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COUNTY OF WELD
1991
FINAL
BUDGET MESSAGE
PRESENTED T0:
_ WELD COUNTY BOARD OF COMMISSIONERS
Gene R. Brantner, Chairman
George Kennedy, Pro-Tem
Constance Harbert, Commissioner
C.W. "Bill" Kirby, Commissioner
_. Gordon E. Lacy, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December, 1990
COLORADO -
TABLE OF CONTENTS
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BUDGET MESSAGE 1
DISTINGUISHED BUDGET PRESENTATION AWARD 7
BUDGET PLAN 8
POINTS OF ISSUE AND POLICY MATTERS:
Budget Policies 15
Budget Process 16
County Strategic Objectives 17
Implementation and Results of Strategic Objectives 18
Major Program Specific Goals 20
Revenue Policies and Assumptions 21
Specific Revenue Assumptions of Significant Revenue 23
Policy Directions 24
Significant Budget and Accounting Policies 26
- Investment Policy 27
Capital Improvements Policy 30
Explanations of Individual Funds 32
Organizational Responsibility for Budget Units 35
1991 Guidelines 37
Significant Changes in Policies From Prior Years 39
Policy Matters/Points of Issue with Fiscal Impact 40
Position Authorization Changes Due to 1991 Budget 44
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
— Salary Increase Projections 45
Salary Recommendations 46
Salary Adjustments by Department 47
1991 Job Tables 48
1991 Health Insurance 57
SUMMARY OF FUNDS :
-- Graph -- All Fund Revenues 59
Graph -- All Fund Expenditures 60
Graph -- Mill Levy 61
_- Summary of Fund Balances 62
1990 Assessed Values 63
Net Program Cost 64
Summary of 1989 Allocated Costs 65
Ten Year Trend Data 67
Weld County - Organizational Chart 73
Summary of County Funded Positions 74
GENERAL FUND:
Graph -- General Fund Revenue 77
Graph -- General Fund Expenditures 78
Narrative Fund Summary 79
Summary of Revenue 80
Summary of Expenditures 88
Office of the Board 92
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GENERAL FUND (CONTINUED) :
County Attorney 93
Public Trustee 95
Planning 96
Clerk to the Board 98
Clerk & Recorder 100
Elections 102
Treasurer 104
Assessor 106
Surveyor 108
Maintenance of Building & Plant 109
County Council 111
District Attorney 113
Ten Year Trend Data - District Attorney 116
Juvenile Diversion 118
Victim Assistance 120
PAC Juvenile Diversion 122
Finance & Administration 123
Accounting 124
Purchasing 125
Personnel 126
Capital Outlay 127
Sheriff' s Office Summary 130
Ten Year Trend Data -- Sheriff 133
Sheriff Administration 134
Crime Control & Investigations 137
City-County Regional Forensic Laboratory 140
Corrections Administration 141
Office of Emergency Management 143
County Wide Animal Control 144
Communications - County Wide 145
Communications System Development 147
E-911 Administration 148
Coroner 149
Community Corrections 150
Youth Shelter Home 151
Public Service - DUI 153
Building Inspection 154
Waste Water Management 156
Pest and Weeds 157
General Engineering 159
Extension Service 161
Veteran' s Office 162
Airport 163
Weld Mental Health 164
Centennial Developmental Services, Inc. 165
Seniors Program 166
Missile Site Park 167
Fair 168
NonDepartmental 169
Building Rents 170
Lease-Purchase Agreements 171
Contingency 172
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GENERAL FUND (CONTINUED) :
Transfers:
- Agency on Aging 173
Health Department 174
Motor Pool 175
HRD Indirect Costs Transfer 176
Job Diversion Transfer (State) 177
Job Diversion Transfer (County) 178
ROAD AND BRIDGE FUND:
Graph -- Road & Bridge Revenues 179
Graph -- Road & Bridge Expenditures 180
Graph -- Ten Year Trend Data 181
Narrative Fund Summary 182
Concerning Local Accountability for Money
Used for Highway Purposes 183
Construction Bidding for State-Funded Local Projects 184
Summary of Revenue 186
Summary of Expenditures 188
NonDepartmental Revenues 189
Bridge Construction 190
Maintenance of Condition 191
Maintenance Support 192
Trucking 193
Mining 194
Administration 195
Other Public Works 196
Grants-in-Aid to Cities and Towns 197
Contingency 198
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 199
Graph -- Social Services Expenditures 200
Graph -- Ten Year Tend Data 201
Narrative Fund Summary 202
Summary of Revenue 204
Summary of Expenditures 207
Mandated Federal and State Programs 211
Administration 213
Child Support (IV-D) 216
General Assistance 218
Description of Categories and Eligibility Criteria 219
Aid to the Blind 221
Aid to Families with Dependent Children 222
Aid to Needy Disabled 223
Foster Care of Children 224
Child Placement Alternatives Budget 225
Day Care 226
Medicaid Transportation 227
_ LEAP Administration 228
Low Income Energy Assistance Program (LEAP) 229
Jobs Opportunities & Basic Skills 230
Old Age Pension 231
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HEALTH FUND:
Graph -- Health Fund Revenue 233 -
Graph -- Health Fund Expenditures 234
Graph -- Ten Year Trend Data 235
Narrative Fund Summary 236
Summary of Revenue 238
Summary of Expenditures 242
Health Department Summary 243
NonProgram Revenue 244
Administration 245
Health Education 247
Community Health Services 249
Environmental Protection Services 252
HUMAN RESOURCE FUND:
Fund Summary 255
Summary of Revenue 256
Summary of Expenditures 262
JTPA 6% Technical Assistance 265
JTPA 6% Performance Incentive 266
JTPA 3% Older Worker 267
EDWAA 50% Dislocated Worker 268
EDWAA 10% Displaced Homemaker 269
JTPA IIB Summer Youth 270
JTPA IIA Basic Grant 271
State - Job Service 272
Summer Job Hunt Program 273
Jobs & Basic Skills Program 274
State - PreSchool 275
Head Start -- Basic 276
Head Start -- Handicapped 277
Head Start -- Training and Technical Assistance 278
Migrant Headstart -- Day Care Basic 279
CSGB 280
Migrant Headstart Handicapped 281
Migrant Headstart Training and Technical Assistance 282
Supplemental Food 283
DOE - Weatherization 284
Home IS Community Based Services 285
AAA -- Administration 286
AAA Title III-B 287
AAA Title III-C-1 Congregate 288
AAA Title III-C-2 289
AAA In-Home Support 290
Transportation 291
Administrative County Reimbursement 292
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 293
Conservation Trust Fund 294
Contingency Fund 298
Solid Waste Fund 301
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CAPITAL FUNDS:
Narrative Summary of Fund 305
_ Summary of Revenue 306
Summary of Expenditures 308
Budget Unit Summary 309
Special Projects 311
Long Range Capital Projects Five-Year Plan 312
PROPRIETARY FUNDS:
-- Narrative Summary of Funds 343
Ambulance Enterprise Fund 345
IGS - Motor Pool Fund 349
Administration 351
Motor Pool Equipment 352
Printing & Supplies Fund 356
Computer Services Fund 363
CPU Utilization Based on Machine Costs 367
Average On-line Growth by Year 368
On-line Transactions per Month 369
X Peak CPU Utilization (Prime Time) 370
Projected CPU Growth Rates in ES/9000 Model 210 371
Allocation of Information Services Resources 374
Insurance Fund 376
Self-Insurance Policy Limits , Coverages , Retentions 380
PBX - Phone Services Fund 381
Allocation of Phone Cost 388
Health Insurance Fund 389
SUPPLEMENTAL DATA:
Miscellaneous Statistics 395
Demographic Statistics 397
Expenditure Trends by Function 398
Property Value, Construction, Bank Deposits, and
— Other Economic Indicators 400
1991 Inflation Projections (CPI) 401
Consumer Price Index 402
Employment Cost Indexes 403
U.S. Dep' t. of Labor - Average Wage Adjustments 404
Economic Indicators 407
GLOSSARY 409
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COLORADO
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,.fit DEPARTMENT OF FINANCE AND ADMINISTRATION
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COLORADO
December 11, 1990
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 1991 final budget for operations and capital outlay totals
a gross amount of $71,365, 175 with a net of $70,023 ,477 when interfund
transfers are excluded. The budget has been prepared in accordance with your
directives developed during the budget hearing process . The final budget is
funded with revenue estimates of $44,357 ,390, anticipated fund balances of
$7,583 ,923 , and the maximum allowed property tax of $22 ,402,294.
FINANCIAL PLAN
ECONOMIC CONDITION AND OUTLOOK
Weld County is located in northeastern Colorado. It ranks as the fourth most
productive agricultural county in the nation and third most productive oil
and gas county in the Rocky Mountain Region. This has been a very good year
in Weld County for economic growth. Improvements were evidenced by:
* Announcements by new and existing industrial employers of expansions
resulting in 1,177 new full-time jobs , and $122 million in business
investment
* The number of employed individuals increased by 1,806
* Unemployment dropped to 5.2%
* Estimates of Personal Income showed an increase of 8%
* Retail Sales were up by 9%
Weld County, in conjunction with the Economic Development Action Partnership,
contributed to Weld' s economic improvement by:
* Assisting 29 companies who expanded or established business in Weld
County
* Expanding the Enterprise Zone throughout the county, allowing businesses
to claim state tax credits exceeding $10 million over the next 4 years.
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Honorable Board of Commissioners - Continued
* Operating a nation-wide marketing program expounding the virtues of
doing business in Weld County
* Carrying out a number of programs designed to benefit employers and
create new job opportunities for workers. Those include dissemination
of economic information, financing assistance, training and employment
help, advice on working with government agencies, etc.
Statistics like these, when coupled with consistently lower unemployment, say
that Weld County is a good place to do business, a fact that was confirmed
when we talked with employers . They cited such things as labor force and
work ethic, transportation, government cooperation, and quality of life as
a few of the reasons for doing business in Weld County.
The primary goal of Weld County's economic development effort is to provide
a better quality of life for all Weld County residents by ensuring meaningful
economic opportunities for current and future residents. To accomplish this
goal, strong emphasis is being placed upon expansion of existing industries
with the four year goal of creating at least 1,000 new basic industry jobs
and 3, 500 indirect jobs. These goals appear realistic with the location in
1990 of Pioneer TeleTechnologies with 280 employees and McLane Western
Company with 400 employees , and future growth of firms such as ConAgra.
These factors , coupled with the fact that the new Denver airport is located
15 miles from Weld County' s borders, approved by voters on May 8 , 1989 and
began construction in 1990 with a 1993 completion date, give Weld County a
great deal of optimism for economic growth.
For the Future: An expanded portion of Weld County became a state-designated
Enterprise Zone in early 1990. The designation remains effective through
July 1, 1995. This designation provides certain tax incentives for private
enterprise to expand and for new businesses to locate in economically
depressed areas of Weld County. The new industrial park Weld County
developed is part of the Enterprise Zone and will be incorporated into future
incentives for industries to locate in Weld County. The marketing of Weld
County will be done with an aggressive prospecting program that will market
Weld County to business and industry all over the USA and in some foreign
countries . The marketing will be done by the Economic Development Action
Partnership, which is a joint effort of Weld County, the City of Greeley, and
the Chamber of Commerce.
Maintenance and expansion of the County' s road and bridge system remains a
major concern for Weld County. The County continues to utilize the pavement
management program to assist the policy makers in identifying and
prioritizing road pavement needs over a 1-5 year plan. Much progress has
been made in the maintenance of paved roads by use of the pavement management
system and improved repair methodologies in the field. Ground transportation
to the new Denver Airport is a major concern to resolve in the next 3-5
years.
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Honorable Board of Commissioners - Continued
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special Revenue,
Capital Expenditures , Internal Service and Enterprise Funds total $66, 759 , 684
in 1991, an increase of 6.8% over 1990. The amount of revenue from various
sources and the increases over 1990 are shown in the following tabulation:
Increase
Percent (Decrease)
Revenue Sources Amount of Total from 1990
Property Taxes $ 22 ,402 ,294 33.6 $ 1 , 117 , 311
Other Taxes 1,439 ,938 2.2 48 ,664
Licenses and Permits 558, 500 .8 35, 350
Intergovernmental Revenue 27,277 ,706 40.9 2 ,420, 267
Charges for Services 1,234,716 1.8 (118 5'_3)
Ambulance Fees 1,620,311 2.4 82 , 532
Miscellaneous Revenue 3,109,145 4.7 78 , 890
Fee Accounts 2,192,749 3.3 249 ,911
Internal Service Charges 6 ,924,325 10. 3 (606.624)
Total S 66.759.684 100.0 S 3 , 307 , 788
Expenditures by function for the General, Special Revenue, Capital
Expenditures, Internal Services, and Enterprise Funds total $70,023 ,477 for
1991 which is an increase of 7.8% over 1990. The amounts by functions and
the increase over 1990 are as follows:
Increase
Percent (Decrease)
Function Amount of Total from 1990
General Government $ 8,187,341 11.7 $ 180,014
Social Services 16,130,250 23.1 1, 651,950
Road and Bridge 12,786,973 18.3 (935 , 306)
Public Safety 10,286 ,837 14.7 1 , 622 ,424
Human Services 5,534,175 7 .9 639 , 132
Health 2,135, 594 3.0 221, 689
Capital 1,748, 800 2. 5 892, 800
Public Works 348,440 .5 21,757
Contingency 1,500,000 2.1 430,000
Miscellaneous 728,073 1.0 (195,909)
Culture and Recreation 192,148 .3 11, 357
Auxiliary 747,404 1.1 438 ,242
Ambulance 1,620,311 2.3 82 , 532
— Internal Services 8 ,077,131 11 . 5 17 , 848
Total S 70,023.477 100.0 S 5 .078 . 530
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Honorable Board of Commissioners - Continued
Enterprise Operations: The County's enterprise operation is comprised of the
Ambulance Service. The ambulance service is a countywide advanced life
support emergency medical service. The program is totally supported by fees.
The operation anticipates over 5,500 calls in 1991 and generated revenue of
$1,620,311.
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 . Major projects in that
plan for 1991 include accumulating funds to construct the Road and Bridge
Headquarters facility in 1992 , and the construction of a minimum security
facility in 1991.
Debt Administration: In 1991 the County continues to have no bonded
indebtedness. With the passage of H31579 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 a library and classrooms
in Southern Weld County, and the Human Resources Building totalling
$2,144,105.
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 1991 is $1,280,000.
The County's investment policy is to minimize credit and market risks while
maintaining a competitive yield on its portfolio. Accordingly, deposits are
either insured by federal depository insurance or collateralized. All
collateral on deposits are held either by the government, its agent or a
financial institution' s trust department in the government' s name.
Risk Management: During 1991 Weld County will continue to be a member of
Colorado Counties Casualty and Property Pool and the County Workers'
Compensation Pool so all insurance coverage is being provided via pooling
with other Colorado counties. The pools offer full safety and risk
management programs to minimize losses. Losses are funded on a self-
insurance option basis.
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Honorable Board of Commissioners - Continued
MILL LEVY
The mill levy is 22.209, up 1.317 mills, or 6. 3%. The assessed value for the
1991 budget is $1,008,659,220 which is down $10,129,270 or 1.0% from last
year. The decline is primarily attributed to a decline in oil and gas
property of $19.6 million, and state property of $2.9 million. Decreases
were offset by increases in residential property of $4. 3 million, commercial
of $1.9 million, industrial of $3.0 million, and agricultural properties of
$6.4 million.
_ EMPLOYEE COMPENSATION PAY
The 1991 budget provides for an average 4. 5% salary increase . Rates range
from 0 to 7 . 5% for individual classifications. In addition the county is
providing an added $30 per employee for health insurance costs.
MAJOR FACTORS IMPACTING THE 1990 BUDGET
Major factors impacting the 1991 budget are the added $400,000 in highway
user tax for Weld County due to the passage of HB1012 in 1989. This amount,
coupled with its benefits in 1990, add $1,567 ,000 more to road and bridge
construction compared to 1989 . Consolidation of positions in the
administrative area saved $83,718 in personnel costs . Public safety is up
$1,622,424 primarily due to an increase in the community corrections contract
with the state ($1,060,000) because of prison overcrowding. Health insurance
costs have been increased $30 per month for each employee together with an
average 4.5% salary increase. A vehicle maintenance contract with Lear
Siegler reflects the joint operation of a Greeley/Weld County fleet
maintenance program for a savings of $400,000 annually to Weld County over
our former providers. Social Services are up $1,651, 885 or 11.4% due to the
elimination of the Welfare Diversion program, increased caseload in AFDC,
Foster Care and Day Care. In addition, due to state budget allocations , all
large counties , including Weld, must share any deficit in statewide Foster
Care in 1991 at an estimated local cost of $80,000.
Budget reductions at the federal and state levels, plus growth in Weld
County, continue to place demands for additional or expanded services in all
areas of county government. These demands for services, plus even the slight
inflation of 4-5%, force the budget higher. The county has been obliged to
provide many services because of legislative mandates or because the services
are inherently county-wide in scope. As long as Weld County is responsible
for the delivery of many human services and the maintenance of the extensive
road and bridge program in Weld County, the cost of county government will
continue to rise in this and future fiscal years.
The budget, as approved, is a reasonable fiscal plan that absorbs many state
and federal program cuts, is funded within the local tax limitation, provides
a competitive salary increase to employees, and satisfies the essential needs
of the citizens of Weld County.
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Honorable Board of Commissioners - Continued
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.
v truly yours e , / /
Donald D. Warden, Director
Finance and Administration
DDW/ch
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Dishnguished
Budget Presentation
Award
PRESENTED TO
County of Weld,
Colorado
For the Fiscal Year Beginning
January 1 , 1990
iii,c/rdee
President Executive Director
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BUDGET PLAN
1951
As Weld County government enters 1991 it will be faced with new realities that
will impact its programs, policies, operations, and budgets. These new
realities are:
1. Less public resources available for governmental entities. This
reality is a result of the national deficit, the taxpayers' revolt and
the slowing of the national economy.
2. The federal government is no longer the solution of last resort for
local governments .
3. Political power is distributed widely and thinly.
4. There is too much problem solving and too many solutions in government
and the private sector and not enough implementation.
5. Critical issues will be dealt with at the local level, because no one
else is going to solve our problems .
6. The public wants more aggressive attention paid to integrity in
government.
7. Rapid demographic, economic, and technological changes will occur in
the 1990' s.
These new realities translate into the following specific issues for Weld
County:
1. Means of financing of public goods and services are in disarray in
America and the spinoffs of the federal deficit, state budget
problems, taxpayers' revolt, and capital needs could adversely impact
Weld County fiscally.
2. The mainstay of County revenue, property tax, will continue to be
vulnerable to a taxpayers' revolt, and constant restriction and
tampering by the State Legislature. Not only will the revenues be
impacted, but since the County assesses and collects property taxes
for all entities , the County will receive the most criticism and
impact of change in the property tax system.
3. Shift of costs through mandates without compensatory funding from the
state and federal level of governments will continue.
4. Premature capital expenditures for capital items at the County level
will continue as the state lacks resources to accommodate their own
capital needs, e.g. jails and court space.
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R nGET FLAN11
1991
5. Less discretionary funds due to revenue restrictions, cost shifts, and
mandates will exist for the County.
6. Demographic and social changes will significantly impact County
— government in the 1990' s. Specifically:
A. The growth of the elderly population will continue as the
statistics demonstrate that one in nine Americans are over 60
years of age today, and one in four will be over 60 years of age
by 2030. This will change our program priorities in home care,
transportation, long term care, nutrition, employment services,
legal services, and even zoning, development and housing.
B. Day care will continue to expand in the form of preschool
programs and Headstart expansion as society calls for 12/12 day
care and school systems, i.e. 12 months to 12th grade.
7 . Rising medical costs will impact County health programs and health
insurance costs as more and more members of the public become
medically indigent, and private insurance subsidizes the costs.
8. Weld County will continue to have urbanized growth. With the urban
growth comes changing values , priorities, and service demands or
desires together with urban problems.
9. Jail populations will continue to grow due to worsening backlogs
created from mandatory sentencing, tighter parole restrictions, and
the inability of the State to meet the demand for additional prison
beds. As the baby boom generation outgrows the criminal age, this
trend could slow in the late 1990's.
10. Weld County must continue the initiatives required to foster area
economic development and to improve the quality of life.
— 11. Labor relationship with Colorado public employees will change as
employees gain more rights through the courts and look to labor
organizations .
All of these issues must be dealt with by Weld County and other county
governments in the 1990's. To cope with these issues county government will
have to change and these changes will have to take place in our usual
environment of certain tensions:
Tensions between perceptions of counties as the mere "administrative arm of
the state" versus counties as discretionary service providers;
Tensions between county dependency on the property tax versus legislative
reluctance to permit property tax use;
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BUDGET FLAN
1991
Tension between county needs for more progressive financial resources
versus state jealousies about sales and income taxes;
Tension between the historic county land use controls versus state land use
intrusions and restrictions;
Tensions between a stated legislative preference for general purpose
government over discrete special service districts versus legislative
failure to grant counties commensurate special district powers;
Tensions and jealousies between cities and counties over revenue streams
and tax bases , i.e. sales tax, HUTF splits , housing allocations, lottery,
etc.
County governments must respond to the issues and realities of the 1990's by:
1. County government must continue to become more self-sufficient, and
not rely upon the state or federal governments .
2. Larger governments or large government solutions will not be accepted
by the public.
3. Regional governance composed of public, non-profit, and private sector
partnerships with their own identity must be formed to deal with singe
issue problems for a win/win situation for participants. Examples are
Aids Coalition, Dream Team, EDAP, etc.
4. County government must be a key player and facilitator in the
community to do local problem solving.
The overall answer to these issues is that it comes down to doing more with
less. It is clear that many people want less government. But in the 1980' s
people also decided that they wanted more decisions made in the public
interest, decisions concerning civil rights, children' s rights, women's
rights, the purpose to which science and technology should be put, and use of
our land and environment. People have come to expect a lot more decisions
from government, but that does not necessarily mean that government has to
deliver more services . It is possible to think of ways we could have more
governance with less government.
Citizens are groping for changes they believe will improve the effectiveness
of government. There is no question that citizens are deeply concerned about
children's education, lawlessness, crime, Aids, health, elderly, etc. , but
they have serious reservations about the effectiveness of public agencies.
What they are saying in their expression of declining support for schools,
governments, quasi-governmental non-profits, is that they want those
institutions to change. Our response cannot be defensive or even the
continued trend of "cut-back administration" . What citizens want is change
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BUDGET PLAN
1991
and they want fundamental change. What government has done or tends to do is
to do more or less of what they presently do. So in response to demands for
change, we cut back. Cut-back is a short-term strategy. What is needed is
long-term change .
Public administrators need to sharpen their creative abilities and capacity to
develop alternatives. Where innovation, change, and responsiveness is
occurring it is "new civism" . Public agencies of the future must tie
themselves directly to the citizenry in general. Examples are new
partnerships of the public and private sector working together on civic
problems , e.g. Private Industry Council, Aids Coalition, etc. The new
networks of concerned citizens are working together on public issues, such as
Aids, crime, drunk driving, education, health care, housing, etc. are causing
changes in government functioning involving fewer public employees and only
necessary services are being invented. We are gradually learning how to have
less government and more governance.
For public managers we must free our imaginations and creative abilities and
free ourselves from our preoccupation with organizational maintenance, which
most of us have been taught. Good service should be the overriding philosophy
and goal of us all. Public managers know our clients best and know our
organizations best. And we know how to change our organizations to best serve
our clients with less resources. In this era of cut-back management,
retrenchment of government and declining resources, we have got to manage in a
more creative way to do more with less , even if it means giving up some of our
organizational security.
Weld County managers must continue to find ways to reduce costs, increase
program productivity, find new revenue sources, and raise revenues without
increasing taxes. Weld County government's trend of being more creative and
innovative to make better use of limited resources -- human, financial and
technological -- must continue. It is only through improved practices and
approaches that services can be maintained and that public confidence in.
government can be enhanced in the 1990's.
The budget strategy utilized the proven methodologies of dealing with past
budgets and looking at future strategic approaches. The budget was based upon
the following assumptions and approaches:
No local tax initiative will be approved by the voters .
Unless a change is legally mandated, the County's share of partnership
programs was not increased, the share was decreased wherever possible.
Local dollars did not displace federal or state reductions.
Program managers and the public were made aware of the proposed service
reductions as soon as possible.
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BUDGET PLAN
1991
Early warning sessions were held in early August addressing budget issues
identified early in the process.
All County departments and offices received a set target amount for 1991
prior to budget preparations.
A target of 10% off the 1990 budget base was uniformly applied to all
budget units.
Salary adjustments were restricted to an average amount of 4.5%. Any
Department Head or Elected Official justifying to the Board a higher salary
amount for a class unique to the department or office had to fund the added
salary amount from within the target budget amount assigned.
Fringe benefits were left at the current level of benefit, except Health
Insurance is proposed to be increased $30 per month to keep up with medical
costs.
Insurance funding was adjusted 5% over the 1990 funding level.
Outside agencies were treated the same as County departments, since most
provide contractual services.
Any 1991 position classification upgrades were 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 were absorbed within the 1991 target amount by all
budget units.
Self-supporting budgets floated at the 1990 funding levels.
Additional program options outside the overall budget plan were proposed
for Board consideration. Staff explored the options as directed by the
Board and these options were topics of discussion at the public work
sessions and hearings.
A review of all discretionary programs were done by the Department Head or
Elected Official and the Board.
There were few recommended increases in personnel in the recommended budget
to the Board. Increased workload was absorbed by existing personnel
wherever possible through increased productivity.
Resources for new activities came from increased productivity and
determination of existing activities wherever possible. No new non-
mandated programs were proposed without proportionate cutbacks in other
programs .
12
4 Z 'TT T T T\� �t n T rimy
— iY
BUDGET PLAN!
1951
All user and service fees were examined and recommendations made for
increases or other adjustments to match the cost of providing such
services.
As 1991 budget requests accommodated or integrated with long-term program
strategies, they were highlighted.
The budget strategy has permitted Weld County to deal with the new realities
of 1991.
13
COLORADO
POINTS
- OF
ISSUE
AND
g
POLICY
MATTERS
pg.
1
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
. Budget Process
. Program Policy Changes/Impacts
. County Strategic Objectives
. Revenue Policies and Assumptions
. Policy Directions
. Significant Budget and Accounting Policies
. 1991 Budget Guidelines
The overall county budget policies are reflected at the program level on each
o£ 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
Although significant policy changes/impacts are found on each "Budget Unit
Summary" a summary by department of all policy changes/impacts for 1991 are on
pages 39 - 42 for a quick reference.
NOTE: In accordance with Article IV, Section 4-2(6) (b) , the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be implemented in the
County as required by the Board of county Commissioners and insure
that the activities of the departments are consistent with the
policies determined and set by the Board of County Commissioners.
15
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the County.
2. Analyze new or expanding services, using a common criteria for
justification, aimed at identifying mandated and optional programs .
3. 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.
16
COUNTY STRATEGIC OBJECTIVES
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.
17
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
Weld County, in 1990, held three town meetings with representatives of the 28
town councils and interested public to seek involvement and input from the
community.
The County participated with United Way, school districts, and municipalities
in completing a comprehensive needs assessment of the County. The survey
instrument used was a Questionnaire with the assistance of the University of
Northern Colorado marketing department to conduct the survey. The top needs
identified were more jobs, mental health services, drop out problem, child
care, and senior services. The results were incorporated into programs
funding for 1990.
Over six years of lobbying efforts through Colorado Counties , Inc. led to the
passage of the County Ordinance Authority Bill (HB1104) . HB 1104 is a major
step toward allowing counties to deal with their growing pains in
unincorporated areas. The final version of the legislation allows county
government to enact ordinances for transportation, curbs-gutters, street
lighting, drainage, rubbish/trash control, recreation, snow removal, and
parking among other new powers. The legislation also allows for the
collection of fees in several areas including health inspections which are not
currently collected. The new bill will help to alleviate some of the drain on
the county General Fund which was previously paying for services in the
unincorporated areas.
This year was a very good year in Weld County for economic growth.
Improvements were evidenced by:
* Announcements by new and existing industrial employers of expansions
resulting in 1,177 new full-time jobs, and $122 million in business
investment
* The number of employed individuals increased by 1,806
* Unemployment dropped to a year-end rate of 5.2%
* Estimates of Personal Income showed an increase of 8%
* Retail Sales were up by 9%
Economic Development Action Partners, a joint effort of Weld County,
municipalities, and the private sector, contributed to Weld's economic
improvement by:
* Assisting 29 companies who expanded or established business in Weld
County
* Expanding the Enterprise Zone throughout the county, allowing businesses
to claim state tax credits exceeding $10 million over the next 4 years
18
* Operating a nation-wide marketing program expounding the virtues of doing
business in Weld County
* Carrying out a number of programs designed to benefit employers and
create new job opportunities for workers. Those include dissemination of
economic information, financing assistance, training and employment help,
advice on working with government agencies, etc.
Statistics like these, when coupled with consistently lower unemployment, say
that Weld County is a good place to do business, a fact that was confirmed
when we talked with employers in 1990. They cited such things as labor force
and work ethic, transportation, government cooperation, and quality of life as
a few of the reasons for doing business in Weld County.
