. query management facility
E. improved user graphic presentation
F. more file transfer capabilities (upload/download)
G. automatic scheduling flexibility by users
H. large data volume processing and printing
I. client/server environment
J. access to wider assortment of software packages
• Support network management
• Empowerment of the user both functionally and in governance and
management of their information processing needs
• Develop imaging strategy
• Develop GIS strategy
• Disaster Recovery Plan
• Acquired a new voter tabulation system
• Added a planner position for the express purpose of developing a Long
Range Land Use Master Plan for Weld County
• Election judge compensation was changed from $50 to $60/election to
retain and attract judges
• Resources were budgeted for the implementation of the Victims' Rights
Amendment in the District Attorney's Office
49
34—H SAs
• Communications dispatch and criminal records were consolidated with
the City of Greeley Police Department and contracted for service from
Greeley Police Department
• A joint criminal justice information computer system was implemented
in conjunction with the Sheriff, District Attorney, and Greeley
Police Department
• Resources for the Economic Development Action Partnership (EDAP) were
increased to make Weld County, Greeley, and private sector donors
equal funding partners of economic development for the county
• Two mowers will be purchased to begin providing roadside mowing of
weeds on county roads with Road and Bridge staff versus contract
mowing and spraying
• Weld County will continue its legal battle with the State of Colorado
to turnback all social services mandates per Amendment One passed in
1992
• Board replaced the Director of Health with a non-medical doctor and
contracted out the medical consultation to physician
• A household hazardous materials program with educational programs and
collection points will be fully implemented by the Environmental
Protection Services unit of the Health Department
• More resources were provided in Environmental Protection Services to
monitor landfills, odor complaints, septic systems, and underground
storage tanks
• Provision of contract fleet maintenance was changed from Lear Siegler
to TECOM
• Internal county messenger service was transferred from Human
Resources transportation unit to Printing and Supply Department
• PBX/Phone Services was reorganized and placed under the direction of
General Services with the elimination of the Information Services
Agency with the contracting out of computer services
• Emergency Reserve Fund of $1,600, 000 was established in accordance
with Amendment One (TABOR) requirements
50
921r6
E X P LANAI I ON OF'
I ND I V I DUAL 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.
Road and Bridge Fund: The Road and Bridge 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.
51
90 As
Special Revenue Funds - Continued)
Human Resources Fund: The Human Resources 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.
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 Road and Bridge
Fund and to various departments of other county funds.
Printing and Supply Fund: This fund accounts for revenue and costs
associated with providing printing services and the supply and stores
function of the county.
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.
PBX 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.
52
92112%
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.
53
9a12 6
O RGAN I Z AT 2 ONAL RE S P ON SIB I L 2 TY
FOR BUDGE T UNIT S
BUDGET UNIT RESPONSIBLE OFFICIAL
GENERAL FUND:
Office of the Board Chairman, Board of County
Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance and
Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance, Building and Director, General Services
Grounds
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, General Services
Personnel Director, Personnel
Computer Services Director, Finance and
Administration
Capital Outlay Director, Finance and
Administration
Sheriff Sheriff
Crime Control and Sheriff
Investigation
54
9312V6
BUDGET UNIT RESPONSIBLE OFFICIAL
GENERAL FUND (CONTINUED) :
Regional Forensic Lab Sheriff
Communications - County Wide Director, Finance and
Administration
Communications System Director, Finance and
Development Administration
Coroner Coroner
Correctional Administration Sheriff
Community Corrections Chairman, Community
Corrections Board
,Public Service - DUI Director, Useful Public
Service
Building Inspection Director, Planning Services
Office of Emergency Sheriff
Management
County Wide Animal Control Sheriff
Pest and Weed Control Extension Agent
Economic Development Director, Finance and
Administration
Waste Water Management Director, Finance and
Administration
Engineering County Engineer
Extension Services Extension Agent
Veteran's Office Director, 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, General Services
County Fair Extension Agent
55
931206
BUDGET UNIT RESPONSIBLE OFFICIAL
ROAD AND BRIDGE FUND Director, Road and Bridge
SOCIAL SERVICES FUND Director, Social Services
HEALTH FUND Director, Health Services
HUMAN RESOURCES FUND Director, Human Resources
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
PRINTING AND SUPPLY FUND Director, General Services
INSURANCE FUND Director, Finance and
Administration
PHONE SERVICES FUND Director, General Services
HEALTH INSURANCE FUND Director, Finance and
Administration
56
931206
P CD 1,I C Y MATT E R S /POINT S O F ISSUE
WITH F I SC Ala IMPACT
FUNDING
INCLUDED EXCLUDED
Planning and Zoning:
Increase fees $ 17, 778
Long-Range Planner $ 32. 000
Treasurer:
Upgrade of clerical positions 6,558
Assessor:
Additional Oil and Gas Appraiser 21, 742
Mapping 10, 000
District Attorney:
Upgrade of Office Manager 6,388
Upgrade Deputy DA V 3,291
Victim Assistance:
Additional Office Tech II 17, 452
Victim Rights Program 8, 408
Sheriff:
Correctional Officer upgrades 30, 617
Pest and Weed:
Equipment upgrade 39, 400
Airport:
Fuel Storage 15, 000
Discretionary Grant 7,500
57
931206
FUNDING
INCLUDED EXCLUDED
Mental Health:
Program expansion $ 2,569
Economic Development:
Program expansion 97,333
Clerk and Recorder:
Maintenance of equipment 12,609
Social Services:
2.5 Additional FTE - Admin. 19, 135
1 Additional FTE - IV-D 15,345
Shelter - A Woman's Place ($42,385) 50, 000 $ 12,385
Health:
Office Tech IV to Accounting
Specialist upgrade 1,472
Business Manager upgrade 4, 557
Nurse Supervisor 5% upgrade 5,533
Nurse Practitioner 5% upgrade 5,223
Office Tech to Health Tech upgrade 11, 973
Additional EH Specialist-Landfills 30, 502
Additional .5 EH Specialist -
Consumer Health 14, 064
Additional Office Tech II 16,361
Upgrade OT III to OT IV 2,504
Perc Test Fees 37, 950
Underground Storage Tank Fees 6, 500
Reorganization 16,852
Conservation Trust:
Island Grove Park 27, 432
58
9312%
FUNDING
INCLUDED EXCLUDED
Miscellaneous:
Armory $ 36, 500
Phones 15,698
Probation - space 3,600
Convention and Visitors' Bureau 2, 500
Scenic ByWay 2, 000
Contingency - Unallocated: 257,236
TOTAL $ 705, 821 $ 218. 146
59
931206
POSITION AUTHORS Z AT I ON CHANGES
DUE TO 3. 994 BUDGET
FUND/DEPT DEPARTMENT OLD NEW
01-1012 County Attorney Assistant County
Attorney II Eliminated
01-1014 Planning None Long Range
Planner
01-1014 Planning None Planning Tech
( .5)
01-1126 Victim Witness None Office Tech II
(VRA)
01-1123 District Attorney Deputy DA V Chief Deputy
01-1031 Treasurer (3) Office Tech Office Tech
II's III's
01-2150 Communications (27) Positions Eliminated
65-1191 Computer Services (35) Positions Eliminated
01-2110 Sheriff (5) Record Clerks Eliminated
01-2310 Jail (5) Juvenile
Officers Eliminated
01-1061 Building/Grounds Trusty Supervisor . Eliminated
01-1061 Building/Grounds Bldg. Maintenance
Supervisor Eliminated
01-1061 Building/Grounds Bldg. Maintenance
Worker II Eliminated
01-1061 Building/Grounds None Custodian Lead
Worker
01-2420 Building Bldg. Inspection
Inspection None Tech
01-3700 Veteran's Office Office Tech II
(.5) Eliminated
01-2340 Useful Public Community Svcs.
