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Home My WebLink About993020.tiff ar v r.i4„ tip' „ � "C"' m $ , xx, re1 &ksb "-,... . .J , $k. °fi t« ' ':<' ua a '4-07#„,' .,.....1,.., 'C"' 'i �� , "k azmtw �. w". a A „s.,m. p SS � a z �, 3 4 R � � x o� da �' ,. �� q '" o ;4' � ,i s e '�, +Ili if ° �y Al T �'b� PP n Pg^ k 201J0 � � FINAL �,,, , , k "., , AAPMRW'" ,,,,,,,, &Ar,,, s ,v,1 r s, OE ., ,, BUDGET„,,,„ ., ,, 1i );4', 5'''•4,,,, ' 41k11111444," )t / • '441 .21 Atr r�A T=, WELD COUNTY i W ,, COLORADO 1l! O ^ &.°jai „„c4,'"4",4; Nc. q � }1: s "� .e P' 4,104� 3 $ ,, ¢ fi' e - '4-a a„s< , ,..: 4. <„. .4 1 ii Id".�. 'R COUNTY OF WELD 2000 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Dale K. Hall, Chair Barbara J. Kirkmeyer, Pro-Tem George E. Baxter, Commissioner M. J. "Mike" Geile, Commissioner Glenn Vaad, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December 1999 993020 (gotri , 1 Wi�Dc. COLORADO TABLE OF CONTENTS PAGE BUDGET MESSAGE 1 DISTINGUISHED BUDGET PRESENTATION AWARD 9 2000 BUDGET PLAN 10 2000 BUDGET CALENDAR 13 POINTS OF ISSUE AND POLICY MATTERS: Explanation of Overview of Budget and Management System 15 Weld County Mission Statement 19 County Strategic Goals 20 Implementation and Results of Strategic Objectives 21 Budget Process 24 Highlights 25 Target Budget Approach 26 Solutions/Approaches 27 Goals of Budget Process 28 Major Program Specific Goals 29 2000 Guidelines 30 2000 Special Budget Instructions 32 Requirements vs Resource Capacity 34 2000 Program Issues 35 Budget Policies 36 Revenue Policies and Assumptions 37 Specific Revenue Assumptions of Significant Revenue and Trends 38 Policy Directions 40 Significant Changes in Policy from Prior Years 42 Significant Budget and Accounting Policies 43 Investment Policy 46 Capital Improvement Policy 47 Fund Balance and Reserve Policy 49 Explanation of Individual Funds 50 Organizational Responsibility for Budget Units 52 Policy Matters/Points of Issue with Fiscal Impact 55 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 57 2000 Health Insurance 58 Salary Adjustments by Department 60 Position Authorization Changes Due to 2000 Budget 62 SUMMARY OF FUNDS: Graph - - All Funds Revenue 63 Graph - - All Funds Expenditures 64 Graph - - Mill Levy 65 Summary of Fund Balances 66 1999 Assessed Values to be Used for 2000 Budget 67 Net Program Cost 68 Summary of 1998 Allocated Costs Applicable for 2000 70 PAGE SUMMARY OF FUNDS (CONTINUED): Ten Year Trend Data: Beginning Fund Balance 71 Cumulative Percent Increase: Expenditures 72 Weld County - Organizational Chart 73 Summary of County Funded Positions 74 GENERAL FUND: Graph -- General Fund Revenue Changes 77 Graph -- General Fund Expenditure Changes 78 Ten Year Trend Data: General Government 79 Public Safety 80 Health and VVelfare 81 Narrative Fund Summary 82 Summary of Revenue 83 Summary of Expenditures 86 Office of the Board 89 County Attorney 90 Public Trustee 92 Clerk to the Board 94 Clerk and Recorder 96 Elections 98 Treasurer 100 Assessor 102 County Council 105 District Attorney: Ten Year Trend Data 106 Budget Unit Summary 108 Juvenile Diversion 110 Victim Assistance 112 Finance and Administration 114 Accounting 116 Purchasing 118 Personnel 120 Planning Services 122 Buildings and Grounds 124 Computer Services 126 Geographical Information System 128 Capital Outlay 130 Printing and Supplies 132 Sheriffs Office: Ten Year Trend Data 133 Budget Unit Summary - All Departments 134 Sheriff Administration 135 Sheriff Office Operations 137 County-wide Animal Control 139 Regional Forensic Laboratory 141 PAGE SUMMARY OF FUNDS (Continued): Sheriffs Office (Continued): Drug Task Force 143 North Jail Complex 145 Centennial Jail 147 Office of Emergency Management 149 Communications - County Wide 150 Communications System Development 153 E-911 Administration 155 Criminal Justice Information System 156 Coroner 158 Community Corrections 160 Building Inspection 161 Weed and Pest 163 General Engineering 165 Missile Site Park 167 Airport 169 Senior Programs 171 Waste Water Management 172 Developmentally Disabled 173 Mental Health 175 Child Advocacy Center 177 Transfers: Agency on Aging 178 Health Department 179 Economic Development 180 Building Rents 181 Non-Departmental 182 Extension 184 County Fair 186 Veteran's Office 187 Island Grove Building 189 Contingency (Salary) 190 PUBLIC WORKS FUND: Graph -- Revenues 191 Graph -- Revenue Changes 192 Graph -- Expenditures 193 Graph -- Ten Year Trend Data 194 Narrative Fund Summary 195 Concerning Local Accountability for Money Used for Highway Purposes 196 Construction Bidding for State-Funded Local Projects 197 Summary of Revenue 198 Summary of Expenditures 199 iii PAGE PUBLIC WORKS (CONTINUED): Non-Departmental Revenue 