19
MAJOR PROGRAM SPECIFIC GOALS
* Installation of new IBM mainframe CPU in January, 1991 (Information
Services)
* Conduct a total reappraisal of County property in 1991, and pass state
audit of same (Assessor)
* Develop a Drug Task Force in conjunction with the municipalities in Weld
County (Sheriff)
* Implement a new health insurance program for all employees in January,
1991 (Personnel)
* Improve recruitment efforts for all positions in the Sheriff' s Office
(Sheriff/Personnel)
* Identify and implement jail alternatives to prolong the life of present
correctional facility (Sheriff)
* Expand the capacity of the Community Corrections program by 50% to
relieve state prison overcrowding problem (Community Corrections)
* Develop weed management program for County per HB90-1175 by December,
1991 (Pest & Weed)
* Reconstruct the following major bridges:
Bridge Cost
1/36 $304,000
19/68 304,000
8 348,000
47/54 190,400
78/13 267,200
80-1/2/17 202,000
* Implement the JOBS program and AFDC-U program in accordance with state
and federal guidelines (Social Services)
* Revamp Medicaid billing system in the Health Department (Health)
* Improve air quality in Weld County by reduction of the number of
violation days (Health)
* Reduce food borne illness by inspecting all food establishments twice in
1991 (Health)
* Conduct pilot program with School District #6 and Headstart by co-
locating Headstart facilities on District #6 school sites to better
integrate Headstart and elementary schools (HAD)
20
REVENUE POLICIES AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the
preparation of the 1991 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. Revenue assumptions assume a local economy similar to 1990, historical
growth rates, and interest rates of an average of 8,0% throughout 1991.
10. Property taxes are based upon the maximum allowable under the Home Rule
Charter 5% Limitation.
11. Revenue assumptions 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.
21
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Property Tax: Levy includes a 5% increase per Home Rule Charter limitation.
Specific Ownership Tax: Anticipated to remain at the historical level of 7%
of property tax.
Building Inspection and Planning Permits: Based upon continuation of 1990
land use and construction activity level with 1991 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or
anticipated funding level provided by state or federal agency.
Housing of Prisoners : Twenty inmates at $65 .00/day average for 365 days/year.
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 2,064 clients at $60.00/client.
Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,600
with 2% waiver rate.
Earning on Investments : Calculated on an average earnings rate of 8% on
approximate average balance of $15 million.
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 1991.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon 1989 Indirect Cost Plan
approved by HHS.
In-Kind Social Services: Calculate on the basis of 9.9 youth at the Youth
Shelter Home at $760/month.
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.
22
- Hizhwav 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, 1990.
Health Fees: Based upon historical patient/client caseload with 1991 rates
applied.
Human Resource Grants: Based upon contract funding level as of October 1,
1990.
State Lottery: Funded at the current level, with no anticipated legislative
changes .
Solid Waste Fees: 5% surcharge applied to historical waste volumes and input
on projected volume from landfill operators.
Ambulance Fees: Calculated based upon 1988-89 call volume plus 6% rate
increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded
anticipated expenditures in user departments' budgets.
23
POLICY DIRECTIONS
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 1991.
-- Utilization of a target budget approach with the following features:
Identifies county's resource capacity
-- All can see the targets and related reductions
Proposed unfurding gets identified early
-- Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services , less
productive employees, etc.
-- Allows Board discretion in allocating funds to unfunded
programs in critical service areas
-- Targets all offices, departments, 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
24
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, 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.
25
SIGNIFICANT BUDGET AND ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The Weld County budgetary procedure uses the following Basis of Accounting.
Basis of Accounting refers to when revenue and expenditures 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 1990 payable in 1991; 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.
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
26
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.
27
INVESTMENT POLICY
The County Treasurer is responsible for the investment of all available
monies. The statutes defining legal investments for Colorado counties are CRS
24-75-601 and 30-10-708. Investment priorities are (1) safety, (2) liquidity,
and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified"
financial institutions, i.e. , those which are federally insured by either
F.D.I.C, or F.S.L.I.C. Further, any deposit/investment amount in excess of
$100,000 may only be made at institutions that are designated as public
depositories by the state bank or savings and loan commissioners, CRS 1973 ,
11-10-118 and 11-47-118. Such designation occurs when acceptable collateral
is pledged to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more
state banks, national banks having their principal offices in this state, or
in compliance with the provisions of Article 47 of Title 11, CRS 1973, savings
and loan associations having their principal offices in this state which have
been approved and designated by written resolution by a majority of the Board
of County Commissioners.
The 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 $9
million. Of this amount, $3.7 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.
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.
28
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. Less than $350,000 in the form of mortgages is in Category 2.
Interest revenue is projected on the basis of an average interest rate of 8.0%
in 1991.
29
CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan for capital expenditures to be incurred
each year over a fixed period of several years (normally on a five year
cycle) setting forth each capital project and identifying the expected
fiscal year for each project and the anticipated revenues to finance
those projects.
2. Capital Improvement Staff Committee - The Director of Finance and
Administration develops a long range County-wide Capital Improvement Plan
for all major Capital Expenditures within the County after surveying
county-wide needs with program managers. The Board of County
Commissioners is responsible for approving Capital Improvement Policies,
as well as approving Capital Improvement Programming as a part of the
Annual Budget.
3. Capital Projects - Capital projects are defined as those major, non-
recurring projects that have a time interval of at least three (3) years
between such expenditures and have a total cost of at least $10,000.
Purchases of real property and selectee 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 Proeram - 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 next fiscal budget year.
5. Relationship Between Capital Funding and Operatine 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.
30
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 costs 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.
31
EXPLANATIONS OF INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
General Fund
The General Fund accounts for all financial transactions of the county that
are not properly accounted for in other funds. Ordinary operations of the
county such as public safety, county administration and other activities
financed from taxes and general revenues are reflected in this fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked
revenue for the county which finance specified activities as required by law
or administrative action.
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.
Public Health Fund: The Weld County Public Health Department provides
health services to county residents. The fund reflects revenue and
expenditures for health care, health education, health monitoring and
other related activities.
Human 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.
32
I
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 29-1-3O1,
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.
Computer Services Fund: This fund accounts for all data processing
services provided to the county and other agencies on a cost-
reimbursement basis.
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.
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.
33
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.
34
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman, Board of County
Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance & Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance of Building & Plant Director, General Services
County Council Chairman, County Council
District Attorney District Attorney
Juvenile Diversion District Attorney
Victim/Witness District Attorney
PAC Diversion District Attorney
- Finance and Administration Director, Finance and Administration
Accounting Comptroller
Purchasing Director, General Services
Personnel Director, Personnel
Capital Outlay Director, Finance and Administration
Sheriff Sheriff
Crime Control and Investigation Sheriff
Regional Forensic Lab Sheriff
Communications - County Wide Director, Communications
Communications System Development Director, Communications
Coroner Coroner
Correctional Administration Sheriff
Community Corrections Chairman, Community Corrections Board
Delinquents and Other Institutions Director, Social Services
Public Service - DUI Director, Useful Public Service
Building Inspection Director, Planning
Office of Emergency Management Sheriff
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 Service 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
35
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
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
Computer Services Fund Director, Information Services
Insurance Fund Director, Finance and Administration
Phone Services Fund Director, Information Services
Health Insurance Fund Director, Finance and Administration
36
1991 GUIDELINES
There will be no recommended increases in personnel in the recommended
budget to the Board. Increased workload should be absorbed by
existing personnel wherever possible through increased productivity.
Resources for new activities should come from increased productivity
and determination of existing activities wherever possible. No new
non-mandated programs should be proposed without proportionate
cutbacks in other programs. Any new programs will be highlighted as a
policy issue for the Board.
All newly mandated program costs should be clearly identified for the
Board.
Unless a change is legally mandated, the county's share of partnership
programs should not be increased, the share should be decreased
wherever possible.
Methods to maximize manpower avoidance or substitution should be
encouraged by all departments through automation, productivity
improvements, or cost cutting strategies.
Capital outlay expenses for equipment should only be recommended when
the need has been fully justified, the useful life of equipment cannot
be extended, and it has been determined that salvage equipment is
unavailable for use. Vehicle replacement must be recommended by the
Equipment Service Manager for consideration in the budget process.
Budgets are to be prepared on a program basis with submission in a
program format, as well as, in the normal line item format like 1989' s
budget presentation.
Salaries should be budgeted at the 1990 level. Any increase over 4.5%
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.
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.
37
In reviewing the 1991 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.
38
SIGNIFICANT CHANGES IN POLICIES FROM PRIOR YEARS
* Clerk to the Board function was transferred from the Clerk and Recorder
to Director of Finance and Administration due to Charter Amendment passed
in March, 1990.
* Board expressed concern over the continued growth of criminal justice
costs and denied any new position requests in this area.
* Board directed Youth Shelter management to work with criminal justice
system to return the Youth Shelter to a short-term holding facility for
youth and not to become a long-term therapy center for troubled youth.
* Board approved added funding for animal shelter costs, but declined to go
to a full scale licensing program for dogs and cats beyond purely
voluntary identification tags.
* Board directed staff to study the feasibility of constructing a minimum
security facility for work release, DOC and minimum security sentenced
inmates.
* Board authorized the expansion of dispatch staff to cope with the
workload associated with the new enhanced E-911 emergency phone system.
* Board authorized the expansion of the Community Corrections program to
help relieve prison overcrowding problem at the state level.
* In accordance with HB90-1175 Board directed staff to develop a weed
management program for Weld County by 1992, including the possibility of
a mill levy for weed districts.
* Board authorized the increase of the Contingency funding level for the
County to move from $1,500,000 to $2,000,000 beginning in FY 1991.
* Funds previously earmarked for Welfare Diversion were transferred to AFDC
($80,000) due to new JOBS program requirements.
* Staff was added to Environmental Protection Services to accommodate the
added workload required under health inspection requirements of the
County Ordinance Power Act passed in 1990.
_ * County assumed the vehicle maintenance responsibilities for the City of
Greeley under an annual contract of $539,958.
* Board authorized an $882,842 expenditure for the purchase of a new IBM
mainframe CPU in 1992 to accommodate the computer capacity needs of
County.
* Based upon a competitive bid process the County decided to purchase
health insurance through Lincoln National in the form of triple option
plan (HMO/PPO/Non-PPO) instead of remaining self-insured for health
coverage. Dental and vision coverage will remain self-insured.
39
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Sheriff' s Department:
14 additional upgrades from Deputy II
to Special Assignment (+5%) $ 24,048
Addition of .5 FTE Office Tech I 5,922
Upgrade of 9 Office Tech III's (Grade 15)
to "Law Enforcement Tech's (Grade 21) 26 , 352
Upgrade of 3 Lead Office Tech III's
(Grade 17) to Grade 23 2,907
One additional Office Tech III (or "Law
Enforcement Tech") 22 ,436
Three additional Deputy II' s (Field) 99 ,090
Animal Control $ 12, 307
District Attorney:
2 additional Attorney III positions 98,151
2 additional Office Tech III positions 41,048
Upgrade of Office Tech III to Office Tech IV 2,928
Upgrade of Office Manager to "Administrative
Assistant" 1,561
Youth Shelter Home:
Additional .75 Community Services Worker I 9,659
Upgrade 4 Counselor I's (Grade 22) to
Counselor II's (Grade 26) 9,330
Upgrade one Counselor II to Counselor III
(Grade 32) 3 ,733
Communications:
3 additional Dispatcher I positions 52 ,512 26,256
Assessor:
Additional "Assistant Valuation Analyst" 33,030
One upgrade of Office Tech III to
Office Tech IV 2,308
One additional Appraiser I 20,524
40
FUNDING
INCLUDED gXCLUDED
Health Department:
Additional Office Tech III for Environmental
Protection $ 18,953
-- Additional .5 FTE Environmental Protection
Specialist 13,832
.5 Additional Office Tech III for Health Ed $ 8,346
Upgrade of three PHN I's to PHN II's 6,216
Promotion and pay opportunity for PHN II
to become Nurse practitioner 1,421
Useful Public Service:
Upgrade one Office Tech II to Office Tech III 2,940
Social Services:
Additional Account Clerk ($15,200) 3 ,040
Additional Income Maintenance Tech ($18,500) 3 , 700
Additional .5 FTE Caseworker ($11,000) 2,200
Additional Legal Tech II ($18,500) 6,475
Additional Clerk III ($17,500) 6,125
Planning:
- Fee Increase (34,500)
Building Inspection:
Fee Increase (19 ,200)
Pest and Weed:
Vehicle 3,000
_ - Airport:
Non-FAA Funding 25,000
FAA Funding 50,000
Mental Health:
Rural Services 12,000
41
FUNDING
INCLUDED EXCLUDED
Developmentally Disabled:
Service Expansion $ 2,055 $ 4,000
Outside Agencies:
Greeley Transition House 10,000
EDAP 50,000
Visitor Bureau 500 9 ,500
A Woman's Place 40,000
Human Resources:
AFDC - Subsidy 80,000
Indirect Costs 167 , 842
Capital 25,000 27,535
Health Insurance 240,120
TOTAL $ 598 , 310 $ 661,892,
42
1 9 9 1
UNALLOCATED
Unallocated $ 173 , 888
Phones (11,600)
Indirect Costs/Revenue 100,831
Indirect Costs/Expenses
Computer Services (29,695)
HRD 73,515
Capital (110,000)
IV-D Incentive (80,000)
PRIOR TO BUDGET HEARINGS S 116,939
Animal Control
Human Society Contract (12,307)
Pest & Weed
Used Vehicle Costs (3,000)
Health Department
.5 FTE Environmental Health Specialist (13,832)
Office Tech - Environmental Health (18,953)
Nurse Practitioner (1 .421)
BALANCE AS OF 10/10/90: S 67 .426
Communications
Additional position (26 ,256)
PBX
Rate increase (12,000)
Centennial Development Services (4,000)
Convention & Visitors Bureau (500)
Parks (6,433)
BALANCE AS OF 10/12/90: S 18.237
Sheriff
Phone for Computer System (3 ,069)
BALANCE AS OF 10/13/90: S 15 .168
43
POSITION AUTHORIZATION CHANGES
DUE TO 1991 BUDGET
Fund/
Dep' t Department Old New
01-1123 District Attorney Office Tech III Office Tech IV
12-4410 Social Services None Caseworker III ( .5
FTE)
None Accounting Clerk
None Income Maint. Tech.
12-4411 IV-D None Legal Tech II
None Clerk III
19-4140 Community Health Srvcs. PHN II Nurse Practitioner
19-4170 Environmental Protection None EHP Specialist ( .5
FTE)
None OFfice Tech III
44
J
EMPLOYEE
` SALARY SCHEDULE
AND
BENEFITS
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e
45
SALARY RECOMMENDATIONS
Weld County strives to pay competitive and equitable salaries. To maintain
this competitive position, Weld County participates in various salary
surveys. Salaries are set by the Board of County Commissioners after full
consideration is given to:
. Present pay rates compared to labor market competitors. The competitive
job market may vary by job classification or specific jobs.
. Ability to pay.
. Benefit and supplemental pay policies .
. Supply/demand situation for personnel needs.
. Supply/demand situation in the labor market.
. Employees' expectations.
Salary Surveys Utilized
Mountain States Employers' Council
Longmont Salary Survey
Front Range Budget Conference
In 1991 across the board salary increases of 4.5% are included in the funding
of the budget. No minimum increase is provided for "grandfathered"
employees. The breakout by funds is as follows:
General $715,854
Road & Bridge 97,546
Health 92,134
Computer Services 79.518
TOTAL 985 052
Benefits are funded at the current level with a $30 per month 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 5%
increase is included in the budget.
No bonus dollars are funded with the elimination of the pay-for-performance
plan and conversion to the new pay system.
46
1991 SALARY ADJUSTMENTS
Department 1990 1991 Difference
Commissioners $ 198,184 $ 229 ,433 $ 31,249
Clerk to the Board 46,624 47 ,528 904
County Attorney 330,635 348,096 17,461
- Planning and Zoning 244,683 257 ,747 13,064
County Clerk 722,487 824,243 101,756
Elections 86,396 92,152 5, 756
County Treasurer 284,025 304,890 20, 865
County Assessor 900,307 962,048 61,741
Building and Grounds 785,713 822,615 36 ,902
District Attorney 1,021,129 1,037,858 16 ,729
Juvenile Diversion 89,739 114,129 24,390
Victim Witness 94,282 83,137 (11, 145)
PAC Diversion 54,384 56,684 2,300
Finance 129,640 135,098 5,458
General Accounting 206,011 209,499 3 ,488
Purchasing 76,506 77,475 969
Personnel 118,324 116,984 (1,340)
" Sheriff Administration 847,043 898,610 51,567
Sheriff Field 1,852,112 1,975,680 123,568
Regional Forensic Lab 52,441 56 ,598 4,157
-- Communications Services 660,339 672,044 11,705
Sheriff Jail 2,216,337 2,375,688 159,351
Youth Shelter Home 156,128 162,994 6,866
Building Inspection 183,840 194,121 10,281
Animal Control 26,822 27,818 996
OEM 31,916 33,674 1,758
Pest/Weed Control 32,851 34,646 1,795
Engineering 279,706 293,336 13 ,630
Extension Services 100,233 103,751 3,518
Veterans Office 32,888 29,366 (3 ,522)
Missile Site 12,384 12 ,021 (363)
Total General Fund 11,874,109 12 , 589 ,963 715,854
Bridge Construction 344,493 368,315 23,822
Maintenance of Condition 980,306 1,030,284 49,978
Maintenance Support 431,294 436 , 503 5 ,209
Trucking 428,723 444,810 16 ,087
Mining 327,932 323,725 (4,207)
R&B Administration 198,480 • 205,137 6,657
Total Road & Bridge Fund 2,711.228 2,808.774 97,546
Health Administration 242,047 253,256 11,209
Nursing 573,464 619,636 46,172
Health Education 49,258 52,783 3,525
Environmental Protection Srvc. 359,378 390,606 31.228
Total Health Fund 1.224,147 1. 316,281 92,134
Computer Services 1.267.491 1. 347,009 79,518
47
PAY111P 1991 JOB TABLE LISTING PAO_ 1
RUN DATE: 11/19/90 aE3OLAR
WORK COMP JOB Ni1MJER JOS JESCAIPTIUN IJ ABL uC
8810 01016 AAA ASSISTANT 17 0
8810 01015 AAA CASE MANAGER 18 1
8810 01014 AAA OUTit_ACN WORKER 05 u
8810 07210 ACCOUNTANT 32 2
8810 07207 ACCOUNTANT INTERN FG 2
8810 07209 ACCOUNTANT SPECIALIST _4 6
8810 07208 ACCOUNTANT TECHNICIAN Od 8
8810 07212 ACCOUNTING AUMINICTRATOR 34 2
8810 06842 HOMING OF USEFUL PUBLIC SERVICE 37 1
8810 12921 ADMINISTRATIVE ASST, I ld 0
8810 06832 ADMINISTRATIVE ASST. II 25 2
8810 12924 ADMINISTRATOR II 42 1
8810 12943 AD.".INIST ATJR OF E6d4 aS6 49
7423 20035 AIP 0kT CdMMUNICATIUN5 ATTEN:,_ T C1 0
7423 20025 AIRPORT FARM LASOk C3 6
7423 20050 AIRPORT IRRIGATOR C1 0
7423 20040 AIRPORT LINE PERSONNEL C1 d
7423 20041 AIRPORT LINE PERSONNEL ( 4.00 ) FG 8
7423 20042 AIRPOkT LINE PERSONNEL ( 4.65) MB 8
7423 20045 AIRPORT MAINTENANCE C1 8
7423 20020 AIRPORT MAINTENANCE SUPERVISOR CS 7
7423 20000 AIRPORT MANAGER L4 1
7423 20011 AIRPORT OFFICE ASSISTANT C6 6
7423 20008 AIRPORT OFFICE HOURLY C5 6
7423 20010 AIRPORT OFFICE MANAGER. C2 6
7423 20005 AIRPORT SECRETARY C1 6
7423 20018 AIRPORT SNACK DAR CLERK Co 8
7423 20030 AIRPORT TERMINAL MANAGEk C2 1
7423 20015 AIRPORT TERMINAL WORKER C5 6
7423 20055 AIRPORT UNICOM/WEATHER/LINE STAFF C2 6
7720 06940 AMBULANCE SUPERVISOR P3 1
8831 01044 ANIMAL CONTROL OFFICER 20 4
9410 03010 APPRAISER I 15 3
9410 03021 APPRAISER II 25 3
9410 03025 APPRAISER III 30 J
9410 03026 APPRAISER IV 36 2
9410 03027 APPRAISER V 40
8810 12844 ASSISTANT ISTRICT ATTORNEY AA 1
8810 07231 ASST. CUMPTROLLER 42 2
8810 12720 ASST. COUNTY ATT. ( SS) 47 1
8810 12710 ASST. COUNTY ATTG I 37 1
8810 12721 ASST. COUNTY ATT. II 45 1
8810 12725 ASST. COUNTY ATT. III 53 1
8810 12732 ASST. COUNTY ATT. IV 59 1
8810 08454 ASST. DIP.. COMPUTER SVCS . 66 1
8810 09585 ASST. DIRECTOR OF ROAD AND BRIDGE 56 1
9015 09960 BLD. E GDS. SUPERVISOR 46 1
9015 09153 BLD. MAIN. FORMAN 40 7
9015 09010 BLD. MAIN. LABORER 14 8
9015 09139 BLD. MAIN. LEAD WKR. 34 7
9015 09120 BLD. MAIN. WKR. I 16 7
9015 09140 BLD. MAIN. WKR. II 25 7
9015 09141 BLD. MAIN. WKR. III 30 7
9015 09142 BLD. MAIN. WKR. IV 36 7
9410 11031 BRIDGE INSPECTOR 29 3
48
PAY111P 1991 JUJ TAOL_ LIS;TIAG PAGE
RUN DATE: 11/19/90
WORK CUr1P JUd NUMULR JO! JESCRIPTILJ GkAjE J_OC
9410 03220 BUILDING IAS?ECTOR ,.