Service None Tech (.5)
19-4110 Health
Administration Business Manager Eliminated
19-4110 Health
Administration Office Tech IV Office Manager
60
FUND/DEPT DEPARTMENT OLD NEW
19-4140 Nursing None Public Health
Nurse II (1)
19-4170 Health Protection Office Tech IV Office Manager
19-4170 Health Protection None Office Tech (1)
EP Specialist
19-4170 Health Protection None (2.5)
19-4170 Health Protection None Household Hazard
Spec (1)
60-2160 Ambulance None EMT (1)
67-1192 PBX None Asst. PBX (1)
61
931206
p‘acrik;
WIDe
COLORADO
62
4
EMPLOYEE
SALARY SCHEDULE
AND
BENEFITS
4d
9J12•Iti
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63
1994 PAY INCREASE PROJECTIONS
"AVERAGE" EMPLOYEE
•
Office/Clerical Production, Average
Technical Maintenance, Salaried Top Projected
Non-Exempt Material Handling Exempt Executive Increase
Mining 3.6% 3.5% 3.6% 3.2% 3.5%
(8 organizations)
Oil & Gas 4.5% 4.1% 4.4% 3.0% 4.0%
(9 organizations)
Financial/Real Estate 4.2% 4.3% 4.3% 4.0% 4.2%
(25 organizations)
Health Care 4.4% 4.4% 4.3% 4.4% 4.4%
(15 organizations)
Manufacturing 4.3% 4.1% 4.3% 3.9% 4.2%
(98 organizations)
RetalVWholesale 4.1% 4.0% 4.3% 3.7% 4.0%
(36 organizations)
Service 4.6% 4.3% 4.8% 4.9% 4.7%
(55 organizations)
Insurance 4.6% 4.0% 4.7% 5.0% 4.7%
(11 organizations)
Utilities/TransJComm. 4.3% 3.6% 3.9% 3.7% 3.9%
(16 organizations)
Government 3.3% 3.4% 3.8% 4.0% 3.6%
(18 organizations)
Non-Profit 4.3% 4.5% 4.2% 4.0% 4.2%
(39 organizations)
All Industry 4.2% 4.1% 4.3% 4.1% 4.2%
(338 organizations)
Average Projected Increase
3%
nm 1111
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p% 1 (1 1j 1 11 1 1(11 1 11 1)1 1N11 1(111
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II II 1111 Hii1 IIII IIiI 11111 " ' ' " '• "'• 11111
MN 111(1 11 N 1111 1((11 1j1ii Viii 1 111
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/ ` / 46
July 1993 Mountain States Employers Council, Inc.
64 9312"16
SALARY RECOMNIEIVDATIONS
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
In 1994 across the board salary increases of 4.0% are included in the
funding of the budget. No minimum increase is provided for
"grandfathered" employees. The breakout by funds is as follows:
General Fund $ 661,391
Road and Bridge Fund 138, 613
Health Fund 47,572
TOTAL $ 847.576
Benefits are funded at the current level with a 6% increase for health
insurance.
Social Services salaries will be set in accordance with the Board's policy
adopted in July, 1987, to go to a pay system similar to the county system
under the new policy which allows more local discretion. An anticipated
4% increase is included in the budget. See Social Services Administration
budget unit for details of Social Services 1994 pay plan.
65
931206
1 9 9 4 H E ALTH I N S LJRANC
1994 Insurance rates are as follows:
HIGH DEDUCT
HMO PPO PPO
Employee:
Health $144.29 $212. 17 $165. 79
Dental/Vision 10.00 10.00 10.00
Total $154.29 $222. 17 $175. 79
County $138.29 $138.29 $138.29
Employee 16.00 83.88 37.50
Dependent:
Health $253. 95 $368.88 $288.24
Dental/Vision 16.00 16. 00 16. 00
Total $269.95 $384.88 $304.24
Total Employee $285.95 $468. 76 $341. 74
Total County 138.29 138.29 138.29
Employee Costs:
1994 $285.95 $468. 76 $341. 74
1993 271.80 436.26 349. 78
DIFFERENCE $ 14. 15 $ 32.50 $ (8. 04)
PPO AND HIGH PPO PLAN COMPARISON:
HIGH DEDUCTIBLE PPO PPO
$20 office visit co-pay $15 office visit co-pay
$500 deductible $150 deductible
80% PPO benefit/ 80% PPO benefit
60% non-PPO benefit (up to $5,000 -
(up to $10,000 - 100% thereafter)
100% thereafter)
$5 generic/$8 brand $5 generic/$8 brand
prescriptions prescriptions
66
9312%
DENTAL:
PROGRAM:
• COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE
AND FAMILY PLANS
• 100Z PREVENTIVE CARE
• 50%/50Z 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
• 50Z OF COVERED EXPENSES INCURRED
• EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
LIFE: Three times annual salary up to $300, 000 at 26.5¢/$1, 000
DISABILITY: $.51/$100 compensation
WELLNESS: Wellness program will be continued to all county employees.
Executive Pay Plan:
Department Heads, Elected Officials, and Chief Deputies can use
up to $1,000, plus equivalent amount to PPO single/family annual
premium rate in direct benefit plan for health purposes.
67
931206
1 9 9 4 SALARY ADJUSTMENT S
DEPARTMENT 1993 1994 DIFFERENCE
Commissioners $ 251,922 $ 277, 030 $ 25, 108
County Attorney 296, 106 309, 772 15, 666
Clerk to Board 53,205 56, 373 3, 168
Planning and Zoning 266,520 268,563 2, 043
County Clerk 880,268 931, 613 51,345
Elections 102, 624 106, 130 3, 506
Treasurer 329, 739 357, 614 27,875
Assessor 1,025, 793 1,080,276 54,483
Buildings and Grounds 864,204 900, 132 35, 928
District Attorney 1, 156,333 1, 198, 488 42, 155
County Council 9,216 10, 698 1, 482
Juvenile Diversion 155,322 160,687 5,365
Victim Witness 94,382 95, 071 689
Finance 148,023 153,814 5, 791
Accounting 234,248 241, 017 6, 769
Purchasing 55,541 57,207 1, 666
Personnel 160, 790 167,268 6, 478
Sheriff Administration 366,664 399,538 32,874
Sheriff, Field 2, 158, 154 2,258,436 100,282
Regional Forensic Lab 62, 784 65,257 2,473
Useful Public Service 113,336 119, 352 6,016
Sheriff, Jail 2,938,669 3, 133, 105 194, 436
Building Inspection 226,868 236,057 9, 189
Animal Control 29,961 31, 172 1,211
OEM 36,376 39, 959 3,583
