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'T •'d ''3"F :G ^y�� n,4 a ...'.5 ,k° "_ t.i✓. :if: '�� 'xi•.C, -4v/..`:!:',.: ,, ti., '-''''':',',41:4•1';'-:- ,FY'.,, Y �'fl-'••.`:'�,�f.,'!y' � —f; - '.rc+r5sk.,. jI ae :.}r:74y,' r.-.� :.C . 4a COUNTY OF WELD 1993 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS George Kennedy, Chairman Constance Harbert, Pro-Tem C.W. "Bill" Kirby, Commissioner Gordon E. Lacy, Commissioenr W. H. "Bill" Webster, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December, 1992 9 3 J32 ftrjr;) C. COLORADO 9x3..'1 3"l TABLE O F C on E NT S Page BUDGET MESSAGE 1 DISTINGUISHED BUDGET PRESENTATION AWARD 11 BUDGET APPROACH 12 POINTS OF ISSUE AND POLICY MATTERS: Overview of Budget and Management System 17 Hierarchy of Budget Information 18 Budget Calendar 19 Budget Policies 20 Budget Process 21 County Strategic Objectives 22 Implementation and Results of Strategic Objectives 23 Major Program Specific Goals 27 Revenue Policies and Assumptions 28 Specific Revenue Assumptions of Significant Revenue 29 Policy Directions 31 Significant Budget and Accounting Policies 33 Investment Policy 35 Capital Improvements Policy 37 Explanations of Individual Funds 39 Organizational Responsibility for Budget Units 41 1993 Guidelines 43 Significant Changes in Policy From Prior Years 45 Policy Matters/Points of Issue with Fiscal Impact 46 Position Authorization Changes due to 1993 Budget 49 TABOR Contingency 50 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Increase Projections (Mountain States) 55 Salary Recommendations 56 Salary Adjustments by Department 57 1993 Salary Adjustments for Health Insurance Only 58 1993 Health Insurance 59 1993 Job Table 61 SUMMARY OF FUNDS: Graph -- All Fund Revenues 73 Graph -- All Fund Expenditures 74 Graph -- Mill Levy 75 Summary of Fund Balances 76 1992 Assessed Values 77 Net Program Cost 78 Summary of 1991 Allocated Costs 80 Ten Year Trend Data: Beginning Fund Balance 81 Cumulative Percent Increase (Expenditures & Taxes) 82 Weld County - Organizational Chart 83 Summary of County Funded Positions 84 i 9L-3-132 Page GENERAL FUND: Graph -- General Fund Revenue 87 Graph -- General Fund Expenditures 88 Ten Year Trend Data: General Government 89 Public Safety 90 Health and Welfare 91 Narrative Fund Summary 92 Summary of Revenue 93 Summary of Expenditures 103 Office of the Board 107 County Attorney 109 Public Trustee 111 Planning 113 Clerk to the Board 115 Clerk & Recorder 116 Elections 117 Treasurer 119 Assessor 121 Maintenance of Building & Plant 123 County Council 125 District Attorney: Ten Year Trend Data 126 Budget Unit Summary 128 Juvenile Diversion 131 Victim Assistance 133 Finance & Administration 135 Accounting 136 Purchasing 137 Personnel 139 Capital Outlay 141 Sheriff's Office: Ten Year Trend Data 143 Budget Unit Summary - All Departments 144 Sheriff Administration 149 Crime Control & Investigations 151 Drug Task Force 153 City-County Regional Forensic Laboratory 155 Correctional Administration 157 • Office of Emergency Management 160 County Wide Animal Control 161 Communications - County Wide: Ten Year Trend Data 162 Budget Unit Summary 163 Communications System Development 165 E-911 Administration 166 Coroner 167 Community Corrections 169 Youth Shelter Home 170 Public Service - DUI 172 Building Inspection 174 ii Cr 1 n.) iS.;y ;,tJf4 Page GENERAL FUND (CONTINUED) : Waste Water Management 176 Pest and Weeds 177 General Engineering 179 Extension Service 181 Veteran' s Office 183 Airport 184 Weld Mental Health 185 Centennial Developmental Services, Inc. 187 Seniors Program 189 Economic Development Action Partnership (EDAP) 190 Missile Site Park 191 Fair 192 NonDepartmental 193 Building Rents 194 Lease-Purchase Agreements 195 Contingency 196 Transfers: Agency on Aging 197 Health Department 198 Motor Pool 199 HRD Indirect Costs Transfer 200 ROAD AND BRIDGE FUND: Graph -- Road & Bridge Revenues 201 Graph -- Road & Bridge Expenditures 202 Graph -- Ten Year Trend Data 203 Narrative Fund Summary 204 Concerning Local Accountability for Money Used for Highway Purposes 205 Construction Bidding for State-Funded Local Projects 206 Summary of Revenue 208 Summary of Expenditures 210 NonDepartmental Revenues 211 Bridge Construction 212 Maintenance of Condition 213 Maintenance Support 214 Trucking 215 Mining 216 Administration 217 Other Public Works 218 Grants-in-Aid to Cities and Towns 220 Contingency 221 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 223 Graph -- Social Services Expenditures 224 Graph -- Ten Year Tend Data 225 Narrative Fund Summary 227 Summary of Revenue 231 Summary of Expenditures 234 Mandated Federal and State Programs 236 iii Page SOCIAL SERVICES FUND (CONTINUED) : Administration 238 Child Support (IV-D) 240 County Contingency 242 State Incentives 243 Miscellaneous State Programs 244 JOBS Program 245 Employment First Program 246 General Assistance 247 Description of Categories and Eligibility Criteria 249 Aid to the Blind 250 Aid to Families with Dependent Children 251 Aid to Needy Disabled 253 Foster Care of Children 254 Foster Care IV-E 255 Day Care 256 Medicaid Transportation 257 Case Services 258 Old Age Pension 259 Placement Alternative Care 260 Staff Development 261 Medical Exams 262 LEAP Administration 263 LEAP Outreach 264 Low Income Energy Assistance Program (LEAP) 265 LEAP Emergency 266 FEMA/Housing Grants 267 HEALTH FUND: Graph -- Health Fund Revenue 269 Graph -- Health Fund Expenditures 270 Graph -- Ten Year Trend Data 271 Narrative Fund Summary 272 Summary of Revenue 274 Summary of Expenditures 278 Budget Unit Summary - All Departments 279 Non-Program Revenue 280 Administration 281 Community Health Services 282 Environmental Protection Services 284 HUMAN RESOURCE FUND: Graph -- Ten Year Trend Data 287 Fund Summary 288 Summary of Revenue 289 Summary of Expenditures 294 Coordination Grant 296 Technical Assistance 297 JTPA 32 Older Worker 298 EDWAA 50% Dislocated Worker 299 EDWAA 10% Displaced Homemaker 300 JTPA IIB Summer Youth 301 iv 921132 Page HUMAN RESOURCES (CONTINUED) : JTPA IIA Basic Grant 302 State - Job Service 303 Summer Job Hunt Program 304 Employment First Program 305 New Directions Program 306 State - Preschool Program 307 Head Start -- Basic 308 Head Start -- Handicapped 309 Head Start -- Training 310 Migrant Headstart -- Day Care Basic 311 CSGB 312 Migrant Headstart Handicapped 313 Migrant Headstart Training and Technical Assistance 314 Supplemental Food 315 Urban Mass Transit Grant 316 DOE - Weatherization 317 Home & Community Based Services 318 AAA -- Administration 319 AAA Support Services 320 AAA Legal Services 321 AAA Ombudsman 322 AAA Congregate Meals 323 AAA Home Delivered Meals 324 AAA Support 325 General Fund 326 Transportation 327 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 329 Conservation Trust Fund: Summary of Revenue 330 Summary of Expenditures 331 Budget Unit Summary 332 Contingency Fund: Summary of Revenue 334 Summary of Expenditures 335 Budget Unit Summary 336 Emergency Reserve Fund: Summary of Expenditures 338 Budget Unit Summary 339 Solid Waste Fund: Summary of Revenue 340 Summary of Expenditures 341 Budget Unit Summary 342 Code Enforcement 344 v Page CAPITAL FUNDS: Narrative Summary of Fund 345 Summary of Revenue 346 Summary of Expenditures 348 Budget Unit Summary 349 Long Range Capital Projects Five-Year Plan 351 PROPRIETARY FUNDS: Narrative Summary of Funds 383 Ambulance Enterprise Fund: Summary of Revenue 385 Summary of Expenditures 386 Budget Unit Summary 387 IGS - Motor Pool Fund: Summary of Revenue 389 Summary of Expenditures 390 Budget Unit Summary - Administration 391 Budget Unit Summary - Motor Pool Equipment 392 Health Insurance Fund: Summary of Revenue 396 Summary of Expenditures 397 Budget Unit Summary 398 Printing & Supplies Fund: Summary of Revenue 401 Summary of Expenditures 402 Budget Unit Summary 403 Computer Services Fund: Summary of Revenue 404 Summary of Expenditures 407 Budget Unit Summary 408 Insurance Fund: Summary of Revenue 412 Summary of Expenditures 413 Budget Unit Summary 414 Self-Insurance Policy Limits, Coverages, Retentions 416 PBX - Phone Services Fund: Summary of Revenue 417 Summary of Expenditures 421 Budget Unit Summary 422 GLOSSARY 425 SUPPLEMENTAL DATA: Miscellaneous Statistics 437 Demographic Statistics 439 Expenditure Trends by Function 440 Property Value, Construction, Bank Deposits, and Other Economic Indicators 442 Economic Indicators 443 1993 Inflation Projections/Consumer Price Index 444 vi 9Z1.3..a3.2 gii4c, DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE(303)356-4000 EXT.4218 leg P.O.BOX 758 GREELEY,COLORADO 80632 Ilk COLORADO December 9, 1992 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 1993 budget for operations and capital outlay totals a gross amount of $70,276, 960 with a net of $69, 065,962 when interfund transfers are excluded. The Internal Service Funds total an additional $7, 756, 752. The budget has been prepared in accordance with your directives developed during the budget hearing process. The budget is funded with revenue estimates of $43,271, 738, anticipated fund balances of $5,661,988, and the maximum allowed property tax of $23, 722, 701 under Amendment One (TABOR) . FINANCIAL PLAN ECONOMIC CONDITION AND OUTLOOK We are very fortunate to have a strong, diversified base of companies to build upon in Weld County. Firms such as ConAgra, Eastman Kodak, Hewlett Packard, Norwest Publishing, Greeley Trading/Pronto Foods, Adolph Coors, Western Sugar, Harsh Hydraulics, State Farm Insurance Regional offices, Plastic Art Products, Metal Container, Electronic Fab Technology Company, Longmont Foods, R & R Custom Woodworking, Universal Forest Products, and Noffsinger Manufacturing, to mention a few. Employers such as these have invested over $375 million in Weld County since 1988, and have created in excess of 1, 400 new jobs. In the last year, the impact of our existing base of employers was once again evident. Of the 445 new jobs tracked from the first of the year, 70% were created by existing employers. In addition, approximately 98% of the estimated $74 million in new investment was a result of existing industry expansion activities. While retention activities typically do not make front-page headlines, these activities are easily the most cost-effective form of economic development, and the backbone of a strong business climate. 1 Honorable Board of Commissioners - Continued Some of the existing Weld County companies announcing expansion in the last year are listed below: Current Year New Existing Company Expansion Investment Employees Golden Aluminum, Ft. Lupton $5 million -- Kodak of Colorado, Windsor $50 million + 100 Jefferson Tile, Weld County $250, 000 20 Kendall Printing, Greeley $2 million 15 Norwest Publishing, Greeley $10 million 20 Mid-America Engineering and Fabrication, Frederick $300,000 g Plastic Art Products, Greeley $200, 000 30 Greeley Trading, Greeley $750, 000 10 Monfort Portion Foods, Greeley $400, 000 50 Metal Container Corp. , Windsor $1 million -- Over the past several years, we have found that our existing employment base -- industrial as well as agricultural -- is an excellent tool for attracting new industry to the area. A tool that will be further defined and utilized in our stepped-up efforts to attract quality companies. Successful, targeted prospecting is vital to the continued health and prosperity of Weld County. "New blood" is needed in order to further diversify our economy and provide additional employment opportunities. However, the process of developing a new project can be very lengthy and involved -- sometimes taking months to bring to a close. The economic development efforts of Weld County and Greeley, through the Economic Development Action Partnership, spent a great deal of time in the last year positioning the organization to carry out an expanded, aggressive marketing program. A program that will include one-on-one contact with potential companies looking for a new location. At the current time there are several companies considering a Weld location. In addition, staff is in contact with over a dozen firms who have expressed interest in the area. 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 will sell 300, 000 hogs and pigs annually. 2 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. Drilling activity and production are up substantially in 1991-92 due to tax law changes effective January 1, 1993. The prospects for the energy industry look good for the remainder of 1992 and first half of 1993. Over 1, 000 drilling permits have been taken out in Weld County in 1992. 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. The Northern Colorado economy should remain more active and healthy than the national economy during the next decade. As long as the agricultural sector in Weld County does well and economic diversification continues making the advances it made in the past, Weld County's economy will also do better than the national economy as a whole. Skilled, highly educated labor moves to areas where the quality of life is high. Businesses that are footloose follow the highly skilled, educated workers. Less educated, lower skilled workers follow the footloose industries. Since the Northern Colorado economy has a high quality of life, it will continue to be an attractive place to live. This quality of life becomes part of the foundation for future economic growth and development. Once the process of growth has begun, it is possible to use industrial targeting to increase the amount of development that occurs. 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. r� 3 Honorable Board of Commissioners - Continued 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 (1-25 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. 4 Honorable Board of Commissioners - Continued For the Future: As Weld County looks to 1993, a number of significant changes will be in focus for the Board and staff to meet the needs of the County. The passage of State Constitutional Amendment One (TABOR) will have a significant impact on the future of Weld County government. The tax. revenue, and spending limitation will constrain many of the fiscal options historically available to Weld County. The provision allowing the return of unfunded state mandates to the state over a three year period will significantly change the face of county programs in Colorado over time. The 1993 budget has been developed within the limitations of Amendment One with the Social Services mandate turnback. In the event the State resists the turnback of Social Services programs, a contingency fund has been provided. 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 1993 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 HHS to re-enact a Welfare Diversion program similar to the one operated successfully for ten years prior to the federal JOBS legislation. This effort could be moot if the state takes back Social Services programs under the mandate turnback provision of Amendment One (TABOR) . To meet the needs of juveniles, a new juvenile detention facility will be constructed in 1993. The facility will only be a six-hour holding facility to screen youth and hold them pending transportation to the state facility or court appearance. The Sheriff's Office made a significant reorganization change for 1993 by eliminating the traditional paramilitary organizational structure to streamline the management hierarchy. The change provides only for a vertical communication channel with a maximum of two intermediate levels of hierarchy levels between the Sheriff and line workers. The structure allowed, within the same salary budget, for more staff to get into the field and jail for improved safety and service by eliminating several management positions. Construction of the new Denver International Airport, which is scheduled for completion in 1994, 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. 5 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 $73,801, 807 in 1993, an increase of 6.3% over 1992. The amount of revenue from various sources and the increases over 1992 are shown in the following tabulation: Increase Percent (Decrease) Revenue Sources Amount of Total from 1992 Property Taxes $ 23,722, 701 32.2 $ 25, 678 Other Taxes 1,854, 075 2.5 188,375 Licenses and Permits 614,930 .8 187, 755 Intergovernmental Revenue 31,785,855 43. 1 3,259, 744 Charges for Services 2, 033,333 2.8 794,824 Ambulance Fees 2,241,660 3. 0 254, 402 Miscellaneous Revenue 2, 602,835 3.5 (753, 113) Fee Accounts 2, 139, 050 2. 9 85, 606 Internal Service Charges 6,807,368 9.2 320,325 Total $ 73,801,807 100. 0% $ 4, 363,596 Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services, and Enterprise Funds total $76, 822, 714 for 1993 which is an increase of 3.9% over 1992. The amounts by function and the increase over 1992 are as follows: Increase Percent (Decrease) Expenditure Sources Amount of Total from 1992 General Government $ 8,318, 435 10.8 $ (440, 182) Social Services 19,952, 175 26.0 1,306,848 Road and Bridge 12,266,795 16.0 (247,521) Public Safety 11,437,368 14.9 367, 689 Human Services 5, 920, 634 7.7 765,518 Health 2, 179, 090 2.8 (7, 045) Capital 619, 140 .8 (2, 363,860) Public Works 387, 704 .5 12, 916 Contingency 3, 044,992 4. 0 1,544, 992 Miscellaneous 1, 994,351 2.6 934,951 Culture and Recreation 275, 159 . 4 58,200 Auxiliary 328,459 . 4 2, 353 Ambulance 2,341,660 3. 0 354, 402 Internal Services 7, 756, 752 10. 1 588, 738 Total $ 76, 822, 714 100.0% $ 2, 877, 989 6 9 _';1.32 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 1993 and generated revenue of $2, 241,660. Capital Project Funds: The Capital Expenditure Fund was established to account for all capital projects for general County use. At the end of each fiscal year, the completed project items are transferred to the General Fixed Asset account group. The County has developed a five year Capital Improvements Program outlining projected costs and probable sources of funding for various capital improvement projects. The only major project in that plan for 1993 includes funds to remodel/construct a minimum security detention facility. Debt Administration: In 1993 the County continues to have no bonded indebtedness. With the passage of HB1579 in 1981, Section 30-35-201, C.R.S. , now allows the debt ceiling to be 3% of the assessed valuation of the County. Thus, Weld County maintains over a thirty million dollar allowable debt capacity in accordance with Colorado State Statutes. There are Certificate of Participation Bond Issues for the construction of the Human Resources Building and Administration Buildings totalling $3,285, 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 1993 is $815,000. 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 1993 Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. The Board has asked staff to explore the option of self-insuring property and casualty insurance prior to the July 1, 1993 pool renewal date. Worker's Compensation will be provided via a state approved self-insurance program. 7 Honorable Board of Commissioners - Continued MILL LEVY The mill levy is 22.457, the same as 1992 under State Constitutional Amendment One (TABOR) passed November 3, 1992. The assessed value for the 1993 budget is $1,056,361,090, which is up $1, 170,440 or 00. 11% from last year. The increase is primarily attributed to residential property and agricultural support buildings. Increases were offset by decreases in commercial property of $10.5 million and oil and gas properties of $2.7 million. EMPLOYEE COMPENSATION PAY The 1993 budget provides for an average 2.5% salary increase. In addition the County is providing a 9% increase for health insurance costs. However, due to Amendment One (TABOR) passing, all salaries have been frozen in 1993 pending the state assuming one-third of the local match for Social Services. MAJOR FACTORS IMPACTING THE 1993 BUDGET The major factor impacting the 1993 budget is the passage of Amendment One (TABOR). The amendment imposes a freeze on the current mill levy of 22.457, plus spending and revenue limits not exceeding prior year figures plus inflation and growth in net new construction. The limits reduced Weld County's tax revenue by over one million dollars. In response to the limitations, Weld County has exercised the mandate turnback provision of the amendment to turnback one-third of the county's local costs for Social Services, for a savings of $1,080,219. However, due to the uncertainty of the state willingness to comply with the amendment's provision a "TABOR Contingency" of $1,119,992 has been set aside until the state's response is clear in 1993. As part of the "TABOR Contingency" the anticipated 2.5% salary increase has been frozen, except the absorbing of health insurance rate increases, until the county is assured that the state is assuming the Social Services mandates effective April 1, 1992. Other major factors impacting the 1993 budget are a drop of $247,000 in costs due to an off-year election and the operational costs ($98,857) and lease/purchase costs ($292,434) for the new administration building. Public safety is up $367, 689 over last year even with the elimination of the $168,076 in Juvenile Detention facility costs. Community Corrections costs are up $200,288 because of an increase in the state contract to house inmates. 8 92-113 2 Honorable Board of Commissioners - Continued The growth of expenditures for Social Services continued in 1993 with a 6.96% increase in costs. Caseload growth and increased program costs are the major reasons for the growth in expenditures. In addition, the general state of the local economy will continue to affect the number of AFDC and food stamp cases. Turnback of this mandate will eliminate local costs totally in three years. The recommended budget reflects the reorganization of the Sheriff's Office, approved in August by your Board. Road and Bridge programs are $247,521 with TABOR reductions and frozen construction funds of $225,000. All other programs remain relatively stable for 1993. Intergovernmental revenues are up $3,259, 744 primarily in the area of social services. Charges for services are up primarily in the area of Sheriff's fees for holding inmates. Clerk and Recorder fees are up $140,000. A major decline in revenues for earnings on investments have dropped $730,000 with interest rates projected to average 3.75% in 1993. As we face the remaining 1990's, the face of county government is being changed, perhaps permanently, by a convergence of economic, social, and intergovernmental patterns. Resources are overburdened by limited capacity for revenue growth and increasingly greater politically and legally mandated spending pressures. The roots of the current crisis in local government lie in converging patterns of economic contraction, changing social service needs of a demographically shifting population, and financial stress at all levels of government from federal and state to local levels. The public perception that government is unable to adjust to the changing demands in a quick and reasonable way is leading to a shift in voter attitude from apathy to anger. The argument that there is never enough money is no longer an acceptable response. The citizens want to ensure that service priorities are met and, at the same time, want taxes reduced or at least kept from rising so rapidly. The objectives at times seem irreconcilable and lead to the taxpayers' revolt we faced with the passage of the TABOR amendment on the ballot in November that will radically change government in Colorado. The problems facing local government, including Weld County, have solutions, although in some cases the solutions are difficult or unpleasant. The solution to cope with the ever growing jail population made by the Sheriff and Board in August is an example. Just as the resolution of whether to continue to operate a juvenile detention facility is a difficult question. Perhaps one of the greatest difficulties is identifying -- and agreeing on -- what the problems really are and what causes them. The major challenge facing local government today is prioritizing the services provided to the county citizens. It requires careful thought and thorough analysis of what must be accomplished to move towards community consensus, as well as an 9 .`'r Cn2 Honorable Board of Commissioners - Continued understanding that the status quo can no longer be simply maintained or adjusted incrementally. Hopefully, this budget document and the TABOR contingency plan has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials, department managers, and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county, and we pledge our commitment to continue to provide the best in county services possible. ve tru you s, /'/ Donald D. Warden, Director Finance and Administration • DDW/cah 10nr;... n� iJ:C9.i L' 32 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO County of Weld, Colorado For the Fiscal Year Beginning January 1, 1991 gigz,( yr, "tre President Executive Director 11 92 132 1993 BUDGE P APPROACH As Weld County faces 1993 it is evident all levels of government face mounting fiscal pressures. The federal deficit is bulging to nearly $4 trillion and the State of Colorado is struggling to balance the state budget. At the county level aid is being slashed, cost shifted for the state and federal levels, and a tax revolt threatens the county's primary revenue source of property taxes. Like other sectors of the economy, local governments are not immune to the recession, and even when recovery takes hold they will still be mired in fiscal troubles. As the economy lost ground over the past two years, revenue from sources such as interest, building activity and fees have felt a squeeze. While the revenue side of the budget equation has gone into decline, the spending side has not followed suit. Economic hard times always means growth in public assistance rolls and other human service spending. Although inflation has been held in check for most services and commodities purchased by the county, skyrocketing health care costs have contributed to increased employee health benefits, and demand for services at the Health Department. Even when economic recovery reignites revenue-raising capabilities, the prospects for long-term recovery and sustained fiscal health look bleak, for several reasons. The federal government will continue to shift program responsibilities and mandates to the local level without providing needed dollars to carry out those responsibilities. The demand for public services and infrastructure will be faced with meeting a plethora of needs, while the public's tolerance for tax increases and revenue expansion diminishes. A combination of all these factors points to an unstable financial future for many local governments, including Weld County. Finally, once again in the 1992 general election, the State of Colorado voters will be faced with another constitutional amendment titled, "Taxpayer's Bill of Rights" (TABOR) . The amendment is similar to prior initiated tax amendments which were rejected by Colorado voters in 1988 and 1990. The margin of defeat in 1990 was quite slim. Because of the decreasing margin of defeat, increased economic concerns among voters, and changes in this year's version of the amendment which respond to certain criticism of prior versions, many observers give the amendment a reasonably good chance of being adopted. If approved by the voters, the amendment significantly changes county government in Colorado over time. The annual spending growth that is equal to the percentage change in the U. S. Bureau of Labor Statistics Consumer Price Index (Denver-Boulder) plus population growth, is a reasonable inflation factor and probably more liberal than the Weld County Home Rule Charter 5% property tax limitation. This coupled with the limitation on increased mill levies, however, will cause an erosion of the property tax revenue if assessed value does not grow at the same rate as inflation, especially on alternative appraisal years. 