- 7382 09d10 BUS DRIVER 10 6
8810 07225 JUSINF_SS MANAGER w2 2
8810 07029 JUYER I 24 3
_. 8810 07030 BUYER LZ 29 3
9410 03030 CHIEF APPRAISER 44 1
8810 12644 CHIEF DEPUTY 4* 1
8810 12d43 CHIEF DEPUTY DISTRICT ATTORNEY b3 2
9410 09953 CHIEF ELECTRICIAN 42 7
9410 11553 CIVIL ENGINEER I J4 7
9410 11554 CIVIL ENGINEER II 44 7
- 9410 11241 CIVIL TECH I 26 3
9410 11242 CIVIL T__H I . 32 3
dd10 12911 CLIENT SERV .T_CH . 5.lP2 VISOR 22 l
8810 12910 CLIENT SERVICE TECH 17 3
8810 12916 CLIENT/INFO SYSTEMS COOK:. 25 1
9410 03"235 COMBINATION INSP.--LF_ASWURKER 41 3
9410 03225 COMBINATION INSPECTOR 37 3
8810 06844 COMMUN SER FROG ADMIN 27 1
8810 06343 COMMUN SER PROG ADMIN ZB 30 1
7720 06820 COMMUN. SER . COUNSEL. I 22 2
_. 7720 06830 COMMUN. SER. COUNSEL . II 26 2
8810 06841 COMMUN. SEER. COUNSEL. III 31 2
8832 06450 COMMUNITY HEALTH SERVICES DIRECTOR 51 1
8810 06810 COMMUNITY SERVICE WKR. I 09 5
_
8810 06815 COMMUNITY SERVICE With. II 13 6
8810 06817 COMMUNITY SERVICES SPECIALIST 20 5
8810 06816 COMMUNITY SERVICES TECHNICIAN 16 3
- 8810 02030 COMPLAINT BOARD OPERATOR 18 6
8810 12956 COMPTROLLER 61 1
8810 08233 COMPUTER OPERATIONS MANAGER 51
_. 8810 08110 COMPUTER OPERATOR I 20 3
8810 O8121 COMPUTER OPERATOR II 28
8810 08131 COMPUTER OPERATOR III 36 3
8810 08320 COMPUTER PROGRAMMER I 32 2
8810 08330 COMPUTER PROGRAMMER II 37 2
8810 03210 CONSTRUCTION PERMIT SPECIALIST S5 3
7720 Obd22 CORRECTIONAL COUNSELOR I 2b
-- 7720 06831 CORRECTIONAL COUNSELOR II 30
7720 06d33 CORRECTIJNAL COUNSELOR III J5 2
772C 04003 CORRECTIONAL OFFICER I JO 4
7720 04010 CORRECTIUNAL OFFICER II 3J 4
8810 06834 CORRECTIONAL PROGRAMS DIRECTOR 43 1
7720 04012 CORRECTIONAL TECHNICIAN 36 4
8810 02220 COST COORDINATOR 21 3
8810 12983 COUNTY ASSESSOR ED 1
8810 12755 COUNTY ATTORNEY 77 1
8810 12981 COUNTY CLERK 6 RECORDER ED 1
- 8810 12980 COUNTY COMMISSIONER EO 1
9410 11555 COUNTY ENGINEER 63 1
8810 12982 COUNTY TREASURER ED 1
7720 04123 CRIMINALIST 59 4
_
8742 10222 CURRENT PLANNER J2 2
9015 09132 CUSTODIAL FOREMAN 29 3
9015 09133 CUSTODIAL JAIL FOREMAN 21 3
49
PAY111P 1991 JOB TABLE LISTING PAGE J
RUN DATE: 11/19/9C RLjOLAR
WORK COMP JOB NUMJLR J02 DESCRIPTION GRADE EZLC
9015 09131 CUSTOLIAL LEAD WOKKEM 14 7
9015 09110 CUSTODIAL RORK:RC 08 8
8810 12927 D.A. COMMUNITY PROGRAMS ADMIN. 44 1
9410 01005 DEPARTMENT 216050 M8 8
9410 06007 DEPARTMENT 216050 MA 8
9410 06205 DEPARTMENT 216650 MC B
9410 96650 DEPARTMENT 216050 FG 0
8810 10001 DEPUTY CORONER I RH 2
8810 30002 DEPUTY CORONER II RH 2
8810 07510 DEPUTY DIST. ATT. I 37 2
8810 07521 DEPUTY DIST . ATT . II 45 2
8810 07532 DEPUTY DIST. ATT. III 53 2
8810 07540 JEPUTY DIST. ATT. IV S9
8810 0755C DEPUTY DIST. ATT . V of
8810 12643 DEPUTY TREASURER 35 1
7720 06955 DIRECTOR OF AMJULAfACC SERVICE 60 1
8810 12255 DIRECTOR OF BLDOS 6 GROUNDS 57 1
8810 12155 DIRECTOR OF COMMUNICATIONS SERVICES 54 1
8810 12955 DIRECTOR OF FINANCE 6 ADMIN SER dl 1
8810 12950 DIRECTOR OF GENERAL SERVICES 62 1
8810 06660 DIRECTOR OF HEALTH 70 1
8810 08457 DIRECTOR OF INFORMATION SERVICES 70 1
8810 07355 DIRECTOR OF PERSONf.EL 57 1
8810 12455 DIRECTOR OF PLANNING SERVICES 57 1
8810 11600 DIRECTOR OF ROAD AND BRIDGE 63 1
8810 00015 DIRECTOR OF SOCIAL SERVICES 69 1
8865 12055 DIRECTOR OF WELD LIBRARY DISTRICT 53 1
8810 12355 DIRECTOR; DIV OF HUNAN RESOURCES 64 1
8810 02133 DISPATCH OPERATIONS MANAGER 35 6
8810 02125 DISPATCH TRAIN. E STAND. MANAGER 33 6
8810 02120 DISPATCHER I 26 3
8810 02132 DISPATCHER II SHIFT SUPERVISOR 30 3
8810 12855 DISTRICT ATTORNEY DA 1
8742 04230 DISTRICT ATTORNEY INVESTIGATOR 40 3
9410 06606 E.P. CHEMICAL SPECIALIST 32 2
9410 06610 E.P. LAD SPECIALIST 33 2
9410 06604 E.P. LAD TECHNICIAN 17 2
9410 06620 E.P. SPECIALIST 32 2
9410 06615 E.P. TECHNICIAN 21 2
9410 03230 ELECTRICAL INSPECTOR 27 3
8810 07010 EMERGENCY MANAGEMEM— COORDINATOR Co 4
7720 06910 EMERGENCY MEDICAL TECHNICIAN P1 3
8810 12933 EMPLOYER SERVICES COORDINATOR 28 2
8810 12908 EMPLOYMENT SERV ADMIN ASSIST 18 3
8810 12913 EMPLOYMENT TECH SUPERVISOR 28 1
8810 12912 EMPLOYMENT TECHNICIAN 18 3
9410 11244 ENGINEERING ADMINISTRATIVE MANAGER 42 1
9410 06640 ENVIRONMENTAL PROTECTION DIRECTOR 51 2 _
9410 06630 ENVIRONMENTAL PROTECTION SUPERVISOR 39 2
8832 06645 EPIDEMOLOGIST 40 2
9410 06737 EXTENSION AGRONOMIST 46 2
8810 06735 EXTENSION 4-H PROD COORD EH 6 -
8868 12925 FENWC ADMINISTRATOR HKD 1
9101 06811 FENWC COMMUNITY SERVICE WORKER HF 6
9101 09422 FENWC COOK HD 8
50
PAY111P 1991 JOB TABLE LI3TING PAGE 4
RUC: DATL : 11/15/'90 REJOLaR
WORK COMP J03 NUMBER J03 B23CKIPTION EEsC
— 806d 06028 FENWC DIRECTJR/HEAD TEACHER HH 1
9101 06005 FENWC EDUCATION GOURD ASSIST HH
8868 06011 FENWC EDUCATION COORDINATOR HIC
8863 12922 FENWC FAHILY SERVICE GOURD. the 1
_
9101 09403 FENWC FOOD SERVICE HKR.AIDE HA 8
9101 09411 FENWC FOOT: SERVICE WORKER HC u
9101 06018 FENWC ;;ROUP LEADER HH
-- 8868 06343 FENWC HEALTH AIDE COORDINATOR HIC 3
9015 09109 FENWC JANITOR HA 6
8868 06340 FENwG NURSE HIC
_ 9101 01027 FENWC OFFICE MANAGER HH 6
9101 01009 FENWC SECRETARY HFO 6
91C1 06023 FENWC SPECIAL NEE:S TECHNICIAN HG .3
8608 06C21 FEN_vC `. EACio�A mS
— 9101 06010 FENWC TEACHER AIJE HA 6
9101 06008 FENWC TEACHER AIDE INTERN MH 5
5500 09500 FLAGGER 03 6
8832 06310 HEALTH AIDE I 07 d
8832 06320 HEALTH AIDE II 16 8
8832 06331 HEALTH AIDE III 17 5
8832 06530 HEALTH EDUCATION DIRECTOR 30 2
_
8832 0652C HEALTH EDUCATOR 31 _
8810 06220 HOUSING REHABILITATION SPECIALIST 27 1
8810 06200 HOUSING TECHNICIAN 13 6
- 8810 01047 HRD LEGAL AIDE 20 6
8810 01023 HRD PERSONNEL ASSISTANT 10 6
8810 07330 HRD PERSONNEL TECHNICIAN 28 6
8810 01025 JO3 SERVICES TECHNICIAN 10 0
7720 04006 JUVENILE OFFICER I 30 4
7720 04011 JUVENILE OFFICER II 33 4
7720 04013 JUVENILE TECHNICIAN J6 4
9410 09512 LABORERS W.D. MW 8
8810 07410 LAW CLERK I 13 5
8810 07421 LAW CLERK II 24 5
- 8810 07431 LAW CLERK III 28 5
8868 05032 LIBRARIAN 31 6
8868 05025 LIBRARIAN CATALOGER 31 6
_, 8868 05036 LIBRARY ADULT SERVICES COORDINATOR 35 6
9101 05010 LIDRARY ASSISTANT I 08 0
9101 05012 LIBRARY ASSISTANT II 13 0
9101 05005 LIBRARY CLERK (PART TInE) OJ c
-- 9101 01042 LIBRARY OFFICE TECHNICIAN 21 6
8868 05020 LIBRARY TECHNICIAN I 16 6
8868 05022 LIBRARY TECHNICIAN II 24 6
_ 8868 05035 LIBRARY: BRANCH LIJRARIAN 26 2
8810 12919 LONG TERM CARE OMBUDSMAN 26 1
8810 08456 MANAGER OF SYSTEMS E PROGRAMMING 63 2
9410 11131 MATERIAL E STRUCTURAL TESTOR 35 3
_
9015 09111 MISSILE PARK CARETAKER 18 1
8810 01071 MOTOR VEHICLE SUPERVISOR 40 6
8810 01050 OFFICE MANAGER 30 6
- 8810 01051 OFFICE MANAGER 30 6
8810 01010 OFFICE TECHNICIAN I 02 6
8810 01011 OFFICE TECHNICIAN I 02 6
8810 01020 OFFICE TECHNICIAN II OB 6
51
PAY111P 1991 JJO TANL_ LISTING, PAGE S
RUN BATE: 11/19/90 REJJLAR
WORK COflP JOB NUMBER JUD JESCaIPTIO:+ uPAJE EE2C
8810 01021 OFFICE TECHNICIAN II OJ o
8810 01030 OFFICE TECHNICIAN III 15 0
8810 01031 OFFICE TECHNICIAN III 15 0
8810 01040 OFFICE TECHNICIAN IV 21 0
8810 01041 OFFICE TECHNICIAN IV 21 0
9015 09145 PAINTER 34 7
772C 06930 PARAMEDIC P2 3
8810 02010 PBX OPERATOR 1 02 0
8810 02020 PBX OPERATOR II 08 6
8810 02012 PBX OPERATOR/E:IPLOYNENT SERVICES 05 0
8810 02032 PBX-PHONE SERVICE MANAGER JO 0
8810 07333 PERSONNEL SPECIALIST 37 2
8810 07334 PERSONNEL TECHNICIAN 20
9014 06732 PEST INSPECTOR Jo
8810 10010 PLANNING TECHNICIAN 21 ;S
8810 10223 PRINCIPAL PLANNER 39 2
8810 01043 PRINTING G SUPPLY SUPERVISOR 21 6
8810 08331 PROGRAMMER/ANAL I 42 2
8810 08333 PROGRAMMER/ANAL I T L 47 2
8810 08332 PROGRAMMER/ANAL I1 47 2
8810 08336 PROGRAMMER/ANAL II T L S2 2
8832 06421 PUBLIC HEALTH NUFSL I 31 2 -
8832 06432 PUBLIC HEALTH NURSE II 34 2
8832 06443 PUBLIC HEALTH NURSE- III 36 2
8832 06445 PUBLIC HEALTH NURSE LEAD WKR 38 2
8832 06447 PUBLIC HEALTH NURSE SUPERVISOR 42 2
5506 09565 R G 0 FOREMAN 38 3
5506 09505 R b 8 SEER. LABORER. 13 d
5506 09510 R G D SER. WKR• I 17 8
5506 09530 R G 8 SER. WKR. II 21 7
5506 09540 R G B SER, WKR. III 25 7
5506 09577 R G 8 SUPERVISOR 46 1
5506 09560 R 6 ➢ WKR III LEAD WORKER 29 7
8810 01061 RECORDING SUPERVISOR, 37 1
8810 12909 REFERRAL/PLACEMENT SUPERVISOR 25 1
8810 08020 REMOTE TERMINAL OPERATOR/OA 16 3
8810 01037 S. O. RECORDS TECH LEAUWORKER 17 0
7720 09130 SECURITY/BUILDING ENGINEER 20 4
7720 12984 SHERIFF SO 1
7720 04154 SHERIFF' S CAPTAIN 56 1
7720 04125 SHERIFF' S DEP.--SPECIAL ASSIUNd EST 38 4
7720 04110 SHERIFF 'S DEPUTY I 28 4
7720 04121 SHERIFF' S DEPUTY II 36 4
7720 04120 SHERIFF' S DEPUTY--OPERATIONS 36 4
7720 04143 SHEKIFF 'S LIEUTENANT 50 2
7720 04142 SHERIFF' S LIEUTNEANT--OPERATIONS 50 2
8810 01045 SHERIFF'S PROPERTY TECHNICIAN 21 6
7720 04133 SHERIFF'S SERGEANT 45 4
7720 04132 SHERIFF' S SERGEANT--OPERATIONS 45 4 -
8810 07020 SHERIFF' S TRAINING COORDINATOR 36 2
8810 12915 SPECIAL PROGRAMS COORDINATOR 28 1
8810 08342 SR. SYSTEMS ANALYST 53 2
8810 08344 SR, SYSTEMS ANALYST T L 57 2
8810 06818 SUMMER YOUTH LEAD WORKER 17 6
8810 06814 SUMMER YOUTH WORKER HG 6
52
PAY111P 1991 J08 TAdL_ L13TIA6 pA6E 0
RUN DATE: 11/19/90 RE7DLAK
-- WORK COMP JU8 NUmJER JOJ 7ESCIPTIJN 3k“ 3 JC
8810 03334 SYSTEMS ANALYST "7 =
- 8810 08335 SYSTEMS ANALYST T L 62 2
8810 08340 SYSTEMS PROGRAMMER 1 44 2
4810 08341 SYSTEMS PROGRAMMER II 50 2
_ 8810 08340 SYSTEMS PROORAMMER III 01 2
8742 03310 TAX COLLECTOR 30 1
8810 010C2 TRANSPORTATION DIspATCHER oa 0
8810 06123 TRANSPORTATION SUPERVISOR 33 0
7720 04155 UNDERSHERIFF 62 1
9410 11420 UTILITY 6 PERMIT Ii1SP CTJR 3z 3
8810 0302d VALUATION ANALYST 40 1
— 8810 06240 VETERANS COUNSELLOR 30 2
8810 12914 VET=:RA“S EMPLOY]E.:T Rc? 17
0810 06242 VETERANS OFFICER JO
_ 8810 01000 VOC REMAD MW 6
9014 09611 WEED CONTROL DRIVER 11 8
9014 09610 wEED CONTROL SPECIALIST 12 d
9014 09600 WEED CONTROL SUPERVISUR 13 b
— 5506 09940 WELDER I 21 7
5506 09952 WELDER II 32 7
9410 96496 WORK SUPPLEMENT/ADULT OW a
__ 9410 96492 wORK SUPPLEMENT/YOUTH UW 3
8810 06813 YOUTH PROGRAMS ASSISTANT 18 6
7720 06855 YOUTH SHELTER HOME DIRECTOR 3'J 1
9410 09514 YOUTH/LA80RER WD MW d
9410 09511 YOUTH/SUMMER mW a
53
PAY111P 1991 PAY TABLE - SALARY PAGE 1
RUN DATE: 11/19/90 REGULAR
GRAD! STEPS A 8 G U E F
01 901 .00 - 929.00 957.00 387.00 1016.00 1047.00
02 924 .00 952.00 980.00 1009.00 1039.00 107060A
03 947.00 974.00 1004.00 1034.00 1065.00 1096.9
04 971 .00 1001.00 1030.00 1061 .00 1097.00 1126.0
05 995.00 1025.00 1056.00 1000.00 1121.00 1154.00
06 1020.00 1051 .00 1082.00 1115.00 1100.00 1183.0n
07 1046.00 1077.00 1110.00 1143.00 1178.00 1213.0
OU 1072.00 1107.00 1136.00 1171 .00 1206.00 1242.C_
09 1098.00 1131.00 1166.00 1201.00 1237.00 1274.00
10 1126.00 1159.00 1194.00 1230.00 1267.00 1305.0-
11 1154.00 1188.00 1223.00 1260.00 1290.0^_ 1336.0
12 1183.00 1218.00 1255.00 1293.00 1331.00 1371 .0,
13 121.3.00 1249.00 1288.07 1326.00 1366.00 1400.00
14 1242.00 1279.00 1317.00 1457.00 1797.00 1439.0 -
15 1274 .00 1312.00 1352.00 1391.00 14!4.00 1477.C
16 1305.00 1345.00 1485.00 1427.00 1470.09 1514. 00
17 1738.00 1370.00 1420.00 1462.00 1505.00 1550.00
IB 1471 .00 141-1.00 1455.00 1498.00 1543.00 1590.0
19 1406.00 1448.00 1491 .00 1536.00 1582.00 1629.0
20 1441 .00 1484.00 1529.00 1575.00 1622.00 167C . '
21 1477.00 1521.00 1566.00 1617.00 1662.00 1712.00
22 1514.00 1559.00 1606.00 1655. 00 1705.00 1756.0;
27 1552.00 1599.00 1648.00 1097.00 1747.00 1799.01
24 1590 .00 1637.00 1686.00 1737.00 1789.00 1843.00
25 1630.00 1679.00 1730.00 1'782.00 1836.00 1091 .00_
26 1670.00 1721 .00 1773.00 1027.00 1883.00 l948.0I
27 1712.00 1764.00 1017.00 1871 .00 1926.00 1984.0(
20 1756.00 1808.00 1Bti2.00 1917.00 1975.00 2074. 00
29 1799.00 1853.00 1909.00 1966.00 2025.00 2006.0 `t
30 1044.00 1900.00 1958400 2017.00 2078.00 2I40.0I
31 1891 .00 1949.00 2008.00 2069.00 2132.00 2196.0(
32 1030.00 1996.00 2055.00 2116.00 2178.00 2245.00
37 1987.00 2046.00 2107.00 2170.00 2234.00 2302.00
34 2038.00 2098.00 2161.00 2225.00 2292.00 2361 .01
35 2088.00 2151.00 2215.00 2281 .00 2349.00 2420.00
36 2140.00 2205.00 2271 .00 2379.00 2408.00 2481 .00
37 2194.00 2260.00 2328.00 2398.00 2469.00 2544.OP-
78 2250.00 2310.00 2387.00 2459.00 2532.00 2600.0(
J9 2306.00 2375.00 2446.00 2520.00 2594.00 2673.06
40 2364.00 2434.00 2507.00 2582.00 2680.00 2741 .00
41 2422.00 2495.00 2570.00 2647.00 2727.00 2808.0(-
42 2483.00 2558.00 2634.00 2717.00 2794.00 2B7U.0(
♦3 2546.00 2622.00 • 2700.00 2702.00 2866.00 2951 .0U
44 2610.00 2688.00 2768.00 2852. 00 2977.00 J026.00
45 2676.00 2756.00 2040.00 2925.00 3012.00 3102.0(
46 2742.00 2824.00 2909.00 2996.00 3087.00 3179.0(
47 2810.00 2894.00 2981 .00 3069.00 3162.00 J257. 00
48 2880.00 2967.00 3055.00 3140.00 7242.00 J3J9.00.
49 2951 .00 3040.00 3130.00 3224.00 3722.00 J42I .0(
50 3024.00 3115.00 3209.00 3304.00 3403.00 3506.0(
51 3099.00 3191 .OG 7287.00 3706.00 3487.00 J591.00
52 3177.00 3'277.00 3370.00 3471.00 3576.00 4604.00
5J 7257.00 7355.00 3456.00 3560.00 3686.00 3776.0(
54 3339.00 3440.00 3543.00 3649.00 3758.00 7072.0(
55 3423.00 3525.00 3631 .00 3741.00 3854.00 3969.00
54
-- PAY111P 1991 PAY TABLE - SALARY PAGE 2
RUN DAIL1 11/19/90 RLGULAR
6RAUC STEPS A 8 C U L I
80 7500.00 3012.00 3720.00 3871 .00 J946.00 4005.00
57 3595.00 7707.00 3014.00 7929.00 4047.00 4169.00
58 3005.00 J797.00 3910.00 4026.00 4146.00 4270.00
59 J770.00 3091 .00 4007.00 4127.00 4251 .00 4778.00
60 7872.00 J980.00 4108.00 42J2.00 4759. 00 4489.00
61 7969.00 4007.00 4209.00 4336.00 4467.00 4601 .00
62 4060.00 4190.00 4315.00 4444.00 4578.00 4715.00
6J 4169.00 4294.00 4423.00 4555.00 4697.00 48J4. 00
04 4277.00 4402.00 4534.00 ♦670.00 4811 .00 4956.00
65 4700.00 4512.00 4648.00 4707.00 4971.00 5079.00
66 4489.00 4623.00 4762.00 4905.00 5057.00 0204.00
67 4602.00 4740.00 4082.00 5029.00 5180.00 5775.00
60 4717.00 4858.00 5004.00 5104.00 5309.00 5469.00
69 4835.00 ♦980.00 5170.00 5203.00 5441 .00 5605.00
70 ♦950.00 5103.00 5257.00 5415.00 5577.06 5744 .00
71 5079 .00 5272.00 5389.00 5551 .00 5718.00 5990.00
72 5206.00 5703.00 5523.00 5088.00 5059.00 o0J4.00
73 5337.00 5497.00 5662.00 5832.00 6008.00 6189.0"
-- 74 5471 .00 5034.00 5007.00 5977.00 0150.00 6341 .00
75 5608.00 5777.00 5951 .00 6130.00 6314.00 6504.00
70 6749.00 5921.00 6099.00 6201.00 0469.00 6604.00
77 5893.00 6071.00 6254.00 6441 .00 6675.00 6033.00
70 6041 .00 6222.00 6408.00 6600.00 6798.00 7002.00
79 6193.00 0379.00 0570.00 6767.00 6970.00 7179.00
80 0348.00 6577.00 0734.00 6976.00 7144.00 7738.00
81 6506.00 6701.00 6903.00 7110.00 7324.00 7547.00
- 82 6668.00 0860.00 7073.00 7205.00 7505.00 7729.00
83 6875.00 7040.00 7251 .00 7468.00 7593.00 7924.00
84 7005.00 7210.00 7432.00 7054.00 7884.00 0121 .00
85 7181 .00 7297.00 7619.00 7847.00 0082.00 8324.00
55
PAYIIIP 1991 PAY TAULE - HOURLY PAGE 1
RUM DATE: 11/19/90 REGULAR
GRADE: 5TEP5 A U C 0 E F
AA 10 .2200000 71 .1300000 .0000000 .0000000 .0000000 .0000000
Al 12.1300000 13.3400000 14 .6800000 18.6700000 . 0000000 .0000000
A2 13. 1600000 14.2500000 16.7000000 20.7400000 •0000000 . 000000(
A7 14 .6100000 16.5900000 19.2500000 25.3100000 .0000000 .000000(
Ul 26,6666666 .0000000 .0000000 .0000000 .0000000 .0000000
02 6.0300000 .0000000 .0000000 .0000000 .0000000 . 0000m00_
87 9 .4200000 .0000000 .0000000 .0000000 .0000000 .000000(
C1 3.8000000 5.0000000 4 .5000000 6.1218390 5. 5000000 6 .000000'
C2 4 .5977000 8.6206896 7.4712641 9.7700000 10. 7500000 .0000000
CJ 5.7471260 20.5000000 7.471264) 5.0000700 .0000000 . 000000
C4 20 .0177000 21.7777000 17.3132190 18.2710920 .0000000 .0000001
C5 1.0000000 10.0000000 7.6628352 5.7500000 7.0000000 . '000000(
C6 7 .8000000 4.0000000 6.0000000 6.2500000 .0000000 .0000000
DA 62.0833773 .0000000 .0000000 .0000000 .0000000 .0000000
EH 7. 8900000 .0000000 .0000000 .0000000 .0000000 .000000(
CU 16. 7733373 .0000000 .0000000 .000,0000 . 0000000 .000000'
FG 4 .0000000 .0000000 .0000000 .0000000 .00000 .00 . 0000000
HA 4 .0600000 4 .9900000 5 . 1100000 5.2400000 5..1700000 . 0000000
HU 4.9900000 5. 1100000 5.2400000 5.1700000 5. 5100000 .000000:
HC 5. 1100000 5 .2400000 5.7700000 5. 5100000 5. 6500000 .000000(
HO 5.7700000 5.5100000 5.6500000 5.7900000 5. 9400000 . 0000000
HF 5.5100000 5.6500000 5.7900000 3.9400000 6. 0900000 .0000000
HG 6.0500000 6.2100000 6.3600000 6.5100000 6. 6900000 .000000C
HH 6.8400000 7.0'200000 7.1900000 7. 7700000 7. 5600000 . 0000000
HI 7.1900000 7.7700000 7.5600000 7. 7500000 7.9500000 . 0700000
HJ 10 .4200000 10.6900000 10 .9500000 11 .2300000 11 .5200000 .0'00000O
HK 12 .7000000 13.0100000 13.3400000 17.6800000 14.0200000 . 0000000
IV 10.0000000 .0000000 .0000000 .0000000 .0000000 . 0000000
L1 3.8000000 .0000000 .0000000 .0000000 .0000000 . 0000000
MA 4 .5100000 4.6100000 4.7300000 4.8400000 4.9600000 . 0000000
MU 4 .6500000 4 .7700000 4.8400000 4.9600000 5.0700000 .0000000
MC 5.9900000 4.9400000 4.9600000 5.0900000 5. 2700000 .0000000
MD 4 .9700000 5.0900000 5.2300000 5.7500000 5. 4800000 . Oo00000
MF 5.0900000 5.2300000 5.3500000 5.4800000 5. 6200000 .0000000
MG 7.0500000 .0000000 .0000000 .0000000 .0000000 .0000000
MH 7.8000000 8.0000000 .0000000 .0000000 .0000000 .0000000
MI 0. 1200000 .0000000 .0000000 .0000000 .0000000 .0000000_.
MJ 9.6800000 .0000000 .0000000 .0000000 .0000000 .0000000
MK 13.2400000 .0000000 .0000000 .0000000 .0000000 .0000000
MW J.0000000 6.4600000 .0000000 .0000000 .0000000 .0000000
UW 4.s000000 .0000000 .0000000 .0000000 .c000000 . 0000000-
PI 7.1600000 7.7700000 7.6000000 7.0200000 8.0600000 8 . 7000000
P2 9. 1600000 9.4400000 9.7200000 10.0100000 10.3000000 10 . 6100000
PJ 10.9700000 11 .3000000 11 .6400000 11 .9900000 12. J400000 12. 7100000
P4 1 .0000000 1 .5000000 22 .4800000 .0000000 .0000000 .000000O
RH 2.2000000 20 .0000000 60.0000000 .0000000 .0000000 . 0000000
50 JO .B11J3JJ .0000000 .0000000 .0000000 . 0000000 .0000000
WQ 10.6264368 .0000000 .0000000 .0000000 .0000000 . 0000000
W1 5.5000000 .0000000 .0000000 .0000000 .0000000 .000o000
W2 6.0900000 .0000000 .0000000 .0000000 .0000000 .0000000
• 56
1991 HEALTH INSURANCE
1991 Insurance rates are as follows:
HMO PPO
Employee:
Health $111.00 $128.00
Dental/Vision 10.00 10.00
Total Ilasu $138.00
County $105.00 $105.00
_ Employee 16.00 33.00
Dependent:
Health $194.00 $221.00
Dental/Vision 16 00 16.00
Total IZIAIJI1 1Z2Zal
Total Employee $226.00 $270.00
Total County 105.00 105.00
In addition to the above, the County will contribute $25.00 per employee to
fund the run-off claims of self-insured health program in the Health
Insurance Fund regardless of insurance type.
_- SELF-FUNDED PLAN & LINCOLN NATIONAL PLAN COMPARISON
Lincoln National Plan
Medical Benefits Current Plan PPO Non-PPO HMO
Maximum Benefits $1,000,000 $2,000,000 $2,000,000 No limit
Accident Supplement 100% to $500 %50 copay n/a n/a
Office Visit Copay n/a $15/visit n/a $10/visit
Individual Deductible $100 $150 $150 n/a
Family Deductible $200 $300 $300 n/a
_ Co-Insurance 80% 80% 80% 100%
Individual Out-Of-
Pocket $500 $1,150 $1,150 $1,000
Family Out-Of-Pocket $1,000 $2,300 $2,300 $2,500
Cost Containment/U.R. n/a Yes Yes n/a
Hospital Admission Ded/coins. Ded/coins. Ded/coins. $100 copay
Outpatient Surgery Ded/coins. Ded/coins. Ded/coins. $50 copay
Prescriptions Ded/coins. $5/$8 copay Ded/coins. $5 copay
Adult Physicals $150/yr $150 Max. $150 Max. $10 copay
per family
Children Physicals Included in $150 Max. $150 Max. $10 copay
(ages 2-17) above ea. 2 yrs. ea. 2 yrs
Well Baby Visits $90/yr. 2 yrs $15 copay n/a $10 copay
+ above
57
DENTAL:
PROGRAM:
. COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND
FAMILY PLANS
. 100% PREVENTIVE CARE
. 50%/50% CARE OTHER THAN PREVENTIVE
. EXCLUDES ORTHODONTIC CARE
. MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $500/YEAR
VISION:
PROGRAM:
. COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND
FAMILY PLANS
. MAXIMUM AMOUNT PAID FOR SINGLE $175/YEAR OR FAMILY $350/YEAR
. NO DEDUCTIBLE
. 50% OF COVERED EXPENSES INCURRED
. EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
LIFE: Three times annual salary up to $300,000 at 26.5C/$1,000
WELLNESS: Wellness program will be continued to all County employees.
58
N
SUMMARY
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WELD COI
1990 ASSESSE
TO BE USED FOR
- 1989 1990 DIFFERENCE
+ or (-)
- VACANT LAND 17,407, 540 16, 396,500 (1,011 ,040)
RESIDENTIAL IMPROVED LAND 58 ,407 , 560 59 , 155,010 747 , 450
RESIDENTIAL BUILDINGS 231,788 , 410 235, 457, 330 3 ,668 ,920
_ RESIDENTIAL PERSONAL PROPERTY 45,740 47 ,740 2 ,000
COMMERCIAL IMPROVED LAND 23 ,331, 320 23 ,821 ,700 490 , 380
COMMERCIAL BUILDINGS 96,677,550 98, 320,460 1,642, 910
COMMERCIAL PERSONAL PROPERTY 32,854, 310 33 ,233 ,180 378 ,870
INDUSTRIAL IMPROVED LAND 1,953 ,810 2,048,540 94 ,730
INDUSTRIAL BUILDINGS 33,604,970 33 ,470,950 (134,020)
INDUSTRIAL PERSONAL PROPERTY 63 ,221,660 66 ,060 ,810 2,839, 150
AGRICULTURAL LAND 53,828,790 54,075,450 246 ,660
SUPPORT BUILDINGS 58,316 ,080 62,824,750 4,508,670
AG. PERSONAL PROPERTY 0 1,932 , 300 1,932 , 300
NATURAL RESOURCES LAND 1 ,803 ,160 1 ,697,280 (105,880)
NATURAL RESOURCES PERSONAL 944 ,820 642,010 (302,810)
OIL & GAS PRODUCTION 188,387, 210 187 ,238,280 (1,148,930)
OIL & GAS PERSONAL PROPERTY 50,030, 390 30 ,623,310 (19,407,080)
TOTAL COUNTY ASSESSED 912,603 ,320 907,045,600 (5,557,720)
STATE ASSESSED PROPERTY 108,695,600 104,248,500 (4,447, 100)
TOTAL ASSESSED VALUE 1,021 ,298,920 1 ,011,294,100 ( 10,004,820)
TAX INCREMENT 2,510 ,430 2,634,880 124 ,450
NET ASSESSED VALUE 1,018,788,490 1 ,008,659,220 (10 ,129 , 270)
63
NET PROGRAM COST
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
ALLOCATED
NET COST SUPPORT TOTAL
OFFICE OF THE BOARD $290, 332 $139, 927 $430, 259
PUBLIC TRUSTEE $4, 000 $2, 040 $6, 040
CLERK & RECORDER ($88,713) $0 ($88 ,713)
ELECTIONS $171,993 $44, 570 $216,563
TREASURER ($93, 125) $0 ($93 , 125)
ASSESSOR $1,470, 882 $172 , 333 $1, 643 , 215
COUNTY COUNCIL $17,969 $3 ,933 $21,902
DISTRICT ATTORNEY $1,338,731 $163 , 686 $1,502 ,417
SHERIFF $1,402, 407 $133 ,323 $1,535,730
CORONER $63 ,750 $3 ,462 $67,212
CLERK TO THE BOARD $75, 185 $0 $75, 185
TOTAL $4 , 653 ,411 $663 ,275 $5, 316, 686
MANDATED:STATE/FEDERAL COUNTY COST
ALLOCATED NET COST SUPPORT TOTAL
JAIL $2,501,372 $250, 319 $2,751, 691
COMMUNITY CORRECTIONS $0 $1, 057 $1, 057
PUBLIC SERVICE - DUI $13,760 $15, 051 $28, 811
SOCIAL SERVICES $2,785, 086 $273 , 095 $3, 058 , 181
HUMAN RESOURCES $105,517 $294 , 817 $400, 334
PUBLIC HEALTH $1,166, 430 $117, 067 $1,283 , 497
TOTAL $6, 572, 165 $951,407 $7,523 , 572
CRITICAL -- NON-MANDATED COUNTY COST
ALLOCATED
NET COST SUPPORT TOTAL
CRIME LAB $38, 343 $11,533 $49 ,876
POLICE SERVICES (LEVEL) $2,167, 331 $150, 561 $2 , 317, 892
COMMUNICATIONS-COUNTY-WIDE $848 ,469 $0 $848,469
COMMUNICATION SYSTEM DEVEL $80, 000 $0 $80, 000
E-911 $700 $0 $700
OFFICE EMERGENCY SERVICES $17,785 $5,341 $23, 126
TOTAL $3, 152 , 628 $167,435 $3 , 320, 063
LOCAL DISCRETION
ALLOCATED
NET COST SUPPORT TOTAL
PLANNING & ZONING/BLDG INSP $63,612 $131, 367 $194,979
YOUTH SHELTER HOME $92, 041 $20, 865 $112,906
ANIMAL CONTROL $79,703 $0 $79,703
PEST & WEED CONTROL $133,095 $13,243 $146, 338
EXTENSION SERVICE $214,707 $72,939 $287, 646
64
NET PROGRAM COST
VETERAN'S OFFICE $32, 097 $4,999 $37, 096
AIRPORT $50, 000 $25, 304 $75, 304
__ MENTAL HEALTH $116, 931 $0 $116,931
MISSILE SITE PARK $6,463 $3,569 $10, 032
EXHIBITION BLDG $0 $152, 444 $152,444
COUNTY FAIR $26, 359 $742 $27, 101
JUVENILE DIVERSION $104 ,637 $1, 057 $105, 694
CENTENNIAL DEVELOPMENTAL SVSC $74, 665 $0 $74, 665
SENIOR COORDINATORS $10, 500 $0 $10, 500
_ VICTIM ASSISTANCE $23,242 $8, 685 $31,927
WASTE WATER MANAGEMENT $6, 001 $0 $6, 001
PAC JUVENILE DIVERSION ($7, 008) $3 , 426 ($3, 582)
GENERAL ASSISTANCE:
VISION CARE $17, 000 $0 $17 , 000
DENTAL CARE $17, 000 $0 $17 , 000
DRUGS $5, 000 $0 $5, 000
KIND/EOD $15, 000 $0 $15, 000
BURIALS $18, 000 $0 $18, 000
DOMESTIC VIOLENCE $40, 000 $0 $40, 000
TOTAL $1, 139, 045 $438, 642 $1,577, 687
ROAD & BRIDGE (LOCAL) $3,632,873 $270,957 $3 ,903 ,830
ENGINEERING $348 ,440 $44, 320 $392 ,760
TOTAL $3 ,981,313 $315,277 $4 , 296,590
CAPITAL:
EQUIPMENT $25,000 $0 $25, 000
PUBLIC WORKS $950,000 $0 $950, 000
MOTOR POOL $150,000 $0 $150, 000
TOTAL $1, 125, 000 $0 $1, 125, 000
SUPPORT FUNCTION
ALLOCATED
NET COST SUPPORT TOTAL
COUNTY ATTORNEY $321, 163 ($321, 163) $0
BUILDING & GROUNDS $1,298,783 ($1,298,783) $0
FINANCE & ADMINISTRATION $151, 651 ($151, 651) $0
ACCOUNTING $351,933 ($351,933) $0
PURCHASING $115,557 ($115,557) $0
PERSONNEL $160,353 ($160, 353) $0
PBX/PHONES $0 $0 $0
INSURANCE $591,164 ($591, 164) $0
NON-DEPARTMENTAL $296,224 ($296,224) $0
BUILDING RENTS $287,508 ($287,508) $0
COMPUTER $0 $0 $0
TOTAL $3,574,336 ($3,574, 336) $0
65
NET PROGRAM COST
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 1989 ALLOCATED COSTS
APPLICABLE FOR 1991 _
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD 5182,245 YOUTH SHELTER HOME 527,175
PUBLIC TRUSTEE 52,657 PEST 8 WEED CONTROL 517,248
ELECTIONS 558,049 EXTENSION SERVICE 594,998
ASSESSOR 6224,451 VETERAN'S OFFICE $6,511
COUNTY COUNCIL 55,123 AIRPORT 532,956
DISTRICT ATTORNEY 5213,189 MISSILE SITE PARK 54,649
SHERIFF $173,643 EXHIBITION BLDG 5198,547
CORONER $4,509 COUNTY FAIR 5967
JAIL 5326,022 LIBRARY 5120,486
COMMUNITY CORRECTIONS $1,377 JUVENILE DIVERSION 529,307
PUBLIC SERVICE - DUI $19,603 VICTIM ASSISTANCE 511.312
SOCIAL SERVICES $355,686 PAC DIVERSION $4,462
HUMAN RESOURCES $383,977 ROAD 8 BRIDGE (LOCAL) $352,901
PUBLIC HEALTH 5152,471 ENGINEERING 657,723
POLICE SERVICES (LEVEL) $196,094 HOSPITAL $551
REGIONAL FORENSIC LAB 515,021 COURTS - STATE $137,067
AMBULANCE 5117,831 COURTS - COUNTY $134,543
OFFICE EMERGENCY SERVICES $6,956 HOUSING AUTHORITY 550,827
PLANNING 8 ZONING/BLDG INSP $171,096 OTHER $763,074
TOTAL $4,655,304
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December
31, 1989, prepared in accordance with Federal Management circular fine 74-4. The allocation is applicable to
fiscal year 1991 and represents indirect costs to the departments in addition to the direct costs appropriated
in each budget unit. The allocation plus the direct costs represent the total cost of specific County
programs for 1991.