Pest/Weed Control 38,469 39, 959 1, 490
Engineering 322, 953 335,941 12, 988
Extension Services 123,995 129,206 5,211
Veteran's Office 30, 647 31,885 1.238
Coroner 21,580 22, 463 883
TOTAL GENERAL FUND $12,554,692 $13,214,083 $ 661,391
Bridge Construction $ 405,093 $ 418,511 $ 13, 418
Maintenance of Condition 1, 135,229 1,180, 606 45,377
Maintenance Support 477,241 500,628 23,387
Trucking 473,887 491, 123 17,236
Mining 345,916 385,592 39, 676
Road & Bridge Admin. 226, 785 226,304 - 481
TOTAL ROAD/BRIDGE $ 3,064,151 $ 3, 202, 764 $ 138, 613
Health Administration $ 308,326 $ 344,885 $ 36,559
Nursing 751, 121 742, 650 - 8,471
Environment. Protection 581,214 600,698 19,484
TOTAL HEALTH FUND $ 1, 640, 661 $ 1,688,233 $ 47,572
68
931216
PAYIIIP 1994 JOB TABLE LISTING PAGE 1
RUN DATE: 11/22/93 REGULAR
WORK COMP JOB NUMBER J08 DESCRIPTION GRADE E OC OVERTIME
8810 01016 AAA ASSISTANT 17 NONEXEMPT
Beto 01015 AAA CASE MANAGER 20 NONEXEMPT
8810 01014 AAA OUTREACH WORKER 05 NONEXEMPT
8810 07210 ACCOUNTANT I 32 EXEMPT
8810 07211 ACCOUNTANT II 36 EXEMPT
8810 07212 ACCOUNTING ADMINISTRATOR 34 EXEMPT
8810 07207 ACCOUNTING INTERN MW EXEMPT
8810 07209 ACCOUNTING SPECIALIST 24 NONEXEMPT
8810 07208 ACCOUNTING TECHNICIAN 08 NONEXEMPT
8810 06842 ADMIN. OF USEFUL PUBLIC SERVICE 37 EXEMPT
8810 12921 ADMINISTRATIVE ASST. I 16 NONEXEMPT
8810 06832 ADMINISTRATIVE ASST. II 25 NONEXEMPT
8810 12924 ADMINISTRATOR II 42 EXEMPT
8810 12943 ADMINISTRATOR OF C.O.D.S. 42 EXEMPT
7423 20041 AIRPORT LINE PERSONNEL CI NONEXEMPT
7423 20042 AIRPORT LINE PERSONNEL C3 NONEXEMPT
7423 20045 AIRPORT MAINTENANCE Cl NONEXEMPT
7423 20000 AIRPORT MANAGER C4 EXEMPT
7423 20010 AIRPORT OFFICE MANAGER C2 NONEXEMPT
7423 20025 AIRPORT SPECIAL PROJECTS NCR C2 NONEXEMPT
7423 20030 AIRPORT TERMINAL MANAGER C2 NONEXEMPT
7720 06940 AMBULANCE SUPERVISOR P3 NONEXEMPT
9410 03010 APPRAISER I 15 NONEXEMPT
9410 03021 APPRAISER II 25 NONEXEMPT
9410 03025 APPRAISER III 30 NONEXEMPT
9410 03026 APPRAISER IV 36 NONEXEMPT
9410 03023 APPRAISER LEAOWORKER 29 NONEXEMPT
9410 03027 APPRAISER V 40 NONEXEMPT
8810 12844 ASSISTANT DISTRICT ATTORNEY AA EXEMPT
8810 12720 ASST. COUNTY ATT. (SS) 47 EXEMPT
8810 12710 ASST. COUNTY ATT. I 37 EXEMPT
8810 12721 ASST. COUNTY ATT. II 45 EXEMPT
Beto 12725 ASST. COUNTY ATT. III 53 EXEMPT
8810 12732 ASST. COUNTY ATT. IV 59 EXEMPT
8810 C9585 ASST. DIRECTOR OF ROAD AND BRIDGE 56 I EXEMPT
9015 09102 5 C G CONCRETE LABORER DC 8 NONEXEMPT
7720 09131 BCG SECURITY COORDINATOR 24 4 NONEXEMPT
7720 09130 BCC SECURITY/BLDG ENGINEER 20 4 NONEXEMPT
9015 09960 BLD. C GDS. SUPERVISOR 46 1 EXEMPT
9015 09010 BLD. MAIN. LABORER 14 8 NONEXEMPT
9015 09120 BLD. MAIN. NKR. I 16 7 NONEXEMPT
9015 09140 BLD. MAIN. WKR. II 25 7 NONEXEMPT
9015 09141 BLD. MAIN. NKR. III 30 7 NONEXENPT
9015 09142 8L0. MAIN. NKR. IV 36 7 NONEXEMPT
9410 03202 BUILDING INSPECTION TECHNICIAN 21 3 NONEXEMPT
9410 03220 BUILDING INSPECTOR 33 3 NONEIEMPT
7382 09810 BUS DRIVER 10 B NONEXEMPT
8810 07030 BUYER 29 2 EXEMPT
9410 03030 CHIEF APPRAISER 44 1 EXEMPT
8813 12544 CHIEP DEPUTY - 44 I EXEMPT
9410 09953 CHIEF ELECTRICIAN 42 7 NONEXEMPT
9410 11553 CIVIL ENGINEER I 34 2 EXEMPT
9410 11554 CIVIL ENGINEER II 44 2 EXEMPT
9410 11241 CIVIL TECH I 26 3 NONEXEMPT
9410 11242 CIVIL TECH II 32 3 NONEXEMPT
69
9312%
PAY111P 199♦ J08 TABLE LISTING PAGE 2
RUN DATE: 11/22/93 REGULAR
WORK COMP JOO HUMMER JO8 DESCRIPTION GRADE E OC OVERTIRE
8810 12911 CLIENT SERV.TECN.SUPERVISOR 22 EXEMPT
8810 12910 CLIENT SERVICE TECH 17 NONEXEMPT
8810 12916 CLIENT/INFO SYSTEMS COORD. 25 EXEMPT
9410 03235 COMBINATION INSP.--LEADWORKER 41 NONEXEMPT
9410 03225 COMBINATION INSPECTOR 37 NONEXEMPT
5810 01048 COMMUM CORRECTIONS ADMIN 31 NONEXEMPT
8810 06843 COMMON SER FROG AORIN 30 EXEMPT
7720 06820 COMMON. SER. COUNSEL. 1 22 EXEMPT
7720 06830 COMMUN. SER. COUNSEL. II 26 EXEMPT
8810 06841 COMMUN. SER. COUNSEL. III 31 EXEMPT
8832 06450 COMMUNITY HEALTH DIRECTOR 51 EXEMPT
8832 06421 COMMUNITY HLTH NURSE I 33 EXEMPT
8532 06432 COMMUNITY HLTH NURSE II 36 EXEMPT
8832 06443 COMMUNITY HLTH NURSE III 40 EXEMPT
8832 06445 COMMUNITY HLTH NURSE SUPERVISOR 40 EXEMPT
8810 0641♦ COMMUNITY HLTH PROJECT COORD 29 EXEMPT
8810 06810 COMMUNITY SERVICE NKR. I C9 NONEXEMPT
6810 06815 COMMUNITY SERVICE WKR. II 13 NONEXEMPT
8810 06817 COMMUNITY SERVICES SPECIALIST 20 NONEXEMPT
8810 06516 COMMUNITY SERVICES TECHNICIAN 16 NONEXEMPT
6810 12956 COMPTROLLER 61 EXEMPT
7720 06822 CORRECTIONAL COUNSELOR I 26 EXEMPT
7720 06831 CORRECTIONAL COUNSELOR II 30 EXEMPT
7720 06833 CORRECTIONAL COUNSELOR III 35 EXEMPT
7720 04005 CORRECTIONAL OPFICER I 30 NONEXEMPT
7720 04010 CORRECTIONAL OFFICER II 33 NONEXEMPT
8510 06834 CORRECTIONAL PROGRAMS DIRECTOR ♦3 EXEMPT
7720 04012 CORRECTIONAL TECHNICIAN 36 NONEXEMPT
7720 06819 CORRECTIONS. ALT PROD SUPRV 21 NONEXEMPT
8810 12963 COUNTY ASSESSOR EO EXEMPT
5810 12755 COUNTY ATTORNEY 72 EXEMPT
8810 12981 COUNTY CLERK C RECORDER ED EXEMPT
8810 12980 COUNTY COMMISSIONER 81 EXEMPT
9410 11555 COUNTY ENGINEER 63 EXEMPT
8810 12982 COUNTY TREASURER ED EXEMPT
7720 04123 CRIMINALIST 59 EXEMPT
8742 17222 CURRENT PLANNER 32 EXEMPT
9015 09115 CUSTODIAL SUPERVISOR 30 NONEXEMPT
9015 09110 CUSTODIAL WORKER 06 NONEXEMPT
8742 04235 O.A. CHIEF INVESTIGATOR 4♦ EXEMPT
8810 12927 D.A. COMMUNITY PROGRAMS ADMIN. ♦♦ EXEMPT
6742 04225 D.A. INVESTIGATOR I 36 EXEMPT
