HomeMy WebLinkAbout911965.tiff WELD COUNTY II
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COUNTY OF WELD
1992
FINAL
BUDGET MESSAGE
PRESENTED T0:
WELD COUNTY BOARD OF COMMISSIONERS
Gordon E. Lacy, Chairman
George Kennedy, Pro-Tem
Constance Harbert, Commissioner
C.W. "Bill" Kirby, Commissioner
W. H. "Bill" Webster, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December, 1991
COLORADO
TABLE OF CONTENTS
Palle
BUDGET MESSAGE 1
DISTINGUISHED BUDGET PRESENTATION AWARD 9
BUDGET PLAN 10
POINTS OF ISSUE AND POLICY MATTERS:
Overview of Budget and Management System 13
Hierarchy of Budget Information 14
Budget Calendar 15
County Strategic Objectives 16
Budget Policies 17
Budget Process 18
Implementation and Results of Strategic Objectives 19
Major Program Specific Goals 23
Revenue Policies and Assumptions 24
Specific Revenue Assumptions of Significant Revenue 25
Policy Directions 27
Significant Budget and Accounting Policies 29
Investment Policy 31
Capital Improvements Policy 33
Explanations of Individual Funds 35
Organizational Responsibility for Budget Units 37
1992 Guidelines 39
Significant Changes in Policy From Prior Years 41
Policy Matters/Points of Issue with Fiscal Impact 43
1992 Unallocated 45
Position Authorization Changes Due to 1992 Budget 46
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Increase Projections 47
Salary Recommendations 48
Salary Adjustments by Department 49
Job Table Listing 50
1992 Pay Table 56
1992 Health Insurance 61
SUMMARY OF FUNDS:
Graph -- All Fund Revenues 63
Graph -- All Fund Expenditures 64
Graph -- Mill Levy 65
Summary of Fund Balances 66
1991 Assessed Values 67
Net Program Cost 68
Summary of 1990 Allocated Costs 70
Ten Year Trend Data 71
Weld County - Organizational Chart 78
Summary of County Funded Positions 79
i
Page
GENERAL FUND:
Graph -- General Fund Revenue 81
Graph -- General Fund Expenditures 82
Narrative Fund Summary 83
Summary of Revenue 84
Summary of Expenditures 93
Office of the Board 97
County Attorney 98
Public Trustee 100
Planning 102
Clerk to the Board 104
Clerk & Recorder 106
Elections 107
Treasurer 109
Assessor 111
Ten Year Trend Data -- Assessor 113
Maintenance of Building & Plant 114
County Council 116
District Attorney 117
Ten Year Trend Data - District Attorney 120
Juvenile Diversion 122
Victim Assistance 124
PAC Juvenile Diversion 125
Finance & Administration 126
Accounting 127
Purchasing 128
Personnel 130
Capital Outlay 131
Sheriff's Office Summary 133
Ten Year Trend Data -- Sheriff 136
Sheriff Administration 137
Crime Control & Investigations 139
Drug Task Force 141
City-County Regional Forensic Laboratory 144
Corrections Administration 145
Office of Emergency Management 147
County Wide Animal Control 148
Communications - County Wide 150
Ten Year Trend Data -- Communications 152
Communications System Development 153
E-911 Administration 154
Coroner 155
Community Corrections 157
Youth Shelter Home 158
Public Service - DUI 160
Building Inspection 162
Waste Water Management 164
Pest and Weeds 165
General Engineering 167
Extension Service 169
Veteran's Office 170
ii
GENERAL FUND (CONTINUED) : Page
Airport 171
Weld Mental Health 172
Centennial Developmental Services, Inc. 174
Seniors Program 175
Missile Site Park 176
Fair
NonDepartmental 177
Building Rents 178
179
Lease-Purchase Agreements 180
Contingency 181
Transfers:
Agency on Aging 182
Health Department 183
Motor Pool 184
HRD Indirect Costs Transfer 185
ROAD AND BRIDGE FUND:
Graph -- Road & Bridge Revenues 187
Graph -- Road & Bridge Expenditures 188
Graph -- Ten Year Trend Data 189
Narrative Fund Summary 190
Concerning Local Accountability for Money
Used for Highway Purposes 191
Construction Bidding for State-Funded Local Projects 192
Summary of Revenue 194
Summary of Expenditures 197
NonDepartmental Revenues 198
Bridge Construction 199
Maintenance of Condition 200
Maintenance Support 201
Trucking 202
Mining 203
Administration 204
Other Public Works 205
Grants-in-Aid to Cities and Towns 207
Contingency 208
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 209
Graph -- Social Services Expenditures 210
Graph -- Ten Year Tend Data 211
Narrative Fund Summary 212
Summary of Revenue 214
Summary of Expenditures 217
Mandated Federal and State Programs 219
Administration 221
Child Support (IV-D) 223
Miscellaneous State Programs 225
JOBS Program 226
Employment First Program 227
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Page
SOCIAL SERVICES FUND (CONTINUED) :
General Assistance 228
Description of Categories and Eligibility Criteria 230
Aid to the Blind 231
Aid to Families with Dependent Children 232
Aid to Needy Disabled 234
Foster Care of Children 235
Foster Care IV-E 236
Day Care 237
Medicaid Transportation Y38
Old Age Pension 239
Placement Alternative Care 240
Staff Development 241
LEAP Administration 242
LEAP Outreach 243
Low Income Energy Assistance Program (LEAP) 244
LEAP Emergency 245
FEMA/Housing Grants 246
HEALTH FUND:
Graph -- Health Fund Revenue 247
Graph -- Health Fund Expenditures 248
Graph -- Ten Year Trend Data 249
Narrative Fund Summary 250
Health Department Mission Statement 252
Summary of Revenue 253
Summary of Expenditures Y57
Health Department Summary 258
Non-Program Revenue 259
Administration 260
Community Health Services 262
Environmental Protection Services 264
HUMAN RESOURCE FUND:
Graph -- Ten Year Trend Data Y67
Fund Summary 268
Summary of Revenue 269
Summary of Expenditures 273
JTPA 6% Technical Assistance 275
JTPA 6% Performance Incentive Y76
JTPA 3% Older Worker 277
EDWAA 50% Dislocated Worker 278
EDWAA 10% Displaced Homemaker Y79
JTPA IIB Summer Youth 280
JTPA IIA Basic Grant 281
State - Job Service 282
Summer Job Hunt Program 283
Employment First 284
New Directions Program 285
State - PreSchool 286
Head Start -- Basic 287
iv
Page HUMAN RESOURCES (CONTINUED) :
Head Start -- Handicapped
Head Start -- Training and Technical Assistance 288
289
Migrant Headstart -- Day Care Basic
CSGB 290
Migrant Headstart Handica 291
pped 292
Migrant Headstart Training and Technical Assistance
Supplemental Food 293
Urban Mass Transit Grant 294
DOE - Weatherization 295
Home & Community Based Services 296
AAA -- Administration 297
AAA Title III-B 298
AAA Title III-C-1 Congregate 299
AAA Title III-C-2 300
AAA In-Home Support 301
Transportation 302
303
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds
Conservation Trust Fund 305
Contingency Fund 306
Solid Waste Fund 310
313
CAPITAL FUNDS:
Narrative Summary of Fund
Summary of Revenue 317
Summary of Expenditures 319
Budget Unit Summary 320
Special Projects 321
Long Range Capital Projects Five-Year Plan 323
324
PROPRIETARY FUNDS:
Narrative Summary of Funds
Ambulance Enterprise Fund 355
IGS - Motor Pool Fund 357
Administration 360
Motor Pool Equipment 362
Health Insurance Fund 363
Printing & Supplies Fund 367
Computer Services Fund 372
Insurance Fund 377
Self-Insurance Policy Limits, Coverages, Retentions 385
389
PBX - Phone Services Fund
390
v
Page
GLOSSARY 397
SUPPLEMENTAL DATA:
Miscellaneous Statistics 409
Demographic Statistics 411
Expenditure Trends by Function 412
Property Value, Construction, Bank Deposits, and
Other Economic Indicators 414
1992 Inflation Projections (CPI) 415
Consumer Price Index 416
Employment Cost Index 417
Average Wage Adjustments in Collective
Bargaining Agreements 418
Industry Breakdown 419
Geographic Location 420
Economic Indicators 421
vi
tiOofe", ‘r DEPARTMENT OF FINANCE AND ADMINISTRATION
\' PHONE(303)356-4000 p\ EBO 7 8 P.O. BOX 758
i\\ GREELEY,COLORADO 80632
1
COLORADO
December 11, 1991
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 1992 budget for operations and capital outlay totals a gross
amount of $73,944, 725 with a net of $66, 776,711 when interfund transfers are
excluded. The Internal Service Funds total an additional $7,168,014. The
budget has been prepared in accordance with your directives developed during
the early warning budget hearing process. The budget is funded with revenue
estimates of $39,213,145 anticipated fund balances of $8,008,234 and the
maximum allowed property tax of $23,697,023.
FINANCIAL PLAN
ECONOMIC CONDITION AND OUTLOOK
Weld County has a strong, stable and diverse industrial base. Rooted in
agri-industry and food processing, the economy has diversified substantially
over the past 20 years. Among the major firms that have located here are the
Eastman Kodak Company (2,550 employees), Hewlett Packard (836 employees) ,
State Farm Insurance Regional Office (761 employees), Anheuser-Busch (114
employees), Tate & Lyle (300 employees), ConAgra Companies (4,000+
employees), and R. R. Donnelley & Sons (148 employees) . These larger
companies are joined by over 300 other industrial and distribution firms -
providing a wide range of employment opportunities.
Weld County is located in northeastern Colorado. Weld County has maintained
its rank as the fourth most productive agricultural county in the nation
based upon a U.S. Department of Commerce Census of Agriculture report. The
ranking came even before National Hog Farms expanded into Weld County, before
ConAgra opened its lamb processing plant, and before Longmont Foods made
several additions in Weld County. National Hog Farms began construction on
a $50 million facility east of kersey in 1989. When it reached full
production in July, 1991, it doubled the state's number of hogs sent to
market annually. National Hog Farms will sell 300,000 hogs and pigs
annually.
1
Honorable Board of Commissioners - Continued
Although Weld is number four in overall agricultural production it is ranked
number one in the nation in several other categories: value of livestock,
poultry and their products; sheep and lambs inventory; sheep and lambs sold;
the number of cattle and calves sold; and the number of cattle fattened on
grain. Weld was second in value of cattle and calves sold.
Despite its high ranking in many categories, Weld was ranked 72nd in the
nation in government payments. About the only crops grown in the County
which are eligible for direct payments to farmers are wheat and corn. Many
other crops popular in Weld -- such as onions, corn silage, dry beans and
other vegetables -- do not receive government payments.
Weld County is the third most productive oil and gas county in the Rocky
Mountain Region. Although 1990 oil and gas activity was down, drilling
activity and production are up substantially since the fourth quarter of
1990, due to the Gulf War. The prospects for the energy industry look good
for 1991-92.
While the majority of the country was experiencing a growing recession,
activity in Weld County remained stable in 1991. Companies announcing
commercial industrial projects since the first of the year projected the
addition of 361 new full-time and 100 new part-time jobs. In addition,
approximately $152 million in new investment is projected over the next
couple of years.
Each year statistics have demonstrated the importance of our existing group
of Weld employers, and 1990 was no exception. Approximately 58% of the new
jobs and 96% of the new investment can be attributed to the growth of our
existing industrial base. Retention has been, and will continue to be, an
important element of our marketing and overall program of work for economic
development in Weld County.
Weld's unemployment rate has consistently been decreasing over the past
couple of years, with more and more employers reporting some difficulty in
finding employees. This trend, no doubt, will eventually force the pay scale
up. However, companies consistently reported that Weld County remains an
excellent place to do business, primarily due to the exceptional quality of
the labor force.
That's not to say, however, there weren't numerous concerns voiced throughout
the year by large and small companies alike. Many we've heard before, such
as: workers' compensation rates, property taxation, transportation concerns
and, in general, the escalating cost and risk associated with doing business.
The tax savings provided by the Greeley/Weld Enterprise Zone to employers .
throughout the County played an important role in the expansion of companies
and location of new companies to the area.
2
Honorable Board of Commissioners - Continued
Weld County is fortunate to have a diverse group of employers that support
continued growth through expansion of existing companies, or new company
locations. We are confident that Weld County will continue to be successful
in retaining and attracting business to keep our local economy growing.
The success Weld County has experienced is due to a variety of factors,
including:
• A stable and diversified economy. Weld County ranks among the top
counties nationally in the value of its agricultural products, is the
second highest producing Colorado county in oil/natural gas production,
and consistently ranks as one of the top Colorado counties in the value
of its manufactured products.
• Weld County has experienced a continued, steady population growth rate.
• County and city governments are aggressively pro-business, offering
planned industrial properties and attractive incentives programs.
Greeley and Weld County have been designated a state Enterprise Zone,
allowing qualified businesses to take credit against their state income
taxes for equipment investment and jobs.
• Weld County's labor force represents the best of all possible worlds.
Entry wage rates generally fall in the $4.50-$6.00/hour range, and our
employees represent a solid Midwestern work ethic. Organized labor
represents approximately 3% of our manufacturing workforce.
• An excellent transportation system provides easy access to national and
growing regional markets. Two interstate highways (I-25 and I-76) and
two U.S. highways (U.S. 34 and U.S. 85) serve the county, and two
additional interstate highways border Weld County (I-70 and I-80).
Fourteen motor freight firms and three railroads provide freight
service. Commercial air service is provided by 18 carriers operating
from Denver's Stapleton Airport to 186 cities and nine countries; the
airport is an hour's drive from the County's population centers. The
new Denver International Airport under construction will be located at
the southern edge of Weld County (completion - 1995) , about 45 minutes
from Greeley.
• Weld County offers an outstanding quality of life. Within a 50-mile
radius are located four major universities with the attendant cultural
and athletic events, the Denver metropolitan area forms the County's
southern boundary, and six major ski areas are located within a two-hour
drive. Weld County is home to the oldest philharmonic orchestra west of
the Mississippi River, and is the site of the largest civic auditorium
in Northern Colorado. Rocky Mountain National park, 50 miles to the
west, offers outstanding outdoor activities. Twelve school districts
offer quality eduction to over 22,000 students. Small town atmosphere
with access to all of the recreational and cultural amenities of larger
metropolitan areas, make this an ideal area to work and raise a family.
3
Honorable Board of Commissioners - Continued
For the Future: As Weld County looks to 1992, a number of significant
changes will be in focus for the Board and staff to meet the needs of the
County.
Future projections indicate a continued demand and expansion of programs in
the criminal justice sector of the County. To cope with the growing drug
problem a Drug Task Force has been developed in conjunction with the
municipal law enforcement agencies, Sheriff and District Attorney. The
capacity of the Community Corrections program is being expanded to help
relieve the State's prison overcrowding problem. Jail alternative programs
are being implemented to prolong the life of the County jail. Even with
these programs the County will be remodelling a portion of the Centennial
Complex in 1992 to add 94 minimum security beds.
In the area of human services Weld County is continuing to modify job and
public assistance programs to implement the JOBS program and AFDC-U program
in accordance with state and federal guidelines. Concurrent with this
implementation Weld County is seeking special state legislation and federal
waivers from HMS to re-enact a Welfare Diversion program similar to the one
operated successfully for ten years prior to the federal JOBS legislation.
To meet the needs of juveniles, a new 24 bed juvenile detention facility will
be constructed in 1992. Together with this the current youth shelter will be
converted into a 16 bed residential child care facility to house troubled
youth. Counseling and recreational components will be added to the current
facility.
The County will expand the county-wide weed spraying program to accommodate
the new weed legislation passed in 1990 for 1992 implementation.
A new long-range capital plan was unveiled in February, 1991 outlining the
conversion of the Centennial Complex to a criminal justice center over a 10-
15 year period. Current programs operating at the Centennial Complex would
be transitioned to the Weld County Business Park over a two-phase process.
The plan also accommodates a jail expansion program during the same time
period.
Construction of the new Denver International Airport, which is scheduled for
completion in 1995, continues. The site of the new airport is less than 15
miles from the southern border of Weld County. The spin-off growth from the
airport is expected to positively impact Weld County from Greeley south. The
County is positioning itself to deal with this growth as it impacts land use,
transportation, human service requirements, and economic development.
4
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 $69,438,211
in 1992, an increase of 4.0% over 1991. The amount of revenue from various
sources and the increases over 1991 are shown in the following tabulation:
Increase
Percent (Decrease)
Revenue Sources Amount of Total from 1991
Property Taxes $ 23,697,023 34.1% $ 1,294, 729
Other Taxes 1,665, 700 2.4 225, 762
Licenses and Permits 427, 175 .6 (131,325)
Intergovernmental Revenue 28,526,111 41.0 1,248,405
Charges for Services 1,238,509 1.8 3,793
Ambulance Fees 1, 987,258 2.9 366,947
Miscellaneous Revenue 3,355,948 4.9 246,803
Fee Accounts 2,053,444 3.0 (139,305)
Internal Service Charges 6,487,043 9.3 (437,282)
Total $ 69,438,211 100.0% 2,678.527
Expenditures by function for the General, Special Revenue, Capital
Expenditures, Internal Services, and Enterprise Funds total $73,944, 725 for
1992 which is an increase of 5.6% over 1991. The amounts by function and the
increase over 1991 are as follows:
Increase
Percent (Decrease)
Function Amount of Total from 1991
General Government $ 8,758,617 11.9% $ 571,276
Social Services 18,645,327 25.2 2,515,077
Road and Bridge 12,514,316 16.9 (272,657)
Public Safety 11069 679 15.0 782,842
Human Services 5,155, 116 7.0 (379,059)
Health 2,186,135 3.0 50,541
Capital 2,983,000 4.0 1,234,200
Public Works 374, 788 .5 26,348
Contingency 1,500,000 2,0
Miscellaneous
1,059,400 1.4 331,327327 Culture and Recreation 216,959 .3 24,811
Auxiliary 326,116
Ambulance •4 (421,288)
1,987,258 2. 7 366,947
Internal Services 7,168,014 9. 7 (909, 117)
Total $ 73,944,725 Ja1121 1--222.14.241
5
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 5,900 calls in 1992 and generated revenue of
$1,987,258.
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 1992 include funds to construct a 30,000 square foot office
facility, and the remodel/construction of a minimum security and juvenile
detention facility.
Debt Administration: In 1992 the County continues to have no bonded
indebtedness. With the passage of HB1579 in 1981, Section 30-35-201, C.R.S.,
now allows the debt ceiling to be 3% of the assessed valuation of the County.
Thus, Weld County maintains over a thirty million dollar allowable debt
capacity in accordance with Colorado State Statutes. There are Certificate
of Participation Bond Issues for the construction of the Human Resources
Building totalling $1,375,000.
Cash Management: Cash temporarily idle during the year will be invested in
time deposits ranging up to 180 days to maturity. Interest earned on
investments of cash held by the County Treasurer will be recorded as revenue
in the General Fund, with the exception of interest attributed to the
Insurance Fund, Health Insurance Fund, Trust Funds, and the interest earned
on certain deposits held for other taxing authorities. The amount of
interest anticipated in 1992 is $1,580,000.
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 1992 Weld County will continue to be a member of
Colorado Counties Casualty and Property Pool so all casualty insurance
coverage is being provided via pooling with other Colorado counties. The
pools offer full safety and risk management programs to minimize losses.
Losses are funded on a self-insurance option basis. Worker's Compensation
will be provided via a state approved self-insurance program.
6
Honorable Board of Commissioners - Continued
MILL LEVY
The mill levy is 22.457, up .248 mills. The assessed value for the 1992
budget is $1,055, 190,650, which is up $46,531,430 or 4.6% from last year.
The increase is primarily attributed to oil and gas property of $31.6
million, and industrial and commercial property of $29.0 million. Increases
were offset by decreases in residential property of $8.2 million, state
assessed property of $1.8 million, and agricultural properties of $5.1
million.
EMPLOYEE COMPENSATION PAY
The 1992 budget provides for an average 4.5% salary increase. In addition
the County is providing a 13% increase for health insurance costs.
MAJOR FACTORS IMPACTING THE 1992 BUDGET
Major factors impacting the 1992 budget are public safety being up $782,842
over last year with jail costs for food and medical expenses up $85,907 and
the new drug task force ($205,665) accounting for nearly all of the increase.
Building rentals are down $100,650 due to paying off the Frederick library
and Headstart facility. The election budget is impacted by an additional
$90,000 due to Colorado's first Presidential Preference Election. The
District Attorney's budget is up $39,246 with the mid-year addition of a
juvenile prosecutor. Salary increases are set at 4.5% for a gross cost of
$850, 752. General fund revenues are down $264,208 due to loss of revenue
from housing state inmates. Intergovernmental revenues are up due to Drug
Task Force Grant of $127,415. IV-D incentive payments are up $70,000, but
budgeted in the Social Services Fund this year. Interest revenues are up
$300,000.
Road and Bridge funding is stable for 1992 with overall budget and revenues
down $963,000 due to the completion of large state and federal bridge
projects in the current year. Social Services will experience a substantial
increase in 1992 amounting to $2,515,142 or a 15.6% increase. The County's
share is $295, 732 or an increase of 9.6%. Primary impacts are in AFDC
caseload growth, which is up 15%, AFDC Medicaid cases, and day care. The
loss of the Welfare Diversion Program has adversely impacted these programs
as predicted. Other County funds remain stable as we look to 1992.
7
Honorable Board of Commissioners - Continued
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 under 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 4.5% salary increase to employees, and satisfies the essential needs of the
citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of
cooperation manifested by the elected officials, department managers, and
employees in recognizing the problems and issues confronting the county and
responding with creativity and understanding. The county, as a whole, also
recognizes the Weld County taxpayers and consumers of county services who
provide the economic resources to the county, and we pledge our commitment to
continue to provide the best in county services possible.
Verotruly your?,
VII ��
Donald D. Warden, Director
Finance and Administration
DDW/ch
8
Pli:
GOVERNMENT FINANCE OFFICERS ASSOCIATI
ON
Distinguished
Budget Presentation
Award
PRESENTED TO
County of Weld,
Colorado
For the Fiscal Year Beginning
January 1, 1991
)34n, E. A y#,,,treed
President Executive Director
9
1 9 9 :2 BUDGET PLAN
Weld County, like many local governments across the nation, is finding it
difficult to make financial ends meet. Balancing the annual budget is
becoming an arduous task, as the public's expectations increase and resources
shrink from cost-inflation and limited revenues. For 1992 Weld County must
put together a budget that will cope with:
• The reduction and termination of federal and state grant
programs
• State service mandates without compensatory funding
• Rapid demographic, economic, and technological change
• Intrusive and paralyzing legislative prescriptions in
respect to organization, administration, procedures, and
finance
• Less discretionary funds due to revenue restrictions, cost
shifts and mandates
• The increasing number of persons unable to "make it" on
their own without benefit of human services
• The complex initiatives required to foster area economic
development and to improve quality of life
• The relentless demand of citizens for services without
higher taxes
• Continued capital and operations cost increases to
accommodate the demand on the criminal justice system and
higher incarceration rates
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 1992.
The budget strategy utilizes the proven methodologies of dealing with past
budgets and is based upon the following assumptions and approaches:
• No local tax initiative will be approved by the voters.
10
• Unless a change is legally mandated, the County's share of
partnership programs has not been increased, the share has
been decreased wherever possible. Local dollars should
not displace Federal or State reductions.
• Program managers and the public should be made aware of
the proposed service reductions as soon as possible.
• A target of 10% off the 1991 budget base has been
uniformly applied to all budget units.
• Salary adjustments are restricted to an anticipated amount
(suggested 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 should fund the added
salary amount from within the target budget amount
assigned.
• Fringe benefits were left at the current level of benefit
with the exception of increasing health insurance
premiums.
• Insurance funding is frozen at the 1991 funding level.
• Outside agencies are treated the same as County
departments, since most provide contractual services.
• Any 1992 position classification upgrades are treated the
same as new position requests in the budget process, with
the department funding any requests within the target
amount.
• New or expanded mandates should be absorbed within the
1992 target amount by all budget units.
• Self-supporting budgets float at the 1991 funding levels.
• A review of all discretionary programs should be done by
the Department Head/Elected Official and the Board.
• There are 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.
11
• All user and service fees were examined and
recommendations made for increases or other adjustments to
match the cost of providing such services.
• As 1992 budget requests accommodated or integrated with
long-term program strategies, they were highlighted.
The budget strategy will permit Weld County to cope with the adverse fiscal
impacts faced in 1992, while accomplishing a balanced budget. The reality of
the restructuring of government financing at all levels will be the
elimination of essential services for some citizens, the deteriorating
conditions of Weld County roads and bridges, and a new perception of
government's diminished role in the community.