12 The positive aspect of the. amendment is the provision on mandates. The amendment states that: "Except for public education through grade 12 or as required of a local district by federal law, a local district may reduce or end its subsidy to any program delegated to it by the general assembly for administration. For current programs, the state may require 90 days notice and that the adjustment occur in a maximum of three equal annual installments." This provision appears to allow counties to reduce or end subsidy to Social Services programs, District Attorney, and Court space costs over a three year phase-out process beginning April 1, 1993. One would assume the state would require a corresponding mill levy reduction, but in all of the above mandated programs the rate of growth has far exceeded inflation or the 5% Home Rule limitation the last 10-15 years. Because of the TABOR Amendment, two budgets are being requested from each department or office to prepare a budget contingency plan in the event TABOR passes. As Colorado local governments face the fiscal uncertainties of our times, Weld county managers must continue to find ways to reduce costs, increase program productivity, find new revenue sources, and raise revenues without increasing taxes. Weld County government's trend of being more creative and innovative to make better use of limited resources -- human, financial and technological -- must continue. It is only through improved practices and approaches that services can be maintained and that public confidence in government can be enhanced in 1993. The budget strategy utilized the proven methodologies of dealing with past budgets and was based upon the following assumptions and approaches: • No local tax initiative will be approved by the voters. • Unless a change is legally mandated, the County's share of partnership programs should not be increased, the share should be decreased wherever possible. Local dollars should not displace federal or state reduction. • Program managers and the public should be made aware of the proposed service reductions as soon as possible. • Early warning sessions should be held in August addressing budget issues identified early in the process. Not all budget units may need to be addressed. 13 32 • All county departments and offices should receive a set target amount for 1993 prior to budget preparations, plus a TABOR budget target amount. • A target of 10% off the 1992 budget base should be uniformly applied to all budget units, plus TABOR target will be provided. • Salary adjustments should be restricted to an anticipated amount (suggested 2.5%) . 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 should be left at the current level of benefit. • Insurance funding will be adjusted 5% over the 1992 funding level. • Outside agencies are treated the same as county departments, since most provide contractual services. • Any 1993 position classification upgrades shall be treated the same as new position requests in the budget process, with the department funding any requests within the target amount. • New or expanded mandates should be absorbed within the 1993 target amount by all budget units. • Self-supporting budgets float at the 1992 funding levels. • Additional program options outside the overall budget plan are proposed for Board consideration. Staff will explore the options as directed by the Board and these options should be topics of discussion at the public work sessions and hearings. • A review of all discretionary programs should be done by the Department Head or Elected Official and the Board. • There will be no recommended increases in personnel in the recommended budget to the Board. Increased workload should be absorbed by existing personnel wherever possible through increased productivity. • 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. • All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. • The TABOR budget contingency plan will be prepared in order to address TABOR impacts in the event of passage. 14 ° .1 2,2 %) The budget strategy permits Weld County to cope with the adverse fiscal impacts faced in 1993, while accomplishing a balanced budget. The reality of the restructuring of government financing at all levels will be the elimination of essential services for some citizens, and a new perception of government's diminished role in the community. 15 3Z1_132 teezH wine COLORADO 16 921i32 ':'�:P'•-'',.'aw'-k Y<r✓r': :' .•✓ <Srl-" .:: , rF„ �r 4.,: "2;; - r a .,v „ :,, ,.n� _ -,-4-",....4;'"";:'-'''''',''''''''-' . - 'r`. - nx..Y'1'"-' "y.,.,",-': 'F.n,r ,v4:, �;,{,,, .,may3.. ..* ,`9,'.. 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O.n� 4''444 i_�_".,i.r., '. _�:.'i., .tip. , _ i.₹ ti, iv,..... :i} ,l'G:�"Si t, r` OVERVIEW OF BUDGET AND 1VI,k1s1AGE1VIENT SYSTEM POLICY FORMULATION Analyze Community Needs Community Develop County-Wide Goals Long Range Panning Assessment - Capital Improvements Fie Assess Prior Years' Performance Review Policy Alternatives Establish General Priorities • Establish Fiscal Policy \\\N1/4................. /111 \\ Ri GRAi12 SUPPORT PROGR. \I . .7/,:l.. . ..,.. .. . ALV•. .. .i PLANNING Accounting System ' Program Attalyss e„ai Corr Assess Program Con Accounting by Program ;'3l}:etnatwas Review Program Destg]3 Program Performance- Define:Program Performance Measurement Objectives Examine and Evaluate Systems and Reports Relate to Fresent ernatives. operations Revseas;`fecessary /Service Delivery BUDGETING BASED ON PROGRAMS, PERFORM-ANCE. PERIODIC PROGRAM REVIEW - Allocate.Resources by Program Area Develop Multi-Year Projections Schedule.Action \\\\%\s„..., 3/4 r7 17 r` '�.R 2 ;. HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY 047 COMMISSIONERS o , is . fi 3# $ & @F STfi1�TEd4£r© "as¢ SoY 'ai?ie <REVFi1 4�'.ff' MAJOR + OA .. ftl •tW�`naF s, F # L C 1 L {.4 f ELR S' 5i hip A ,' L Cf �' f ;�tJ �'�'5o'�i.3s ' aox > �� sit '1 i s F1Kein '�m b 0 y i:k .c y y ? . p Y R fO Stassitimapotookidom s W_ T1CFE. +A. R•1 fL x F a 5 $F f i R ff 4Rftmir5 x R i a3 .1: x i f1 f �+�<jy . >7&iiocAft,0NOFS £ . NN1/4 /19 DEPARTMENT BUDGET UNITS 18 1993 BUDGET CALENDAR April 30 Board review of 1993 budget plan. May 5 Discuss target budgets and 1993 budget plan with department heads and elected officials, 9:00 a.m. June 15 All department heads and elected officials submit computer services requests to Information Services. June 15 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 15 Elected officials and department heads submit PBX phone service requests to Communications. June 15 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. July 6 Submit budget request to Finance. August 11 Early warning budget work session and community agency requests. July 6 - September 15 Finance office review. September 16 Budget Message to Board and transmit Proposed Budget to Commissioners. October 20 - 23 Budget worksession hearings with Commissioners and elected officials and department heads. November 19 Publish notice of final budget hearing. October 18 - December 8 Prepare final budget. December 9 Public Hearing to adopt mill levy. December 9 Public Hearing on Final Budget, 9:00 a.m. 19 BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms: . Budget Process • Program Policy Changes/Impacts . County Strategic Objectives . Revenue Policies and Assumptions . Policy Directions . Significant Budget and Accounting Policies . 1993 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 1993 are on page 45 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. 20 9:7 I.' -.32 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the County. 2. Analyze new or expanding services, using a common criteria for justification, aimed at identifying mandated and optional programs. 3. Ranking, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyzing major revenue sources. 5. Eliminating procedures which were not fully utilized in the decision making process of the budget. 6. Identifying optional programs and service levels which may be reduced if necessary. 7. Continued refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Target budget approach. 9. Initiate a strategic planning process. 21 921132 COUNTY STRATEGIC O SJ E C T 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. 22 ar 1 132 =MPL EME NTAT=ON AND RE S LJLT S (DIP STRATEGIC OS.TECTSVES Weld County, in 1992, held two town meetings with representatives of the 30 town councils and interested public to seek involvement and input from the community. 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 was successful in obtaining a grant from the Kellogg Foundation to develop a model of community based health program in 1991-92. The grant was completed successfully and caused the local health department, academic institutions, and community based organizations to work closely together to improve public health in Weld County. In 1992, the City of Greeley, Weld County, and the private sector reaffirmed the need for a cost-effective, result-oriented, county-wide development program to create primary sector jobs and increase the industrial tax base. Economic Development Action Partnership (EDAP) developed an innovative program that would continue to provide assistance to our diversified base of existing employers, in addition to expanding efforts to attract new industry to Weld County. The three major components of the restructured EDAP program are: community awareness and involvement, industrial retention and expansion, and the attraction of new business from regional, national and international markets. Weld is very fortunate to have a strong, diversified base of companies to build upon in Weld County. Firms such as ConAgra, Eastman Kodak, Hewlett Packard, Norwest Publishing, Greeley Trading/Pronto Foods, Adolph Coors, Western Sugar, Harsh Hydraulics, State Farm Insurance Regional Offices, Plastic Art Products, Metal Container, Electronic Fab Technology Co. , Longmont Foods, R & R Custom Woodworking, Universal Forest Products, and Noffsinger Manufacturing, to mention a few. Employers such as these have invested over $375 million in Weld County since 1988, and have created in excess of 1, 400 new jobs. During the year, the impact of our existing base of employers was once again evident. Of the 445 new jobs tracked from first of the year, 70% were created by existing employers. In addition, approximately 98% of the estimated $74 million in new investment, was a result of existing industry expansion activities. While retention activities typically do not make front-page headlines, these activities are easily the most cost-effective form of economic development, and the backbone of a strong business climate. 23 s .`32 Some of the existing Weld County companies announcing expansion this year are listed below: NEW EXISTING COMPANY EXPANSION INVESTMENT EMPLOYEES Golden Aluminum, Ft. Lupton $ 5 million -- Kodak of Colorado, Windsor $50 million + 100 Jefferson Tile, Weld County $ 250, 000 20 Kendall Printing, Greeley $ 2 million 15 Norwest Publishing, Greeley $10 million 20 Mid-America Engineering & Fabrication, Frederick $ 300, 000 8 Plastic Art Products, Greeley $ 200,000 30 Greeley Trading, Greeley $ 750,000 10 Monfort Portion Foods, Greeley $ 400,000 50 Metal Container Corp. , Windsor $ 1 million -- Over the past several years, Weld County has found that the existing employment base -- industrial as well as agricultural -- is an excellent tool for attracting new industry to the area. A tool that will be further defined and utilized in the County's stepped-up efforts to attract quality companies. Successful, targeted prospecting is vital to the continued health and prosperity of Greeley and Weld County. "New blood" is needed in order to further diversify the economy and provide additional employement opportunities. However, the process of developing a new project can be very lengthy and involved -- sometimes taking months to bring to a close. EDAP, with the benefit of community input, spent a great deal of time in the last year positioning the organization to carry out an expanded, aggressive marketing program. A program that will include one-on-one contact with potential companies looking for a new location. We began 1992 with several companies considering a Weld location. In addition, staff is in contact with over a dozen firms who have expressed interest in the area. New company locations announced in the last year were: NEW NEW COMPANY INVESTMENT EMPLOYEES Universal Transport, Del Camino $ 300, 000 50 Century Housing, Ft. Lupton $ 800, 000 125 Altratek Plastics, Sekich Industrial Park (South Weld County) $ 150, 000 6 Vehicle Systems, Ft. Lupton $ 250, 000 5 Kitterman Plastics, Greeley $ 150, 000 6 24 97' 132 EDAP offers a variety of assistance to both existing and potential new companies including the following: Training and Employment - working primarily through Aims Community College, the State of Colorado via Colorado First Training Grants, and through Weld County Human Resources. Financing Assistance/Information - working through area banks, state agencies and administration of the Weld/Larimer Revolving Loan Fund Incentive Information - including the enterprise zone, the Senate Bill 118 personal property tax abatement, and various county and municipal programs Educational Programs and Demographic Information - supplied through the EDAP Data Center, UNC, and The Greeley/Weld Chamber of Commerce Real Estate Information - working with area real estate professionals 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 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. 25 • 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. 26 9 .- A 13 2 MAJOR PROGRAM SPEC I F I C GOALS * Remodel the Centennial Complex to provide 94 minimum security beds for County jail. * Develop third 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 the requirements of Clinical Laboratory Improvement Act. * Reconstruct the following major bridges: Bridge Cost 60/29 $ 99,000 35/78A 266,000 14.5/25A 1,205,593 * Seek Federal waiver and legislative approval of Weld County Works Program to reduce AFDC caseload. * Convert Youth Shelter Home to residential child care facility for troubled youth with contract management. * Explore the implementation of a new automated criminal justice system * Remodel Centennial Complex and Courthouse to accommodate expanded jail and court space needs. * Turnback one-third of Social Services costs to the State of Colorado in accordance with Amendment One (Tabor) . * Develop a long term strategy to deal with the fiscal constraints of Amendment One (TABOR). * Re-evluate all insurance programs in light of TABOR. * Initial "Reinventing Weld County Government" Project to examine priorities, what services to provide, best way to deliver services, and most cost effective way to provide services with the constraints of TABOR. 27 REVENUE P OL I C I E S AND AS S LTMP T I ON S The following revenue policies and assumptions have been used in the preparation of the 1993 budget. 1. Wherever possible, those receiving the benefits of a government service should pay for what they receive in full through current fees, charges, and other assumptions. 2. Continual search for new sources of revenue shall be made to diversify the county's financing plan. 3. The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source. 4. Estimated revenues are conservatively projected. 5. Proposed rate increases are based upon: A. Fee policies applicable to each activity. B. Related cost of the service provided. C. The impact of inflation in the provision of services. D. Equitability of comparable fees. 6. Programs funded by State and Federal revenue sources shall be reduced or eliminated accordingly if State or Federal revenues are reduced or eliminated. Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need. 7. Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program. 8. Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9. Assume a local economy similar to 1992, historical growth rates, and interest rates of an average of 3.752 throughout 1993. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) . 11. Assume that unless there is proven evidence to the contrary, Federal and State categorical and entitlement grants will continue at the current level of funding. 28 n(744' 430 SPECIFIC REVENUE ASSUMPTION S O F S lE GN I F I CANT REVENUE Property Tax: Levy includes a 00.395%% increase of $93, 666 per Amendment One (TABOR) 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 1992 land use and construction activity level with 1993 rates applied. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. Police Service Contract: Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Useful Public Service: Based on caseload at 1.833 clients at $60.00/client. Drunk Driving Fines: Based on $30 per offender at anticipated level of 766 with 2% waiver rate. Earning on Investments: Calculated on an average earnings rate of 3. 75% on approximate average balance of $20,500,000. 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 1993. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues are based upon 1991 Indirect Cost Plan approved by HHS. County Clerk Fees: Calculate on the historical level of activity. Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively constant. Highway Users - Special Bridge: Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees: Based upon historical level of activity for fees, which remains predictable over time, plus 5% growth factor due to car price increases. Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3% reduction that Weld County has historically experienced. 29 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, 1992. Health Fees: Based upon historical patient/client caseload with 1993 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 1992. 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 1991-92 call volume plus 5% rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. DOC Inmate Reimbursement: Revenue based upon average holding of 30 DOC inmates at $16.45 per day per inmate. Work Release Inmate Fee: Based upon average of 32 work release inmates per day. 30 P OL ICY D r RE CZ'I ON S -- 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 1993. -- 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 31 n74n32 - 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. • 32 S I OM IF IC A,Nrir BUDGET AND AC C OiJNT IMO in OM.ICI ES 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 1992 payable in 1993; 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. 33 AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, CRS, provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111. 6, CRS, provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable in the following year in two installments on March 1 and August 1, or in full on April 30. The County, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts, cities and towns and special districts located within the County. In accordance with Section 14-7 of the Weld. County Home Rule Charter, all ad valorem tax levies for County purposes, when applied to the total valuation for assessment of the County, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent (5%) , except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council, and if in the opinion of a majority of the County Council the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter approval. 34 �i'`4 LiAd I NVE S THE NT P OL I C Y The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are CRS 24-75-601 and 30-10-708. Investment priorities are (1) safety, (2) liquidity, and (3) yield. In compliance with statutes, deposits/investments are made only in "qualified" financial institutions, i.e. , those which are federally insured by either F.D.I.C. or F.S.L.I.C. Further, any deposit/investment amount in excess of $100, 000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, CRS 1973, 11- 10-118 and 11-47-118. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11, CRS 1973, savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Commission can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The County maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the County's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other County funds. Deposits: At year-end, the estimated carrying amount of the County's deposits is $13.6 million. Of this amount, $1.1 million will be covered by Federal deposit insurance and the remainder was collateralized with securities • held by the pledging financial institution's trust departments or agents in the County's name. 35c ` 32 Investments: Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and instrumentalities, commercial paper, and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. The County's investments are categorized to give an indication of the level of risk assumed by the entity. Category 1 includes the investments that are insured or registered or for which the securities are held by the County or its agent in the County's name. Category 2 includes uninsured and unregistered investments for which the securities are held in the County's name. No funds are in the form of mortgages in Category 2. Interest revenue is projected on the basis of an average interest rate of 3.75% in 1993. 36 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range County-wide Capital Improvement Plan for all major Capital Expenditures within the County after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving Capital Improvement Policies, as well as approving Capital Improvement Programming as a part of the Annual Budget. 3. Capital Projects - Capital projects are defined as those major, non- recurring projects that have a time interval of at least three (3) years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 4. Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget - Acquisitions of general fixed assets are recorded as capital outlay expenditures within the governmental funds. Public domain ("infrastructure") general fixed assets consisting of roads, bridges and rights-of-way are not capitalized. No depreciation expense has been provided on general fixed assets. Items of three years of useful life or more and valued at $500 or more are considered capital items. 37 9 4 1 Depreciation of all exhaustible fixed assets used by Internal Service Funds and Enterprise Funds is charged as an expense against the operations. Depreciation has been provided using the straight line method over the estimated useful lives, as follows: Buildings 20-30 years Land Improvements 20 years Furniture 3-10 years Equipment 5-20 years Unlike the private sector, counties are prohibited from accounting for depreciation directly as an operating expense in governmental funds. Nonetheless; the County's inventory of vehicles and heavy equipment must be replaced as it ages and depreciates. To avoid the plight of other communities whose budgets are balanced each year by short sighted reductions in capital outlay, Weld. County has operated under a system of equipment rental appropriations to depreciation reserve funds. In compliance with accounting regulations, internal service funds have taken the place of designated reserves. This practice ensures that funds are on hand when heavy equipment and vehicles are in need of replacement by virtue of their age and past use. Immediate budgetary balancing considerations have become secondary to the broader need for a fleet and equipment maintenance program that considers total cost of capital outlay plus operating, maintenance and repair costs. This financing system also avoids cost comparison problems within and between departmental budgets, which would otherwise vary widely depending upon which year a given equipment item is actually purchased. With each department treated as a "renter" rather than an "owner", central inventory management and expertise becomes possible, resulting in improved operating efficiency. 38 4 -- + .' EXP LANAI i ON S O F =ND=V=DUAL FUND S GOVERNMENTAL FUND TYPES: General Fund The General Fund accounts for all financial transactions of the county that are not properly accounted for in other funds. Ordinary operations of the county such as public safety, county administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the county which finance specified activities as required by law or administrative action. Road and Bridge Fund: The Road and Bridge Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the county. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition, development and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One (TABOR) , passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be 1% of fiscal spending in 1993, 2% in 1994, and 3% in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Public Health Department provides health services to county residents. The fund reflects revenue and expenditures for health care, health education, health monitoring and other related activities. 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. 39 Irk t 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. 40 ORGAN S Z A'I'I ONAL RE S P ONS S S S L I TY FOR BUDGET 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 Finance and Administration Director, Finance and Administration Accounting Comptroller Purchasing Director, General Services Personnel Director, Personnel ' Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff Communications - County Wide Director, Communications Communications System Development Director, Communications Coroner Coroner Correctional Administration Sheriff Community Corrections Chairman, Community Corrections Board Delinquents and Other Institutions Director, Social Services Public Service - DUI Director, Useful Public Service Building Inspection Director, Planning Office of Emergency Management Sheriff County Wide Animal Control Sheriff Pest and Weed Control Extension Agent Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering County Engineer Extension Service Extension Agent Veteran's Office Director, General Services Airport Director, Finance and Administration Mental Health Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, General Services County Fair Extension Agent 41 BUDGET UNIT RESPONSIBLE OFFICIAL Road and Bridge Fund Director, Road and Bridge Social Services Fund Director, Social Services Health Fund Director, Health Services Human Resources Fund Director, Human Resources Conservation Trust Fund Director, Finance and Administration Contingency Fund - Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration Solid Waste Fund Director, Finance and Administration Capital Expenditure Fund Director, Finance and Administration Ambulance Fund Director, Ambulance Services Motor Pool Fund Comptroller Printing and Supply Fund Director, General Services 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 42 32a° 1 9 9 3 GUIDELINES . There will be no recommended increases in personnel in the recommended budget to the Board. Increased workload should be absorbed by existing personnel wherever possible through increased productivity. . Resources for new activities should come from increased productivity and determination of existing activities wherever possible. No new non- mandated programs should be proposed without proportionate cutbacks in other programs. Any new programs will be highlighted as a policy issue for the Board. . All newly mandated program costs should be clearly identified for the Board. . Unless a change is legally mandated, the county's share of partnership programs should not be increased, the share should be decreased wherever possible. . Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation, productivity improvements, or cost cutting strategies. . Capital outlay expenses for equipment should only be recommended when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. . Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 1992's budget presentation. . Salaries should be budgeted at the 1992 level. Any increase over 2.5% for a class unique to your department must be absorbed in your target amounts. . Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a continued follow-up to work that we have been doing the last five years. . Identify those areas where increased personnel productivity has shown gains in services and/or reductions in cost. . Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in October. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. TABOR budget target amounts will be given to each department for the TABOR budget submission. 43 a. In reviewing the 1993 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. 44 92'4.132 SIGNIFICANT CHANGES I N POL I C Y FROM PRIOR YEARS • Board expressed continued concern over the continued growth of criminal justice costs and denied any new position requests in this area for the District Attorney. • Board directed Youth Shelter to be converted to a Residential Child Care Facility and operated by a contract with a private non-profit firm. • Board eliminated two PBX operators that were replaced with new automated attendant phone system. • In accordance with TABOR, Board discontinued a comprehensive weed management program for Weld County, reducing program to pre-1991 funding level before Weed Management Act was passed. • County decided to study returning to a self-insured property and casualty insurance program instead of being part of CCI's CAPP pool. • Board authorized additional custodian and operating costs for new administration building. • Juvenile Diversion PAC was eliminated due to state program criteria changes. • Juvenile Detention facility is modified to a temporary 6-hour holding facility. • Board authorized a restructuring of the Sheriff's Office eliminating para- military organizational structure, increasing correctional staff, and eliminating two levels of management, thus increasing the number of service line staff. • Third year funding of the Drug Task Force was approved. • Lease purchase payment for new administrative building is budgeted beginning in 1993. • Salaries were frozen at the 1992 level, except for health insurance increases, pending the state assumption of one-third of Social Service costs. • Restructuring of Environmental Health was authorized to provide improved lab supervision to respond to the new Clinical Laboratory Improvement Act. • Board exercised the option under Amendment One (TABOR) to turnback Social Services over the next three years. • Amendment One (TABOR) contingency amount of $1, 119, 992 was set aside to provide flexibility to cope with TABOR. • Emergency Reserve Fund of $800,000 was established in accordance with Amendment One (TABOR) requirements. 45 <-74 .r '2,^J EXHIBIT "B" PAGE 1 POLICY MATTERS/POINTS OF 2 0013142 W I TH F I S CAL IMPACT FUNDING INCLUDED EXCLUDED Planning and Zoning: Principal Planner to Current Planner $ 31, 158* $ 4,591 Fee Increase 21,955 Assessor: Appraiser II to Appraiser III 3,375 Appraiser Leadworker to Appraiser III 714 Office Tech III to Office Tech IV 3,203 District Attorney: (Froze at 1992 level) Overall funding level 1.5 FTE additional Office Tech II positions 31, 107 Upgrade of Office Manager 8, 154 Upgrade Deputy DA V to Chief Deputy 3, 480 Office Tech II Receptionist 18,539 Victim Assistance: (Froze at 1992 level) Additional Position 18,539 Sheriff's Office: Juvenile Facility 6,168 168,076 Communications: Two PBX positions eliminated 23,983 Director's Salary 4,410 FAX 2,500* New Development (Carry over) 25,000 Coroner: Additional .5 FTE 12,690 Youth Shelter: Privitize Facility 93,635 Engineering: Upgrade of Utility Inspector 1, 750 46 Rte + 32 FUNDING INCLUDED EXCLUDED Road and Bridge: Contracts $ 125, 000* Motor Pool 100, 000* Municipal Shareback $ 76, 000 Capital: Capital 100,000* Pest and Weed: Equipment 17,819* 520 Program (1991 level) 56,514 Extension: (Froze at 1992 level) FAX 2,300 4-H Position 11,990 Freeze impact 1,500 • Mental Health: General program 4,246 Developmentally Disabled: CDSI 3,533 Outside Agencies: Transition House 10, 000 Convention and Visitors' Bureau 500 7, 400 CARE (20%) 7,000 1, 620 Social Services: Domestic Violence/Shelter 50, 000* Health Department: Rocky Mountain Poison Center 5, 000 Nurses Salaries 20,828 Upgrade EH Specialist to Supervisor 5, 096 Nurse Position 30, 790* Island Grove: Conservation Trust 43, 061 47 FUNDING INCLUDED EXCLUDED Solid Waste: Household Hazardous Waste $ 250,000 Useful Public Service: Trash pickup chargeback 21,216 HRD: Subsidy Reduction $ 22, 198 Salaries 538,888* Insurance 241, 153 Miscellaneous/Revenue 7, 937 Unallocated 141, 698 48 97t I 12 POSITION Pa-Fri-10R.I Z AT 2 On CI-I.Psk4CE S DUE TO 1 9 9 3 BUDGET FUND/ DEP'T DEPARTMENT OLD NEW 01-1014 Planning Principal Planner Reclassified Current Planner 01-1061 Building and Grounds None Additional Custodian 01-2110 Sheriff-Administration 25 FTE 26 FTE 01-2111 Crime Control/Invest. Evidence Tech Eliminated 01-2310 Correctional Admin. 73 FTE 84 FTE 01-2150 Communications 2 PBX Operators Eliminated 01-2180 Coroner } FTE Additional j FTE 01-2330 Youth Shelter 7.25 FTE Contracted out 19-4170 Environmental Health EH Specialist Upgrade to EH Supervisor 49 PAM R C ONT Z no NC Y The following is a proposed contingency plan because of the Taxpayer's Bill of Rights (TABOR) passage on November 3, 1992. TABOR has four tests that must be met that will impact future budgets: 1. The maximum annual percentage change in each local government's fiscal year spending equals inflation in the prior calendar year plus annual local growth, adjusted by any reduction in subsidy to any program delegated to it by the general assembly for administration, i.e. mandates. Local growth is net percentage change in actual value of all real property in the county from construction of taxable real property improvements, minus destruction of similar improvements, and additions to, minus deletions from, taxable real property. 2. If revenue from sources not excluded from fiscal year spending exceeds these limits in dollars for the fiscal year, the excess shall be refunded in the next fiscal year unless voters approve a revenue change as an offset. Initial district bases are current fiscal year spending and 1991 property tax collected in 1992. Qualification or disqualification as an enterprise shall change district bases and future year limits. 3. Starting November 4, 1992, districts (county) must have voter approval in advance for any new tax, tax rate increase, mill levy above that for the prior year, valuation for assessment ratio increase for property class, extension of an expiring tax, or a tax policy change directly causing a net tax revenue gain to any district. 4. The maximum annual percentage change in each local government's property tax revenue equals inflation in the prior calendar year plus annual local growth, adjusted by any reduction in subsidy to any program delegated to it by the general assembly for administration, i.e. mandates. In addition, the mill levy cannot exceed the prior year's mill levy. For 1993, Weld County has no problem complying with the first two tests for the spending and revenue limitations assuming a combined factor of 4% for inflation and growth, which is conservative. Based upon the 1993 Proposed Budget, the spending increase with the allowed exclusions of federal funds is well under the projected 4. 13% allowable. 041 The third requirement means that Weld County cannot increase the mill levy above the 1992 level of 22.457. The mill levy limit for 1993 is as follows: 1993 MILL LEVY LIMIT: 1993 Assessed Value $1,056,361, 090 Maximum Mill Levy .022457 1993 Property Tax Allowed $ 23,722. 701 The fourth test for property tax is more complicated and troublesome. The first decision is whether or not to turn back certain mandates over a three year period. The one area of mandates not disputed as eligible for turnback are Social Services mandates that have been running a 10-15% increase for the last 2-3 years. The Board, on November 16, 1992, voted to turnback Social Services over a three-year period. Other perceived eligible mandates, such as court space costs, District Attorney, extension services, etc. are not universally agreed as meeting the criteria, and may need some time for the State and courts to clarify their status, so they are not recommended to be turned back in 1993, but rather to follow the schedule below: 1993 1994 1995 1996 1997 1998 1999 SOCIAL SERVICES $815,845 $1,087, 794 $1, 087, 794 $271,949 DISTRICT ATTORNEY 533,623 $ 533,623 $ 533,623 COURT SPACE 105,336 105,336 105,336 EXTENSION SVC. 78, 963 78,963 $ 78,963 USEFUL PUBLIC SVC. 4,536 4,536 4,536 HEALTH DEPARTMENT 380,010 380,010 380,010 PUBLIC TRUSTEE 1,333 1,333 1,333 TOTAL $815,845 $1.087, 794 $10087. 794 $910,908 $1, 103,801 $1,103,801 $464,842 With the Social Services mandate turnback in 1993, the maximum property tax revenue limit is calculated as follows: MAXIMUM PROPERTY TAX LIMIT: 1992 Property Tax $ 23,698,023 COL 3.40% Growth .73% TOTAL 4.13% 1.0413% $ 24,675, 710 LESS: Mandated Turnback (815,845) Maximum Property Tax Limit $ 23,859,865 51 (.3",4 a no The results of test three and four must be compared to determine the lower of the two limits of $23, 722, 701 as follows: LOWER LIMITATION: Maximum Mill Levy $ 23, 722, 701 Maximum Property Tax Revenue $ 23,859,865 Lower Limit Amount $ 23, 722, 701 COMPARISON TO PRIOR YEAR: 1993 Property Tax $ 23, 722, 701 1992 Property Tax 23,697,023 DIFFERENCE $ 25.678 Percentage Increase .0011% The other factor is whether the State disputes the action of counties to turn back Social Services mandates. If this is not accepted by the State or since no guidance has been given prior to the adoption of the budget, it is recommended that an administrative freeze of expenses totalling at least $1,091, 185 be made until clarification is made by the State or courts. Failure to do so could result in a major budget shortfall. Since TABOR passed and uncertainty exists as to interpretation on turnbacks, CPI figures, etc. , the safe course of action is to levy at the current mill levy (22.457) times the 1992 assessed value ($1,056,361,090) to generate $23, 722, 701 in property tax. Any excess over final determined amounts can be refunded in 1994. Any questionable amounts should be frozen until clarified in 1993. This preserves the mill levy maximum, which is not in dispute, while allowing maximum flexibility on all other interpretations. The unallocated and frozen funds on the following page allows for a TABOR contingency of $1,119,992 for 1993. The program impacts are as follows: • Pay freeze until state assures county that they accept Social Services turnback • Health rate increases are absorbed by county until salaries are unfrozen • Not filling two vacant positions -- one in Planning and one in Nursing • Pest and Weed program reduction to Pre-1991 level • Road and Bridge contract reduction of $125,000 52 92:1 32 • Capital reduction/deferral in Motor Vehicle, facilities, and equipment ($200,000) • Insurance reserve reduction of $20, 000 • HRD indirect subsidy reduction ($22, 198) • Unallocated amount of $174,156 is available to avoid reductions up to that amount. 53 TABO R C ONT S NGE NC Y Frozen Unallocated Total Unallocated $ 141,698 $ 141, 698 Coroner Position (12,690) (12,690) Juvenile Detention (6, 168) (6, 168) Planning Position . $ 31,158 31,158 Poison Control 5, 000 5,000 Nurses' Salary (5%) (20,828) (20,828) UPS - Trash Pickup 21,216 21,216 Extension 1992 level 1,500 1,500 Pest and Weed 1991 level 56,514 56,514 General Assistance - Shelter (10, 000) (10,000) HRD Subsidy 22, 198 22, 198 Road Contracts 125,000 125, 000 Municipal Shareback 76,000 76,000 Motor Pool Equipment 100,000 100,000 Insurance Pool 20,000 20,000 Nurse Position 30, 790 30, 790 Capital 100, 000 100, 000 Salary Freeze: General Fund 458,285 112,242 570,527 Road Fund 80,603 36,565 117, 168 Health Ins. Freeze Offset (92,347) (92,347) Health Ins. Rate Increase: General (112,242) (112,242) Road Fund (36,565) (36,565) Revenue/Misc/DA (7, 937) (7, 937) TOTAL $ 945, 836 $ 174, 156 $ 1, 119.992 54 +1 f:� .—._L.i oFi • �w`X P. .a." �" S',e.- n k .a,/. 'kd ,'Y, k r 15 A x ,k «.. , t`s. t1:-"` "'",it s -P"'"-i. ,r„:t- sx a5 aSwy,"y zr,r,�,{ avx3yd'ft S. .S -y : ', gitt ' f - ' a ,' ,..e c - Te' 43, 3 ` µ ,^a° 5stuc .4 t s 'd i S .. '* e a 'ft'.q rt , V;$5 't'.'sR,.:y.,,r 3R. > c k} r s;:" ,E' s pr 33,,`�h,, tat"v.: . z� .i s _+ �,Y,yy,,rs k'i t ,. v � m, 'k`�-k e L,, „ m 't :,a R A (;W,y .•es C 3 d i #s'a".-'t�'^+5 5'� Y 'a"2��:4 3.e.rx3 �yN me -..il u ',`w F - ffi ` . #'. ad�' ¢�+i ,ry 'I A' r" tiora • h S ; a. ` Fs° t:" �'°". �di 7 ,.- .m• ^ sn s ,1 'i .r wi "'.4r tdai' � ' ,},4�^ l�\, e, Y a%S .t .. vec x� tat d ,q 5'Ye 1 '.' :^it rix ,� d .'v X' P a k 4jJ r i sq t z. � Y ; { .. e xS Y ,C ' v- a-4. • y +�`. yi} `'✓z. .14:443'+ . p.£jPTax a x d r it x -. R o Y � ,i.i. J :E fur ,7 ,iN • `t€ .ttsid v t1" t F°d 'yE„s �w'si"'w$*t • s Y-': a �'"`+fe 1 e � y d'Vf F, 'R 4 rVi Iji'. qt ', g ;'tnrx yr. : . . ,i'. :, lif i k "'m -tt .,;„,,,„6„0.3,4,",„,„ „,...,..., ,,:e.,%,„, ,,...,,,,,... . , ,, .4,- , ''' ''‘1,751 Y sa t 'IS 2 3FV' 4- . t kartet 3,Q P y pryy� y Y, -.. 4r . . C�p4 R\ik.w.- E 5 t -.` tu b ' -4 $ .'k' 6 :.I'C'F'R d' �` 9 "3 Nel g rY .k1 . y p 0.01 . psyF d Sa�^ Y.t \V!!! T ' "a4 �, i° sAifi `key L e *.4,n 'x9u e a A., F .: 4 •:.hyy" V ., e -tz ., 4k M T� hr ci ' k.,-V. n.. "'' S-1 s#{ ? A `i -r �,. 's NR r- -"�,d '�+"6#.,.•# 'fit s 5x, i w r iot ir. i4-vt,, t. Y," ` 4 v c ' g� x --ri: S ..:- s 3f 5 is € . ryi .5P 1n ,-e4 ,'3s` ' ;ti) ,� ve s axi b't z $ ' a ^ r _., q, t "rY t :Y� t S,4';Y,., y ,t,. to i , i,3 V �x 5 a- Y`t xs . . ♦ k .t} fzf£.' pc H. .� 3 ! >.,.` �}'r s.77�� .rY$`£Yy� - J „Y .r [ ��' ra F4 9 s a " * i ptt^ r5xs>,,- w,, ,ca>� . "L kt,K'^� �' .,,,k,,,,,124_,e� LSSS.y£ .�t .if kt 1. ;r 'a. `y ' i _ 3 L 3 '£n •"ui€N a�ef` _S .Yzs K Aiit;J�j. p r ₹ FL V Y „ttti t* % :t 1 C a:laF _,i • t rttit`" z y, >i r Y #iopi if"e v & l xt; r ;1 by Y N i s1 k '�'#M Fdi.,. [4't. > s 4.44:t4-4'. t s } f 414: % 'i $', °v. $' 'nag E l', . w ',.,--,:..-„ .:...Y';;..;3•1.1:2; ?i�5 u x f a�` ya y f f -" , d � y . d mP a ' 3 'YS ' x '.¢ y. 3. f - - re i + ' x tt z?x ,3 i r i'. arY a rP z.' fit. :,` Gtpa >. L m V' .- td k 5 yA#� : f f 3 Y r a ,Y f" d 'v x T.f .f' _'e Y.' • ~ - t t j�T • { SS • f 'i.l M1 F 5 2 ..< ( M 1 tu•2 v ` rt Ii v1 t 3Y Y .,1" ::1-": .;:..: 4{• ;4. . "6 S tkt C 5V k `' 5: -.." . i $ Cr) "` , = y--" ! W Q z 7.7 d3 Cl) ho � g era I $ ZQU c Tel o`_ S ti Z O) O zd ., ! D 0_ rims .- I O 2 1 4 $ I k s r 0 V i 12 V$ •3 4 $ V m s S - g ; m a $4-7 d a7.: $ • V , 1 ` -'> ', $ • 3S ce - $ ♦• i aYc st_ - II S 9 4 4 4 4 4 6 — C. - 55 113,-; ' Li.32 SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: . Present pay rates compared to labor market competitors . The competitive job market may vary by job classification or specific jobs. . Ability to pay. • Benefit and supplemental pay policies. . Supply/demand situation for personnel needs. . Supply/demand situation in the labor market. . Employees' expectations. Salary Surveys Utilized Mountain States Employers' Council Longmont Salary Survey Front Range Budget Conference In 1993 across the board salary increases of 2.5% are included in the funding of the budget. However, due to the uncertainty of the state taking back Social Services under TABOR, all salaries have been frozen until April 1, 1992 or the county is assured of the state assuming one-third of the local Social Services costs. The county will absorb health insurance rate increases until salaries are unfrozen. No minimum increase is provided for "grandfathered" employees. The breakout by funds is as follows, assuming the 2.5% increase is paid in 1993: General $459,846 Road & Bridge 117,168 Health 53,571 Computer Services 57, 110 TOTAL $687.695 Benefits are funded at the current level with a 9% 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 2.5% increase is included in the budget. Social Services salaries are also frozen until April 1, 1992. No bonus dollars are funded with the elimination of the pay-for-performance plan and conversion to the new pay system. 56 SAE ')A 1 9 9 3 SALARY AD 3TT S THE NT S Department 1992 1993 Difference Commissioners $ 234,928 $ 251,922 $ 16,994 Clerk to the Board 51, 664 53,206 1, 542 County Attorney 370, 091 380,821 10, 730 Planning and Zoning 253,565 266,521 12, 956 County Clerk 849,354 880,267 30, 913 Elections 98,658 102, 623 3, 965 County Treasurer 326, 629 329, 740 3, 111 County Assessor 999,217 1, 025, 793 26, 576 Building and Grounds 868,958 882,830 13,872 District Attorney 1, 143,973 1, 156,333 12,360 County Council 8,972 9,216 244 Juvenile Diversion 149, 768 155,321 5,553 Victim Witness 86,854 94,382 7,528 Finance 142,544 148,023 5, 479 General Accounting 222, 963 234,250 11,287 Purchasing 81, 152 82,309 1, 157 Personnel 129, 110 133, 130 4,020 Sheriff Administration 759,158 710,294 (48,864) Sheriff Field 2,243,371 2,158,154 (85,217) Drug Task Force 161,551 162,934 1,383 Regional Forensic Lab 59,266 62, 784 3,518 Communications Services 732,870 772,358 39,488 Useful Public Service 108, 789 113,337 4,548 Sheriff Jail 2,475,900 2,814,528 338,628 Building Inspection 210, 727 215, 702 4, 975 Animal Control 29, 179 29,962 783 OEM 35, 180 36,375 1, 195 Pest/Weed Control 36, 184 38,469 2,285 Engineering 309, 983 322, 953 12, 970 Extension Services 109,332 123,995 14, 663 Veterans Office 36,086 37,290 1,204 Total General Fund $13,325,976 $13, 785,822 $ 459,846 Bridge Construction $ 397,320 $ 405,092 $ 7, 772 Maintenance of Condition 1,085,288 1, 135,229 49, 941 Maintenance Support 458, 180 477,241 19,061 Trucking 453,434 473,887 20,453 Mining 335, 149 345,916 10, 767 R&B Administration 217, 612 226, 786 9, 174 Total Road & Bridge Fund $ 2,946,983 $ 3,064, 151 $ 117, 168 Health Administration $ 271,929 $ 279, 471 $ 7,542 Nursing 624, 139 673,882 49, 743 Environmental Protection Srvc. 452,834 452, 659 (175) Total Health Fund $ 1,348, 902 $ 1, 406, 012 $ 57, 110 Computer Services $ 1,465, 566 $ 1,465, 566 $ 53, 571 57 92'1 4` 2,7, ✓ O Pt Pt Pt Pt K Pt Pt Pt K Pt Pt Pt Pt Pt Pt Pt Pt Pt Pt Pt BE Pt K Pt ce Pe Pt Pt Pe x -t eO 1 Cr) e.1 en CO .•I U1 O N O in 1 en n n eO co -•I O N .O 1 N 4, m u1 O U1 n N 1 U . . 1. .O N .•t .-I .-I in N -•I 01 .O en .4 01 en n in in eO 0. 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O •-I el .4 0 ✓ U 00 co w W 4 ✓ 0 ✓ ✓ e0 0 al en 0 U CO •-I Is. ✓ d e0 I-I C C O t0 C C O «I -. 443L. m en 0 < 0 - <-I < W JC e0 7 -1 0 b •-I C C "C 7 al •-I O < WU C F < U —I N en —I U 0. WO U al I+ O O N C C W E co .-' C C 0 C C a) .-t tt C w w 7 •-1 wC .4.) N >1•-I >.M >1 >.—I T U IC e0 0 w w F C C C .•I w .Ci —I 3 al •t0 10 U 1+. .0 I.. •E 14 ✓ C ✓ a.+ ✓ ✓ V ✓ C 1. U O —I •-I O 7 7 •-I •C al 0 C V -. ✓ e0 EE I+ C C C U C C -'t C e0 CI U U) Is 4. n0•-1 w t. .•I aa 0 .O+ 0 -%I 0 ~ 0 0 7 0 •.Ci al 7 al C .C 17+ co 0 en 0 C c N C X al 0 0 N 01 000 0. U W U U m O W t7 0. 0. cn y C1 5 O 5 cn on < O a. ta] W > F. :a = 2 58 1 9 9 3 HEALTH =N S URANC E 1993 Insurance rates are as follows: HIGH DEDUCT. HMO PPO PPO Employee: Health $136.25 $197.37 $165. 79 Dental/Vision 10.00 10.00 10.00 Total $146.25 $207.37 $175. 79 County $130.25 $130.25 $130.25 Employee 16.00 77. 12 45.54 Dependent: Health $239.80 $343.14 $288.24 Dental/Vision 16.00 16.00 16.00 Total $255.80 $359. 14 $304.24 Total Employee $271.80 $436.26 $349. 78 Total County 130.25 130.25 130.25 PPO AND HIGH PPO PLAN COMPARISON HIGH DEDUCTIBLE PPO CURRENT PPO $20 office visit co-pay $15 office visit co-pay $500 deductible $150 deductible 80% PPO benefit/ 80% PPO benefit 60% non-PPO benefit (up to $5, 000 - (up to $10,000 - 100% thereafter) 100% thereafter) $5 generic/$8 brand $5 generic/$8 brand prescriptions prescriptions 59 � � -.32 DENTAL: PROGRAM: . COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS . 100% PREVENTIVE CARE . 507./502 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. Executive Pay Plan: Department Heads, Elected Officials, and Chief Deputies can use up to $1, 000, plus equivalent amount to PPO single/family annual premium rate in direct benefit plan for health purposes. 60 The following salaries are not effective until specific Board action is taken to unfreeze salaries in 1993. Salaries remain frozen at 1992 level until Board action. Refer to 1992 Budget Message for salary amount. PAYIIIP 1997 JOB TABLE LISTING PAGE 1 RUN DATE: 09/21/92 REGULAR WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME 8810 01016 AAA ASSISTANT 17 6 NONEXEMPT 8810 01015 AAA CASE MANAGER 20 1 EXLMPT 8810 01014 AAA OUTREACH WORKER 05 6 NONEXEMPT 8810 07210 ACCOUNTANT 32 2 EXEMPT 8810 07207 ACCOUNTANT INTERN MW 2 EXEMPT 8810 07209 ACCOUNTANT SPECIALIST 24 ti NONEXEMPT 8810 07208 ACCOUNTANT TECHNICIAN 08 • 6 NONEXEMPT 8810 07212 ACCOUNTING ADMINISTRATOR 34 2 EXEMPT 8810 06842 ADMIN. OF USEFUL PUBLIC SERVICE 37 1 EXEMPT 8810 12921 ADMINISTRATIVE ASST. I lB 6 NONEXEMPT H810 06832 ADMINISTRATIVE ASST. II 25 2 EXEMPT 8810 12924 ADMINISTRATOR II 42 1 EXEMPT 8010 12.943 ADMINISTRATOR OF E.O.D.S, 42 2 EXEMPT 7423 20035 AIRPORT COMMUNICATIONS ATTENDENT Cl 6 NONEXEMPT 7423 20025 AIRPORT FARM LABOR C3 8 NONEXEMPT 7423 20050 AIRPORT IRRIGATOR CI 6 NONEXEMPT 7423 20040 AIRPORT LINE PERSONNEL Cl 8 NONEXEMPT 7423 20041 AIRPORT LINE PERSONNEL (4.25) Cl 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 1 EXEMPT 7423 20011 AIRPORT OFFICE ASSISTANT C6 6 NONEXEMPT 7423 20008 AIRPORT OFFICE HOURLY C5 6 NONEXEMPT 7423 20010 AIRPORT OFFICE MANAGER C2 6 NONEXEMPT 7423 20005 AIRPORT SECRETARY Cl 6 NONEXEMPT 7423 20010 AIRPORT SNACK BAR CLERK C6 8 NONEXEMPT 7423 20030 AIRPORT TERMTNAL MANAGER C2 1 NONEXEMPT 7423 20015 AIRPORT TERMINAL WORKER CS 6 NONEXEMPT 7423 20055 AIRPORT UNICOM•/WEATHER/LINE. STAFF C2 6 NONEXEMPT 7720' 06940 AMBULANCE SUPERVISOR P3 1 NUNEXLMPT 8831 01044 ANIMAL CONTROL OFFICER 20 4 NONEXEMPT 9410 03010 APPRAISER 1 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 LEADWORKEH 29 3 NONEXEMPT 9410 03027 APPRAISER V 40 2 NONEXEMPT 8810 07029 ASSISTANT BUYER 19 6 NONEXEMPT 8010 12844 ASSISTANT DISTRICT ATTORNEY AA 1 CXFr.PT 8810 07231 ASST, COMPTROLLER 42 2 EXEMPT 0010 12720 ASST. COUNTY ATT. (Ss) 47 l EXEMPT 8810 12710 ASST. COUNTY ATT. I 37 1 EXEMPT 8810 12721 ASST. COUNTY ATT. II 45 l EXEMPT 8810 12725 ASST. COUNTY ATT. III 53 1 EXEMPT 8810 12732 ASST. COUNTY ATT. IV 59 1 EXFttPT 8810 09565 ASST. DIRECTOR OF ROAD AND BRIDGE 56 1 EXEMPT 9015 09102 a C G CONCRETE LABORER CC a NONEXLMPT 9015 09960 BCD, C GDS . SUPERVISOR 46 1 EXEMPT 9015 09010 OLD. MAIN, LABORER 14 8 NONEXEMPT 9015 09120 OLD. MAIN. WKR. I 16 7 NONEXEMPT 9015 09140 OLD. MAIN. WKR. II 25 7 NONEXEMPT 9015 09141 DLO. MAIN. WKR . III 30 7 NONEXEMPT 9015 09142 BLD. MAIN. WKR. IV 36 7 NONEXCMPT 9410 03220 BUILDING INSPECTOR 33 3 NONFXLNPT 61 8 PAYIZIP 1993 JOB TABLE LISTING PACE 2 RUN DATE: 09/21/92 REGULAR WORK COMP JOD NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME 7382 09810 BUS DRIVER 10 8 NONEXEMPT 8810 07225 BUSINESS MGR, HEALTH DEPT 42 2 EXEMPT 8810 07070 BUYER 29 2 EXEMPT 9015 09137 CARPENTER 26 - 7 NOOEXEMI'T 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 8010 12910 CLIENT SERVICE TECH 17 3 NONEXEMPT 8810 12916 CLIENT/INFO SYSTEMS COORO. 25 1 EXEMPT 8831 01046 CODE ENFORCEMENT OFFICER 20 4 NONEXEMPT 9410 03235 COMBINATION INSP.--LEAUWORKER 41 3 NOIItXEMPT 9410 03225 COMBINATION INSPECTOR 37 3 NONEXEMPT 8010 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 3! 2 EXEMPT 8810 01048 COMMUNITY CORRECTIONS ADMINISTRATOR 31 6 NONEXEMPT 8832 06450 COMMUNITY HLTH SERV DIRECTOR 51 1 EXEMPT 8810 06810 COMMUNITY SERVICE WKR. 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 6 NONEXEMPT 8810 12956 COMPTROLLER . 61 1 EXEMPT 8810 00237 COMPUTER OPERATIONS MANAGER 51 2 EXEMPT 8810 08110 COMPUTER OPERATOR I 20 3 NONEXEMPT 8010 00121 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 12983 COUNTY ASSESSOR ED 1 EXEMPT 8810 12755 COUNTY ATTORNEY 77 1 EXEMPT 8810 12981 COUNTY CLERK G RECORDER ED 1 EXEMPT 8810 12960 COUNTY COMMISSIONER B1 1 EXEMPT 9410 11555 COUNTY ENGINEER 63 1 EXEMPT 8810 12982 COUNTY TREASURER EO I EXEMPT 7720 04123 CRIMINALIST 59 4 EXEMPT 8742 10222 CURRENT PLANNER 32 2 EXEMPT 9015 09114 CUSTODIAL FOREMAN 22 8 NONEXEMPT 9015 09133 CUSTODIAL JAIL FOREMAN 21 3 NONEXEMPT 9015 09113 CUSTODIAL LEAD WORKER 12 8 NONEXEMPT 9015 09110 CUSTODIAL WORKER 08 8 NONEXEMPT 92.1.1.32 • PAYIIIP 1993 JOB TABLE LISTING PAGE 3 RUN DATE: 09/21/92 REGULAR WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME 8742 04235 D.A. CHIEF INVESTIGATOR 44 3 EXEMPT 8810 12927 D.A. COMMUNITY PROGRAMS ADMIN. 44 1 EXEMPT 0742 04225 D.A. INVESTIGATOR 1 36 3 EXEMPT 8742 04230 D.A. INVESTIGATOR II 40 3 EXEMPT 9410 96650 DEPARTMENT 216650 MW 8 NONEXEMPT 8810 30001 DEPUTY CORONER' DC 2 EXEMPT 8810 07510 DEPUTY.. DIST. ATT. I 37 2 EXEMPT 8810 07521 DEPUTY GIST. 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 LXLMPT 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 ADMIN SF.R 81 1 EXEMPT 8810 12950 DIRECTOR OF GENERAL SERVICES 63 1 EXEMPT 8810 06666 DIRECTOR OF HEALTH 76 ► EXEMPT 8810 08457 DIRECTOR OF INFORMATION SERVICES 70 I 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 DIRECTORI DIV OF HUMAN RESOURCES 64 1 EXEMPT 0868 12055 DIRECTORI ,WELD LIBRARY DISTRICT 53 1 EXEMPT 8810 02133 DISPATCH OPERATIONS MANAGER 35 6 EXEMPT 8010 . 02.125 DISPATCH TRAIN. E STAND. MANAGER 33 6 EXEMPT 8810 02120 DISPATCHER I 26 3 NONEXEMPT 8810 02132 DISPATCHER II SHIFT SUPERVISOR 30 3 NONEXEMPT 8810 12855 DISTRICT ATTORNEY DA 1 EXEMPT 9410 06606 E.P. CHEMICAL SPECIALIST 32 2 EXEMPT 9410 06610 E.P. LAD 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 P1 3 NONEXEMPT 8810 12937 EMPLOYER SERVICES COORDINATOR 28 2 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 49 2 EXEMPT 8810 01013 EXTENSION TEMPURARY OW 6 NONEXEMPT 8810 06735 EXTENSION 4-H PROC COORD 15 6 EXEMPT 8868 01019 ' FENWC ACTING ED COORD 10 6 NONEXEMPT 8868 12925 FENWC ADMINISTRATOR HKD 1 EXEMPT 9101 09808 FENWC BUS MONITOR NC 0 NONEXEMPT 9101 06011 FENWC COMMUNITY SERVICE WORKER HI 6 NONEXEMPT 0868 06020 FLNWC DIRECTOR/HEAD TEACHER NH I EXEMPT 9101 06005 FF_IIWC EDUCATION COORD ASSIST H11 2 EXEMPT 8068 06011 FENWC EDUCATION COORDINATOR HIE 2 EXEMPT 8068 12922 FLNWC FAMILY SERVICE COORD. HIE 1 EXEMPT 9101 09408 FENWC FOUR SERVICE WKR.AIDE HA 8 NONEXEMPT 63 92:132 PAY111P 1993 JOB TABLE LISTING PAGE 4 RUN DATE: 09/21/92 REGULAR WORK COMP JOB NUMBER J00 DESCRIPTION GRADE EEOC OVERTIME 9101 09411 FENWC FOOD SERVICE/JANITOR HC 8 NONEXEMPT 9101 06018 FENWC GROUP LEADER NH 2 EXEMPT 8860 06143 FENWC HEALTH COORDINATOR HIE 3 EXEMPT 9015 09109 FENWC JANITOR HA a NONEXEMPT 8868 06340 FENWC NURSE HIC 2 EXEMPT 9101 01003 FENWC OFFICE ASSISTANT HFO 6 NONEXEMPT 9101 01027 FENWC- OFFICE MANAGER FIE 6 NONEXEMPT 9101 06015 FENWC PARENT/VCL SPECIALIST HIL 6 NONEXEMPT 9101 01009 FENWC SECRETARY HFO 6 NONEXEMPT 8868 12926 FENWC SITE MANAGER HKD 1 EXEMPT 9101 06002 FENWC SITE SUPPCRVISOR HI 6 NONEXEMPT 9101 01008 FENWC STAFF A5515TANT HA 6 NONEXEMPT 8808 06021 FENWC TEACHER HH 2 EXEMPT 9101 06010 FENWC TEACHER AIDE HC 5 NONEXEMPT 9101 06008 FENWC TEACHER AIDE INTERN MW 5 NONEXEMPT 5506 09500 FLAGGER 03 6 NONEXEMPT 8832 06310 HEALTH AIDE I 07 8 NONEXEMPT 8032 0u320 HEALTH AIDE II 16 U (NONEXEMPT 8832 06331 HEALTH AIDE III 17 5 NONEXEMPT 9410 06417 HEALTH CASE MANAGER 31 2 EXEMPT 9410 06645 HEALTH DEPARTMENT 40 a EXEMPT 9410 06520 HEALTH EDUCATION SPECIALIST 31 2 EXEMPT 9410 06530 HEALTH EDUCATOR 36 2 EXEMPT 9410 06404 HEALTH PRENATAL OUTREACH WKR 17 6 NONEXEMPT 8810 06418 HLTH REGIONAL RESOURCE COORD 31 2 F.