8742 04230 D.A, INVESTIGATOR II 40 EXEMPT
6610 96652 DEPT 21-6498 MO NONEXEMPT
8810 96653 DEPT 21-6498 03 NONEXEMPT
8610 96654 DEPT 21-6499 10 NONEXEMPT
6810 96651 DEPT 21-6498 TEACHER 01 NONEXEMPT
6610 96655 DE►T 21-6498. 6492 • 02 NONEXEMPT
9410 96650 DEPT 21-6650,6448 MN NONEXEMPT
8610 30001 DEPUTY CORONER DC EXEMPT
8610 07510 DEPUTY GIST. ATT. I 37 EXEMPT
8810 07521 DEPUTY GIST. ATT. II ♦5 EXEMPT
8810 07532 DEPUTY GIST. ATT. III 53 EXEMPT
5810 07540 DEPUTY GIST. ATT. IV 59 EXEMPT
8810 07550 DEPUTY DIST. ATT. V 61 EXEMPT
70
•
931206
PAYl1IP 1994 JOB TABLE LISTING PAGE 3
Russ DATE: 11/22/93 REGULAR
WORK CORP JOB NURSER JOS DESCRIPTION GRADE E OC OVERTIME
7720 06955 DIRECTOR OF AMBULANCE SERVICE 60 EXEMPT
9810 12155 DIRECTOR OF COMMUNICATIONS SERVICES 54 EXEMPT
8810 12955 DIRECTOR OF FINANCE C ADMIN SERV O1 EXEMPT
8810 12950 DIRECTOR OF GENERAL SERVICES 63 EXEMPT
8810 06666 DIRECTOR OF HEALTH 63 EXEMPT
9810 07355 DIRECTOR OF PERSONNEL 58 EXEMPT
8810 12455 DIRECTOR OF PLANNING SERVICES 57 EXEMPT
8810 00015 DIRECTOR OF SOCIAL SERVICES 65 EXEMPT
8810 12355 DIRECTOR, DIV OF HUMAN RESOURCES 64 EXEMPT
8868 12055 DIRECTOR, WELD LIBRARY DISTRICT 53 EXEMPT
8810 12855 DISTRICT ATTORNEY DA EXEMPT
9810 12963 DISTRICT ATTORNEY CHIEF DEPUTY 63 EXEMPT
9630 06606 E.P. CHEMICAL SPECIALIST 32 EXEMPT
9410 06660 E.P. DIRECTOR 51 EXEMPT
9410 06623 E.P. INSTITUTION SPECIALIST 36 EXEMPT
9410 06610 E.P. LA8 SPECIALIST 33 EXEMPT
9410 06604 E.P. LAS TECHNICIAN 17 NONEXEMPT
9410 06625 E.P. PROGRAM SUPERVISOR 36 EXEMPT
9410 06620 E.P. SPECIALIST 32 EXEMPT
9410 06630 E.P. SUPERVISOR 39 EXEMPT
9410 06615 E.P. TECHNICIAN 21 NONEXEMPT
9410 03230 ELECTRICAL INSPECTOR 37 NONEXEMPT
6810 07010 EMERGENCY MANAGEMENT COORDINATOR 36 EXEMPT
7720 06935 EMERGENCY MED SERV COORD P4 NONEXEMPT
7720 06910 EMERGENCY MEDICAL TECHNICIAN P1 NONEXEMPT
8810 12933 EMPLOYER SERVICES COORDINATOR 28 EXEMPT
8910 12908 EMPLOYMENT SERV ADRIN ASSIST I8 NONEXEMPT
8810 12912 EMPLOYMENT TECHNICIAN 18 NONEXEMPT
9610 11266 ENGINEERING ADMINISTRATIVE MANAGER 42 EXEMPT
9610 06645 EPIDEMIOLOGIST 40 EXEMPT
9610 01013 EXTENSION TEMPORARY 02 NONEXEMPT
8610 06735 EXTENSION 6-H PROD COORD 15 EXEMPT
5869 12925 FENWC ADMINISTRATOR MKD EXEMPT
9101 09M08 FENWC OUS MONITOR MN NONEXEMPT
9101 06811 FENWC COMMUNITY SERVICE WORKER HP NONEXEMPT
8868 06011 FENWC EDUCATION COORDINATOR HIE EXEMPT
8868 12922 FENWC FAMILY SERVICE COORD. HIE EXEMPT
9131 09411 FENWC FOOD SERVICE/JANITOR MC NONEXEMPT
9101 06019 FENWC GROUP LEADER NM NONEXEMPT
8868 06343 FENWC HEALTH COORDINATOR HIE EXEMPT
5868 06340 FENWC NURSE MIC EXEMPT
9101 C1003 FENWC OFFICE ASSISTANT MFO NONEXEMPT
9101 01027 FENWC OFFICE MANAGER HIE NONEXEMPT
9101 01009 FENWC OFFICE TECHNICIAN HFO NONEXEMPT
9101 06315 FENWC PARENT/VOL SPECIALIST MM NONEXEMPT
8868 06309 FENWC SERVICE COORDINATOR RIC EXEMPT
8868 12926 PENWC SITE MANAGER NKO EXEMPT
8101 06332 FENWC SITE SUPPEDVISOR Mt NONEXEMPT
9101 06023 RENWC SPECIAL NEEDS TECHNICIAN MI NONEXEMPT
9101 06009 FENWC TEACHER AIDE INTERN MW NONEXEMPT
91:1 09408 FENWC/MIC FOOD SERV WKA AIDE MA NONEXEMPT
9015 09109 FENWC/PIGRANT JANITOR MA NONEXEMPT
9868 C6021 FENWC/MIGRANT TEACHER NM NONEXEMPT
9101 31009 FENWC/PIGRANT TEACHER AIDE HA NONEXER►T
9171 26010 FENWC/MIGRANT TEACHER ASSIST. MC NONEXEMPT
71
9312
PAYl1IP 1994 JOB TABLE LISTING
PAGE •
RUN DATE: 11/22/93 REGULAR
WORK CON. JOB NUMSER JOB DESCRIPTION GRADE E£OC OVERTIME
9410 06419 FIRST STEPS PROJECT COORDINATOR 38 2 EXEMPT
5506 09500 FLAGGER 03 8 NONEXEMPT
9410 06417 HEALTH CASE MANAGER 31 2 EXEMPT
9410 06520 HEALTH EDUCATION SPECIALIST 31 2 EXEMPT
9410 06530 HEALTH EDUCATOR 36 2 EXEMPT
9410 06404 HEALTH PRENATAL OUTREACH WKR 17 6 NONEXEMPT
8810 06418 HLTH REGIONAL RESOURCE COORD 31 2 EXEMPT
8810 06230 HOUSING COORDINATOR 41 2 EXEMPT
8810 06220 HOUSING REHABILITATION SPECIALIST 27 2 NONEXEMPT
8810 01047 HRD LEGAL AIDE 20 6 NONEXEMPT
6810 07330 HRD PERSONNEL TECHNICIAN 28 6 EXEMPT
8810 01025 MRD SERVICE TECHNICIAN 10 6 NONEXEMPT
9015 06006 LABORER MC 8 EXEMPT
9410 09512 LABORERS Y.D. MW a NONEXEMPT
8810 07410 LAY CLERK I 13 5 NONEXEMPT
8810 07421 LAY CLERK II 24 5 EXEMPT
6810 07.31 LAY CLERK III 28 2 EXEMPT
6810 06013 LEARNING LAM INSTRUCTOR 27 S NONEXEMPT
8868 05032 LIBRARIAN: PUBLIC SERVICE 31 2 EXEMPT
8868 05025 LIBRARIAN: TECHNICAL SERVICE 31 2 EXEMPT
8868 01042 LIBRARY ADMINISTRATIVE TECH 22 6 NONEXEMPT
8868 05036 LIBRARY ADULT SERVICES COORDINATOR 35 2 EXEMPT
8868 05020 LIBRARY ASSISTANT 16 S NONEXEMPT
8868 05019 LIBRARY ASSISTANT/CHILDREN 16 5 NONEXEMPT
8868 05040 LIBRARY BRANCH SUPERVISOR 36 2 EXEMPT
8868 05045 LIBRARY INFOR SERV COORDINATOR 41 2 EXEMPT
8868 05035 LIBRARY: BRANCH LIBRARIAN 26 2 EXEMPT
8868 05321 LIBRARY: CIRC. LEAD/CENTENNIAL 22 5 EXEMPT
8868 05022 LIBRARY: LEAD POSITION 24 5 EXEMPT
8810 12919 LONG TERM CARE OMBUDSMAN 26 2 EXEMPT
9410 11131 MATERIAL X STRUCTURAL TESTOR 35 3 NONEXEMPT
9101 06007 MIGRANT GSM RECRUITER HP 5 NONEXEMPT
9015 09111 MISSILE PARK CARETAKER 18 6 NONEXEMPT
8810 01050 OFFICE MANAGER 30 6 NONEXEMPT
8810 01351 OFFICE MANAGER 30 6 EXEMPT
8810 01010 OFFICE TECHNICIAN I 02 6 NONEXEMPT
8810 01011 OFFICE TECHNICIAN I 02 6 NONEXEMPT
8810 01020 OFFICE TECHNICIAN II 06 6 NONEXEMPT
8810 01321 OFFICE TECHNICIAN II 08 6 NONEXEMPT
8810 01030 OFFICE TECHNICIAN III 15 6 NONEXEMPT
8810 01031 OFFICE TECHNICIAN III 15 6 NONEXEMPT