12
POINTS
OF
ISSUE
AND
POLICY
MATTERS
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
pOTICY
F'dRNILJLATION
Analyze�ommnttity Needs
Community L Ilepelop Countywide Gea7s Long Range Planning
Assessment Jr Capital Improvements
Assess Priox Xeaxs Performance
Review Policy Alternatives
Establish General Priorities
/111
:Establish E7sca1 Pglicy
I'R3GRAM SUPPORT PRdGRAM
EUALUATIGN I'LANNTNG
Accounting System
Program Analysis Assess Program
Fiscal Control Altexyi,8t1Ve9 Cost Accounting by Program
Review Program Uesigtx Program
Performance ' DefnePmgram
Performance Measurement Objectives
Examine and Evaluate Systems and Reports Relate to Present
Alternatives Operations
Revise aS Necessary
Service
Delivery BUDGETING
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PERIO➢IC PROGRAM REVIEW
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Develop Multi-Xeaz Projecuons
Schedulc Action
13
HIERARCHY OF BUDGET INFORMATION
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BOARD OF COUNTY 1
COMMISSIONERS
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BUDGET POLICIES
BUDGET PROCESS IM PI AND RESULTS
OF STRATEGIC OBJECTIVFS
REVENUES POLICIES MAJOR PROGRAM GOALS
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POI ICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS
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ACCOUNTING POUC€ES POLICY MATTERS/POINTS OF ISSUES
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INVESTMENT POLICIES WORI1OAD DATA
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CAPITAL IMPROVEMENT POLICIES I3E_PAIiIMEM OBJECTIVES
BUDGET GUIDELINES SIGNIFICANT CHANGES
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AU OCA I ION OF RESOURCES �
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4
DEPARTMENT BUDGET UNITS
�-4
1 9 9 2 E31-YI)C3Ee.T CALENDAR
May 1 Board review of 1992 budget plan.
May 13 - 17 Discuss target budgets and 1991 budget plan with
department heads and elected officials.
June 17 All department heads and elected officials submit
computer services requests to Information
Services.
June 17 Elected officials and department heads submit
requests for Buildings and Grounds Special
Projects to Finance.
June 17 Elected officials and department heads submit PBX
phone service requests to Communications.
June 17 Elected officials and department heads submit new
position requests and any reclassification
requests to Personnel.
July 8 Submit budget request to Finance.
August 6 Early warning budget work session and community
agency requests.
July 8 - September 19 Finance Office review.
September 20 Budget Message to Board and transmit Proposed
Budget to Commissioners.
October 22 - 25 Budget worksession hearings with Commissioners and
elected officials and department heads.
November 20 Publish notice of final budget hearing.
October 25 -
December 10 Prepare final budget.
December 11 Public Hearing to adopt mill levy.
December 11 Public Hearing on Final Budget, 9:00 a.m.
15
COUNTY S IRATE G I C OSJE CT I VE S
Continue to seek involvement and input from the community of Weld County.
Sustain a long-range perspective in setting fiscal, service, and development
priorities.
Balance programs and service levels against community needs and available
revenues.
Develop strategies to maintain the existing economic base and promote the
continued vitality of the County of Weld.
Support activities necessary to the preservation of stable, secure, and
quality living in Weld County.
Seek out innovative methods of maintaining and financing the replacement of
infrastructure components.
Continue a high level of activity at the regional, state, and national level
to insure Weld County's voice in policy decisions.
16
SURGE T POL I C = E S
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
. 1992 Budget Guidelines
The overall county budget policies are reflected at the program level on each
of the "Budget Unit Summary" sheets. The "Budget Unit Summary" sheets
describe how the policies impact operations, service levels and/or finances at
the program level. In addition, comments on the summaries explain
implementation issues and provide objectives and workload data for monitoring
purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the
governing board and public reader:
. Department Description
. Resources
. Summary of Changes
. Objectives
. Workload Measures
. Staff Recommendations
Although significant policy changes/impacts are found on each "Budget Unit
Summary" a summary by department of all policy changes/impacts for 1992 are on
pages 43-46 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.
17
BUDGE T P ROC E S S
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.
18
IMP LE ME PVI'Pat I ON AND RE S ULT S OF
S IRATE G I C OB.7E CT WE S
Weld County, in 1991, held two town meetings with representatives of the 30
town councils and interested public to seek involvement and input from the
community.
The County again participated with United Way, school districts, and
municipalities in completing a comprehensive needs assessment of the County.
The survey instrument used was a questionhuire 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 1992. In addition, the Health Department did an analysis
of public health needs in Weld County. This was done by the formation of the
North Colorado High Plains Public Health Consortium. This same consortium has
been successful in obtaining a grant from the Kellogg Foundation to develop a
model of community based health program in 1991-92.
This last year was another good year for the Weld economy, marked by continued
steady improvement in employment, sales, and construction/real estate, as you
will note in reading through this report.
The year ended with 69,070 persons on Weld employer payrolls, representing a
significant increase of 2,486 over the previous year.
While the majority of the country was experiencing a growing recession,
activity in Weld County remained stable in 1990-91. Companies announcing
commercial industrial projects since the first of ,the year projected the
addition of 361 new full-time, and 100 new part-time jobs. In addition,
approximately $152 million in new investment is projected over the next couple
of years. Projects contributing to this success were:
• The successful location/expansion of numerous companies
including: Pioneer Tele-Technologies, Inc. , DPC
Industries, Excelsior Software, California By-Products,
Greeley Trading, Harsh, Inc. , and Eastman Kodak.
• Continued operation of a nationwide marketing program
through Economic Development Action Partnership (EDAP)
expounding the opportunities of doing business in Weld
County.
• Continue the Greeley/Weld Enterprise Zone. Over the past
two years, 150+ companies have realized $4 million in tax
savings, and have created 760+ jobs and invested $83
million in our economy.
19
Each year statistics have demonstrated the importance of our existing group of
Weld employers, and 1990-91 was no exception. Approximately 58% of the new
jobs announced, and 96% of the new investment can be attributed to the growth
of our existing industrial base. Retention has been, and will continue to be
an important element of our marketing and overall program of work.
Our unemployment rate has consistently been decreasing over the past couple of
years, with more and more employers reporting some difficulty in finding
employees. This trend, no doubt, will eventually force the pay scale up.
However, companies consistently reported that Weld County remains an excellent
place to do business, primarily due to the exceptional quality of the labor
force.
That's not to say, however, there weren't numerous concerns voiced throughout
the year by large and small companies alike. Many we've heard before, such
as: workman's compensation rates, property taxation, transportation concerns
and, in general, the escalating cost and risk associated with doing business.
Some of the companies announcing expansions in the last year are listed below:
NEW
EXISTING COMPANY EXPANSION INVESTMENT EMPLOYEES
Kodak (Windsor) $90 million --
Hewlett Packard $5.5 million --
Sign-On (Evans) $200,000 3
RSS Medical $ 50,000 2
Greeley Trading $2 million 25
PTI 100 pt
VMI (Frederick) $150,000 35
Harsh Hydraulics (Eaton) $500,000 --
Western Sugar $600,000 --
Nat'l Board of Chiropractic Examiners $2.5 million 5
Western Refractory (S. Weld) $150,000 3
State Farm $150,000 3
NCMC $25 million --
Ghent Motors $400,000 --
Monfort Portion Foods $800,000 50
Weld Mental Health $200,000 24
J.W. Brewer Tire Co. (S. Weld) $300,000 --
With our on-going commitment to serve our existing employment base, and our
desire to further diversify that base through the attraction of new companies,
EDAP and the County offers a variety of assistance to existing and potential
new companies including the following:
• Training and Employment - Working primarily with Weld
County Human Resources and Aims Community College.
20
• Financing Assistance/Information - Working through area
banks, state agencies and administration of the
Weld/Larimer Revolving Loan Fund.
• Incentive Information - Including the enterprise zone and
various municipal programs.
• Educational Programs and Demographic Information -
Supplied through the EDAP Data Center, UNC, and The
Greeley/Weld Chamber.
• Real Estate Information - Working with area real estate
professionals.
To attract new companies to Weld County, EDAP, together with the City of
Greeley and Weld County, continued an aggressive nationwide marketing campaign
in the last year, including national advertising, trade show attendance,
direct mail, telemarketing, etc. This activity resulted in numerous new
company locations to Weld County. Among the new company locations announced
were:
NEW
NEW COMPANY INVESTMENT EMPLOYEES
Frontier Steel (Frederick) $250,000 10
DPC (Hudson) $2.5 million 25
Enterprise, Inc. $1 million 3
T-Mar Plastics $750,000 25
Mountain Molding (S. Weld) $700,000 20
Excelsior Software $ 50,000 10
California By-Products $100,000 15
Western Auto $500,000 28
Lamb Trailer Wash (N. Weld) $100,000 3
The success Weld County has experienced is due to a variety of factors,
including:
• A stable and diversified economy. Weld County ranks among
the top counties nationally in the value of its
agricultural products, is the second highest producing
Colorado county in oil/natural gas production, and
consistently ranks as one of the top Colorado counties in
the value of its manufactured products.
• Weld County has experienced a continued, steady population
growth rate.
21
• County and city governments are aggressively pro-business,
offering planned industrial properties and attractive
incentive programs. Greeley and Weld County have been
designated a State Enterprise Zone, allowing qualified
businesses to take credit against their state income taxes
for equipment investment and jobs.
• Weld County's labor force represents the best of all
possible worlds. Entry wage rates generally fall in the
$4.50 - $6.00 per hour range, and our employees represent
a solid Midwestern work ethic. Organized labor represents
approximately 3% of our manufacturing workforce.
• An excellent transportation system provides easy access to
national and growing regional markets. Two interstate
highways (I-25 and I-76) and two U.S. highways (U.S. 34
and U.S. 85) serve the county, and two additional
interstate highways border Weld County (I-70 and I-80) .
Fourteen motor freight firms and three railroads provide
freight service. Commercial air service is provided by 18
carriers operating from Denver's Stapleton Airport to 186
cities and nine countries; the airport is an hour's drive
from the County's population centers. The new Denver
International Airport under construction will be located
at the southern edge of Weld County (completion - 1995),
about 45 minutes from Greeley.
• Weld County offers an outstanding quality of life. Within
a 50-mile radius are located four major universities with
the attendant cultural and athletic events, the Denver
metropolitan area forms the County's southern boundary,
and six major ski areas are located within a two-hour
drive. Weld County is home to the oldest philharmonic
orchestra west of the Mississippi River, and is the site
of the largest civic auditorium in Northern Colorado.
Rocky Mountain National Park, 50 miles to the west, offers
outstanding outdoor activities. Twelve school districts
offer quality education to over 22,000 students. Small
town atmosphere with access to all of the recreational and
cultural amenities of larger metropolitan areas, make this
an ideal area to work and raise a family.
22
MAJOR P ROORAM SPECIFIC GOAL S
* Conduct the Presidential Preference Primary for the first time in
Colorado.
* Construct a new 30,000 square foot office building to house the
Assessor, Treasurer, Planning/Building Inspection, and Clerk and
Recorder.
* Remodel the Centennial Complex to provide 94 minimum security beds
for County jail.
* Construct a juvenile detention facility to house up to 24 juveniles.
* Develop second year program of a Drug Task Force in conjunction with
the municipalities in Weld County (Sheriff) .
* Expand Work Release Program in Jail to at least double the current
capacity of 24 inmates.
* Identify and implement jail alternatives to prolong the life of
present correctional facility (Sheriff) .
* Implement Colorado Weed Managemeni. act enacted in 1990 county-wide.
* Expand support of two additional senior centers (Mead and Hill 'N
Park) .
* Reconstruct the following major bridges:
Bridge Cost
60/29 $288,800
19/68 304,000
8 (Erie) 348,000
* Seek Federal waiver and legislative approval of Weld County Works
Program to reduce AFDC caseload.
* Work with Kellogg Foundation to develop a model of community-based
public health programs.
* Implement program with School District 116 and Headstart by
co-locating Headstart facilities on District 116 school sites to
better integrate Headstart and elementary schools (HRD) .
* Convert Youth Shelter Home to 16-bed residential child care facility
for troubled youth.
23
REVENUE POL I C I E S AJNII) 14.5301-InNII? I7JEC:11453
The following revenue policies and assumptions have been used in the
preparation of the 1992 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.
e. 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 1991,
historical growth rates, and interest rates of an average of 6.5%
throughout 1992.
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.
24
S P E CIF IC REVENUE ASS LIMP'X'IONS
O F S I CM I F I CANT REVE NUE
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 1991
land use and construction activity level with 1992 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or
anticipated funding level provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities
are based upon signed contracts.
Useful Public Service: Based on caseload at 2,064 clients at $60.00/client.
Drunk Driving Fines: Based on $30 per offender at anticipated level of 766
with 22 waiver rate.
Earning on Investments: Calculated on an average earnings rate of 6.5% on
approximate average balance of $23, 100,000.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus
acres of mineral interests owned by Weld County. New lease bonus activity is
estimated at $20, 000 for 1992.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon 1990 Indirect Cost Plan
approved by HHS.
In-Kind Social Services: Calculate on the basis of 10 youth at the Youth
Shelter Home at $790/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.
25
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.
Highway User's Tax: Based on State Department of Highway estimates from gas
tax less 3% reduction that Weld County has historically experienced.
Social Service Revenue: Based on anticipated caseload as discussed under each
program plus state and federal funding formula for each program.
Health Grants: Based upon contracts signed July 1, 1991.
Health Fees: Based upon historical patient/client caseload with 1992 rates
applied.
Human Resource Grants: Based upon contract funding level as of October 1,
1991.
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 1990-91 call volume plus 5% rate
increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded
anticipated expenditures in user departments' budgets.
26
P OZ.I C Y DIRE C Z'I ONS
-- 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 1992.
-- Utilization of a target budget approach with the following features:
-- Identifies county's resource capacity
-- All can see the targets and related reductions
-- Proposed unfunding gets identified early
-- Allows time to accommodate reductions (employees)
-- 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
27
-- Limits are known and alternative expenditure levels can be
planned six months before fiscal year begins
-- Constrains growth in existing levels, so high priority requests
can be granted while lower priority projects are cut
-- Examine all user and service fees and make recommendations for increases
or other adjustments to match the cost of providing such services. This
is a continued follow-up that we have been doing the last three years.
-- All newly mandated program costs have been clearly identified for the
Board.
-- Unless a change is legally mandated, the county's share of partnership
programs was not increased, 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.
28
S I GN I F I CANT BUDGET AND
ACCOUNTING POL I C I E S
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.
29
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111.5, CRS, provides that, if during the fiscal year, the
governing board deems it necessary, in view of the needs of the various
offices or departments, it may transfer budgeted and appropriated monies from
one or more spending agencies in the fund to one or more spending agencies in
another fund and/or transfer budgeted appropriated monies between spending
agencies within a fund.
Section 29-1-111.6, CRS, provides that, if during the fiscal year, the
governing body or any spending agency received unanticipated revenue or
revenues not assured at the time of the adoption of the budget from any source
other than the local government's property tax mill levy, the governing board
of the local government may authorize the expenditure of these unanticipated
or unassured funds by enacting a supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by
the Board of County Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1.
Taxes are levied no later than November 15 and are payable in the following
year in two installments on March 1 and August 1, or in full on April 30. The
County, through the Weld County Treasurer, bills and collects its own property
taxes as well as property taxes for all school districts, cities and towns and
special districts located within the County. In accordance with Section 14-7
of the Weld County Home Rule Charter, all ad valorem tax levies for County
purposes, when applied to the total valuation for assessment of the County,
shall be reduced so as to prohibit the levying of a greater amount of tax
revenue than was levied from ad valorem taxation in the preceding year, plus
five percent (5R) , 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.
30
I DIVE S THE MT P OL I CIF
The County Treasurer is responsible for the investment of all available
monies. The statutes defining legal investments for Colorado counties are CRS
24-75-Girl 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.
31
Investments:
Statutes authorize the County to invest in obligations of the U.S.
Treasury, agencies, and instrumentalities, commercial paper, and
repurchase agreements. The Pension Trust Fund is also authorized to
invest in corporate bonds and mortgages.
The County's investments are categorized to give an indication of the level of
risk assumed by the entity. Category 1 includes the investments that are
insured or registered or for which the securities are held by the County or
its agent in the County's name. Category 2 includes uninsured and
unregistered investments for which the securities are held in the County's
name. 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 8.02
in 1992.
32
CAP I Z'AL =MP ROVEME NT I'(:)]:m S C Y
1. Capital Improvement Plan - A plan for capital expenditures to be incurred
each year over a fixed period of several years (normally on a five year
cycle) setting forth each capital project and identifying the expected
fiscal year for each project and the anticipated revenues to finance
those projects.
2. Capital Improvement Staff Committee - The Director of Finance and
Administration develops a long range County-wide Capital Improvement Plan
for all major Capital Expenditures within the County after surveying
county-wide needs with program managers. The Board of County
Commissioners is responsible for approving Capital Improvement Policies,
as well as approving Capital Improvement Programming as a part of the
Annual Budget.
3. Capital Projects - Capital projects are defined as those major, non-
recurring projects that have a time interval of at least three (3) years
between such expenditures and have a total cost of at least $10,000.
Purchases of real property and selected equipment may be exempted from
these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services
related to a major public improvement.
E. Acquisition of land and/or buildings.
4. Annual Action Program - Those capital improvement projects from the plan
which have been identified by the Director of Finance and Administration
and approved by the Board of County Commissioners for funding and
implementation for each next fiscal budget year.
5. Relationship Between Capital Funding and Operating Budget - Acquisitions
of general fixed assets are recorded as capital outlay expenditures
within the governmental funds. Public domain ("infrastructure") general
fixed assets consisting of roads, bridges and rights-of-way are not
capitalized. No depreciation expense has been provided on general fixed
assets. Items of three years of useful life or more and valued at $500
or more are considered capital items.
33
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.
34
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.
35
Capital Project Funds
Capital Project Funds are established to account for financial resources used
for the acquisition or improvement of the capital facilities of the county.
Capital Expenditures Fund: This fund accounts for various capital
improvement projects on county property as required by Section 29-1-301,
CRS, 1973.
PROPRIETARY FUND TYPES:
Internal Service Funds
Internal Service Funds are established to account for goods and services
provided to other departments of the county on a cost-reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs
generated by equipment and vehicles rented to the Road and Bridge Fund
and to various departments of other county funds.
Printing and Supply Fund: This fund accounts for revenue and costs
associated with providing printing services and the supply and stores
function of the county.
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.
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.
36
O ROAN I Z AT I ONAL RESPONSIBILITY
FOR BUDGE T UNIT S
BUDGET UNIT RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman, Board of County
Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance & 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 c;xtlay 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
37
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
38
1992 GL7=DEL=NES
. 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 1991's
budget presentation.
. Salaries should be budgeted at the 1991 level. Any increase over 4.3Z
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.
39
. 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.
. In reviewing the 1992 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.
40
5 :L GN I F I CANT C 1E3ANGE S I N FOLIC Y
FROM PRIOR YEARS
• Board expressed concern over the continued growth of criminal justice
costs and denied any new position requests in this are.
• Board directed Youth Shelter management to work with criminal justice
system to convert the youth Shelter to a Residential Child Care
Facility.
• Board denied expansion of service for animal control.
• Board eliminated physical fitness program for Sheriff's Office
personnel.
• Board authorized the expansion of dispatch staff to cope with the
workload associated with the new enhanced E-911 emergency phone system.
• In accordance with HB90-1175, Board approved a weed management program
for Weld County, including the control of Canadian Thistle.
• County decided to return to a self-insured workers' compensation program
instead of being part of CCI's worker's compensation pool.
• With the defeat of the referendum at a special election on October 29,
1991, requiring County offices to remain in downtown Greeley, Board
authorized staff to proceed in construction v new office facility and
ambulance headquarters at the Weld County Business Park.
• Board eliminated plans to develop a geographic information system due to
lack of benefit anticipated from the system at this time.
• Due to state cutbacks, the SIDS and Hepatitis B programs were eliminated
in the Health Department.
• Funds were authorized to conduct a Presidential Preference Election in
March, 1992.
• Board eliminated painter position and will accomplish work with part-
time staff.
• Part-time law clerk for District Attorney was made full-time due to
workload.
• An enhanced automated purchasing system was approved.
41
• Board authorized a new Lieutenant position and eliminated two Deputy
positions who were process servers. Process serving will be done by
part-time civilian staff.
• Second year funding of the Drug Task Force was approved.
• With the State eliminating their Department of Emergency Services
(DODES), County will only fund County Office of Emergency Management at
current net County cost if Federal funds (FEMA) are lost.
• Part-time 4-H extension agent was made full-time to deal with 4-H
expansion and fair activities.
• Weld Mental Health's base funding was increased $12,000 due to caseload
backlog.
• Two additional senior centers (Hill-N-Park and Mead) were funded for
1992.
• Inspections of public swimming pools will only be done if entity pays
for cost of inspections.
• Board approved a tax credit incentive for Kodak totalling $16, 127 for
1992 on new personal property due to expansion of facilities.
42
POLICY MATTE RS/POINTS OF I S S LYE
WITH FM S CAL IMPACT'
FUNDING
INCLUDED EXCLUDED
County Attorney:
Upgrade of Attorney II to Attorney III $ 8,934
Upgrade of Attorney III to Attorney IV 8,000
Planning and Zoning:
GIS Position 26,500
Elections:
Presidential Primary $ 90,000
District Attorney:
Two additional Office Tech II positions 42,065
Upgrade of Office Manager 3,104
Upgrade Law Clerk from half to full time 7,005
Additional Deputy District Attorney (mid-year) 34,205
Sheriff's Office:
Reclassification of two Deputy II's to
half-time hourly civil positions (29,146)
Additional Lieutenant for Civil Division 47,347
Full time fitness coordinator for Civil Division 34,357
Additional Animal Control position 9,773
Communications:
Unfreezing of Dispatch position from 1991 27, 140
Addition of 3 Dispatch positions 81,419
Capital development 50,000 22,000
Pest and Weed:
Status quo 133,095
Response to State Weed Control Law:
Two additional hourly employees 46,814
Four additional hourly employees 44,900
Extension:
Full time agent 11,990
Fair:
Secretary (30x) for Fair due to Pest & Weed change 4,410
43
FUNDING
INCLUDED EXCLUDED
Mental Health:
General services $ 16,875
Inpatient emergency services 19,000
Developmentally Disabled:
Schafer Rehabilitation $ 26, 700
Seniors Program:
Two additional centers 10,500 1,200
Outside Agencies:
A Woman's Place 40,000 18,800
Transition House 10,875
Convention and Visitors' Bureau 500 9,500
CARE 35, 100
Social Services:
General Assistance 112,000 5,000
Health Department:
Environmental Protection:
Permanent Funding of Office Tech III 20,939
Downgrade of .5 FTE EP Specialist to
EP Technician to make Permanent (3, 181)
Community Health Services:
Additional .25 FTE Nurse I for
Adolescent Health 6,519
Permanent funding for .5 FTE Nurse I (HIV) -0-
Administration:
Downgrade of Office Manager to
Office Technician IV -0-
Housing Authority:
Indirect costs (38,408)
Island Grove:
Base funding 13,930
Assistant Manager 31,500
Unallocated 120,648
TOTAL $ 659,,238 $ 502,671
44
1 9 9 2
LTNALLOCATE I)
Unallocated $ 120,648
10/22/91:
Extension Agent (7,580)
Fair (4,410)
Pest & Weed (59,514)
Sheriff:
Reclassification of 2 Deputy II's to ] time,
Additional Lieutenant -0-
BALANCE AS OF OCTOBER 22: $ 49, 144
10/24/91:
District Attorney:
Upgrade Law Clerk $ (7,005)
Coroner (575)
Communications:
Additional Displatcher (27,140)
BALANCE AS OF OCTOBER 24: $ 14,424
10/25/91:
Health Department:
Per Capita Revenue (26,919)
SIDS 7,913
Hepatitis - B 7,913
Recreation/Sanitation 11,093
Seniors Program (1,200)
Sheriff - Bonding revenue 18,000
Weld Mental Health (12,000)
BALANCE AS OF OCTOBER 25: $ 19,224
45
POSITION ATJPI-HDRIZATIOIST CHANGES
DUE TO 199 :2 BUDGET
FUND/
DEFT DEPARTMENT OLD
NEW
01-1123 District Attorney Half-Time Law
Full-Time Law
Clerk Clerk
01-2111 Crime Control & Two Deputy II's Elimination
Investigation
None Lieutenant
01-3400 Extension Service Half-Time
Full-Time
Extension Agent Extension Agent
19-4140 Nursing PHN II
Reduced .4 FTE
46
EMPLOYEE
SALARY SCHEDULE
AND
BENEFITS
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47
SALARY RECOMMENDAP Ca•T
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 1992 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 $652,979
Road & Bridge 138,209
Health 48,952
Computer Services 60,804
TOTAL $900.944
Benefits are funded at the current level with a 13% 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.