%L'MPT 8010 06230 HOUSING COORDINATOR 41 2 EXEMPT 8010 06220 HOUSING REHABILITATION SPECIALIST 27 1 NONEXEMPT 8810 01047 HRD LEGAL AIDE 20 6 WONEXINPT 8010 07330 HRO PERSONNEL TECHNICIAN 28 6 EXEMPT 8010 01025 HRU SERVICE TECHNICIAN 10 0 NONEXEMPT 8810 01024 JOB SERVICE TECH/COMMIIN SER NKR HE 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.O. MW 8 NONEXEMPT 8810 07410 LAW CLERK S 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 8068 05025 LIBRARIAN: TECHNICAL SERVICE 31 6 EXEMPT 8868 01042 LIBRARY ADMINISTRATIVE TECH 22 o EXEMPT 8868 0503o LIBRARY ADULT SERVICES COORDINATOR 35 6 EXEMPT 8868 05020 LIBRARY ASSISTANT 16 o NONEXEMPT 8860 05019 LIBRARY ASSISTANT/CHILDREN 16 6 t1ONEXCMPT 8868 05040 LIBRARY BRANCH SUPERVISOR 36 2 EXEMPT 8008 05045 LIBRARY INFUR SCRV COORDINATOR 41 2 EXEMPT 8068 05035 LIBRARY: BRANCH LIBRARIAN 26 2 EXEMPT 8868 05021 LIBRARY: CIRC. LEAD/CENTENNIAL 22 6 CXEPIPT 8860 05022 LIBRARY: LEAD POSITION 24 6 EXEMPT 8810 12919 LONG TERM CARE OMBUDSMAN 20 1 EXEMPT 8010 08456 MANAGER OF SYSTEMS E PROGRAMMING 63 2 EXEMPT 9410 11171 MATERIAL C STRUCTURAL TESTOR 35 3 NONEXEMPT 9015 09111 MISSILE PARK CARETAKER 18 1 NONEXEMPT 8810 01050 OFFICE MANAGER 30 o LXLMPT 64 .74—_:.a;l:rs PAYII1P 1991 JOB TABLE LISTING PAGE 5 RUN DATE: 09/21/92 REGULAR WORK COMP JOD NUMBER JOD DESCRIPTION GRADE LEOC OVERTIME 8810 01051 OFFICE. MANAGER 30 6 EXEMPT 8810 01010 OFFICE TECHNICIAN I 02 6 NONEXEMPT 8810 01011 OFFICE TECHNICIAN I 02 b NONEXEMPT 8810 01020 OFFICE TECHNICIAN II 08 6 NONEXEMPT 8810 01021 OFFICE TECHNICIAN IT 08 6 NONEXEMPT 6810 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 8810 02010 PBX OPERATOR I 02 6 NONEXEMPT 8810 02020 PDX OPERATOR II 08 6 NONEXEMPT 8810 02032 PBX-PHONE SERVICE MANAGER 30 6 NONEXEMPT 8810 07333 PERSONNEL ANALYST 37 2 EXEMPT 8810 07331 PERSONNEL SPECIALIST 30 2 EXEMPT 9014 06732 PEST INSPECTOR 30 2 EXEMPT 8010 10010 PLANNING TECHNICIAN 21 3 NONEXEMPT 8810 10223 PRINCIPAL PLANNER 39 2 EXEMPT 8810 01043 PRINTING C SUPPLY SUPERVISOR 21 6 EXEMPT 8010 08331 PROGRAMMER/ANAL I 42 a NONEXEMPT 8810 08333 PROGRAMMER/ANAL I T L 47 a NONEXEMPT 8810 08332 PROGRAMMER/ANAL II 47 2 NONEXEMPT 8810 08336 PROGRAMMER/ANAL II T L 52 2 NONEXEMPT 8832 06421 PUBLIC HEALTH NURSE I 33 2 EXEMPT 8832 06432 PUBLIC HEALTH NURSE 11 36 2 EXEMPT 8832 06445 PUBLIC HEALTH NURSE LEAD. WKR 38 2 EXEMPT 8832 06447 PUBLIC HEALTH NURSE SUPERVISOR 42 2 EXEMPT 8832 06443 PUBLIC HLTH NURSE PRACTITIONER 38 2 EXEMPT 5506 09565 R 6 11 FOREMAN 38 3 NONEXEMPT 5506 09505 R E B SER. LABORER 13 8 NONEXEMPT 5506 09510 R E O Stk. WKR. I 17 8 NONEXEMPT 5506 095.10 R 6 B SER. WKR. II 21 7 NONEXEMPT 5506 09540 R G 0 SER. WKR . 11I 25 7 NONEXEMPT 5506 09577 U C A SUPERVISOR 46 1 EXEMPT 5506 09560 R 6 8 WKR. III LEAD. WORKER 29 7 NONEXEMPT 8810 01071 RECORDING/ELECTION SUPERVISOR 40 1 EXEMPT 8010 12909 REFERRAL/PLACEMENT SUPERVISOR 25. 1 EXEMPT 8010 08020 REMOTE TERMINAL OPERATOR/DA 16 3 NONEXEMPT 7720 04002 S.O. CIVIL PROCESS SERVER 20 4 NONEXEMPT 8810 01037 S.O. RECORDS TECH LEADWORKER l0 6 NONEXEMPT 7720 09130 SECURITY/DUILDING ENGINEER 20 4 NONEXEMPT 7720 12984 SHEP TFF SO l EXEMPT 7720 04125 SHERIFF'S OEP.--SPECIAL ASSIGNMENT 38 4 NOtIFXCMPT 7720 04110 SHERIFF' S ❑EPUTY I 30 4 NONEXEMPT 7720 04121 SHERIFF'S DEPUTY II 36 4 . NONEXEMPT 7720 04120 SHERIFF'S DEPUTY--OPERATIONS 36 4 NONEXEMPT 7720 04150 SHERIFF' S OFFICE ADMINISTRATOR 60 1 EXEMPT 7720 04140 SHERIFF'S OFFICE BUSINESS MANAGER 48 1 EXEMPT 7720 04130 SHERIFF' S OFFICE MANAGER 48 1 EXEMPT 8010 01045 SHERIFF'S PROPERTY TECHNICIAN 21 6 NONEXEMPT 8010 07020 SHERIFF'S TRAINING COORDINATOR 36 2 EXEMPT 8010 12915 SPECIAL PROGRAMS COORDINATOR 25 I EXEMPT 8810 08342 SR . SYSTEMS ANALYST 52 2 I.OfiEXFMPT 8010 08344 SR. SYSTEMS ANALYST I L 57 2 NONEXEMPT 8810 06414 suicrnE P C PROJECT COORD 29 2 EXEMPT -a. u65 :�i.w. PAYIIIP 1991 JOB TABLE LISTING PAGE 6 RUN DATE: 09/21/92 REGULAR WORK COMP JOB NUMBER JOB DESCRIPTION GRADE EEOC OVERTIME 8810 06818 SUMMER YOUTH LEAD WORKER 17 6 NONEXEMPT 8810 06814 SUMMER YOUTH WORKER 10 6 NONEXEMPT 8810 08334 SYSTEMS ANALYST 47 2 NONEXEMPT 8810 08335 SYSTEMS ANALYST T L 52 2 NONEXEMPT BB10 08340 SYSTEMS PROGRAMMER I 44 2 NONEXEMPT 8810 08341 SYSTEMS PROGRAMMER II 50 2 NONEXEMPT 8810 08346 SYSTEMS PROGRAMMER III 61 2 EXEMPT 8742 03310 TAX COLLECTOR 36 1 EXEMPT. 8810 01002 TRANSPORTATION DISPATCHER 08 6 NONEXEMPT 8810 06123 TRANSPORTATION SUPERVISOR 33 6 EXEMPT 9410 11420 UTILITY G PERMIT INSPECTOR 32 3 NONEXEMPT 8810 03028 VALUATION ANALYST - 40 1 EXEMPT 8810 06240 VETERANS COUNSELLOR 30 2 EXEMPT 8810 12913 VETERANS EMPLOYMENT REP 25 1 EXEMPT 8010 12914 VETERANS EMPLOYMENT REP 17 2 NONEXEMPT 8810 01000 VOC REIIAD MW 6 NONEXEMPT 8810 06004 VOCATIONAL/EDUCATIONAL ASSIST 18 6 NONEXEMPT 8810 12917 VOCATIONAL/EDUCATIONAL COORDINATOR 25 2 EXEMPT 9014 09611 WEED CONTROL FIELD TCCH 06 8 NONEXEMPT 9014 09606 WEED CONTROL LEADWORKER 12 8 NONEXCMPT 9014 09610 WEED CONTROL SPECIALIST 10 8 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 a NONEXEMPT 9410 96492 WORK SUPPLEMENT/YOUTH OW 8 NONEXEMPT 8810 06813 YOUTH PROGRAMS ASSISTANT 18 6 NONEXEMPT 7720 06855 YOUTH SHELTER HOME DIRECTOR 39 1 EXEMPT 9410 09514 YOUTH/LABORER WD MW 8 NONEXEMPT 9410 09511 YOUTH/SUMMER MW 8 NONEXEMPT 66 e7A .. 4/9 • PAYlIIP 1993 PAY TABLE - SALARY PAGE 1 RUN DATE: 09/21/92 REGULAR GRADE STEPS A 9 C 0 E F 01 965 .70 995.20 1024.86 1056.18 1087.50 ' 1120.56 02 990.06 1019,6♦ 1050.96 1082.28 1115.34 1148.40 03 1014.42 1044.00 1075.32 1108,38 1141.44 1176.24 04 1040.52 1071 .84 1103. 16 1116.22 1171.02 1205.82 05 1066.62 1097.94 1131.00 1165.80 1200.60 1237. 14 06 1092.72 1125.78 1158.04 1197.64 1230. 18 1266.72 07 1120.56 1153.62 1199,42 1223.22 1259.76 1298,04 08 1140.40 - 1103.20 1218.00 1254.54 1292.82 1331 .10 09 1177.98 1212.78 1249.32 1287.60 1325. 80 1365.90 10 1207.56 1244.10 1280.64 1318.92 1358.94 1398.96 11 1237.14 1273.68 1111 ,96 1351 .90 1392.00 1473.76 12 1268.46 1306.74 , 1346.76 1786.78 1420,54 1472.04 13 1299.70 1378.06 1778,00 1419.84 1461.60 1505,10 14 1332.04 1372.06 1414.62 1456.38 1499.88 1545. 12 15 1365.90 1407.66 1449.42 1492.92 1538. 16 1585.14 16 1400,70 1442.46 1485.96 1531.20 1576.44 1623.42 17 1435.50 1479.00 1524.24 1569.40 1616.46 1665.10 18 1472.04 1515.54 1560.78 1607.76 1656.40 1706.94 19 1508 .50 1553.82 1600.80 1649.52 1698.24 1748.70 20 1546.86 1593.84 1640.82 1609.54 1740.00 1792.20 21 1585. 14 1632.12 1680.84 1731 .30 1783.50 1837.44 22 1625.16 1673.08 1724.34 1776.5♦ 1830. 40 1086.16 23 1665. 10 1715.64 1767,84 1020.04 1877,98 1929,66 24 1706.94 1757.40 1809.60 1863.54 1919. 22 1976.64 25 1750.44 1802.64 1956.58 1912.26 1969.68 2028.84 26 1793.94 1847.88 1903.,56 1960.98 2020. 14 2081 .04 27 1879.18 1894.86 1952.28 2011.44 2072.74 2134.90 28 1884 .42 1940.10 1997.52 2056.68 2117.58 2101 .96 29 1931 ,40 1988.82 2047.98 2100.88 2171.52 2235.90 70 1980,12 2039,28 2100.18 2162.82 2227.20 2297.32 31 2020.04 2089.74 2152.38 2216.76 2282.08 2350.74 • 32 2079,30 2141 .9♦ 2206.32 2272.44 2340.30 2409,90 73 2131 .50 2195.88 2262.00 2329.86 2399, 46 2470.80 74 2185.44 • 2251.56 2319.42 2389.02 2460. 36 2513.44 35 2239.38 2307.24 2776.84 2448.18 2521 .26 2596.00 36 2295.06 2364.66 2436,00 2509,08 2583.90 2662.20 77 2352.40 2423.82 2496.90 2571.72 2648. 28 2728.72 30 2411 .64 2484.72 2559.54 2636.10 2714.40 2796. 18 39 2472.54 2547.36 2623,92 2702.22 2784.00 2867.52 40 2535.18 2611 .74 2690.04 2770.06 2853.60 2978.86 41 2597,02 2676.12 2756. 1E 2879.60 2924.94 3011 .94 42 2662 ,2.0 2742.24 2824.02 2909.28 2996.20 3086.76 47 2728.32 2810.10 2893.62 2480.62 3069.36 3161.58 44 2796.18 2079.70 2966.70 3055.44 3147.66 7241.62 45 2065.70 2951 .04 3039.78 3130.26 3224.22 7721.66 46 2917.12 3025.96 3116,74 3210.30 3306.00 3405.18 47 3010.20 3100.68 3192.90 3288.60 3387.78 3488.70 48 3085.02 3177.24 3272.94 3370.20 7471.30 , 7575.70 49 3161 .50 1257.28 3354.72 3455.64 3560.04 3666.18 50 7234,00 3377.32 3438.24 3540.90 3647.04 3756,66 11 1321 .66 3420.84 3523.50 3629.64 3739. 26 3850.62 52 3405. 10 3507.84 3612.24 7720.12 3831 .40 3946.32 53 3490.44 3594,84 3702.72 3014.06 3928.92 4047,24 54 3577,44 . 3695.32 779.,68 7909.78 4026.36 4146.42 55 3666, 10 1775.60 3980,90 4005.40 4125.54 4249.00 67 ,..E-7 .m ...,), PAY1l1D 1993 PAY TARLF - SALARY PACE 2 RUN DATE: 09/21 /92 pf.GULAR GRADE STEPS A Ti C D C F 56 3758.40 3871 .50 3988.00 4100.14 4231 .60 ♦358.70 57 3052.36 3967.20 4005,52 4207.32 4334.34 4464.84 S8 3948.06 4066,39 4180. 10 4313.46 4442. 22 4576.20 59 4047 .24 4169.04 4294,32 4423,08 4555.32 ♦692.70 6C 4140.16 4273.44 . 4402.20 4534,44 4670. 16 4811 .10 Al ♦252.56 4379.58 4511 ,82 4647.54 4786.74 4931 ,16 62 4358,70 4480.20 ♦623.18 4762.38 4905,06 5052.96 63 4468,32 4602.30 4730,76 4882.44 5028.60 5179,98 64 4574,68 - 4717.14 4850.00 5004.24 5153.88 5300.74 65 46°4.52 4835,46 4979.88 5129,52 5282.64 5440.98 66 4811 .10 4955,52 5103.42 5256.54 5414.88 5576.70 57 4931 ,16 5079,06 5132.18 5388.78 5550.60 5717.64 60 5054 .70 5206.09 5362.68 5522.76 5680.06 5058.58 69 - 5181 ,72 533(,,58 5496.66 5661 .96 5832.48 6000.22 70 5310.48 5470.56 5634.12 5802,90 5976. 90 6156. 12 71 5442.72 5606,28 5775.06 5949.06 6128.28 6312,7? 72 5578.4♦ 5745,48 5917.74 6095.22 6277. 92 6465,04 73 5717.64 5889,90 6067,30 6250.08 6438.00 6631.14 74 5860.32 6036,06 6217.02 6403.20 6594.60 6792.96 75 6006.48 6107.44 6373.62 6565.02 6761.64 6965.22 76 6156.12 6340.56 6530.22 6726,84 6920.68 7135.74 77 6309.24 6490.90 6693.78 6093.88 7100.94 7313.22 7P 6467,59 6662.46 6862.56 7067.88 7280. 16 7499,40 70 6629,40 6827.76 7033.08 7243.62 7461 . 12 7685.50 90 6794.70 6998.28 7208.82 7424.58 7647. 30 7876.98 81 6°65.22 7174.02 7389.78 7610.16 7838.70 0073.60 82 7139.22 7353.24 7574,22 7802.16 8037.06 8278.92 83 7319.4♦ 7537.68 7763,88 7997,04 0237. 16 8484.24 84 7501 .14 7725.60 7957,02 8195.40 8440,74 8694,78 85 7689,06 7920.48. 8158.86 9404.20 8656.50 0915.76 PAY199P GRANDFATUERED PAY TABLE - SALARY RUN DATE: 09/21/92 REGULAR GRADE STEPS G 11 I J K L 8 10 1280.64 16 1680,84 1780.72 45 2875.00 68 91^ 't 09 PnYi11P 1903 PAY TAMS - HOUPLY PAGE I DUO DATE: 09/22/92 REGULAR GRACE STEPS A 5 C U F F AA •0000000 .0000000 .0000000 .0000000 .0000000 33.3100000 51 17 .2417700 . 0000000 .0000000 .0000000 .0000000 . 0000000 CI 4 .2500000 5.0000000 4 .5000000 .0000000 5.5000000 7.0410000 C2 4 .5977000 9.6206696 7.4712643 11 .0810400 10.3500000 . 0000000 C.3 5.7472000 6. 0400000 7.4712643 5.0000000 .0000000 . 0000000 Ct 29.6647000 21.3333000 17 .3132190 18.2710920 .0000000 . 0000000 C5 9,0000000 10.0000000 7.6628352 5.7500000 7.0000000 .0000000 06 4.2500000 4.2500000 6.0000000 6,2500000 .0000000 . 0000000 MA 36 .3904600 .0000000 •0000000 .0000000 .0000000 .0000000 DC 0 .0000000 4.8046000 .0000000 .0000000 .0000000 . 0000000 ED 19 .1992330 .0000000 .0000000 .0000000 .0000000 .0000000 HA 5.6500000 5.8000000 5.9500000 6.0000000 6.2400000 .0000000 HD 5.8000000 5.9500000 6.0800000 6.2400000 6.4000000 . 0000000 HC 5.9500000 6.0900000 6.2400000 6,4000000 6.5700000 . 0000000 HD 6 .2400000 6.4000000 6 .5700000 6,7300000 6.9100000 .0000000 VW 6 .4000000 6.5700000 6 .7300000 6.9100000 7.0800000 .0000000 HG 7 .0200000 7.2100000 7.3800000 7.5900000 7.7900000 .0000000 HH 7.9500000 8. 1600000 0.3500000 9.5600000 8.7800000 .0000000 H1 8.3500000 8.5600000 0.7800000 9.0100000 9.2400000 .0000000 HJ 12.1100000 12.4200000 12.7300000 13.0400000 13.3800000 .0000000 HK 14.7600000 15. 1200000 15.5000000 15.8900000 16.2900000 .0000000 MW 4.2500000 .0000000 .0000000 .0000000 .0000000 . 0000000 OW 5.0000000 6. 1000000 .0000000 .0000000 .0000000 . 0000000 PI 7.6700000 7.9000000 8 .1400000 0.3800000 8.6300000 8.8900000 P2 9 .8100000 10, 1000000 10 .4100000 10.7200000 11 .0400000 11 . 3700000 P3 11 .7500000 12. 1000000 12.4600000 12.8400000 13.2200000 13. 6200000 50 10.6360140 .0000000 .0000000 .0000000 .0000000 .0000000 01 5.5500000 5.7200000 5.8900000 6.0700000 6.2500000 6.4400000 02 5.6900000 5.8600000 6 .0400000 6.2200000 6.4100000 6.6000000 03 5.0300000 6.0000000 6.1800000 6.3700000 6.5600000 6.7600000 04 5.9800000 6. 1600000 6.3400000 6.5300000 6.7300000 6.9300000 05 6.1300000 6.3100000 6.5000000 6,7000000 6.9000000 7. 1100000 06 6 .2900000 6.4700000 6.6600000 6.8600000 7.0700000 7.2800000 07 6 .4400000 6.6300000 6 .8300000 7.0300000 7.2400000 7.4600000 00 6 .6000000 6.8000000 7.0000000 7.2100000 7.4300000 7. 6500000 09 6.7700000 6.9700000 7.1800000 7.4000000 7.6200000 7.8500000 10 6.9400000 7. 1500000 7.3600000 7. 5900000 7.9100000 8. 0400000 II 7 .1100000 7.3200000 7.5400000 7.7700000 8.0000000 8. 2400000 12 7 .2900000 7.5100000 7.74000.00 7. 9700000 0.2100000 8.4600000 13 - 7.4700000 7.6900000 7.9200000 8. 1600000 8.4000000 0. 6500000 14 7.6600000 7.8900000 8.1300000 0.3700000 8.6200000 8. 6800000 15 7.8500000 8.0900000 8 .3300000 6.5800000 8.8400000 9.1100000 16 6.0500000 8.2900000 0.5400000 0.8000000 9.0600000 9. 3300000 17 8 .2500000 8.5000000 0.7600000 9.0200000 9.2900000 0. 5700000 10 8.4600000 0.7100000 9.9700000 9. 2400000 9.5200000 9. 6100000 19 0 .6700000 9.9300000 9.2000000 9.4800000 9.7600000 10.0500000 20 8 .8900000 9. 1600000 9.4300000 9.7100000 10.0000000 10.3000000 21 9.1100000 9.3000000 0.6600000 9.9500000 10.2500000 10. 5600000 22 9 .3400000 066200000 9.9100000 10.2100000 10.5200000 10. 0400000 23 9 .5700000 9.8600000 10.1600000 10.4600000 10.7700000 11. 0000000 24 9.0100000 10. 1000000 10.4000000 10.7100000 11.0300000 11. 3600000 25 10.0600000 10.3600000 10.6700000 10.9900000 . 11 .3200000 11. 6600000 26 10.3100000 10. 6200000 10.9400000 11.2700000 11 .6100000 11 . 0600000 27 10.5700000 10.8900000 11 .2200000 11.5600000 11 .9100000 12. 2700000 25 10.8700000 11 . 1500000 11 .4800000 11.8200000 12. 1700000 12. 5400000 69 qt^. .r -., vi—'�.. 3fay • PAYIIIP 1993 PAY TADLE - HOURLY PAGE 2 RUN DATE: 00/22/92 REGULAR GRADE STEPS A 0 C 0 E E 2.9 I1 .l000000 11, 4300000 11 .7700000 12. 1200000 12.4600000 12. 8500000 30 11 .3000000 11.7200000 12.0700000 12.4300000 12.0000000 13. 1000000 31 11 .6600000 12,0100000 12.3700000 12,7400000 13,1200000 13.5100000 32 11 .9500000 12.3100000 12..6000000 13.0600000 13.4500000 13,8500000 33 12 .2500000 12.6200000 13.0000000 13.3900000 13.7900000 14. 2000000 34 12.5600000 12.9400000 13.3300000 13.7300000 14,1400000 14, 5600000 35 12 .0700000 13.2600000 13.6600000 14,0700000 14,4900000 14. 9200000 36 13 ,1°00000 13.5900000 14.0000000 14.4200000 14.8500000 15. 3000000 37 13.5200000 13,9300000 14.3500000 14.7000000 25,2200000 25.6000000 30 13.8600000 14.2800000 14.7100000 15. 1500000 15,6000000 16, 0700000 39 14 .2100000 14,6400000 15,0800000 15.5300000 16.0000000 16. 4000000 40 14 ,5700000 15.0100000 15.♦600000 15,9200000 16.4000000 16,0900000 41 14.9300000 15.3800000 15.8400000 26.3200000 16.8100000 17,3100000 42 15 .3000000 15.7600000 16.2300000 . 16.7200000 17.2200000 17. 7400000 43 15.6000000 16, 1500000 16.6300000 17. 1300000 17.6400000 18, 1700000 44 16 ,0700000 16.5500000 17.0500000 17.5600000 18.0900000 18, 6300000 45 16.4700000 16.9600000 17.4700000 17.9900000 18,5300000 19,0900000 46 16,0800000 17,3900000 17.9100000 18. 4500000 19,0000000 19. 5700000 47 17.3000000 17.0200000 10.3500000 18,9000000 19.4700000 20. 0500000 40 17.7300000 10.2600000 10 .8100000 19,3700000 19.9500000 10, 5500000 49 18.1700000 18.7200000 19 .2800000 19.8600000 20.4600000 21 .0700000 50 18,6200000 19. 1800000 19.7600000 20.3500000 20.9600000 21.5900000 51 19.0900000 19.6600000 20,2500000 20.8600000 21 .4900000 22. 1300000 52 19.5700000 20, 1600000 20.7600000 21.3000000 22.0200000 22.6800000 53 20 .0600000 20.6600000 21 .2800000 21.9200000 22.5800000 23.2600000 54 20.5600000 21.1800000 21 .8200000 22.4700000 23.1400000 23,8300000 55 21 .0700000 21.7000000 22,3500000 23.0200000 23.7100000 24.4200000 56 21 .6000000 22,2500000 22.9200000 23.6100000 24.3200000 25. 0500000 57 22,1400000 22.8000000 23,4800000 24, 1000000 24.9100000 25. 6600000 58 22.6900000 23.3700000 24.0700000 24.7900000 25,5300000 26,3000000 59 23.2600000 23.9600000 24.6000000 25. 4200000 26,1800000 26,9700000 60 23.0400000 24, 5600000 25.3000000 26.0600000 26.8400000 27, 6500000 61 24 .4400000 25.1700000 25.9300000 26,7100000 27,5100000 20. 3400000 62 25.0500000 25.8000000 26.5700000 27.3700000 20.1900000 29.0400000 63 25,6800000 26.4500000 27.2400000 28.0600000 28.9000000 29. 7700000 64 26.3200000 27. 1100000 27.9200000 28.7600000 29,6200000 30,5100000 65 26 .9000000 27,7900000 28,6200000 29.4800000 30,3600000 31. 2700000 65 27.6500000 28.4800000 2^.3300000 30. 2100000 31. 1200000 32. 0500000 57 28 .3400000 29. 1900000 30.0700000 30.9700000 31 ,9000000 32.8600000 68 2960500000 29.9200000 30.8200000 31.7400000 32.6900000 33, 6700000 69 29,7000000 30.6700000 31 .5900000 32.5400000 33.5200000 34, 5300000 70 30.5200000 31.4400000 32.3800000 33,3500000 34.3500000 35, 3000000 71 31 .2800000 32.2200000 33.1900000 34.1900000 35.2200000 36,2800000 72 32..0600000 33.0200000 34.0100000 35.0300000 36,0800000 37. 1600000 73 32.8600000 33.8500000 34.8700000 35.9200000 37,0000000 38. 1100000 74 33.6000000 34.6900000 35.7300000 36.8000000 37.9000000 39. 0400000 75 34 .5200000 35.5600000 36 .6300000 37.7300000 3868600000 40.0300000 76 3563000000 36,4400000 37,5300000 38.5600000 39.8200000 41.0100000 77 36.2600000 37,3500000 36.4700000 3966200000 40.8100000 42. 0300000 78 37,1700000 38.2900000 39.4400000 40,6200000 41 .8400000 43, 1000000 79 36,1000000 39,2400000 . 40.4200000 41.6300000 42.8800000 44, 1700000 80 39 .0500000 40,2200000 41 .4300000 42.6700000 43.9500000 45.2700000 01 40.0300000 41. 2300000 42.4700000 43.7400000 45.0500000 46. 4000000 02 41 .0300000 42.2600000 43.5300000 44,8400000 46.1900000 47, 8000000 03 42 .0600000 43.3200000 44 .6200000 45.9600000 47,3400000 48, 7600000 70 DA - .tn PAYf11P 1993 PAY TABLE - HOURLY PAGE 1 RUN RATE: 09/22/92 REGULAR GRADE STEPS A 0 C D E F $14 4? .1100000 44.4000000 ♦5.7300000 ♦7. 1000000 40.5100000 49. 9700000 85 44 .1900000 45.5200000 46 .8900000 46.3000000 49.7500000 51. 2400000 HF0 6 .9300000 7. 1000000 7.2000000 7.4700000 7.6400000 .0000000 WIC 8 .9100000 9, 1300000 9.3600000 9.6100000 9.0400000 .0000000 HIE 9 .5700000 - 9.7900000 10.0300000 10.2000000 10.5400000 .0000000 HKD 15.5000000 15.8900000 16.2900000 16,6900000 17.1100000 .0000000 GRANDF ATHERED PAY TABLE - HOURLY PAYI99P REGULAR RUN DATE: 09/21/92 GRADE STEPS C H 1 J K L N 10 7.3600000 16 9.6600000 10.2800000 45 16.5229880 32A.4.32 71 Vine _ • 1 f • .p, • i .- r^rt"rj�„.a:kn r.a .'*,i. s - $i x 'R !. .'y a -'« i 3t� s +•� �'T ,"3 S.f h. Y Fx�F y:z?==.., .f ai, y �i x"tF 3 yy.yR yyy��yyyj•f .vin: )Yls1'. . t - c+ £ ..3, mss ` 34 h y � g. t�,Jw.x 4 "4"A J 'fit' Y rz.tr a1, c i,..+ 5,., - 3d,} `k"4:i d ."p;.,gaW ,S C z '' �`3? -4^ 't ,r3 .. awn '+.14, 'sssrv'it n.,4• xd^ .d, qat `t.. ,.fit at� ,I § "t,*F, 5 .a ^`' -^i X a iv. ¥ k '"��e 1 ,< ,4 k " Sy�_�' '-tt§ s o j-, 7 'SY ai aCi,, :.;. r 4 - ., rt�t₹ �' -'x 5 r>d" • to r',my4` ,,, 44. �k4 K—L`t t 3Y x 'C '1 ,,g t f��`')z�, .kix: }hxsy9$t l`"`.fa y. �.,,rr. �` al ♦ ve'L' 3 L x ^v5t &s y'b: +� i,:y< i""c"Kt .i i 7 ) € i} talss 4"kt Y4 „'=it e <{ �,a^ 1'� r ,:s,Z, a rt.e. , :4y tr' : t - r,Toy.s : ;. : i�t P'-ift .; e "',ry„ .4 W .,, ..Ajs». s�' +y,' ,q-*it :itti t Fi`y e, ^ E 3£ 'F`f1,3-Vit0W4515.144-WetfOr ht'E' -x r -,:A, .'aa ,:.-g• • t:, iia Lt t,,^3f iT'tie„. 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M b P O m S O O S 0 8 ti 8 S 8888A8 S S• M S M • .rWWil y M N O C000 O O O N O - 0000 O N N O 0 NMNMININ n 0 Y I Y M r n Y n N b 0 20 m N M m O Y O P M S M 0 M M m Y O n N m J '1'jj1.. zU n n P r V I m I m M b I b N M �O M m M N Z i "r P M O 10 y m r Y N N P m P & i P M S P_ N .<i N n P ^ n n w g n n M m N N M N N P M N M r M M M M Y m m M W m r r Y Y r • N C m m O yq m €m o g o O m • 40r J IN 8 " O y e a [mr y ippn �i V m 0 ,1 -C o. O F Y ■ O U 9 Z I"1 pp. N d O O' 'a ?0.e pp oG m 'JW m a V W y M 04 0 N. N O Y O O V O W N 00 �[�rJ O �.1 m 00 Jm 02 .-1 00 11 0 y O m '4 NI u.] .d 6I O Fr 'Z�J 5�4+J' I L ' 1 O C Nq Yty y M - . r .! O M CC J p t {F a rOl m W P N J 'J C N 0 O U 9 N O a N N ■ +r 1I ^I 'a m O N g N o Z a W 0 11 0 O0 g mg a .r a ayy oy (6..�1 + J b .1 b C A S W 0 000000 = 00 U N < 0 M S P4 $ 2 Y U N W >tl,lg.- diC 7 r N M N N Y O r M 0 M CO O . . . . . . NN M V b b 10 M b 'G 7G 12/02/92 / FINAL CERT T WELD COUNTY 1992 ASSESSED VALUES . TO BE USED FOR 1993 BUDGET. 1.99:1 • 9(•1n•'. .,...,.»,.. RENCE 'f' or ( •• ) VAANT LAND -RESIDENTIALC •L6:,676,22 16,836,370 1.a4�0 :1 IMPROVED 'LAND 55,1.71,640 55,846,070 675,230 RESIDENTIAL BUILDINGS231 , 135,050 . 235,759,190 4,624, 140 RESIDENTIAL PERSONAL PROPERTY 41,710 COMMERCIAL IMPROVED LAND 28%572,850 `` (47,550) 28, 525,3000 (47K'' V) COMMERCIAL BUILDINGS 10 :3, 536,510 100,026,310 (8, 5:L0,,2O0) COMMERCIAL PERSONAL PROPERTY 35,648,580 33,865,670 ( 1 ,982,910) INDUSTRIAL IMPROVED LAI`ID 81 , 4 �,�, a:., fJ4yti�t3� 2,216,820 Cj1 ��.�.� INDUSTRIAL BUILDINGS 39,885,,900 40,128,970 2430x0 INDUSTRIAL PERSONAL PROPERTY 68,684,060 68,761 „ 130 77„070 AGRICULTURAL. LAND 58,982,340 58, 546,900 (435. 440) SUPPORT BUILDINGS 54, 538,230 63,789,670 9,251 ,440 AG. PERSONAL PROPERTY 4,950,810 4,830,910 (1.19.1900). NATURAL RESOURCES LAND 1,612,200 1 ,765,470 153,270 NATURAL RESOURCES PERSONAL 546,170 524. 120 (22,050) OIL & GAS PRODUCTION 218, 146, 550 216,792,440 ( 1,354, 110) OIL & GAS PERSONAL. PROPERTY 28,960,30 27, 524,890 ' TOTAL COUNTY ASSESSED 955, 04.{ , ; ST•nT,». ,��.o r��6,,.+u1 ;,a�.:�� '�;,:: : 4•:��a STATE ASSESSED PROPERTY ( •,4 TOTAL A�iSk=�''>SEI? VALUE 10:,".,,_aS,70r> :LO:�,;,�M1,r.}y 5�u�,'�, r.�i�r., '�'t7r�) _UE 1 ,0 57,683„330 1. .056,635,604; TAX INCREMENT 2,492,600 49. Y,.s::.. :::i'', +.. •:' ,<a�a:1 6:y is•, ,i , 70 ».«_.... .-»..._...»«. .._.. .a........».».:ate».»..a::_c«—�:a:s..'...».»...._..».»._»«..�»_«. ......_..»._..».._...».. ......... ......«........-.».«..._.._. ...-». ........-.. .._- _.. NET ASSESSED VALUE1 ,055, 190,650 :E ,V56,:}6:1.,01x'0 1 „ 17C),f;40 '4 -° ' 77 - »_;;^,,,t, NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $316,963 $120,822 $437,785 PUBLIC TRUSTEE $4,000 $3,168 $7,168 CLERK& RECORDER ($202,020) $0 ($202,020) ELECTIONS $210,071 $41,928 $251,999 TREASURER ($38,925) $0 ($38,925) ASSESSOR $1,458,362 $155,537 $1,613,899 COUNTY COUNCIL $20,741 $5,645 $26,386 DISTRICT ATTORNEY $1,192,181 $152,889 $1,345,070 SHERIFF $1,259,522 $209,043 $1,468,565 CORONER $92,679 $9,712 $102,391 CLERK TO THE BOARD $81,597 $0 $81,597 TOTAL $4,395,171 $698,744 $5,093,915 MANDATED:STATE/FEDERAL COUNTY COST JAIL $3,152,068 $338,868 $3,490,936 COMMUNITY CORRECTIONS $0 $2,850 $2,850 PUBLIC SERVICE- DUI ($11,442) $10,667 ($775) SOCIAL SERVICES $2,447,537 $276,643 $2,724,180 HUMAN RESOURCES $56,747 $347,711 $404,458 PUBLIC HEALTH $1,154,251 $118,924 $1,273,175 TOTAL $6,799,161 $1,095,663 $7,894,824 CRITICAL- NON-MANDATED COUNTY COST CRIME LAB $45,199 $7,392 $52,591 POLICE SERVICES (LEVEL) $2,360,200 $95,977 $2,456,177 COMMUNICATIONS-COUNTY-WIDE $943,337 $0 $943,337 COMMUNICATION SYSTEM DEVEL $75,000 $0 $75,000 E-911 $700 $0 $700 OFFICE EMERGENCY SERVICES $21,143 $5,704 $26,847 DRUG TASK FORCE $39,912 $4,600 $44,512 TOTAL $3,485,491 $113,672 $3,599,163 LOCAL DISCRETION PLANNING &ZONING/BLDG INSP ($3,492) $112,790 $109,298 YOUTH SHELTER HOME $0 $13,026 $13,026 ANIMAL CONTROL $78,776 $2,795 $81,571 PEST&WEED CONTROL $138,328 $8,474 $146,802 EXTENSION SERVICE $239,186 $41,114 $280,300 VETERAN'S OFFICE $38,673 $3,089 $41,762 78 - ,fl NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL AIRPORT $50,000 $16,543 $66,543 MENTAL HEALTH $128,931 $0 $128,931 MISSILE SITE PARK $0 $9,232 $9,232 COUNTY FAIR $26,359 $824 $27,183 JUVENILE DIVERSION $138,698 $2,850 $141,548 DEVELOPMENTALLY DISABLED $97,365 $0 $97,365 SENIOR COORDINATORS $11,700 $0 $11,700 VICTIM ASSISTANCE $29,160 $8,870 $38,030 WASTE WATER MANAGEMENT $5,648 $0 $5,648 ECONOMIC DEVELOPMENT $50,000 $0 $50,000 GENERAL ASSISTANCE: VISION CARE $17,000 $0 $17,000 DENTAL CARE $17,000 $0 $17,000 DRUGS $5,000 $0 $5,000 KIND/EOD $13,000 $0 $13,000 BURIALS $30,000 $0 $30,000 DOMESTIC VIOLENCE $50,000 $0 $50,000 TOTAL $132,000 $0 $132,000 ROAD & BRIDGE(LOCAL) $3,123,749 $351,487 $3,475,236 ENGINEERING $387,704 $52,208 $439,912 TOTAL $3,511,453 $403,695 $3,915,148 CAPITAL: EQUIPMENT $25,000 $0 $25,000 PUBLIC WORKS $569,140 $0 $569,140 TOTAL $594,140 $0 $594,140 SUPPORT FUNCTION COUNTY ATTORNEY $281,599 ($281,599) $0 BUILDING & GROUNDS $1,429,902 ($1,429,902) $0 FINANCE &ADMINISTRATION $156,790 ($156,790) $0 ACCOUNTING $402,423 ($402,423) $0 PURCHASING $111,029 ($111,029) $0 PERSONNEL $171,621 ($171,621) $0 PBX/PHONES $0 $0 $0 INSURANCE $616,465 ($616,465) $0 NON-DEPARTMENTAL $540,330 ($540,330) $0 BUILDING RENTS $543,449 ($543,449) $0 COMPUTER $0 $0 $0 TOTAL $4,253,608 ($4,253,608) $0 79 W N N N N I- CA O O C LO V O N O N N N O O 79,. 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O "� m CO a o so ti 2 o_ L. w O C ,est a L m W O - a, r SI il , _ w r cu a 0 o N _ c r, - co N nx T YJ 5 d O m s _ U o - „ EG N 7 ni m U m - a T a d e. D I m . ad r a) N as icliU _ rn C T r c 6.a) 0 m (t0 Q N N 91 92 132 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 $23, 165, 470, or up 2. 16% in 1993. General government functions are down $440, 182, primarily due to an off-year election year, which results in a $247, 000 drop in costs. The remaining cost increases are from the inflationary increase for utilities in Buildings and Grounds, and the additional costs for the new • administration building ($98,857) . Public safety is up $367, 689 over last year. The Sheriff's overall gross budget is up $46,504 even with the proposed elimination of the Juvenile Detention facility that saves $168, 076. The increased costs are attributed to the expansion of the jail by nearly 100 beds. Also, community correction contracts with the State are up $200,288 over last year. Building rentals are up $292, 434 for the certificate of participation for the new administrative building. Subsidies to other funds are down $77,254 primarily due to the reduction of the HAD indirect cost subsidy. Other budget units are relatively stable. Salary increases have been frozen for 1993 due to TABOR. The 1993 available resources to the General Fund amount to $23, 465,470 compared to $23,187,348 in 1992, up $278, 122 or 1.2%. Property tax is $14, 781,806, up $439, 146 or 3. 