8810 01040 OFFICE TECHNICIAN IV 21 6 NONEXEMPT
8810 01041 OFFICE TECHNICIAN IV 21 6 NONEXEMPT
7720 06930 PARAMEDIC P2 3 NONEXEMPT
6810 C2010 P6X OPERATOR I 02 6 NONEXEMPT
8810 02020 PBX OPERATOR II 08 6 NONEXEMPT
6810 02025 PBX SERVICE TECHNICIAN 28 3 NONEXEMPT
8810 C2032 PBX-PHONE SERVICE MANAGER 36 3 NON EXE RR
8810 07333 PERSONNEL ANALYST 37 2 EXEMPT
8810 07331 PERSONNEL SPECIALIST 30 2 EXEMPT
8810 10010 PLANNING TECHNICIAN 21 3 NONEXEMPT
8810 10223 PRINCIPAL PLANNER 39 2 EXEMPT
8810 C1043 PRINTING X SUPPLY SUPERUTSOP 21 6 EX<RPT
9410 06515 PUBLIC AWARE SPEC• Sim WASTE 30 2 EXEMPT
5536 09565 R 5 8 FOREMAN 38 7 NONEXEMPT
72
91312%
PAYIIIP 1994 JOB TABLE LISTING ►AGE 5
RUN DATE: 11/22/93 REGULAR
WORK COMP J08 NUMBE JOB DESCRIPTION GRADE EEOC OVERTIME
5556 09505 C SER. LABORER 13 8 NONEXEMPT
5506 09510 C SER. WKR. I 17 8 NONEXEMPT
5506 09530 6 5CR. WKR. II 21 7 NONEXEMPT
5506 09540 6 SER. WKR. III 25 7 NONEXEMPT
5506 09560 C SER. WKR. III. LEAD WKR. 29 7 NONEXEMPT
5506 09577 C SUPERVISOR ♦6 7 EXEMPT
8810 01071 ECO DING/ELECTION SUPERVISOR 40 6 EXEMPT
8810 12909 EVE RAL/PLACEMENT SUPERVISOR 25 6 EXEMPT
8810 05020 EMO E TERMINAL OPERATOR/DA 16 6 NONEXEMPT
8831 01044 .0. ANIMAL CONTROL OFFICER 20 4 NONEXEMPT
8831 01046 .0. CO➢E ENFORCEMENT OFFICER 20 4 NONEXEMPT
7720 04110 .0. DEPUTY I 30 4 NONEXEMPT
7720 04120 .0. DEPUTY II 36 4 NONEXEMPT
7720 04121 .0. DEPUTY II--CIVIL/COURTS 36 ♦ NONEXEMPT
7720 04125 .0. DEPUTY--SPECIAL ASSIGNMENT 38 ♦ NONEXEMPT
8810 01004 .0. EVIDENCE CLERK 04 6 NONEXEMPT
7720 04002 .0. PROCESS SERVER 20 ♦ NONEXEMPT
8510 01037 .0. RECORDS TECH LEADWORKER 18 6 NONEXEMPT
7720 04128 .0. TASK FORCE COORDINATOR 45 ♦ NONEXEMPT
7720 1298♦ NERIFF SO I EXEMPT
7720 04150 HERIFF*5 ADMINISTRATOR 60 1 EXEMPT
7720 04140 HERIFF•S BUSINESS MANAGER 48 2 NONEXEMPT
7720 04130 HERIFF•S MANAGER ♦8 2 NONEXEMPT
8810 07020 HERIFF'S MGR/INSTR DESIGN ♦6 2 EXEMPT
8810 12915 RECTAL PROGRAMS COORDINATOR 25 6 EXEMPT
8810 06818 UMMER YOUTH LEAD WORKER 17 6 NONEXEMPT
8610 06814 UMMER YOUTH WORKER 10 6 NONEXEMPT
8742 C3310 A% COLLECTOR 36 3 EXEMPT
8810 01002 RANSPORTATION DISPATCHER 08 8 NONEXEMPT
0810 06123 RANSPORTATION SUPERVISOR 33
e EXEMPT
7720 04003 RUSTY SUPERVISOR 21 4 NONEXEMPT
9410 11420 TILITY C PERMIT INSPECTOR 32 3 NONEXEMPT
8810 03028 ALUATION ANALYST 40 2 EXEMPT
901♦ 06732 EGETATION MGT SPECIALIST 36 2 EXEMPT
8810 06240 ETERANS COUNSELLOR 30 2 NONEXEMPT
8810 12913 ETERANS EMPLOYMENT REP 25 2 EXEMPT
8810 01000 OC REHAB MW 5 NONEXEMPT
BRIO 06004 OCATIONAL/EDUCATIONAL ASSIST 18 5 NONEXEMPT
8810 12917 OCATIONAL/EDUCATIONAL COORDINATOR 25 2 EXEMPT
9014 09611 EEO CONTROL FIELD TECH 06 8 NONEXEMPT
9014 09606 EEO CONTROL LEADWORKER 12 8 NONEXEMPT
9014 09610 EED CONTROL SPECIALIST 10 a NONEXEMPT
901♦ 09600 EED CONTROL SUPERVISOR 13 8 NONEXEMPT
5506 09940 ELDER 1 21 7 NONEXEMPT
5506 C99S2 ELDER II 32 7 NONEXEMPT
9410 96498 ORK SUPPLEMENT/ADULT OW 8 NONEXEMPT
9410 96492 ORK SUPPLEMENT/YOUTH OW 8 NONEXEMPT
8410 06813 OUTH PROGRAMS ASSISTANT 18 5 NONEXEMPT
9410 09514 OUTH/LABORER WD MW 8 NONEXEMPT
9410 09511 OUTH/SUMMER pie
8 NONEXEMPT
73
331206
P4411IP 1994 PAY TABLE - SALAR4 PAGE 1
RUN DATE: 11/22/93 REGULAR
GRADE STEPS • 8 C 0 E F
01 1005.72 1035.30 066.62 1097.94 1131.00 1165.80
02 1030.08 1061.40 092.72 1125.78 1158.84 1193.64
3 1056.18 1087.50 120.56 1153.62 1188.42 1223.22
• 1082.25 1115.34 148.40 1183.20 1218.00 1254.54
5 1110.12 1143.18 177.98 1212.78 1249.32 1287.60
6 1137.96 1172.76 207.56 1244.10 1280.64 1318.92
7 1165.80 1200.60 237.14 1273.68 1311.96 1351.98
8 1195.38 1231.92 268.46 1306.74 1346.76 1386.78
9 1224.06 1261 .50 299.78 1338.06 1378.06 1419.54
0 1256.28 1294.56 332.84 1372.86 1414.62 1456.38
1 1287.60 1325.98 365.90 1407.66 1449.42 1492.42
2 1320.66 1360.68 400.70 1442.46 1485.96 1531 .20
3 1353.72 2393.74 435.50 1479.00 1524.2♦ 1569.48
4 1386.78 1428.54 472.0♦ 1515.54 1560.78 1607.76
5 1421.58 1465.05 506.58 1553.82 1600.80 1649.52
6 1456.38 1499.68 548.12 1592.10 1639.08 1687.90
7 1492.92 1538.16 555.14 1632.12 1680. 84 1731.30
8 1529.46 1574.70 621.64 1670.40 1720.86 1773.36
9 1567.74 1614.72 663.44 1713.90 1766. 10 1818.30
O 1607.76 1656.48 706.94 1757.40 1809.60 1663.5♦
1 1647.78 1696.50 746.96 1799.16 1853. 10 1908.78
2 - 1689.54 1740.00 792.20 1546.14 1901.82 1959.24
3 1731.30 1783.50 837.44 1893.12 1950.54 2009.70
• 1774.80 1828.74 864.42 1940.10 2997. 52 2056.68
5 1820.04 1873.98 929.66 1987.08 2046.24 2107.1♦
6 1865.28 1920.96 978.38 2037.54 2095.44 2161 .08
7 1912.26 1969.68 028.84 2089.74 2152.38 2216.76
8 1959.2• 2016.40 079,30 2141.94 2206.32 2272.4♦
9 2007.96 2068.86 131.50 2195.65 2262.00 2329.86
0 2058.42 2119.32 183.70 2249.82 2317.68 2387.25
1 2120.62 2173.26 237.64 2305.50 2375. 10 2446.44
2 2162.62 2227.20 293.32 2362.92 2434.26 2507.34
3 2216.76 2262.85 350.74 2422.08 2495. 16 2569.95
4 2272.44 2340.30 409.90 2482.98 2557.60 2634.36
5 2329.66 2399.46 470.80 2545.62 2622. 18 2700.48
6 2387.26 2458.62 532.70 2608.26 2666. 56 2766.60
7 2446.44 2519.52 594.34 2472.64 2752.68 2834.46
8 2507.34 2582.16 660.46 2740.50 2822.28 2907.54
9 2569.98 2646.54 726.58 2809.36 2891.88 2978.88
0 2634.36 2712.66 794.44 2877.46 2964.96 3053.70
1 2700.48 2782.26 665.78 2951.04 3030.75 3130.26
2 2768.34 2651.86 937.12 3025.86 3116.34 3210.30
3 2837.94 2923.20 010.20 3107.68 3192.00 3288.60