48
199 :2 SALARY AD,TTTSTHENTS
Department 1991 1992 Difference
Commissioners $ 229,434 $ 234,928 $ 5,494
Clerk to the Board 47,528 41,132 (6,396)
County Attorney 348,096 370,093 21,997
Planning and Zoning 257,747 258,156 409
County Clerk 824,243 849,354 25, 111
Elections 95,152 98,658 6,506
County Treasurer 304,890 326,629 21, 739
County Assessor 958,577 999,217 40,640
Building and Grounds 822,615 851, 115 28,500
District Attorney 1,082,788 1, 136,968 54, 180
County Council 6,093 8,972 2,879
Juvenile Diversion 114, 129 119, 722 5,593
Victim Witness 83,137 86,854 3, 717
PAC Diversion 56,683 57,450 767
Finance 135,098 142,544 7,446
General Accounting 209,50 222,963 13,462
Purchasing 77, 475 81, 152 3,677
Personnel 116,984 129,110 12, 126
Sheriff Administration 711,586 759, 158 47,572
Sheriff Field 2, 133,989 2,243,371 109,382
Regional Forensic Lab 56,597 59,266 2,669
Communications Services 698,300 729, 713 31,413
Useful Public Service 105,684 108, 789 3, 105
Sheriff Jail 2,375,688 2,529,444 153, 756
Youth Shelter Home 162,995 170,269 7,274
Building Inspection 194, 121 210, 727 16,606
Animal Control 27,818 29, 179 1,361
OEM 33,674 35, 180 1,506
Pest/Weed Control 34,646 36,184 1,538
Engineering 293,336 309,983 16,647
Extension Services 103, 751 109,332 5,581
Veterans Office 29,366 36,086 6, 720
Missile Site 12, 902 12,902 (0)
Total General Fund $12,741,623 $13,394,600 $ 652,977
Bridge Construction 368,315 397,320 29,005
Maintenance of Condition 1,030,284 1,085,288 55,004
Maintenance Support 436,503 458,180 21,677
Trucking 444,810 453,434 8,624
Mining 323,725 335, 149 11,424
R&B Administration 205, 137 217,612 12,475
Total Road & Bridge Fund $ 2,808, 774 $ 2,946,983 $ 138,209
Health Administration 261,367 271,929 10,562
Nursing 621,057 635, 101 14,044
Environmental Protection Srvc. 423,392 447, 738 24,346
Total Health Fund $ 1,305,816 $ 1,354, 768 $ 48,952
Computer Services $ 1,351, 191 $ 1,411, 995 $ 60,804
49
'AY111P 1992 JOB TABLE LISTING PAGE 1
:UN DATE: 11/21/91 REGULAR
4ORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME
8810 01016 AAA ASSISTANT 17 o NONEXEMPT
8810 01015 AAA CASE MANAGER 20 1 EXEMPT
8810 01014 AAA OUTREACH WORKER OS o NONEXEMPT
8810 07210 ACCOUNTANT 32 2 EXEMPT
8810 07207 ACCOUNTANT INTERN MW 2 EXEMPT
8810 07209 ACCOUNTANT SPECIALIST 24 o NONEXEMPT
8810 07208 ACCOUNTANT TECHNICIAN 08 o NONEXEMPT
8810 07212 ACCOUNTING ADMINISTRATOR 34 2 EXEMPT
8010 06842 ADMIN. OF USEFUL PUBLIC SERVICE 37 1 EXEMPT
8810 12921 ADMINISTRATIVE ASST. I 18 b NONEXEMPT
8810 06832 ADMINISTRATIVE ASST. I1 25 2 EXEMPT
8810 12924 ADMINISTRATOR II 42 1 EXEMPT
8810 12943 ADMINISTRATOR OF E.O.D.S. 42 2 EXEMPT
7423 20035 AIRPORT COMMUNICATIONS ATTENDENT Cl 6 NONEXEMPT
7423 20025 AIRPORT FARM LABOR C3 a NONEXEMPT
7423 20050 AIRPORT IRRIGATOR. C1 6 NONEXEMPT
7423 20040 AIRPORT LINE PERSONNEL C1 8 NONEXEMPT
7423 20041 AIRPORT LINE PERSONNEL 44.25) C1 8 NONEXEMPT
7423 20042 AIRPORT LINE PERSONNEL (5.7472) C3 8 NONEXEMPT
7423 20045 AIRPORT MAINTENANCE Cl 8 NONEXEMPT
7423 20020 AIRPORT MAINTENANCE SUPERVISOR CS 7 NONEXEMPT
7423 20000 AIRPORT MANAGER C4 I EXEMPT
7423 20011 AIRPORT OFFICE ASSISTANT C6 6 NONEXEMPT
7423 20008 AIRPORT OFFICE HOURLY C5 6 NONEXEMPT
7423 20010 AIRPORT OFFICE MANAGER C2 o NONEXEMPT
7423 20005 AIRPORT SECRETARY C1 o NONEXEMPT
7423 20018 AIRPORT SNACK BAR CLERK C6 8 NONEXEMPT
7423 20030 AIRPORT TERMINAL MANAGER C2 1 NONEXEMPT
7423 20015 AIRPORT TERMINAL WORKER C5 6 NONEXEMPT
7423 20055 AIRPORT UNICOM/WEATHER/LINE STAFF C2 6 NONEXEMPT
7720 06940 AMBULANCE SUPERVISOR P3 1 NONEXEMPT
8831 01044 ANIMAL CONTROL OFFICER 20 4 NONEXEMPT
9410 03010 APPRAISER I 15 3 NONEXEMPT
9410 03021 APPRAISER II 25 3 NONEXEMPT
9410 03025 APPRAISER III 30 3 NONEXEMPT
9410 03026 APPRAISER IV 36 2 NONEXEMPT
9410 03023 APPRAISER LEADWORKER 29 3 NONEXEMPT
9410 03027 APPRAISER V 40 2 NONEXEMPT
8610 12844 ASSISTANT DISTRICT ATTORNEY AA 1 EXEMPT
8810 07231 ASST. COMPTROLLER 42 2 EXEMPT
8810 12720 ASST. COUNTY ATT. (SS) 47 1 EXEMPT
8810 12710 ASST. COUNTY ATT. I 37 1 EXEMPT
8810 12721 ASST. COUNTY ATT. II 45 I EXEMPT
8810 12725 ASST. COUNTY ATT. III 53 1 EXEMPT
8810 12732 ASST. COUNTY ATT. IV 59 1 EXEMPT
8610 09585 ASST. DIRECTOR OF ROAD AND BRIDGE 56 1 EXEMPT
9015 09102 B G G CONCRETE LABORER DC 8 NONEXEMPT
9015 09960 OLD. E GDS. SUPERVISOR 46 1 EXEMPT
9015 09010 DLO. MAIN. LABORER 14 8 NONEXEMPT
9015 09120 DLO. MAIN. WKR. I 16 7 NONEXEMPT
9015 09140 BLD. MAIN. KKR. II 25 7 NONEXEMPT
9015 09141 BLD. MAIN. WKR. III 30 7 NONEXEMPT
9015 09142 BLD. MAIN. KKR. IV 36 7 NONEXEMPT
9410 03220 BUILDING INSPECTOR 33 3 NONEXEMPT
7382 09810 BUS DRIVER 10 B NONEXEMPT
50
PAY111P 1992 JOB TABLE LISTING PAGE 2
RUN DATE: 11/21/91 REGULAR
WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME
8810 07225 BUSINESS MGR, HEALTH DEPT 42 2 EXEMPT
8810 07030 BUYER 29 3 EXEMPT
9410 03030 CHIEF APPRAISER 44 1 EXEMPT
8810 12644 CHIEF DEPUTY 44 1 EXEMPT
8810 12843 CHIEF DEPUTY DISTRICT ATTORNEY 63 2 EXEMPT
9410 09953 CHIEF ELECTRICIAN 42 7 NONEXEMPT
9410 11553 CIVIL ENGINEER I 34 7 EXEMPT
9410 11554 CIVIL ENGINEER II 44 7 EXEMPT
9410 11241 CIVIL TECH I 26 3 NONEXEMPT
9410 11242 CIVIL TECH II 32 3 NONEXEMPT
8810 12911 CLIENT SERV.TECH.SUPERVISOR 22 1 EXEMPT
8810 12910 CLIENT SERVICE TECH 17 3 NONEXEMPT
8810 12916 CLIENT/INFO SYSTEMS COORD. 25 1 EXEMPT
8831 01046 CODE ENFORCEMENT OFFICER 20 4 NONEXEMPT
9410 03235 COMBINATION INSP.-LEADWORKER 41 3 NONEXEMPT
9410 07225 COMBINATION INSPECTOR 37 3 NONEXEMPT
8810 06843 COMMUN SER PROG ADMIN 30 1 EXEMPT
7720 06820 COMMUN. SER. COUNSEL. I 22 2 EXEMPT
7720 06830 COMMUN. SER. COUNSEL. II 26 2 EXEMPT
8810 06841 COMMUN. SER, COUNSEL. III 31 2 EXEMPT
8810 01048 COMMUNITY CORRECTIONS ADMIN ASSIST 24 6 NONEXEMPT
8832 06450 COMMUNITY HEALTH SERVICES DIRECTOR 51 1 EXEMPT
8810 06810 COMMUNITY SERVICE WKP.. I 09 5 NONEXEMPT
8810 06815 COMMUNITY SERVICE WKR. II 13 6 NONEXEMPT
8810 06817 COMMUNITY SERVICES SPECIALIST 20 5 NONEXEMPT
8810 06816 COMMUNITY SERVICES TECHNICIAN 16 3 NONEXEMPT
8810 02030 COMPLAINT BOARD OPERATOR 18 b NONEXEMPT
8810 12956 COMPTROLLER O1 1 EXEMPT
8810 08233 COMPUTER OPERATIONS MANAGER 51 2 EXEMPT
8810 08110 COMPUTER OPERATOR I 20 3 NONEXEMPT
8810 08121 COMPUTER OPERATOR II 28 3 NONEXEMPT
8810 08131 COMPUTER OPERATOR III 36 3 NONEXEMPT
8810 08320 COMPUTER PROGRAMMER I 32 2 NONEXEMPT
8810 08330 COMPUTER PROGRAMMER II 37 2 NONEXEMPT
7720 06822 CORRECTIONAL COUNSELOR I 26 2 EXEMPT
7720 06831 CORRECTIONAL COUNSELOR II 30 2 EXEMPT
7720 06833 CORRECTIONAL COUNSELOR III 35 2 EXEMPT
7720 04005 CORRECTIONAL OFFICER I 30 4 NONEXEMPT
7720 04010 CORRECTIONAL OFFICER II 33 4 NONEXEMPT
8810 06834 CORRECTIONAL PROGRAMS DIRECTOR 43 1 EXEMPT
7720 04012 CORRECTIONAL TECHNICIAN 36 4 NONEXEMPT
8810 02220 COST COORDINATOR 21 3 NONEXEMPT
8810 12983 COUNTY ASSESSOR ED 1 EXEMPT
8810 12755 COUNTY ATTORNEY 77 1 EXEMPT
8810 12981 COUNTY CLERK G RECORDER EU 1 EXEMPT
8810 12900 COUNTY COMMISSIONER D1 1 EXEMPT
9410 11555 COUNTY ENGINEER 63 1 EXEMPT
8810 12982 COUNTY TREASURER EC) 1 EXEMPT
7720 04123 CRIMINALIST 59 4 EXEMPT
8742 10222 CURRENT PLANNER 32 2 EXEMPT
9015 09133 CUSTODIAL JAIL FOREMAN 21 3 NONEXEMPT
9015 09113 CUSTODIAL LEAD WORKER 12 8 NONEXEMPT
9015 09110 CUSTODIAL WORKER OS 8 NONEXEMPT
8810 12927 D.A. COMMUNITY PROGRAMS ADMIN. 44 1 EXEMPT
9410 96650 DEPARTMENT 216650 MW 8 NONEXEMPT
51
PAY111P 1992 JOB TABLE LISTING PAGE 3
RUN DATE: 11/21/91 REGULAR
WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEDC OVERTIME
8810 30001 DEPUTY CORONER DC 2 EXEMPT
8810 07510 DEPUTY DIST. ATT. I 37 2 EXEMPT
8810 07521 DEPUTY DIST. ATT. II 45 2 EXEMPT
8810 07532 DEPUTY DIST. ATT. III 53 2 EXEMPT
8810 07540 DEPUTY DIST. ATT. IV 59 2 EXEMPT
8810 07550 DEPUTY DIST. ATT. V 61 2 EXEMPT
8810 12643 DEPUTY TREASURER 35 1 EXEMPT
7720 06955 DIRECTOR OF AMBULANCE SERVICE 60 1 EXEMPT
8810 12155 DIRECTOR OF COMMUNICATIONS SERVICES 54 1 EXEMPT
8810 12955 DIRECTOR OF FINANCE E AUMIN SER SI 1 EXEMPT
8810 12950 DIRECTOR OF GENERAL SERVICES 63 1 EXEMPT
8810 06666 DIRECTOR OF HEALTH 76 1 EXEMPT
8810 08457 DIRECTOR OF INFORMATION SERVICES 70 1 EXEMPT
8810 07355 DIRECTOR OF PERSONNEL 57 1 EXEMPT
8810 12455 DIRECTOR OF PLANNING SERVICES 57 1 EXEMPT
8810 11600 DIRECTOR OF ROAD AND BRIDGE 63 1 EXEMPT
8810 00015 DIRECTOR OF SOCIAL SERVICES 64 1 EXEMPT
8810 12355 DIRECTOR. DIV OF HUMAN RESOURCES 64 1 EXEMPT
8868 12055 DIRECTOR. WELD LIBRARY DISTRICT 53 1 EXEMPT
8810 02133 DISPATCH OPERATIONS MANAGER 35 6 EXEMPT
8810 02125 DISPATCH TRAIN. 6 STAND. MANAGER 33 6 EXEMPT
8810 02120 DISPATCHER I 26 3 NONEXEMPT
8810 02132 DISPATCHER II SHIFT SUPERVISOR JO 3 NONEXEMPT
8810 12855 DISTRICT ATTORNEY DA 1 EXEMPT
8742 04230 DISTRICT ATTORNEY INVESTIGATOR 40 3 EXEMPT
9410 06606 E.P. CHEMICAL SPECIALIST 32 2 EXEMPT
9410 06610 E.P. LAB SPECIALIST 33 2 EXEMPT
9410 06604 E.P. LAB TECHNICIAN 17 2 NONEXEMPT
9410 06620 E.P. SPECIALIST 32 2 EXEMPT
9410 06615 E.P. TECHNICIAN 21 2 NONEXEMPT
9410 03230 ELECTRICAL INSPECTOR 37 3 NONEXEMPT
8810 07010 EMERGENCY MANAGEMENT COORDINATOR 36 4 EXEMPT
8810 06060 EMERGENCY MED SERVICES ADVISOR 43 1 EXEMPT
7720 06910 EMERGENCY MEDICAL TECHNICIAN PI 3 NONEXEMPT
8810 12933 EMPLOYER SERVICES COORDINATOR 28 2 EXEMPT
8810 12913 EMPLOYMENT G TRAINING COORD 25 1 EXEMPT
8810 12908 EMPLOYMENT SERV ADMIN ASSIST 18 3 NONEXEMPT
8810 12912 EMPLOYMENT TECHNICIAN 18 3 NONEXEMPT
9410 11244 ENGINEERING ADMINISTRATIVE MANAGER 42 1 EXEMPT
9410 06640 ENVIRONMENTAL PROTECTION DIRECTOR 51 2 EXEMPT
9410 06630 ENVIRONMENTAL PROTECTION SUPERVISOR 39 2 EXEMPT
8810 06735 EXTENSION 4-H PROG COORD - 6 EXEMPT
8868 01019 FENWC ACTING ED COORD 10 6 NONEXEMPT
8868 12925 FENWC ADMINISTRATOR HKD 1 EXEMPT
9101 06811 FENWC COMMUNITY SERVICE WORKER HE 6 NONEXEMPT
8868 06028 FENWC DIRECTOR/HEAD TEACHER HH 1 EXEMPT
9101 06005 FENWC EDUCATION GOURD ASSIST HH 2 EXEMPT
8868 06011 FENWC EDUCATION COORDINATOR HIE 2 EXEMPT
8868 12922 FENWC FAMILY SERVICE COORD. HIC 1 EXEMPT
9101 09408 FENWC FOOD SERVICE WKR.AIDE HA 8 NONEXEMPT
9101 09411 FENWC FOOD SERVICE WORKER HC 8 NONEXEMPT
9101 06018 FENWC GROUP LEADER HH 2 EXEMPT
8868 06343 FENWC HEALTH AIDE COORDINATOR HIC 3 EXEMPT
9015 09109 FENWC JANITOR HA 8 NONEXEMPT
8868 06340 FENWC NURSE HIC 2 EXEMPT
52
PAY111P 1992 JOB TABLE LISTING PAGE 4
RUN DATE: 11/21/91 REGULAR
WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME
9101 01003 FENWC OFFICE ASSISTANT HC 6 NONEXEMPT
9101 01027 FENWC OFFICE MANAGER HIC 6 NONEXEMPT
9101 06015 FENWC PARENT/VOL SPECIALIST HH 6 NONEXEMPT
9101 01009 FENWC SECRETARY HFO 6 NONEXEMPT
9101 06002 FENWC SITE SUPPERVISOP. HI 6. NONEXEMPT
9101 01008 FENWC STAFF ASSISTANT HA 6 NONEXEMPT
8868 06021 FENWC TEACHER HH 2 EXEMPT
9101 06010 FENWC TEACHER AIDE HC 5 NONEXEMPT
9101 06008 FENWC TEACHER AIDE INTERN MN 5 NONEXEMPT
5506 09500 FLAGGER 03 6 NONEXEMPT
8872 06310 HEALTH AIDE I 07 6 NONEXEMPT
8832 06320 HEALTH AIDE II 16 8 NONEXEMPT
8832 06331 HEALTH AIDE III 17 5 NONEXEMPT
8810 06417 HEALTH CASE MANAGER 31 2 EXEMPT
8832 06645 HEALTH DEPARTMENT 40 2 EXEMPT
8832 06520 HEALTH EDUCATION SPECIALIST 31 2 EXEMPT
8832 06530 HEALTH EDUCATOR 36 2 EXEMPT
8810 06220 HOUSING REHABILITATION SPECIALIST 27 1 NONEXEMPT
8810 01047 HRD LEGAL AIDE 20 6 NONEXEMPT
8810 07330 HRD PERSONNEL TECHNICIAN 28 6 EXEMPT
8810 01025 HRD SERVICE TECHNICIAN 10 6 NONEXEMPT
8810 01024 JOB SERVICE TECH/COMMUN SER WKR HP 6 NONEXEMPT
7720 04006 JUVENILE OFFICER I 30 4 NONEXEMPT
7720 04011 JUVENILE OFFICER II 33 4 NONEXEMPT
7720 04013 JUVENILE TECHNICIAN 36 4 NONEXEMPT
9015 06006 LABORER MC 8 EXEMPT
9410 09512 LABORERS W.D. MW 8 NONEXEMPT
8810 07410 LAW CLERK I 13 5 EXEMPT
8810 07421 LAW CLERK II 24 5 EXEMPT
8810 07431 LAW CLERK III 28 5 EXEMPT
8868 05032 LIBRARIAN: PUBLIC SERVICE 31 6 EXEMPT
8868 05025 LIBRARIAN: TECHNICAL SERVICE 31 6 EXEMPT
9101 01042 LIBRARY ADMINISTRATIVE TECH 22 6 EXEMPT
8868 05036 LIBRARY ADULT SERVICES COORDINATOR 35 6 EXEMPT
8868 05020 LIBRARY ASSISTANT 16 6 NONEXEMPT
8868 05040 LIBRARY BRANCH SUPERVISOR 36 2 EXEMPT
8868 05045 LIBRARY INFDR SERV COORDINATOR 41 2 EXEMPT
8868 05035 LIBRARY: BRANCH LIBRARIAN 26 2 EXEMPT
8868 05021 LIBRARY: CIRC. LEAD/CENTENNIAL 22 6 EXEMPT
8868 05022 LIBRARY: LEAD POSITION 24 6 EXEMPT
8810 12919 LONG TERM CARE OMBUDSMAN 26 1 EXEMPT
8810 08456 MANAGER OF SYSTEMS G PROGRAMMING 63 2 EXEMPT
9410 11131 MATERIAL 6 STRUCTURAL TESTOR 35 3 NONEXEMPT
9015 09111 MISSILE PARK CARETAKER 18 1 NONEXEMPT
8810 01050 OFFICE MANAGER 30 6 EXEMPT
8810 01051 OFFICE MANAGER 30 6 EXEMPT
8810 01010 OFFICE TECHNICIAN I 02 6 NONEXEMPT
8810 01011 OFFICE TECHNICIAN I 02 6 NONEXEMPT
8810 01020 OFFICE TECHNICIAN II 08 6 NONEXEMPT
8810 01021 OFFICE TECHNICIAN II - 08 6 NONEXEMPT
8810 01030 OFFICE TECHNICIAN III 15 6 NONEXEMPT
8810 01031 OFFICE TECHNICIAN III 15 6 NONEXEMPT
8810 01040 OFFICE TECHNICIAN IV 21 6 NONEXEMPT
8810 01041 OFFICE TECHNICIAN IV 21 6 NONEXEMPT
7720 06930 PARAMEDIC P2 3 NONEXEMPT
53
PAY111P 1992 JOB TABLE LISTING
RUN DATE: 11/21/91 PAGE 5
REGULAR
WORK COMP JOB NUMBER JOB DESCRIPTION GRADE
EEOC OVERTIME
8810 02010 PBX OPERATOR I 02 6
8810 02020 PBX OPERATOR Ii NONEXEMPT
08 6 NONEXEMPT
8810 02032 PBX-PHONE SERVICE MANAGER
30 6 NONEXEMPT 8810 07333 PERSONNEL ANALYST
8810 07334 PERSONNEL TECHNICIAN 37 2 EXEMPT
30 2 EXEMPT
9014 06732 PEST INSPECTOR
8810 10010 PLANNING TECHNICIAN 36 2 EXEMPT
21 3 NONEXEMPT
8810 10223 PRINCIPAL PLANNER 39
8810 01043 PRINTING G SUPPLY SUPERVISOR 2 EXEMPT
8810 08331 PROGRAMMER/ANAL I 21 6 EXEMPT
42 2 NONEXEMPT
8810 08333 PROGRAMMER/ANAL I T L
47 2 NONEXEMPT
8810 08432
PROGRAMMER/ANAL II 47 2 NONEXEMPT
8810 08336 PROGRAMMER/ANAL II T L 52 2
8832 06421 PUBLIC HEALTH NURSE Z NONEXEMPT
3
8832 06432 PUBLIC HEALTH NURSE II 1 2 EXEMPT
34 2 EXEMPT
8832 06443 PUBLIC HEALTH NURSE III
36 2 EXEMPT
8832 06445 PUBLIC HEALTH NURSE LEAD WKR
8832 06447 PUBLIC HEALTH NURSE SUPERVISOR 38 2 EXEMPT
42 2 EXEMPT
5506 09565 R C B FOREMAN
5506 09505 R E D SER• LABORER 38 3 NONEXEMPT
5506 09510 R C O SER, WKR, I 37 8 NONEXEMPT
37 8 NONEXEMPT
5506 09530 R L B SER• WKR. II
5506 09540 R G B SER. WKR. III 21 7 NONEXEMPT
25 7 NONEXEMPT
5506 09577 R E B SUPERVISOR
5506 09560 R C B WKR III LEAD WORKER 46 1 EXEMPT
29 7 NONEXEMPT
8810 01071 RECORDING/ELECTION SUPERVISOR
40 1 EXEMPT
8E10 12909 REFERRAL/PLACEMENT SUPERVISOR
8810 08020 REMOTE TERMINAL OPERATOR/DA 16 1 EXEMPT
3 NONEXEMPT
17
8810 01037 S.O• RECORDS TECH LEADWORKER
7720 09130 SECURITY/BUILDING ENGINEER 6 NONEXEMPT
20 4 NONEXEMPT
7720 12984 SHERIFF
7720 04154 SHERIFFS CAPTAIN SO 1 EXEMPT
56
7720 04125 SHERIFF'S DEP.-SPECIAL ASSIGNMENT 38 1 EXEMPT
4 NONEXEMPT
7720 04110 SHERIFFS DEPUTY I
7720 04121 SHERIFF'S DEPUTY II 30 4 NONEXEMPT
7720 04120 SHERIFF'S DEPUTY--OPERATIONS 36 4 NONEXEMPT
36 4 NONEXEMPT
7720 04143 SHERIFF'S LIEUTENANT
7720 04142 SHERIFF'S LIEUTNEANT--OPERATIONS 50 50
2 EXEMPT
8810 01045 SHERIFF'S PROPERTY TECHNICIAN 2 EXEMPT
7720 04133 SHERIFF'S SERGEANT 21 6 NONEXEMPT
45 4 NONEXEMPT
7720 04132 SHERIFF'S SERGEANT--OPERATIONS 45 h NONEXEMPT
8810 07020 SHERIFF'S TRAINING COORDINATOR 36
8810 12915 SPECIAL PROGRAMS COORDINATOR 2 EXEMPT
`5EXEMPT
8810 08342 SR. SYSTEMS ANALYST 1 NONEXE
8810 08344 52 2 NONEXEMPT
SR• SY57 EMS ANALYST 7 L 57 2 NONEXEMPT
8810 06414 SUICIDE P C PROJECT COORD 29
8810 06818 SUMMER YOUTH LEAD WORKER 2 EXEMPT
17 6 NONEXEMPT
8810 06814 SUMMER YOUTH WORKER 30 6 NONEXEMPT
8810 08334 SYSTEMS ANALYST 47
8810 08335 SYSTEMS ANALYST T L 2 NONEXEMPT
52 2 NONEXEMPT 8810 08340 SYSTEMS PROGRAMMER I
44 2 NONEXEMPT 8810 08341 SYSTEMS PROGRAMMER II
60 2 NONEXEMPT 8810 08346 SYSTEMS PROGRAMMER III
8742 03310 TAX COLLECTOR 63 2 EXEMPT
8810 01002 TRANSPORTATION DISPATCHER 76 1 EXEMPT
08 6 NONEXEMPT
54
PAYIIIP 1992 JOB TABLE LISTING PAGE 6
RUN DATE: 11/21/91 REGULAR
WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME
8810 06123 TRANSPORTATION SUPERVISOR 33 6 EXEMPT
7720 04155 UNDERSHERIFF 62 1 EXEMPT
9410 11420 UTILITY 4 PERMIT INSPECTOR 32 3 NONEXEMPT
8810 03028 VALUATION ANALYST 40 1 EXEMPT
8810 06240 VETERANS COUNSELLOR 30 2 EXEMPT
8810 12914 VETERANS EMPLOYMENT REP 17 2 NONEXEMPT
8810 01000 UDC REHAB MW 6 NONEXEMPT
8810 06004 VOCATIONAL/EDUCATIONAL ASSIST 18 6 NONEXEMPT
8810 12917 VOCATIONAL/EDUCATIONAL COOR_DINATOk 25 2 EXEMPT
9014 09611 WEED CONTROL DRIVER 11 8 NONEXEMPT
9014 09610 WEED CONTROL SPECIALIST 12 6 NONEXEMPT
9014 09600 WEED CONTROL SUPERVISOR 13 8 NONEXEMPT
5506 09940 WELDER I 21 7 NONEXEMPT
5506 09952 WELDER II 32 7 NONEXEMPT
9410 96498 WORK SUPPLEMENT/ADULT OW 8 NONEXEMPT
9410 96492 WORK SUPPLEMENT/YOUTH OW B NONEXEMPT
8010 06813 YOUTH PROGRAMS ASSISTANT 18 6 NONEXEMPT
7720 06355 YOUTH SHELTER HOME DIRECTOR 39 1 EXEMPT
9410 09514 YOUTH/LABORER WD MW 8 NONEXEMPT
9410 09511 YOUTH/SUMMER MW 8 NONEXEMPT
55
'AYI11P 1992 PAY TABLE - SALARY PAGE 1
UN DATE: 11/21/91 REGULAR
GRADE STEPS A B C D E F
01 941 .34 969.18 998.76 1028.34 1059,66 1090.98
02 965.70 995,28 3024,86 1056,38 1087.50 1120,56
03 990.06 1019.64 1050.96 1082.20 1115,34 1148.40
04 1014.42 1044.00 1075.32 1108.38 1141.44 1176.24
05 1040,52 1071.84 1103. 16 1136.22 1171. 02 1205,82
06 1066.62 1097.94 1131 .00 1165.80 1200, 60 1237.14
07 1092.72 1125,78 1158484 1193.64 1230. 18 1266,72
08 1120.50 1153.62 1188.42 1223.22 1259,76 1298.04
09 1148.40 1183.20 1218.00 1254.54 1292,82 1331.10
10 1177,98 1212,78 1249,32 1287.00 1325. 88 1365,90
31 1207,56 1244.10 1280,64 1310,92 1358,94 1398.96
12 1237,14 1273668 1311 .96 1351.98 1392.00 1433,76
13 1268.46 1306.74 1346.76 1386.78 1428, 54 1472.04
14 1299,78 1338.06 1378,08 1419.84 1461.60 1505.10
15 1332.84 1372.86 1414.62 1456.38 1499.88 1545.12
16 1365.90 1407.66 1449.42 1492.92 1538. 16 1585.14
17 1400.70 1442.46 1485.96 1531.20 1576.44 1623.42
18 1435.50 1479.00 1524.24 1569.48 1616.46 1665.18
19 1472.04 1515.54 1560.78 1607.76 1650.48 1706.94
20 1508.50 1553.82 1600.80 1649.52 1698.24 1748.70
21 1546.86 1593.84 1040,82 1689,54 1740.00 1792.20
22 1585.14 1632.12 1680.84 1731.30 1783.50 1837.44
23 1625.16 1673.88 1724.34 1776.54 1830,48 1886.16
24 1665.18 1715.64 1767.84 1820.04 1073.98 1929.66
25 1706.94 1757,40 1809.60 1863.54 1919.22 1976.64
26 1750.44 1802.64 1856.58 1912,26 1969.68 2028.84
27 1793.94 1847.88 1903.56 1960.98 2020. 14 2081.04