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GENERAL FUND SUMMARY
— 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 revenue are reflected in this fund.
The General Fund is funded at the level of $21,447,376, or up 7.48% in
1991. General government functions are up $180,014 due to salary
increases, but down $115,368 in the area of Finance and Administration with
the elimination of one clerical position with the consolidation of work
associated with the Clerk to the Board ($23,044) , reduction of a half
- position in the Veteran's Office ($15,764) and reorganization of Personnel
($44,910) . With the amendment of the Home Rule Charter placing the Clerk
to the Board under the Board of County Commissioners a new department,
Clerk to the Board, was created at a cost of $74,511 while reducing the
Clerk and Recorders budget by $95,343. Building and Grounds are up due to
the assumption of maintenance of all buildings with corresponding
chargebacks. Public safety is up $1,622,424 primarily due to an increase
- in the Community Corrections ($1,060,000) contract with the state because
of prison overcrowding and salary increases. Revenue from the State
totally offsets the increase. Other minor increases are in the Sheriff's
budget. Public works and health and welfare are stable at last year' s
funding level. Recreation is down due to lottery funds in the Conservation
Trust Fund being adequate to fund all park activities. Transfers to Human
Resources are down $443,669 due to the elimination of the Welfare Diversion
Program. The budget includes a 4.5% salary increase and $30 per month
health insurance increase for a total cost of $887,506 .
The 1991 available resources to the General Fund amount to $22,040,224
compared to $20,453,953 in 1990, up $1,586,271 or 7.76%. The major program
increase is community corrections revenue of $1,060,000. Property tax is
$13,388,606, up $530,819 or 4.1%. Licenses and permits are down $14,650
due to less planning activity. Charges for services are $61,474 from law
enforcement contracts. Fines and forfeitures are down due to
reclassification of Useful Public Service to fees. Interest revenue is up
$200,000 based upon historical trends and interest rate/investment
projections. Fees are up due to Useful Public Service reclassification and
Treasurer' s fees.
A beginning fund balance of $690,000 is anticipated for funding a portion
of the 1991 budget. An estimated ending fund balance of $592,848 is
projected for year-end 1991. This amount serves as an additional
contingency amount during the fiscal year. This fund balance amount is
consistent with the anticipated ending fund balances for the last few
years . Because of the local and national economic situation and the
potential of Federal and State budget cuts, it is prudent management for
Weld County to maintain an anticipated fund balance to respond to unforseen
needs of the citizens of Weld County in 1991 and future years .
79
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91
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Rnaen nt: rntriTry rnmmTccTnuFac
BUDGET UNIT TITLE AND NUMBER: nff;no of rh< R nrd __ m _tn n
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving
as an assistant in another area, on a rotating basis each year. Statutory
duties also include sitting as a Board of Equalization to hear appeals on
tax assessments; sitting as the County Board of Welfare; and filling, by
appointment, all vacancies in county offices except the Board of
Commissioners.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 196,126 $ 198,184 $ 198,184 $ 229,434
Services/Supplies 52,245 59,657 62,142 60,898
Capital/Credits 0 0 0 0
Gross County Cost 248,371 257,841 260,326 290,332
Revenue 0 0 0 0
Net County Cost $ 248 ,371 $ 257,841 $ 260,326 $ 290,332
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Local travel is down $500, memberships for NACO/CCI
are up $3,235, printing is up $25, and other services are up $225 for a
total increase of $2,485.
Final budget adjustments include salary increase of $31,250, computer
charges of $1,764, and phone costs of $520.
OBJECTIVES:
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
92
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rnTTNTv CTTnRUPv
BUDGET UNIT TITLE AND NUMBER: rnunty attorney __ 01 _1019
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The
County Attorney defends any law suits against Weld County; and brings civil
actions for enforcement of County regulations. Of four full time
assistants, three share the responsibilities of the County Attorney, while
one enforces child support obligations and handles dependency neglect
cases .
_ ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 302,093 $ 330,635 $ 330,635 $ 348 ,096
Services/Supplies 64,003 66,828 55,771 52,567
Capital/Credits 0 0 0 0
Gross County Cost 366,096 397,463 386,406 400,663
Revenue 83,063 88,700 88,700 79,500
Net County Cost $ 283,033 $ 308,763 $ 297,706 $ 321,163
Budget Positions 6.5 7 7 7
SUMMARY OF CHANGES: Budget reflects an increase in supplies ($100) and
postage ($100) . Professional services for outside counsel is down $11,000,
phones $157, and building/grounds charges $100, for a net budget decrease
of $11,057. Revenues are down $9,200 to $79,500 due to less anticipated
use by Social Services of attorney time. Final budget adjustments include
salary increase of $17,461, computer charges of $2,969, and phone costs of
$235.
OBJECTIVES: 1) Continued maintenance of current litigation files -
avoiding any adverse judgments against Weld County; 2) Maintenance, on a
current basis, of all child support and assistance in dependency and
neglect and child abuse matters for Social Services; 3) Continued
representation of all units of County government in all matters pursuant to
Statute and the Weld County Home Rule Charter.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Litigation, Co. Commissioner 40% 40% 40%
Social Services - Support
& Juvenile 20% 20% 20%
Other Departments 30% 30% 30%
Bankruptcy Matters 10% 10% 10%
93
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
94
-- BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME:-ESul IC TRi1CTAF
BUDGET UNIT TITLE AND NUMBER: Dnhl ;r Trnctso -- (11 -lfll 'i
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the
County as prescribed in CRS 38-37-101 et. seq. , 1973. County General Fund
provides supplies only, salaries and operating costs are funded by public
trustee fees outside of County budget.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 3, 315 $ 4,000 $ 4,000 $ 4,000
Capital/Credits
_ Gross County Cost 3,315 4,000 4,000 4,000
Revenue 0 0 0 0
Net County Cost $ 3, 315 $ 4,000 $ 4,000 $ 4,000
Budget Positions
SUMMARY OF CHANGES: Due to the passage of HB 1252 in 1988 Section 38-37-
105(3) , all expenses of the office are to be paid from the Trustee fees
prior to payment to the Treasurer. Excess funds are to be maintained in a
special reserve fund until one year's operating costs are accumulated.
This could take several years in Weld County. Based on HB 1252, no
revenues are budgeted for 1991. However, per Section 38-37-122, CRS , 1973
County must continue to furnish, at the expense of the County, all books ,
blanks, and stationery for the use of the Public Trustee for a total cost
of $4,000.
OBJECTIVES: Perform statutory duties as prescribed by CRS 38-37-101 et.
seq. , 1973.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Foreclosures 553 600 600
Releases 6,873 6,000 6,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-
37-122.
BOARD ACTION: No change.
95
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PTAuurnic Aun 7nmrmr.
BUDGET UNIT TITLE AND NUMBER: Planning __ ni _iniL
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission with
research and recommendations regarding land use decisions in relationship
to the Weld County Comprehensive Plan, issues permits and regulates zoning
and subdivision.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 223,926 $ 244,683 $ 244,683 $ 257,747
Services/Supplies 54,029 60,536 60,724 54,408
Capital/Credits (22,093) (23,198) (37,806) (37 ,806)
Gross County Cost 255,862 282,021 267,601 274,349
Revenue 88,552 131,150 116,500 116,500
Net County Cost $ 167,310 $ 150,871 $ 151,101 $ 157,849
Budget Positions 8 8 8 8
SUMMARY OF CHANGES: Increase of $188 in services/supplies due to increased
film requests, increased costs for dues to professional organizations,
registration fees, and requested training seminars. Increase of $14,420 in
credits is for projected increase in salary adjustments and time for charge
back to Building Inspection budget. Increased revenues can be expected in
1991 if the recommended fees for land-use applications are adopted
($34, 500) .
Final budget adjustments include salary increase of $13,064, computer
charges of $6,380, and phone costs of $64.
OBJECTIVES: 1) Develop and coordinate programs and activities that
contribute to the orderly growth and development of the County; 2) Provide
recommendations to ensure land-use applications are consistent with the
County's Comprehensive Plan, Zoning Ordinance, and Subdivision Regulations;
3) Provide equitable fee schedules that recover County processing costs for
all land-use applications; 4) Minimize the number of zoning violations; 5)
Provide information to the general public on the County's land-use
policies, programs, ordinances, and permits.
96
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Administrative/support staff 5,568 hrs. 5,568 hrs. 5,046 hrs.
— Planning staff 6,960 hrs. 6,960 hrs. 6,960 hrs.
Land-use Applications 336 415 340
Public Inquiries/Department
Responses 10,066 9,000 10,000
Violation Investigations 142 100 200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of budget to
include fee adjustments ($34,500) .
BOARD ACTION: Board approved fee increases as recommended. Upgrade of
Office Tech IV to Office Manager was approved. Vacant clerical position is
frozen administratively until need is justified to Board. No funding
changes with above personnel actions.
97
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rTmAmry AND AnnixricTRAT7nN
BUDGET UNIT TITLE AND NUMBER: rlprk rn rhp Rnarri _. nl _lnls
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and
hearings of the County Commissioners, retains all records o£ the Board, and
processes liquor licenses.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 46,624 $ 47,528
r
Services/Supplies 27,887 27,657
Capital/Credits
Gross County Cost 74,511 75,185
Revenue 0 0
Net County Cost 74,511 75,185
Budget Positions 2 2
SUMMARY OF CHANGES: Budget reflects the creation of the Clerk to the
Board's Office. The budget reflects a net county savings of $23,044 with
the reduction of one Office Tech IV position with the consolidation of this
function with the Finance and Administration Office Manager position.
Reduction is reflected in the Clerk and Recorder' s Office budget to offset
the cost of $74,511 and the savings cited.
Final budget adjustments include salary increase of $904 and computer
charges of $230.
OBJECTIVES: 1) Maintain all records for Board of County Commissioners;
2) Evaluate and document all procedures with the transfer of the function
from Clerk and Recorder.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Commissioner Meetings 104 104
Hearings 150 150
Liquor Licenses 40 40
98
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the
transfer of this function from the direction of the Clerk and Recorder to
the Commissioners on July 1, 199O, based upon the amendment of Section 3-J
of the Home Rule Charter, this budget unit was created with two positions
and the elimination of three in the Clerk and Recorder's Office. The
office was placed under the direction of the Director of Finance and
Administration as Clerk to the Board, per Board resolution as a non-
compensated appointed position.
BOARD ACTION: No change.
99
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rl cPle Atm PrcriPncc
BUDGET UNIT TITLE AND NUMBER: r'lvrlr nnA ParnrAar __ n1 -1n91
DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording records,
microfilms, processes and provides certified copies of all legal documents,
issues marriage licenses, conducts lien searches; and 2) Motor Vehicle
collects registration fees, specific ownership tax, sales tax and files
chattel mortgages on motor vehicles, processes title applications ,
maintains files on all titles and license plates issued in Weld County,
provides law enforcement agencies with vehicle registration information.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 753,525 $ 816,982 $ 722,487 $ 824,243
Services/Supplies 257,669 232,440 231,592 212,044
Capital/Credits (5,331) (5,000) (5,000) (5,000)
Gross County Cost 1,005,863 1,044,422 949,079 1,031,2878
Revenue 1,066,820 1,120,000 1,120,000 1, 120,000
Net County Cost $ (60,957) $ (75,578) $ (170,921) $ (88 , 713)
Budget Positions 40 40 37 37
SUMMARY OF CHANGES: With the amendment of Section 3-7 of the Home Rule
Charter, the function of the Clerk to the Board was transferred from the
Clerk and Recorder to the Board of County Commissioners . Budget Unit 01-
1015 -- Clerk to the Board was created at a cost of $74,511. Previous
costs of $95,343 were eliminated in the Clerk and Recorder' s Office. The
savings is attributed to the elimination of one position by consolidating
duties of other staff. Changes in line items are all attributed to
elimination of Clerk to the Board function.
Final budget adjustments include salary increase of $101,756 , computer
charges of $19,659, and phone costs of $111.
OBJECTIVES: 1) Maintain records in all departments; 2) Provide statutory
services to the public for the office of the Clerk and Recorder.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Vehicle Registration 166,937 165,000 170,000
100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
101
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rrFuu Arun RFrnunFu
BUDGET UNIT TITLE AND NUMBER: Flnrrinnc __ n1 _in75
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and
general elections every two years, conducts voter registration, maintains
records alphabetically and by precinct, conducts schools for election
judges, provides supplies for elections, issues certificates of
registration for proof of age and citizenship for international travel,
service municipal clerks, and conducts special elections.
ACTUAL BUDGETED REQUESTED APPROVED -
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 78,039 $ 132,248 $ 86,396 $ 92, 151
Services/Supplies 40,587 159,885 75,480 79,842
Capital/Credits
Gross County Cost 118,626 292,133 161,876 171,993
Revenue
Net County Cost $ 118,626 $ 292,133 $ 161,876 $ 171,993
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: 1991 is not an election year, therefore, this budget
is reduced by $130,257. Reductions are reflected in all budgeted line
items.
Final budget adjustments include salary increase of $5,755, computer
charges of $3,542, and phone costs of $820.
OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections ;
3) Instruct and assist municipal clerks in forms and law changes.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Registered Voters (1988) 70,325 74,000 n/a
Votes Cast (1988) 50,209 54,000 n/a
102
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Fund balance
amount is up $75,000 because of off-election year.
BOARD ACTION: No change. GIS system development approved in the computer
services budget line item.
103
BUDGET UNIT ST?MMARY
AGENCY/DEPARTMENT NAME: TRFASTIPPP
BUDGET UNIT TITLE AND NUMBER: Troac++rar __ m _init
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of County
funds, such as collecting taxes and disbursing funds collected for the
State, county school districts, municipalities and special districts. The
Treasurer deposits County funds in banks in the County. Funds may be
invested, but state statute limits the type of investment.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 269,299 $ 284,025 $ 284,025 $ 304,890
Services/Supplies 187 ,500 221, 353 221,353 208 ,585
Capital/Credits 0 0 0 0
Gross County Cost 456,799 505, 378 505,378 513 ,475
Revenue 595,287 532,300 606 ,600 606,600
Net County Cost $(138,488) $ (26 ,922) $(101,222) $ (93,125)
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: Supplies are up $1,400 for office materials due to
utilization. Purchased services line items have been reallocated to
reflect utilization with a net decrease of $1,400. Total budget is
unchanged from 1990. Revenues are up $74,300 from increased Treasurer
fees.
Final budget adjustments include salary increase of $20,865, computer
charges of $10,417, and phone costs of $2,351.
OBJECTIVES: 1) To effectively collect taxes and to pass through funds to
the state, school districts, special districts, municipalities , and county;
2) To assure the greatest return on investments with the maximum amount of
safety; 3) To maintain rapport with all agencies and all constituents of
the county; and 4) To make a maximum effort to collect on bankruptcies.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Tax Collection 99+X 99+7. 99+%
Funds to deposit 12 hours 12 hours 12 hours
Disbursement of collections
from last day of month 5 days 5 days 5 days
104
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
105
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Accrccna, c nr7Trc
BUDGET UNIT TITLE AND NUMBER: Aceaecnrie nff;ra _ _ ni _inei
DEPARTMENT DESCRIPTION: Does the assessment on all properties in Weld
County. Is responsible for placing proper value on all real and personal
property. Keeps copies of current tax roll in alphabetical sequence and
also by parcel number.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 795,962 $ 900, 307 $ 956 , 169 $ 962,048
Services/Supplies 524,905 532,438 562,980 532 , 834
Capital/Credits 1,904 9,718 0 0
Gross County Cost 1,322,771 1,442,463 1, 519 , 149 1,494,882
Revenue 23,483 24,000 24,000 24,000
Net County Cost $1,299,288 $1,418,463 $1,495,149 $1,470,882 -
Budget Positions 34 38 40 38
SUMMARY OF CHANGES: Increases are primarily in the request for an
additional valuation analyst ($33,030) , and additional appraiser ($20,524) ,
and upgrade of a clerical position ($2,308) . None of the personnel
requests are included in the recommended budget. Other line items are up
to accommodate the mass reappraisal in 1991, e.g. supplies ($2,887) ,
professional services ($2,050) , building/grounds ($1,000) , postage
($14,167) , and printing ($2,588) . Capital items of $3,838 have been moved
to the Capital Equipment budget.
Final budget adjustments include salary increase of $61,741, computer
charges of $20,919, and phone costs of $649 .
OBJECTIVES: 1) To inspect all parcels over a 10-year period; 2) To verify
sales; 3) To pass state audit.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Inspect Parcels (real and
personal) 3,000 7,100 5,300
Verify Sales 0 125 1,200
Building Permits 755 1,000 1,000
106
FINANCE/ADMINISTRATION RECOMMENDATION: Position requests are not
recommended. With the certainty of a new Assessor in 1991 it does not
appear justified to add positions and do reclassifications at this time.
With changes in the input of data by scanner it appears that some clerical
resources could be eliminated to satisfy the appraiser and valuation
analyst positions. Policy issues.
BOARD ACTION: Board eliminated fiche printer ($5,000) in capital budget.
Board froze all position classifications and numbers of position until new
— assessor takes office and has opportunity to assess office needs. All
position changes denied.
107
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: crtmrvnR
BUDGET UNIT TITLE AND NUMBER: ni -insi
DEPARTMENT DESCRIPTION: Performs the duties of the County surveyor as
prescribed in CRS 38-51-107, et seq, 1973.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 1,888 -0- -0- -0-
Capital/Credits
Gross County Cost 1,888 -0- -0- -0-
Revenue 3,250 -0- -0- -0-
Net County Cost $(1,362) -0- -0- -0-
Budget Positions -- -- --
SUMMARY OF CHANGES: Due to the rescinding of HB1025 in 1989 there is no
longer the requirement to have a County surveyor review surveyed plats. As
a result, the budget has been eliminated. Any costs for survey work will
be paid by the County Engineer or disputing parties per state statutes.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
108
- BUDGET UNIT SUMMARY
_. AGENCY/DEPARTMENT NAME: RUTTnTucc AAn runttunc TWPARTMF*TT
BUDGET UNIT TITLE AND NUMBER: Maintonanno of Rniltiingc/Plant _ _ nl _in6i
- DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the
fields of: air conditioning, heating, plumbing, carpentry, painting,
electrical, lawn and grounds care, furniture moves, snow removal, etc.
Performs cleaning tasks in Courthouse, Centennial Complex, Headstart, Human
Resources Building, Social Services, Library, South County Services
Building, and Road and Bridge Headquarters.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 693,822 $ 718,546 $ 785,713 $ 822 , 615
Services/Supplies 734,623 751,768 820,421 817,991
Capital/Credits (216,841) (158,600) (213,747) (213,747)
' Gross County Cost 1,211,604 1,311,714 1,392,387 1,426,859
Revenue 88,794 132,576 128,076 128,076
Net County Cost $1,122,810 $1,179,138 $1,264,311 $1,298,783
Budget Positions 33 33 34.13 34.13
SUMMARY OF CHANGES: Budget reflects the increase of 1.13 positions for the
assumption of the maintenance of the Headstart facilities. Costs are fully
reimbursed from Headstart. The budget reflects creation of Director of GSA
and elimination of Director of Building and Grounds. Increases in
materials, supplies, and utilities reflect the addition of all buildings to
this budget, special projects , and inflationary trends of utility costs.
Final budget adjustments include salary increase of $36,902 computer
charges of $2,744, and phone costs of $314.
OBJECTIVES: 1) Maintain Weld County property to the highest standards
possible; 2) Complete all capital projects approved by the Board.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Administration (2) 4,176 hrs. 4,176 hrs. 4,176 hrs.
Security (4) 8,352 hrs. 8,352 hrs. 8,352 hrs.
Maintenance (12) 4,710 w/o 4,900 w/o 5,000 w/o
Custodial (15) 196,996 sq.ft. 215,076 sq.ft 223,576 sq.ft
109
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
110
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rnumTv rnumrTT
BUDGET UNIT TITLE AND NUMBER: rnnnry rnfinril -- nl _llln
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a
five member unsalaried County Council chosen in non-partisan elections.
Major responsibilities of the Council are setting salaries of all elected
officials, filling vacancies in the Board of County Commissioners,
reviewing County government and making periodic reports to the citizens,
and authorizing an increased levy in ad valorem taxes if requested by the
County Commissioners.
_. ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 5,686 $ 6,093 $ 6,093 $ 6,093
Services/Supplies 2 ,888 11,885 11,880 11,876
Capital/Credits
Gross County Cost 8 ,574 17,978 17,973 17,969
Revenue
Net County Cost $ 8 , 574 $ 17,978 $ 17,973 $ 17,969
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Printing charges are down $180 and professional
services are down $15. Operating supplies are up $20 along with travel
costs of $150 for a net decrease of $5. "Phone costs reduced $4 in final
budget.
OBJECTIVES: 1) Comply with various Home Rule Charter-outlined
responsibilities, responding to situations as they arise; 2) Performance
audits of County departments as determined to be necessary; 3) Investigate
policies and procedures of County government and make reports to the people
of Weld County of the findings by County Council.
ACTUAL ESTIMATED PROJECTED
- WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Performance Audits 0 1 As necessary
111
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
112
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: nTCTRTCT ATTnRNFV
BUDGET UNIT TITLE AND NUMBER. nicrrirr Arrnrnay __ n1 -1191
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation & complaint of law enforcement agencies; answers all criminal
complaints of the people; handles such civil matters as juvenile actions,
and non-support actions; serves as attorney for all county officers except
the County Commissioners; handles consumer fraud and welfare fraud
complaints.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 895,000 $1,021,129 $1,145,107 $1,048,583
Services/Supplies 311,706 313,087 317,607 347,648
Capital/Credits 0 0 10,092 0
_ Gross County Cost 1,206,706 1,334,216 1,472,806 1, 396, 231
Revenue 57,458 56,000 57,500 57,500
Net County Cost $1,149,248 $1,278,216 $1,415,306 $1,338,731
Budget Positions 25 27 31 27
_ SUMMARY OF CHANGES: Budget reflects an increase of $4,520 in items other
than salaries for computer rental ($499) , supplies ($2,021) , and travel
($2,000) . The DA has requested two additional Attorney III positions
($98,151) , two additional Office Tech III positions ($41,048) , upgrade of
an Office Tech III to Office Tech IV ($2,928) and an upgrade of an Office
Manager to Administrative Assistant ($1,561) . Only the upgrade of the
Office Tech III to Office Tech IV is included in the recommended budget due
to classification issues justifying the upgrade. All other items are a
policy issue. Capital items totalling $10,092 are in the capital equipment
budget for this department. Final budget adjustments include salary
increase of $16,279, computer charges of $30,069, and phone costs of $28.
OBJECTIVES: Prosecute cases as indicated below in workload measure.
113
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
File Juvenile Cases 438 600 700
Investigate Check Cases 1,855 1,900 2,000
Mediate Consumer Complaints 136 150 150
County Court Trials 120 200 300
District Court Trials 20 25 50
Prosecute District &
County Cases 14,196 14,250 14,500
FINANCE/ADMINISTRATION RECOMMENDATION: The following are the position
requests and recommendations:
A. The D.A. 's justification for two additional Attorney III positions is:
1. Current staff is overwhelmed by the volume of work.
2. The number of felony cases per attorney exceeds any other county
in the state.
3. Other efficiency efforts have been exhausted.
4. Without more staff the D.A. will be in a position of deciding
which cases they are able to pursue.
5. Because of the volume, the quality of work suffers. Attorneys
are not able to spend the amount of time needed to adequately
prosecute cases.
Cost: $98,151
Staff Recommendation: Policy issue.
B. The D.A. 's justification for two additional Office Tech III positions
is with one of these positions requested to work directly for the
District Attorney and the Assistant District Attorney. The other
position will be support for District Court.
1. The District Attorney and the Assistant District Attorney have no
clerical support. They must find someone else to do their
correspondence. In some cases they are left doing the clerical
work themselves.
2. In District Court, there are only two Office Tech' s doing the
work for five attorneys. The proper ratio, per the District
Attorney, should be one clerk for each attorney.
3. Because of the lack of clerical support, attorneys are expending
time doing clerical work. More clerical support would allow for
a more efficient use of the attorney's time. The attorney would
be doing more attorney work and less clerical work.
114
_ 4. Quality would improve.
Cost: $41,048
Staff Recommendation: Policy issue.
C. The justification for requesting the upgrade of an Office Tech III to
Office Tech IV is:
1. She has been performing the duties of an Office Tech IV for over
a year.
2. To retain this valued employee, we need to compensate her.
3. Her work duties and responsibilities are equal to the other
Office Tech IV' s in the office.
Staff Comments:
1. Equal pay for equal work issue.
2. Individual does perform Office IV duties.
3. The District Attorney's office does not have very many
-- "upper" clerical classifications compared to other county
offices. (Only one Office Manager and One Office Tech IV. )
Staff Recommendation: Approval.
D. Reasons for justification to upgrade request of the Office Manager to
an administrative position:
1. Duties exceed those of any other Office Manager in the county
system.
Staff Comments:
1. The highest level the county has for clerical supervision,
non-professional positions is Office Manager.
2. Based upon evaluation of other Office Manager positions this
position is comparable in assignment and responsibilities.
No upgrade is justified.
Staff Recommendation: Denial.
BOARD ACTION: Board approved only the upgrade of the Office Tech III to
Office Tech IV. All other position requests were denied. Board expressed
belief that criminal justice costs had grown at twice the rate of tax
revenue and further expansion could not be afforded in 1991. Service level
adjustments will have to be made and prioritization of prosecution.