200 Administration 201 Trucking 202 Motor Grader 204 Bridge Construction 206 Maintenance Support 208 Other Public Works 210 Mining 212 Grants-in-Aid to Cities and Towns 214 Contingency (Salary) 215 Public Works 2000 Work Plan 216 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 233 Graph -- Social Services Expenditures 234 Graph -- Ten Year Trend Data 235 Summary of Revenue 236 Summary of Expenditures 237 Fund Narrative 238 Mandated Federal and State Programs 240 Regular Administration 241 Employment First 243 Medicaid Transportation 244 Case Services 245 Medical Exams 246 Fraud 247 IV-D Administration 248 Food Stamps 250 Staff Development 251 Administration - Temporary Assistance to Needy Families 252 Temporary Assistance to Needy Families (TANF) Program 253 Aid to Needy Disabled 255 Day Care 256 Old Age Pension 257 Foster Care of Children 258 Core Services 259 LEAP Administration 260 LEAP Outreach 261 Low Income Energy Assistance Program (LEAP) 262 LEAP Emergency 263 General Assistance 264 FEMA/Housing Grants 266 HEALTH FUND: Graph -- Health Fund Revenue 267 Graph -- Health Fund Expenditures 268 Graph -- Ten Year Trend Data 289 Narrative Fund Summary 270 iv PAGE HEALTH FUND (CONTINUED): Summary of Revenue 272 Summary of Expenditures 273 Budget Unit Summary - All Departments 274 Non-Program Revenue 276 Administration 277 Health Promotion 279 Community Health Services 281 Environmental Protection Services 283 HUMAN SERVICES FUND: Graph -- Ten Year Trend Data 285 Narrative Fund Summary 286 Summary of Revenue 287 Summary of Expenditures 289 Head Start Program 291 Migrant Head Start 292 Pre-School Fund 293 Family Support Program 294 Community Action Health Promotion Program 295 Job Service 296 Summer Job Hunt 297 Employment First Program 298 Youth Corps (YCPI) 299 Temporary Assistance to Needy Families 300 Welfare to Work Prograrn 301 JTPA II-A Adult Program 302 JTPA II-C Youth Program 303 JTPA II-B Summer Youth 304 JTPA PI Grant 305 JTPA EDWAA 60% 306 Workforce Investment Act - Adult 307 Workforce Investment Act - Youth 308 Workforce Investment Act - Dislocated Worker 309 Educational Lab 310 Americorp Program 311 One Stop 312 AAA Administration 313 AAA Support Services 314 AAA Congregate Meal 315 AAA Home Delivered Meals 316 AAA In-Home Support 317 AAA Health Services 318 AAA Elder Abuse Grant 319 AAA Special Ombudsman 320 AAA Single Entry Point 321 JTPA Older Worker 322 Federal Transit Grant 323 AAA Other Programs 324 v PAGE HUMAN SERVICES FUND (CONTINUED): Medicaid Transportation 325 Supplemental Foods 326 Community Services Block Grant 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 335 Summary of Expenditures 336 Budget Unit Summary 337 Emergency Reserve Fund: Summary of Revenue 338 Summary of Expenditures 339 Budget Unit Summary 340 Solid Waste Fund Summary of Revenue 341 Summary of Expenditures 342 Code Enforcement 343 Budget Unit Summary 344 CAPITAL FUNDS: Narrative Summary of Fund 347 Summary of Revenue 348 Summary of Expenditures 349 Budget Unit Summary 350 Long Range Capital Projects Five-Year Plan 351 PROPRIETARY FUNDS: Narrative Summary of Funds 385 Ambulance Enterprise Fund: Summary of Revenue 386 Summary of Expenditures 387 Budget Unit Summary 388 IGS - Motor Pool Fund Summary of Revenue 390 Summary of Expenditures 391 Budget Unit Summary - Motor Pool Equipment 392 Budget Unit Summary - Administration 398 Health Insurance Fund: Summary of Revenue 400 Summary of Expenditures 401 Budget Unit Summary 402 vi PAGE PROPRIETARY FUNDS: (CONTINUED) Insurance Fund: Summary of Revenue 405 Summary of Expenditures 406 Budget Unit Summary 407 Self-Insurance Policy Limits, Coverages, Retentions 409 PBX - Phone Services Fund: Summary of Revenue 410 Summary of Expenditures 411 Budget Unit Summary 412 Weld County Finance Authority: Summary of Revenue 413 Summary of Expenditures 414 Budget Unit Summary 415 GLOSSARY 417 PAY TABLES: Job Code Tables 431 Regular Pay Table 436 Ambulance Pay Table 453 Elected Officials Pay Table 454 Head Start Pay Table 455 Social Services Pay Table 457 SUPPLEMENTARY DATA: Miscellaneous Statistics 469 Demographic Statistics 471 General Governmental Expenditures by Function 472 General Revenue by Source 472 Property Value, Construction, Bank Deposits and Other Economic Indicators 474 Consumer Price Index 475 2000 Inflation Projections (CPI) 476 Employment Cost Index (ECI) 477 Northern Colorado Historical Average Projected/Actual Percent Increases for Pay and Pay Structure for "Average Performers" 478 2000 "Average" Employee Salary Projections - Geographic Location 479 Industry Breakdown 480 Employment Size 481 1999 - 2000 Salary Budget Survey 482 Compensation Planning for 2000 483 Regional Growth, Cumulative Year-to-Date Rates 484 Colorado Economic Activity 485 Colorado Economic Indicators 486 National Economic Indicators 487 National Economic Indicators - Calendar Years 488 vii Wil C. COLORADO viii a DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 FAX: (303) 352-0242 915 10TH STREET P.O. BOX 758 WIWDe. GREELEY, COLORADO 80632 COLORADO December 14, 1999 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: The Weld County 2000 budget for operations and capital outlay totals a gross amount of $94,742,218, with a net of $93,232,876 when interfund transfers are excluded. The Internal Service Funds total an additional $6,269,189. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$50,835,255, anticipated fund balances of$15,982,461, and the maximum allowed property tax of $35,976,391 under Amendment One (TABOR) and the Weld County Home Rule Charter. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK As Marie Leigh Livingston, UNC Department of Economics, pointed out in a recent EDAP article, the economic events continue to be truly remarkable. The national and state economies continue to grow for the ninth year in a row, making this economic expansion the second longest since World War II. Economists around the world have been surprised by this growth. The fact is that consumers (who make up the majority of spending) continue to be confident about the economy. As a result, consumers are spending virtually all of their income and saving very little. The low savings rate may reflect the wealth affect of the booming stock market. Northern Colorado and Weld County continue to grow at an even faster pace than the nation. In terms of population, Colorado is the third fastest growing state in the nation, increasing 2% per year, which is double the national rate. Higher rates of economic growth show up in lower unemployment figures. Unemployment is at its lowest rate in this region for almost 30 years. The downside of growth shows up in higher rates of inflation. In Greeley/Weld it is estimated to be about 4% compared to 2.6% for Colorado and 1.6% for the nation. 1 Of course, the high overall rate of growth is not shared evenly between sectors. The finance, insurance, and real estate sector is certainly booming. Construction continues to grow at a rapid pace. For example, the rate of increase in residential permits in Weld County outpaced that found in most of the rest of the state. On the other hand, problems in Asia have produced hits on the agriculture and technology sectors, resulting in significant problems in these sectors. Both agriculture and technology are most closely tied to export markets. Statewide, Japan is Colorado's largest export market (15.6% of total exports) and exports to all Asian countries make up one-third of all exports. It has been estimated that about 500 jobs have been lost in the high technology sector due to the Asian crisis. Agriculture has been hit by the Asian crisis, the weakness of Russia's economy (also an export market) and general conditions of over production at home. A number of factors have contributed to the growth of Greeley and Weld County in the past ten years. Certainly, population growth and the health of the national economy are critical. In addition, the efforts of EDAP have been instrumental in bringing many companies to the region, resulting in significant economic effects in the area. Dr. John Green, Professor and Regional Economist at the University of Northern Colorado, recently completed an impact analysis of the location and expansion of several companies in the Greeley area, where EDAP had a significant role. Specifically, Dr. Green studied the combined impacts of a group of small industries who have located in Greeley in the past ten years, including Computer Information Concepts, Meadow Gold Dairy, Trans World Supplies, Brewer Steel, Florida CirTech, Rubadue Wire Company, and Zateca Foods. Together, these companies produced an additional $65 million in output, hired 393 individuals, paid $10 million in wages and salaries, and $700,000 in business taxes. The positive economic spinoffs from these direct investments have been substantial. Spinoffs can be categorized into indirect effects and induced effects. Indirect effects are the purchases these companies make from other businesses in Greeley. Induced effects are caused by household spending, including employees of the original set of companies and the employees of all other businesses from which purchases are made. Taken in total, spending by these seven companies results in $103 million (direct, indirect and induced) in output, 827 new jobs, $19.5 million in wages and salaries and $2.6 million in business taxes. Therefore, the economic impacts of these companies were more than doubled, when spinoffs are taken into consideration. It is also possible to look at how these dollars affect certain sectors. In this case, Dr. Green's study indicates that in terms of employment, most of the effect was felt in the manufacturing sector(386 employees). In addition, 200 more people were employed in the services sector and 140 in the trade sector. Most of the new value added was in the fluid milk sector but substantial amounts were added in the dehydrated food products and fabricated structural metal sectors. 