28 1839.18 1894.86 1952.28 2011.44 2072,34 2134.98
29 1884.42 1940.10 1997.52 2056.68 2117,58 2181.96
30 1931 .40 1988.82 2047.98 2108,88 2171.52 2235.90
31 1980.12 2039.28 2100.18 2162.82 2227,20 2293.32
32 2028.84 2089.74 2152.38 2216.76 2282.88 2350.74
33 2079.30 2141.94 2206,32 2272.44 2340.30 2409.90
34 2131 .50 2195.88 2262.00 2329.86 2399.46 2470,80
35 2185.44 2251.56 2319.42 2389.02 2460.36 2533.44
36 2239.38 2307.24 2376.84 2448.18 2521.26 2596.08
37 2295.06 2364.66 2436.00 2509.08 2583.90 2662.20
38 2352.48 2423.82 2496.90 2571.72 2648.28 2728.32
39 2411 .64 2484.72 2559.54 2636.10 2714.40 2796.18
40 2472,54 2547.36 2623.92 2702.22 2784.00 2867.52
41 2535.18 2611 .74 2690,04 2770.08 2053.60 2938.86
42 2597.82 2676.12 2756.16 2839.68 2924.94 3011.94
43 2662.20 2742.24 2824.02 2909.28 2996.28 3086.76
44 2728.32 2810.10 2893.62 2980.62 3069.36 3161.58
45 2796.18 2879.70 2966.70 3055.44 3147.66 3241.62
46 2865.78 2951 ,04 3039.78 3130.20 3224.22 3321.66
47 2937,12 3025.86 3116.34 3210.30 3306.00 3405.18
48 3010.20 3100.60 3192.90 3288.60 3387.78 3488470
49 3085.02 3177.24 3272.94 3370.38 3471.30 3575.70
50 3161 .58 3257.28 3354.72 3455.64 3560,04 3666,18
51 3239.88 3337.32 3438.24 3540.90 3647.04 3756.66
52 3321.66 3420.84 3523.50 3629,64 3739,26 3850.62
53 3405.18 3507,84 3612.24 3720.12 3831.48 3946.32
54 3490,44 3594.84 3702.72 3814.08 3928.92 4047.24
55 3577.44 3685.32 3796.68 3909.78 4026,36 4146.42
56
PAY111P 1992 PAY TABLE - SALARY PAGE 2
RUN DATE: 11/21/91 REGULAR
GRADE STEPS A D C D E F
56 3666.18 3775.80 3888.90 4005.48 4125.54 4249.08
57 3758.40 3871.50 3988.08 4108.14 4231.68 4358.70
58 3852.36 3967.20 4065.52 4207.32 4334.34 4464.84
59 3948406 4066.38 4188.18 4313.46 4442.22 4576.20
60 4047.24 4169.04 4294.32 44223.08 4555.32 4692.78
61 4148.16 4273.44 4402.20 4534.44 4670.16 4811.10
62 4252.56 4379.58 4511.82 4647.54 4786.74 4931.16
63 4358.70 4489.20 4623.18 4762.38 4905.06 5052.96
64 4468.32 4602.30 4739.76 4882.44 5028.60 5179.98
65 4579.68 4717. 14 4858.08 5004.24 5153. 88 5308.74
66 4694.52 4835.46 4979.88 5129.52 5282.64 5440.98
67 4811 .10 4955.52 5103.42 5256.54 5414.88 5576.70
68 4931 .16 5079.06 5232.18 5388.78 5550.60 5717.64
69 5054.70 5206.08 5362.68 5522.76 5688.06 5858.58
70 5181 .72 5336.58 5496.66 5661 .96 5832.48 6008.22
71 5310.48 5470.56 5634.12 5802.90 5976.90 6156.12
72 5442.72 5606.28 5775.06 5949.06 6128.28 6312.72
73 5578.44 5745.48 5917.74 6095.22 6277.92 6465.84
74 5717.64 5889.90 6067.38 6250.08 6438.00 6631.14
75 5860.32 6036.06 6217.02 6403.20 6594.60 6792.96
76 6006.48 6167.44 6373.62 6565.02 6761864 6965.22
77 6156.12 6340.56 6530.22 6726.84 6928.68 7135.74
78 6309.24 6498.90 6693.78 6893.88 7100.94 7313.22
79 6467.58 6662.46 6862.56 7067.88 7280. 16 7499.40
80 6629.40 6827.76 7033.06 7243.62 7461.12 7685.58
81 6794.70 6998.28 7208.82 7424.58 7647.30 7876.98
82 6965.22 7174.02 7389.78 7610.76 7838.70 8073.60
83 7139.22 7353.24 7574.22 7802.16 8037.06 8278.92
84 7318.44 7537.68 7763.88 7997.04 8237. 16 8484.24
85 7501.14 7725.60 7957.02 8195.40 8440.74 8694.78
57
PAY111P 1992 PAY TABLE - HOURLY
RUN DATE: 11/21/91 PAGE 1
REGULAR
GRADE STEPS A 8 t
D E F
AA .0000000 ,0000000 ,0000000
B1 .0000000 ,0000000 32.5000000
15.3256704 .0000000 .0000000 •0000000 ,0000000 ,0000000
C1 4.2500000 5.0000000 5.4598000 6.3218390 5.5000000 7.0410000
C2 4.5977000 8,6206896 7.4712643 10,6500000 10.3500000 C3 5.7472000 20.5000000 7.4712643 5.0000000 .0000000
C4 27.6667000 23.3333000 17,3132190 18.2710920 40000000 ,0000000
CS 9,0000000 10 0000000 .0000000
.0000000 7.6628352 5, ;7500000 7 0000000 .0000000
C6 4.2500000 4.2500000 6.000000C 6.2500000 .0000000 DA 3663984680 .0000000 ,0000000 .0000000
.0000000
DC 8.0000000 8.0000000 •0000000 .0000000 .0000000
EU 17,2413800 •0000000 ,0000000 .0000000
.0000000 .000OOOG •0000000 .0000000 ,0000000
HA 5.1500000 5.2900000 5,4200000 5.5500000 5.6900000 .0000000
HD 5.2900000 5.4200000 5.5500000 5.6900000 5.8400000
.0000000
HC 5.4200000 5.5500000 5.6900000 5.8400000 5.9900000 .0000000
HD 5.6900000 5,8400000 5.9900000 6.1400000 6.3000000 .0000000
HF 5.8400000 5.9900000 6.1400000 6.3000000 6.4600000 .0000000
HG 6.4100000 6.5800000 6.7400000 6.9200000 7.0900000 ,0000000
HH 7,2500000 7.4400000 7.6200000 7.8100000 8.0100000 HI 7.6200000 7,8100000 8.0100000 8.2200000 8.4300000 •0000000
.0000000
HJ 11 .0500000 11.3300000 11.6100000 11.9000000 12.2100000 .0000000
HK 13.4600000 13.7900000 14.1400000 14.5000000 14.8600000 .0000000
MW 4.2500000 .0000000 .0000000
OW 5.0000000 .0000000 .0000000 ,0000000
.0000000 .0000000 .0000000 .0000000 P1 7.4800000 7.7000000 7.9400000 8.1700000 .0000000
844200000 8.6700000
P2 9.5700000 9.8600000 10.1600000 10.4600000 10.7600000 11.0900000
P3 11 .4600000 11.8100000 12.1600000 12.5300000 12
P4 1 .0000000 1.5000000 22.4800000 •9000000 13.2800000
50 18,6781700 .0000000 .0000000 .0000000
.0000000 ,0000000 .0000000 ,0000000 ,0000000
01 5,4100000 5.5700000 5.7400000 5.9100000 6,0900000 6.2700000
C2 5,5500000 5,7200000 5,8900000 6,0700000 6.2500000 6.4400000
03 5.6900000 5.8600000 6.0400000 642200000 6.4100000 6.6000000
04 5.8300000 6.0000000 6.1800000 6.3700000 6.5600000 6.7600000
05 5.9800000 6.1600000 6,3400000 6.5300000 6.7300000 6.9300000
06 6.1300000 6.3100000 6.5000000 6.7000000 6.9000000 741100000
07 6 .2800000 6.4700000 6.6600000 6,8600000 7.0700000 7.2800000
08 6.4400000 6.6300000 6.8300000 7.0300000 7.2400000 7.4600000
09 6.6000000 6.8000000 7.0000000 7.2100000 7.4300000 7.6500000
10 6.7700000 6.9700000 7.1800000 7.4000000 7.6200000 7,8500000
11 6.9400000 7.1500000 7,3600000 7.5800000 7,8100000 8.0400000
12 7.1100000 7.3200000 7.5400000 7.7700000 8.0000000 8,2400000
13 7.2900000 7.5100000 7.7400000 7.9700000 8
14 7,4700000 7.6900000 .4000000 8.4600000
15 7.9200000 8.1600000 8,4000000 8.6500000
7.6600000 7.8900000 8,1300000 8,3700000
16 7.8500000 8.0900000 8.3300000 8.5800000 8.6200000 8.8600000
17 8.0500000 8.8400000 9.1100000
8,2900000 8.5400000 8,8000000 9.0600000 9.3300000
18 8.2500000 8.5000000
19 8,4600000 8.7600000 9.0200000 9.2900000 9.5700000
8.7100000 0.9700000 9,2400000 9.5200000 9.8100000
20 8.6700000 8.9300000 9.2000000 9.4800000 9.7600000 1040500000
21 8.8900000 9.1600000 9.4300000 9.7100000 10,0000000 10.3000000
22 9.1100000 9.3800000 9,6600000 9.9500000 10.2500000 10,5600000
23 9,3400000 9.6200000 9.9100000 10,2100000 10,5200000 10.8400000
24 9.5700000 9.8600000 10,1600000 10.4600000 10.7700000
25 9.8100000 10, 1000000 10.4000000 10.7100000 11 .0900000
11.0300000 11 ,3600000
26 10,0600000 10,3600000 10,6700000 10.9900000 11.3200000 11.6600000
27 10,3100000 10.6200000 10.9400000 11.2700000 11.6100000 11.9600000
58
PAY311P 1992 PAY TABLE � HOURLY
PAGE 2
REGULAR
RUN DATE: 11/21/93 F
0 D E
GRADE STEPS A B
28 10.5700000 10.8900000 11.2200000 11.5600000 1261700000 12.5400000
000 1262700000
29 10 .8300000 11.1500000 11.4800000 11.8200000
30 11 .1000000 11.4300000 11.7700000 12.1200000 12.4400000 12.8500000
31 11 .3800000 11.7200000 12.0700000 12.4300000 12.8000000 13.1800000
32 11 .6600000 12.0100000 12.3700000 12.7400000 13.1200000 13.5100000
33 11 .9500000 12.3100000 12.6800000 13.0600000 13.4500000 13.8500000
34 12.2500000 12.6200000 13.0000000 13.3900000 13.7900000 14.2000000
35 12.5600000 12.9400000 13.3300000 13.7300000 14.1400000 14.5600000
36 12.8700000 13.2600000 13.6600000 14.0700000 14.4900000 14.9200000
1900000 13.5900000 14.0000000 14.4200000 14.8500000 15.3000000
37 13. 3.9300000 34.3500000 14.7400000 15.2200000 15.6800000
38 13.5200000 1
39 13.8600000 14. 00000 14.7100000 15.1500000 16'0000000 16,4800000
6000000 16.0700000
40 14.2100000 14.646400000 15.0800000 15.5300000
41
34.5700000 15.0300000 15.4600000 15.9200000 16.4000000 16.8900000
42 14.9300000 15.3800000 15.8400000 16.3200000 16.8100000 1763100000
43 15.3000000 15.7600000 16.2300000 16.7200000 17.2200000 17.7400000
44 15.6800000 16.1500000 16.6300000 17.1300000 17.6400000 18. 1700000
45 16.0700000 16.5500000 17.0500000 17.5600000 18.0900000 18.6300000
46 16.4700000 16.9600000 17.4700000 17.9900000 18.5300000 19.0900000
47 16,8800000 17.3900000 17.9100000 18.4500000 19.0000000 19.5700000
48 17.3000000 17.8200000 18.3500000 18.9000000 19.4700000 20.0500000
49 17.7300000 18.2600000 18.8100000 19.3700000 1969500000 20.5500000
20.4600000 21.0700000
50 18.1700000 18.7200000 19.2800000 19.8600000
51
18.6200000 19.1800000 19.7600000 20.3500000 20.9600000 21.5900000
52 19.0900000 19.6600000 20.2500000 20.6600000 21.4900000 22.130000
53 19.5700000 20.1600000 20.7600000 21.3800000 22.0200000 22.6800000
54 20,0600000 20.6600000 21.2800000 21.9200000 22.5800000 23.2600000
55 20.5600000 21.1800000 21.8200000 22.4700000 23.1400000 23.8300000
56 21 .0700000 21.7000000 22.3500000 23.0200000 23.7100000 24.4200000
57
21 .6000000 22.2500000 22.9200000 23.6100000 24.3200000 25.0500000
58 22.1400000 22.8000000 23.4800000 24.1800000 24.9300000 25.660000
59 22.6900000 23.3700000 24.0700000 24.7900000 25.5300000 26.3000000
60 23.2600000 23.9600000 24.6600000 25.4200000 20. 1800000 26.9700000
61 23.8400000 24.5600000 25.3000000 26.0600000 26.8400000 28.3400000
.6500000
62 24.4400000 25.1700000 25.9300000 26.7100000 27.5100000
63 25.0500000 25.8000000 27.2
700000 2763700000 28.1900000 29.0400000
64 25.6800000 26.4500000 400000 28.0600000 28.9000000 29.7700000
65 26.3200000 27.1]00000 27.9200000 28.7600000 29.6200000 30.510000
66 26.9800000 27.7900000 28.6200000 29.4800000 30.3600000 31.2700000
67 27.6500000 28.4800000 29.3300000 30.2100000 31. 1200000 32.0500000
400000 29.1900000 30.0700000 30.9700000 31.9000000 32.8600000
6d 28 .3 30,8200000 31.7400000 32.6900000 33.6700000
69 29.0500000 29.9200000 34.5300000
29.7800000 30.6700000 31.5900000 32.5400000 33.5200000
70 4400000 32.3800000 33.3500000 34.3500000 35,3800000
71 30.5200000 31. 368280000C
31 .2800000 32.2200000 33.1900000 34.1900000 35.2200000 37. 160000(
72 0200000 34.0100000 35.0300000 36.0800000
73 32.0600000 33. 0000000 38.110000(
32.8600000 33.8500000 3488700000 35.9200000 37• 38.040000(
74 34.6900000 35.7300000 36.8000000 37.9000000
75 33.6800000 .53000 36.6300000 37.7300000 38.8600000 40.0300001
76 34.5200000 35.5600000 3700 38.6600000 39.8200000 418010000i
77 35.3800000 36.4400000 0,8100000 42.030000
78
36.2600000 37.3500000 74.4700000 39.6200000 4 43,100000
79 37,1700000 38.2900000 39.4400000 00000 036300000 42.0800000 44.170000
.6200000 80 30,3000000 39.2400000 40.4200000 4 .
81 39.0500000 40.2200000 41.4300000 42.6700000 43.9500000 45.270000
82 40.0300000 41.2300000 42.4700000 43.7400000 45.0500000 46.400000
59
PAYII1P 1992 PAY TABLE - HOURLY PAGE 3
RUN DATE: 11/21/91 REGULAR
GRADE STEPS A D C D E F
83 41 .0300000 42.2600000 43.5300000 44.8400000 46.1900000 47.5800000
84 42.0600000 43.3200000 44.0200000 45.9600000 47.3400000 48.7600000
85 43.1100000 44.4000000 45.7300000 47.1000000 48.5100000 49.9700000
FIFO 6.3200000 6.4800000 6.6400000 6.8100000 6.9700000 .0000000
HIC 8.1300000 8.3300000 8.5400000 8.7800000 8.9800000 .0000000
HIE 8.7000000 8.9300000 9.1500000 9.3800000 9.6100000 .0000000
HKD 14.1400000 14.5000000 14.8600000 15.2300000 15.6100000 .0000000
60
1. '9 9 2 HEALTH I NSL,JRANCE
1992 Insurance rates are as follows:
HMO PPO
Employee:
Health $125.00 $153.00
Dental/Vision 10.00 10.00
Total $135.00 $163.00
County $119.00 $119.00
Employee 16.00 44.00
Dependent:
Health $220.00 $266.00
Dental/Vision 16.00 16.00
Total $236.00 $282.00
Total Employee $252.00 $326.00
Total County 119.00 119.00
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 X50 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
61
DENTAL:
PROGRAM:
. COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND
FAMILY PLANS
. 100% PREVENTIVE CARE
. 502/50% 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 26.54/$1,000
DISABILITY: $.51/$100 compensation
WELLNESS: Wellness program will be continued to all County employees.
62
SUMMARY
OF
FUNDS
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66
WELD COUNTY
1991 ASSESSED VALUES
TO BE USED FOR 1992 BUDGET
1990 1991 DIFFERENCE
+ or ( - )
VACANT LAND 16 , 396 , 500 16 , 696 , 220 299 , 720
RESIDENTIAL IMPROVED LAND 59 , 155 , 010 55 , 171 , 640 (3 , 983 , 370 )
RESIDENTIAL BUILDINGS 235 , 457 , 330 231 , 135 , 050 (4 , 322 , 280)
RESIDENTIAL PERSONAL PROPERTY 47 , 740 41 , 710 (6 , 030 )
COMMERCIAL IMPROVED LAND 23 , 821 ,700 28 , 572 , 850 4 , 751 , 150
COMMERCIAL BUILDINGS 98 , 320, 460 108 , 536 , 510 10 , 216 , 050
COMMERCIAL PERSONAL PROPERTY 33 , 233 , 180 35 , 848 , 580 2 , 615 , 400
INDUSTRIAL IMPROVED LAND 2 , 048 , 540 2 , 734 , 980 686 , 440
INDUSTRIAL BUILDINGS 33 , 470 , 950 39 , 885 , 900 6 , 414 , 950
INDUSTRIAL PERSONAL PROPERTY 66 , 060, 810 68 , 684 , 060 2 , 623 , 250
AGRICULTURAL LAND 54, 075, 450 58 ,982 , 340 4 , 906 , 890
SUPPORT BUILDINGS 62 , 824 , 750 54 , 538 , 230 (8 , 286 , E20)
AG. PERSONAL PROPERTY 1 , 932 , 300 4 , 950 , 810 3 , 018 , 510
NATURAL RESOURCES LAND 1 , 697 , 280 1 , 612 , 200 ( 85 , 080)
NATURAL RESOURCES PERSONAL 642 , 010 546 , 170 (95 , 840)
OIL & GAS PRODUCTION 187 , 238 , 280 218 , 146 , 550 30 , 908 , 270
OIL & GAS PERSONAL PROPERTY 30 , 623 , 310 28 , 960 , 830 ( 1 , 662 , 480)
TOTAL COUNTY ASSESSED 907 , 045 , 600 955 , 044, 630 47 , 999 , 030
STATE ASSESSED PROPERTY 104 , 248 , 500 102 , 638 , 700 ( 1 , 609 , 800)
TOTAL ASSESSED VALUE 1 , 011 , 294 , 100 1 , 057 , 683 , 330 46 , 389 , 230
TAX INCREMENT 2 , 634 , 880 2 , 492 , 680 ( 142 , 200)
NET ASSESSED VALUE 1 , 008 , 659 , 220 1 , 055 , 190 , 650 46 , 531 , 430
67
NET PROGRAM COST
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
ALLOCATED
NET COST SUPPORT TOTAL
OFFICE OF THE BOARD $300, 137 $144, 622 $444 , 759
PUBLIC TRUSTEE $4, 000 $3, 645 $7 , 645
CLERK & RECORDER ($68,423) $0 ( $68,423)
ELECTIONS $431,689 $91,621 $523,310
TREASURER ( $28,272) $0 ($28,272)
ASSESSOR $1,484, 688 $174 ,470 $1,659, 158
COUNTY COUNCIL $20, 838 $3, 821 $24 , 659
DISTRICT ATTORNEY $1,430,821 $176, 822 $1, 607 , 643
SHERIFF $1,293, 190 $206, 817 $1,500, 007
CORONER $78, 320 $5, 040 $83, 360
CLERK TO THE BOARD $65,798 $0 $65,798
TOTAL $5,012,786 $806 ,857 $5, 819, 643
MANDATED:STATE/FEDERAL COUNTY COST
ALLOCATED
NET COST SUPPORT TOTAL
JAIL $2 ,991,258 $282,477 $3,273, 735
COMMUNITY CORRECTIONS $0 $953 $953
PUBLIC SERVICE - DUI $22,758 $16, 973 $39 , 731
SOCIAL SERVICES $3,018, 382 $258,258 $3,276 , 640
HUMAN RESOURCES $137, 096 $234 , 757 $371, 853
PUBLIC HEALTH $1, 156, 939 $138,684 $1,295, 623
TOTAL $7 , 326,433 $932, 102 $8 ,258, 535
CRITICAL -- NON-MANDATED COUNTY COST
ALLOCATED
NET COST SUPPORT TOTAL
CRIME LAB $37 ,595 $8,555 $46, 150
POLICE SERVICES (LEVEL) $2,447,217 $104 ,544 $2,551, 761
COMMUNICATIONS-COUNTY-WIDE $952,459 $0 $952 , 459
COMMUNICATION SYSTEM DEVEL $50, 000 $0 $50,000
E-911 $700 $0 $700
OFFICE EMERGENCY SERVICES $15, 325 $6 , 158 $21,483
DRUG TASK FORCE $0 $57 $57
TOTAL $3,503,296 $119,314 $3, 622,610
LOCAL DISCRETION
ALLOCATED
NET COST SUPPORT TOTAL
PLANNING & ZONING/BLDG INSP $59, 653 $135,557 $195, 210
YOUTH SHELTER HOME $93, 635 $15, 874 $109 ,509
ANIMAL CONTROL $78, 736 $0 $78,736
PEST & WEED CONTROL $193,604 $11, 856 $205,460
68
NET PROGRAM COST
EXTENSION SERVICE $236,889 $68,047 $304,936
VETERAN' S OFFICE $32,627 $5,497 $38, 124
AIRPORT $50, 000 $22,876 $72,876
MENTAL HEALTH $128,931 $0 $128,931
MISSILE SITE PARK $0 $3,235 $3,235
COUNTY FAIR $26,359 $1,072 $27,431
JUVENILE DIVERSION $103,962 $953 $104,915
CENTENNIAL DEVELOPMENTAL SVSC $97,365 $0 $97, 365
SENIOR COORDINATORS $11,700 $0 $11, 700
VICTIM ASSISTANCE $17,572 $9, 383 $26, 955
WASTE WATER MANAGEMENT $5, 648 $0 $5,648
GENERAL ASSISTANCE:
VISION CARE $20,000 $0 $20, 000
DENTAL CARE $18, 000 $0 $18,000
DRUGS $8, 000 $0 $8,000
KIND/EOD $11,000 $0 $11, 000
BURIALS $20, 000 $0 $20,000
DOMESTIC VIOLENCE $40,000 $0 $40, 000
TOTAL $1,253,681 $274, 350 $1,528,031
ROAD & BRIDGE (LOCAL) $3,814,516 $272, 697 $4,087,213
ENGINEERING $374 ,288 $46 ,646 $420, 934
TOTAL $4, 188,804 $319,343 $4,508, 147
CAPITAL:
EQUIPMENT $25,000 $0 $25, 000
PUBLIC WORKS $881, 300 $0 $881,300
TOTAL $906,300 $0 $906, 300
SUPPORT FUNCTION
ALLOCATED
NET COST SUPPORT TOTAL
COUNTY ATTORNEY $327,489 ($327,489) $0
BUILDING & GROUNDS $1, 348,928 ($1,348,928) $0
FINANCE & ADMINISTRATION $156, 160 ($156, 160) $0
ACCOUNTING $392,523 ($392,523) $0
PURCHASING $129,421 ($129,421) $0
PERSONNEL $171,251 ($171,251) $0
PBX/PHONES $0 $0 $0
INSURANCE $591, 165 ( $591, 165) $0
NON-DEPARTMENTAL $315, 101 ( $315, 101) $0
BUILDING RENTS $215, 015 ($215,015) $0
COMPUTER $0 $0 $0
TOTAL $3, 647, 053 ($3, 647, 053) $0
69
NET PROGRAM COST
CENTRAL SERVICE COST ALLOCATION PLAN
SUMMARY OF 1990 ALLOCATED COSTS
APPLICABLE FOR 1992
DEPARTMENT TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED
OFFICE OF THE BOARD $158,260 YOUTH SHELTER HOME $17,371
PUBLIC TRUSTEE $3,989 PEST 6 WEED CONTROL $12,974
ELECTIONS $100,261 EXTENSION SERVICE $74,464
ASSESSOR $190,923 VETERAN'S OFFICE $6,015
COUNTY COUNCIL $4,181 AIRPORT $25,033
DISTRICT ATTORNEY $193,497 MISSILE SITE PARE $3,540
SHERIFF $226,321 EXHIBITION BLDG $0
CORONER $5,515 COUNTY FAIR $1,173
JAIL $309,116 LIBRARY
$90,040
COMMUNITY CORRECTIONS $1,043 JUVENILE DIVERSION $25,559
PUBLIC SERVICE - DUI $18,574 VICTIM ASSISTANCE $10,268
SOCIAL SERVICES $282,613 PAC DIVERSION $3,499
HUMAN RESOURCES $256,895 ROAD 6 BRIDGE (LOCAL) $298,413
PUBLIC HEALTH $151,762 ENGINEERING $51,045
POLICE SERVICES (LEVEL) $114,403 TASK FORCE $62
REGIONAL FORENSIC LAB $9,362 COURTS - STATE $110,263
AMBULANCE $104,643 COURTS - COUNTY $117,737
OFFICE EMERGENCY SERVICES $6,739 ROUSING AUTHORITY $38,152
PLANNING 6 ZONING/BLDG INSP $148,341 OTHER $818,937
TOTAL $3,990,983
The above costs are the result of a consolidated County-wide cost allocation plan for the year ended December
31, 1990, prepared in accordance with Federal Management circular fmc 74-4. The allocation is applicable to
fiscal year 1992 and represents indirect costa to the departments in addition to the direct coats appropriated
in each budget unit. The allocation plus the direct coats represent the total cost of specific County
programs for 1992.