115
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117
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: nTaTilTrT CTTrIPMPV
BUDGET UNIT TITLE AND NUMBER: Tuvanilo ni..orcinn _ - M -1195
DEPARTMENT DESCRIPTION: Reviews & recommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation. Counseling
component provides intense supervision, counseling & other services to
juvenile offenders who would otherwise be prosecuted through the Courts .
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 96,955 $ 89,739 $ 89,739 $ 114,129
Services/Supplies 10,204 12,736 12,736 13,508
Capital/Credits 0 0 0 0
Gross County Cost 107,159 102,475 102,475 127 ,637
Revenue 20,841 23,000 23,000 23 ,000
Net County Cost $ 86,318 $ 79,475 $ 79,475 $ 104,637
Budget Positions 5 3.5 3.5 3.5
SUMMARY OF CHANGES: Final budget adjustments include salary increase of
$24,390 and phone costs of $772.
OBJECTIVES: To provide a community based alternative to the formal court
system for juveniles who have been taken into custody more than once for
misdemeanor offenses or once for a felony, and therefore, would likely
result in a juvenile filing. In addition, to provide shoplifting and
substance abuse group education to first-time offenders.
118
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Provide counseling & super-
vision to state-criteria
juvenile offenders 195 195 225
Collect restitution payments
from juvenile offenders &
disburse to victims of
their crimes. $ 7,000 $ 7,000 $ 7,500
Supervise juvenile offenders
in serving hours of as-
signed community service 700 hrs. 1,000 hrs. 1,000 hrs.
Reduce short-term recidivism
to 14% 20% 14% 14%
Offer education in groups to
first-time offenders 15 15 15
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. No change in
net county cost.
BOARD ACTION: Board concurred with recommended budget.
119
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: nrcTurrT GTTMPMPV
BUDGET UNIT TITLE AND NUMBER: Virrim Accicranro __ Ol _119A
DEPARTMENT DESCRIPTION: Provides services for victims of crime through the
Federal Victims of Crime Act and Victim Assistance Law Enforcement.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 66,535 $ 93,880 $ 94,282 $ 83,137
Services/Supplies 11,533 12,105 12,105 12,105
Capital/Credits 0 0 0 0
Gross County Cost 78,068 105,985 106,387 95 , 242
Revenue 78,068 70,113 72,000 72,000
Net County Cost $ 0 $ 35,872 $ 34,387 $ 23,242
Budget Positions 3 4 4 4
SUMMARY OF CHANGES: Salary adjustments reflect a $10,743 decrease in this
budget. Revenues are up $1,887 from state funding to offset salary
increases. Net county costs are down $1,485.
OBJECTIVES: 1) To investigate and prepare victim applications for the
victim compensation board; 2) To advise and coordinate activities for the
VALE board; 3) To prepare victim impact statements; 4) To advocate for,
counsel and provide referral services for victims of crime; 5) To keep
victims appraised of case status.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Provide counseling services
to crime victims 731 731 800
Process applications for
victim compensation 418 316 316
Advocate for victims of
domestic abuse & monitor
functioning of criminal
justice process for them 8 12 12
120
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of budget, per
agreement with Board and D.A. to fund a county portion of one clerical
position, but if funding declines, program should be reduced accordingly.
Note that net county cost for Juvenile Diversion, PAC, and Victim/Witness
programs is down $1,303 from 1990.
BOARD ACTION: No change.
121
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PTCTPTrT ATTnPMPv
BUDGET UNIT TITLE AND NUMBER: T+ rpnila P4r _: nl _1197
DEPARTMENT DESCRIPTION: Placement Alternative Council (PAC) counseling
component provides intense supervision, counseling, and other services to
juvenile offenders who would otherwise be prosecuted through the Courts.
Provides crisis intervention to clients on a 24 hour basis.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 51,683 $ 54,384 $ 54,384 $ 56 , 683
Services/Supplies 5,880 6,120 6,060 6,060
Capital/Credits 0 0 0 0
Gross County Cost 57,563 60,504 60,444 62 ,743
Revenue 66,293 69,993 69,751 69 ,751
Net County Cost $ (8,730) $ (9,489) $ (9,307) $ (7,008)
Budget Positions 1.95 1.95 1.95 1.95
SUMMARY OF CHANGES: This unit is totally supported by outside revenues.
Supplies have been reduced by $60 with all other line items remaining
stable. Revenue anticipated is $69,751, which is down $242 from 1990.
Final budget adjustments include salary increase of $2,299.
OBJECTIVES: To continue to provide services to children, ages 10-17, who
have committed delinquent offenses and who are dealing with a multitude of
personal and family problems and are highly "at risk" for foster home or
group home placement.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Provide services to children 50 56 56
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
122
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FTMANrR Amn AnMTNTCTRATTn!S
BUDGET UNIT TITLE AND NUMBER: Vinanrn anri AAminietratinn __ [11 _1151
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the
Board of County Commissioners.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 120,483 $ 129,640 $ 129,640 $ 135,098
Services/Supplies 18,680 18,058 18,058 16,553
Capital/Credits (222) 0 0 0
Gross County Cost 138,941 147,698 147 ,698 151,651
Revenue
Net County Cost $ 138,941 $ 147,698 $ 147,698 $ 151,651
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include salary increase of
$5,458, computer charges of $1,707, and phone costs of $202.
OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full
participation in CAPP Insurance Pool; 3) Obtain Award for GFOA Distinguished
Budget Presentation; 4) Develop budget strategy to allow County to deal with
FY 1992.
ACTUAL ESTIMATED PROJECTED
_ WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Insurance .05 FTE .05 FTE .05 FTE
Budget .50 FTE .50 FTE .50 FTE
General Administration 1.00 FTE 1.00 FTE 1.00 FTE
Supervision of Admin.
function .45 FTE .45 FTE .45 FTE
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Departments
under Finance and Administration have eliminated 2.5 positions in 1990 in
Clerk to the Board ($23,044) , Personnel ($44,910) , and .5 FTE in the
Veteran's Office ($15,764) , for a total savings of $83,718.
BOARD ACTION: No change.
123
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: arrnum7Tmr, nFpaRTMFVT
BUDGET UNIT TITLE AND NUMBER: nnrnimring -- n1 -115?
DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions .
Must maintain and produce accurate records for departments' use to allow
proper budgetary control. Maintains records for grants in the county, and
assists in the annual audit by an independent auditor. Issues county
warrants and provides budgetary control by processing supplemental
appropriations , etc.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 188,607 $ 203, 851 $ 203, 851 $ 209, 501
Services/Supplies 153,741 148 , 579 148,579 142,432
Capital/Credits 0 0 0 0
Gross County Cost 342, 348 352,430 352,430 351,933
Revenue 0 0 0 0
Net County Cost $ 342,348 $ 352,430 $ 352,430 $ 351,933
Budget Positions 7 7 7 7
SUMMARY OF CHANGES: Final budget adjustments include salary increase of
$5,650, computer charges of $6,283, and phone costs of $136.
OBJECTIVES: 1) Process payroll in an efficient manner; 2) Process vendor
payments expediently; 3) Maintain and monitor general ledger to ensure proper
recording of items ; 4) Retain GFOA Certificate of Excellence.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Process monthly payroll 931 emp. 931 emp. 931 emp.
Process semi-monthly payroll 124 emp. 150 emp. 150 emp.
Warrant transactions 91,459 106,459 107 ,500
Non-warrant transactions 81,245 91,000 95 ,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
124
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rirurNAcrvr
BUDGET UNIT TITLE AND NUMBER: Pnrrhmeing .. ni _lis4
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal
bid, telephone proposal, or quotation. Maintains vendor bid list for all
types of bidding. Seeks approval from the Board of County Commissioners on
all bids.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 73,041 $ 76,506 $ 76, 506 $ 77,475
Services/Supplies 44,094 44,556 45,561 38,082
Capital/Credits
_. Gross County Cost 117,135 121,062 122,067 115,557
Revenue
Net County Cost $ 117,135 $ 121,062 $ 122,067 $ 115,557
Budget Positions 3 3 3 3
SUMMARY OF CHANGES: Budget increased by $579 due to use of Print Shop versus
local convenience copying. All other items remained the same.
Final budget adjustments include salary increase of $969, computer charges
of $7,336, and phone costs of $1,437.
OBJECTIVES: 1) To maintain and operate the centralized purchasing function
of Weld County Government; 2) Establish annual requirements for purchasing
of like items by departments; 3) Survey user departments for feedback on
current system; 4) Maintain adequate liaison with customers and conduct
training as required; 5) Provide feedback to user departments; 6) To limit
and provide data to departments and Board regarding unauthorized purchases.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Normal PO' s and After-the-
fact 6,237 6,300 6,300
Sole Source PO's 515 500 500
State Bids 296 300 300
PO' s under $5,000 2,190 2,200 2,200
PO's over $5,000 525 550 525
Unauthorized 67 60 50
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
125
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PFRcl1ANFT
BUDGET UNIT TITLE AND NUMBER: Parennnal
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department
is responsible for setting up employment policies, rules, job classification
and compensation. All job applicants submit applications to the Personnel
Department, which screens them according to skills, education and experience;
then they refer three - five chosen applicants to departments for interviews.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 152,054 $ 162,234 $ 118,324 $ 116,984
Services/Supplies 44,944 44,402 44,152 43,369
Capital/Credits 0 0 0 0
Gross County Cost 196,998 206,636 162,476 160,353
Revenue
Net County Cost $ 196,998 $ 206,636 $ 162,476 $ 160,353
Budget Positions 4 3 3 3
SUMMARY OF CHANGES: Changes reflect the elimination of one position with the
move of the former Director of Personnel to General Services for a savings
of $44,910.
Final budget adjustments include salary increase of $1,340, computer charges
of $961, and phone costs of $178.
OBJECTIVES: 1) To provide personnel services to Elected Officials,
Department Heads and employees of Weld County Government; 2) To administer
salary and benefit programs for the employees of Weld County; 3) To
administer the insurance and safety programs of Weld County Government; 4)
To assist in the recruitment and selection of applicants for County
positions; 5) To communicate changes in employment law to officials and
employees of Weld County Government; and 6) Responsible for Unemployment,
Civil Rights, and grievance hearings.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Turnover Rates 17.4% 19% 20%.
W.C./Liability Claims 296 315 313
Training Sessions 14 14 14
Safety Meetings 6 6 6
New Employee Orientation 12 12 12
Sheriff's Testing 196 219 230
Employees Insured 790 794 800
Number employees on payroll 915 939 940
126
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
127
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rAPTTAT nUTTAv
BUDGET UNIT TITLE AND NUMBER: rar4ral rniriny .. (11 -1(4A5
DEPARTMENT DESCRIPTION: Central account for capital outlay items.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits $ 70,260 $ 30,000 $ 25,000 $ 25,000
Gross County Cost 70,260 30,000 25,000 25,000
Revenue
Net County Cost $ 70,260 $ 30,000 $ 25,000 $ 25,000
Budget Positions
SUMMARY OF CHANGES: See listing of requested and recommended items.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend funding level of $25,000.
$5,000 has been transferred to Non-Departmental to fund small equipment under
$500 due to statutory change in 1989 regarding classification of capital
equipment to include only items over $500 in value.
BOARD ACTION: Board disapproved fiche printer for Assessor since computer
was approved. $5,000 for printer was moved to undesignated.
128
CAPITAL OUTLAY
REQUEST RECOMMENDED APPROVED
ROAD AND BRIDGE:
Portable Telephones (4) $ 3,600 $ 3,600 $ 3,600
COMMUNICATIONS:
Cellular Phones (2) 1,450 1,450 1,450
ENGINEERING:
Programmable Calculator/Printer (1) 1,565 1,565 1,565
DISTRICT ATTORNEY:
FAX (1) 4,500 4, 500 4,500
Desks (4) 3,192
Cellular Phones (4) 2,400 2,400 2,400
ASSESSOR:
Fiche Printer (1) 5,000 5,000 -0-
Desk - Assessor (1) 600 600 • 600
Desk (2) 1,228 -0- -0-
CLERK AND RECORDER:
Typewriter (2) 2,000 1,000 1,000
Kodak IMT 25,000 -0- -0-
BUILDINGS AND GROUNDS:
Trailer 2,000 2,000 2,000
Undesignated: -0- 2.885 7.885
52 535 1_21,O.2 1.21,222
129
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: WCPTRR,c nrrTe
BUDGET UNIT TITLE AND NUMBER: STTMMARv ATT TWPARTMRNTS
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $4,563,908 $5,024,524 $5,205,182 $5,368,067
Services/Supplies 1,454,494 1,426,579 1,515,885 1,582,501
Capital/Credits 43 ,296 46,050 76,382 46,677
Gross County Cost 6,061,698 6,497,153 6,797,449 6,997,245
Revenue 592,671 687,908 790,304 790,304
Net County Cost $5,469,027 $5,809,245 $6,007,145 $6,206,941
Budget Positions 159 162.5 167 162.5
SUMMARY OF CHANGES: Personnel expense has increased due to requests for
$117,383 in 4.5 new position requests and $63,275 in position upgrade
requests. The requested positions include 3 deputies for the Patrol
Division, 1 Office Technician for the Records Division, and a half-time
hourly position for data entry of pawn shop information. Of the $117,383 in
new position requests, $90,518 is requested in budget unit 01-2111 and
$26,865 in budget unit 01-2110. Position upgrades of $63,275 are apportioned
into three budget units with $6,012 in 01-2310, $18,036 in 01-2111, and
$39,227 in 01-2110.
Services/Supplies increase can be attributed to increased IGA maintenance and
fuel cost forecasts of about $45,000 by the Comptroller. Jail medical
expenses are forecast to increase by about 6% over 1990 ($14,956) , inmate
food cost will remain relatively stable, but Buildings and Grounds charges
have increased $27,343. Other line item increases in this area are offset
by reductions in others. An additional vehicle is requested for inmate
transportation to and from work sites as part of a new program using inmates
housed in the Weld County Jail pursuant to a contract with the Colorado
Department of Corrections. The anticipated incremental vehicle replacement
in 1991 is as follows:
6 Patrol Vehicles
2 Passenger Car Vehicles
1 New Van Request (Jail)
9 Total
130
The increase in capital expenditures primarily is due to a request to improve
Jail security by installation of a radio communications system that would
connect all duty stations with the master control center. This request has
been studied for two years and the estimated cost of $27,774 was derived in
cooperation with Communications Department research. Other expenses in this
— area include continuing incremental replacement of present equipment and a
few items of new equipment. These requests are as follows:
$ 27,955 Jail Security Radio Net
9,000 Jail Security CCTV Replacement
10,350 Patrol Mobile and Hand-Held Radio Replacement
1,200 Transcriber Replacement (2)
1,800 Shredder (New Item)
5,000 Jail Commercial Clothes Dryer Replacement
4,700 Patrol Overhead Lightbar/Siren Unit Replacement
- 3,677 Steamtable/Buffalo Chopper/Thermometer Replacement
2,300 Patrol Camera Kit (New Item)
2,400 Chairs and Desks (New Items)
2,000 Floor Burnisher (New Item)
6.000 Gas Chromatograph Upgrade (Net $3,000)
76 382 TOTAL
The revenue increase is forecast based on projections from the Jail
Department that include costs reimbursed for holding of parole and community
corrections violators @ $40 a day from the Department of Corrections.
Increased use of the home monitoring program to near its 25 capacity is
expected to show increases in program fees. New revenue was also included
from a new program involving DOC inmates working for an area employer that
would allow the inmate to make a wage to help support a family, pay to
administer the- program, teach the inmate job skills, and help pay any court
imposed victim restitution. This program has a very large potential
participation but revenue forecasts have been conservatively estimated.
Special Considerations: The Animal Control budget (01-2910) pays the Weld
County Human Society for housing animals as professional services on a block
allocation basis. Based upon the number of animals taken to the Shelter, it
- is recommended that the County negotiate with the Humane Society for animal
housing on a unit cost basis with service units invoiced for payment monthly.
Unit cost could eventually allow for improved cost analysis. One other
-- factor in Humane Society cost is that the County has assumed responsibility
for veterinary services required of injured abandoned animals versus those
costs previously included in Humane Society housing charges. That, along
with increases in redemption fees approved in 1990, should have provided
improvement in Humane Society funding even though the allocation remained
unchanged. Lastly, the expenditures in this budget unit are shown net with
revenue from fines from Ordinance 88 violations as provided by the
Treasurer's Office where the fines are received. Fines from enforcement
activity have increased about three times during the first six months of 1990
over previous levels.
131
Animal Control would benefit greatly if it were conducted on a county-wide
basis including municipal enforcement provided cost reimbursement can be
negotiated. There are considerable improvements to service delivery and cost
per unit that are possible with greater economy of scale and efficiencies
from unduplicated services. Preliminary discussions and a proposal have been
prepared for the City of Greeley Police Department pursuant to their request
for study. At this writing, no information about the probability of some
type of combined animal enforcement activity has been received.
Final budget adjustments include salary increase of $341,396, computer
charges of $49,323, phone costs of $4,535, animal shelter costs increased
$12,307, and phone equipment totalling $3,069 was added.
OBJECTIVES: 1) Improve recruitment and selection for all entry level
positions; 2) Diversify the funding base for the Sheriff' s Office to reduce
depending upon the General Fund for new or expanded programs; 3) Identify and
implement jail alternatives to prolong the life of the present Jail; and 4)
Continue to develop agency standards that comply with ACA and CALEA.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average daily inmate
population 146 148 151
Jail Bookings daily 18.7 19.6 20.0
Civil Process Documents 7,714 8,089 8,072
Patrol Calls for Service 11,035 11,697 12,400
UCR Part I Offenses 1,375 1,512 1,375
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units. See
Sheriff's Budget Ranking for priority of requests.
BOARD ACTION: See individual budget units.
132
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133
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SHRRTPV'S nrrTrr
BUDGET UNIT TITLE AND NUMBER: Shoriff AAminicrrarinn __ ni _911n
DEPARTMENT DESCRIPTION: As chief policing agent of the county, the Sheriff
is responsible for law enforcement in all areas outside the jurisdiction of
municipal police departments. The Sheriff is in charge of the Jail. His
office must serve and execute all processes, writs, precepts and orders
issued from the Sheriff's Office for serving subpoenas and summons.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 767,964 $ 847,043 $ 910,988 $ 898,611
Services/Supplies 501,911 544,914 555,870 611,327
Capital/Credits 14,582 3,200 3,000 6,069
Gross County Cost 1,284,457 1,395,157 1,469,858 1,516 ,007
Revenue 110,005 112,188 113,600 113,600
Net County Cost $1,174,452 $1,282,969 $1,356,258 $1,402,407
Budget Positions 31 31 32.5 31
SUMMARY OF CHANGES: Increase in personnel is result of upgrade request for
Records Office Technicians and 1.5 additional positions. Increase in
services/supplies is for uniforms ($2,320) and firearms ($8,490) supplies.
Final budget adjustments include salary increase of $51,568, computer charges
of $49,323, phone costs of $6,134, and phone equipment $3,069.
OBJECTIVES: Individual Activity Objectives.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Incoming Civil Process 7,714 8,089 8,072
Transcription number/avg.min 2,503/39 2,600/40 3,900/45
In-Service training (annual
employee hours) 23,473 18,000 20,000
Bookings 17.26 17.75 20.0
Extraditions (yearly costs) 54/47,519 64/37,400 61/40,000
FINANCE/ADMINISTRATION RECOMMENDATION: The only issues in this budget are
the requested upgrades and 1.5 additional positions. The individual requests
are as follows:
134
A. The request for an additional Office Tech III to serve as Records
Technician is justified by the Sheriff as follows:
1. No additional staff since 1986.
2. Volume of work has increased. Average bookings in 1986 were 495
per month. The average for 1989 is 560. Volume of reports went
from 10,123 to 11,035.
3. Because of increased volume, time delays and backlogs have
occurred, especially on the weekends. Most of the booking volume
happens on the weekend. Because of the devotion of resources to
this, the processing of case reports suffers. Some of these case
reports have time requirements.
Staff Comments: County philosophy is that increased workload should be
attempted to be absorbed with existing staff.
Cost: $22,436
Staff Recommendation: Policy decision as to whether Board wishes to
expand the level of service.
B. The Sheriff's Office is requesting the upgrade of 9 Office Tech III's
in the records division to positions called, "Law Enforcement
Technicians" . This would be a 15% increase in grade for each of these
positions. These positions work shifts and do the booking of prisoners.
In addition to these nine, the three Lead Worker positions would need
to be upgraded 15%. The justification that the Department makes for
this request is:
1. Substantial turnover in these positions. Five of the current nine
technicians have been hired in the last twelve months. Eleven have
resigned in the past three years.
2. Transfer attempts. Three of the nine Tech' s have requested
transfers in the past six months.
3. They work shifts including weekends. No other Office Tech III' s
are required to work these hours.
4. Emotional difficulty of work. The example used by the Department
is one Tech resigned due to the stress of having to type
transcriptions of crime reports involving sexual offenses on
children.
5. Hostile work environment involving inmates.
6. There is little difference between the Records Technicians and the
Dispatchers in these job responsibilities and duties. Their pay
is very different, $379 per month difference.
Staff Comments:
1. In Office Tech positions where turnover is traditionally high,
more money has not necessarily made a difference.
135
2. Shift work of all types of work within Weld County Government
has had a higher turnover and more money has not made a
difference in the past.
3. The comparison of the Records Technician to a Dispatcher is
not a good one.
4. There are many jobs in Weld County that have to deal with
unpleasant situations. These other positions are not
compensated extra for this.
5. The records positions were all Office Tech II' s only a few
years ago (October of 1986) . At that time they were properly
classified. The increase to Office Tech III was to compensate
them for many of the justifications that the Sheriff is using
now.
Cost: $26,352
Staff Recommendation: Denial.
C. The Sheriff's Office is asking to fund a position that was free to the
county through the Green Thumb Program. It appears that this senior
citizen program for this individual is being terminated. The reasons
the S.O. gives for this request are:
1. They need to replace her with someone to process pawn shop data.
2. This position's duties cannot be absorbed by existing manpower.
3. By filling the position with an Office Tech I instead of the Office
Tech III the County will realize a savings of $2,630.
4. The current individual has worked well and is well trained. It
would take at least three months to get a new person up to speed.
5. For what is received, this is a cost effective way of getting these
duties accomplished.
Staff Recommendation: Denial. Typically the county does not allow
former jobs program positions to be converted to fully funded county
positions and departments are specially told not to become dependent
upon assistance from free jobs programs. Policy issue.
Cost: $5,922
BOARD ACTION: Board denied all personnel requests. Board felt criminal
justice area costs have far exceeded other functional areas and were not
willing to expand costs in 1991. Phone equipment to accommodate computer
terminals in vehicles was approved for $3,069.
136
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: eproTrric nrrTrr
BUDGET UNIT TITLE AND NUMBER: rrima rnntrnt anA TnvactiEatinn __ 01 .9111
DEPARTMENT DESCRIPTION: Provides law enforcement in an area of over 4,000
square miles, including 70,000 people outside the jurisdiction of municipal
police departments. This department works in coordination with the municipal
police departments and the State Highway Patrol in providing law enforcement
within Weld County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $1,752,328 $1,852,112 $1,960,666 $1,975,679
Services/Supplies 240,543 225,671 252,558 253,701
Capital/Credits 13,500 19,750 17, 351 17,351
Gross County Cost 2,006,371 2,097,533 2,230,575 2,246,731
Revenue 101,704 83,400 79,400 79,400
Net County Cost $1,904,667 $2,014,133 $2,151,175 $2,167,331
Budget Positions 53 55 58 55
SUMMARY OF CHANGES: Personnel cost increase includes $18,036 to increase the
number of special assignment authorizations necessary to accommodate
remaining specialties and $90,519 for three additional Deputy II positions
for the Patrol Division. Service/supply increase almost all due to increased
costs forecast for motor pool support by IGA. Revenue decline primarily due
to the loss of the Pierce contract which has been offset by increases in
revenue from other contracting municipalities.
Final budget adjustments include salary increase of $123,567 and phone costs
of $1,143.
OBJECTIVES: 1) Reduce residential burglary rate by 20% from 291 cases in
1989 to 233 in 1991; 2) Improve property crime clearance rates to 15% for
burglary, 19% for larceny, and to 33% for motor vehicle theft; 3) Develop and
implement community based policing; and 4) Integrate volunteers into
Operations to help replace paid personnel for reallocation into high priority
activities.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Total calls for service 11,035 11,697 12,400
Mean response time 17.2 26.5 28.0
Total burglaries 485 460 437
Burglary clearance rate 15.5 9.2 15.0
137
FINANCE/ADMINISTRATION RECOMMENDATION: Only items at issue in this budget
are requests for additional funding for special assignment ($18 ,036) and -
three additional Deputy II positions ($90,519) :
A. The S. O. is requesting 14 upgrade authorizations for their officers.
Nine upgrades of Deputy II's and five upgrades of Correctional Officers
to "Special Assignment" are requested. At present, there are no
"special assignment" positions in the jail. This would be a 5% increase
for each position. The total number of "Special assignments" would
increase from 14 which were approved last year, to 28. The Department's
stated reasons for these are:
1. To provide incentives for more field evidence technicians, training
officers, fitness advisors, polygraphers and more canine handlers.
These individuals require different hours, and additional schooling
and responsibilities beyond their regular officer duties.
2. The Sheriff's Office has difficulty having individuals take these
special assignments without extra compensation.
3. The program started in 1990 has been successful in encouraging
individuals to take these assignments.
4. In the case of the Field Evidence Technicians, the S.O. is
attempting to build "specialization" rather than have all officers
do evidence collection. This will improve the quality.
5. The Department states that the incentive is needed to compensate
these individuals for the additional training.
6. In the case of the Field Officer Trainers , they would receive
compensation only when they have a trainee under them.
Following would be the distribution of assignments:
Current' Proposed:
Field: Field:
3 Vacant 7 Investigators
7 Investigators 2 Armors
2 Armors 4 Canine
2 Canine 6 Field Evidence Technicians
2 Field Training Officers
14 Total 1 Polygrapher
1 Fitness Advisors
Jail:
4 Training Officers
2, Fitness Advisor
28
138
Staff Comments:
1. This is additional money for employees who have simply been
compensated in the past under their current classification for
these duties.
2. As proposed, there would be more "special assignment" deputies
than regular Deputy II's. If this is approved, it is
recommended that the Board create a new classification between
Deputy II and Sergeant, called Deputy III.
3. The original intent of the "special assignment" was a way that
the Sheriff's Office could eliminate the Investigator
classification and provide for more investigators. Also, the
incentive was for canine handlers and a few field evidence
technicians. This proposal is a large expansion of the number
of individuals involved in these special duties. The question
that should be raised is if the amount of investigation, field
evidence and other "special duties" has increased or are we
spreading these duties to a larger number of deputies.
Cost: $24,048 ($6,012 in Jail and $18,036 in Operations. )
Recommendation: To deny this request. Policy issue.
B. The only other issue in this budget unit is the request for three
additional Deputy II positions for the field. The stated justifications
by the Sheriff' s Office are:
1. Patrol resources have not kept pace with the increased demand for
services.
2. Two officers were transferred to Jail last year. These were not
-- replaced in the field.
3. No new staff has been added to the Operations division since 1978.
4. The crime rate is skyrocketing. UCR Part I offense rate has
increased in 1989 by 9.5%, with most of the increase in the area
of burglary. In 1990, this rate is 20.5% above the 1989 rate.
Cost: $99,090
Staff Recommendation: Policy decision as to whether the Board wishes
to expand the level of service in this area in the county.
BOARD ACTION: Personnel requests were all denied.
139
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: C}iRRTFF'S nr TrF
BUDGET UNIT TITLE AND NUMBER: Roginnal Fnrancir Tahnrarnry -- nl _911R
DEPARTMENT DESCRIPTION: Provides crime lab services for the County and City
of Greeley on a shared basis.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 50,794 $ 52,441 $ 52,441 $ 56,597
Services/Supplies 8,854 10,531 13,442 13,499
Capital/Credits 8,450 4,500 6,000 6,000
Gross County Cost 68,098 67,472 71,883 76,096
Revenue 36,025 32,588 37,753 37,753
Net County Cost $ 32,073 $ 34,884 $ 34,130 $ 38,343
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Increases in services/supplies are attributed to a small
increase ($391) in supplies because of increased volume and increased use of
the scanning electron microscope ($370) requiring additional hourly
appropriations. The Federal Bureau of Investigations will no longer provide
airfare to the annual crime laboratory director' s meeting in Quantico,
Virginia ($700) . The lab is also seeking American Society of Crime
Laboratory Directors certification requiring travel expenses for assessors
($1,500) and an upgrade to the chromatograph ($6,000) . These expenses are
offset somewhat by the Sheriff's intention to distribute 25% of all forfeited
and seized assets into the lab.