2 In summary, it is clear that Greeley and Weld County are experiencing the full benefits and some of the problems associated with rapid economic growth. EDAP has contributed to this growth by actively seeking companies that promise to bring new jobs and economic activity to the region. It is hard to imagine that growth will continue at the extremely high rates we have seen in the past year or two. But it seems clear that Northern Colorado will continue to outpace the national economy and be an attractive place for producers and consumers to locate for the foreseeable future. FOR THE FUTURE As Weld County looks to 2000, 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 continue to have a significant impact on the future of Weld County government. The tax, revenue, and spending limitation will constrain many of the fiscal options historically available to Weld County. The TABOR limit, coupled with the Home Rule 5% property tax limitation,will make each year there is continued rapid growth that much more difficult to fiscally keep up with the demands for service the growth and development is making in all aspects of Weld County government. Even if creative financial solutions such as impact fees and grants are developed, without the voters removing the TABOR spending limit, the resources will not be able to be spent. Weld County must continue to deal with the rapid growth that it is experiencing in Southwest Weld County, Windsor, and west Greeley. The growth impacts the criminal justice system, land use planning, transportation systems, and human services. All these new demands from growth pressures come at a time when the public's demand is to limit the size of government and its tax revenues, resulting in such issues as welfare reform, the TABOR tax revenues, and spending limitations. Weld County has to respond with new and creative ways to deal with these issues in a way that is satisfactory to the citizens and maintains the high quality of life they are accustomed to having in Weld County. Federal and state legislation over the past few years has had a significant impact on welfare programs administered by Weld County Social Services. In the future we can expect client eligibility, program design, state rules, allocation methods, and funding levels to change. This will call for Weld County to adjust how we do business in the delivery of human service. In 2000, the outlook is positive primarily due to a healthy economy and adequate program funding. However, in the future the demand for services is likely to grow because of the population growth and an increase in social problems as the county becomes more urbanized. With growth has come the demand and need for a larger criminal justice system in Weld County. The county is experiencing more people and becoming more urbanized. As a result, Weld County has more urban problems, such as crime. The result has been the addition of more police officers in Weld County, which impacts the Sheriffs patrol operation, jails, District Attorney, and courts. All of these areas in the 2000 budget show significant increases in demand for service and costs. The District Attorney is requesting two additional staff members to deal with the growing caseload resulting from over 40 new police officers county wide. The Sheriff has requested four additional officers to respond to calls and investigate the increased criminal activity in Weld County. All this has impacted the population of the new jail that was opened in late 1997, and is already approaching capacity. 