70
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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 $22,676,306, or up 5.7% in 1992.
General government functions are up $571,276 due primarily to the costs of
elections in 1992 being up $256,515. The election budget is not only
impacted by normal election year costs, but the additional cost of a
Presidential Preference Election being held for the first time in Colorado
at an estimated cost of $90,000. The District Attorney budget is up
$93,090 with one additional position approved mid-year for juvenile cases.
The remaining cost increases are for the inflationary increases for
utilities in the Building and Grounds budget. Public safety is up $782,842
over last year with salary increases, jail costs for food and medical
expenses up $85,907, and the new drug task force ($205,665) accounting for
nearly all of the increase. Building rentals are down $100,650 due to
paying off the Frederick library and Headstart facility. Other budget
units are relatively stable. Salary increases of 4.5% account for $752,273
of the increase.
The 1992 available resources to the General Fund amount to $23, 187,348
compared to $22,040,224 in 1991, up $1, 147, 124 or 5.2%. Property tax is
$14,342, 660, up $954,054, or 7. 1%. Licenses and permits are up $18,675.
Charges for services are down $264,208 due to housing of inmate revenues.
Fines and forfeitures are up due to forfeitures from drug cases. Interest
revenue is up $300, 000 based upon historical trends and interest
rate/investment projections. Fees are up due to Clerk and Recorder fees
being up $80,000 and $18,000 for Sheriff's fees. Intergovernmental revenue
is up $89, 726 due to drug task force grant of $127,415, with an offset of
$150, 000 in IV-D revenues transferred to the Social Services Fund.
A beginning fund balance of $750,000 is anticipated for funding a portion
of the 1992 budget. An estimated ending fund balance of $511,042 is
projected for year-end 1992. 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 1992 and future years.
83
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96
BUDGET iJNST SLYMIKARY
AGENCY/DEPARTMENT NAME: RnARn nF COUNTY COMMTSSTONFRS
BUDGET UNIT TITLE AND NUMBER. nffira of the Board -- nl-inll
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 $ 209,313 $ 229,434 $ 229,434 $ 234,928
Services/Supplies 54, 733 60, 698 64,373 65,209
Capital/Credits 0 0 0 0
Gross County Cost 264, 046 290,132 293,807 300, 137
Revenue 0 0 0 0
Net County Cost $ 264,046 $ 290, 132 $ 293,807 $ 300, 137
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Office Supplies are up $50, postage is up $300 due to
rate change, printing is up $100, building and ground charges are up $25,
membership dues are up $1,800, and meal expenses are up $1,200 for a total
increase of $3,675.
Final budget adjustments include salary increases of $5,494, computer
charges of $847, and phone costs of ($11) .
OBJECTIVES: Board objectives are the strategic objectives for the entire
County. See Strategic Objective Section in Budget Message.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
97
BUDGET UNIT SiJMMpUgy
AGENCY/DEPARTMENT NAME:aemmnu Ey
BUDGET UNIT TITLE AND NUMBER: rn1t�Tt\> (}}ATT Pt)
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 $ 336,348 $ 348, 096 $ 365, 030 $ 370,092
Services/Supplies 46, 713 52,567
' 52,367 52,397
Capital/Credits 0 0 0
0
Gross County Cost 383, 061 400,663
417,397 422,489
Revenue 85,458 79,500
95,000 95,000
Net County Cost $ 297,603 $ 321, 163
' $ 322,397 $ 327,489
Budget Positions 7 7
7 7
SUMMARY OF CHANGES: Revenue is budgeted at the anticipated level of
utilization of Social Services of $95,000, up $15,500 over current year.
Supplies are down $200, printing is down $500, and travel is up $500, for a
net change of $200. Reclassification of two attorney positions is
requested for a cost of $16, 934, but is not recommended.
Final budget adjustments include salary increases of $21, 995, computer
charges of ($1,043) , and phone costs of $1,074.
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.
98
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%
FINANCE/ADMINISTRATION RECOMMENDATION: Reclassification of two attorney
positions is not recommended. The basis of request is due to performance
and longevity of incumbents, not County need. To be consistent with
similar requests from other departments, it is recommended the request be
denied. Plus, County should only fund at skill level needed by County and
not be inflated due to qualifications of incumbents.
BOARD ACTION: Board denied reclassification requests.
99
BUDGE T UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PURTTr TRUSTFF
BUDGET UNIT TITLE AND NUMBER: Puhlir TrllcTee -- nl-lnli
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 $ 3,260 $ 4,000 $ 4,000 $ 4,000
Capital/Credits
Gross County Cost 3,260 4,000 4,000 4,000
Revenue 0 0 0 0
Net County Cost $ 3,260 $ 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 1992. 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 587 600 600
Releases 6,432 6, 500 6,500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-
37-122.
BOARD ACTION: See following page for Public Trustee budget maintained
independent of Weld County's budget as a State office.
100
WELD COUNTY PUBLIC TRUSTEE
BUDGET - 1992
REVENUE:
Foreclosure Fees $108, 196
Release Fees 56,000
Miscellaneous Fees 4, 929
Interest 4, 170
TOTAL REVENUE $173,295
EXPENSES:
Advertising $ 59,089
Bank Charges 1, 000
Dues and Subscriptions 400
Employment Taxes 3, 137
Employee Benefits 2, 400
Equipment Leases 1, 700
Insurance and Bonds 700
Miscellaneous Expense 1,000
Office Supplies 1,000
Postage 4,600
Professional Fees 500
Recording 31,365
Rent 5,400
Salaries 56, 602
Telephone 1, 760
Travel and Conferences 320
TOTAL EXPENSES $170,973
EXCESS OF REVENUE OVER EXPENSES $ 2,322
BEGINNING FUND BALANCE $ 43,500
ENDING FUND BALANCE $ 45,822
101
BUDGET UN=T SUMMARY
AGENCY/DEPARTMENT NAME: PTANNTNr Alan 7nNTNn
BUDGET UNIT TITLE AND NUMBER: Planning -- 01-1016 _
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 $ 236, 000 $ 257, 747 $ 257, 747 $ 258, 156
Services/Supplies 46,342 54,408 54, 965 49, 517
Capital/Credits (23,360) (37,806) (36, 169) (36, 169)
Gross County Cost 258,982 274, 349 276,543 271, 504
Revenue 108, 106 116, 500 135, 175 135, 175
Net County Cost $ 150,876 $ 157,849 $ 141,368 $ 136, 329
Budget Positions 8 8 8 8
SUMMARY OF CHANGES: Increase of $557 in services/supplies due to increased
costs for postage, subscription rates, advisory board mileage
reimbursement, and motor vehicle maintenance. There is a reduction in
costs for printing charges and legal advertising. The transfer of one
existing vehicle from Building Inspection Department to Planning Department:
is included. Decrease of $1, 637 in credits is due to personnel changes for
charge back to Building Inspection budget. Increased revenues can be
expected in 1992 if the recommended fees for land-use applications ate
adopted.
Final budget adjustments include salary increases of $409, computer charges
of ($5,256) , and phone costs of $192.
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; _s)
Provide information to the general public on the County's land-use
policies, programs, ordinances, and permits.
102
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Administrative/support staff 5,568 hrs. 5,046 hrs. 4,872 hrs.
Planning staff 6,960 hrs. 6,960 hrs. 6, 960 hrs.
Land-use Applications 317 340 300
Public Inquiries/Department
Responses 10, 763 10,000 10, 000
Violation Investigations 205 200 200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of budget and
new fee structure. As a policy issue, the Board needs to consider the
funding of 1 FTE at a cost of $26,500 to be the GIS position for the
County. A GIS computer system was acquired in 1991, but experience is
demonstrating a dedicated position needs to be funded to develop the system
over time. The most appropriate placement of the position is with the
mapping position in Planning. Suggest the Board discuss long-term
commitment and organizational location of the position within the County
structure. Policy issue.
BOARD ACTION: Board approved new fee structure. GIS computer system and
staff was not approved by the Board since cost/benefit analysis did not
show benefit even in the long-term due to size of Weld County.
103
BUDGET UN I T SUMMARY
AGENCY/DEPARTMENT NAME: FTNANCR ANn AnMTNTSTRATTON
BUDGET UNIT TITLE AND NUMBER: rlPrlr to thin Rnard -- Q1-1(175 _
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and
hearings of the County Commissioners, retains all records of the Board, and
processes liquor licenses.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 22,830 $ 47,528 $ 47,528 $ 41, 132
Services/Supplies 12,649 27, 657 27, 657 25,666
Capital/Credits
Gross County Cost 34,479 75, 185 75, 185 66,798
Revenue 526 0 1, 000 1,000
Net County Cost $ 34,953 $ 75, 185 $ 74, 185 65, 798
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change. Expenses for last year reflect only six
months of the Clerk to Board as a separate budget unit due to Charter
amendment being effective 7/1/90. Based upon experience, $1, 000 is
budgeted for revenue in 1992 from sale of copies and maps. Net County
costs are down $1, 000.
Final budget adjustments include salary increases of ($6,396) , computer
charges of ($2,809), and phone costs of $818.
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 96 96 96
Hearings 146 150 150
Liquor Licenses 40 40 40
BOE Hearings 57 280 75
104
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Temporary
clerical help may be required periodically to keep up with workload of the
office due to the reduction of 1.5 FTE's in 1990.
BOARD ACTION: Board authorized temporary clerical help as needed in 1992..
No other changes.
105
BUDGET UN JE T SUMMARY
AGENCY/DEPARTMENT NAME: ri FR% ANn RFrnRDF.R _
BUDGET UNIT TITLE AND NUMBER. rlark and Rarnrdar -- nl-in91
DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording record;:,
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 applicatione,,
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 $ 813,241 $ 824,243 $ 824,243 $ 849, 354
Services/Supplies 207, 734 21'2,044 212, 044 207,223
Capital/Credits (5,583) (5,000) (5,000) (5, 000)
Gross County Cost 1, 015,392 1, 031,287 1, 031,287 1, 051, 577
Revenue 1,307, 764 1, 120,000 1, 120, 000 1, 120, 000
Net County Cost $ (292, 372) $ (88, 713) $ (88, 713) $ ( 68, 423)
Budget Positions 40 37 37 37
SUMMARY OF CHANGES: Expenditure budget reflects no change over 1991.
Revenues are budgeted at $1,200, 000 which is an $80,000 increase. Volume
of transactions is up, and effective 7/1/91, UCC fees increased to $10.00
from $3 or $4 depending upon transaction.
Final budget adjustments include salary increases of $25, 111, computer
charges of ($1, 769) , and phone costs of ($3,052) .
OBJECTIVES: I) 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 168, 921 170, 000 175,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
106
I31-iI3(3E= UN=Z' SLYNIMARY
AGENCY/DEPARTMENT NAME: r1FRR ANT) RFrnRnFR
BUDGET UNIT TITLE AND NUMBER: Rlertinnc -- 01-1075
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 $ 164,905 $ 92, 151 $ 165,351 $ 171,858
Services/Supplies 240,935 79,842 263, 157 259,831
Capital/Credits
Gross County Cost 405,840 171, 993 428,508 431,689
Revenue
Net County Cost $ 405, 840 $ 171, 993 $ 428,508 $ 431,689
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: 1991 was funded at the off-election year Level of
$171, 993. The funding level of 1990 included the primary, general, and one
special election for $405,840. In 1992 the funding level is up due to the
funding for the primary and general elections, plus for the first time in
Colorado, the Presidential Preference Primary at an added cost of nearly
$90, 000.
Final budget adjustments include salary increases of $6,507, computer
charges of ($2, 691) , and phone costs of ($635) .
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 (1990) 68, 148 n/a 72,000
Votes Cast (1990) 37,927 n/a 52, 000
107
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Election year
is funded by $75,000 fund balance carry-over in off-election year budget,
plus a supplemental cost of $90,000 for the Presidential Preference
Primary.
BOARD ACTION: No change.
108
BUDGET UN I Z' SUMMARY
AGENCY/DEPARTMENT NAME: TRFAcURFR
BUDGET UNIT TITLE AND NUMBER: Traacvrar -- 01-1041
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 $ 291, 856 $ 304,890 $ 304,890 $ 326,629
Services/Supplies 188,524 208,585 210,932 2].5,599
Capital/Credits 0 0 0 0
Gross County Cost 480,380 513, 475 515,822 542,228
Revenue 539,027 606, 600 570,500 570,500
Net County Cost $ (58, 647) $ (93, 125) $ (54, 678) $ (28,272)
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: Supplies are up $2,300 for tax bills and miscellaneous
supplies, and travel is up $47 for total increase of $2,347. Revenues were
over-estimated in the current year and have been reduced $36, 100 to
$570,500 to realistically reflect actual experience.
Final budget adjustments include salary increases of $21,739, computer
charges of $4, 067, and phone costs of $600.
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.
109
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Tax Collection 99+2 99+% 99+%
Funds to deposit within. . . 12 hours 12 hours 12 hours
Disbursement of collections
from last day of month
within. . . 5 days 5 days 5 days
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change. Board reviewed interest revenue and concurred
with $1,500,000 estimate.
110
BUDGET IJNIZ' SUMMARY
AGENCY/DEPARTMENT NAME: ASSFSSOR'S OFFTCE
BUDGET UNIT TITLE AND NUMBER. Accaccnr'c Office -- 01-1041
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 $ 896, 744 $ 962,048 $ 958,577 $ 992,217
Services/Supplies 591, 696 532,834 512,965 516,47]
Capital/Credits 888 0 0 0
Gross County Cost 1,489,328 1, 494,882 1,471, 542 1,508,688
Revenue 127, 380 24,000 24,000 24, 000
Net County Cost $1,361, 948 $1, 470,882 $1,447,542 $1,484, 688
Budget Positions 38 38 37 37
SUMMARY OF CHANGES: The line item which includes postage is decreased by
$15,542 because the office will mail fewer NOV's and NOD's. Printing and
Duplication is down $2,270 and Professional Services is decreased by $1,850
because of the need for less temporary services. In addition, personnel is
decreased $3, 471 in 1991 dollars due to mid-year reclassifications
requested by Assessor and approved by the Board in July, 1991. Any
expenses and revenues from oil and gas audit will be by supplemental
appropriation in 1992.
Final budget adjustments include salary increases of $40, 640, computer
charges of ($3, 542) , and phone costs of $48.
OBJECTIVES: 1) To carry out the mandate of the General Assembly to
equalize property value within the County; 2) To develop an organizational
manual for the Assessor's Office which accurately reflects the structure,
the work flow, job descriptions, and policies; and 3) To develop a system
of mass appraisal, based primarily on verified sales, which will accurately
reflect the market values of property within the County.
111
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Inspect Parcels (real and
personal) 7,100 5,300 7, 100
Verify Sales 125 1,200 125
Building Permits 1,000 1,000 1, 000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
112
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113
BUDGET I.JNIT SUMMARY
AGENCY/DEPARTMENT NAME: RUTLDTNGS AND DRnITNDS DFPARTMFNT _
BUDGET UNIT TITLE AND NUMBER: MaintPnanre of Rvildingc/Plant -- 01-1061
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 $ 786,040 $ 822, 615 $ 822, 615 $ 851, 115
Services/Supplies 856, 194 817, 991 840,861 845,875
Capital/Credits (271, 111) (213, 747) (218, 447) (218, 447)
Gross County Cost 1,371, 123 1,426,859 1,445, 029 1,478,543
Revenue 106,334 128, 076 129, 615 129, 615
Net County Cost $1, 264, 789 $1,298, 783 $1,315, 414 $1, 348, 928
Budget Positions 34 34 34 33
SUMMARY OF CHANGES: Budget reflects all increase of $12, 720 in supplies, in
operating supplies ($12, 000) , uniforms ($500) and dues ($500) . Services
were up $19, 150 in the area of maintenance services and utilities cost
increases anticipated for 1992. Carpet cleaning contract of $9, 000 has
been eliminated due to new floor care equipment purchased in 1991. Budget.
reflects new building going on line in August, 1992. Credit from
chargebacks are up $4, 700. Revenues are up $1,539 due to higher
utilization.
Final budget adjustments include salary increases of $28,500, computer
charges of ($2,068) , and phone costs of $7,082.
OBJECTIVES: 1) Maintain Weld County property to the highest standards
possible; 2) Complete all capital projects approved by the Board.
114
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
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved reclassification of two Building Maintenance.
Workers and elimination of Painter position, effective 1/1/92.
115
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCTT,
BUDGET UNIT TITLE AND NUMBER: Cnunry Cnnnril -- 01-1110 _
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 $ 6,870 $ 6, 093 $ 6, 093 $ 8,972
Services/Supplies 2, 750 11,876 11,896 11,866
Capital/Credits
Gross County Cost 9,620 17,969 17,989 20,838
Revenue
Net County Cost $ 9,620 $ 17,969 $ 17, 989 $ 20,838
Budget Positions 1 1. 1 1
SUMMARY OF CHANGES: Other operating supplies were increased by $20. A1.1
other line items remain unchanged.
Final budget adjustments include salary increases of $2,879, and decrease
of phone costs of ($30) .
OBJECTIVES: 1) Comply with various Home Rule Charter-outlined
responsibilities, responding to situations as they arise; 21 Performance
audits of County departments as determined to be necessary; and :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
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
116
BUDGET UN='1' SUMMARY
AGENCY/DEPARTMENT NAME: DTSTRTCT ATTnRNFV
BUDGET UNIT TITLE AND NUMBER: nictrirt Attnrnoy -- 01-1179
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 $ 991,651 $1,048,583 $1, 134, 962 $1, 143, 973
Services/Supplies 361, 389 347,648 352,689 345,348
Capital/Credits 0 0 4,891 0
Gross County Cost 1, 353, 040 1, 396,231 1, 492,542 1,489,321
Revenue 57, 786 57,500 58,500 58,500
Net County Cost $1,295,254 $1, 338, 731 $1, 434, 042 $1,430,821
Budget Positions 26.5 27.5 30 28
SUMMARY OF CHANGES: Budget request reflects the addition of two Office
Tech II positions (42, 065) , upgrade of Office Manager to Administrative
Manager ($3, 104) , and upgrade of Law Clerk from part-time to full-time
($7, 005) . Supplies are up $2,690, witness and trial expenses are up
$1,500, and rent for DA' s computer system is up $851. Equipment totalling
$4,891 is in the equipment budget. Revenues are up $1,000 for bad check
fees. Budget reflects additional Deputy I approved mid-year by the Board
for Juvenile and County Court cases ($34,20`) .
Final budget adjustments include salary increases of $54, 180, computer
charges of ($9, 991) , and phone costs of $2,650.
OBJECTIVES: Prosecute cases as indicated below in workload measure.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
File Juvenile Cases 640 450 500
Investigate Check Cases 1,900 2, 000 2,000
Mediate Consumer Complaints 150 150 150
County Court Trials 127 200 200
District Court Trials 20 30 30
Prosecute District &
County Cases 11, 791 12, 000 12,250
117
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended budget reflects an
additional Deputy DA I approved mid-year, plus Drug Task Force budget added
an additional Deputy DA in 1991 for drug cases. The following are the
position requests and recommendations:
1. Two additional Office Tech II positions. One position is needed
for clerical support for the District Attorney and the Assistant
District Attorney. Currently, this clerical need is being
handled in part by these two attorneys. This is not an efficient
use of resources. The other position is to be used in the
District Court Division. At the present time there are two
secretaries for six attorneys. This is not adequate clerical
support for this area. The District Attorney believes the proper
ratio should be one clerk for each attorney. Because of the lack
of clerical support, attorneys are expending time doing clerical
work. With more clerical help, the quality would improve.
Cost: Two additional Office Technician II $42, O65
Staff comments: County Attorney's Office currently functions
within the same ratio. The work is less routine and more complex
in the County Attorney's Office.
Policy Issue: Service level decision.
2. Upgrade of the Office Manager to an Administrative Manager. This
position is taking on more responsibilities. It is no longer
meeting the Office Manager standards set by the County Personnel
Office. Her duties exceed any other Office Manager in the County
system.
Cost: $3, 104
Staff comments: The highest level the County has for like
positions is Office Manager. Although this position is not an
exact "match" to other Office Manager positions, it should remain
as an Office Manager. Other departments do have similar levels of
responsibilities and duties for their Office Managers. These
departments within the County could make similar arguments for
upgrade for their Office Managers. The turnover for this type of
position has historically been very low.
Staff recommendation: Denia:L
118
3. Upgrade of a part-time Law Clerk to full-time. This is necessary
to do the legal research that an attorney needs to adequately
prepare and do quality prosecutions. The present part-time Law
Clerk is not able to handle the volume of research that the
office demands.
Cost: $7,005
Policy Issue.
Grand Total of all strict Attorney requests: $52, 174
BOARD ACTION: Board approved the upgrade of the part-time Law Clerk to
full time in the amount of $7,005. All other added personnel and
reclassification requests were denied.
119
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121
BUDGET UN]E9r SUMMARY
AGENCY/DEPARTMENT NAME: OTSTRTrT ATTORNFV
BUDGET UNIT TITLE AND NUMBER: Tuvanila nivarcinn -- 01-1199 _
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 $ 92,665 $ 114, 129 $ 114, 129 $ 119, 722
Services/Supplies 12, 005 1.3,508 14, 458 13, 646
Capital/Credits 0 0 0 0
Gross County Cost 104,670 127,637 128,587 133,368
Revenue 23, 000 23, 000 23, 000 23, 000
Net County Cost $ 81,670 $ 104,637 $ 105,587 $ 110, 368
Budget Positions 5 4 4 4
SUMMARY OF CHANGES: A request for small items of equipment to be increased
by $950 is not included in recommended budget because desk and file cabinet
can be supplied from existing surplus property in County storage.