• 2909.28 2996.28 086.76 3178.98 3274.65 3372.12
5 2982.36 3071.10 163.32 3259.02 3356.46 3457.36
6 3067.19 3149.40 243.36 3340.50 3441.72 3544.36
7 3133.74 3227.70 325.14 3424.32 3526.98 3633.12
8 3222.04 3307.74 406.92 3509.58 3615.72 3723.60
9 3292.08 3391.26 492. 18 3596.58 3704.46 3815.82
0 3371.56 3474.78 579.18 3697.06 3798.42 3911.52
l 3457.38 3861.78 667.92 3777.54 3890.64 4007.22
2 3544.35 3650.52 760.14 3673.24 3989.52 4109.58
3 3633.12 3742.74 855.84 3970.65 4089.00 4212.54
• 3723.60 3634.96 949.60 4065.12 4169.92 4315.20
5 3617.56 3932.40 050.72 4172.52 4247.80 4426.56
74
9312%
P SY] fl• 199. 9AY TABLE - SALARY PAGE 2
RUN DATE: 11/22/93 REGULAR
GRADE STEPS A 5 C D E P
56 3913.26 4029.54 4149.90 4275.18 4403.94 4536.18
57 4010.70 4130.76 4254.30 ♦381.32 4513.56 ♦644.28
58 4111.62 4235.16 4362.18 4492.68 4626.66 4765.86
69 4214.28 4341.30 ♦471.80 4605.75 4743.24 4885.92
60 4320.42 4449.18 4583.16 4720.62 4861.56 5007.72
61 4428.30 4560.54 4698.00 4838.94 ♦983.36 5133.00
62 4539.66 4675.38 4816.32 4960.74 5110.38 5263.50
63 4652.76 4791.96 4936.38 5094.28 5237.40 5394.00
64 4769.34 4912.02 5059.92 5211.30 6367.90 5529.72
65 4889.40 5035.56 5186.94 5341.80 5501.88 5667.18
66 5011.20 5160.84 5315.70 5475.78 5639.34 5808.12
67 5136.48 5291 .34 5449.68 5613.24 5782.02 5956.02
68 5265.24 5423.58 5507.14 5754.15 5926.44 6103.92
69 5397.48 5559.30 5726.34 5898.60 6076.00 6258.78
70 5533.20 5698.50 5869.02 6044.76 6225.72 6411.90
71 5672.40 5842.92 6018.66 6199.62 6385.80 6577.20
72 5815.08 5989.08 6168.30 6352.74 6544.14 6740.76
73 5961.24 6140.46 6324.90 6514.56 6709.44 6911 .28
74 6110.88 6293.58 6483.24 6675.12 6878.22 7085.28
75 6264.00 6451 .92 6645.06 , 6845.16 7050.48 7262.76
76 6420.60 6613.74 6812.10 7015.68 7226.22 7443.72
77 6550.68 6777.30 6980.88 7189.68 7405.44 7628.16
78 6745.98 6947.82 7156.62 7370.64 7591.62 7819.56
79 6914.76 7121.82 7335.84 7555.08 7781.28 8014.44
80 7087.02 7299.30 7518.54 7744.74 7977.90 8218.02
81 7264.50 7482.00 7706.46 7937.85 8176.26 8421.60
82 7445.46 7668.18 7897.86 01)4.50 8378. 10 8628.66
03 7631.64 7861.32 5097.96 8341.56 8592.12 8849.64
84 7823.04 8057.94 8299.80 8548.62 8804.40 9068.08
85 8017.92 5258.04 8505.12 8760.90 9023.64 9295.08
PAY1 99P
RUN DATE: { {/22/97 GRANDPATNERED PAY TABLE - SALARY
REGULAR
GRADE STEPS 0 R 1 J
K L n
10 1280.64
15 1731.30
16 1788.72
75 � r
93129
PAYIIIP 1994 PAY TABLE - ((CURLY PAGE 1
RUM DATE: 11/22/93 REGULAR
GRADE STEPS • 8 C 0 6 F
AA .0000000 .000;030 .0000300 .0000000 .0000000 34.6400000
61 .0000000 17.2413630 .0000500 .0300030 .0003000 .0000000
CI 4.2500000 5.0003000 4.5000000 4.7500000 5.5000000 1.0500000
C2 4.2500000 .0000000 .0000000 11.6560070 10.3500000 .0000000
C3 5.7472000 6.0400000 6.4660300 5.3000030 .0000000 .0000000
C4 29.6667000 .0003000 17.9120000 .0000000 .0000000 .0000030
CS 9.0000000 10.0000000 7.6628352 5.7500000 7.0003000 .0003000
C6 4.2500000 4.2500000 6.0000000 6.2500000 .0003000 .0000000
0A 36.3964680 .0000000 .0000000 .0000000 .0000000 .0000000
DC 8.0000000 5.0000030 .0000000 .0000000 .0000000 .0000000
E0 19.1571000 18.1992310 .0000000 .0000030 .0003000 .0003000
MA 5.6500000 5.6300000 5.9500000 6.0800000 6.2400000 .0000030
MB 5.9900000 6.1400000 6.2800000 6.4400000 6.6100000 .0000000
MC 6.1400000 6.2800000 6.4400300 6.6100000 6.7800000 .0000000
MD 6.4400000 6.6100000 6.7800000 6.9500000 7.1300000 .0000000
MF 6.6100000 6.7800030 6.9500300 7.1300000 7.3100000 .0000000
MG 7.2500000 7.4400000 7.6200000 7.8400030 8.0300000 .0000000
MM 0.2100000 8.4203000 8.6200000 8.8400000 9.0600000 .0000000
Ml 8.6200000 8.8400000 9.0600000 9.3000000 9.5400000 .0000000
NJ 12.5000000 12.8200000 13.1400000 13.4600030 13.8100000 .0000000
NW 15.2400000 15.6100000 16.0000000 16.4000000 16.8200000 .0000000
M11 4.2500000 .0000000 .0000000 .0000000 .0000000 .0000000
OS 5.0000000 6.1000000 .0000000 .0000000 .0000000 .0000000
P1 7.9800000 8.2200000 8.4700000 8.7200030 8.9800000 9.2500000
P2 10.2000000 10.5103000 10.8200000 ' 11.1500000 - 11.4800000 11. 6300000 " . - -
P3 12.2200000 12.5900000 12.9600000 13.3500000 13.7500000 14. 1700000
04 11.4800000 11.8300000 12.1800000 12.5500000 I2.9200000 13.3100000
SO 20.5939000 19.6363140 .0000000 .0000000 .0000000 .0000000
01 5.7800000 5.9500000 6.1300000 6.3100000 6.5000000 6.7000000
02 5.9200000 6.1000000 6.2800000 6.4700000 6.6600000 6. 8600000
03 6.0700000 6.2500000 6.4400000 6.6300000 6.5300000 7.0300000
34 6.2200000 6.4103000 6.6000000 6.8000C;0 7.0000000 7. 2100000
05 6.3800000 6.5700000 6.7700000 6.9700000 7.1800000 7.4003000
06 6.5400000 6.7433000 6.9400000 7.1500000 7.3600000 7. 5800000
07 6.7000000 6.9000030 7.1100300 7.3200000 7.5400000 7.7700000
08 6.8700000 7.0803000 7.2900300 7.5130030 7.7400070 7.9703000
09 7.0400000 7.2533000 7.4700000 7.6900030 7.9200000 8. 1600000
10 7.2200000 7.4433000 7.6600000 7.8903030 8.1300000 6. 3703000
II 7.4000000 7.6200000 7.8500000 8.0900000 8.3300000 8.5800000
12 7.5900000 7.820;000 8.0800300 8.2900000 8.5400000 8. 8000000
13 7.7800000 6.0103000 8.2500000 8.5000000 8.7600000 9.0200000
14 7.9700000 8.2100030 8.4600000 8.7100000 8.9700000 9.2400000
IS 8.1700000 8.4203030 8.6700300 8.9300000 9.2000000 9.4800000
16 8.3700000 8.6200000 8.8800000 9.1500030 9.4200000 9.7000000
17 8.5800000 8.8430000 9.1100300 9.3800030 9.6600000 9.9500000