1%. Licenses and permits are up $17, 755. Charges for services are up $234,161 due primarily to Sheriff's revenues. Fines and forfeitures are down due to less forfeitures from drug cases. Interest revenue is down $650,000 due to lower interest rate/investment projections. Fees are up due to Clerk and Recorder fees being up $140,000. Intergovernmental revenue is up $332,505 due to Community Correction contracts being up $200,288. A beginning fund balance of $475,000 is anticipated for funding a portion of the 1993 budget. An estimated ending fund balance of $300, 000 is projected for year-end 1993. $300,000 of the anticipated beginning fund balance for 1993 was transferred to the Emergency Reserve as required by Amendment One (TABOR) . This amount serves as an additional contingency amount during the fiscal year. This adjusted 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 unforeseen needs of the citizens of Weld County in 1993 and future years. 92 ly'L w e o 0 o e e e e o 0 0 � p00000p0r 00W00 $ 00 ZaN i 0 0 0 0 0 0 0 T o o COO O `.- 00000 f,, M O O N O O 00 < N O et O 0 et O O o O I in •U r- C t— r z f z.::::::1..ff 1 j '. O O O 00 0 0 01 O 0 0 0 0 0I0 0 0 0 00 00 0 I co o co o 00001 00 J .L it 6:;-;]E..]:. 00) C� a w m Tr Tr N m Z; 601 n CO N T r er �'. pp pp Ufa 14. 0000001N 0 O 0 M 0 0 M 0 0 0 0 0 W ee{{ oef� O C') O O) OO 01 O O CD O CO ei r UD C et N O a,: 0 0 M '- N eF M r L/r :! t; O O O 0 O CO N d' O O N O O)I N. 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N IN m Z f a ¢( 1 , •w,a z ¢ I ; D I •L ;LL I d 0 O to N O Of.0 MVNMN I MVMM Q (i) I o M 0 o to N � • : Itt) O N N t'D o i ^ N N O C O) to O) N C t N O N N N M tt, N R N O) �' Z h7 1 - O c7 N O O O g t- w O N N o w o r — '' , M N Q (tu f to W O t(0 C N 0 in O C N w .:41; N Tr N tb N C . .w9 c0 M a O) R ;R : .i�' MVN � M o M in N N co. a H WW:i , N N Z Z fi w. j O O - o m ^ w Iy d 3L O o N M 7• 1 L0 m R O a N Q LL • ., ' N w O 11A ,; a I : W > v 0 Q I O O N O N O) M a S: O + : ma v mom . f+ #{ N O) to to co 2 'b '.. > t O O N WNO 2 O q.. 1 . N CO R M Q CO Mi..� >$ N M N V) g I • J "S y> +i K 2. .WillgiWi© C 0 0 d rwLL agpmw0 c A= ac) `O W ff. w ._ C CUw ' • . :Z-- ea 0 = 20..:A • g a c w . k w T t` m l".0 V) xtm —y I M N COI o O^ -, � rnrnrn 1 4 a o 0 0 0 0 106 .� n�.#u'`b BUDGET UNIT SISNLIvIalkEtN" AGENCY/DEPARTMENT NAME: Rnnun nr rnTT TTv rnt.LMTssTnwpRs BUDGET UNIT TITLE AND NUMBER: nffiro of *ha Rnard -- ni-inii 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 $ 243,933 $ 234,928 $ 234,928 $ 251,064 Services/Supplies 56,556 65,209 70,659 82,035 Capital/Credits (2, 705) 0 0 0 Gross County Cost 297, 784 300,137 305,587 316,963 Revenue 0 0 0 0 Net County Cost $ 297, 784 $ 300,137 $ 305,587 $ 316,963 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Printing is up $200, memberships are down $2,000, travel accounts are down $850, and other services are up $2, 650 primarily for State Net ($1,800) . Requested accounts have been adjusted downward based upon expenditure patterns and history to permit the Board's budget to be level with current year. Final budget adjustments include salary and insurance increases of $16, 136, computer charges of ($370) , and phone costs of $196. OBJECTIVES: Board objectives are the strategic objectives for the entire County. See Strategic Objective Section in Budget Message. 107 trim 4, n9 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board increased NaCo dues to get into annual payment cycle by $864. 108 BAs BUDGE Z' UN S T SUMMARY AGENCY/DEPARTMENT NAME: rnnNTv ATTORNFY BUDGET UNIT TITLE AND NUMBER: rnnnry Attnrnay -- ni—lni 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 $ 354, 478 $ 370,091 $ 370, 091 $ 371,253 Services/Supplies 67,993 52,398 53, 448 50,346 Capital/Credits 0 0 0 0 Gross County Cost 422,471 422,489 423,539 421,599 Revenue 89, 726 95,000 140,000 140,000 Net County Cost $ 332, 745 $ 327,489 $ 283,539 $ 281,599 Budget Positions 7 7 7 7 SUMMARY OF CHANGES: The various line items are set forth to reflect the anticipated actual expenditures for fiscal year 1993 with a net increase of $1,050, primarily for travel. Revenue is budgeted at $140,000, up $45, 000, based upon anticipated Social Services use. Final budget adjustments include salary increases of $1,162, computer charges of ($1, 718) , and phone costs of ($1,384) . 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. 109 92.1..x.32 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Litigation, Co. Commissioner 40% 40% 40% Social Services - Support & Juvenile 20% 33% 33% Other Departments 30% 17% 17% Bankruptcy Matters 10% 10% 10% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 110 BUDGET UN 2 T S UMM. nY AGENCY/DEPARTMENT NAME: PTTRT Tr TRT1cTPV BUDGET UNIT TITLE AND NUMBER: Fnhlir Trnctpa -- p1-roil 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 $ 2,591 $ 4,000 $ 4, 000 $ 4,000 Capital/Credits Gross County Cost 2,591 4,000 4, 000 4,000 Revenue 0 0 0 0 Net County Cost $ 2,591 $ 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) requires all expenses of the office 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 1993. 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 558 600 600 Releases 6, 753 6,500 6,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38- 37-122. See following page for Public Trustee budget maintained independent of Weld County's budget as a State office. BOARD ACTION: No change. 111 n ryr WELD COUNTY PUBLIC TRUSTEE BUDGET - 1993 REVENUE: Foreclosure Fees $ 95,000 Release Fees 76, 000 Miscellaneous Fees 4,600 Interest 4,200 TOTAL REVENUE $179,800 EXPENSES: Advertising $ 52,000 Bank Charges 1,000 Dues and Subscriptions 800 Employment Taxes 4,800 Employee Benefits 3,000 Equipment Leases 1, 700 Insurance and Bonds 700 Miscellaneous Expense 1,000 Office Supplies 1, 000 Postage 4,000 Professional Fees 1,000 Recording 33,000 Rent 5,600 Salaries 62,800 Telephone 1, 700 Travel and Conferences 350 TOTAL EXPENSES $174,450 EXCESS OF REVENUE OVER EXPENSES $ 5,350 BEGINNING FUND BALANCE $ 50,000 ENDING FUND BALANCE $ 55.350 112 Oar BUDGET UNIT SUMMski y AGENCY/DEPARTMENT NAME: PrANNTNr ANn 7nNrmn BUDGET UNIT TITLE AND NUMBER: Planning -- 01-1n14 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 $ 250,918 $ 258, 156 $ 258, 156 $ 228,281 Services/Supplies 50,251 49,517 49, 417 49,345 Capital/Credits (37,806) (36, 169) (40, 743) (40, 743) Gross County Cost 263,363 271,504 266,830 236,883 Revenue 101,002 135, 175 151,930 157, 130 Net County Cost $ 162,361 $ 136,329 $ 114,900 $ 79, 753 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: Decrease of $100 in Service/Supplies is due to reduction in legal advertising. Increase of $4,574 in credits is due to personnel changes and adjustment in FTE's for different positions for charge back to Building Inspection budget. Increased revenues can be expected for 1993 if the recommended fees for land-use applications are adopted ($21.955) . Recommended budget includes a downgrade of Principal Planner to Current Planner for a savings of $4,591. It is also recommended that the vacant Current Planner position remain frozen until workload volume justifies filling ($31, 158) . Final budget adjustments include insurance increase of $5,874, computer charges of $702, and phone costs of ($774) . 113 921132 • OBJECTIVES: 1) Develop and coordinate programs and activities that contribute to the orderly growth and development of the County; 2) Provide recommendations to ensure land-use applications are consistent with the County's Comprehensive Plan, Zoning Ordinance, and Subdivision Regulations; 3) Provide equitable fee schedules that recover County processing costs for all land-use applications; 4) Minimize the number of zoning violations; 5) Provide information to the general public on the County's land-use policies, programs, ordinances, and permits. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Administrative/support staff 5,046 hrs. 4,872 hrs. 4, 437 hrs. Planning staff 6,960 hrs. 6,960 hrs. 6,960 hrs. Land-use Applications 252 295 296 Public Inquiries/Department Responses 12,070 10,000 12,000 Violation Investigations 217 200 200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend downgrade of Principal Planner to Current Planner and freezing the hiring of the vacant position until workload justifies additional position being filled. BOARD ACTION: Board froze the current planner position as recommended as part of the TABOR budget plan. Funds of $31, 158 were moved to the Contingency Fund. • 114 921132 BUDGET UN I T STJ1wIlviPsFUSE AGENCY/DEPARTMENT NAME: FTNANrr ANn AnMTNTCTRATTCN BUDGET UNIT TITLE AND NUMBER: mark to rho Rnarn -- nl-tots 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 $ 36,928 $ 51,664 $ 51,664 $ 51, 799 Services/Supplies 24, 709 25,666 25, 666 31,198 Capital/Credits Gross County Cost 61, 637 77,330 77,330 82, 997 Revenue 1,371 1,000 1,400 1,400 Net County Cost $ 60,266 $ 76,330 $ 75, 930 $ 81,597 Budget Positions 2 2.5 2.5 2.5 SUMMARY OF CHANGES: Revenue shows increase of $400 due to sale of copies, etc. Final budget adjustments include insurance increase of $135, computer charges of $6,948, and phone costs of ($1, 416) . 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 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 115 921132 BUDGE T UN I T SUMMARY AGENCY/DEPARTMENT NAME: (-mu. ANn 2FrnRnVR BUDGET UNIT TITLE AND NUMBER: Clark anti Rarnr/ior -- nl-in91 DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording records, microfilms, processes and provides certified copies of all legal documents, issues marriage licenses, conducts lien searches; and 2) Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, provides law enforcement agencies with vehicle registration information. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 785,803 $ 849,354 $ 849,354 $ 855,940 Services/Supplies 250, 387 207,223 207,223 197,040 Capital/Credits (7,310) (5,000) (5,000) (5,000) Gross County Cost 1, 028,880 1,051,577 1,051,577 1, 057,980 Revenue 1,266,370 1, 120,000 1,260,000 1,260,000 Net County Cost $ (237,490) $ (68,423) $ (208,423) $ (202,020) Budget Positions 37 37 37 37 SUMMARY OF CHANGES: Budget reflects an increase in revenue of $140, 000 to reflect the historical revenue patterns and volume of transactions. Final budget adjustments include insurance increase of $6,586, computer charges of ($922) , and phone costs of $739. OBJECTIVES: 1) Maintain records in all departments; 2) Provide statutory services to the public for the office of the Clerk and Recorder. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Vehicle Registration 173,697 175,000 178, 000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 116 3":1132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: rrrax Aun aPrnanFl BUDGET UNIT TITLE AND NUMBER: Flartinnc -- n1-1095 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 $ 89,958 $ 171,858 $ 101, 158 $ 102,294 Services/Supplies 122,994 259,831 83,531 107, 777 Capital/Credits (244) Gross County Cost 212,708 431,689 184,689 210,071 Revenue Net County Cost $ 212,708 $ 431, 689 $ 184,689 $ 210, 071 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: 1993 is not an election year, therefore, this budget is reduced by $272,000. Reductions are reflected in all budgeted line items. The County must conduct school elections in November, 1993. However, the cost is passed onto the school districts, so no cost or revenue is reflected. Final budget adjustments include insurance increase of $1, 136, computer charges of $22, 992, and phone costs of $1,254. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and assist municipal clerks in forms and law changes. 117 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Elections 1 Special Pres. Prim. School Dist. Aug. Primary November Nov. General Votes Cast (1990) 37,927 51,000 n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 118 921132 BUDGE T UN Z T SUMMARY AGENCY/DEPARTMENT NAME: TRFAc11PP BUDGET UNIT TITLE AND NUMBER: Traacnror -- 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 $ 317,895 $ 326,629 $ 326,629 $ 321,858 Services/Supplies 193,483 215,599 210,599 215,217 Capital/Credits 0 0 0 0 Gross County Cost 511,378 542,228 537,228 537,075 Revenue 584, 749 570,500 576,000 576, 000 Net County Cost $ (73,371) $ (28,272) $ (38, 772) $ (38, 925) Budget Positions 12 12 12 12 SUMMARY OF CHANGES: Services/Supplies are down $5,000 due to the Assessor's Office doing the mapping in 1993. Final budget adjustments include salary and insurance adjustments of ($4, 771) , computer charges of $4,803, and phone costs of ($185) . Revenue is up by $5,500 due to sale of Tax Certificates and the cost of advertising, even with $5,500 transfer of revenue for sale of maps to the Assessor's budget. 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. 119 t2 , 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Tax Collection 99+% 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. • • 120 921132 BUDGET LIN=T SUMMARY AGENCY/DEPARTMENT NAME: asaFaenn'a nrwTrF BUDGET UNIT TITLE AND NUMBER: Accaccnr'c nffira -- ni-1(161 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 $ 977,980 $ 999,217 $1,006,509 $ 998, 758 Services/Supplies 696,888 509,471 530,084 490, 104 Capital/Credits 0 0 0 0 Gross County Cost 1,674,868 1,508,688 1,536,593 1, 488,862 Revenue 1,945 24,000 30,500 30,500 Net County Cost $1,672,923 $1,484,688 $1,506,093 $1, 458,362 Budget Positions 38 37 37 37 SUMMARY OF CHANGES: The request for supplies was decreased $387. Several items in the services area were increased because it is a reappraisal year. Communication costs (postage) were increased $10,100. Phone costs were increased by $187 and professional services by $1,800 to allow for increased assistance from Microsolve with mass appraisal. Requested salaries are up $7,292 for the requested upgrades of three positions. Revenue is up $5,500 due to sale of maps being transferred from the Treasurer to the Assessor. Final budget adjustments include insurance adjustment of ($459) , computer charges of ($38,209) , and phone costs of ($1, 771) . OBJECTIVES: 1) To carry out the mandate of the General Assembly to equalize property value within the County; 2) To finish the modifications of the neighborhoods so that they fit better in the mass appraisal system; and 3) To complete the mass appraisal of property in the County in a manner that contributes to the concept of equalization and is not disruptive to County government. 121 921132 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: The Assessor' s justification for upgrades of three positions is as follows: The reasons for upgrading the two Appraiser positions and the one Office Technician position are general. The positions in this office are becoming increasingly more complex requiring people with more skills and greater understanding. Appraisers must be registered, licensed, or certified by the Colorado Board of Real Estate Appraisers. And, the office has requested three additional Microsolve licenses to enhance their abilities to perform mass appraisal. At a time when the technical nature of the jobs is becoming more complex, it is becoming more difficult to find qualified people at lower appraisal levels (Appraiser I and II) . The available people who will work for the pay we offer at those levels very seldom have as much appraisal experience as we need. And, even less seldom do they have experience in mass appraisal. Staff comments: Recruiting has not been a problem, nor has retention. The same justification regarding technical skills could be used for many positions in the County, as all aspects of government become more complex, e.g. motor vehicle, planning, law enforcement, social services, etc. Recommend denial. Costs: Appraiser II to Appraiser III $ 3,375 Appraiser Leadworker to Appraiser III 714 Office Technician III to Office Technician IV 3,203 TOTAL $ 7 292 All other items are recommended for approval. BOARD ACTION: Board denied all position upgrades. 122 921132 BUDGET UN Z T SUMMARY AGENCY/DEPARTMENT NAME: ATTTT nTNfS aNn rRnhTNnS i1FPARTMFvm BUDGET UNIT TITLE AND NUMBER: Maintananra of Avildingc/plant -- ni—in51 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, Road- and Bridge Headquarters, Ambulance Buildings, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 841,639 $ 851, 115 $ 868,958 $ 858, 408 Services/Supplies 998,857 845,875 943,567 936,234 Capital/Credits (255, 628) (218, 447) (235,500) (235,500) Gross County Cost 1,584,868 1,478,543 1,577,025 1,559, 142 Revenue 113,465 129, 615 129,240 129,240 Net County Cost $1,471,403 $1,348.928 $1, 447,785 $1, 429, 902 Budget Positions 33 33 34 34 SUMMARY OF CHANGES: Budget reflects a net increase of $80, 974 primarily attributed to the new administration buildings and inflationary trends of utilities. An additional custodian has been added for the new buildings at a cost of $17,843. Supplies are up $2,100, utilities are up $110,000, and other service and supply accounts are down $14, 408. Chargebacks and revenues combined are up $16,678. Final budget adjustments include insurance adjustment of ($10,550) , computer charges of ($3,494) , and phone costs of ($3,839) . OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; 2) Complete all capital projects approved by the Board. 123 921132 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. 223,576 sq. ft 259,576 sq. ft FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. • 124 921132 E3laIDGEEnr UN S T SUMMARY AGENCY/DEPARTMENT NAME: rnnvTv rnhTNrTT BUDGET UNIT TITLE AND NUMBER: rnnnty rnnnri1 -- n1—ilin 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 $ 8,573 $ 8, 972 $ 8,972 $ 8, 972 Services/Supplies 2,012 11,866 11,866 11, 769 Capital/Credits Gross County Cost 10,585 20,838 20,838 20, 741 Revenue Net County Cost $ 10,585 $ 20,838 $ 20,838 $ 20, 741 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Final budget adjustments include a decrease in phone costs of ($97). OBJECTIVES: 1) Comply with various Home Rule Charter-outlined responsibilities, responding to situations as they arise; 2) Performance audits of County departments as determined to be necessary; 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. 125 921132 • • m _ rn rn r ,, • :, N 1' . +m — Off U) tra cL > r j t u . _Q ,..,f0,-:, _'its, a 0) Dc ,..„ i' `^ ^ Any a ern .mt �� t 0 0 O L };. L Q o TMa 2 • COW V, ,~ n . a1irL v dx Q a. ° n —i O m 1,a m o N o o ,., 1 C r cn rn y m W CIS O a /J U U O- �t ` m t'D "' a L E a ' it lc t Of 2 2 0) _ a c ,- 4a1 W .4' 0 0 0 0 0 0 0 0 A. ^U I. r cv 0 c9 co Q N 126 921132 # ' . 0)— 0) 03 e+3.1 c r g .1e1717 111 cn O ,up O 93 ti- -41."-::-?-:::::,,,-;:,;::: V C k 4f 2 5 ,t.,tTM t isa ari m H a) J v a c 110I im Os) . Uc Q 0 m KW A 5 /N O 0 rn `/ N /�! J _ F \Y N a Oa^. a f0 Cois = ek a C) ._ 9 o U = N L .4 :11-,7-2L4 cirD Eti N 2co r 4 W Op e O O O O O u QI O N 0 W0 (0 Q cv O 0 r — r 127 921132 BUDGET UNIT SIThavilkFtIC AGENCY/DEPARTMENT NAME: flT STRICT_1TTORNFY BUDGET UNIT TITLE AND NUMBER: flictrirt 4ttnrnpv -- (11-1191 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation & complaint of law enforcement agencies; answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $1,047,871 $1,143,973 $1,194,657 $1, 143,973 Services/Supplies 352,277 354,348 346, 718 107,208 Capital/Credits 0 0 0 0 Gross County Cost 1,400, 148 1,498,321 1,541.375 1,251, 181 Revenue 59,172 58,500 59,000 59, 000 Net County Cost $1,340,976 $1,439,821 $1,482,375 $1,192, 181 Budget Positions 27.5 28 29.5 28 SUMMARY OF CHANGES: Budget request reflects the addition of 1.5 Office Tech III positions ($31, 107) , upgrade of Office Manager to DA Supervisor ($8, 154), and upgrade of Deputy DA V to Chief Deputy of Juvenile. Service and supplies are up $1,370 in the area of office supplies ($800) and professional services ($500) . Medicare amount requested is a duplication of FICA figure and not included in recommended amount. Computer and internal phone charges to support the DA's office are budgeted in non- departmental. OBJECTIVES: Prosecute cases as indicated below in workload measure. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY File Juvenile Cases 465 625 600 Investigate Check Cases 2,879 3, 000 3,000 Consumer/Criminal Complaint 73 25 25 County Court Trials 120 200 200 District Court Trials 25 30 30 Prosecute District & County Cases 11, 700 12, 000 12,250 128 921132 FINANCE/ADMINISTRATION RECOMMENDATION: The following are the position requests and recommendations: 1. One and one-half additional Office Tech III positions. One- half 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. 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: 1.5 additional Office Technician III $31, 107 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 a DA Supervisor. 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. This request has been considered by the Board for the last three years. Survey data from the DA has been provided to the Board. Cost: $8,154 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: Denial 3. Upgrade of a Deputy DA V to Chief Deputy. A Chief Deputy District Attorney position is being requested for the current Senior Deputy District Attorney in the Juvenile Division. A supervisory position is needed due to the increase in caseloads and additional employees added to the division. Cost: $3, 480 Policy Issue. Grand Total of all District Attorney requests: $42, 741 129 921132 BOARD ACTION: Based upon early warning discussions, the Board directed staff to move computer and phone charges provided to the DA to the non- departmental budget. Due to the passage of Amendment One, the Board froze the District Attorney's budget at the 1992 funding level considering any increase a new state mandate requiring state funding under Section 9 of the amendment. Board will give District Attorney wide discretion on how he spends his budgeted funds. 130 921132 SiJDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TTCTRTrT 4TTfRNFV BUDGET UNIT TITLE AND NUMBER: B,vanila nivarcinn -- 01-117s 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 $ 103, 453 $ 136,548 $ 149, 768 $ 149, 768 Services/Supplies 10,939 14, 791 16, 059 15, 608 Capital/Credits 0 0 0 0 Gross County Cost 114,392 151,339 165,827 165,376 Revenue 23,000 23,000 26, 678 26, 678 Net County Cost •$ 91,392 $ 128,339 $ 139, 149 $ 138,698 Budget Positions 4.5 4.5 5 5 SUMMARY OF CHANGES: Budget reflects the consolidation of the Juvenile Diversion PAC budget into this budget unit with the loss of PAC funding. Salaries are up $13,220 and service and supplies $1,268, for a total of $14,488. Revenues are up $3,678 from the Division of Criminal Justice grant of $26, 678 to fund one counselor position. Phone costs were decreased ($451) in final budget adjustments. 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 . s. substance abuse group education to first-time offenders. 131 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Provide counseling & super- vision to state-criteria juvenile offenders 240 252 250 Collect restitution payments from juvenile offenders & disburse to victims of their crimes. $ 7,500 $ 8,345 $ 7,000 Supervise juvenile offenders in serving hours of as- signed community service 1,000 hrs. 1, 170 hrs. 1, 000 hrs. Reduce short-term recidivism to 14% 14% 14% 14% Offer education in groups to first-time offenders 15 15 15 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is consistent with Memorandum of Agreement with the Board and District Attorney dated May 26, 1992, concerning phase-out of PAC funding. BOARD ACTION: Board froze this budget unit of the District Attorney at the 1992 funding level as explained under the District Attorney's budget unit #1123. 132 921132 BUDGET UN S T SUMMARY AGENCY/DEPARTMENT NAME: nTSTRTrT &TTnRNFY BUDGET UNIT TITLE AND NUMBER: Victim Accietanrn -- 01-11,F 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 $ 82,892 $ 86,854 $104,827 $ 86,854 Services/Supplies 11,441 12, 718 12,718 11,848 Capital/Credits 0 0 0 0 Gross County Cost 94,333 99,572 117,545 98, 702 Revenue 70, 020 72,000 69,542 69,542 Net County Cost $ 24,313 $ 27,572 $ 48,003 $ 29,160 Budget Positions 3.5 3.5 3.5 3.5 SUMMARY OF CHANGES: Requested increase of additional staff person to assist in a higher volume of services due to the potential passing of the Victim Rights Amendment to the Colorado Constitution, to be effective January 1, 1993 ($18,539) . Revenues are down $4,960 with the reduction in grant funding from Colorado Trust. Phone costs were reduced ($870) under the final budget adjustments. 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. 133 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Provide counseling services to crime victims 852 944 1, 000 Process applications for victim compensation 390 433 500 Advocate for victims of domestic violence 479 390 500 Use volunteers in program 9 10 2,500 hrs FINANCE/ADMINISTRATION RECOMMENDATION: Additional position in the event of the passage of the Constitutional Amendment is a policy issue. Issue also is whether or not current level of effort satisfies intent of Constitutional Amendment. Loss of revenue of $4,960 raises policy issue as to whether the Board wishes to increase local funding to displace lost grant funding. The historical agreement between the Board and District Attorney is to fund a County portion of one clerical position, but if funding declines, program should be reduced accordingly. Policy issue. BOARD ACTION: Board denied any increases even for the Victim Rights position. The Board's position is that the new victim rights amendment is a state mandate and under Amendment One is not necessary to carry out without state funding for the mandate. Board froze this budget unit as part of the District Attorney's budget as explained under budget unit #1123. 134 971 •7n BUDGET 1J1STI:7V SUMMARY AGENCY/DEPARTMENT NAME: FTNANCF ANn AnMTNTSTRATTnN BUDGET UNIT TITLE AND NUMBER: Finanra and Administration -- n1-111 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 .. $ 138,603 $ 142,544 $ 142,544 $ 144,677 Services/Supplies 13,993 13,616 13,616 12, 113 Capital/Credits (508) 0 0 0 Gross County Cost 152,088 156, 160 156, 160 156, 790 Revenue 0 0 0 0 Net County Cost $ 152,088 $ 156, 160 $ 156, 160 $ 156,790 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Budget includes reallocation of supply accounts to cover printing costs. Final budget adjustments include insurance increases of $2, 133, computer charges of ($1,377) , and phone costs of ($126) . OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full 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 .25 FTE .25 FTE .25 FTE Supervision of Admin. function .45 FTE .45 FTE .45 FTE Clerk to Board .75 FTE .75 FTE .75 FTE FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 135 921132 BT- DG= 1W I T SUMMARY AGENCY/DEPARTMENT NAME: ArrnrNTTNI; nrpARTMFMT BUDGET UNIT TITLE AND NUMBER: Arrnnnt4ng -- 01-1157 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 $ 218, 166 $ 222,963 $ 222,963 $ 228,366 Services/Supplies 161,425 169,560 171,032 174,057 Capital/Credits 0 0 0 0 Gross County Cost 379,591 392,523 393, 995 402.423 Revenue 0 0 0 0 Net County Cost $ 379,591 $ 392,523 $ 393, 995 $ 402,423 Budget Positions 7.5 7.5 7.5 7 SUMMARY OF CHANGES: Specific line items have been adjusted to reflect current expenditure patterns by moving $1, 000 from Publishing to Printing. Final budget adjustments include insurance increase of $5, 403, computer charges of $5, 190, and phone costs of ($693) . 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 994 emp. 994 emp. 994 emp. Process semi-monthly payroll 140 emp. 140 emp. 140 emp. Warrant transactions 106,852 108,850 110,850 Non-warrant transactions 104, 173 106, 170 108, 170 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. FTE for insurance eliminated in reorganization approved October 29, 1992 by Board. 