Recommended budget reflects no change.
Final budget adjustments include salary increases of $5, 593, and phone
costs of $138.
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.
122
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Provide counseling & super-
vision to state-criteria
juvenile offenders 225 250 250
Collect restitution payments
from juvenile offenders &
disburse to victims of
their crimes. $ 7,500 $ 7,500 $ 6„500
Supervise juvenile offenders
in serving hours of as-
signed community service 1, 000 hrs. 1,000 hrs. 1,000 hrs.
Reduce short-term recidivism
to 14% 14% 14% 12%
Offer education in groups to
first-time offenders 15 15 20
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. No change in
net County cost.
BOARD ACTION: No change.
123
BUDGE T' UN E T SUMMARY
AGENCY/DEPARTMENT NAME: nTSTRTf:T ATTORNFV
BUDGET UNIT TITLE AND NUMBER: Virtim Accictanra -- 01-1196
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 $ 95, 425 $ 83, 137 $ 83, 137 $ 86,854
Services/Supplies 10,562 12, 105 12, 105 12, 718
Capital/Credits 0 0 0 0
Gross County Cost 105,987 95,242 95,242 99,572
Revenue 70, 967 72,000 72, 000 72, 000
Net County Cost $ 35, 020 $ 23,242 $ 23,242 $ 27, 572
Budget Positions 4 3.5 3.5 3.5
SUMMARY OF CHANGES: Final budget adjustments include salary increases of
$3,717, and phone costs of $613.
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
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.
BOARD ACTION: No change.
124
BUDGE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: nTCTRTCT ATTORNPV
BUDGET UNIT TITLE AND NUMBER: Tuvanila PAr -- n1-1197
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 $ 49,628 $ 56,683 $ 56,683 $ 57,450
Services/Supplies 4,266 6,060 6,060 6,060
Capital/Credits 0 0 0 0
Gross County Cost 53,894 62, 743 62, 743 63, 510
Revenue 69, 751 69, 751 69,916 69,916
Net County Cost $ (15,857) $ (7,008) $ (7, 173) $ (6,406)
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: This unit, including indirect costs, is totally
supported by outside revenues which are up $165 for 1992. All other line
items remain unchanged.
Final budget adjustments include salary increases of $767.
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 26/mo 26/mo 26/mo
Average cost per child $194/mo $224/mo $224/mo
Referrals to other communi-
ty resources 907, 907 907
Children kept at home 87% 757. 757
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change. Board did request that Social Services and the
District Attorney work to develop a PAC contract to reflect reimbursement
based on clients serviced versus flat contract fee.
125
BUDGE T UN=T SUMMARY
AGENCY/DEPARTMENT NAME: FTNANcy ANT! ABMTNTSTRATTnN
BUDGET UNIT TITLE AND NUMBER: Finanra And Adminictratinn -- n1-1151
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 $ 130, 747 $ 135,098 $ 135,098 $ 142, 544
Services/Supplies 16,603 16,553 16,553 13, 616
Capital/Credits (268) 0 0 0
Gross County Cost 147,082 151, 651 151,651 156, 160
Revenue 0 0 0 0
Net County Cost $ 147,082 $ 151, 651 $ 151,651 $ 156, 160
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: Final budget adjustments include salary increases of
$7,446, computer charges of ($2, 749) , and phone costs of $188.
OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue fu:il
participation in CAPP Insurance Pool; 3) Obtain Award for GFOA Distinguished
Budget Presentation; and 4) Develop budget strategy to allow County to deal
with FY 1993.
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.
BOARD ACTION: No change.
126
BUDGE T UN=T SUMMARY
AGENCY/DEPARTMENT NAME: ArrouNTiNG DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Arrnnnting -- n1-1159
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 $ 198, 192 $ 209,501 $ 209,501 $ 222,963
Services/Supplies 158,530 142,432 146,292 169, 560
Capital/Credits 0 0 0 0
Gross County Cost 356, 722 351, 933 355, 793 392,523
Revenue 0 0 0 0
Net County Cost $ 356, 722 $ 351, 933 $ 355, 793 $ 392,523
Budget Positions 7 7 7 7
SUMMARY OF CHANGES: Budget reflects an increase of $1,560 for supplies,
primarily warrants, $1,000 increase for postage, and $1,300 increase in
travel for GFOA Conference.
Final budget adjustments include salary increases of $13, 462, computer
charges of $23,504, and phone costs of ($236) .
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; and 4) Retain GFOA Certificate of Excellence.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Process monthly payroll 955 emp. 955 emp. 955 emp.
Process semi-monthly payroll 98 emp. 100 emp. 100 emp.
Warrant transactions 102, 136 104, 150 106,233
Non-warrant transactions 100, 138 101,000 102,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
127
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PURCHASTNG
BUDGET UNIT TITLE AND NUMBER: Pnrrhacing -- OT-7757
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 $ 71,865 $ 77, 475 $ 77,475 $ 81, 152
i
Services/Supplies 44,671 37, 656 38,652 48,269
I
Capital/Credits
Gross County Cost 116,536 115, 131 116, 127 129, 421
i
Revenue
Net County Cost $ 116, 636 $ 115, 131 $ 116, 127 $ 129,421
Budget Positions 3 3 3 3
SUMMARY OF CHANGES: Increase of $996 reflects actual charges for supplies
that have been historically under-funded.
Final budget adjustments include salary increases of $3,677, computer charges
of $9, 976, and phone costs of ($359) .
OBJECTIVES: 1) To maintain and operate the centralized purchasing function
of Weld County Government; 2) Establish annual requirements for purchasing of
like items by departments; 3) Survey user departments for feedback on current
system; 4) Maintain adequate liaison with customers and conduct training as
required; 5) Provide feedback to user departments; and 6) To limit and
provide data to departments and Board regarding unauthorized purchases.
128
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Normal PO's and After-the-
fact 6,551 6, 600 6, 700
Sole Source PO's 526 500 530
State Bids 340 300 350
PO's under $5, 000 1,353 1,500 1,500
PO's over $5, 000 559 550 550
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Upgrade of Purchasing computer system was approved.
129
BUDGET UNIT' SUMMARY
AGENCY/DEPARTMENT NAME' PFRSONNFT _
BUDGET UNIT TITLE AND NUMBER. Parcnnnal -- n1-1154
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 Personne
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 $ 120, 914 $ 116,984 $ 116,984 $ 129. 110
Services/Supplies 35, 984 43,369 43,369 42, 141
Capital/Credits 0 0 0 0
Gross County Cost 156,898 160,353 160, 353 171,251
Revenue
Net County Cost $ 156,898 $ 160,353 $ 160,353 $ 171,251
Budget Positions 4 3 3 3
SUMMARY OF CHANGES: Final budget adjustments include salary increases of
$12, 126, computer charges of ($1,251) , and phone costs of $23.
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 142 147, 147
W.C. /Liability Claims 304 280 275
Training Sessions 16 14 18
Sheriff's Testing 152 186 190
Employees on Benefits 800 806 811
Number employees on payroll 939 975 980
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
130
SUDGE T UNIT SUMMARY
AGENCY/DEPARTMENT NAME: nAPTTAL nITTLAY
BUDGET UNIT TITLE AND NUMBER: CApital Diitlay -- n1-1945
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 $ 153,872 $ 25,000 $ 25,000 $ 25,000
Gross County Cost 153,872 25,000 25, 000 25,000
Revenue
Net County Cost $ 153,872 $ 25,000 $ 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.
BOARD ACTION: No change. Coroner phones authorized to be purchased in
1991.
131
CAPITAL OUTLAY
REQUEST RECOMMENDED APPROVED
ENGINEERING:
Dictaphone $ 800 $ 800 $ 800
Programmable Calculator 600 600 600
Portable Telephone (2) 1, 450 -0- -0-
Clerk and Recorder:
Typewriter 750 750 750
Electric Mail Opener 1,250 1,250 1, 250
Treasurer:
Check Endorser 1, 000 1, 000 1,000
District Attorney:
Cellular Phone 800 800 800
Car Phone 1,970 1,970 1,970
Communications:
TV/VCR 600 600 600
Coroner:
Cellular Phone (2) 1,600 1,600 -0-
Undesignated: 14, 180 15, 630 17,230
$ 25,000 $ 25,000 $ 25, 000
132
BUDGET UN Z T SUMMARY
AGENCY/DEPARTMENT NAME: SxFRTFF's nFFTrF
BUDGET UNIT TITLE AND NUMBER: SUMMARY Aid. IWPARTMFNTS
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $5, 110,047 $5,368, 067 $5,549,446 $5,804, 136
Services/Supplies 1,573,247 1,582, 501 1, 746,048 1, 738, 116
Capital/Credits 55, 705 46, 677 70,601 70,601
Gross County Cost 6, 738, 999 6,997,245 7,366,095 7, 612,853
Revenue 707, 725 790, 304 731,876 749,876
Net County Cost $6, 031,274 $6,206, 941 $6,634,219 $6,862, 977
Budget Positions 165.5 165.5 168 164.5
SUMMARY OF CHANGES: The increase in Personnel results from a request for an
additional lieutenant, fitness coordinator, and part-time animal control
officer. These costs are mitigated by a major agency re-organization to take
advantage of retirements anticipated in the Civil Division during 1992. The
re-organization proposal shifts supervision of the Civil, Fugitive, and
Emergency Management Divisions from the Services Department to the Operations
Department. Two positions in the Civil Division vacated through retirement
would be replaced with four half-time hourly civilian positions. Savings
from the use of hourly personnel has been used to off-set the additional
requested positions resulting in $32,841 additional cost.
Approximately 632 of the $112, 533 increase in Services/Supplies is due to
increased health care costs for inmates and increased inmate population. An
additional 77 of the increase is due to inmate food costs anticipating
inflationary and larger numbers of inmates. Forecasts of increased motor
pool charges for maintenance and fuel by the Accounting Department and
additional training dollars account for most of the remaining increase in
this area. $12, 000 was reduced in this area for prisoner transportation
because of the Diagnostic Center for the Department of Corrections relocating
in Denver from Canon City.
133
The 1992 Services/Supplies budget request contains anticipated incremental
replacement of the following vehicles:
15040012 1985 Chevrolet 4X4 Suburban
15040035 1988 Chevrolet Caprice Patrol Car
15040036 1988 Chevrolet Caprice Patrol Car
15040041 1989 Chevrolet Caprice Patrol Car
15040042 1989 Chevrolet Caprice Patrol Car
15040043 1989 Chevrolet Caprice Patrol Car
15040044 1989 Chevrolet Caprice Patrol Car
15040045 1989 Chevrolet Caprice Patrol Car
15040046 1989 Chevrolet Caprice Patrol Car
No regular passenger vehicles will be replaced in 1992. This change was
included to take greater advantage of better maintenance. Passenger cars now
have an additional year of operating life that appears to still be cost-
effective. Regular incremental replacement of passenger vehicles will resume
in the 1993 budget.
Capital expenditures have increased primarily from the addition of fitness
and training room equipment. There are also some smaller capital items
requested in addition to the regular incremental replacement of radio, CCTV,
and overhead lightbar equipment. Capital requests are itemized as follows:
Kitchen Commercial Mixer $ 14, 551
Corrections Officer Packsets 2, 400
Operations Mobile/Packsets 13, 000
Jail CCTV Cameras & Monitors 4, 562
Vehicle Lightbars 3,000
Training Room Equipment 3,350
Fitness Equipment 12,000
Camera Kit/Fingerprint Lift 3,550
Pneumatic Targeting System 2,500
FTIR Air Purge System 5, 575
TOTAL REQUEST $ 64,488
The $264, 093 decline in revenue is all due to lost revenue from the
cancellation of the Colorado Department of Corrections inmate housing
contract in June of 1991. This contract meant a loss of approximately
$375, 000 in revenue. It is important to recognize the loss of this revenue
was anticipated when the DOC contract was initiated.
The first contract was initiated in 1989 to house 15 inmates. The purpose of
that contract was not only to control overcrowding but to develop a flow of
revenues to off-set additional jail security positions. Those additional
positions cost approximately $275,000. The need for additional personnel
came mid-1989 in order to implement staffing recommendations from a National
Institute of Corrections sponsored study. Sheriff Jordan requested the study
after two prisoners escaped in December, 1988. The off-setting revenue plan
called for 15 DOC prisoners in 1989-90, 10 in 1990-91, and 5 in 1991-92 to
spread the impact of additional personnel on General Fund appropriations over
three years.
134
The Sheriff's Office not only met the 15 DOC target in 1989, the number cf
DOC prisoners was expanded to 24 in 1990. The plan to use revenues to off-
set additional personnel expenses exceeded the original objective.
The lost DOC revenue has been mitigated to a small degree by additional work
release revenues from work release beds coming on-line in August. Work
release includes modest monthly increases in use each month beginning in
August and peaking at 35 in December.
The net budget reflects the cumulative impact of rising costs and declining
revenues. If the $375,000 revenue were present in 1992, the net effect of
increases in other budget areas would be only about $50, 000 -- a less than 17
net increase above 1991. The Sheriff's Office has taken a conservative
budget approach in 1992 because of the net budget impact on. the Genera:i
Fund.
OBJECTIVES: 1) Perform all statutory duties of the Sheriff in an effective
and efficient manner; 2) Maintain emergency response time in the Operatiors
Department at or below a multi-year average; and 3) Identify and implemert
Jail alternatives to prolong the life of the present Jail facility.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average daily inmate
population 165 173 180
Jail Bookings daily 1.9.3 22. 0 24.0
Civil Process Documents 7,568 7, 521 7,897
Patrol Calls for Service 13, 667 13,500 13,800
UCR Part I Offenses 1,436 1,450 1,450
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units. Please
note Drug Task Force Budget Unit is not, included in summary data.
BOARD ACTION: See individual budget units for detail.
13.5
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136
BUDGET LJN=T SUMMARY
AGENCY/DEPARTMENT NAME: SHFRTFF'S OFFTCP _
BUDGET UNIT TITLE AND NUMBER: Sheriff Adminiatratinn -- 01-9110
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 $ 863, 723 $ 898, 611 $ 745, 943 $ 759, 158
Services/Supplies 613,393 611,327 526,339 523, 982
Capital/Credits 0 6, 069 17,850 17, 850
Gross County Cost 1,477, 116 1,516,007 1,290, 132 1, 300.990
Revenue 105,086 113,600 7,800 7,800
Net County Cast $1,372,030 $1,402, 407 $1,282, 332 $1,293, 190
Budget Positions 30 30 26 25
SUMMARY OF CHANGES: The decreases in costs and revenues are a result of the
movement of the Civil Process and Fugitive Divisions to the Operations
Department. This movement involves a decrease of five positions. Services
is requesting one full-time fitness coordinator ($34,357) . The increase in
capital is for the purchase of fitness exercise equipment to replace very
outdated and non--use items now in inventory.
Final budget adjustments include salary increases of $47,572, computer
charges of ($6, 719) , and phone costs of $4,362.
OBJECTIVES: Individual Activity Objectives.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Applicants Processed 125 150 155
In-Service training (annual
employee hours) 16, 005 20,000 25, 000
Bookings 7, 614 7,800 8, 700
Fitness Testing/Plans 160/0 160/40 160/65
137
FINANCE/ADMINISTRATION RECOMMENDATION: Request for a full-time fitness
coordinator is based upon the following information:
There is a greater emphasis on employer responsibility for the physical
fitness of peace officers in order to avoid deadly force. Liability is
increased when the employer is open to law suits because of "deliberate
indifference" to take the steps and do the training to equip officers to
adequately perform their duties. A police officer who is not fit to
perform the duties of the job is a danger to himself, other officers and
the public. Currently, two individuals have training to do physical
assessments. This has been marginally effective. They do not have the
time to do the required work in this area while performing their other
duties. Adding this position would free resources to do more for
corrections and patrol.
Cost - Full-time fitness coordinator for Service Division: $34, 357
Policy issue: Risk Management decision on whether potential liability
justifies added resources. Plus, less costly alternative may exist,
such as part-time person with health fitness background or contract with
local fitness center.
Recommend administratively freezing capital equipment for fitness equipment
until decision is made on direction of program.
BOARD ACTION: Board denied fitness coordinator and/or contract for services.
Board questioned the benefit of such program and whether nor not County had
an obligation to provide a fitness program to Sheriff's personnel anymore
than to other County employees.
138
BUDGE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: SHFRTFF'S OFFTCF _
BUDGET UNIT TITLE AND NUMBER: Crimp fnntrn1 and Tnvpctigatinn -- 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 $1,898, 903 $1, 975,678 $2, 152, 190 $2,243,371
Services/Supplies 280,856 253, 701 367, 423 367, 091
Capital/Credits 18,221 1.7,350 19,550 19, 550
Gross County Cost 2, 197, 980 2,246, 729 2,539, 163 2,630, 012
Revenue 115, 180 79, 400 182, 795 182, 795
Net County Cost $2, 082,800 $2, 167, 329 $2,356, 368 $2,447, 217
Budget Positions 55 55 61 59
SUMMARY OF CHANGES: Change in total request reflects restructure of agency,
moving Civil and Fugitive Warrant Units from Services Department to
Operations Department.
Final budget adjustments include salary increases of $109,382, and phone
costs of ($332) .
OBJECTIVES: 1) Continue development of community based policing efforts
through training and community development; 2) Evaluate burglary clearance
rate for 1990, and increase by 5%; 3) Evaluate current neighborhood watch
programs operating in Weld County and increase number of programs by 6; 4)
Increase number of schools participating in the Drug Programs (Just Say No,
DARE) to 1009,; 5) Increase percentage of served civil papers versus received
civil papers by 8% to 852; 6) Computerize data entry on Sheriff's sale files
with statistics report; 7) Contribute to a minimum of two felony warrant-
arrests per week through the fugitive detail; and 8) Set up monthly
interviews with local radio stations covering a different topic each mont^...
139
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Total calls for service 12,589 12, 797 13,029
Total calls for service -
criminal 2,298 2,319 2,342
Total calls for service -
non-criminal 10,291 10, 478 10, 687
Total contract hours 5,868 5,035 4, 430
Incoming civil process 7,568 8, 072 7,897
Warrants processed 1,826 1,851 1, 944
Total burglaries 394 404 412
Extraditions (yearly/cost) 67/$56,245 65/$56, 727 68/$59, 345
FINANCE/ADMINISTRATION RECOMMENDATION: The Sheriff's Office justifications
for their personnel requests are summarized as follows:
1. Requests for service on patrol have increased 52 per year while
resources have declined. Not one deputy has been added since 1978.
Despite more sophisticated efforts to preserve emergency response
time, there has been a gradual erosion of this over the last five
years. The non-emergency response time has nearly doubled. This
is happening while UCR Part I offenses have increased above the
rate for the rest of the state for Weld County
2. During recent years, the Sheriff's Office has taken the added
responsibilities of the Office of Emergency Management, animal
control, the drug task force, trash enforcement, and using multi-
disciplinary criminal investigation techniques. This broader scope
of policing activities has not received adequate resources.
3. Reorganization of similar activities within the Sheriff's Office is
required. An additional Lieutenant in the Sheriff's Office is
needed to handle thi: . The Services Division supervises much of
the same types of activities that occur within the Operations
Division such as identifying, locating and serving civil process.
In addition, this division acts as a public information officer to
the agency.
Cost: Reclassification of two Deputy II's to half-time
hourly civil positions $(29, 146)
Additional Lieutenant 47, 347
TOTAL $ 18, 201
Recommend that restructuring be at no increased costs. Therefore,
recommended budget is $18,201 less than request.
BOARD ACTION: Board authorized reclassification of two Deputy II positions
to Lieutenant, but provided no additional funding. Funding must come from
salary savings.
140
BUDGE Z' UN Z T SUMMARY
AGENCY/DEPARTMENT NAME: Wald Crnroty Multi-Turicdistinnal ❑rne Tack Fnrra
BUDGET UNIT TITLE AND NUMBER: nruE Tack Fnrra -- n1-7115 _
DEPARTMENT DESCRIPTION: Special funding from State program of "Communities
for Drug Free Colorado" for development of County-wide drug enforcement
efforts.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 0 $ 93,345 $ 148, 538 $ 148, 538
Services/Supplies 0 11,350 51,014 51, 01.4
Capital/Credits 0 3, 300 6, 113 6, 113
Gross County Cost 0 107, 995 205,665 205, 665
Revenue 0 79,463 205,665 205, 665
Net County Cost $ 0 $ 28,532 $ 0 $ 0
Budget Positions 0 3 4 4
SUMMARY OF CHANGES: The current year budget did not include twelve months of
operation in anticipation of recruitment, selection, training, and start-up
once formal Communities for a Drug Free Colorado grant funding was approved.
The requested budget, however, includes 12 full months. An additional Deputy
II position ($29,285) has been requested, as well as $5,475 in overtime which
represents the remaining increase in personnel resource.
Services/Supplies line items have increased because most operating costs were
funded in the current year by re-prioritizing appropriated funding within the
Operations Department (01-2110) . This understated current year costs. A
year of experience has shown the need for additional items of equipment such
as locking file cabinets, word processing software, and office resources
including an additional telephone line. This experience also has shown the
need to have access to a leased vehicle that can be exchanged frequently and
additional vehicle operating resources. The allocation of confidential funds
was increased from $8, 000 to $15, 000 anticipating a full 12 months of
operation and increased activity.
141
Capital item requests include more reliable covert transmitters for
undercover personnel, surveillance camera equipment, a cellular telephone,
and the purchase of additional secure portable radios.
Revenue has increased due to a larger cash match participation ($78,250 vs
$45, 532) and a substantially larger request for grant funds ($127,415 vs
$63, 463) . The first presentation on the grant application will be held in
late August and the final award may result in budget changes. Matching funds
for the grant have been provided by the following agencies:
Ault Police Department $ 1, 000
Colorado State Patrol 500
Dacono Police Department 500
Eaton Police Department 1,000
Evans Police Department 2,000
Firestone Police Department 500
Frederick Police Department 250
Fort Lupton Police Department 10,000
Greeley Police Department 15,000
Kersey Police Department 500
LaSalle Police Department 500
UNC Police Department 1, 000
Windsor Police Department 500
TOTAL CASH MATCH $ 33,250
Every police department in Weld County has either contributed cash toward the
required grant match or provided a letter committing support through
cooperation and sharing information. Several community letters of support
also accompanied the grant proposal.
Even though Weld County committed a cash match of $45,000 toward 1992 grant
period, off-setting cash flow is anticipated from forfeiture proceeds. The
Task Force recently negotiated an arrangement with the Colorado Department of
Revenue to distribute a percentage of drug tax penalties to the Task Force.
Proceeds from both of these activities are distributed in accordance to the
percentage of cash match by the participating agencies.
An operational objective of the Task Force is to be self-supporting at the
end of the third year of operation. The agreement with the Colorado
Department of Revenue is a giant step toward achieving that objective. Based
on preliminary analysis over the last five years, there is approximately $35
million in unpaid taxes and tax penalties on seized drugs in Weld County.
The Task Force could achieve a perpetuity if only a tiny percentage of these
funds could be collected.
142
OBJECTIVES: 1) Identify criminals who use and sell dangerous drugs with an
emphasis on the sellers and users with serious drug habits; 2) Identify known
criminals (individuals with significant multiple arrest histories) : 3)
Target, by special effort, those violators that fall within objectives 1 & 2
and reside anywhere within Weld County; 4) Confiscate all property used by
these target subjects in furtherance of illegal activities with an emphasis
on personal and real property gained through illegal means; and 5) Use
forfeiture proceeds to fully fund the Task Force after the third year of
operation.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Adult Arrests n/a 13 50
Marijuana seized n/a 139 lbs 2,000 1bs
Cocaine n/a .52 kg 6 kg
Seizures & forfeitures
pending n/a $58,593 $250,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with the provision
that forfeiture proceeds pay for $45, 000 match.
BOARD ACTION: No change.
143
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME. SHFRTFF'S nFFTCP
BUDGET UNIT TITLE AND NUMBER: RPO nnal Fnransir T.ahnratnry -- 01-9118
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 $ 54,467 $ 56,597 $ 56,597 $ 59,266
Services/Supplies 10,533 13, 499 11,304 11,304
Capital/Credits 3, 005 6, 000 5,575 5,575
Gross County Cost 68, 005 76,096 73,476 76, 145
Revenue 35, 623 37, 753 38,550 38,550
Net County Cost $ 32,382 $ 38,343 $ 34, 926 $ 37,595
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Change in Services/Supplies are due to travel expenses
in previous budget and availability of Scanning Electron Microscope time
being reduced. Travel in the previous budget was necessary to pay for ASCLAD
assessors to come to Greeley for site inspection during the accreditation
process. SEM contract time was reduced due to less expensive alternatives
being used.
Final budget adjustments include salary increases of $2,669.
OBJECTIVES: 1) Maintain American Society of Crime Lab Directors (ASCLAD)
forensic laboratory standards as the only accredited lab in Colorado; 2)
Maintain or improve local laboratory forensic capability in the areas of
drug, arson and paint analysis; 3) Provide accurate, competent forensic
analysis of evidence within submitting agency needs.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Analysis hours monthly 65.2 73.2 70.0
Items of drug evidence (mo) 52.2 42.8 50.0
Items of paint evidence (mo) 4.2 4.6 4.8
Items analyzed monthly 44.0 57.0 60.0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
144
BUDGE T UN JE T SUMMARY
AGENCY/DEPARTMENT NAME: STIFRTFF'S OFFTCF.