18 8.7900000 0.0500000 9.3200200 9.6000000 9.6900000 10.1907000
19 9.0100000 9.2800000 9.5600300 9.8500030 10.1500000 10.4500000
20 9.2400000 9.5230030 9.8100000 10.1000030 10.4000000 10.7100000
21 9.4700000 9.7500030 10.0400000 10.3403030 10.6503000 13.9703000
22 9.7100000 10.0003000 10.3000000 10.6100030 10.9300000 11. 2600000
23 9.9500000 10.2500000 10.5600000 10.8800030 11.2100000 11. 5500000
24 10.2000000 10.5100000 10.6300000 11 .1500000 11.4800000 11.5200000
25 10.4620030 10.7703030 11.0900700 11.4200000 11.7600000 I2. 1100030
26 10.7200000 11.0400000 11.3700000 11.7100230 12.0603000 12.4200000
27 10.9900000 11.3203030 11.6600000 12.0(00000 12.3700000 12.7400000
76
9312,96
1A7111P 199♦ *ay TABLE - NOURL7 PAGE 2
RUN DATE: 12/22/93 REGULAR
GRADE STEPS A S C O E F
28 11.2600000 11.6000070 1.9500000 12.3100030 12.6803000 13.0600070
29 11.5400000 11.8900000 2.2500000 12.6200030 13.0000000 13. 3903000
30 11.6300000 12.1800000 2.5500000 12.9300000 13.3200000 13.7200000
31 12.1330000 12.4900000 2.8600000 13.2500000 13.6500000 14.0600000
32 12.4300000 12.8007030 3.1500000 13.5800000 13.9900000 14.4100000
33 12.7400000 13.1200000 3.3100300 13.9200070 14.3407000 14.7707000
34 13.0600000 13.4500000 3.6500000 14.2700000 14.7000000 15. 1400070
35 13.3900000 13.7900030 4.2000000 14.6300000 15.0700000 15.5207000
36 13.7200000 14.1300000 4.5500000 14.9900070 15.4400000 15.9000000
37 14.0600000 14.4877000 4.9100000 15.3600000 15.8200000 16.2900000
38 14.4100000 14.8470030 5.2900000 15.7500070 16.2200000 16.7100000
39 14.7700000 15.2100000 5.6700000 16.1400000 16.6200000 17. 1200000
40 15.1400000 15.5900000 6.0600000 16.5400000 17.0400000 17. 5500000
41 15.5200000 15.9900030 6.4700000 16.9600000 17.4700000 17.9900000
42 15.9100000 16.3903000 6.8800000 17.3900000 17.9100000 18.4500000
43 16.3100000 16.8000300 7.3000700 17.6200000 18.3500000 16.9000000
44 16.7200000 17.2200000 7.7400000 15.2700000 18.8200000 19.3800000
45 17.1400000 17.6500000 6.1800000 15.7300000 19.2900000 19.6700000
46 17.5700000 18.1000030 5.6400300 19.2000070 19.7600000 20.3700000
47 18.0100000 18.5500300 9. 1100000 19.6800000 20.2700000 20. 8803000
40 18.4600000 19.0100000 9.5800000 20.1700000 20.7800000 21.4000000
49 16.9200000 29.4900000 20.0700000 20.6700000 21.2900000 21.9300000
SO 29.3900000 19.9700000 20.5700000 21.2900070 21.8300000 22.4800000
51 19.8700000 20.4700070 22.0800000 21.7100030 22.3600000 23.0307000
S2 20.3700000 20.9800000 21.6100700 22.2600000 22.9300000 23.6200000
53 20.8800000 21.5100000 22.1600000 22.8200000 23.5003000 24.2100000
54 21.4000000 22.0400000 22.7000000 23.3600000 24.0800000 24.8007000
55 21.9430000 22.6300300 23.2800700 23.9000000 24.7000000 25.4400000
56 22.4900000 23.1600000 23.6500000 24.5700070 25.3100000 26.0700000
57 23.0500000 23.7400030 24.4500000 25.1800000 25.9400000 26.7200000
55 23.6300000 24.3400070 25.0700000 25.8200030 26.5900000 27. 3900000
59 24.2200000 24.9500000 25.7000300 26.4700000 27.2600000 20.0800030
60 24.6300000 25.5733000 26.3400000 27. 1300000 27.9400000 28.7800000
61 25.4500000 26.2[27070 27.0003000 27.0100000 28.6400000 29.5000000
62 26.0900000 26.0700070 27.6800700 20.5100030 29.3700000 30.2500000
63 26.7400000 27.5400000 28.3700000 29.2200000 30.1700000 31.0000000
64 27.4100000 25.2377370 29.0600330 29.9503030 30.8500000 31.7803000
65 28.1000000 26.9400000 29.5100000 30.7000000 31 .6200000 32.5702030
66 20.80000^_0 29.6600000 30.5500000 31.4700030 32.4100000 33. 3803000
67 29.5200000 30.4170000 31.3200000 32.2600000 33.2300000 34.2300000
66 30.2600000 31.1732000 32.1100000 33.0700030 34.0600000 35.0803000
69 31.0200000 31.9500000 32.9100000 33.9037000 34.9200000 35.9700030
70 31.0000000 32.7300000 33.7300000 34.7400000 35.7600000 36.8500000
71 32.6000000 33.5800000 34.5900000 35.6300000 36.7000000 37.8000000
72 33.4200300 34.4207000 35.4500700 36.5100000 37.6100000 38.7403000
73 34.2600000 35.2903000 36.3500000 37.4400030 38.5600000 39.7207000
74 35.1200000 36.1700000 37.2600000 38.3800300 39.5300000 ♦0.7200070
75 36.0000030 37.0900000 39.1900000 39.3400076 40.5200000 ♦1.7400000
76 36.9000000 35.3100000 39.1500000 43.3203230 41 .5300000 ♦2.7803030
77 37.8200000 35.950:00C 40.1200300 42.320:033 42.5603300 43.8400000
75 35.7703000 59.930000: ♦1. 1300000 42.3603003 ♦3.6300000 44.9400000
79 39.7400000 43.933301C 42.1600000 43.4200000 44.7200000 46.0600000
80 40.730030E 41.9500000 43.2100000 44.51000:0 49.0300000 47.2300000
81 ♦1.7300000 43.000:003 44.2900000 45.6203020 46.9900000 ♦8.4007070
82 42.7900300 44.0730000 ♦5.7900000 46.75000:0 46.1500000 ♦9.5907030
77
931206
PAY111P 1994 PAY TABLE - HOURLY PAGE 3
RUN DATE: 11/22/93 REGULAR
GRADE STEPS A B C 0 E F
83 •3.0600000 45.1800000 46.5400000 •7.9400000 ♦9.3800000 50.8603000
84 44.9600000 46.3100000 47.7000000 49.1300000 50.6000000 52.1200000
85 46.0000000 47.4600000 48.8800000 50.3500000 51.0600000 53.4200000
HFO 7.1500000 7.3300000 7.5200000 7.7100000 7.0900000 .0000000
MIC 9.2000000 9.4300000 9.6600000 9.9200000 10.1600000 .0000000
HIE 9.8400000 10.1100000 10.3500000 10.6100000 10.0800000 .0000000
MKO 16.0000000 16.4000000 16.8200000 17.2300000 17.6600000 .0000000
4 _
P AYI 99P GRANDFATMERED PAY TABLE - HOURLY
RUN DATE: 11/22/93 REGULAR
GRADE STEPS G H I J K
L N
10 7.3600000
IS 9.9500000
16 10.2000000.