136 921132 BUDGET LJ1r(IT SUMMARY AGENCY/DEPARTMENT NAME: PtTRrHASTNr BUDGET UNIT TITLE AND NUMBER: Pnrrhacing -- (11-115q 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 $ 77,354 $ 81, 152 $ 81, 152 $ 80,085 Services/Supplies 35,493 48,269 48,894 30,944 Capital/Credits Gross County Cost 112,847 129,421 130,046 111,029 Revenue Net County Cost $ 112,847 $ 129.421 $ 130,046 $ 111,029 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: Increase of $625 due to increased postage and printing costs for bids. Final budget adjustments include insurance decrease of ($1,067) , computer charges of ($17,309) , and phone costs of ($641) . 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. 137 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Normal PO's and After-the- fact 6, 652 6,700 6, 700 Sole Source PO's 756 600 550 State Bids 427 495 500 PO's under $5,000 1,297 1,300 1,300 PO's over $5,000 591 590 590 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 138 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PFRSn141QF1. BUDGET UNIT TITLE AND NUMBER: PorcnnnPl -- n1-116 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules, job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three - five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 123,516 $ 129, 110 $ 129, 110 $ 129, 955 Services/Supplies 37,268 42,141 42, 441 41,666 Capital/Credits 0 0 0 0 Gross County Cost 160, 784 171,251 171,551 171,621 Revenue Net County Cost $ 160, 784 $ 171,251 $ 171,551 $ 171,621 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: Increase of $300 for Advertising requested and recommended due to recruitment requirements. Final budget adjustments include insurance increase of $845, computer charges of ($563) , and phone costs of ($212) . 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. 139 ((]] 9:21132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Turnover Rates 16.4% 15% 18% W.C. /Liability Claims 372 350 350 Training Sessions 15 16 18 Sheriff's Testing 229 180 180 Employees on Benefits 810 810 790 Number employees on payroll 967 967 950 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. • 140 921132 BUDGET UN I T SUMMARY AGENCY/DEPARTMENT NAME: C'APTTAT nrTT.AV BUDGET UNIT TITLE AND NUMBER: ('ap ~al nttrlay -- n7-i 4= 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 $ 149,590 $ 25,000 $ 25,000 $ 25, 000 Gross County Cost 149,590 25, 000 25, 000 25, 000 Revenue Net County Cost $ 149,590 $ 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: See next page for Board action. Communication fax frozen until need is demonstrated. 141 91132 CAP I PAL OUTLAY REQUEST RECOMMENDED APPROVED Building and Grounds: Lawn Equipment $ 10,000 $ 10,000 $ 10,000 Clerk and Recorder: Typewriter (2) 1,500 1,500 1,500 Treasurer: Typewriter (1) 1,500 1,500 750 Extension Service: Mobile Phone 500 500 -0- FAX 2,300 2,300 -0- Communications: FAX Machine 2,500 2,500 -0- Undesignated: 6, 700 6, 700 12, 750 $ 25,000 $ 25,000 $ 25, 000 142 321132 ,- - rn :a ,Ml.aaVfirelkad'al.!Satn mr . N N q ..t xi 4"r m N c _c Q O.a. 2 1,,, r c '.4 rn t m •4. J ,, CO C0. V L L S >- • 8. 4) co ,- > J O N yCD o E co US U mi o to a E i a) L r 5.a rn a) as 2 a U - o C T I U o a a o0 Opp O O /) N o 0 ' 0 fl. T ,- 143 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHFRTFF'S nFFTrF BUDGET UNIT TITLE AND NUMBER: SUMMARY ALT nFPARTMFMTS DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $5,541,460 $5,804,136 $5,903,849 $5, 868, 197 Services/Supplies 1,805,396 1, 739, 120 1,890,392 2, 012, 155 Capital/Credits 40,483 69,851 126, 745 88, 745 Gross County Cost 7,387,339 7,613, 107 7,920,986 7, 969, 097 Revenue 868, 614 703,626 928,057 1, 012,277 Net County Cost $6,518, 725 $6,909,481 $6, 992,929 $6, 956,820 Budget Positions 165.5 164.5 167.5 172.5 SUMMARY OF CHANGES: $86, 700 has been requested for three additional Correctional Officer I positions to staff the proposed Work Release expansion. The balance of the increase in the personnel area is in additional overtime for the Drug Task Force. The entire Drug Task Force budget unit has been included and prioritized in the 1993 budget process. The proposed elimination of the Juvenile Detention facility reduces personnel costs by $178,244, or five positions. The Services/Supplies category has increased due to an 11% inmate medical care increase ($37,698) , additional supplies and meal trays for Work Release expansion ($10,000) , increased Motor Pool vehicle maintenance charges ($72,000), and additional resources for the Drug Task Force ($37, 739) . The per meal cost for food will be held at the 1992 rate according to the contractor. There will be a total of nine vehicles replaced in 1993. This is scheduled replacement and does not reflect any expansion. One of the vehicles is the animal control truck that was originally projected with a four-year life. Actual experience has shown the truck should be replaced every three years as mileage accrues at about 45,000 miles annually. The balance includes two unmarked passenger cars and six patrol cars. There were no unmarked vehicles replaced in 1992 because maintenance extended their useful life. The increase in capital is due to requests for Live Scan Fingerprinting for $35,000 to improve effectiveness and efficiency of inmate booking. The Firearms Simulator requested ($38,000) is not funded due to City of Greeley not funding their half of the cost. 144 921132 An itemized list of equipment requested with this budget is as follows: Medical Cart Replacement (01-2310) S 3, 000 Live Scan Fingerprinter (01-2310) 35,000 CCTV Replacement (01-2310) 4,000 Radio/Emergency Equip. Replacement (01-2111) 19, 700 Laboratory FTIR Replacement (01-2118) 17, 500 Radios/Surveillance Equipment (01-2115) 9, 545 TOTAL EQUIPMENT $ 88, 745 Revenue has increased as a result of a new inmate telephone contract with U.S. West that guarantees $52,000 in revenue and an additional percentage for all receipts above the guarantee. This alone is an increase of $27,000 over 1992. Additional revenue is forecast from the Department of Corrections because of continued backlogging of State inmates. While the allowable reimbursement rate declined from $40/day to $16.45, the average daily inmate population is conservatively forecast to increase from 5 to 20. As of this submission, there are 36 State prisoners backlogged in Jail. A conservative average of 8 additional work release beds has been forecast as available for the year. Finally, $214,849 in grant and local cash match revenue has been included. The submitted budget is 1.21% larger than the 1992 net budget. Even with the salary adjustment proposed in the budget guidelines, the submitted budget represents less than 5% growth from 1992 to 1993. Sheriff Jordan has made great efforts to control spending despite an increase in mandated activity costs, such as medical and staffing in the Jail. With the proposed elimination of the Juvenile Facility, the Sheriff's 1993 net County costs, without salary increases, would be down $94, 796 or 1.37%. See individual budget units for details of final budget adjustments. SIGNIFICANT ISSUES: State Sentenced Inmates: DOC prisoners will create a serious overcrowding problem at the Weld County Jail in 1993. It is estimated that nearly half of total facility capacity will be used to house prisoners sentenced to the DOC. State prisoners in regression proceedings from Community Corrections Programs, and Parole violators. The DOC has not been able to reliably forecast backlog projections and a shortfall in system capacity is continuing to build. At least one forecast now indicates 1,200 prisoners may be in the county jail system statewide by December, 1992. That is 400 higher than in 1989 when there were 52 inmates backlogged locally. Juvenile Facility: Continuing to maintain the Juvenile Facility is an issue in need of close scrutiny. There is no local mandate for this activity as it is a State responsibility. However, eliminating the Facility will have considerable impact on all other law enforcement agencies in Weld County because initial transportation will be necessary if a juvenile is to be detained at the Youth Services Facility in Brighton. The local impact on the community is also a key concern because alternatives to detention are very limited and are in need of development. 145 921132 The Budget Unit Ranking includes the cost of five of the six positions currently allocated to the Juvenile Facility. One of the positions would be necessary to provide additional transportation and juvenile court security. Drug Task Force: The Task Force is a multi-jurisdictional grant program to provide drug enforcement in all areas of Weld County. In 1992, the Task Force combined with the Greeley Police Narcotics Unit to form one County-wide enforcement unit. Weld County contributes $45,000 a year to this project. This cash match represents all resources directed to drug enforcement by the Sheriff's Office. The match was originally billed to be supplanted by forfeiture proceeds and while self-funding still appears probable, the timing of forfeitures has lagged. Secondarily, the distribution of forfeiture proceeds is determined by a Control Group comprised of participating agencies. At the present time, over $250,000 in assets have been seized by the Task Force. The Task Force budget has been included in this summary and the cash match prioritized against other activities and programs in the Sheriff's Office. The future grant funding of the program appears firm with more money available in FY 1993-94 than was current. Sheriff Jordan is strongly committed to this program because it leverages $45,000 in local match to obtain almost $260,000 in County-wide drug enforcement activity. OBJECTIVES: 1) Perform all statutory duties of the Sheriff in an effective and efficient manner; 2) Maintain emergency response time in the Operations Department at or below a multi-year average; and 3) Identify and implement 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 172 180 190 Jail Bookings daily 22.4 24.0 26.0 Civil Process Documents 7,351 7,500 7,500 Patrol Calls for Service 15,626 16,000 16,250 UCR Part I Offenses 1,238 1,300 1,300 FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units for details. The Board, on August 18, 1992, approved a reorganization of the Sheriff's Office that addresses the following needs: 1. Additional jail staffing to provide a safe and secure facility 2. Improved organizational communication 3. Preservation of emergency call response resources at the current level 4. More efficient use of human resources 146 9T 1132 The approved reorganization does the folloiwng: 1. Add positions to the jail and increase staffing to a total of 80 positions: • Staff jail according to anticipated need from larger capacity and inmate populations. • Place greater emphasis on training focused to improve required job competencies and improve effectiveness. • Make management personnel available in the facility 24 hours a day. 2. Eliminate the traditional para-military organizational structure. • The vertical communication channel in the Sheriff's Office will have a maximum of two intermediate levels of hierarchy levels between the line worker and Sheriff. • All present management job assignments involving persons commissioned as deputy sheriff's, including that of undersheriff, are eliminated. • Place greater emphasis on use of clerical assignments and civilian supervision to support for administrative activities. Add three additional Office Technician's and a civilian administrative assistant to manager support funtions and civilian staff. The 01- 2110 budget would increase from 25 to 26 FTE's. • Place greater emphasis on empowerment of line personnel for day-to-day decision making and outcomes. • Fundamentally change the management role and responsibility in the organization to be more general and administrative with line training and outcomes accountability supplanting the need for direct supervision. 3. Maintain the number of line positions providing response to emergency calls at the same level as before the reorganization. • There were 43 persons assigned to the Operations Department as Deputy II and Special Assignment Deputy II. There are still 43 persons assigned in the same categories after the reorganization. 147 921132 • The total number of personnel in this department would be reduced from the current 59 FTE's and four half-time process servers to 54 FTE's and four half-time process servers. The reduction is a result of fewer management positions. 4. Some jobs in the Sheriff's Office can be performed with Less qualified personnel requiring less compensation. • Jobs have been re-evaluated to comply only with basic county jail mandates. • _The jail population is overwhelmingly held short-term and therapeutic efforts and program sexceed mandates. Only inmate classification for housing and crisis services will be provided. Academic, voctional, or therapeutic programs wioll be offered only if qualified volunteer or pro-bono community resources are available. The current programs counseling staff will be reduced by two Counselor III and one Counselor II. • Past supervision of the trusty, work release, and home detention programs with counselors may conflict with professional roles. Supervision of these programs will require rule enforcement and collection fees by three civilian staff positions. • Lobby related activities during the work week, 0800 hours to 1700 hours, will be performed by civilian support staff. These activities include, but are not limited to, accepting and releaseing inmate property and funds, writing case reports, and providing information. Jail staff will be responsible for these activities only for limited periods of the weekends, holidays, and evenings as is necessary for inmate visitation. 5. Maintain 1993 personnel cost in the reorganization at that level recommended by the Director of Finance. • The reorganization, as proposed, would result in an overall staff increase from the recommended 164.5 to 169.5. See individual budget units for additional recommendations. BOARD ACTION: Board reconfirmed the approval of the reorganization effective with the 1993 budget as part of the approval of the Amendment One (TABOR) budget plan. Board partially funded juvenile facility. See Corrections Administration budget for details. 148 921132 BUDGET UNIT. SUMMARY AGENCY/DEPARTMENT NAME: GUFRTvr'c ovFTrF BUDGET UNIT TITLE AND NUMBER: Sheriff AAminictratinn -- 01-7118 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 $ 891, 734 $ 759, 158 $ 759, 158 $ 692,282 Services/Supplies 666,858 523,982 533,223 567,240 Capital/Credits 1, 195 17,850 38,000 -0- Gross County Cost 1,559, 787 1,300,990 1,330,381 1,301,022 Revenue 112,958 7,800 41,500 41,500 Net County Cost $1,446,829 $1,293, 190 $1,288,881 $1,259,522 Budget Positions 30 25 25 26 SUMMARY OF CHANGES: Increased services include $8,000 for peace officer basic training costs due to CLETA closing. Increased revenues are due to new program for inmate bond fees ($36,000) with an offset of a $2,300 reductions in training fees. Final budget adjustments include salary adjustment of ($66,816) , computer charges of $68, 405, and phone costs of $7,112. OBJECTIVES: 1) Explore and assess combined records functions with the Greeley Police Department; 2) identify training needs for division; 3) Develop a strategic plan to achieve total electronic messaging; 4) Complete Jail Training Program instructional design project and implement training; 5) Develop communicable disease training program for all personnel; and 6) Increase minority representation through recruitment, selection and collaboration with LULAC. 149 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Applicants Processed 161 160 160 Bookings 8, 188 8, 169 8,234 Commissary orders processed 4,638 5,000 5,000 FINANCE/ADMINISTRATI0N RECOMMENDATION: Recommend approval. BOARD ACTION: No change, except reorganization that was approved. Firearms training simulator ($38,000) was eliminated because City of Greeley did not fund their half. • • 150 9:1132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: cHFPTPF'c (1FFTrF BUDGET UNIT TITLE AND NUMBER: rrima rnntrn1 and Tnvactigatinn -- n1-7111 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 $2,093,234 $2,243,371 $2,243,371 $2,075, 112 Services/Supplies 267, 760 367,091 426, 101 457, 401 Capital/Credits 16,680 19,550 19, 700 19, 700 Gross County Cost 2,377,674 2,630,012 2,689,172 2,552,213 Revenue 101,406 182,295 192, 013 192,013 Net County Cost $2,276,268 $2,447, 717 $2, 497,159 $2,360,200 Budget Positions 56 59 59 55 SUMMARY OF CHANGES: Vehicle maintenance cost projected to increase $72, 000 in 1993. Revenues are up $9,718 due to service contract increases. Final budget adjustments include salary adjustment of ($142,459) , for reorganization and phone costs of $5,500. OBJECTIVES: 1) Continue development of community based policing efforts through training and community development; 2) Evaluate burglary clearance rate for 1991, 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 drug awareness programs; 5) Maintain percentage of served civil papers versus received civil papers at 85%; 6) Attempt to 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 month. 151 991132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Total calls for service 15,612 15,654 15,950 Total calls for service - criminal 3, 718 3,430 3, 400 Total calls for service - non-criminal 11,894 12,224 12,554 Total contract hours 2,825 2,783 2, 783 Incoming civil process 7,351 7,750 8, 138 Warrants processed 6,915 4,858 5,897 Total burglaries 348 324 300 Extraditions (yearly/cost) 58/$80,290 60/$25,620 60/$25, 700 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the plan to contract with the City of Greeley for property evidence management. As a result, $25, 800 was moved out of Personal Services to Professional Services. Reorganization . approval confirmed by Board in the final budget approval process. 152 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: Wol, rnnnty Mniti-Tnricrirtinnal Tlrng Tack rnrra BUDGET UNIT TITLE AND NUMBER: Tln+g Tack Pnrro -- ❑1-2115 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 $ 105,804 $ 148,538 $ 161,551 $ 162,934 Services/Supplies 30,822 51,014 88, 753 82,282 Capital/Credits 9, 717 6, 113 9,545 9,545 Gross County Cost 146,343 205, 665 259,849 254, 761 Revenue 110, 134 160,665 214,849 214,849 Net County Cost $ 36,209 $ 45,000 $ 45,000 $ 39, 912 Budget Positions 3 4 4 4 SUMMARY OF CHANGES: This grant functions on federal budget year guidelines. The above "Requested Next FY" reflects the change to match the federal fiscal budget year, from October 1, 1992 through September 30, 1993. The grant has been approved by the Colorado Department of Public Safety. Final budget adjustments include insurance increases of $1,383, and phone costs of ($6,471) . OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; and 3) Establish an exchange of information with other law enforcement agencies. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Criminal cases 81 123 164 Drug arrests 22 57 92 Estimated value of drugs removed $468,526 $2, 089,597 $2,500, 000 153 921132 FINANCE/ADMINISTRATION RECOMMENDATION: The Task Force is a multi- jurisdictional grant program to provide drug enforcement in all areas of Weld County. In 1992, the Task Force combined with the Greeley Police Narcotics Unit to form one County-wide enforcement unit. Weld County contributes $45,000 a year to this project. This cash match represents all resources directed to drug enforcement by the Sheriff's Office. The match was originally billed to be supplanted by forfeiture proceeds and while self-funding still appears probable, the timing of forfeitures has lagged. Secondarily, the distribution of forfeiture proceeds is determined by a Control Group comprised of participating agencies. At the present time, over $250,000 in assets have been seized by the Task Force. The Task Force budget has been included in this summary and the cash match prioritized against other activities and programs in the Sheriff's Office. The future grant funding of the program appears firm with more money available in FY 1993-94 than was current. Sheriff Jordan is strongly committed to this program because it leverages $45,000 in local match to obtain almost $260, 000 in County-wide drug enforcement activity. Recommend approval with the provision that the Sheriff be committed to encourage the control group to return the match to local entities participating as forfeitures become available. Concur with conservative approach of not budgeting the $39,912 match. BOARD ACTION: Board approved the budget, but encouraged the control group to consider rebating the grant match from seized funds as the monies are available. 154 921132 BUDGET UNS'r SUMMARY AGENCY/DEPARTMENT NAME: CHFRTFF'S nrrTrF BUDGET UNIT TITLE AND NUMBER: Raginnal Fnranair lahnratnry -- n1-2118 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 $ 56,597 $ 59,266 $ 59,266 $ 61, 144 Services/Supplies 13,499 12,054 9,152 9,514 Capital/Credits 6,000 4,825 17,500 17,500 Gross County Cost 76,096 76, 145 85, 918 88,158 Revenue 37, 753 38,550 42,959 42, 959 Net County Cost $ 38,343 $ 37,595 $ 42,959 $ 45, 199 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Reduction in Services/Supplies area from deduction of one-time 1992 cost for installation of piece of equipment by Buildings and Grounds and lower than expected costs for peer review. Increase in Capital due to equipment replacement as existing FTIR analytical instrument is obsolete and will no longer be supported by the manufacturer. Revenue has increased because this figure represents a 50/50 split of gross cost with the Greeley Police Department. The higher gross cost drives increases in revenue. Final budget adjustments include insurance adjustment of $1,878, and phone costs of $362. OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification. 155 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Drug Items Monthly 42.8 40.8 45.0 Arson Evidence Monthly 4.6 3.8 4.5 Paint Evidence Monthly 1.2 2.8 3.0 Analysis Hours Monthly 73.2 82.0 85.0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. • • 156 921132 BUDGET UNIT SLTNELvLAWY AGENCY/DEPARTMENT NAME: SHFRTFF'c nvFTrF BUDGET UNIT TITLE AND NUMBER: rnrrrrtinnal 4dminictratinn -- r11-111n 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 $2,332,868 $2,529, 444 $2, 616, 144 $2,812, 114 Services/Supplies 769,195 719,841 766, 940 787, 711 Capital/Credits 6,890 21,513 42,000 42,000 Gross County Cost 3, 108, 953 3,270, 798 3,425, 084 3, 641, 825 Revenue 479,664 279,540 406,037 489, 757 Net County Cost $2,629,289 $2,991,258 $3,019, 047 $3, 152, 068 Budget Positions 73 73 76 84 SUMMARY OF CHANGES: $86, 700 has been requested for three additional Correctional Officer I positions to staff the proposed Work Release expansion. Services/Supplies have increased due to an 118 inmate medical care increase ($37,698) , additional supplies and meal trays for Work Release expansion ($10,000) . The Capital Increase is due to one major item of equipment to improve effectiveness and efficiency of inmate booking (Live Scan Fingerprinting for $35,000) . Revenue has increased because of a new inmate telephone contract guaranteeing greater benefits ($52, 000+) , higher work release average of 28, and an average DOC backlog of 30 at $16.45/day as approved by the Colorado State Auditor's Office. Proposed changes of Juvenile Detention Facility reduces personnel costs by $168, 076. Final budget adjustments include salary adjustment due to reorganization of $264,046, and phone costs of $2,051. 157 921132 OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; and 2) Identify and implement Jail alternatives to prolong the useful life of the proposed facility. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Average daily population 172 180 190 Bookings 22.4 24.0 26.0 FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget proposes elimination of the Juvenile Detention Facility with the reduction of 5 FTE, or $178,244. The sixth position in the Juvenile Division would be retained for transfer to the Courts Unit primarily to provide transportation for juvenile offenders between an approved DYS juvenile facility in Brighton and the Weld County Juvenile Court. Because this position would have transportation responsibilities for no more than three days each work week, the balance of the position would be used to supplement the Courts Unit with adult inmate security within the Courthouse or custody of juveniles. Eliminating the Juvenile Facility without any provision for juvenile transportation and custody during Juvenile Court proceedings will create an additional burden on the Operations Department and reduce the resources available for call response and criminal investigative activities. Even with the transportation position, elimination of the Juvenile Facility will have substantial impacts on primarily the Greeley Police Department. Smaller law enforcement agencies would not be impacted as frequently, but the impact would result in the town being without local service for the duration of the transport. There is no local mandate for this facility since it is a State responsibility to detain juvenile offenders. Weld County is one of the last Counties, except Boulder County, to operate a juvenile detention facility. The decision to not provide a juvenile facility is timely since Weld County must do a $400,000 remodel to provide such a facility due to the adult female population requiring the current juvenile area and sight and sound separation from adult inmates. The standards and program requirements of a juvenile facility continue to become stricter with the potential of the trend and corresponding costs continuing in the future for construction and operations of the facility. If the facility remains open, two additional positions are requested. The unfortunate suicide of a juvenile inmate this year also reminded us all of the tremendous liability exposure Weld County has in operating a juvenile detention facility. As a self-insured entity, the County would bear the full financial liability that may result. Finally, the juvenile facility is the lowest ranked program priority of the Sheriff's Office. All other items are recommended. 158 921132 BOARD ACTION: The Board reaffirmed approval of the reorganization in light of TABOR's passage. As a compromise the juvenile facility will be manned around the clock, but not as an overnight, 48-hour holding facility, only to do screening, and holding up to six hours for transportation or court appearances. State will help fund the juvenile facility with a grant of $46,000 for screening and $18, 720 for electronic monitoring. The City of Greeley will pay $17,000 and Evans $3,000 for juvenile transports. The county added an additional $6, 168 for a total county cost of $63,413 to operate the facility. Four additional positions were approved. 159 921132 E31-TI)(3EEVOU UNIT SLTbTh4ARY AGENCY/DEPARTMENT NAME: CHFRTFF BUDGET UNIT TITLE AND NUMBER: nffira of Finarganry Managamant -- nt-,gin 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 $ 33,464 $ 35, 180 $ 35, 180 $ 35,379 Services/Supplies 8,513 11,081 12,390 12,463 Capital/Credits Gross County Cost 41,977 46,261 47, 570 47,842 Revenue 26,699 31,026 26,699 26,699 Net County Cost $ 15,278 $ 15,235 $ 20,871 $ 21, 143 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Increase of $500 for cellular phone not in prior year budget. Other increases of $409 is for phone and data processing charges. No total yearly anticipated revenue figures received from DODES, now OEM, due to State Department changes, but anticipating a minimal net increase. Final budget adjustments include insurance increases of $194, computer charges of ($990), and phone costs of $163. OBJECTIVES: Comply with State and Federal EMA programs. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY 9 Plans Completed 1 2 2 Public Education it attended 12 18 15 9 of Incidents 80 54 75 Exercises 8 10 8 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 160 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SRPRTFF' S nrrtrp BUDGET UNIT TITLE AND NUMBER: rnnnty-wir1c Animal rnntrnl -- o1-7980 DEPARTMENT DESCRIPTION: Sheriff's Office provides county-wide 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 $ 27, 758 $ 29, 179 $ 29, 179 $ 29,232 Services/Supplies 52,908 54,057 53,833 54,044 Capital/Credits Gross County Cost 80,666 83,236 83,012 83,276 Revenue 0 3, 750 4,500 4,500 Net County Cost $ 80,666 $ 79,486 $ 78,512 $ 78,776 Budget Positions 1.5 1.5 1.5 1.5 SUMMARY OF CHANGES: Change due to decrease in services ($224) and supplies ($64) . Contract with the Humane Society is the same as current year ($41,233) . Increase in projected revenue through dog-at-large summons of $750 is included based upon current trends. Final budget adjustments include insurance increase of $53, and phone costs of $211. OBJECTIVES: 1) Continue towards the development of 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; and 2) Obtain limited commissions for animal control officers to issue summons for state statute violations dealing with animals. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Calls for service 1,419 1, 780 2, 141 Summons issued 149 120 130 Revenue $4,275 $4,270 $5, 125 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD,ACTION: No change. 161 9X1132 \ l7 :..ate • T Oaf 1C ._ ,_ VWI O �, .:.... . .... . ,.... .. . . ..' rn W. , . . . . . . .. .. . . . .. 0 . . . .. ...... . ............ . . . .. Cti . . .:. ,. .... . \ N Z� mo�-Q . ,...°) E O .... . .. .. , .. .... ................. .....,, _ . . . .... Es- $ \ N r) • T CO l2 • T W I. 1 I I 1 I r I i I i I r Inn O ?t oo 0 O0 0OO G0 O w U) O YI 00 0 tl) 0 L!) EL M PJ N 01 T .- 162 921132 BUDGE T UNIT SUMMARY AGENCY/DEPARTMENT NAME: rnMwmiTrATrnMs BUDGET UNIT TITLE AND NUMBER: rnnnty-vido rnmmvniratinnc -- r)1-91sn DEPARTMENT DESCRIPTION: Provides dispatch services for 21 law enforcement agencies, 18 fire departments, 2 rescue/ambulance departments, plus local government including road and bridge. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 691,401 $ 756,853 $ 732,870 $ 732,870 Services/Supplies 283,716 273,951 277,562 264,829 Credits 0 (53,345) 0 0 Gross County Cost 975, 117 977,459 1,010,432 997, 699 Revenue 145,890 25,000 54,362 54,362 Net County Cost $ 829,227 $ 952,459 $ 956,070 $ 943,337 Budget Positions 29 29 27 27 SUMMARY OF CHANGES: The major change in this year's budget was the additional maintenance contract cost of E911 peripheral equipment due to the 911 Authority Board voting to pass that cost on to Weld County. Total increase is $2,132 for Lanier Instacall recorder maintenance. There was a slight increase in Travel and Meetings due to cost of travel, increases in cost of conference registrations, and more involvement by the Communications management staff. There is also a slight ($600) increase in Training due primarily to an increase in the cost of registration for Outside training courses. There is also a grade increase request (Grade 54 to 57) for the Communications Director. Two PBX Operators have been eliminated due to the new phone system for a savings of $23,983 in salaries. Credits have been transferred to revenue. Final budget adjustments include decreases in computer charges of ($12,876) , and phone costs increase of $143. 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 maintain the E-911. emergency telephone system. 163 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Calls for service-Ambulance 38, 732 38,900 40, 000 Calls for service-Fire 33,953 34,000 34,500 Calls for service-Police 289,818 292,000 295,000 Calls for service-Sheriff 218,087 230,000 250,000 Status Activity-total 580,590 594,590 619,500 Primary agencies dispatched 41 41 41 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Reduction of two PBX Operators was planned with the new phone system. Salary, adjustment of the Director is a policy decision of the Board. Budget also includes a request for a FAX machine ($2,500) . The Dispatch Center has a requirement for operation of a 24-hour-per-day, 7-day-per-week, 52-weeks-per-year FAX machine. Although FAX machines are available for shared use by Dispatch, they are only Monday through Friday, 8:00 a.m. - 5:00 p.m. , and not available during other hours. The National Weather Service will be providing severe weather announcements and maps via a FAX for the first time. A FAX machine must be available to take advantage of this new system. The request is for a paper FAX machine to be made available inside the Dispatch Center for continuous use. Policy issue. BOARD ACTION: Board denied salary increase of the Director, but approved the reduction of two PBX Operators. The funding for the FAX machine was frozen until further study demonstrates the need. 164 921132 BUDGET iINIT SalvIlviaiztY AGENCY/DEPARTMENT NAME: rnmmiTNTraTTnws BUDGET UNIT TITLE AND NUMBER: rnmmnniratinn cyctom npvp)npmant -- 01-1151 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 0 2,000 2,000 2, 000 Capital/Credits 119,958 48, 000 48, 000 73,000 Gross County Cost 119, 958 50,000 50, 000 75, 000 Revenue 0 0 0 0 Net County Cost $119,958 $ 50,000 $ 50, 000 $ 75,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: The $75,000 includes the current level plus reappropriation of $25,000 carried over from 1992. This amount will be used to develop improvements in south county radio coverage. 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 $75, 000. If major capital expenditure is required, consider increase in Capital Expenditures Fund in the future. BOARD ACTION: Board approved $75,000 for south county radio enhancements and directed staff to apply for Energy Impact Assistant Grant for the additional match of $150, 000. 165 004 4 na BUDGE T UNIT SUMMARY AGENCY/DEPARTMENT NAME: rnMMIINTC4TTLIN5 BUDGET UNIT TITLE AND NUMBER: F-411 Adm4ntc rat{nn -- n1-7157 DEPARTMENT DESCRIPTION: Administration of Countywide E-911 system. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies $ 197 $ 700 $ 700 $ 700 Capital/Credits Gross County Cost 197 700 700 700 Revenue Net County Cost $ 197 $ 700 $ 700 $ 700 Budget Positions -- -- -- -- SUMMARY OF CHANGES: No change from 1992 funding level. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain 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. 166 321132 I3I DGE P UNIT ST.J1vIlwl.PsECY AGENCY/DEPARTMENT NAME: rne(UFP BUDGET UNIT TITLE AND NUMBER: rnrnnor -- 0t-21An 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 $ 10,800 $ 20,400 $ 23,490 Services/Supplies 58,323 67,520 66,300 69, 189 Capital/Credits Gross County Cost 65,657 78,320 86, 700 92,679 Revenue Net County Cost $ 65, 657 $ 78,320 $ 86, 700 $ 92, 679 Budget Positions SUMMARY OF CHANGES: Budget is the same as current year, except for. a request of an additional $12,690 to compensate the Deputy Coroner to do investigations. Phone costs were increased $1,669 in the final budget adjustments. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Death Caseload 440 450 450 167 921132 FINANCE/ADMINISTRATION RECOMMENDATION: The Coroner has requested an additional $12, 690 to compensate his Deputy Coroner. The Coroner feels the extra compensation is needed, plus it would allow him to have the Deputy Coroner perform homicide investigations. Cost is $9,600. Policy issue. If approved, benefit cost should be decided by the Board, since you would have a full-time position. BOARD ACTION: Board approved a full time equivalent position at the added cost of $12,640. Coroner may job share the position to accommodate his needs. 168 921132 BUDGET UNI'r SUMMARY AGENCY/DEPARTMENT NAME: rnmmuNTrry rnwRFrTrnr4 BUDGET UNIT TITLE AND NUMBER: rnmmnnity rnrrartinnc -- 01-9190 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 $ 13,615 $ 23,384 $ 23,592 $ 23,592 Services/Supplies 1,548,227 1,476,616 1,676,696 1, 676,696 Capital/Credits Gross County Cost 1,561,842 1,500, 000 1, 700,288 1, 700,288 Revenue 1,560,835 1,500,000 1, 700,288 1, 700,288 Net County Cost $ 1,007 $ -0- $ -0- $ -0- Budget Positions 0 1 1 1 SUMMARY OF CHANGES: Budget funded at State level of $1, 700,288 for FY 1992-93. 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, this will be continued in 1993. 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 60,000 65,180 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Services are provided via the contract with Chiron Corporation located at "The Villa" in Greeley. BOARD ACTION: No change. 169 92.ii 3z. BUDGET UN S'r Si_TNII.ZARY AGENCY/DEPARTMENT NAME: vntITN SHFTTFR HnMF BUDGET UNIT TITLE AND NUMBER: nolinrinantc and nrhar Tnctitntinnc -- n1-911Q 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 $ 161, 734 $ 170,269 $ 250,544 $ 0 Services/Supplies 24, 776 23,641 55,876 0 Capital/Credits Gross County Cost 186,510 193,910 306, 420 0 Revenue 93,807 100,275 306, 420 0 Net County Cost $ 92,903 $ 93,635 $ 0 $ 0 Budget Positions 6.25 7.25 10.25 0 SUMMARY OF CHANGES: The department is in the process of evaluating the possibility of expanding the facility and converting it into a self sufficient RCCF. Also, the department is looking into the possibility of another provider to run the shelter. The budget numbers above may need to be revised prior to final budget. The amount above were based on an assumption of 10.25 staff, about $1, 600 reimbursement rate, and an average occupancy of about 16. By converting the shelter to a RCCF, the County will reduce or eliminate the share of costs they contribute. OBJECTIVES: 1) Provide temporary food, shelter and supervision for adolescents who 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. 170 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Average number of youth in shelter over one year 7.5 10.0 12.0 FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget eliminates this budget on the basis that the facility will be leased to a non-profit provider to operate without County subsidy, thus eliminating this budget. Policy issue. The Board, on August 17, 1992, authorized staff to proceed with the development of a contract with Alternative Homes for Youth to operate the facility, effective November 1,1992. BOARD ACTION: No change. 171 9;1132 BUDGET T N I T SUMMARY" AGENCY/DEPARTMENT NAME: Ptt¢rrr SFRVTrF -- BUT BUDGET UNIT TITLE AND NUMBER: Ucafvl Pnhflr Sprvirp -- nt-1140 DEPARTMENT DESCRIPTION: Program provides an alternative to jail for first time drunk driving offenders by requiring court sentenced hours of useful public service. Some county and district court referrals are sentenced to useful public service. Beginning in 1989, convicted uninsured drivers have a mandatory useful public service sentence of 40 hours. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 106,917 $ 108, 789 $ 108, 789 $ 110, 138 Services/Supplies 45,449 37,818 39,818 34,636 Capital/Credits 0 0 0 0 Gross County Cost 152,366 146,607 148,607 144, 774 Revenue 117,620 149,849 135, 000 156,216 Net County Cost $ 34,746 $ (3,242) $ 13,607 $(11,442) Budget Positions 4.5 4.5 4.5 4.5 SUMMARY OF CHANGES: Expenditure budget is unchanged for 1993, except an increase in insurance costs of $1,500 based upon client volume. Revenues have been dropped by $14,849 to reflect current revenue trend. Final budget adjustments include insurance increases of $1,349, computer charges of ($4,429) , and phone costs of ($253) . OBJECTIVES: 1) Increase efforts to reduce revocations; 2) Study possibility of local municipalities using Weld County Useful Public Services; 3) Increase Weld County usage of Community Service for special projects; and 4) Develop volunteer work site supervisor through UNC for juvenile offenders. • 172 9. 1132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Clients per month 250 250 250+ FINANCE/ADMINISTRATION RECOMMENDATION: With the reduction of revenue to revenue trend,_ the program is not budgeted to be self-sufficient as originally planned. The actual financial results are the same with the realistic revenue estimates. The subsidy of $13, 107 appears justified when avoidance of jail population increase is considered. BOARD ACTION: Board authorized giving UPS credit financially for the value of work performed by the UPS clients in trash pickup throughout the county. The work was valued at minimum wage per hour. A total of $21,216 from the Solid Waste Fund will be transferred annually for this purpose. Otherwise, no changes. The Board directed that a letter to the courts encouraging them not to waive the UPS fee at time of sentencing be sent. Also, the Board wishes to seek a legislative amendment to increase the UPS fee from $60, which it has been for several years. 173 921132 BUDGET 1 JN I T SIJMMARY AGENCY/DEPARTMENT NAME: PTANNTNa 4Nn 7nNTNr BUDGET UNIT TITLE AND NUMBER: Blinding Tncp rtinn -- nT-767n 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 $ 200,853 $ 210, 727 $ 210,727 $ 209,898 Services/Supplies 62, 108 60,428 60,624 59,514 Capital/Credits 37,806 36, 169 40, 743 40, 743 Gross County Cost 300, 767 307,324 312,094 310, 155 Revenue 456,342 384,000 384,000 393,400 Net County Cost $(155,575) $ (76,676) $ (71,906) $ (83,245) Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Increase of $196 in Services/Supplies due to increased costs for office supplies, postage, printing, and subscription services. There is a reduction in costs for purchasing uniform code books. Management of department performed by Planning Services' Director (.25 FTE) and other administrative support performed by Planning personnel is equivalent to 1.2 FTE. Recovery of these costs are shown as a charge back in this year's budget. This cost has increased $4,674 because of adjustments in FTE's for different positions and personnel changes. Department is requesting the replacement of three existing vehicles. Revenues are up $9,400 from the current year .due to volume. No fee increases are recommended. Final budget adjustments include insurance adjustments of ($829) , computer charges of ($1,399) , and phone costs of $289. 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. 174 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Management/support hours 3,654 3,828 4,263 Inspection hours 8,700 8, 700 8, 700 Construction permits 1.923 1.500 1,900 Construction inspections 10, 127 11,000 11,000 Complaint investigations 151 260 150 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 175 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: WASTF WATFR MANAaFM7NT BUDGET UNIT TITLE AND NUMBER: Warta Water Managampnt -- 01-945(? 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 $ 6,001 $ 5,648 $ 5,648 $ 5,648 Capital/Credits Gross County Cost 6,001 5,648 5,648 5, 648 Revenue Net County Cost $ 6,001 $ 5,648 $ 5,648 $ 5, 648 Budget Positions SUMMARY OF CHANGES: County assessment for membership in North Front Range Water Quality Planning Association. 1993 assessment is $5,648, same as last year. OBJECTIVES: n/a ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Board authorized by resolution in July, 1987 to be a charter member in the'Association. Recommend approval. BOARD ACTION: No change. 176 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PKTPNCT(1N TWPAPPMPNT BUDGET UNIT TITLE AND NUMBER: Parr and Woodc -- n1-79Qn 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 $ 77,349 $ 94,007 $ 94,007 $ 74,238 Services/Supplies 119,369 102,597 102,597 67, 090 Capital/Credits 0 0 0 0 Gross County Cost 196,718 196,604 196,604 141,328 Revenue 8,418 3,000 3, 000 3,000 Net County Cost $ 188,300 $ 193, 604 $ 193, 604 $ 138,328 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Final budget is at the 1991 funding level. Capital expenditure costs of $18,889 have also been requested, but only $17,819 is recommended in Motor Pool IGA budget. Insurance costs were adjusted up by $1,238. Overall costs were reduced by $56,514 per TABOR plan to fund at 1991 level. OBJECTIVES: 1) Carry out Pest Control District Law (noxious weed control) on County property; 2) Work with weed complaints and help landowners comply with weed law; 3) Carry out Roadside Vegetation Management Program - reduce if not eliminate broadleaf weeds on roads the Road and Bridge Department identify and at all intersections; 4) Initiate educational programs to inform the public of the newly enacted "Colorado Weed Management Act". ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Noxious Weed Control Program 80% time 90% time 90% time Roadside Vegetation Manage- ment Program (20% time) 20% time 10% time 10% time 177 921132 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of base budget. Capital equipment requested is as follows for Motor Pool IGA: Request Recommend A. 2 Computer Injection System Replacements $ 14,950 $ 14, 950 B. 4 Used Two-Way Radios 520 -0- C. 1 Mobile Radio and Antennae 419 419 D. 1 Printer/Datalogger 2,450 2, 450 Capital Expenditure Total $ 18,339 $ 17.819 A. To upgrade computerized chemical injection systems on the two Cibolo Swinglok sprayers. The computers on the trucks are 7 and 8 years old, respectively, and have been giving staff problems over the last two years. They have lost spraying time and have had only one chemical tank functioning on one truck the last two years. The cost for upgrading the two computers for the chemical injection systems would not exceed $14,950. Policy issue. B. There are no two-way radios in any of the spray vehicles. Recommend getting used Road and Bridge radios being replaced in 1993. No cost. C. Carry phone for Manager's vehicle ($419) . Recommend approval. D. Printer/Datalogger from Cross Equipment Company for $2, 450. The printer/datalogger will attach to the computer on the new spray truck and help accurately map County roads sprayed and provide staff with historical records to document progress made year-to-year. Policy issue. An additional used pick-up is requested for the program. Policy issue. BOARD ACTION: The Board, due to the passage of Amendment One (TABOR) , reduced the funding to the 1991 level by $56,514 prior to the passage of the Weed Management Act, which is an unfunded state mandate. Equipment of $17,819 is frozen until it is determined if it is still needed with the reduction in program. 178 921132 }BUDGET UNZT SUMMARY AGENCY/DEPARTMENT NAME: FNfTNFFRINf DFD8RTMFNT BUDGET UNIT TITLE AND NUMBER: nanaral Fnginaaring -- n1-4187 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 $ 300,478 $ 309, 983 $ 309,983 $ 314,688 Services/Supplies 85,862 64,805 64,805 73,016 Capital/Credits (1, 131) 0 0 0 Gross County Cost 385,209 374,788 374, 788 387,704 Revenue 0 0 0 0 Net County Cost $ 385,209 $ 374, 788 $ 374, 788 $ 387,704 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: The budget request for 1993 is the same as budgeted for the current year. No major changes are anticipated in workload or programs for 1993. Final budget adjustments include insurance increase of $4, 705, computer charges of $8,546, and phone costs of $165. OBJECTIVES: The Engineering Department designs and manages contract construction and provides technical support for Road and Bridge, as well as other departments such as Planning, Purchasing, and the County Attorney's Office. The main activities within the Engineering Department are bridge inspection; pavement management; construction management and inspection; material testing; bridge grant administration; and utility permitting and inspection. 179 921132 ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Bridge Inspections 93 120 120 Bridge Design/Const. Admin. 4 3 4 Road Contracts $1, 520, 460 $2,373,600 $1, 500, 000 Utility Permits 309 250 250 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The request to upgrade the utility permit position at a cost of $1, 750 was denied by the Board. No other changes were made. • 180 921132 BUDGE T UN I T S'CJMMARY AGENCY/DEPARTMENT NAME: FYTFNCTr1N fPP4RTMFNT BUDGET UNIT TITLE AND NUMBER: Fvtancinn Carvira -- of-940!1 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 $ 149,545 $ 167,322 $ 168,822 $ 168,822 Services/Supplies 69,821 69,567 75, 053 70,364 Capital/Credits 0 0 0 0 Gross County Cost 219,366 236,889 243,875 239,186 Revenue 0 0 0 0 Net County Cost $ 219,366 $ 236,889 $ 243,875 $ 239, 186 Budget Positions 10.5 11 11 11 SUMMARY OF CHANGES: The State/County Memorandum of Understanding (MOU) requires an increase of $1,500 for Extension Agents' salaries. A FAX machine ($2,300) and Motorola carry phone ($500) are included as policy issues in the Capital budget. All other line items remain unchanged. Final budget adjustments include increases in computer charges of $2,297. Mileage costs were reduced $1,500. 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 Workload 219,366 239, 731 243,875 181 91132 FINANCE/ADMINISTRATION RECOMMENDATION: Recommended budget is funded at the 1992 level. The 1992 budget includes one 1002 funded Extension Agent position for 4-H Program ($11,990) . This is an exception to the Board's policy of funding beyond State matching level. If this is a high priority program, consideration should be given to shifting a State-funded agent to these duties and reducing service level in lower priority area. Policy issue. This program could experience change and possible reductions in the future as Congress is looking with Representative Dan Glickman's (D - Kansas) bill calling for a consolidation and reduction of the Agriculture Department's budget as it relates to County extension services. BOARD ACTION: Due to the passage of Amendment One (TABOR), the Board froze the Extension Office at the 1992 funding level. MOU salary adjustments of $1,500 were offset by a $1,500 reduction in mileage. The Board asked the Extension Service to look into charging fees for services of $15,000 to offset the unfunded state agent in the 4-H program. Fees can come from any program, not specifically 4-H only. The revenue was not budgeted pending work with the state and federal offices to determine if fees are possible under the MOU agreements. Fax machine and phone in capital equipment were not approved. 182 921132 BiJDGET UNIT SL7NiNIARY AGENCY/DEPARTMENT NAME: PTNANfF ANTI AnMTNTCTR4TTnN BUDGET UNIT TITLE AND NUMBER: Votoranc' nff;ro -- nl-a7nn DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 33,409 $ 36,086 $ 36,086 $ 36,272 Services/Supplies 2,585 3, 141 3,091 3, 001 Capital/Credits Gross County Cost 35,994 39,227 39,177 29,273 Revenue 600 600 600 600 Net County Cost $ 35,394 $ 38,627 $ 38,577 $ 38,673 Budget Positions 2 1.5 1.5 1.5 SUMMARY OF CHANGES: Budget amount reflects a $50 reduction in supplies. Final budget adjustments include insurance increase of $186 and phone costs of ($90) . 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. 183 921132 BUDGE P UN S T SLTNI.M.A.FUY" AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: A4rrnrr Trancfor -- n1-9QOn 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 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Capital/Credits Gross County Cost 50,000 50,000 50,000 50,000 Revenue Net County Cost $ 50,000 $ 50,000 $ 50,000 $ 50,000 Budget Positions SUMMARY OF CHANGES: Airport has requested a total of $72,500 for 1993. $50,000 is requested for phase one implementation of the Airport Master Plan, $15,000 for a Fuel Storage Facility, and $7,500 for State Discretionary Grant Matching Funds. Only $50,000 is included in the recommended budget, per Board policy. 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. In 1991 the unspent $50,000 was placed into an escrow account for the fuel storage facility. Recommend that any unspent monies of the $50,000 goes into the fuel storage facility escrow to fund a facility by 1998. State Discretionary Grants are a new program not yet committed to by Weld County. Policy issue. BOARD ACTION: No change. Board will consider funding only matching FAA grants. 184 1 '2 SLJDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: WWII) MFNTAT wF4rTH rPNTFR BUDGET UNIT TITLE AND NUMBER: WaIA Mental Health -- n1-41Q0 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 110,612 128,931 133, 177 128,931 Capital/Credits 0 0 0 0 Gross County Cost 110,612 128,931 133,177 128,931 Revenue 0 0 0 0 Net County Cost $110,612 $128,931 $133, 177 $128,931 Budget Positions -- -- -- -- SUMMARY OF CHANGES: Budget request is for $44,000 for inpatient mental health services and $89,177 for general mental health services. This represents an increase of $4,246 over 1992. 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 Admissions 1,535 1,600 1,600 FINANCE/ADMINISTRATION RECOMMENDATION: Recommended budget is at 1992 funding level of $128,931 per Board policy to hold outside agencies at the 1992 level. Added request is a policy issue regarding expansion of services. The Weld Mental Health justification for the request is as follows: 185 921132 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 the primary concern. Many of the children and adolescents and their families are in chaos at the time of the referral. Without some kind -of plan for stabilization, many of these youth and families will require long term services from a range of community social service and/or law enforcement agencies. During 1991-92, the decline in mental health service capacity for this population did level off. This is in large part due to some additional funding from local funding sources. This has demonstrated the effect which additional investments can make in addressing this serious need in the Weld County community. Year Total Admissions Children/Adolescents 1986-87 2385 683 1987-88 2303 674 1988-89 2099 749 1989-90 1737 620 1990-91 1535 495 1991-92 1547 599 It is for the above reason that the Weld Mental Health Center Board is asking the Weld County Commissioners to continue the community's attempt to decrease the number of youth and families in crisis who are left out of the service system. In the continuing attempt to restore the local mental health services system capacity to the levels which existed in 1988, the Weld Mental Health Center Board of Directors is requesting an increase of $4,246 in the Center's current general services allocation. If approved, the allocation would raise the general services component of the contract from $84,931 to $89,177. The Board is not asking for an increase in the hospital portion of our contract which now stands at $44,000 for delivery of hospital and physician services. Therefore, the total request from Weld County for next year is $133, 177. The following summary of this year's request is as follows: 1992 1993 General Services $ 84,931 $ 89, 177 Inpatient services 44,000 44, 000 TOTAL $ 128,931 $ 133, 177 BOARD ACTION: No change. Due to Amendment One (TABOR) funds were frozen at 1992 level. 