3 The criminal justice system costs do not stop with the operational costs of the budget, but spill over into the capital expenditures, also. The capital budget for 2000 includes funds being reserved for additional jail space construction as early as 2001-2002. Weld County needs to convert to a new 800 MHZ digitized radio system over a 5-6 year phased in process. The system is needed since FCC will no longer issue lower level frequencies in high growth areas, such as the Front Range of Colorado. New frequencies are needed due to the growth and demand for public safety services in the area. The new technology will also allow agencies to communicate with each other on the same frequencies when an emergency situation requires multiple agencies to respond. The E-911 Board has committed$1,200,000 to this project, and a$2,000,000 energy impact assistance grant has been approved. This project is essential to keep the Weld County Regional Communications Center functioning in the future with all the anticipated growth in the county. Radios to accommodate this system will be acquired via normal attrition and the county's radio replacement program. The growth in construction and development have caused the addition of staff in the Planning and Building Inspection budgets. The spin off is that growth is impacting virtually every county department; not only direct service departments, but also support functions, such as the Geographical Information System. A direct growth impact is increased traffic in Weld County. A major initiative was completed in 1999 by Weld County and several municipalities including Frederick, Firestone, Dacono, Erie, Mead, Longmont, and Windsor to address improvements in transportation systems. The jurisdictions joined with Weld County to conduct a collaborative effort to identify transportation systems to serve these areas, develop uniform transportation infrastructure standards, and implement impact fees to help construct new transportation infrastructures to serve these areas. To complete key parts of that larger project, the county hired a consultant to conduct a study of transportation infrastructure standards, impact fees and develop ordinances to implement impact fees. The county's goals for the larger project were to: • Develop transportation routes that maximize energy efficiency and maximize efficient use of infrastructure resources. • Develop transportation routes that minimize traffic congestion. • Understand the economic implications of growth on the transportation systems of the two areas and identify ways to mitigate negative impacts. • Understand how regional taxes and revenues relate to transportation system funding, particularly impact fees, for the two areas and design a proposal to implement impact fees to complement such taxes and revenues. With actions and programs like transportation planning, GIS, and appropriate staffing in impacted areas, Weld County is positioning itself to deal with growth as it impacts land use, transportation, human service requirements, public safety and economic development in the future. 4 GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions including General, Special Revenue, Capital Expenditures, Internal Service and Enterprise Funds total $92,940,835 in 2000, an increase of 6.41% over 1999. The amount of revenue from various sources and the changes compared to 1999 are shown in the following tabulation: Increase Percent (Decrease) Revenue Sources Amount of Total from 1999 Property Taxes $ 35,976,391 38.7% $ 1,813,453 Other Taxes 3,575,000 3.8% 601,500 Licenses and Permits 1,598,075 1.7% 254,975 Intergovernmental Revenue 29,930,472 32.2% 903,920 Charges for Services 4,132,664 4.5% (7,340) Ambulance Fees 4,604,959 5.0% 877,680 Miscellaneous Revenue 3,809,785 4.1% 462,883 Fee Accounts 3,184,300 3.4% 336,000 Internal Service Charges 6,129,189 6.6% 358,781 Total $ 92,940 835 100.0% $ 5,601,852 Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services, and Enterprise Funds total $99,502,065 for 2000, which is an increase of 7.64% over 1999. The amounts by function and the increase over 1999 are as follows: Increase Percent (Decrease) Expenditure Sources Amount of Total from 1999 General Government $ 14,812,099 14.4% $ 1,321,950 Social Services 12,285,598 12.3% (395,500) Road and Bridge 15,282,673 15.4% 223,988 Public Safety 19,706,592 19.1% 2,335,907 Human Services 8,768,782 8.8% 285,032 Health 4,056,473 4.1% 208,115 Capital 2,725,000 2.7% 200,000 Public Works 701,172 0.7% 328,779 Contingency 7,352,050 7.4% 1,252,050 Miscellaneous 2,030,614 3.3% 114,935 Culture and Recreation 482,161 0.5% 69,500 Auxiliary 412,303 0.4% (53,106) Ambulance 4,617,359 4.6% 877,680 Internal Services 6,269,189 6.3% 310,781 Total $ 99,502,065 100.0% $ 7,080,111 Enterprise Operations: The county's enterprise operation is comprised of the Ambulance Service. The Ambulance Service is a county-wide advanced life support emergency medical service. The program is totally supported by fees. The operation anticipates nearly 10,250 calls in 2000 and generated revenue of $4,617,359. 