OBJECTIVES: 1) Become ASCLAD certified by December 31, 1991; 2) Seek
additional crime lab participation from other agencies in northern Colorado;
3) Provide competent and timely forensic analysis of controlled substances,
arson, and paint evidence.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Analysis hours monthly 71.8 hours 62.2 hours 70.0 hours
Items analyzed monthly 44 57 60
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
140
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: cuvuTrrec nryTry
BUDGET UNIT TITLE AND NUMBER: rnrrertinnnl Adminietratinn -- ni _liln
DEPARTMENT DESCRIPTION: The County jail houses all inmates in the custody
of the Sheriff. Health services are provided for inmates along with exercise
and work programs. The juvenile section is separated from the other parts
of the jail. The juvenile inmates are involved in extensive counseling
sessions.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $1,962,442 $2,216,337 $2,222,349 $2,375,688
Services/Supplies 627,630 591,765 639,928 638,267
Capital/Credits 6,764 18,600 50,031 17,257
Gross County Cost 2,596,836 2,826,702 2,912,308 3,031,212
Revenue 320,572 434,540 529,840 529 ,840
Net County Cost $2,276,264 $2,392,162 $2,382,468 $2,501,372
Budget Positions 73 73 73 73
SUMMARY OF CHANGES: Personnel expense increased by $6,012 from request for
-- special assignment positions to compensate personnel working as floor
training officers and fitness specialist. Services and Supplies increase due
to a forecast 6% increase in inmate medical care expense, 4% increase in food
_ cost, and an additional vehicle ($3,833) to add an inmate work program.
Revenue increases include $38,800 from new work program and $58,500 from
Department of Corrections for parole and community corrections holds. Final
budget adjustments include salary increase of $159,351 and phone costs of
$1,661.
OBJECTIVES: 1) Maintain security and support for an average of 151 inmates
in 1991; 2) Book 7,143 persons through the jail in 1991; 3) Bring home
incarceration program into full capacity use; 4) Develop additional DOC work
program in cooperation with local companies.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average daily population 146.4 143 151
Bookings 6,717 7,300 7,800
141
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend the purchase of jail
security radio net and clothes dryer out of supplemental funds in 1990 versus
1991. Recommend approval of all other items in the budget with the exception
of special assignment pay of $6,012. See Operations Budget Unit (01-2111)
for full discussion on special assignment pay.
BOARD ACTION: No change. Special assignment pay was denied.
142
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: CNFRTFF
BUDGET UNIT TITLE AND NUMBER: nffira nf Finarganry Managamant -- ni -9oln
DEPARTMENT DESCRIPTION: Plans for emergency procedures in case of either
natural or man-made disasters.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 30,380 $ 31,916 $ 31,916 $ 33,674
Services/Supplies 7,908 9,046 9,163 8,476
Capital/Credits
Gross County Cost 38,288 40,962 41,079 42,150
Revenue 24,365 22,692 24,365 24,365
Net County Cost $ 13,923 $ 18,270 $ 16,714 $ 17,785
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Anticipated increase in DODES/REMA revenue
participation. Increase in services/supplies primarily for the purchase of
five everpack drums.
Final budget adjustments include salary increase of $1,758, computer charges
of $451, and phone costs of $1,138.
OBJECTIVES: Comply with State and Federal EMA programs for FFY 1990-91.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
# Plans Completed 2 1 2
Public Education # attended 13 10 10
# of Incidents 51 70 70
Exercises 5 8 5
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
143
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: CPPPTFF'R nvrTrF
BUDGET UNIT TITLE AND NUMBER: rn”nry-e,;rlo An;mml rnnrrnl __ of -9oRo
DEPARTMENT DESCRIPTION: Sheriff's Office provides countywide animal control
and uses a contract with the Humane Society to provide animal shelter.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 0 $ 24,675 $ 26,822 $ 27 ,818
Services/Supplies 68,040 44,652 44,924 57,231
Capital/Credits
Gross County Cost 68,040 69,327 71,746 85,049
Revenue 0 2,500 5,346 5,346
Net County Cost $ 68,040 $ 66,827 $ 66,400 $ 79,703
Budget Positions 0 1.5 1.5 1.5
SUMMARY OF CHANGES: Personnel cost increase calculated using 60.5 hours
weekly anticipating court appearances. Increase in Services/Supplies due to
forecast increases from IGA for truck operating expenses. Housing costs have
been held constant. Revenue increase based upon forecast of fine revenues
based upon 1990 year to date from Treasurer's Office revenue account.
Final budget adjustments include salary increase of $996.
OBJECTIVES: 1) Define animal housing costs in 1991 on a unit basis supported
by invoice; 2) Seek combining animal control with municipalities to achieve
greater economies of scale.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Calls for service Unknown 1,200 1,400
Enforcement citations Unknown 240 350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Would support
Sheriff's position of paying Humane Society on a unit of service basis and
pursuing county-wide service with City of Greeley.
BOARD ACTION: Board approved an increase of $12,307 for animal shelter
contract with the Humane Society. Humane Society has lost money the last two
years and needed increase to avoid deficit spending. Board denied request
of Humane Society to go to a licensing system for dogs.
144
-- BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rnmmiNirArrnmq
BUDGET UNIT TITLE AND NUMBER: rnunty_wirin rnmmnniratinnc -- n1 -91sn
DEPARTMENT DESCRIPTION: Provides dispatch services for 21 law enforcement
agencies, 18 fire departments, 2 rescue/ambulance departments, plus local
government including road and bridge.
ACTUAL BUDGETED REQUESTED APPROVED
-- RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 596,008 $ 634,083 $ 712,851 $ 698, 300
Services/Supplies 263,961 257,287 256,679 243,178
Capital/Credits 0- (53,345) (53,345) (53,345)
Gross County Cost 859,969 838,025 916,185 888,133
Revenue 12,159 20,000 39 ,664 39,664
Net County Cost $ 847,810 $ 818,025 $ 876,521 $ 848,469
Budget Positions 26 25 28 27
SUMMARY OF CHANGES: Decrease of $8,588 in Communications-phones is due to
reorganization of telephone lines with new E-911 system. Slight increase in
postage and publications of $100. Increase in rent of $1,080 is due to
expansion of radio systems to Horsetooth and Grover sites. Increase of
maintenance contract by $6,800 is due to increased use of non-maintenance
services by other departments (Sheriff and Road/Bridge) . Major increase of
$78,768 was for 3 additional dispatchers needed for increased workload.
Recommended budget has one additional position ($26,256) based upon new E-
911 revenue of $19,664. In capital equipment the department has requested
2 cellular phones ($1,450) . This amount is included in the Capital Equipment
- budget.
Final budget adjustments include salary increase of $1,705 , computer charges
of $10,788, and phone costs of $271.
OBJECTIVES: 1) Perform emergency service and dispatching for 41 law
- enforcement, fire and ambulance departments/agencies throughout the county;
2) Radio maintenance scheduling and repair services; 3) Perform NCIC/CCIC
termination operations for information inquiry requests from user agencies;
4) Implement and operate the E-911 emergency telephone system.
145
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Calls for service-Ambulance 32,884 33,810 34,500
Calls for service-Fire 31,789 30,411 33,000
Calls for service-Police 243,837 237,444 245,000
Calls for service-Sheriff 176,379 196,725 198,000
Status Activity-total 484,889 498,390 510,500
Primary agencies dispatched 37 41 41
FINANCE/ADMINISTRATION RECOMMENDATION: The only issue on this budget is the
request for three additional dispatchers. The Department's justification is:
1. Anticipated increased workload associated with the implementation
of E-911. This is estimated to be an increase of 5-10% over the
already heavy workload.
2. High turnover due to overwork and pressure of understaffing.
3. Workload growth over the past 5 years with no accompanying growth
in staff.
Finance/Administration recommendation is to fund one additional position
based upon added revenue from E-911. In addition, because of turnover there
is always salary savings in this department; therefore, it is recommended
that the Board allow the department to overfill by one dispatcher when they
do their hiring. This will allow them to keep fully staffed most of the
time. Due to continual vacancies, they still will not be over budget on the
salary and benefits portion. The other alternative would be to have hourly,
on-call Dispatchers that could be called in when the Center is short handed.
This has begun and could be developed more fully. Policy issue.
BOARD ACTION: Board approved the recommended positions, plus funded one
additional dispatcher position ($26,256) , but administratively froze the
position until need is demonstrated in 1991.
146
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rnmvirrlrrATrnrac
BUDGET UNIT TITLE AND NUMBER: rnmm mirarinn 4ycrom novolnymonr -- n1 -9151
DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide
communications system.
-- ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 0 $ 0 $ 0 $ 0
Services/Supplies 3,245 7,500 5,000 5,000
Capital/Credits 133,332 142,500 75,000 75,000
Gross County Cost 136,577 150,000 80,000 80,000
Revenue 0 0 0 0
Net County Cost $136,577 $150,000 $ 80,000 $ 80,000
Budget Positions
SUMMARY OF CHANGES: Annual budget request has been reduced from $150,000 to
$80,000 because the radio system has been expanded as far as is practical at
this time. Short range expenditures will be to replace obsolete equipment
and totally update without expansion. It is anticipated there will be
$85,000 carry over from 1990 budget.
- OBJECTIVES: To enhance the existing regional communications radio system
until it provides satisfactory county wide coverage.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
N/A
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
147
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: efl_M JT'%1TraTTONIc
BUDGET UNIT TITLE AND NUMBER: F-411 Administration _- C11 -?151
DEPARTMENT DESCRIPTION: Administration of Countywide E-911 system.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 700 $ 700 $ 700
Capital/Credits
Gross County Cost 700 700 700
Revenue
Net County Cost $ 700 $ 700 $ 700
Budget Positions -- -- - - - -
SUMMARY OF CHANGES: The E-911 administrative support budget was not
implemented until 1990. No change from last year.
OBJECTIVES: Administratively support the Weld E-911 Authority Board in its
efforts to develop and install E-911 emergency telephone system.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
148
BUDGET UNIT SUNNARY
AGENCY/DEPARTMENT NAME: rnunmpp
BUDGET UNIT TITLE AND NUMBER: rn,-, nar __ m _9i stn
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County.
Autopsies are performed in all cases of suspicious death or at the discretion
of the Coroner's or District Attorney's Office. State laboratories are
available in Denver; however, Weld County's Coroner usually employs the
registered pathologists and laboratory facilities of North Colorado Medical
Center.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 48,360 $ 63,750 $ 63,750 $ 63,750
Capital/Credits
Gross County Cost 48,360 63,750 63,750 63,750
Revenue
Net County Cost $ 48,360 $ 63,750 $ 63,750 $ 63,750
Budget Positions
SUMMARY OF CHANGES: Budget remains unchanged from 1990.
-- OBJECTIVES: To maintain office per statute regarding unattended deaths and
investigations.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
— Death Caseload 304 310 310
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With a new
coroner in 1991, a mid-year budget adjustment may be necessary to respond to
the new requirements of a non-funeral director being coroner in Weld County
for the first time in many years. Office and morgue facilities may have to
be provided, as well as, a transport vehicle. Until detailed arrangements
with the new coroner can be made, cost estimates cannot be provided.
BOARD ACTION: No change. Board agreed to consider supplemental
appropriation in 1991 after new coroner is elected and office needs are
determined.
149
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rnmvmsrry rnRRFrTTnmc
BUDGET UNIT TITLE AND NUMBER: rnmmnnity rnrrortinnc -- ni -999n
DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in
accordance with Section 17-27-101, et seq, CRS, 1973, which authorizes the
diversion of non-violent offenders not eligible for probation from State
penal facilities to community programs. Operates under the Board of County
Commissioners with some delegated authority to the Community Corrections
Board.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 979,277 $ 440,000 $ 1,500,000 $ 1,500,000
Capital/Credits
Gross County Cost 979 ,277 440,000 1,500,000 1,500,000
Revenue 979,277 440,000 1,500,000 1,500,000
Net County Cost $ -0- $ -0- $ -0- $ -0-
Budget Positions
SUMMARY OF CHANGES: Budget funded at State level of $1,500,000 for FY 1990-
91. Increase due to higher utilization of community corrections facilities
to relieve prison over-crowding problem at the State level.
OBJECTIVES: 1) Provide counseling and diversion programs for non-violent
offenders; 2) Carry out all community corrections contract requirements of
the State of Colorado.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Client days 57,500 57,500 57 ,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Services are
provided via the contract with Chiron Corporation located at "The Villa" in
Greeley.
BOARD ACTION: No change.
150
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: vnuTT.1 qurT TFR wnmc
BUDGET UNIT TITLE AND NUMBER: nolinrtnante and nthar Tnctitntinnc __ nl _Illn
DEPARTMENT DESCRIPTION: Provides temporary 24 hour care of youth who are
awaiting court hearings, return to parents, or placement in more permanent
-- foster care. Weld County's juvenile court and probation department rely on
its services, as well as the local department of social services. The home,
located at 1709 7th Avenue, Greeley, is owned and maintained by the County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 147,835 $ 156,128 $ 169,191 $ 162,995
Services/Supplies 20,841 21,781 23,400 24,546
Capital/Credits
- Gross County Cost 168,676 177,909 192,591 187,541
Revenue 78,067 72,900 95,500 95,500
Net County Cost $ 90,609 $ 105,009 $ 97,091 $ 95,041
Budget Positions 6.25 6.25 7.00 6.25
SUMMARY OF CHANGES: Budget for 1991 reflects an increase in the length of
stay in the facility and additional youth being placed. The average cost per
youth placed is now $760 per month. Due to increased placements, for longer
period of time, more revenue from WCDSS is forecast; thus reducing or
_ limiting the County' s subsidy for the shelter. An increase in staffing of
0.75 FTE is requested as well as an enhancement to the promotional policy for
the staff. These changes are requested to improve supervision of the
increased youth in placement and to provide additional incentive for staff.
Final budget adjustments include salary increase of $6,867, computer charges
of $1,199, and phone costs of $53.
OBJECTIVES: 1) Provide temporary food, shelter and supervision for
adolescents that are placed in the Youth Shelter Home by the Court, WCDSS,
or law enforcement; 2) Provide short-term counseling to help adolescents cope
with separation from home; 3) Insure the program and facilities meet
standards set by the State governing safety, health and supervision.
Capacity is 12 youth, boys or girls.
151
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average number of youth in
shelter over one year 8.3 9.3 9.9
Number of different youth
placed in Shelter during
one year 167 192 200
FINANCE/ADMINISTRATION RECOMMENDATION: Ugrade is requested for all counselor
positions. In addition, a request is made for an upgrade of one position to
serve as the lead person.
The justifications for this request are:
1. A career system is needed for these positions . Once competence is
demonstrated, employees would be allowed to go to the next level.
2. The Counselor III position is already in the county system. No
individuals at the Shelter Home are eligible for this
classification. Position would serve as Deputy Director.
3. To increase the levels of competency, and to have more competent
employees, we will have to compensate them.
4. Increase staff morale.
5. Decrease turnover.
6. Increased compensation is needed for the increasing difficulty in
types of residents and increased length of stay of residents.
7. The result of this would be a better, more therapeutic program for
residents.
Staff comments: The real issue here is whether the Youth Shelter Home is to
become a longer term care facility providing therapy for residents. In the
past, short term holding services were provided at the Youth Shelter Home
through a system of behavior modification to keep residents under control.
If we are to begin moving towards more therapeutic care, then the request to
upgrade the counselors is appropriate. Upgrade of four Counselor I' s to
Counselor II's would cost $9,330 and upgrade to Counselor III is $3,733.
Policy issue.
An additional .75 FTE is requested. The added staff time available would
improve supervision of the youth. This is requested because there are, on
average, more youth in placement and the behavior problems presented to staff
are generally more severe than in past years. The request amounts to an
expansion of service at a cost of $16,610. Policy issue.
BOARD ACTION: Board denied personnel requests and directed staff to work
with the State and local criminal justice officials to address the mission
of the facility. The Board's desire is to return it to a temporary holding
facility with less troubled youth, and not continue the housing of long term
severely troubled youth.
152
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: ➢TIR7rr cFuvrrF __ nnr
BUDGET UNIT TITLE AND NUMBER: mcAf,n CAri.irA __ m _91en
DEPARTMENT DESCRIPTION: Program provides an alternative to jail to first
time drunk driving offenders by requiring court sentenced hours of useful
public service. Some county and district court referrals are sentenced to
useful public service. Beginning in 1989, convicted uninsured drivers have
a mandatory useful public service sentence of 40 hours.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 86,160 $ 87,956 $ 105,684 $ 105,684
Services/Supplies 49 ,965 16,115 18 , 165 31,925
Capital/Credits 0 0 0 0
Gross County Cost 136,125 104,071 123 ,849 137 , 609
Revenue 97,538 96,000 123,849 123,849
Net County Cost $ 38,587 $ 8,071 $ 0 $ 13,760
Budget Positions 4 4. 5 5 4.5
SUMMARY OF CHANGES: Revenues for 1991 are projected at $123,849. The
Board's policy is for this to be a self-supporting program. At the projected
funding level the program can only fund 4.5 FTE' s not the 5.0 FTE' s
requested. In addition, the requested upgrade of the Office Tech II to
Office Tech III is not recommended ($2,772) .
Final budget adjustments include increases for computer charges of $13,230,
and phone costs of $530.
OBJECTIVES: 1) Complete assignments of all DUI, Jail Diversion, No Insurance
Coverage and Juvenile clients on a timely basis; 2) Further develop work site
referrals to handle the increased work load of No Insurance clients ; 3)
Further development of Computer Services Program to utilize data resources
and streamline case/client processing; 4) Increase collections rate of Court
assessed fees to 70%.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Clients per month 246 333 350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend funding at projected
revenue level with 4.5 FTE's and no upgrade.
BOARD ACTION: No change. Additional staff can only be added when revenues
support added expansion.
153
BUDGET UNIT SUMMARY _..
AGENCY/DEPARTMENT NAME: FT AMMTNr Ann 7nmrma
BUDGET UNIT TITLE AND NUMBER. RnilA9ng Tncroartinn
DEPARTMENT DESCRIPTION: Enforces building codes; makes on-site inspections
during each phase of construction to insure requirements are met; and
administers building code.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 171, 357 $ 183,840 $ 183,840 $ 194,121
Services/Supplies 52,409 56,216 57,991 57,836
Capital/Credits 22,093 23,198 37,806 37,806
Gross County Cost 245,859 263,254 279,637 289,763
Revenue 411,471 384,000 384,000 384,000
Net County Cost $(165,612) $(120,746) $(104,363) $ (94,237)
Budget Positions 7 6 6 6
SUMMARY OF CHANGES: Increase of $1,775 in services/supplies due to increased
cost of office supplies, code books, and training. Recommending an increase
in building permit fees for mobile homes, manufactured homes, FB units, and
pre-moves. Replacement of two vehicles is requested in the IGA budget.
Management of department performed by Planning Services' Director ( .35 FTE)
and other support performed by planning personnel is equivalent to .75 FTE.
Recovery of these costs are shown as a charge back in this year' s budget.
This cost has increased $14,608.
Final budget adjustments include salary increase of $10,281, computer charges
of $129, and phone costs of $26.
OBJECTIVES: 1) Develop and coordinate programs and activities that provide
minimum standards to preserve and protect the public health, safety and
general welfare and the safety, protection and sanitation of dwellings,
buildings, and structures in the unincorporated areas of the County; 2)
Provide inspections to ensure structures are in compliance with the County's
Building Code Ordinance; 3) Provide equitable fee schedules that recover
County processing costs for all construction permit applications; 4)
Minimize the number of building code violations and abatement of dangerous
buildings; 5) Provide information to the general public on the County's
Building Code Ordinance, general construction problems, and permit
requirements.
154
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Management/support hours 3,132 3,132 3,654
Inspection hours 10,440 8,700 8,700
-- Construction permits 1,999 2,000 2,000
Construction inspections 16,999 16,000 16,000
Complaint investigations 326 300 300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of budget and fee
increase of $19,200 to hold revenues constant in 1991. The fee changes for
1991 affect only the fees for mobile homes, manufactured homes, FB units,
and pre-move inspections.
_ BOARD ACTION: Board approved fee increase as recommended.
155
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME. uASTF WATFR EAVAC:FMFNT
BUDGET UNIT TITLE AND NUMBER: L7acrA L7aYar 91.nnagamanr -- 01 -7050
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water
Quality Planning Association for waste water management.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 6, 354 $ 6,354 $ 6,001 $ 6,001
Capital/Credits
Gross County Cost 6 , 354 6, 354 6 ,001 6 ,001
Revenue
Net County Cost $ 6,354 $ 6 ,354 $ 6,001 $ 6,001
Budget Positions
SUMMARY OF CHANGES: County assessment for membership in North Front Range
Water Quality Planning Association. 1991 assessment has been reduced by 5.5%
to $6,001, down $358 from last year.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Board authorized by resolution in
July, 1987 to be a charter member in the Association. Recommend approval.
BOARD ACTION: No change.
156
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FXTFNSTnN nFPAPTMFNT
BUDGET UNIT TITLE AND NUMBER: Pact 21-14 Naone -_ (1i -7o4n
DEPARTMENT DESCRIPTION: Inspects elm trees for DED, removes infected trees,
and sprays county roads for weed control. Enforces noxious weed ordinances
and statutes for weed districts within the County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 57,879 $ 63,374 $ 67,682 $ 65, 169
Services/Supplies 67,607 61,677 67,753 70,926
Capital/Credits 0 0 0 0
Gross County Cost 125,486 125,051 135,435 136,095
Revenue 13,610 10,000 3,000 3,000
Net County Cost $ 111,876 $ 115,051 $ 132,435 $ 133,095
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Budget reflects an increase of $6,076 for motor pool
services. Requested amounts for salaries and phones will be considered in
the final budget. All other line items are the same. Revenues are down from
$10,000 due to State Highway Department not contracting for county services.
Net county cost is up $12,872.
Final budget adjustments include salary increase of $1,795 phone costs of
$377, and vehicle costs of $3,000.
OBJECTIVES: 1) Carry out Pest Control District Law (noxious weed control)
on County property; 2) Work with weed complaints and help landowners comply
with weed law; 3) Carry out Roadside Vegetation Management Program - reduce
if not eliminate broadleaf weeds on roads the Road and Bridge Department
identify and at all intersections; 4) Initiate educational programs to inform
the public of the newly enacted "Colorado Weed Management Act" .
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Noxious Weed Control Program SOX time 80% time 80% time
Roadside Vegetation Manage-
ment Program (20% time) 20% time 20% time 20% time
157
FINANCE/ADMINISTRATION RECOMMENDATION: Per a work session on 7/2/90, the
Board decided that with the passage of HB90-1175 mandating a weed management
plan by 1992, that the weed program would be funded at the current historical
level for 1991. During 1991, the County will evaluate the level of effort
required by the plan and the funding mechanism, e.g. , mill levy for weed
districts. Enough resources exist within existing budget to develop the
management plan in 1991.
BOARD ACTION: Board made no changes from the 7/2/90 worksession, except to
authorize one additional vehicle at an annual cost of $3,000. Vehicle
request was a supplemental request made in August due to the amount of off
road travel required for weed inspections.
158
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Pmn TMPPRTNr f1PPARTMFMT
BUDGET UNIT TITLE AND NUMBER: nanaral Pnginaering -- ol -llR9
DEPARTMENT DESCRIPTION: Provides consulting services for selected bridge
_ designs, air pollution permits and land mine reclamation permits; field
survey operations to establish line and grade control; administrative and
inspectional work in utility and subdivision construction; performs
laboratory tests to determine soil properties, construction and materials
quality; all phases of highway engineering, bridge engineering, design and
construction inspection.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 219,696 $ 279,706 $ 279,706 $ 293,336
Services/Supplies 64,101 46,477 47,440 55,104
Capital/Credits 0 0 0 0
Gross County Cost 283,797 326,183 327,146 348 ,440
Revenue 0 0 0 0
Net County Cost $ 283,797 $ 326,183 $ 327,146 $ 348,440
Budget Positions 8 8 8 8
SUMMARY OF CHANGES: The 1991 budget request is increased $963 over last year,
based on historic fluctuations in different line items. There is a $500
increase in small equipment for cameras, communication and transportation is
up $1,240, repairs for equipment is up $500 for density gauge, and
building/ground charges are up $100. Operating supplies are down $1,400 and
compensation for damages of $500 has been eliminated.
Final budget adjustments include salary increase of $13,630, computer charges
of $2,742, and phone costs of $4,922.
OBJECTIVES: The Engineering Department provides technical support for Road
— and Bridge, as well as other departments such as Planning, Purchasing, and
the County Attorney's Office. The main programs within the Engineering
Department are Bridge Inspection; Pavement Management; Construction
Management and Inspection; Material Testing; Bridge Grant Administration; and
Utility Permitting and Inspection.
159
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Bridge Inspections 85 100 100
Bridge Design/Const. Admin. 5 3 3
Road Contracts $ 986,001 $ 954,450 $3,000,000
Utility Permits 265 250 250
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
160
BUDGET UNIT SUMMARY
_ AGENCY/DEPARTMENT NAME: FxTFucmu TWPARTMFMT
BUDGET UNIT TITLE AND NUMBER: Fvrancinn gal-vino _- (11 -1Ann
DEPARTMENT DESCRIPTION: Educational programs for adults and youth in rural
and urban environments, including programs for 4-H, home and garden shows.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 129,358 $ 142,333 $ 144,493 $ 148,011
Services/Supplies 57,134 58,284 65,730 66,696
Capital/Credits 0 0 0 0
Gross County Cost 186,492 200,617 210,223 214,707
Revenue 0 0 0 0
Net County Cost $ 186,492 $ 200,617 $ 210,223 $ 214,707
Budget Positions 10.5 10.5 10.5 10.5
SUMMARY OF CHANGES: The State/County Memorandum of Understanding (MOU)
requires an increase of $2,160 for agent salaries. Supply costs have an
overall reduction of $321 and include reappropriations among the accounts.
Other line items have slightly increased with the exception of travel, for
a total of $1,171.
Final budget adjustments include salary increase of $3,518, computer charges
of $3,686, and phone costs of $3,555.
OBJECTIVES: 1) Dissemination of new technology and research from CSU; 2)
Adult and youth educational programs in leadership, citizenship and living
skills; 3) Increase knowledge in farm, ranch financial management, nutrition,
economic efficiency and health; 4) Assist in providing a better way of life
for Weld County residents.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Workload 18,320 hrs. 19,236 hrs. 19,236 hrs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
161
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FTNANnF Alm ATIMTNTSTRATTnN
BUDGET UNIT TITLE AND NUMBER: vAtArsnc, nffina __ ni _a7nn
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld
County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 46,446 $ 48,653 $ 32,888 $ 29,366
Services/Supplies 4,139 3,538 3,538 3 ,331
Capital/Credits
Gross County Cost 50,585 52,191 36,426 32,697
Revenue 600 600 600 600
Net County Cost $ 49,985 $ 51,591 $ 35 ,826 $ 32,097
Budget Positions 2 2 1.5 1.5
SUMMARY OF CHANGES: Reduction of budget by $15,764 due to restructure of
Veterans' Service Office by reducing clerical support to a part-time position
and appointing former Office Tech to Veterans' Counselor. All other line
items remain the same.
Final budget adjustments include salary decrease of $3,522, phone cost
decrease of $207.
OBJECTIVES: 1) To provide referral and processing services to veterans; 2)
To provide outreach to organizations and communities regarding veterans'
benefits and rights; 3) To maintain a strong liaison with Colorado Department
of Veterans' Affairs and the Veterans' Administration.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
In office consultations 15,000 15,000 15,500
Training sessions 60 60 60
Out of office consultations
and outreach 1,100 1,100 1,100
Meetings 150 150 150
Client caseload (Active) 50 55 60
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With over three
months of trial with the new restructuring, the Veterans Office is meeting
the needs of the veterans in the county at reduced costs.
BOARD ACTION: No change.
162
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: ATPWWT
BUDGET UNIT TITLE AND NUMBER: Airpnrr Tranefar _ _ ni _lonn
DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld
County Municipal Airport.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 16,824 $ 50,000 $ 75,000 $ 50,000
Capital/Credits
-- Gross County Cost 16,824 50,000 75,000 50,000
Revenue
Net County Cost $ 16,824 $ 50,000 $ 75,000 $ 50,000
Budget Positions
SUMMARY OF CHANGES: Airport has requested a total of $75,000 for 1991.
_ $50,000 is requested for land acquisition and phase one implementation of the
Airport Master Plan. In addition, $25,000 is requested for capital
maintenance/reconstruction.
OBJECTIVES: N/A
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
N/A
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended budget includes only the
$50,000 for FAA funding match for Master Plan development in accordance with
the Board's policy. Funding of maintenance would require a policy change by
the Board. Recommend that FAA matching funds be administratively frozen
until approval of a new Master Plan is resolved with the City of Greeley.
BOARD ACTION: No change. Board froze funds until Master Plan is approved.
163
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: W Tn MFNTAT WPATTM PFNTPP
BUDGET UNIT TITLE AND NUMBER: Nolri MonraT NoaTrh __ nT _Ai4n
DEPARTMENT DESCRIPTION: Weld County's financial support of the Weld Mental
Health Center, Inc. , which provides extensive mental health services to
citizens in Weld County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 0 $ 0 $ 0 $ 0
Services/Supplies 120,950 116,931 128,931 116,931
Capital/Credits 0 0 0 0
Gross County Cost 120,950 116,931 128,931 116,931
Revenue 0 0 0 0
Net County Cost $120,950 $116,931 $128,931 $116,931
Budget Positions
SUMMARY OF CHANGES: Budget request is for $44,000 for emergency mental
health services, $72,931 for basic mental health services, and a new request
of $12,000 for specialized services for rural communities.