186 921132 BUDGET UN=T SUIANQARY AGENCY/DEPARTMENT NAME: nFVFInPMFNTATTV nTSARirn BUDGET UNIT TITLE AND NUMBER: rantanni)11 navalnpmantal Sarvirac -- n1-41Q1 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 101,365 97,365 97,365 97,365 Capital/Credits 0 0 0 0 Gross County Cost 101,365 97,365 97,365 97,365 Revenue 0 0 0 0 Net County Cost $101,365 $97,365 $ 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. A 5% increase has been requested but not included in recommended budget. The budget includes the $26, 700 committed to Schafer Rehabilitation Center for five years (1993 is year three) 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 187 921132 FINANCE/ADMINISTRATION RECOMMENDATION: 5% increase ($3,533) for CDSI is a policy issue for the Board. BOARD ACTION: No change. Due to Amendment One (TABOR) funds were frozen at 1992 level. Repayment of CDBG loan at the rate of $28,500 per year for five years by CDSI to the county was approved. 188 tC - 1 -t ^el BUDGET UN= STTMMAR.Y AGENCY/DEPARTMENT NAME: sFNTnR PRnrRAMq BUDGET UNIT TITLE AND NUMBER: CaznAnr Prngrama -- n1-4149 DEPARTMENT DESCRIPTION: Weld County's financial support to the senior centers throughout the County. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies $ 10,500 $ 11, 700 $ 11.700 $ 11,700 Capital/Credits Gross County Cost 10,500 11, 700 11,700 11, 700 Revenue Net County Cost $ 10,500 $ 11. 700 $ 11,700 $ 11,700 Budget Positions SUMMARY OF CHANGES: Request is for $11, 700, same funding level as current year. 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 1992 per Board policy. BOARD ACTION: No change. 189 321132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: Finanra and 4dmin4ctratinn BUDGET UNIT TITLE AND NUMBER: Frnnnmir navalnpmant -- (11-4,650 DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic development program through the Economic Development Action Partnership (EDAP) , a public/private non-profit organization. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies $ 50,000 $ 50,000 $ 50,000 Capital/Credits Gross County Cost 50,000 50,000 50, 000 Revenue Net County Cost 50,000 50, 000 50,000 Budget Positions SUMMARY OF CHANGES: New budget unit. Previously budgeted as part of HRD job creation efforts. Transferred to General Fund in 1992 as supplemental appropriation with a reduction in HRD indirect cost support. Same level as last fiscal year. OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote the continued economic vitality of the County; 2) Assist existing businesses in their expansion efforts; 3) Work to retain existing businesses in the County; and 4) Support State and regional efforts to attract businesses to Northern Colorado. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Existing business contacts 220 200 200 Trade Show exhibits 4 4 4 Prospect trips 5 5 5 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval at current year's funding level. BOARD ACTION: No change. 190 r a -r4 BUDGE'r UN I T SITNIM.24.Ftle AGENCY/DEPARTMENT NAME: MTSSTIF STTF PARK BUDGET UNIT TITLE AND NUMBER: Miccilc city Park -- f11- 99(1 DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Provides security for the park. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 11,425 $ 12,957 $ 12,957 $ 12,957 Services/Supplies 5,223 7,016 7,016 7,016 Capital/Credits (11, 795) (19,373) (18, 173) (18,173) Gross County Cost 4,853 600 1,800 1,800 Revenue 731 600 1,800 1,800 Net County Cost $ 4, 122 $ 0 $ -0- $ -0- Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No change in expenditures. Revenues are up $1,200 due to fee increase from $2.00 to $5.00 for overnight camping. Funding of this program for 1993 comes from the Conservation Trust Fund ($18,173) and camping fees ($1,800) . 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. 191 &'1132 SUDOE'I` UNIT SUMMARY AGENCY/DEPARTMENT NAME: FxTFNSTnN SFRVTrF BUDGET UNIT TITLE AND NUMBER: fninry Fair -- ni-57nn DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County fair. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies $119,695 $ 48,359 $ 48,359 $ 48,359 Capital/Credits Gross County Cost 119,695 48,359 48,359 48,359 Revenue 93,360 22,000 22,000 22,000 Net County Cost $ 26,335 $ 26,359 $ 26,359 $ 26,359 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: No changes are requested for 1993 County funds. Increased revenue required by inflation and expansion in participation will be met via increased private fund donations. 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 26,359 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 192 921132 SUDGE T Unit SUMMARY AGENCY/DEPARTMENT NAME: FTNANCF ANn AfMTNTSTRATTfN BUDGET UNIT TITLE AND NUMBER: Nnn-napartmanta7 -- ni-4n2n 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 $ 1, 780 $ 4, 000 $ 2, 000 $ 2, 000 Services/Supplies 305,650 311,101 334,264 538,330 Capital/Credits Gross County Cost 307,430 315, 101 336,264 540,330 Revenue Net County Cost $ 307,430 $ 315, 101 $ 336,264 $ 540,330 Budget Positions SUMMARY OF CHANGES: Budget reflects a change of $21, 163 for net charge of overhead to Computer Services and PBX. A request of $7,900 from the Convention and Visitor Bureau is not included, only the $500 funded in 1992 for membership in the Regional Tourism Association. Internal computer and phone charges for District Attorney totalling $239,510 are included in this budget. Final budget adjustments include DA computer decrease of ($6,788) , regular computer charges of $28,691, phone costs of DA are up $801, and regular phone costs are down ($766) . 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 directed internal computer and phone charges for District Attorney are to be budgeted in this unit based upon early warning budget discussions. • BOARD ACTION: No change. 193 921132 BUDGET UN I T SUMMARY AGENCY/DEPARTMENT NAME: PTNANrF 4Nn 4fMTNTSTRATTf1N BUDGET UNIT TITLE AND NUMBER: Rnil.ing Rantc -- nl-Doan DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/ purchase contracts from HRD and the Administrative Building for building rents. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies Capital/Credits $ 359,442 $ 251,015 $ 543,449 $ 543,449 Gross County Cost 359,442 251,015 543,449 543, 449 Revenue 64, 157 0 0 0 Net County Cost $ 295,285 $ 251,015 $ 543, 449 $ 543, 449 Budget Positions SUMMARY OF CHANGES: Budget reflects the following county lease/purchase contracts: RENT INTEREST TOTAL Admin. Bldg. (2003) $ 130,000 $ 157,634 $ 287, 634 HRD (1998) 170,000 85,815 255,815 $ 300 000 1243. 449 543.449 OBJECTIVES: n/a ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget reflects the additional costs of the Administrative Building's certificate of participation funded in 1992 with the first payment due in 1993. BOARD ACTION: No change. 194 9,:11.32 LEASE — PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29-1-104(2) (d) , CRS, 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property HRD $255,815 Admin. $287,634 $ 543, 449 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 HRD $1,536,225 Admin. $3, 166,867 4, 703,092 C. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real property -0- D. The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal terms -0- 195 921132 BUDGE'' UN=T StJN1N1ARY AGENCY/DEPARTMENT NAME: nWNFRAT FTTND rnnrrlN niry BUDGET UNIT TITLE AND NUMBER: rnnringonry -- 01_0700 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 $ 712,225 $ 60,572 Capital/Credits Gross County Cost 712,225 60,572 Revenue Net County Cost $ 712,225 $ 60,572 Budget Positions SUMMARY OF CHANGES: Budget includes unallocated funds plus recommended salary increase amounts of $459,846 for General Fund, $53,571 for Computer Services, and $57, 110 for Health Fund. $141,698 is unallocated. This represents a 2.5% salary increase, plus a 20% increase for health insurance. OBJECTIVES: n/a ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Use of funds and recommended salary adjustments are policy issues for the Board. BOARD ACTION: Board froze 1993 salaries at the current level, only funding the insurance rate increase depending on whether the state takes back the Social Services programs due to Amendment One. The remaining $60,672 is to fund General Fund employee insurance increased costs until a pay increase is given in 1993. All other funds were transferred to the Contingency Fund. 196 4_, T ? BUDGE T LlN Z T SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: ArPa Aganry nn Aging Tr nCfPr -- f11-451 (1 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, 190 $ 12,351 $ 12,351 $ 12, 351 Capital/Credits Gross County Cost 11, 190 12,351 12,351 12,351 Revenue Net County Cost $ 11, 190 $ 12,351 $ 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 $196, 300 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. 197 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health tlapartmont Trancfpr -- nl-Q510 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 $1,166,430 $ 1, 156,939 $ 1,200,862 $ 1, 154,251 Capital/Credits Gross County Cost 1, 166,430 1, 156,939 1,200,862 1, 154,251 Revenue Net County Cost $1, 166,430 $ 1, 156,939 $ 1,200,862 $ 1, 154,251 Budget Positions SUMMARY OF CHANGES: Budget reflects a base contribution of $1, 154,251. See Health Fund Budget for details. OBJECTIVES: n/a ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: See Health Fund budget for details of changes. 198 9:1132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TRANSFG'RS BUDGET UNIT TITLE AND NUMBER: Tatar pnnl Trancfar -- Llt-45in 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 $ 0 Capital/Credits Gross County Cost 150, 000 0 0 0 Revenue Net County Cost $ 150.000 $ 0 $ 0 $ 0 Budget Positions SUMMARY OF CHANGES: No contributions for equipment in 1993 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. 199 3(1132 BUDGET UNIT' SUMMARY AGENCY/DEPARTMENT NAME: TRANSVPRS BUDGET UNIT TITLE AND NUMBER: inn - Tnrirorr rnctc Trpncfpr -- O1-OS1O DEPARTMENT DESCRIPTION: County subsidy to HRD and Headstart to cover indirect costs of these programs. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies $ 68,327 $ 124,745 $ 66,594 $ 44,396 Capital/Credits Gross County Cost 68,327 124, 745 66,594 44,396 Revenue Net County Cost $ 68,327 $ 124, 745 $ 66,594 $ 44,396 Budget Positions SUMMARY OF CHANGES: Based upon the 1991 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: Board, due to Amendment One (TABOR) reduced the subsidy by one-third ($22, 198) in 1993 with the intent of phasing out all indirect cost subsidies within three years. 200 321-1.132 :€,-,..,*- --,* �, }:. 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I I I 1 I E' U O 0 0 0 0 O CJ O CO CO it N a. r 203 921132 ROAD AND S R I D G E FUND SUMMARY The Road and Bridge Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Property taxes and SOT are down $197,417 due to TABOR freezes, motor vehicle fees are down $10, 000 and mineral leasing is up $7,000. Grazing Act funds are down $75,875. Special budget projects include $964,474 for Bridge 14.5/25A, $135, 100 for Bridge 60/29, and $212,800 for Bridge 35/78A. Highway Users' Funds are budgeted at $4,704,000 same as last year. All other revenues are unchanged. Fund balance is estimated at $770, 000. Overall revenues are up $330, 479. The resources for 1993 are $12,266, 795, of which $770, 000 is from the fund balance. Of the fund balance, $20, 000 is attributed to carry over from bridge projects. The insurance increase totals $61, 751. Operating service and supply line items have been increased by $30,000. Municipal shareback is funded at $665,316. Higher utilization of equipment for trucking and paving operation, plus project fuel costs, have increased motor vehicle charge backs by $134,543 for 1993. There are three state bridge grants totalling $1,470,593 with corresponding revenues of $1,312,374 shown in 11-0001-3352. No federal bridge grants are budgeted. Contract payments are funded at $1,429, 444 which is historical level of expenditures. Asphalt purchases are budgeted at $1,600, 000, same as last year. 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 1993. With the passage of Amendment One (TABOR) , salaries were frozen at the 1992 level, except for insurance costs. Also, $125,000 in contract costs and $100, 000 in motor vehicle equipment purchases were frozen pending the state take over of Social Services mandates. The frozen funds were placed in the Contingency Fund. 204 x21132 CONCERNING LOCAL AC C OUNTA B I L I 2"!( FOR MO N E Y 'USED FOR HI GHWAY PURPOSES 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 1993 allocation of highway users tax fund moneys and County road and bridge fund are as follows: Maintenance of Condition $ 1, 956, 063 Bridge Construction/Repair 350, 000 Administration 246, 047 Maintenance Support 1,054,226 Bridges: 60/29 135, 100 35/78A 212,800 14.5/25A 964, 474 Overlays, reconstruction, chip and seal projects 1, 097,664 TOTAL $ 6016,374 205 921132 CONSTRUCTION B 2 D D 2 NC F O R STATE - FUNDED LOCAL PROJECTS In accordance with Sections 29-1-701-707 cities or counties of 30, 000 persons or more are required to bid projects of over $150, 000. Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money (state funded projects) , and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State-funded public project" means any construction, alteration, repair, demolition, or improvement by any agency of local government of any land, structure, facility, road, highway, bridge, or other public improvement suitable for and intended for use in the promotion of the public health, welfare, or safety and any defined maintenance project, which is funded in whole or in part from the highway users tax fund and which may be reasonably expected to exceed one hundred fifty thousand dollars in the aggregate for any fiscal year. "Defined maintenance project" means any project that involves a significant reconstruction, alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public improvement, including but not limited to repairing or seal coating of roads or highways or major internal or external reconstruction or alteration of existing structures. "Defined maintenance project" does not include routine maintenance activities such as snow removal, minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions Weld County's Road and Bridge 1993 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Bridge Construction $ 1, 148, 721 $ 350, 000 $ 798, 721 Maintenance of Condition 1,956,063 1, 956, 063 -0- Maintenance Support 1,054,226 1,054,226 -0- Trucking 1, 195,969 -0- 1, 195, 969 Mining 977, 165 -0- 977, 165 Administration 246,047 246, 047 -0- Municipalities 665,316 -0- 665,316 Public Works: Miscellaneous 1,500 -0- 1,500 Bridges 1,570,593 1,312,374 258,219 Part time 360,000 -0- 360, 000 Asphalt 1, 600, 000 -0- 1, 600, 000 Contract 1, 429, 444 1, 097,664 331, 780 Contingency 61, 751 -0- 61, 751 $12.266, 795 $ 6. 016.374 $ 6,250, 421 206 97;11.02 Based upon the above allocation, Weld County, at a minimum, must competitively bid out bridge projects totalling $1,570,593 and contracts for overlays, reconstruction and chip and seal of $1, 097, 664. However, it is anticipated that in addition to the minimum required by law, Weld County will bid out $1,600,000 in asphalt purchases and another $331, 780 for overlays, reconstruction, and chip and seal coats for a total of $4, 600, 037 in bid projects for 1993. 1993 maintenance of effort requirement is $4,868,230. It will be met by the following local revenue sources: Property Tax $ 3, 123, 749 Specific Ownership Tax 1, 764,075 Other Transfers/ Reimbursements 170,000 TOTAL $ 5,057.824 207 ^j .qn.-. SSSSS S 5 5 5 5 5 5 5 5 5 5 5 5 1.5. 0“.:--H '- O CD N M O M m 0 U) 0 0 0 0 O p Z D ° I r 0 CO O CO M O v N O m O O O O O O O �I" CD 1 adoe oa C+i 000iov0000000 "1" � P= i r M I r O M CO I 0 os i i Z W 1 : Z J I. o Q I E1 Z i . .4./'-' 7.J.-'''.-. �- j I C) ONOI < O OOU) OOOOQOOOO Q N N O 004000 N O N O CID O O r 0 0 O a ap .. m M V N O C C' O O O O N gi N Co CO M V N N Of N L I M . C a O O n OI — O O O N O O O O V 0 0 OO O ^� p r O N O N 01- 000 V CD M COD O V On CO7 Or OT O CEO CI Q N. 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I 9- N .- 9- 1l) a - gx Cl) m KIM 'S 1q m OO fO N W at' N OO N 0O f0 O W . 0O .- U : r O N Of a C77 N. N ¢ t" vou�ia � vcone .- ,- t:3 '� �L"" a,� O O N O7 N o n .-• N Z F < US 3 r N IS) 7 — f LL C Z N co O O O v r O OI O CCD Wa amoacm+� m � Go m X m F 'CSI N O mOp O Qp CO N COO Cr) Of " '' i✓ 3f NI- O .- T N CO t- n Q LlJ Oa N .- r U) . o 2 r ! 1 ''. N Of co O OD N co O OI m a mminmmmao ^ m O Q a: 1:, r to 1` N R N a M ', I'.: N N O ^ n OO O O .- CC 22 ,j rt ji., s_ Of Of , Of N IO aD u7 VF ', r Q T CO I.: r 2 N C ly y O L7 CD x t ..Z '' 'fl "" fD o a J Cp O a co .— >' Q a O. _c U m r"iis U 7 p O 2 N ca Q. 2 O u) •H Q c 3 a o o .o N U U S •y 2 U a a cCE C O ≥ DI C O Q ' ! C C O V m E m > - U C .- N m 'U Y O C r Q UI m` 22 � � aOc7in � � p I: m a R C R CO rn 9 0 tj i.; mmmmmmmorn 1 1 1 1 1 1 1 1 12 210 BUDGET IJN S T SUMMARY AGENCY/DEPARTMENT NAME: RnAn ANn RRrnfP BUDGET UNIT TITLE AND NUMBER: Nnn-napartmantat Rovanno -- 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 $11,104,157 $11,166,316 $11,821,212 $11, 496,795 Net County Cost Budget Positions SUMMARY OF CHANGES: Property taxes are down to $3, 123, 749 with SOT estimated at $1, 764, 075, motor vehicle fees are down $10,000 and mineral leasing is up $7,000. Grazing Act funds are down $75,875. Special budget projects include $964,474 for Bridge 14.5/25A, $135, 100 for Bridge 60/29, and $212, 800 for Bridge 35/78A. Highway Users' Funds are budgeted at $4, 704,000 same as last year. Repayment from local improvement districts is projected at $110, 000. All other revenues are unchanged. Fund balance is estimated at $770, 000. Overall revenues are up $330,479. OBJECTIVES: n/a ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board reduced property tax amount by $356, 417 due to Amendment One (TABOR) contingency budget plan. 211 A 921132 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: ROAn 4Nn RRTnGF BUDGET UNIT TITLE AND NUMBER: Aridgc Cnnctrurtinn -- 11-'i117 DEPARTMENT DESCRIPTION: Maintains approximately 1, 400 bridges in the County. Constructs approximately 20 small new bridges each year. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY. CURRENT FY NEXT FY NEXT FY Personnel $ 390,247 $ 397,320 $ 397,320 $ 397,320 Services/Supplies 674,990 649,683 752,225 752,225 Capital/Credits (2,500) (824) (824) (824) Gross County Cost 1,062, 737 1,046,179 1, 148, 721 1, 148, 721 Revenue Net County Cost $1,062, 737 $1,046,179 $1, 148, 721 $1, 148, 721 Budget Positions 12 12 12 12 SUMMARY OF CHANGES: There is an increase in Motor Pool for $102,542, due to anticipated use and historical expense patterns. Fuel cost increases are also projected. All other line items remain unchanged. 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 60 65 65 New bridges 25 40 40 Repair on bridges 38 40 40 Culverts (4' and larger) 40 45 45 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 212 921132 BUDGET UN I T SUMMARY AGENCY/DEPARTMENT NAME: Rnan awn RRTnnv BUDGET UNIT TITLE AND NUMBER: Ma4ntananra of r'nnd+tinn -- 11-4160 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 $1,038, 106 $1,085,288 $1, 085,288 $1,085,288 Services/Supplies 909,056 1,021, 674 921,975 871,975 Capital/Credits 376 (1,200) (1,200) (1,200) Gross County Cost 1, 947,538 2, 105, 762 2,006, 063 1, 956,063 Revenue Net County Cost $1,947,538 $2, 105, 762 $2, 006,063 $1,956, 063 Budget Positions 38 38 38 38 SUMMARY OF CHANGES: There is an increase in Utility Services for $35, 000 for utility on grader sheds. There is a decrease in Land Rental for $5, 000 because of moving grader sheds off railroad land and purchasing land for grader sheds. Also, there is a decrease in Motor Pool of $129, 698 for a total decrease of $99,969. 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 538 Miles 568 Miles 568 Miles FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Due to Amendment One, $50, 000 in equipment costs were frozen. 213 S f132 SLJDGE P UN S T SUMMARY AGENCY/DEPARTMENT NAME: RC4n 4Nn SRTnap BUDGET UNIT TITLE AND NUMBER: Maintananra S„ppnrt -- 11-1141 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 $ 450, 758 $ 548, 180 $ 458, 180 $ 458, 180 Services/Supplies 472,695 554,213 596, 046 596, 046 Capital/Credits (2,516) 0 0 0 Gross County Cost 920,937 1, 012,393 1, 054,226 1,054,226 Revenue Net County Cost $ 920,937 $1, 012,393 $1,054,226 $1,054,226 Budget Positions 16 16 16 16 SUMMARY OF CHANGES: There is an increase in Motor Pool for $41,833, due to the historical expenditure pattern and projected fuel cost. All other line items remain unchanged. OBJECTIVES: 1) Assure safe travel for the general public by maintaining clearly-marked roads and bridges, along with responding to the culverts, cattleguards, and potholes on both asphalt and gravel roads; 2) Assist with the plowing of snow and cindering of County roads. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Miles striping or paint 1,356 Miles 1, 100 Miles 1, 100 Miles New signs and new installed signs 3,014 Signs 2,658 Signs 2,658 Signs Asphalt machine patch and overlay 114, 785 Tons 60, 000 Tons 60, 000 Tons Culverts (new and repaired) 420 450 450 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 214 921132 BUDGET iiNxT StrIslIMPs12:1" AGENCY/DEPARTMENT NAME: ROAn 41111 aRrnCP BUDGET UNIT TITLE AND NUMBER: Trnrking -- 11-1145 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 $ 427,663 $ 453,434 $ 453, 434 $ 453, 434 Services/Supplies 690,522 648, 193 793, 165 743, 165 Capital/Credits (2,651) (630) (630) (630) Gross County Cost 1, 115,534 1, 100,997 1,245,969 1, 195, 969 Revenue Net County Cost $1, 115,534 $1,100,997 $1,245, 969 $1, 195,969 Budget Positions 14 14 14 14 SUMMARY OF CHANGES: There is an increase in Motor Pool of $94, 972, due to historical expenditure pattern and higher utilization as trucking operation is operated more days per year with hourly employees. Fuel cost projections also impact Motor Pool costs. All other line items remain unchanged. OBJECTIVES: 1) Gravel and maintain good, sound roads for the general public and upgrade roads for gravel; 2) Haul all asphalt for overlay, major patch work, and clearing roads of snow in the winter. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Asphalt 123, 732 Tons 72, 000 Tons 72, 000 Tons Miles of road graveled 414 Miles 350 Miles 350 Miles FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Due to Amendment One, motor pool costs were reduced $50,000 and the fund frozen. 215 921.132 SIJIOGEP TmiP SL ]JTh41 RY AGENCY/DEPARTMENT NAME: ROAn ANn RRrnar BUDGET UNIT TITLE AND NUMBER: Mining -- 11-91A6 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 $ 318,477 $ 335, 149 $ 335, 149 $ 335, 149 Services/Supplies 600,594 570, 199 642, 634 642,634 Capital/Credits (1,636) (618) (618) (618) Gross County Cost 917,435 904,730 977, 165 977, 165 Revenue Net County Cost $ 917,435 $ 904,730 $ 977, 165 $ 977, 165 Budget Positions 12 12 12 12 SUMMARY OF CHANGES: There is an increase in Motor Pool of $72, 435, due to historical expenditure patterns and high utilization, plus fuel cost increases that are projected. All other line items remain unchanged. OBJECTIVES: 1) Maintain an adequate supply of gravel as needed for all departments within Road and Bridge, including the need for gravel on roads throughout the County and for major upgrades on County roads. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY Crushed gravel 415, 935 Tons 250, 000 Tons 250,000 Tons Screened gravel 190, 974 Tons 250, 000 Tons 250,000 Tons FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 216 BUDGE T UNIT SUMMARY AGENCY/DEPARTMENT NAME: RnAn Oran nRTnr,F BUDGET UNIT TITLE AND NUMBER: Administratinn -- 11-4780 DEPARTMENT DESCRIPTION: Directs the activities of Road and Bridge as necessary; coordinates complaints; and maintains cost accounting records on projects. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 213,602 $ 217,612 $ 217, 612 $ 217, 612 Services/Supplies 35, 751 21, 132 27,091 28, 435 Capital/Credits (3,118) (600) (600) (600) Gross County Cost 246,235 238, 144 244, 103 246,047 Revenue Net County Cost $ 246,235 $ 238, 144 $ 244, 103 $ 246,047 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: There is an increase in Motor Pool charges of $5,459, based upon project use and fuel costs. All other line items are unchanged. Final budget changes increased phone costs $1,944. OBJECTIVES: 1) Keep the general public satisfied regarding the condition of the roadways and the efficiency of the operation; 2) Try and find solutions to any problems that may arise within the Road and Bridge Department. ACTUAL ESTIMATED PROJECTED WORKLOAD MEASURES LAST FY CURRENT FY NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 217 921132 • BUDGET UNIT STn4 QARY AGENCY/DEPARTMENT NAME: RnAn anln RRTnr:r BUDGET UNIT TITLE AND NUMBER: nthor Pvh1 +r Workc -- 11-41Q0 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 $ 360,301 $ 237,000 $ 360,000 $ 360;000 Services/Supplies 4,200,687 5, 103,061 4,696,481 4,601,537 Capital/Credits Gross County Cost 4,560,988 5,340,061 5,056,481 4, 961,537 Revenue Net County Cost $4,560,988 $5,340,061 $5, 056,481 $4, 961,537 Budget Positions SUMMARY OF CHANGES: Bridge projects increased for the 1993 budget by $394, 593 due largely to Special Bridge Fund Grant for 14.5/25A which is a $1,205,593 project. In addition, Bridge 35/78A ($266,000) and Bridge 60/29 ($99,000) will be replaced. Personal Services, which is for hourly employees, has been increased $123,000 to reflect actual use. Contract Payments is budgeted at $1,429,444, which is the most recent year's actual expenditure level, and Asphalt has been left at the previous year's level of $1,600,000. 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 98. 0 120.6 100 Miles overlayed 57.25 58.8 55 Miles paved 23. 75 30.8 25 Bridge contracts 3 4 4 218 9. j. "L32 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. 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, so in 1993 it is recommended that the funding be placed at the historical expenditure level. BOARD ACTION: Board froze $125, 000 in road contracts due to the passage of Amendment One. Grant for Bridge 35/78A was increased $40,000. • 219 3.'3332 E3T3I3C2rEne UNIT SUMMARY AGENCY/DEPARTMENT NAME: ROAD AND RRTfl BUDGET UNIT TITLE AND NUMBER: Grantc-in-Air to float F, Tnterc -- 1'-Roln DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, CRS, 1973, 50% of the mill levy collected by the County on assessed values within incorporated municipalities to maintain county roads is paid to municipalities. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services/Supplies Capital/Credits $ 810, 110 $ 765,550 $ 741,316 $ 665,316 Gross County Cost 810, 110 765,550 741,316 665,316 Revenue Net County Cost $ 810, 110 $ 765,550 $ 741,316 $ 665,316 Budget Positions SUMMARY OF CHANGES: Based upon the final assessed value of all municipalities ($451,333,920) with the 1993 mill levy, the result is a total grant of $665,316 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: Freezing of funds totalling $356, 417 reduced shareback by $76, 000. 220 921132 BUDGET UN= T SLTMMARY AGENCY/DEPARTMENT NAME: R(An ANn RRTT11F F?JNn BUDGET UNIT TITLE AND NUMBER: r.nnringPnry -- 11 -g7C}n DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. ACTUAL BUDGETED REQUESTED APPROVED RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel $ 117, 168 $ 61, 751 Services/Supplies Capital/Credits Gross County Cost 117, 168 61, 751 Revenue Net County Cost $ 117, 168 $ 61, 751 Budget Positions SUMMARY OF CHANGES: Budget includes insurance cost increase of $61, 751. Salaries are frozen at 1992 level. 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: Salaries county-wide were frozen at the 1992 level. The only increase is due to increased insurance costs. Frozen salary amount was transferred to the Contingency Fund. 221 PlZ1132 AtVi%k;; wok COLORADO 222 92113`' Hello