BUDGET UNIT TITLE AND NUMBER: Cnrrartinnal Adminiatratinn -- 01-9910
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 $2,233, 975 $2,375, 688 $2,375, 688 $2, 529, 444
Services/Supplies 623, 082 638,267 719, 918 719,841
Capital/Credits 34, 479 17,257 21,513 21,513
Gross County Cost 2,891,536 3, 031,212 3, 117, 119 3, 270, 798
Revenue 416, 666 529,840 261,540 279, 540
Net County Cost. $2, 474,870 $2,501,372 $2,855,579 $2, 991.,258
Budget Positions 73 73 73 73
SUMMARY OF CHANGES: Increase in commissary, work release, and home detention
fees to make up $9, 700 of DOC contract loss, still leaving a $268,300 decline
in revenue. A 37, increase in food service costs creates additional costs of
$7,851, and a 57, increase in medical services costs, plus added extraordinary
costs outside the base contract, creates additional costs of $73,800.
Final budget adjustments include salary increases of $153, 756, and phone
costs of ($77) .
OBJECTIVES: 1) Maintain security and support for an average of 189 inmates;
2) Book 8, 700 persons through the jail; 3) Increase home incarceration
program by 5 inmates per day; and 4) Increase work release inmates
proportionately to renovation schedule.
145
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average daily population 164.9 151.0 189.0
Bookings 7,614 7,800 8, 700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Revenue decline
was anticipated with loss of DOC contract when program was started three
years ago.
BOARD ACTION: Board authorized bond fee approved by District Courts for
additional revenue of $18,000.
146
BUDGET UNIT SIMINIA.Ft1C
AGENCY/DEPARTMENT NAME. SHF.RTFF
BUDGET UNIT TITLE AND NUMBER: Offira of PmarPpnry Managpmant -- 01-7910 _
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 $ 32, 190 $ 33, 674 $ 33,674 $ 35, 180
Services/Supplies 6, 731 8,476 12,345 11,081
Capital/Credits
Gross County Cost 38,921 42, 150 46,019 46,261
Revenue 31,026 24,365 31, 026 31, 026
Net County Cost $ 7,895 $ 17, 785 $ 14, 993 $ 15,235
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Anticipated increase in DODES/FEMA revenue participation
shows increase of $6, 661. Increase in training, eliminated for 1991, and
small equipment not previously requested requires increase of $3,869. Net
County costs are down $2,840 over 1991.
Final budget adjustments include salary increases of $1,506, computer charges
of $127, and phone costs of ($1,391) .
OBJECTIVES: Comply with State and Federal EMA programs.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
U Plans Completed 1 1 2
Public Education # attended 10 12 12
# of Incidents 79 80 90
Exercises 8 8 8
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Governor took action to eliminate DODES, which cou'_d
jeopardize FEMA funding to Colorado County programs. Board funded program
contingent upon FEMA funding. If FEMA funding is reduced, a corresponding
reduction will be required mid-year.
147
BUDGET UN=T SUMMARY
AGENCY/DEPARTMENT NAME: SHFRTFF's OFFTCP
BUDGET UNIT TITLE AND NUMBER. C'nnnty-widc Animal Control -- n1-94An
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 $ 26, 788 $ 27,818 $ 36,816 $ 29, 179
Services/Supplies 38, 651 57,231 57, 705 54, 057
Capital/Credits
Gross County Cost 65, 439 85, 049 94,521 83,236
Revenue 4, 143 4,500 4,500 4,500
Net County Cost $ 61,296 $ 80,549 $ 90, 021 $ 78, 736
Budget Positions 1.5 1.5 2.0 1.5
SUMMARY OF CHANGES: An additional .5 FTE to expand service to 60 hours per
week has been requested at a cost of $8,998. Increase in small items of
equipment is to purchase cages and traps currently being borrowed from the
Humane Society ($750) . Humane Society contract, per agreement reached in
1991, has been reduced to $41,233 which is down $3, 648.
Final budget adjustments include salary increases of $1,361.
OBJECTIVES: 1) Develop a County ordinance dealing with dangerous dogs and
animal cruelty cases to allow animal control officers to issue summons
without calling for a patrol deputy; 2) Evaluate the need to issue animal
control officers a limited commission to issue summons on state statute
violations.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Calls for service 1,552 1,442 1,480
Enforcement citations 160 120 180
148
FINANCE/ADMINISTRATION RECOMMENDATION: Justification for additional animal
control services is as follows:
Demand for animal control services to adequately enforce Weld County
Ordinance 088 exceeds the resources allocated. At the initiation of
this program, resources of 60 hours per week were provided for the
program. Only 70% of the animal control calls have been covered by
these resources. The rest have been covered by patrol deputies, to the
possible detriment of crime prevention activities in other areas.
Cost: Additional Animal Control position (part-time) $9, 773
Policy issue: Level of service commitment to enforce Ordinance #88.
BOARD ACTION: Board denied additional position.
149
SURGE T UN i T SUMMARY
AGENCY/DEPARTMENT NAME: rnwmmrrATTnma
BUDGET UNIT TITLE AND NUMBER: rounty-wide Cnmmuniratinnc -- ❑1-915n
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 $ 623, 445 $ 698,300 $ 779, 719 $ 756,853
Services/Supplies 263, 620 233,498 248,967 264, 151
Credits (27,096) (43,665) (43,545) (43,545)
Gross County Cost 859, 969 888, 133 985, 141 977, 459
Revenue 20, 695 20, 000 25,000 25, 000
Net County Cost $ 839,274 $ 868, 133 $ 960, 141 $ 952, 459
Budget Positions 25 28 31 29
SUMMARY OF CHANGES: Decrease of $1,200 in Communications phones is due to
refinement of the E911 System. The increase in radio repair and maintenance
of $15, 000 is primarily due to the increase in the repair contract and
increased use of the repair contractor to do installations and removals.
This is somewhat offset by a $5,000 increase in revenue from subcontracted
repairs through the Communications Department. Slight increase in
travel/meetings and training is due to increased cost of travel. An
additional three dispatch personnel have been requested for 1992 due to the
continual growth in the Communications Center workload ($81,419) .
Final budget does include one additional position. Final budget adjustments
include salary increases of $31,413, computer charges of $18,363, and phone
costs of ($3, 179) .
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) Operate and maintsln the E-911 emergency telephone system.
150
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
I
Calls for service-Ambulance 35,866 36,500 38, 000
Calls for service-Fire 32,508 34, 000 35, 000
Calls for service-Police 255, 653 265, 000 285, 000
Calls for service-Sheriff 212,213 240,000 250,000
Status Activity-total 536,240 575,500 608,000
Primary agencies dispatched 41 41 41
FINANCE/ADMINISTRATION RECOMMENDATION: Additional three positions are a
policy issue. It should be noted that Communications' staff has grown as
follows:
1984 2 part-time to full-time
1985 4 additional positions
1987 2 additional positions
1988 1 additional position
1991 3 additional positions (one frozen)
1992 3 additional positions requested
Communications has had the same rise in expenditures as other public safety
programs over the last decade.
The Communications Department justification for the request is that due to
the steadily increasing workload. The Director believes the department needs
one additional dispatcher for each of the three shifts. Workload statistics
show a higher level of law, fire, and emergency medical service activity than
before. This trend is expected to continue.
Cost: Three additional dispatchers $81, 419
Policy Issue: Service level decision.
BOARD ACTION: Board unfroze one position approved for 1991 effective
immediately, and authorized one additional dispatcher effective 1/1/92 at an
added cost of $27, 140.
151.
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152
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: rOMMUNTrATTONS
BUDGET UNIT TITLE AND NUMBER: rnmmuniratinn cyctam nevelnpmant -- 01-9151
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 1,444 5,000 2, 000 2,000
Capital/Credits 10,421 75, 000 70, 000 48, 000
Gross County Cost 11,865 80, 000 72,000 50, 000
Revenue 0 0 0 0
Net County Cost $ 11,865 $ 80, 000 $ 72, 000 $ 50, 000
Budget Positions -- -- -- `-
SUMMARY OF CHANGES: Annual budget request has been reduced from $80,000 to
$72,000 because the radio system has been expanded to its maximum at this
time. The point of maximum utility has been reached with the present system,
to expand the present system would be cost prohibitive. This budget will be
used to replace obsolete or worn out equipment within the system.
Recommended budget is $50,000 which appears to adequately fund expenditure
pattern since major upgrade in mid-1980's.
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 funding level of $50,000.
If major capital expenditure is required, consider increase in Capital
Expenditures Fund in the future.
BOARD ACTION: No change.
153
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: F-411 Ar9minictrAtinn -- (11-?159
DEPARTMENT DESCRIPTION: Administration of Countywide E-911 system.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies $ 179 $ 700 $ 700 $ 700
Capital/Credits
Gross County Cost 179 700 700 700
Revenue
Net County Cost $ 179 $ 700 $ 700 $ 700
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change from 1991 funding level.
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.
154
SLID GE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: coRnNFR _.
BUDGET UNIT TITLE AND NUMBER: Cnrnnpr -- 01-21RO
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 $ 7,334 $ -0- $ 10,800 $ 10,800
Services/Supplies 58,323 63, 750 66,300 67,520
Capital/Credits
Gross County Cost 65, 657 63, 750 77, 100 78, 320
Revenue
Net County Cost $ 65,657 $ 63, 750 $ 77, 100 $ 78, 320
Budget Positions
SUMMARY OF CHANGES: Budget includes 4.52 salary increase. Office supplies
are up $500, phones are budgeted at $1,000, professional services are up
$1, 675, motor pool is funded at $3, 600, and rent is reduced by $3, 600. Net
increase is $13,350.
Final budget adjustments included an increase for phones of $645.
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
155
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With a new
coroner in 1991, a mid-year budget adjustment was 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 facilities had to be provided, as well
as, a transport vehicle. Cellular phone request is policy issue ($1,074 for
two phones) .
BOARD ACTION: Board increased travel ($500) and memberships ($75) to allow
Coroner to attend State Coroner conference. Cellular phones requested in
1992 were authorized to be purchased out of 1991 funds.
156
BUDGET LIN=E C SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNTTv CORRFCTTONC
BUDGET UNIT TITLE AND NUMBER: community corrartinnc -- nt-797n
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 $ -0- $ 20,000 $ 22, 018 $ 23, 384
Services/Supplies 1, 357, 729 1,480,000 1,477,982 1, 476, 616
Capital/Credits
Gross County Cost 1,357, 729 1,500, 000 1,500,000 1,500, 000
Revenue 1,406,854 1,500, 000 1,500,000 1, 500, 000
Net County Cost $ (49, 125) $ -0- $ -0- $ -0-
Budget Positions 0 1 1 1
SUMMARY OF CHANGES: Budget funded at State level of $1,500, 000 for FY'
1991-92. Budget reflects higher utilization of community corrections
facilities to relieve prison over-crowding problem at the State level. In
1991 the program hired one person to handle administrative matters of the.
program.
Salary increases of $1,366 were authorized with offset to Professional
Services in final budget.
OBJECTIVES: 1) Provide counseling and diversion programs for non-violent.
offenders; and 2) Carry out all community corrections contract requirements
of the State of Colorado.
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. In 1991 Community Corrections hired their own administrative staff
for the program.
BOARD ACTION: No change.
157
BUDGET UN S T SUMMARY
AGENCY/DEPARTMENT NAME: vouTu SHFLTF.R RomF
BUDGET UNIT TITLE AND NUMBER: nalingnentc and Othar Inctitntinnc -- 01-994Q
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 $ 156,461 $ 162, 995 $ 162, 995 $ 170,269
Services/Supplies 25, 935 24, 546 25, 431 23, 641
Capital/Credits
Gross County Cost 182,396 187,541 188,426 193, 910
Revenue 80, 626 95,500 100,275 100,27.5
Net County Cost $ 101, 770 $ 92,041 $ 88, 151 $ 93, 635
Budget Positions 6.25 6.25 6.25 6.25
SUMMARY OF CHANGES: The number of placements is expected to be stable for
1992 compared with 1991. No additional staff is requested for the new budget
year. Food and utility costs account for the primary increase of the budget.
Revenues are up $4, 775 due to increased state foster care rates and higher
utilization of shelter.
Final budget adjustments include salary increases of $7,274, computer charges
of ($1, 199) , and phone costs of ($591) .
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.
158
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Average number of youth in
shelter over one year 7.5 7.5 7.5
Number of different youth
placed in Shelter during
one year 95 95 95
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon a
work session held August 26, 1991, the Board directed staff to proceed with
the recommendation of the Juvenile Justice Committee to convert the Youth
Shelter Home to a Residential Child Care Facility (RCCF) in 1992. $40,000 is
included in the capital budget to do a remodel of the facility to house
sixteen youth, up from twelve youth. Immediately the Youth Shelter Home
would go from 7.25 FTE to an RCCF of 10.25 FTE. It is anticipated that
conversion can be at no net County cost due to higher state reimbursement fc:r
an RCCF. Supplemental appropriations will be made in 1992 as RCCF program
becomes operational.
BOARD ACTION: Board authorized proceeding with Residential Child Care
Facility program as recommended.
159
BUDGET UN IC T SUMMARY
AGENCY/DEPARTMENT NAME: NWT(' RFRVTrF -- but
BUDGET UNIT TITLE AND NUMBER: tine f++I Pnhlir Servire -- 01-9160
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 AP. .)VED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 77, 796 $ 105, 684 $ 105, 684 $ 108, 789
Services/Supplies 60,533 31, 925 31., 925 37,818
Capital/Credits 0 0 0 0
Gross County Cost 136,329 :7,609 137,609 146,607
Revenue 110, 146 123,849 123,849 123,849
Net County Cost $ 28, 183 $ 13, 760 $ 13, 760 $ 22, 758
Budget Positions 4.5 4.5 4.5 4.5
SUMMARY OF CHANGES: No change in line items. Revenues for 1992 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. Impact on District Court referrals from HB91-1173 is unknown at
this time. There could be some significant impact resulting in more case
referrdr.s.
Final budget adjustments include salary increases of $3, 105, computer charges
of $6, 105, and phone costs of ($212) .
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; and 4) Increase collections rate of
Court assessed fees to 70%.
160
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Clients per month 246 250 250+
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend funding at projected
revenue level with 4.5 FTE's and no upgrade.
BOARD ACTION: No change. Board authorized 4.5 FTE and directed staff to
work towards self-funding of program.
161.
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND 7DNTNG
BUDGET UNIT TITLE AND NUMBER: Rnilding Tncpprtinn -- 01-9490
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 $ 188,273 $ 194, 121 $ 194, 121 $ 210, 727
Services/Supplies 53,276 57,836 59, 623 60,428
Capital/Credits 23, 198 37,806 36, 169 36, 169
Gross County Cost 264, 747 289, 763 289,913 307,324
Revenue 438, 540 384,000 384, 000 384,000
Net County Cost $(173, 793) $ (94,237) $ (94, 087) $ (76,676)
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Increase of $1, 787 in Services/Supplies due to increased
cost of code books for resale and a new line item for film for documenting
violations. Requesting the replacement of one vehicle and the transfer of
one existing vehicle to the Planning Department. Management of department
performed by Planning Services' Director ( .25 FTE) . Other support performed
by Planning personnel is equivalent to . 95 FTE. Recovery of these costs are
shown as a charge back in this year's budget. This cost has decreased $1, 637
because of personnel changes.
Final budget adjustments include salary increases of $16,606, and phone costs
of $805.
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; and 5) Provide information to the general public on the County' s
Building Code Ordinance, general construction problems, and permit
requirements.
162
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Management/support hours 3, 132 3,654 3,828
Inspection hours 8, 700 8, 700 8, 700
Construction permits 1, 670 2,000 1,500
Construction inspections 11, 143 16,000 11,000
Complaint investigations 260 300 260
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
163
BUDGE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: WactP WarPr Managpm.ont -- n1-2450
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 $ 6,001 $ 5, 648 $ 5,648
Capital/Credits
Gross County Cost 6,354 6,001 5, 648 5, 648
Revenue
Net County Cost $ 6,354 $ 6,001 $ 5, 648 $ 5,648
Budget Positions
SUMMARY OF CHANGES: County assessment for membership in North Front Range
Water Quality Planning Association. 1992 assessment has been reduced by 5.97
to $5,648, down $353 from last year.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
i
FINANCE/ADMINISTRATION RECOMMENDATION: Boaru authorized by resolution in
July, 1987 to be a charter member in the Association. Recommend approval.
BOARD ACTION: No change.
164
BUDGE Z' UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FXTFNCTON nFPARTMPNT
BUDGET UNIT TITLE AND NUMBER: Pact and Waadc -- n1-9990
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 $ 68,822 $ 65, 169 $ 65, 169 $ 94, 007
Services/Supplies 71, 143 70,926 70,926 102, 597
Capital/Credits (14) 0 0 0
Gross County Cost 139,951 136, 095 136, 095 196, 604
Revenue 5, 129 3, 000 3, 000 3, 000
Net County Cost $ 134,822 $ 133, 095 $ 133, 095 $ 193, 604
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Recommended budget is at current status with no changes
for new weed law. The impact of the options of county-wide enforcement of
the new weed law and enforcement county-wide of the new law with the addition
of Canadian Thistle, Musk Thistle, and Bindweed are included in the
Finance/Administration Recommendation Section below.
Final budget adjustments include salary increases of $1,538, and phone cost=_,
of ($543) .
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 tic:
public of the newly enacted "Colorado Weed Management Act".
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Noxious Weed Control Program 807 time 807 time 807 time
Roadside Vegetation Manage-
ment Program (207 time) 207 time 207, time 207 time
165
FINANCE/ADMINISTRATION RECOMMENDATION: Funding level of the chosen option is
policy decision of the Board. Recommended budget includes only funds for
Option 1 which is current program only. Options are as follows:
LINE ITEM *OPTION I *OPTION II *OPTION III
Personnel $ 65, 169 $ 84, 969 $ 99, 969
Office Supplies/Materials 650 1,000 1,500
Operating Supplies 29, 990 44,990 64,990
Communications/Transportation 500 750 1,000
Printing 200 500 750
Phones 1,636 2,000 2,500
Professional Services 500 1,000 1, 500
Repair and Maintenance 1,650 2,500 3,000
Travel/Meetings 5,000 8, 700 10, 400
Motor Pool 30,800 36, 500 42, 200
TOTAL $ 136, 095 $ 182, 909 $ 227,809
* Option I = Current 1991 Budget
Option II = County-wide enforcement of new weed law
Option III = County-wide law with current weeds (Canada Thistle, Musk
Thistle, and Field Bindweed) added.
NOTE:
1. Personnel increases for Option II include adding two people to the
department (one Field man and one Weed Control Specialist) and
extending the hours of the current Weed Control Specialists.
2. Personnel increases for Option III includes adding four people to
the department (two Field men and two Weed Control Specialists) and
extending the hours of the current Weed Control Specialists.
3. No additional secretarial time has been added. This assumes that
a .3 FTE secretary will be added to the Weld County Fair budget.
If not, additional secretarial time will be required under Option
II or III.
BOARD ACTION: The Board approved Option II ($46,814) , plus added an
additional $12, 700 to include Canadian Thistle in the program.
166
BUDGET` iJNIT' SUMMARY
AGENCY/DEPARTMENT NAME: FNGTNFFRTNG nFPARTMFNT
BUDGET UNIT TITLE AND NUMBER: f:anaral Fngineering -- ni-41A,
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 $ 284, 726 $ 293, 336 $ 293,336 $ 309, 983
Services/Supplies 71,038 55, 104 66, 540 64,805
Capital/Credits 0 0 0 0
Gross County Cost 355, 764 348,440 359,876 374, 788
Revenue 497 1,500 500 500
Net County Cost. $ 355,267 $ 346, 940 $ 359,376 $ 374, 288
Budget Positions 8 8 8 8
SUMMARY OF CHANGES: The 1992 budget reflects an increase of $11, 436.
However, this reflects only historic charges and usages to the department.
A $3,500 increase in Motor Pool reflects historic charges that have been
under-budgeted for some time. The $5,000 increase in Professional Services
reflects usage, particularly in the area of land surveying costs through cur
contract with Chuck Jones.
Final budget adjustments include salary increases of $16, 647, computer
charges of ($856) , and phone costs of ($879) .
OBJECTIVES: The Engineering Department provides technical support for Read
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.
167
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Bridge Inspections 131 120 120
Bridge Design/Const. Admin. 5 4 3
Road Contracts $ 803,819 $1,993, 000 $2, 000, 000
Utility Permits 250 250 250
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
168
BUDGE T UN Z T SUMMARY
AGENCY/DEPARTMENT NAME. FxTFNSTON nFPARTMFNT
BUDGET UNIT TITLE AND NUMBER: Fxtancinn Sarvira -- 01-9600
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 $ 142,835 $ 148,011 $ 161, 741 $ 155,332
Services/Supplies 60, 433 66, 696 69, 716 81,557
Capital/Credits 0 0 0 0
Gross County Cost 203,268 214, 707 213,457 236,889
Revenue 0 0 0 0
Net County Cost $ 203,268 $ 214, 707 $ 231, 457 $ 236,889
Budget Positions 10.5 10.5 10.5 11
SUMMARY OF CHANGES: The State/County Memorandum of Understanding (MOU)
requires the increase for agents of $1, 740. Supply costs are budgeted for
the same amounts as last year. Travel expense is increased by $3, 000 tp
compensate for the increased mileage allotment of $0.05/mile ($.20 to $.25) .
Request includes making part-time 4-H position full-time ($11,990) .
Final budget adjustments include salary increases of $5,581, computer charges
of $402, and phone costs of ($551) .
OBJECTIVES: 1) Provide information and education, as well as encourage the
application of Colorado State University research-based knowledge in response
to local, state and national issues affecting individuals, youth, families,
agricultural enterprises and communities.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
A
Workload 203, 268 218,291 219,467 l
FINANCE/ADMINISTRATION RECOMMENDATION: Request to move part-time 4-H
position to full-time with no state participation is not recommended
($11,990) . Policy issue.
BOARD ACTION: Board approved moving part-time position to full time
($11,990) . The breakout of costs include $7,580 for 4-H and $4,410 for t1e
Fair activities.
169
BUDGE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: FTNANCF AND ADMTNTSTRATTON
BUDGET UNIT TITLE AND NUMBER. Vpraranc' Dffira -- ni-g7nn
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 $ 41,094 $ 29,366 $ 29,366 $ 36, 086
Services/Supplies 2,106 3,331 3,331 3, 141
Capital/Credits
Gross County Cost 43,200 32,697 32,697 39,227
Revenue 600 600 600 600
Net County Cost $ 42, 600 $ 32,097 $ 32,097 $ 38, 627
Budget Positions 2 1.5 1.5 1.5
SUMMARY OF CHANGES: Budget amount remains the same as ast year. No
change.
Final budget adjustments include salary increases of $6, 720, and phone costs
of ($190) .
OBJECTIVES: 1) To provide referral and processing services to veterans; 2)
To provide outreach to organizations and communities regarding veterans'
benefits and rights; and 3) To maintain a strong liaison with Colorado
Department of Veterans' Affairs and the Veterans' Administration.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
In office consultations 3,000 3,000 3,000
Training sessions 40 40 40
Out of office consultations
and outreach 500 500 500
Meetings 25 25 25
Client caseload (Active) 2,000 2, 000 2,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
170
BUDGET UNIT SUTZNLARY
AGENCY/DEPARTMENT NAME: ATRWIRT
BUDGET UNIT TITLE AND NUMBER: Airport Trancfar
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 $ 25,000 $ 50, 000 $ 50,000 $ 50,000
Capital/Credits
Gross County Cost 25, 000 50, 000 50,000 50,000
Revenue
Net County Cost $ 25, 000 $ 50,000 $ 50,000 $ 50,000
Budget Positions
SUMMARY OF CHANGES: Airport has requested a total of $50,000 for 1992 .
$50,000 is requested for phase one implementation of the Airport Master Plar..
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. Recommend that FAA matching funds be administratively
frozen until approval of a new Master Plan is resolved with the City of
Greeley.
BOARD ACTION: Board approved $50,000, and authorized $15,000 to be put into
escrow for fuel tank replacement, providing City of Greeley does the same.
171
BUDGET UN=T SUMMARY
AGENCY/DEPARTMENT NAME: WFTn MFNTAL HFATTH fFNTFR
BUDGET UNIT TITLE AND NUMBER: Wald Mental Haalth -- n1-6190
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 111,926 116,931 151,806 128,931
Capital/Credits 0 0 0 0
Gross County Cost 111, 926 116, 931 151,806 128, 931
Revenue 0 0 0 0
Net County Cost $111,926 $116,931 $151,806 $128, 931
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget request is for $62,000 for emergency mental
health services and $89,806 for basic mental health services. Emergency
mental health services are divided by $43, 000 for inpatient and $19, 000 for
other. Board increased base funding $12,000 in final budget.
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 1991 funding
level of $116, 931 per Board policy to hold outside agencies at the 1991
level. Added request is a policy issue regarding expansion of services. The
Weld County Health Center's justification for the request is as follows:
Twenty-five to thirty-five percent of children and adolescents referred
to the Weld Mental Health Center never have the opportunity to get
needed professional help. This is due to declining capacity and
insufficient financial support for mental health center services.
172
Waiting lists resulting from large numbers of referrals from the Weld
County Department of Social Services, local law enforcement agencies,
the court system, and other human service agencies are an increasing
problem. The capacity for outpatient service delivery is now at maximum
levels in relationship to the resources currently available to the Welc
Mental Health Center.