OBJECTIVES: Provide mental health services to Weld County citizens via
contract with Weld Mental Health, Inc.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
N/A
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended budget is at 1990 funding
level of $116,931 per Board policy to hold outside agencies at the 1990
level. Added request of $12,000 for specialized services for rural
communities is a policy issue regarding expansion of services.
BOARD ACTION: Board denied $12,000 for rural service expansion.
164
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: nrUPTnnMRNTATTV nTcsrucn
BUDGET UNIT TITLE AND NUMBER. rGntPTnlial novolnrmont_ml ¢ortriroc _ _ ni _G1el
DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial
-- Developmental Services, Inc. , which provides services for the developmentally
disabled citizens of the County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 0 $ 0 $ 0 $ 0
Services/Supplies 71,105 71,555 72,720 74,665
Capital/Credits 0 0 0 0
Gross County Cost 71,105 71,555 72,720 74,665
Revenue 0 0 0 0
- Net County Cost $71,105 $71,555 $72,720 $74,665
Budget Positions
SUMMARY OF CHANGES: Request is for an increase in the base funding from
$41,105 to $43,160 for the ongoing programs and services of the agency plus
$29,560 for the restricted transportation funding to purchase HRD
transportation services. Transportation is a pass-through of funding up from
$26,450 in 1990. One-time funding for children services of $4,000 is
included.
OBJECTIVES: Provide services to the developmentally disabled citizens of
Weld County via contract with Centennial Development Services, Inc.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
N/A
FINANCE/ADMINISTRATION RECOMMENDATION: Base funding is recommended at the
1990 level of $41,105 plus $29,560 for the transportation pass-through
funding for a total of $70,665. Policy issue for additional request of
$2,055.
BOARD ACTION: Board approved only the added $4,000 for one time funding for
children services, other requests were denied.
165
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SFNT(1R ppor amq
BUDGET UNIT TITLE AND NUMBER: Sontnr Prngrnma __ (11 _!.1(1?
DEPARTMENT DESCRIPTION: Weld County's financial support to the senior
centers throughout the County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 10,500 $ 10,500 $ 10,500 $ 10,500
Capital/Credits
Gross County Cost 10,500 10,500 10,500 10,500
Revenue
Net County Cost $ 10,500 $ 10,500 $ 10,500 $ 10,500
Budget Positions
SUMMARY OF CHANGES: No change. Request is for 1990 funding level of
$10,500.
OBJECTIVES: Provide support to senior citizen seniors via contract with
WELCO Senior Coordinators, Inc.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend same funding level as 1990.
BOARD ACTION: No change.
166
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: MTSCTTF cTTF PARK
BUDGET UNIT TITLE AND NUMBER: Miceila Cira Park -- ni -599!1
DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp
grounds and related equipment, as well as the missile silo and archive
storage areas. Provides security for the park.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 10,102 $ 10,300 $ 12, 384 $ 12,021
Services/Supplies 4,962 6,444 6,444 6,837
Capital/Credits (18,228) (11,795)
Gross County Cost 15,064 16,744 600 7 ,063
Revenue 640 600 600 600
Net County Cost $ 14,424 $ 16,144 $ -0- $ 6,463
Budget Positions 1 1 1 1
- SUMMARY OF CHANGES: Salaries are up $1,721 over 1990 and phone costs are up
$393. All other expenses remain stable with minor shifts among line items
to reflect expenditure patterns. In 1990, due to a short fall in lottery
revenue, the budget was supported by the General Fund entirely. Based upon
projected lottery proceeds it is recommended that $11,795 from the
Conservation Trust Fund be used to support the park.
OBJECTIVES: To make a pleasant place for people to use.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caretaker 1 1 1
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend use of lottery funds to
support the park as was the policy prior to 1990 when there was a short fall
of lottery revenues.
BOARD ACTION: Board approve budget with $11,795 transfer from Conservation
Trust Fund from lottery proceeds.
167
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FxTrmgTnm crvvTrF
BUDGET UNIT TITLE AND NUMBER: rnn ry rnir __ m .c7nn
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County
fair.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits
Gross County Cost $ 47,359 $ 48,359 $ 48,359 $ 48,359
Revenue 22,000 22,000 22,000 22,000
Net County Cost $ 25,359 $ 26,359 $ 26,359 $ 26,359
Budget Positions
SUMMARY OF CHANGES: No change in funding level is requested.
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2)
Recognition of youth and leaders for work and skills learned and shared; 3)
Help people learn by doing.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Fair (attendance) $25,359 $26, 359 $26,359
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval at 1990 level.
BOARD ACTION: No change.
168
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FINAmcF aNn AD4TNTSTRATT(n^I
BUDGET UNIT TITLE AND NUMBER: NOD-Dppartmantal (11 -qn7n
DEPARTMENT DESCRIPTION: Central budget unit containing countywide costs that
are not allocated to program budgets, e.g. machine rental/repair, training,
audit fees, etc.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 1, 703 $ 4,000 $ 4,000 $ 4,000
Services/Supplies 334, 653 258,855 263 ,855 292,224
Capital/Credits
Gross County Cost 336,356 262,855 267,855 296,224
Revenue
Net County Cost $ 336 ,356 $ 262,855 $ 267, 855 $ 296,224
Budget Positions
SUMMARY OF CHANGES: Budget reflects reallocation of funding by line item to
reflect expenditure pattern, but no net change in total except to add $5,000
for small equipment. This is a transfer from capital equipment for equipment
under $500 in price.
Final budget adjustments include increase of computer charges of $11,247, and
phone costs of $16,622.
OBJECTIVES : n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board authorized a $500 contribution to the Convention and
Visitor Bureau for membership in Regional Tourism Association. Requests from
other outside agencies were denied.
169
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FTmAMrr Amn AnMTMTCTRATTnM
BUDGET UNIT TITLE AND NUMBER: AnilAing Rents _. nl _onan
DEPARTMENT DESCRIPTION: General Fund Department used to recover lease/
purchase contracts from HRD and the Weld Library District for building rents.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits $ 382,201 $ 341,065 $ 351,665 $ 351,665
Gross County Cost 382,201 341,065 351,665 351,665
Revenue 85,302 60,951 64,157 64,157
Net County Cost $ 296,899 $ 280,114 $ 287,508 $ 287,508
Budget Positions
SUMMARY OF CHANGES: Budget reflects the following county lease/purchase
contracts:
RENT INTEREST TOTAL
HAD (1998) $ 150,000 $ 105,590 $ 255,590
Library (1991) 90.000 6,075 96.075
TOTAL S 240,000 S 111,665 S 351,665
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Rental amounts
are recovered from HRD and the Library District.
BOARD ACTION: No change.
170
LEASE-PURCHASE AGREEMENTS
The following supplemental data regarding lease-purchase agreements involving
real property is required under Section 29-1-104(2) (d) , CRS, 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements involving
- real property $ 351,665
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the entire
terms of such agreements, including all optional
renewal terms 2,144,105
C. The total amount to be expended during the
ensuing fiscal year for payment obligations under
all lease-purchase agreements other than those
involving real property D. The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal terms 0-
171
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rrmrnaT t?nan rmiTTmrcury
BUDGET UNIT TITLE AND NUMBER: rnnringonry __ ni _o9nn
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures.
In this proposed budget, this includes appropriations for points of issue.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 1,061,394 $ -0-
Capital/Credits
Gross County Cost 1,061,394 -0-
Revenue
Net County Cost $ 1,061,394 $ -0-
Budget Positions
SUMMARY OF CHANGES: Budget includes unallocated funds plus recommended
salary increase amounts of $715,854 for General Fund, $79,518 for Computer
Services, and $92,134 for Health Fund.
This represents a 4.5% salary increase, plus an increase of $30/month for
health insurance. $30,000 is budgeted as a contingency for FLSA overtime.
A total of $143,888 remains unallocated.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Use of funds and recommended salary
adjustments are policy issues for the Board.
BOARD ACTION: Board approved salary adjustments and allocated other
resources as specified in individual budget units.
172
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRANSVPRS
BUDGET UNIT TITLE AND NUMBER: Aram Aganry nn Aging Tranefer __ ni _ecin
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging
Program (HRD) .
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
_ Services/Supplies $ 10,756 $ 11,844 $ 11,190 $ 11,190
Capital/Credits
Gross County Cost 10,756 11,844 11,190 11,190
Revenue
Net County Cost $ 10,756 $ 11,844 $ 11,190 $ 11,190
Budget Positions
SUMMARY OF CHANGES: The budget of $11,190 reflects the local match for
administration of $48,000 for the Area Agency on Aging. Program dollars
amounting to $225,000 are in the HRD program budgets. Recommend funding due
to level of Federal funds and value of program.
OBJECTIVES: See Human Resources budget detail.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
See HAD budget detail.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
173
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME. TRANSFFRS
BUDGET UNIT TITLE AND NUMBER: Hamlrh n.r.rrmanr Trancfar __ (11_RSln
DEPARTMENT DESCRIPTION: General Fund subsidy to the Health Department
operations.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 876,570 $ 950,345 $ 1,018,960 $ 1,166,430
Capital/Credits
Gross County Cost 876,570 950,345 1,018,960 1,166,430
Revenue
Net County Cost $ 876,570 $ 950,345 $ 1,018,960 $ 1,166,430
Budget Positions
SUMMARY OF CHANGES: Budget reflects a base contribution of $1,166,430. See
Health Fund Budget for details.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: See Health Fund Budget for details.
174
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TPANSPPPc
-- BUDGET UNIT TITLE AND NUMBER: Mnrnr Pnnl Trnnefar __ (11 -951(1
DEPARTMENT DESCRIPTION: General Fund subsidy to the Motor Pool equipment.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 150,000 $ 150,000
Capital/Credits
Gross County Cost 150,000 150,000
Revenue
Net County Cost $ 150,000 $ 150,000
Budget Positions
SUMMARY OF CHANGES: Budget reflects a base contribution of $150,000 for
equipment purchases.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
175
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRAMRPrPc
BUDGET UNIT TITLE AND NUMBER: NR11 - TndirPrt Cris c Tr,1nc.Pr _ _ n1 -451n
DEPARTMENT DESCRIPTION: County subsidy to HRD and Headstart to cover
indirect costs of these programs .
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies -0- $ 119 ,347 $ 167,842 $ 94 , 327
Capital/Credits
Gross County Cost 119,347 167 ,842 94, 327
Revenue
Net County Cost $ 119, 347 $ 167 ,842 $ 94,327
Budget Positions
SUMMARY OF CHANGES: Based upon the 1989 indirect cost plan.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Based upon 1989 cost plan and decision to reduce subsidy by
$110,000, this budget was reduced by $73 ,515.
176
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRANCFFRc
BUDGET UNIT TITLE AND NUMBER. Ink n4"nretnn Tr=ncfPr __ nl _q 51f1
DEPARTMENT DESCRIPTION: General Fund transfer of pass-through dollars to
HRD.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 345,730 $ 300,000 $ 0 $ 0
Capital/Credits
Gross County Cost 345,730 300,000 0 0
Revenue 345,730 300,000 0 0
Net County Cost $ -0- $ 0- $ 0- $ -0-
Budget Positions
SUMMARY OF CHANGES: Past funding reflects level of State reimbursement for
Job Diversion Program, passed through the General Fund to HAD. With the
elimination of Welfare Diversion, these funds have been eliminated.
OBJECTIVES: See Human Resources Budget for details.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
177
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRAMSFFRS
BUDGET UNIT TITLE AND NUMBER. Tnh rnvrnty Trancfar ni -941 n
DEPARTMENT DESCRIPTION: General Fund transfer of pass-through dollars to
HRD.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 80,000 $ 80,000 $ 0 $ 0
Capital/Credits
Gross County Cost 80,000 80,000 0 0
Revenue
Net County Cost $ 80,000 $ 80,000 $ 0 $ 0
Budget Positions
SUMMARY OF CHANGES: Past funding reflects $80,000 for the Human Resources
Job Diversion Program's credit for reducing AFDC costs. With the elimination
of Welfare Diversion, these funds have been transferred to Social Services.
OBJECTIVES: See Human Resources Budget for detail.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
178
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181
ROAD AND BRIDGE FUND SUMMARY
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.
Property taxes are up $172,994 or 5% with SOT estimated at $1,120,000, up
$50,000. Grazing Act funds are up $13,500. Special budget projects include
$304,000 for Bridge 1/36, $304,000 for Bridge 19/68, $190,400 for Bridge
47/54, $202,000 for Bridge 8/51, $267,600 for Bridge 78/13, and $202,000 for
80/17. Highway Users' Funds are budgeted at $4,741,000 up $400,000 due to
HB1012. All other revenues are unchanged. Fund balance is estimated at
$1,165,000. Overall revenues are down due to the completion of Bridge 58/97A
which amounted to $1,825,600 in federal revenue in 1990.
The resources for 1991 are $12,786,973, of which $1,165,000 is from the fund
balance. Of the fund balance, $165,000 is attributed to carry over from
bridge projects. The salary increases total $97,546. Operating service and
supply line items have been increased by $12,832. Municipal shareback is
funded at $806,991.
Bridge 58/47A (East 18th Street over Platte River) was completed in 1990.
Therefore, that major line item allows an increase in contract payments and
asphalt purchases. There are six state bridge grants totalling $2,020,000
with corresponding revenues of $1,616,000 shown in 11-0001-3352. No federal
bridge grants are budgeted. Contract payments are funded at $1,811,147 which
is up $380,528 over 1990. Asphalt purchases are budgeted at $1,600,000 up
$200,000 from last year. Overall resources for road repair and upgrades are
up a total of $580,528 for 1991.
Board budget policies on amount of funds to be spent on gravel program,
patching, and contract construction need to be addressed by the Board. Once
final funding levels are determined, the Board needs to prioritize specific
projects to be accomplished in 1991.
182
CONCERNING LOCAL ACCOUNTABILITY
Egg MONEY USED FOR HIGHWAY PURPOSEg
In accordance with Section 29-1-110, CRS, 1973, Weld County, at a public
hearing on the budget, must discuss the proposed use of its allocation of
highway users tax fund moneys and the County road and bridge fund and provide
an opportunity for any elector to be heard on the expenditure of such moneys
for the current year and for the fiscal year governed by the proposed budget.
The proposed use of the 1991 allocation of highway users tax fund moneys and
County road and bridge fund are as follows:
Maintenance of Condition $ 2,049,758
Bridge Construction/Repair 300,000
Administration 223,655
— Maintenance Support 988,716
Bridges:
1/36 304,000
19/68 304,000
8 348,000
47/54 190,400
78/13 267,200
80-1/2/17 202,000
Overlays, reconstruction,
chip and seal projects 1.178.871
TOTAL S 6.356.600
183
CONSTRUCTION BIDDING FOR
STATE-FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701-707 cities or counties of 30,000 persons
or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using
Highway Users Tax Fund moneys (state funded projects) , and are prohibited
from dividing projects into two or more projects to evade provisions of the
act.
"State-funded public project" means any construction, alteration, repair,
demolition, or improvement by any agency of local government of any land,
structure, facility, road, highway, bridge, or other public improvement
suitable for and intended for use in the promotion of the public health,
welfare, or safety and any defined maintenance project, which are funded in
whole or in part from the highway users tax fund and which may be reasonably
expected to exceed one hundred fifty thousand dollars in the aggregate for
any fiscal year.
"Defined maintenance project" means any project that involves a significant
reconstruction, alteration, or improvement of any existing road, highway,
bridge, structure, facility, or other public improvement, including but not
limited to repairing or seal coating of roads or highways or major internal
or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as
snow removal, minor surface repair of roads or highways, cleaning of ditches,
regrading of unsurfaced roads, repainting, replacement of floor coverings,
or minor reconstruction or alteration of existing structures.
Based upon the above definitions Weld County's Road and Bridge 1991 budget
would be allocated as follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Bridge Construction $ 1,009,174 $ 300,000 $ 709,174
Maintenance of condition 2,049,758 2,049,758 0-
Maintenance Support 988,716 988,716 0-
Trucking 1,091,373 0- 1,091,373
Mining 881,306 0- 881,306
Administration 223,655 223,655 0-
Municipalities 806,991 0- 806,991
Public Works:
Damages 500 -0- 500
Bridges 2,037,353 1,615,600 421,753
MV 50,000 -0- 50,000
Part time 237,000 -0- 237,000
Asphalt 1,600,000 0- 1,600,000
Contract 1.811.147 1.178.871 632.276
512.786.973 L6.356.600 S 6.430.373
184
Based upon the above allocation Weld County, at a minimum, must competitively
— bid out bridge projects totalling $2,037,353 and contracts for overlays,
reconstruction and chip and seal of $1,178,871. However, it is anticipated
that in addition the minimum required by law that Weld County will bid out
$1,600,000 in asphalt purchases and another $631,813 for overlays,
reconstruction, and chip and seal coats for a total of $8,522,824 in bid
projects for 1991.
1991 maintenance of effort requirement is $4,868,230. It will be met by the
following local revenue sources:
Property Tax $ 3,632,873
Specific Ownership Tax 1,120,000
Other Transfers/
Reimbursements 150.000
TOTAL S 4,902.873
185
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188
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: unan ANn RRrnnr
BUDGET UNIT TITLE AND NUMBER: Nnn_nornrrmonral Rovon„o __ ii _nnm
DEPARTMENT DESCRIPTION: Revenue generated by Road and Bridge Fund.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits
Gross County Cost
Revenue $ 9,257,654 $12,489,079 $11,621,973 $11,621,973
Net County Cost
Budget Positions
SUMMARY OF CHANGES: Property taxes are up $172,994 or 5% with SOT estimated
at $1,120,000, up $50,000. Grazing Act funds are up $13,500. Special bridge
- projects include $304,000 for Bridge 1/36, $304,000 for Bridge 19/68,
$190,400 for Bridge 47/54, $202,000 for Bridge 8/51, $267,600 for Bridge
78/13, and $202,000 for 80/17. Highway Users' Funds are budgeted at
$4,741,000 up $400,000 due to HB1012. All other revenues are unchanged.
Fund balance is estimated at $1,165,000. Overall revenues are down due to
the completion of Bridge 58/97A which amounted to $1,825,600 in federal
revenue in 1990.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
189
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Rnnn nun Rarnr.F
BUDGET UNIT TITLE AND NUMBER. RriAge nvner:-,,,.rtnn __ 11 _'1119
DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridges in the County.
Constructs approximately 20 small new bridges each year.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 333,020 $ 344,493 $ 344,493 $ 368,315
Services/Supplies 671,894 641,683 641,683 641,683
Capital/Credits (714) (824) (824) (824)
Gross County Cost $1,004,200 985,352 985,352 1,009,174
Revenue
Net County Cost $1,004,200 $ 985,352 $ 985,352 $1,009,174
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: All items are at 1990 budget levels except salaries were
increased $23,822.
OBJECTIVES: 1) Rebuild the old, deteriorated bridges; 2) Repair the bridges
and culverts so that the general public can travel safely over them; 3)
Perform miscellaneous projects for the Road and Bridge Department; 4) Assist
with snow removal on the County road system.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Borrow Ditch Cleaning 99 100 100
New bridges 29 25 25
Repair on bridges 94 90 85
Culverts (4' and larger) 17 15 15
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
190
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: unAn Amn RRTnnp
BUDGET UNIT TITLE AND NUMBER: Nninran,nra of enndirinn _. 11 _'116)
DEPARTMENT DESCRIPTION: Fleet of 37 motorgraders that are responsible for
the upkeep of all gravel roads in Weld County (approximately 2,100 miles) ,
clearing debris from borrow pits to eliminate obstruction of drainage of
water from County rights-of-way; blade patches roads; and snow removal.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
-_ Personnel $ 955,442 $ 980,306 $ 980,306 $1,030,284
Services/Supplies 976,237 1,016,842 1,020,674 1,020,674
Capital/Credits (1,503) (1,200) (1,200) (1,200)
Gross County Cost 1,930,176 1,995,948 1,999,780 2,049,758
Revenue
Net County Cost $1,930,176 $1,995,948 $1,999,780 $2,049,758
Budget Positions 38 38 38 38
SUMMARY OF CHANGES: There is an increase in Utility Services due to an
increase from the Utility Company ($3,832) . Salary increases totalled
$49,978. No other changes.
OBJECTIVES: 1) Maintain road traffic safely year around to the best of our
ability, given the funds available.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Grading gravel roads, sub-
divisions; snow plowing
and upgrading various roads 2,818 Miles 2,818 Miles 2,818 Miles
Preparing asphalt roads for
paving; snow plowing of
asphalt roads, subdivisions 515 Miles 515 Miles 515 Miles
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
191
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: imam awn nornwo
BUDGET UNIT TITLE AND NUMBER: Mninrananra ¢vppntt __ 11 _11t1
DEPARTMENT DESCRIPTION: Performs administrative and supervisory work to
assure the fabrication, installation, and maintenance of traffic control
devices in the county; uses pavement markings as an effective method of
conveying regulatory or warning information; barricades hazards created by
construction, maintenance activities, and emergency situations. Cleans and
maintains culverts.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 436,679 $ 431,294 $ 431,294 $ 436,503
Services/Supplies 392,971 542,213 552,213 552,213
Capital/Credits (812) 0 0 0
Gross County Cost 828,838 973,507 983,507 988,716
Revenue
Net County Cost $ 828,838 $ 973,507 $ 983,507 $ 988,716
Budget Positions 16 16 16 16
SUMMARY OF CHANGES: Repair and Maintenance Services increase of $10,000 is
for the non-contract items such as the laydown machine, etc. Salaries were
increased $5,209. All other line items remain unchanged.
OBJECTIVES: 1) Assure safe travel for the general public by maintaining
clearly-marked roads and bridges, along with responding to the culverts,
cattleguards, and potholes on both asphalt and gravel roads; 2) Assist with
the plowing of snow and cindering of County roads.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Miles striping or paint 1,064 Miles 1,264 Miles 1,264 Miles
New signs and new installed
signs 2,658 Signs 2,658 Signs 2,658 Signs
Asphalt machine patch and
overlay 98,348 Tons 95,000 Tons 60,000 Tons
Culverts (new and repaired) 372 350 300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change. -
192
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: enAn Awn xuTnry
BUDGET UNIT TITLE AND NUMBER: TrnrVing .. 11 -11AS
DEPARTMENT DESCRIPTION: Is responsible for hauling dirt, gravel, and asphalt
to job sites.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 417,157 $ 428,723 $ 428,723 $ 444,810
Services/Supplies 566,622 647,193 647,193 647,193
Capital/Credits (675) (630) (630) (630)
Gross County Cost 983,104 1,075,286 1,075,286 1,091,373
Revenue
Net County Cost $ 983,104 $1,075,286 $1,075,286 $1,091,373
Budget Positions 14 14 14 14
SUMMARY OF CHANGES: All items are at 1990 budget levels, except salaries are
up $16,087.
OBJECTIVES: 1) Gravel and maintain good, sound roads for the general public
and upgrade roads for gravel; 2) Haul all asphalt for overlay, major patch
work, and clearing roads of snow in the winter.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Asphalt 73,882 Tons 70,000 Tons 60,000 Tons
Miles of road graveled 478 Miles 350 Miles 350 Miles
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
193
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: ;man AND RarnrF
BUDGET UNIT TITLE AND NUMBER. Miring __ ll .'11A4
DEPARTMENT DESCRIPTION: Is responsible for mining, crushing, and screening
of gravel in the County owned quarries.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 321,835 $ 327,932 $ 327,932 $ 323,725
Services/Supplies 481,165 559,199 558,199 558,199
Capital/Credits (681) (618) (618) (618)
Gross County Cost 802,319 886,513 885,513 881,306
Revenue
Net County Cost $ 802,319 $ 886,513 $ 885,513 $ 881,306
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: Decrease in Building and Grounds charges by $1,000 due
to historical utilization. Salaries are down $4,207. No changes in any of
the other line items.
OBJECTIVES: 1) Maintain an adequate supply of gravel as needed for all
departments within Road and Bridge, including the need for gravel on roads
throughout the County and for major upgrades on County roads.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Crushed gravel 292,806 Tons 250,000 Tons 250,000 Tons
Screened gravel 228,190 Tons 200,000 Tons 200,000 Tons
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
194
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME. unan nail RRTIN:F
BUDGET UNIT TITLE AND NUMBER. Adminicrrmr4em _. 11 _41Rn
DEPARTMENT DESCRIPTION: Directs the activities of Road and Bridge as
necessary; coordinates complaints; and maintains cost accounting records on
projects.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 186,480 $ 198,480 $ 198,480 $ 205,137
Services/Supplies 15,683 15,373 15,373 19,118
Capital/Credits (1,333) (600) (600) (600)
Gross County Cost 200,830 213,253 213,253 223,655
Revenue
Net County Cost $ 200,830 $ 213,253 $ 213,253 $ 223,655
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: No changes from 1990 budget, except salaries are up
$6,657 and phone costs are up $3,745.
OBJECTIVES: 1) Keep the general public satisfied regarding the condition of
the roadways and the efficiency of the operation; 2) Try and find solutions
to any problems that may arise within the Road and Bridge Department.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
195
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: pnGn stun Rprnrr
BUDGET UNIT TITLE AND NUMBER: nrhar pnhlir Wnrlre -- 11 -11"
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All
contract payments for bridge grants and road construction projects and
asphalt material for the blade patch program are included in this budget
unit.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 279,487 $ 237,000 $ 237,000 $ 237,000
Services/Supplies 3,656,529 6,609,810 6,609,853 5,499,000
Capital/Credits
Gross County Cost 3,936,016 6,846,810 6,846,853 5,736,000
Revenue
Net County Cost $3,936,016 $6,846,810 $6,846,853 $5,736,000
Budget Positions
SUMMARY OF CHANGES: Bridge 58/47A (East 18th Street over Platte River) was
completed in 1990. Therefore, that major line item allows an increase in
contract payments and asphalt purchases. There are six state bridge grants
totalling $2,020,000 with corresponding revenues of $1,616,000 shown in 11-
0001-3352. No federal bridge grants are budgeted. Contract payments are
funded at $1,811,147 which is up $380,528 over 1990. Asphalt purchases are
budgeted at $1,600,000 up $200,000 from last year. Overall resources for
road repair and upgrades are up a total of $580,528 for 1991.
OBJECTIVES: 1) This budget unit provides for hourly workers, road and bridge
contracts, bridge grants, and purchases of asphalt for road repairs.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY _
Miles road rehab contracts 53.8 62 60
Bridge contracts 5 3 3
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Specific
projects need to be determined by Board for contract services.
BOARD ACTION: Contract services were reduced by $61,381 due to municipal
shareback amount increasing and phone costs going up $3,745 in
Administration. _
196
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: ran 'tun RFrnCF
BUDGET UNIT TITLE AND NUMBER: Creme-in-aiA nn ritioe S Tnwnc __ ii _Anin
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, CRS, 1973, 50%
of the mill levy collected by the County on assessed values within
incorporated municipalities to maintain county roads is paid to
municipalities.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits $ 784,662 $ 745,610 $ 745,610 $ 806,991
Gross County Cost 784,662 745,610 745,610 806,991
Revenue
Net County Cost $ 784,662 $ 745,610 $ 745,610 $ 806,991
Budget Positions
SUMMARY OF CHANGES: Final assessed value of municipalities ($448,203,820)
with the final mill levy (3.601) result in total grant of $806,991 per state
law.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Statutory
requirement.
BOARD ACTION: Increased $61,381 based upon final assessed value and mill
levy.
197
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Anon Anm Rurncr rnwn
BUDGET UNIT TITLE AND NUMBER. r ntingonry
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 97,546 $ -0-
Services/Supplies
Capital/Credits
Gross County Cost 97,546 -0-
Revenue
Net County Cost $ 97,546 $ -0-
Budget Positions
SUMMARY OF CHANGES: Budget includes recommended salary increase amount of
$97,546, which is 4.5% for all positions. In addition, health insurance has
been increased $30/month.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED -
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended salary adjustments are
policy issues for the Board.
BOARD ACTION: Salary increases were granted and funds allocated to the
respective budget units.
198
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SOCIAL SERVICES FUND SUMMARY
The Department of Social Services is requesting a substantial increase for
the 1991 budget. This requested increase -- in combined Federal, State and
County funding -- amounts to $1,651,885 or plus 11.4%.. The County share
increase, versus that approved in 1990, is $305,816 or plus 11.0%.
Comparisons Total Dollars County Share
1990 Budget $ 14,478,300 $ 2,773 ,834
1991 Budget 16.130,185 3 ,079,650
Dollar Change $ 1,651 ,885 $ 305 ,816
Percent Change 11.4% 11 .0%
Over the past several years , Weld County has had relatively stable Social
Service caseloads and expenditures. Recent caseload trends indicate this
will not be so for 1991.
The major reasons for caseload and cost growth are:
. The Aid to Families with Dependent Children category is growing
substantially in caseload and cost. As of May, 1990 there has been a
25%, growth in money payment AFDC cases. Continued growth is expected
through 1991. The new Jobs Opportunities and Basic Skills (JOBS)
Program may have long term potential to favorably impact this category.
If so, it will need a stronger effort in the State than is now being
provided. The loss of Weld' s Job (Welfare) Diversion Program, which
focused on more immediate job placement, is the most significant reason
for growth in this category. The two-parent (AFDC-U) program returns
as a category effective October 1, 1990.