78
931206
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9312"'.!'6
WELD COUNTY
1993 ASSESSED VALUES
TO BE USED FOR 1994 BUDGET
DIFFERENCE
1992 1993 + or (-)
Agriculture $ 127,167,480 $ 120,960, 440 $ (6,207,040)
Commercial 162, 417,280 176,980, 060 14,562, 780
Industrial 111. 706, 920 111. 776,030 69, 110
Natural Resources 2.289,590 2,620, 190 330,600
Oil and Gas 244,377,330 284, 713,470 40,336, 140
Residential 291,606, 110 288, 479, 140 (3, 126,970)
Vacant Land 16,836.390 16, 643,800 (192,590)
TOTAL COUNTY ASSESSED $ 956, 401,100 $1, 002, 173, 130 $ 45,772, 030
STATE ASSESSED PROPERTY 102,234, 500 107,536,200 5,301, 700
TOTAL ASSESSED VALUE $1. 058,635,600 $1, 109,709.330 $ 51, 073, 730
LESS TAX INCREMENT 2,274,510 2, 153,460 (121,050)
NET ASSESSED VALUE $1,056, 361,090 $1, 107,555,870 $ 51, 194,780
83
9312%
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $343,271 $164,121 $507,392
PUBLIC TRUSTEE $4,000 $1,968 $5,968
CLERK& RECORDER ($384,380) $0 ($384,380)
ELECTIONS $312,684 $82,541 $395,225
TREASURER ($162,064) $0 ($162,064)
ASSESSOR $1,198,076 $247,258 $1,445,334
COUNTY COUNCIL $20,369 $5,995 $26,364
DISTRICT ATTORNEY $1,261,287 $235,843 $1,497,130
SHERIFF $490,175 $220,671 $710,846
CORONER $116,477 $11,845 $128,322
CLERK TO THE BOARD $69,586 $0 $69,586
TOTAL $3,269,481 $970,241 $4,239,722
MANDATED:STATE/FEDERAL COUNTY COST
JAIL $3,353,813 $394,548 $3,748,361
COMMUNITY CORRECTIONS $0 $3,190 $3,190
PUBLIC SERVICE - DUI ($21,370) $14,929 ($6,441)
SOCIAL SERVICES $2,979,127 $354,769 $3,333,896
HUMAN RESOURCES $12,351 $348,183 $360,534
PUBLIC HEALTH $1,177,341 $190,160 $1 ,367,501
TOTAL $7,501,262 $1,305,780 $8,807,042
CRITICAL- NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $860,023 $0 $860,023
CRIME LAB $44,122 $15,269 $59,391
POLICE SERVICES (LEVEL) $2,524,036 $87,678 $2,611,714
COMMUNICATIONS-COUNTY-WIDE $491,349 $0 $491,349
COMMUNICATION SYSTEM DEVEL $0 $0 $0
E-911 $700 $0 $700
OFFICE EMERGENCY SERVICES $22,907 $7,601 $30,508
DRUG TASK FORCE $52,831 $7,419 $60,250
TOTAL $3,995,968 $117,968 $4,113,936
LOCAL DISCRETION
PLANNING &ZONING/BLDG INSP $84,032 $163,392 $247,424
YOUTH SHELTER HOME $0 $16,484 $16,484
ANIMAL CONTROL $84,016 $5,526 $89,542
PEST &WEED CONTROL $140,036 $15,230 $155,266
EXTENSION SERVICE $231,614 $53,015 $284,629
84
931296
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
VETERAN'S OFFICE $40,086 $5,600 $45,686
AIRPORT $50,000 $16,865 $66,865
MENTAL HEALTH $131,500 $0 $131,500
MISSILE SITE PARK $0 $9,575 $9,575
COUNTY FAIR $26,359 $2,018 $28,377
JUVENILE DIVERSION $149,617 $3,190 $152,807
DEVELOPMENTALLY DISABLED $67,415 $0 $67,415
SENIOR COORDINATORS $11,700 $0 $11,700
VICTIM ASSISTANCE $63,176 $11,760 $74,936
WASTE WATER MANAGEMENT $5,648 $0 $5,648
ECONOMIC DEVELOPMENT $97,333 $0 $97,333
GENERAL ASSISTANCE:
VISION CARE $17,000 $0 $17,000
DENTAL CARE $17,000 $0 $17,000
DRUGS $5,000 $0 $5,000
KIND/EOD $13,000 $0 $13,000
BURIALS $30,000 $0 $30,000
SHELTER $50,000 $0 $50,000
TOTAL $132,000 $0 $132,000
ROAD & BRIDGE (LOCAL) $3,123,749 $477,302 $3,601,051
ENGINEERING $385,907 $40,084 $425,991
TOTAL $3,509,656 $517,386 $4,027,042
CAPITAL:
EQUIPMENT $25,000 $0 $25,000
PUBLIC WORKS $600,000 $0 $600,000
TOTAL $625,000 $0 $625,000
SUPPORT FUNCTION
COUNTY ATTORNEY $230,427 ($230,427) $0
BUILDING &GROUNDS $1,453,148 ($1,453,148) $0
FINANCE &ADMINISTRATION $159,567 ($159,567) $0
ACCOUNTING $263,247 ($263,247) $0
PURCHASING $65,986 ($65,986) $0
PERSONNEL $191,695 ($191,695) $0
PBX/PHONES $0 $0 $0
INSURANCE $551,905 ($551,905) $0
NON-DEPARTMENTAL $248,623 ($248,623) $0
BUILDING RENTS $542,720 ($542,720) $0
COMPUTER $1,508,489 ($1,508,489) $0
TOTAL $5,215,807 ($5,215,807) $0
85
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