Year Total admissions Children/adolescents
1986-87 2,385 683
1987-88 2,303 674
1988-89 2,099 749
1989-90 1, 737 620
1990-91 1,520 505
It is for the above reason that the Weld Mental Health Center Board is
asking the Weld County Commissioners to increase the Center's current
general services allocation for the first time since 1987. The increase
requested is $16,875. This would raise that item from $72, 931 to a new
level of $89,806.
Also, the Mental Health Board supports the request which are needed by
North Colorado Medical Center to continue its accommodation of inpatient.
referrals from the Mental Health Center. These increases are projected
to be $18, 000 for 1992. This increase is an addition to the $25,000
currently allocated to the Mental Health Center as part of its $44,000
for emergency mental health services.
In summary, the following continuations and increases are requested:
1991 1992
A. General Services $ 72,931 $ 89,806
B. Emergency services:
Inpatient 25,000 43,000
Other 19, 000 19, 000
TOTAL $ 116.931 $ 151,806
BOARD ACTION: Board approved an additional $12,000 for general services
only. No increase for emergency services.
173
BUDGET LIP 4][9r Z' SUMMARY
AGENCY/DEPARTMENT NAME: DBVFLOPMRNTALLV DISARLFD
BUDGET UNIT TITLE AND NUMBER: Centennial navalnpmantal carvirac -- n1-4141
DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial
Developmental Services, Inc. and Schafer Rehabilitation Center, which provide
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 85, 655 74,665 97,365 97,365
Capital/Credits 0 0 0 0
Gross County Cost 85, 655 74, 665 97,365 97,365
Revenue 0 0 0 0
Net County Cost $85, 655 $74, 665 $97,365 $97,365
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget reflects base funding for CDSI of $41, 105 for on-
going programs and services of the agency plus $29,560 for the restricted
transportation funding to purchase HRD transportation services.
Transportation is pass-through funding only. One-time funding for children's
services of $4, 000 is not included. The bud¢et includes the $26, 700
committed to Schafer Rehabilitation Center for fi years (1992 is year two)
for a transition program to enable persons with disabilities to retain
employment within the community.
OBJECTIVES: 1) Provide services to the developmentally disabled citizens of
Weld County via contract with Centennial Development Services, Inc. ; 2)
Provide services via Schafer Rehabilitation Center to enable persons with
disabilities to retain employment within the community.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
N/A
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
174
SLIDGET 1LYNLI:gr SiJNIIKARY
AGENCY/DEPARTMENT NAME: SRNlnR PROGRAMS
BUDGET UNIT TITLE AND NUMBER: SPninr Prngerams -- 01-Alo7
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
t
Personnel
Services/Supplies $ 10,500 $ 10,500 $ 11, 700 $ 11, 700
i
Capital/Credits
Gross County Cost 10, 500 10,500 11, 700 11, 700
Revenue
Net County Cost $ 10,500 $ 10, 500 $ 11, 700 $ 11, 700
Budget Positions
SUMMARY OF CHANGES: Request is for $11, 700, an increase of $1,200, because
of two additional senior centers in 1992 located at Hill 'N Park and Mead.
OBJECTIVES: Provide support to senior citizens 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 199]
per Board policy. Funding additional $1,200 is policy issue for Board.
BOARD ACTION: Board approved additional request of $1, 200 for two additional
senior centers.
175
BUDGE T UN=T SUMMARY
AGENCY/DEPARTMENT NAME: MTSSTT.P STTR PARK
BUDGET UNIT TITLE AND NUMBER: Miccilp Sitp Park -- (11-599n
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
r-
Personnel $ 11,270 $ 12,021 $ 12,957 $ 12,957
Services/Supplies 5,365 6,837 7,016 7,016
Capital/Credits -0- (11, 795) (19,373) (19,373)
Gross County Cost 16,635 7,063 600 600
Revenue 638 600 600 600
Net County Cost $ 15,997 $ 6,463 $ -0- $ -0-
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Increase of $179 is due to projected utilities increase
of 5%. Final salary adjustments of $936 are reflected in budget. Funding of
this program for 1992 comes from the Conservation Trust Fund ($19,373) and
septic dumping fees ($600) .
OBJECTIVES: 1) To maintain and improve missile site park; and 2) To improve
the quality of life for all Weld County residents.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Caretaker 1 1 1
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend funding program as proposed
with Conservation Trust Funds.
BOARD ACTION: No change.
176
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: FxTENSTON SFRVTrF
BUDGET UNIT TITLE AND NUMBER: county Fair -- 01-5700
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 $ 0 $ 0 $ 4,410 $ 0
Services/Supplies 48, 359 48,359 48,359 48,359
Capital/Credits
Gross County Cost $ 48,359 $ 48,359 $ 52, 769 $ 48,359
Revenue 22, 000 22,000 22,000 22,000
Net County Cost $ 26,359 $ 26,359 $ 30, 769 $ 26,359
Budget Positions 0 0 .3 FTE 0
SUMMARY OF CHANGES: The request includes funding for a 302 time secretary tp
support the Weld County Fair. This work is currently being done by the part-
time Pest and Weed District secretary. This is no longer possible due to
increased demands on this position (Pest and Weed District) via the enactment
of the state weed law. Recommended budget does not include additional part-
time secretary ($4,410) .
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2)
Recognition of youth and leaders for work and skills learned and shared; 3)
Provide an opportunity for all County youth and adults to exhibit, learn and
develop community spirit and pride.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Fair (attendance.) 26,359 26,359 30, 769
FINANCE/ADMINISTRATION RECOMMENDATION: If the impact on secretary time is
due to the Pest and Weed law change, it should be reflected in that budget.
unit. For that reason it is not recommended here ($4,410) . Policy issue to
include added clerical resources.
BOARD ACTION: No change. In Extension budget a part-time position was made
full time to help with 4-H and Fair. The Fair's share of cost is $4, 410 in
the Extension budget.
177
BUDGE T UN I T SUMMARY
AGENCY/DEPARTMENT NAME: FTNANCE ANn AnM?NTRTRATTnN
BUDGET UNIT TITLE AND NUMBER: Nnn-npparrmantal -- 01-91170
DEPARTMENT DESCRIPTION: Central budget unit containing county-wide 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 $ 3, 147 $ 4, 000 $ 4,000 $ 4,000
Services/Supplies 275, 120 292,224 263,229 311, 101
Capital/Credits
Gross County Cost 278,267 296,224 267,229 315, 101
Revenue
Net County Cost $ 278,267 $ 296,224 $ 267,229 $ 315, 101
Budget Positions
SUMMARY OF CHANGES: Budget reflects no change from 1991. A request of
$10, 000 from the Convention and Visitor Bureau is not included, only the $500
funded in 1991 for membership in the Regional Tourism Association.
Final budget adjustments include increases in computer charges of $46,693,
and phone costs of $1, 179.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Funding of
Convention and Visitor's Bureau and other outside agencies not included are
policy issues for the Board.
BOARD ACTION: Board denied Convention and Visitor Bureau request, and only
funded $500.
178
BUDGET UST I T SUMMARY
AGENCY/DEPARTMENT NAME: FTNANCF ANn AnMTNTSTRATTCW
BUDGET UNIT TITLE AND NUMBER: Riii lding RQnta -- 01-4(1?(1
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 $ 327, 798 $ 351,665 $ 251,015 $ 251,015
Gross County Cost 327, 798 3_`i1,665 251,015 251, 015
Revenue 60,952 64, 157 0 0
Net County Cost $ 266,846 $ 287,508 $ 251,015 $ 251, 015
Budget Positions
SUMMARY OF CHANGES: Budget reflects the following county lease/purchase
contracts:
RENT INTEREST TOTAL
HRD (1998) $ 160,000 $ 91,015 $ 251,015
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. Library was paid off in 1991.
BOARD ACTION: No change.
179
LEAS — P U RC HA S E ACRE E M E NT S
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 $ 251, 015
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 1,888,515
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-
180
BUDGE T UNIT S UMMA Ft.Y
AGENCY/DEPARTMENT NAME: GF.NFRAL mum CONTTNENCY
BUDGET UNIT TITLE AND NUMBER: Cnntinepnry -- f11-490n _
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 $ 872, 921 $ -0-
Capital/Credits
Gross County Cost 872, 921 -0-
Revenue
Net County Cost $ 872,921 $ -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. All funds were allocated in the final
budget.
This represents a 4.57 salary increase, plus a 13% increase of for health
insurance.
OBJECTIVES: n/a
F -
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.
181
BUDGET UN I T SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFF.RR
BUDGET UNIT TITLE AND NUMBER: Araa Agonry nn Aging Tranafer - - nl-Q41n _
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 $ 11,844 $ 11, 190 $ 12,351 $ 12, 351
Capital/Credits
Gross County Cost 11,844 11, 190 12,351 12, 351
Revenue
Net County Cost $ 11,844 $ 11, 190 $ 12,351 $ 12,351
Budget Positions
SUMMARY OF CHANGES: The budget of $12,351 reflects the local match for
administration of $49,403 for the Area Agency on Aging. Program dollars
amounting to $230,000 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 HRD budget detail.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
182
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: UPalth Department TrancfPr -- 01-951n
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 $ 950,345 $ 1, 166, 430 $ 1,145, 740 $ 1, 156, 939
Capital/Credits
Gross County Cost 950,345 1, 166,430 1,145, 740 1, 156, 939
•
Revenue
Net County Cost $ 950,345 $ 1, 166,430 $ 1, 145, 740 $ 1, 156, 939
Budget Positions
SUMMARY OF CHANGES: Budget reflects a base contribution of $1, 156,939. 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 Budgets for details of changes.
183
BUDGET UN I T SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Mnrnr Pnnl Trancfer -- 111-951n
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 $ -0- $ -0-
Capital/Credits
Gross County Cost 150,000 -0- -0-
Revenue
Net County Cost $ 150,000 $ -0- $ -0-
Budget Positions
SUMMARY OF CHANGES: No contributions for equipment in 1991 recommended.
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.
184
BUDGE T UNIT SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: RR➢ - TndirPrt rnctc Trancfer -- n1-4510
DEPARTMENT DESCRIPTION: County subsidy to HAD and Headstart to cover
indirect costs of these programs.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
I
Personnel
i
Services/Supplies $ 57,842 $ 94, 327 $ 124, 745 $ 124, 745
Capital/Credits
i
Gross County Cost 57,842 94,327 124, 745 124, 745
Revenue
Net County Cost $ 57,842 $ 94,327 $ 124, 745 $ 124, 745
Budget Positions
SUMMARY OF CHANGES: Based upon the 1990 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: No change.
185
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ROAD AND BRIDGE F UND 3 LJMMA RY
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 with SOT estimated at $1, 180,000, up $60, 000, motor
vehicle fees are up $10,000 and mineral leasing is down $2,000. Grazing Act
funds are up $6,500. Special budget projects include $304,000 for Bridge
1/36, $288,800 for Bridge 60/29, and $348, 000 for the Erie Bridge. Highway
Users' Funds are budgeted at $4, 704,000 down $37,000 due to decline in
gasoline purchases. All other revenues are unchanged. Fund balance is
estimated at $1,348, 000. Overall revenues are down due to the completion of
State and Federal bridge projects totalling $963, 600 in 1991.
The resources for 1992 are $12,514,316, of which $1,348, 000 is from the fund
balance. Of the fund balance, $348, 000 is attributed to carry over frpm
bridge projects. The salary increases total $138,209. Operating service and
supply line items have been increased by $24, 000. Municipal shareback is
funded at $765,550. Equipment for a phone and sign machine total $26, 000.
Increased revenues and completion of major bridge projects in 1991 allow an
increase in contract payments. There are three state bridge grants totalling
$1, 176, 000 with corresponding revenues of $940,800 shown in 11-0001-3352. `a
federal bridge grants are budgeted. Contract payments are funded at
$2, 095, 561 which is up $284, 414 over 1991. Asphalt purchases are budgeted at.
$1, 600, 000, same as last year. Capital equipment supplement totals $200, 007 .
Overall resources for road repair and upgrades are up a total of $284, 414 fcr
1992.
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 1992.
190
C 01%1C E RN I NO LOCAL AC C OUNTA S IL Irk""V-
F'O R MO NE E Y U S E D
F O R HIGHWAY P LT P O S E S
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 1992 allocation of highway users tax fund moneys and
County road and bridge fund are as follows:
Maintenance of Condition $ 2, 105, 762
Bridge Construction/Repair 300, 000
Administration 238, 644
Maintenance Support 1, 012,393
Bridges:
60/29 288,800
19/68 304,000
8 (Erie) 348,000
Overlays, reconstruction,
chip and seal projects 1, 047,201
TOTAL $ 5, 644,800
191
CON S T RUC T =ON B I DD I NC: Fla R
STATE — FUNDED LOCAL PRcD.J ECM S
In accordance with Sections 29-1-701-707 cities or countifas of 30, 000 persons
or more are required to bid projects of over $150,000. Lccal governments are
required to bid competitively among private contractors for projects using
Highway Users Tax Fund money (state funded projects) , and are prohibited from
dividing projects into two or more projects to evade provisions of the act.
"State-funded public project" means any construction, alteration, repair,
demolition, or improvement by any agency of local government of any land,
structure, facility, road, highway, bridge, or other public improvement
suitable for and intended for use in the promotion of the public health,
welfare, or safety and any defined maintenance project, which is funded in.
whole or in part from the highway users tax fund and which may be reasonably
expected to exceed one hundred fifty thousand dollars it 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 maintenancc: 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 1992 budget.
would be allocated as follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Bridge Construction $ 1, 046, 179 $ 30C , 000 $ 746, 179
Maintenance of Condition 2, 105, 762 2, 10`_ , 762 -0
Maintenance Support 1,012,393 1, 012 ,393 -0
Trucking 1, 100,997 -0- 1, 100,997
Mining 904, 730 -0- 904, 730
Administration 238,644 23f ,644 -0-
Municipalities 765,550 -0- 765,550
Public Works:
Miscellaneous 31,500 -0- 31,5C0
Bridges 1, 176,000 940,800 235,2C0
MV 200, 000 -0- 200,000
Part time 237,000 -0- 237, 0(0
Asphalt 1,600,000 -0- 1, 600, 0(0
Contract 2,095,561 1,047,201 1, 048, 300
$12, 514,316 $ 5,644 800 $ 6,869, 5]6
192
Based upon the above allocation, Weld County, at a minimum, must
competitively bid out bridge projects totalling $1, 176, 000 and contracts for
overlays, reconstruction and chip and seal of $1,047,201. However, it is
anticipated that in addition to the minimum required by law, Feld County will
bid out $1, f)0,000 in asphalt purchases and another $1,048,360 for overlays,
reconstruction, and chip and seal coats for a total of $4,871,561 in bid
projects for 1992.
1992 maintenance of effort requirement is $4,868,230. It will be met by the
following local revenue sources:
Property Tax $ 3,814,516
Specific Ownership Tax 1, 180,000
Other Transfers/
Reimbursements 150,000
TOTAL $ 5, 144, 516
193
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197
BUDGE T UNIT SUMMARY
AGENCY/DEPARTMENT NAME: Rnan AND ARTDGF
BUDGET UNIT TITLE AND NUMBER: Nnn-DapartmPntal RPUPLt]]e -- 11-nnnl _
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 $11, 970, 751 $12,010, 973 $11, 166, 16 $11, 166, 316
Net County Cost
Budget Positions
SUMMARY OF CHANGES: Property taxes are up with SOT estimated at $1, 180, 000,
up $60,000, motor vehicle fees are up $10,000 and mineral leasing is down
$2,000. Grazing Act funds are up $6,500. Special budl,et projects include
$304,000 for Bridge 1/36, $288,800 for Bridge 60/29, and $348,000 for the
Erie Bridge. Highway Users' Funds are budgeted at $4, ; 04,000 down $37, 000
due to decline in gasoline purchases. All other revenues are unchanged.
Fund balance is estimated at $1, 348,000. Overall reverues are down due to
the completion of State and Federal bridge projects tctalling $963,600 in
1991.
OBJECTIVES: n/a
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT 'iY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
198
BUDGET UNIT SiJMNiAR5r
AGENCY/DEPARTMENT NAME: ROAn ATM RRTDGF
BUDGET UNIT TITLE AND NUMBER. RriApp rnnctrnrtinn -- 11-9137
DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridgE:s 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 $ 369, 743 $ 368, 315 $ 368,315 $ 397,320
Services/Supplies 776, 127 641, 683 649,683 649,683
Capital/Credits (1, 090) (824) (824) (824)
Gross County Cost 1, 144, 780 1,009, 174 1, 017, 174 1, 046, 179
Revenue
Net County Cost $1, 144, 780 $1, 009, 174 $1,017, 174 $1,046, 179
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: There is an increase of $1, 000 in Small Items of
Equipment for small tools, and $7,000 in Machine & Equipment Rental for rent
on tools and equipment. All other line items remain the same.
Final budget adjustments include salary increases of $29, 00i.
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 88 100 100
New bridges 29 25 25
Repair on bridges 90 85 85
Culverts (4' and larger) 44 15 15
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
199
BUDGET UNIT SiINIMA:RY
AGENCY/DEPARTMENT NAME: ROAD AND RRTDGF _
BUDGET UNIT TITLE AND NUMBER: Maintananra of rnnditinn -- 11-41G0
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 $1,011, 021 $1,030,284 $1,030,284 $1,085,288
Services/Supplies 1,045, 006 1,020,674 1,021,674 1,021, 674
Capital/Credits (2,272) (1,200) (1,200) (1,200)
Gross County Cost 2,053, 755 2,049, 758 2,050, 758 2, 105, 762
Revenue
Net County Cost $2,053, 755 $2, 049, 758 $2,050, 758 $2, 105, 762
Budget Positions 38 38 38 38
SUMMARY OF CHANGES: There is an increase of $1, 000 in Repair and Maintenance
Services due to repair of tools. All other line items remain the same.
Final budget adjustments include salary increases of $5_` ,004.
OBJECTIVES: 1) Maintain road traffic safely 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.
200
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: ROAD Ante RRTDGF
BUDGET UNIT TITLE AND NUMBER: Maintananra Suppnrt -- 77-3161
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 $ 449,028 $ 436,503 $ 436,503 $ 458, 180
Services/Supplies 446, 474 552,213 554,213 554,213
Capital/Credits (1,237) 0 0 0
Gross County Cost 894,265 988, 716 990, 716 1,012,393
Revenue
Net County Cost $ 894,265 $ 988, 716 $ 990, 716 $1, 012, 393
Budget Positions 16 16 16 16
SUMMARY OF CHANGES: There is an increase in Small Items of Equipment for
$2, 000 of safety equipment. All other line items remain the same.
Final budget adjustments include salary increases of $21, 677,
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 1,231 Miles 1, 100 Miles 1, 100 Miles
New signs and new installed
signs 2, 725 Signs 2,658 Signs 2, 658 Signs
Asphalt machine patch and
overlay 107,566 Tons 60,000 Tons 60, 000 Tons
Culverts (new and repaired) 500 450 400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
201
BUDGET UNIT SUMMA11.RY
AGENCY/DEPARTMENT NAME: ROAD AUP RRTflrR
BUDGET UNIT TITLE AND NUMBER: Trnrking -- 11-3145
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 $ 435,929 $ 444,810 $ 444,810 $ 453,434
Services/Supplies 650,434 647, 193 648, 193 648, 193
Capital/Credits (1, 127) (630) (630) (630)
Gross County Cost 1,085,236 1,091,373 1,092,373 1, 100, 997
Revenue
Net: County Cost $1,085,236 $1,091,373 $1,092,373 $1, 100,997
Budget Positions 14 14 14 14
SUMMARY OF CHANGES: There is an increase of $1,000 in Other Operating
Supplies for tools not covered by contract maintenance. All other line items
remain unchanged.
Final budget adjustments include salary increases of $8,624.
OBJECTIVES: 1) Gravel and maintain good, sound roads fcr 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 110,187 Tons 72,000 Tons 72, 000 Tons
Miles of road graveled 517 Miles 350 Miles 350 Mile;
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
202
BUDGET UNFIT S LJMMFLR1(
AGENCY/DEPARTMENT NAME: Roan AND tourp .
BUDGET UNIT TITLE AND NUMBER: Mining -- 11-g14A
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 $ 309,578 $ 323,725 $ 323, 725 $ 335,149
Services/Supplies 1,001, 173 558, 199 570, 199 570, 199
Capital/Credits (1,020) (618) (618) (618)
Gross County Cost 1,309, 731 881,306 893,306 904, 730
Revenue
Net. County Cost $1,309,731 $ 881,306 $ 893,306 $ 904, 730
Budget Positions 12 12 12 12
SUMMARY OF CHANGES: There is an increase of $12,000 in Repair and
Maintenance Services for non-contract items such as the rock crusher, etc.
All other line items remain the same.
Final budget adjustments include salary increases of $11, 421..
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 Count; road .
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Crushed gravel 281,488 Tons 250,000 Tons 250,000 Tons
Screened gravel 242, 714 Tons 250,000 Tons 250,000 Tons
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
203
BUDGET UNIT SUMMARY
AGENCY/DEPARTMENT NAME: RnAn ANn RRTnnp
BUDGET UNIT TITLE AND NUMBER: Adminictratinn -- 11-11A(f_
DEPARTMENT DESCRIPTION: Directs the activities of Read and Bridge as
necessary; coordinates complaints; and maintains cost accounting records or
projects.
r -
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 200, 774 $ 205,137 $ 205, 13'' $ 217,612
Services/Supplies 20, 133 19,118 19,118 21,632
Capital/Credits (1, 731) (600) (600) (600)
Gross County Cost 219, 176 223,655 223,65j 238,644
Revenue
Net County Cost $ 219, 176 $ 223,655 $ 223,65.'i $ 238, 644
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: Final budget adjustments include salary increases of
$12,475, and phone costs of $2,514.
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 Bridga Department.
ACTUAL ESTIMATE) PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: No change.
204
BUDGET UNIT S UMMARSr
AGENCY/DEPARTMENT NAME: Roan AND RRTDGF
BUDGET UNIT TITLE AND NUMBER: nthar Puhlir Wnrks -- 11-9141
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 $ 327, 444 $ 237, 000 $ 237,000 $ 237,000
Services/Supplies 3,480,820 5,499,000 5, 146,376 I 5, 103, 061
Capital/Credits
Gross County Cost 3,808,264 5, 736,000 5, 383,376 5,340, 061
Revenue
Net County Cost $3,808,264 $5, 736, 000 $5,383,376 $5,340,061
Budget Positions
SUMMARY OF CHANGES: All major bridges and federal protects have been
completed (29/62, 77/102, 58/47) , which has the effect of reducing revenues
and this budget by $637,500. The same number of bridges wi1L be contracted,
but the projects will be smaller. The projects are Bridge 60/29 ($361, 000) ,
Bridge 19/68 ($380, 000) , and the Erie Bridge ($435,000) . Contract payments
are budgeted at $2,095,561 up $284,414 over last year. Asphalt is budgeted
at the current level of $1,600, 000. Hourly employees funding level remains
at current level of $237, 000. $26,000 is included in equipment for a phone
and sign machine.
OBJECTIVES: 1) This budget unit provides for hourly workers, road and bridge
contracts, bridge grants, and purchases of asphalt for road repairs.
Workload measures project the anticipated projects to be completed.
ACTUAL ESTIMATED PROJECTED
WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY
Miles road rehab contracts 56.4 103.2 100
Roads overlayed 0.0 48.3 45
Roads paved 0.0 30.4 30
Bridge contracts 3 4 4
205
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend a)proval. Specific
projects need to be determined by Board for contract services. The hourly
employee amount has been increased mid-year for the last few years, the Board
may wish to consider increasing it to historical funding level of $330,000 to
$390,000 in 1992.
BOARD ACTION: Final budget adjustments include salary adjustments of
$82,242, and municipal share-back and phone ($2,514) , far a net decrease of
$69,315 to contract services. The Board may adjust hourly amount, contract
services, and asphalt purchases once road project priorities are determined
in January, 1992.
206
BUDGET UNIT SL7MMARS!
AGENCY/DEPARTMENT NAME: RnAn AND RRTDC,F
BUDGET UNIT TITLE AND NUMBER: Grantc-in-Aid to Citiac L Tntipnc -- 11-Bn1n
DEPARTMENT DES :itIPTION: In accordance with Section 43-2-202, CRS, 1973, 502
of the mill levy collected by the County on assessed values within
incorporated municipalities to maintain county roads is paid to
municipalities.
ACT'. BUDGETED REQUESTED APPROVED
RESOURCES LAST ; CURRENT FY NEXT FY NEXT FY
Personnel
Services/Supplies
Capital/Credits $ 739, ,58 $ 806, 991 $ 806,991 $ 765,550
Gross County Cost 739, 958 806, 991 806,991 765, 550
Revenue
Net County Cost $ 739, 958 $ 806, 941 $ 806, 991 $ 765,550
Budget Positions
SUMMARY OF CHANGES: Based upon the final assessed value of all
municipa:Lities ($424,567,640) with the 1992 mill levy, the result is a total
grant of $765, 550 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: Adjusted to reflect final assessed value ($424,567, 640) of
municipa:ities.
207
BUDGE T UN=T SUMMARY
AGENCY/DEPARTMENT NAME: BnAn ANn mu nap FuNn
BUDGET UNIT TITLE AND NUMBER: rnntin unry
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
ACTUAL BUDGETED REQUESTED APPROVED
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel $ 55,967 $ -0-
Services/Supplies
Capital/Credits
Gross County Cost 55, 967 -0-
Revenue
Net. County Cost $ 55,967 $ -0-
Budget Positions
SUMMARY OF CHANGES: Budget includes recommended salary increase of 4.5% for
all positions.
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: Board approved 4.5% salary adjustment, and 13% for health
insurance.
208
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