. Continued rapid growth in AFDC Medicaid cases is also expected. In an
effort to provide medical coverage for low income households,
particularly those with young children and pregnant mothers, eligibility
rules have been eased to cover more households.
. Child (Day) Care is expected to continue its steady growth both in
caseload size and cost. Congress is presently considering major Day
Care legislation. If the decision is to expand the government role
through Title XX, program load and cost will be significantly expanded
in 1991.
. Marginal growth is expected for Child Foster Care both in number of
children in placement and cost. However, the financing scheme is
changing to the detriment of larger counties that have remained within
their state budget allocation. It appears that any statewide Foster
Care spending deficit will be shared among all large counties , including
those that stay within their budget. Based on prior year' s experience,
this penalty in County dollars could be approximately $70,000 to $80,000
for Weld.
202
. Other programs are expected to be relatively stable. Adjustments -- up
and down -- are requested to "fine tune" for 1991. The "General
Assistance" category will present several opportunities for the Board
to review and make policy decisions.
. For 1991, we expect the County General Fund will receive approximately
$160,000 in child support incentive revenue from the State. Revenue
from the State County Contingency Fund is more speculative but estimated
to be approximately $50,000 for 1991.
Administration: The Department request anticipates a 5% compensation
adjustment to the compensation plan to keep Department of Social Services
staff aligned with other County employees . Weld County Department of Social
Services employees outside of steps 9-13 would remain "frozen" in
compensation.
Caseload and program growth has increased the workload of staff to the point
where additions are necessary to meet work expectations. The Department of
Social Services' request includes 4.5 additional staff -- two in child
support, one in bookkeeping, one for the AFDC Program and a half-time
caseworker for Foster Care. If approved by the Board, these employees would
not be hired unless the State provided allocation was sufficient to provide
Federal/State matching funds. Approval of the added positions is a policy
issue for the Board of County Commissioners.
The Department of Social Services will have established a Fort Lupton branch
in early July. Service to South County will emphasize child protection,
public assistance, AFDC, and Medicaid application screening, and
investigations .
In summary, this request reflects a substantial increase in cost as the trend
is likely to be continued growth in the AFDC and Medicaid Programs . Foster
Care for children, although not expected to show but marginal growth, is
likely to experience some cost shift to the County. Caseload and program
growth has increased the administration load upon staff to the point that
some specific additions are necessary to maintain capacity to meet work
expectations.
203
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WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
_ 1991 ESTIMATED REVENUE
Federal/State County Total
Aid to Families with Dependent
Children $ 4,720,000 $1,180,000 $ 5,900,000
Aid to Needy Disabled 480,000 120,000 600,000
Aid to the Blind 5,200 1,300 6, 500
Medicaid Transportation 5,000 0- 5,000
General Assistance 0- 112,000 112,000
Low Income Energy Assistance 650,000 0- 650,000
Old Age Pension 1,638 ,000 12,000 1,650,000
Foster Care 1,660,000 415,000 2,075,000
Day Care 772,000 193,000 965 ,000
Administration:
Regular 2,539, 322 825,332 3,364,654
Child Support 383 ,213 206,018 589,231
Job Opportunities and Basic
_ Skills (JOBSO - Adm. ) 135,000 15,000 150,000
Low Income Energy Assistance 62 ,800 0- 62,800
$13,050,535 S 3.079.650 $16,130.185
REVENUE SOURCE:
Federal/State Reimbursements $13,050,535
County Specific Ownership Tax 180,000
County Property Tax 2,899 ,650
TOTAL REVENUE $16. 130.185
209
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210
WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
MANDATED FEDERAL AND STATE PROGRAMS
_ Assistance Payments Programs: Most Assistance Payments programs are mandated
by Federal and/or State law and regulations. Consequently, local government
is limited as to what can be done to limit or reduce costs for these
programs.
Federally State County
Mandated Mandated Cost Share
Aid to Families with Dependent Children X X 20%
_ Aid to the Needy Disabled - SSI X X 20%
Aid to the Needy Disabled - State X 20%
Low Income Energy Assistance X X 0%
Old Age Pension X X 0-
General Assistance* Optional Optional 100%
* State law allows counties the option of having a General Assistance
- program and, if established, to determine benefit levels.
Social Service Programs: Social Service programs administered by the Weld
County Department of Social Services are mandated by State law. However,
local government does have a higher degree of management flexibility with
these programs.
Federally State County
Mandated Mandated Cost Share
Child Protection - Casework Services X 20%
Youth Services - Casework Services X 20%
Foster Care X 20%
Day Care X 20%
Administration: Major costs cover direct Service and Assistance Payments ,
administrative staff, as well as related overhead costs.
The Colorado State Department of Social Services provides administrative
allocations for personnel, operating, equipment, travel, and office space.
Expenditures are reimbursed, approximately 76%, within these annual
allocations. However, allocations are grossly insufficient in cost areas
such as office space and data processing.
Child Support (IV-D) administrative costs are reimbursed at a 65% rate.
Although there is no specific dollar allocation provided by the State, major
expenditures including the addition of staff must be cleared with the State.
The Local Income Energy Assistance Program (LEAP) administration is provided
with an allocation or limit. Expenditures within this allocation are 100%
reimbursed.
211
The County has discretion in the level of staffing it decides to have, the
compensation plan option within the Colorado Merit System, and at least to
some extent, administrative operating costs.
Weld County historically has spent less on administrative expenses, i.e. ,
staff and overhead, than other large county social service departments.
212
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SnrTAT CFPVTCFS
BUDGET UNIT TITLE AND NUMBER: Pagnlar AAminietratinn -- 19-6L1n
DEPARTMENT DESCRIPTION: Administration of Social Service and assistance
payment programs. 80% State and Federal funded, and 20% County funded.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $2,510,722 $2,662,600 $2,734,700 $2,734,700
Services/Supplies 542,185 547,600 624,150 629,954
Capital/Credits
Gross County Cost 3 ,052,907 3,210,200 3,358,850 3,364,654
Revenue 2,259,151 2,375 ,548 2, 535 ,549 2,539, 322
Net County Cost $ 793,756 $ 834,652 $ 823,301 $ 825 , 332
Budget Positions 93.0 94.5 97.0 97.0
SUMMARY OF CHANGES: The 1991 request reflects an average compensation plan
COLA increase of 5% to maintain approximate parity with other County
employees. WCDSS employees within steps 9-13 may also qualify for Merit
increases.
The Department is requesting 2.5 additional staff to maintain capacity to
handle the growth in Department programs. This assumes that the CCDSS will
provide sufficient matching funds in the County' s 1990-91 Administrative
_- Allocation. Service contracts have been increased by +4% to reflect
inflation for 1991.
An increase of 5% is budgeted for the non-profit Child Abuse Resource and
Education Agency ($32,400) .
Office space of $123,000 in 1991 reflects an upward adjustment from $117,000
for adding the Fort Lupton branch office. (The State will reimburse
approximately half of this cost.)
Equipment: "Small" equipment items of less than $500 in value are included
in office supplies. The Department is requesting the purchase of shelving
($2,400) and a burster ($1,250) for 1991. Equipment is reimbursed 80% by
the State. The Department suggests the County evaluate the need for an
industrial size paper shredder to destroy confidential papers and to recycle
the waste. A shredder of large capacity may be cost effective for
Departments to share.
Other accounts reflect small adjustments.
213
Request for Additional Staff -- (assumes that 80% matching funds are
available in 1990-91 State Allocation)
A. One Income Maintenance Technician -- Justification: Added Medicaid
programs such as "Baby Care" which provides prenatal care for low income
households that fall within 133% of Federal Poverty Standard. Medicaid
only caseload has grown four fold in one year (from 61 to 226
households, 5/31/90) . Anticipate many more will qualify with community
groups involved in outreach efforts. In addition AFDC caseload is in
growth mode.
Cost with Fringe: $18,500
B. One Accounting Clerk -- Justification: Added program reporting,
accounting, and monitoring requirements imposed by the State for Public
Assistance and Medicaid Programs. In addition, more monitoring
recommended by County auditors. Present staff at capacity.
Cost with Fringe: $15,200
C. Half-Time Caseworker, to assist in Foster Care Recruitment, studies,
supervision, training and monitoring. Justification: Currently, the
Department covers the above listed responsibilities with a half-time
caseworker, "Foster Care Coordinator" . The Department has experienced
more abuse/neglect complaints that involve foster parents . In addition,
the Department needs to make a stronger effort to recruit, study and
train more "family" foster care providers to provide alternatives to
more costly placements. These responsibilities can be more effectively
handled with two, half-time staff available.
Cost with Fringe: $11,000
Total for 2.5 added FTE $44,700
Total County Share (20% 8,940
OBJECTIVES: Administer Federal/State/County public assistance and social
services programs. Approximately 39 staff provide direct child protection,
adult protection and youth services. The remaining staff (55) determine
eligibility for public assistance and provide support services such as
bookkeeping/accounting. The State reimburses 80% of personnel service costs
within the State Allocation. However, the actual "effective" rate
approximates 75% as the State has limited reimbursement on overhead costs.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
214
FINANCE/ADMINISTRATION RECOMMENDATION: Additional position requests of 2. 5
FTE are policy issues for the Board. Additional Account Clerk is not
recommended based upon workload compared to other fiscal activities in the
County. The 1.0 FTE Income Maintenance Tech and .5 FTE Caseworker are
service level expansion questions that are policy issues. Net County cost
for 2.5 FTE's is $8,940.
BOARD ACTION: Board authorized computer charge increase of $5,804. Board
froze new positions until State approves State funding.
215
BUDGET UNIT SUN ARY
AGENCY/DEPARTMENT NAME: cnrTnl crvirrrrc
BUDGET UNIT TITLE AND NUMBER: rhilA c„rrnrr (Tti_n) __ 11_L1,11
DEPARTMENT DESCRIPTION: County participation in nationwide child support and
parent location program. 75% funded by State/Federal governments. The
objective is to obtain Child Support revenue for dependent children, so as
to offset part of the AFDC costs.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 360,044 $ 397 ,600 $ 427,700 $ 427 ,700
Services/Supplies 143,362 159,700 159,400 161,531
Capital/Credits
Gross County Cost 503,406 557,300 587,100 589,231
Revenue 327 ,213 367,818 381,615 383,213
Net County Cost $ 176,193 $ 189 ,482 $ 205,485 $ 206 ,018
Budget Positions 16 17 19 19
SUMMARY OF CHANGES: The Child Support caseload continues to grow as the
emphasis to improve collections and to expand services to "non-welfare" cases
continues . Effective 4/90 the State policy changed to implement an
"administrative process" that allows the Department to enforce child support
collections short of going to court in many cases. This should increase
collections and reduce or limit attorney costs. The department is requesting
the addition of 2.0 FTE to improve collections and to handle the increasing
caseload.
Attorney service costs have been decreased slightly (from $75,000 to $70,000)
as a favorable impact of the new administrative process.
A 5% compensation plan increase is anticipated for Child Support Staff.
The Department estimates that Child Support incentive money, based on WCDSS
collection efforts, will be $160,000 for 1991. This revenue is made
available to the County General Fund.
216
Reouest for Additional Staff:
A. 1.0 Legal Technician II -- Justification: Need to increase collections
that will help lower cost of the AFDC program and increase "incentive"
for County. Although not a precise prediction, recent State reports
indicate that each Child Support FTE brings in the equivalent of $20,500
in collections. (This ratio needs to improve. ) The present caseload
per IV-D FTE is 355 households .
Cost with Frinee: $18,500
B. 1.0 Clerk III -- Justification: Added State procedures and reports ; the
complexity of the new State automated system (ACSES) , and the growth in
caseload warrant the addition of clerical support. Each IV-D FTE brings
in approximately $20,500 in collections.
Cost with Frinee: $17,500
OBJECTIVES: Obtain Child Support payments for AFDC and "non-welfare"
household. Child Support collections lowers the cost of the AFDC program,
helps to keep other households self-sufficient, and provides "incentive"
revenue for the County General Fund. Administrative costs cover compensation
- for collectors (Legal Technicians) , parent locators, attorney, process
service and overhead costs. The Federal government reimburses 65% of these
overhead costs.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
AFDC Households (Current/
Past) 4,500 4,700 4,850
Non-Welfare Households 1,000 1,570 1,700
FINANCE/ADMINISTRATION RECOMMENDATION: Addition of additional 2.0 FTE' s is
a policy issue regarding expansion of level of services. This department has
gone from 12 FTE in 1988 to a request of 19 FTE in 1991. Net county cost is
$12,600.
BOARD ACTION: Board authorized new position requests and increased computer
charges by $2,131.
217
BUDGET UNIT SUMARY
AGENCY/DEPARTMENT NAME: cnrTaT cr:rlvTrvc
BUDGET UNIT TITLE AND NUMBER: nananal Accietanon
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants
for Federal/State categorical assistance programs and provides help for some
medical indigents. Totally funded by County.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 92 ,455 $ 106,000 $ 112 ,000 $ 112 ,000
Capital/Credits
Gross County Cost 92,455 106,000 112,000 112,000
Revenue
Net County Cost $ 92,455 $ 106,000 $ 112,000 $ 112,000
Budget Positions
SUMMARY OF CHANGES: Increases requested from "Kind" ($5,000) and emergency
Dental Care ($1,000) due to anticipated increased need and requests , $40,000
budgeted for A Woman's Place remains a Board policy decision as to the
subsidy's continuation.
OBJECTIVES: Provide temporary, emergency assistance for applicants who are
recipients of public assistance programs. Funded 100% by the County.
Discretionary (non-mandated) program.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a - See Attached
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
218
WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
G E N ERA L ASSISTANCE
DESCRIPTION OF CATEGORIES AND ELIGIBILITY CRITERIA
KIND/EODS: Emergency shelter/rent assistance - one month only, for
those applicants who are 30 days or more in arrears,
homeless and/or evicted from prior residence. Utility
payments - limited to shut-o£f situations, only when all
other programs such as LEAP have been utilized or are
unavailable and/or out of funds. Transportation
assistance - only in emergencies, to obtain employment
(verified) elsewhere or to return to permanent residence.
(Limited to households with dependent children. )
DOMESTIC VIOLENCE: Assistance/temporary residence at A WOMAN' S PLACE - for
persons and/or children in physical danger from spouse,
who have no other alternative for food/shelter, and no
- access to funds. Victims of, or threatened with,
violence from spouse/partner. Reimbursement limited to
fourteen (14) days.
VISION CARE: (Contract) - to provide for disabled/elderly persons and
adults (who have dependent children) who are not covered
by MEDICAID. Exams and glasses, repairs - provided by
prior authorization by Social Services staff/
technicians. There is a co-pay requirement - $5 toward
the examination and $5 toward the cost of the
glasses/frames.
DENTAL CARE: Emergency only, adults only - benefit limited, and there
is a co-pay requirement of 10% of total charges. All
"routine" dental needs to be referred to local,
federally-funded Health Centers or Clinics. Eligibility
is verified before services are provided/billed.
(Contract) .
BURIAL: Coverage limited to State burial/funeral maximum.
Approval must be obtained before final arrangements are
made. Mortuary to obtain any available funds and bill
Social Services for net amount.
PRESCRIPTIONS: Emergency provision of medications - limited to one
month's supply. Non-emergent inquiries for help are
referred to local, federally-funded Health Centers or
Clinics.
219
WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
1991 GENERAL ASSISTANCE
1989 1990 1990 1991
ACCOUNT ACTUAL ESTIMATE BUDGET REQUEST
Domestic Violence $ 40,000 $ 40,000 $ 40,000 $ 40,000
Kind 9,623 10,000 10,000 15 ,000
Vision Care 12,546 15,000 17 ,000 17 ,000
Dental Care 14,000 16,000 16 ,000 17 ,000
Burials 18,197 16,000 18,000 18 ,000
Prescription Drugs 3,431 5,500 5 ,000 5 ,000
Miscellaneous Refunds (5 , 342) 0 0 0
TOTAL S 92 ,455 $102, 500 $106 ,000 $112 ,000
REMARKS/ASSUMPTIONS :
o Domestic Violence (A Woman' s Place) - Policy decision as to how much to
contribute.
o Kind/Diversion - Federal (FEMA) funds continue to relieve pressure on requests
for emergency shelter. The reduced request assumes FEMA funds will be available
to the Department in 1990. Over-budgeted in 1989 .
o Vision Care - Increased service need for adults that have no other source for
glasses . Additional $2,000 requested will cover 14 more recipients at an average
cost of $70.00 per.
o Dental Care - Increased amount of $2,000 will cover an additional 40 patients
at $50.00 per patient. Department experiencing more requests for emergency
dental services.
o Burials - Unusually large number in 1989. Expect lesser number in 1990, but
this service will gradually increase.
o Prescriptions - Difficult use pattern to project. Amount requested is
approximately 5 year average.
220
BUDGET UNIT SUNMARY
AGENCY/DEPARTMENT NAME: cnrTAT crpvTrpc
BUDGET UNIT TITLE AND NUMBER: Ai ri rn rhP 19-"19
DEPARTMENT DESCRIPTION: Provides public assistance grant to eligible
_ recipients of the Federal/State Aid to the Blind program.
ACTUAL BUDGETED REQUESTED APPROVED
- RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 5,124 $ 7,000 $ 6,500 $ 6,500
Capital/Credits
Gross County Cost 5,124 7,000 6,500 6,500
Revenue 4,099 5,600 5,200 5,200
Net County Cost $ 1,025 $ 1,400 $ 1,300 $ 1,300
Budget Positions
SUMMARY OF CHANGES: Stable small caseload. Occasional unpredictable medical
(Aid to Blind Treatment) costs paid from this budget.
OBJECTIVES: Provides public assistance supplemental grant and Medicaid to
eligible recipients of Federal/State Aid to Blind program. County share is
20%.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caseload (Money Grant) 4 4 4
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
221
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: snrTAT crPv TrFS
Aid to Families
BUDGET UNIT TITLE AND NUMBER: with ❑Ppateintr chi T Arne __ 1 ?_[xL11
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients
of the AFDC program.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $4,317 ,784 $4,795,000 $5,900,000 $5,900,000
Capital/Credits
Gross County Cost 4,317 ,784 4,795,000 5,900,000 5,900,000
Revenue 3 ,454, 227 3 ,836,000 4,720,000 4, 720,000
Net County Cost $ 863,557 $ 959,000 $1,180,000 $1,180,000
Budget Positions
SUMMARY OF CHANCES: Continued substantial growth in this caseload expected
through 1991. Major contributions to this growth are the termination of the
County' s Welfare Diversion Program 12/89, the expansion of the AFDC Medicaid
Program and the return of coverage for AFDC for two-parent households, 10/90.
A COLA adjustment of 4% is expected 7/91.
OBJECTIVES: Provide assistance payments to eligible recipients of the AFDC
program. The average household is comprised of the caretaker mother and two
children. The average benefit payment approximates $333 per month, excluding
Food Stamps and Medicaid. The County contributes 20% of the cost of benefit
payments to recipients.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caseload by household
(average) 1,275 1,680 1,850
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
222
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: cnrTAT cr;Rvlrr:c
BUDGET UNIT TITLE AND NUMBER: A4 rY r., Mandy ni enhl od __ 11-6111h
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 471,930 $ 590,000 $ 600,000 $ 600,000
Capital/Credits
Gross County Cost 471,930 590,000 600,000 600,000
Revenue 377,544 467,500 480,000 480,000
Net County Cost $ 94, 386 $ 122,500 $ 120,000 $ 120,000
Budget Positions
SUMMARY OF CHANGES: Caseload expected to grow gradually through 1991,
particularly in "Medicaid Only" cases. COLA of 4% estimated effective 7/91.
Expect full 80% reimbursement for State in 1991.
OBJECTIVES: Provide money grants and Medicaid for eligible disabled. Except
for Home Care Allowances , 80% of money grant costs are reimbursed by State.
This program, for most recipients, serves as a supplement to the federal
Social Security program. Two categories of AND are provided -- one with
federal participation; the other "State" only.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Total Caseload (Money
Grant and Medicaid only) 1, 128 1, 200 1,300
Caseload - Money grant
Cases 465 500 540
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
223
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: gnrTAT erPvTrrs
BUDGET UNIT TITLE AND NUMBER: Fncrar rara of rhilAran - - 11-111115
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 hour care
family foster homes, group homes, and residential child care facilities .
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $1,774,393 $2,010,000 $2,075,000 $2,075,000
Capital/Credits
Gross County Cost 1,774,393 2,010,000 2,075,000 2,075,000
Revenue 1,419 ,514 1,608,000 1,660,000 1,660,000
Net County Cost $ 354,879 $ 402,000 $ 415,000 $ 415,000
Budget Positions
SUMMARY OF CHANGES: Foster Care placements expected to gradually increase
during 1991. Rate increase of 4.5% expected effective 1/91. (Expected rate
increase of 12% in 1990 did not materialize. 1990 consequently over-
budgeted. ) The cost and number of Foster Care Placement Alternatives
expected to be frozen effective 7/90. Effective with the State 1991 (7/90)
any statewide Foster Care spending deficit will be allocated to the larger
counties. For Weld this penalty could be approximately $80,000 in county
dollars.
OBJECTIVES: Placement of abused and neglected children and placement of
youths beyond the control of parents in substitute residential care.
Placements are made in family foster homes, group homes , and Residential
Child Care Facilities (RCCF) . Placement Alternative projects are designed
to divert children from residential placement.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average number of children
in placement 204 217 228
Average number of children
in "Alternatives" 82 99 100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
224
WELD COUNTY DEPARTMENT OF SOCIAL SERVICES
1991 CHILD PLACEMENT ALTERNATIVES BUDGET
1990 1991 Project
Budget Reauest Change
Partners Plus $130,000 $130,000 $ 0
Juvenile Diversion
(District Attorney) 70,000 72,000 2,000
- Therapeutic Foster Care 45,000 56,000 11,000
Department of Social Services
Support Staff 36,000 80,000 44,000
Day treatment 80,000 37 ,000 (43,000)
Parent Advocate Program 25 ,000 25.000 0
TOTAL - EXISTING PROGRAMS $386 ,000 $400,000 $ 14,000
Remarks:
. Placement Alternative projects are planned to reduce Foster Care placements
and/or limit the costs of those children that are placed. Project costs
are reimbursed 80% by the State within the Foster Care Allocation available.
Effective 7/90, it is expected that the State will freeze County
_ expenditures for Placement Alternative projects except for limited COLA for
staff. The requested budget takes this plan into consideration.
Other Significant Chanties:
. Therapeutic Foster Homes WCDSS Support Staff - The County increased the
number of child placements in this project and increased the staff from 1
to 2 FTE during 1990. The 1991 request reflects this change.
. Day Treatment -- Over budgeted for 1990. Placement resources or slots not
available in 1990. Reduced accordingly for 1991.
225
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SOrTnt CFRVTrFC
BUDGET UNIT TITLE AND NUMBER: Day rare -- 11-bA77
DEPARTMENT DESCRIPTION: Provision of day care service to licensed vendors for
children from Aid to Dependent Children and "income eligible" households.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 732,086 $ 834,000 $ 965,000 $ 965,000 _
Capital/Credits
Gross County Cost 732 ,086 834,000 965 ,000 965,000
Revenue 585,669 667,200 772,000 772,000
Net County Cost $ 146,417 $ 166,800 $ 193,000 $ 193,000
Budget Positions _
SUMMARY OF CHANGES: Prevailing rates charged by providers are expected to
increase through 1991. The new JOBS Program will rely on Day Care as a support
service. These reasons, along with more use of the regular "Income Status"
Program will increase participation and costs.
OBJECTIVES: Purchase Day Care services for eligible children from one parent,
low income households where parent is employed and is a JOBS (Work Program)
participant. Also, includes service for a small number of "Special Need"
children when child protection is a concern. The Department pays the prevailing
community rate for Day Care service.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average caseload - low
income employed one
parent household 329 380 440
"Special need" caseload 7 8 8
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. —
BOARD ACTION: No change.
226
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SprTAT 4FRVTrFc
BUDGET UNIT TITLE AND NUMBER: Mcairairi Trancpnrrorinn _. 11./1/11$
DEPARTMENT DESCRIPTION: Purchase of transportation for categorical recipients
to reach medical resources. 100% State funded.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 5,796 $ 6,000 $ 5,000 $ 5,000
Capital/Credits
Gross County Cost 5,796 6,000 5,000 5,000
Revenue 5,796 6,000 5,000 5,000
Net County Cost $ -0- $ -0- $ -0- $ -0-
Budget Positions
SUMMARY OF CHANGES: State funding limitations expected to continue through 1991.
Usage somewhat less than anticipated in current fiscal year.
OBJECTIVES: Provide transportation to obtain medical care for Medicaid
recipients and for foster children. Usually paid in the form of mileage
reimbursement to recipients, volunteers, and caretakers. State reimburses 100%
up to allocation available.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average assisted per month 20 20 20
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
227
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SnrTAT ccevrrr;c
Low Income Energy
BUDGET UNIT TITLE AND NUMBER: Assistance AAminietratinn -- To-dG(rl
DEPARTMENT DESCRIPTION: Administration of Social Service and assistance payment
programs. 80% State and Federal funded and 20% County funded.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 63,332 $ 55,700 $ 55 ,700 $ 55,700
Services/Supplies 5,172 7,100 7,100 7,100
Capital/Credits
Gross County Cost 68,504 62,800 62 ,800 62,800
Revenue 68,504 62,800 62,800 62,800
Net County Cost $ -0- $ -0- $ -0- $ -0-
Budget Positions 6.5 5.5 5. 5 5.5
SUMMARY OF CHANGES: Same caseload expected in 1990-91 project year. Amount of
Federal funding for new year unavailable at this time but anticipated to be
approximately the same.
OBJECTIVES: Administration of Low Income Energy Assistance Program. Determine
eligibility of applicants. All staff are seasonal (temporary) except supervisor
who is half-time. Costs are reimbursed 100% by federal government within an
administrative allocation.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Number of households 3,378 3,197 3,200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
228
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SDrTAl cPPnTrPc
Low Income Energy
BUDGET UNIT TITLE AND NUMBER: A«' erann< Program (T PAP) - - 19-hh A2
DEPARTMENT DESCRIPTION: Program provides financial assistance to low income
households for household utility costs.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 635,241 $ 700,000 $ 650,000 $ 650,000
Capital/Credits
Gross County Cost 635,241 700,000 650,000 650,000
Revenue 635,241 700,000 650,000 650,000
Net County Cost $ -0- $ 0- $ -0- $ 0-
-- Budget Positions
SUMMARY OF CHANGES: Caseload expected to remain stable for 1990-91 project year.
Variables affecting this program are the level of Federal funding available, the
local economy and the severity of the winter.
OBJECTIVES: Provide supplemental assistance for eligible low income recipients
in the form of vendor payments to energy providers. (Space Heat) Program costs
and administrative costs, within allocation, are reimbursed 100% by the Federal
government. Average payment to LEAP Households during the 1989-90 FY was
approximately $230.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caseload - households 3,378 3,197 3,200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
229
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SnrTAT cPRVTCPc
BUDGET UNIT TITLE AND NUMBER: Jnh= nrrnrr„niria= and Rccir C4ill=
DEPARTMENT DESCRIPTION:
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 150,000 $ 150,000
Services/Supplies
Capital/Credits
Gross County Cost 150,000 150,000
Revenue 135,000 135 ,000
Net County Cost $ 15,000 $ 15,000
Budget Positions 2 2
SUMMARY OF CHANGES: Program started as pilot, 1/90. Limited funding from State
expected to limit number of slots available for AFDC recipients. State/Federal
reimbursement is 90% for Personal Service Costs. Two (2) FTE for WCDSS funded
from JOBS allocation. Funds also cover contract with Weld Human Resource
Division.
OBJECTIVES: Provide education employment training, work experience, and job
placement for targeted AFDC head of households in conformance with State plan
and Federal Family Assistance Act. Program mandated for most counties effective
7/90.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Estimated Caseload
(Households) 0- 300 300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
230
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: SOrTAt crovrrvc
BUDGET UNIT TITLE AND NUMBER: Old Ago Poncinn __ 14_666(1
DEPARTMENT DESCRIPTION: This program provides money payments to eligible
seniors who meet income, resource and age tests. Program costs are
reimbursed 100% by the State. Administrative costs are reimbursed 80% and
are included as part of the Social Services Administrative budget.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $1,503,669 $1,600,000 $1,650,000 $1,650,000
Capital/Credits
Gross County Cost 1,503,669 1,600,000 1,650,000 1,650,000
Revenue 1,503,669 1,588,000 1,638,000 1,638,000
Net County Cost $ -0- $ 12,000 $ 12,000 $ 12 ,000
Budget Positions
SUMMARY OF CHANGES: Expect COLA of +4.5% effective 1/1/91. This increase
may be offset by COLA increase in basic Social Security benefits. Slight
increase in caseload expected -- mainly in "Medicaid Only" caseload. County
contribution of $12,000 is for the continued 5% cost of Home Care allowance
costs imposed on counties in 1989.
OBJECTIVES: Provide money payments and Medicaid to eligible seniors who
qualify by meeting age, resource and income tests. Program costs are
reimbursed 100% by State, except for Home Care allowances where the County
contribution is 5% of these costs. Administrative costs are reimbursed 80%
by the State. OAP money payments serve as income supplement to Social
Security payments in many OAP households.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caseload (combined money
pay & Medicaid cases) 1,629 1,630 1,645
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
231
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COLORADO
232
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