5 Capital Project:The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2000 program is funded at$2,725,000 with$2,525,000 from property tax and $200,000 from interest earnings. Anticipated projects include the replacement of the Galeton grader shed ($50,000), parks/recreation ($125,000), and special projects ($100,000). In addition, $2,250,000 will be reserved for the construction of Phase II of the North Jail Complex and$200,000 for a South County Campus. A$1,560,000 carry-over fund balance and a$4,010,000 ending fund balance is anticipated. Debt Administration: In 2000 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 nearly a fifty million dollar allowable debt capacity in accordance with Colorado State Statutes. There are Certificate of Participation Bond Issues for the construction of the Correctional Facility and Administration Buildings totaling $8,580,000. Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund, with the exception of interest attributed to the Insurance Fund, Capital Expenditure Fund, Health Insurance Fund, Trust Funds, and the interest earned on certain deposits held for other taxing authorities. The amount of interest anticipated in 2000 is $1,968,958. 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 2000 Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self--insurance program. Mill Levy: The mill levy will be 22.038, unchanged from last year. The assessed value for the 2000 budget is $1,632,470,782, which is up $82.3 million, or 5.31% over last year. All classes of property increased in assessed value for the year, except oil and gas. Oil and gas was down $62.8 million, or 18.1% due to the drop in oil prices. Agricultural properties increased $9.4 million or 9.5%. Residential properties resulted in a $59.5 million increase, or 12.8%. Commercial property was up $39.9 million or 15.9%, and industrial property was up $11.4 million, or 7.2%. State assessed property was up $16.0 million, or 9.2%. This was a reappraisal year, but there was an actual value increase of new construction of$403 million, or nearly a 5.9% increase in actual value. Employee Compensation Pay: The 2000 budget reflects a recommended salary adjustment of 4% with the only benefit changes being the 30% increase in the health insurance county contribution and an increase in disability insurance rates. All other benefits remain the same. Fund Balances: County fund balances continue to remain very healthy with an anticipated $15,982,461 to begin 2000. This is the highest level in many years. The strong fund balance figures have been sparked by a strong local economy. The ending fund balances are projected 6 at$9,421,231. However,the ending fund balance is actually understated because the Contingency Fund and Emergency Reserve Fund are appropriated, thus not showing up in the ending fund balance figure. These two amounts are not anticipated to be spent in 2000, and if no emergencies or unforeseen events happen the amounts should be in the ending fund balance. With this adjustment the ending fund balance should be $16,773,291, up $790,830 or 4.9% over the beginning fund balances. The only fund balance earmarked is the $1,560,000 in the Capital Expenditure Fund for future jail expansion. All other fund balance amounts are undesignated. MAJOR FACTORS IMPACTING THE 2000 BUDGET The major factors impacting Weld County in 2000 deal with the rapid growth that it is experiencing county wide. The growth impacts the criminal justice system, land use planning, transportation systems, and human services. The growth in construction and development have caused the addition of staff in the Planning, E3uilding Inspection, and Clerk and Recorder budgets. This has been necessary to keep up with the rapid growth in the county. The spin off is that the growth is impacting virtually every county department. Not only direct service departments, but also support functions, such as the Geographical Information System that is being implemented. The year 2000 is the year that Weld County was forced to add a number of positions to keep up with the growth in workload. The additions occurred in the Clerk and Recorder areas (2.5 FTE), Sheriff's Office (6.5 FTE), Planning (1.0 FTE), Building Inspection (2.0 FTE), Buildings and Grounds (1.0 FTE), and Engineering (2.0 FTE). This trend will continue in the future if the growth and development continues. As cited earlier, Weld County needs to convert to a new 800 MHZ digitized radio system over a 5-6 year phased in process that begins in 2000. The system is needed since FCC will no longer issue lower level frequencies in high growth areas, such as the Front Range of Colorado. New frequencies are needed due to the growth and demand for service in the area. The new technology will also allow agencies to communicate with each other on the same frequencies when an emergency situation requires multiple agencies to respond. The E-911 Board has committed $1,200,000 to this project, and a 52,000,000 energy impact assistance grant has been approved. This project is essential to keep the Weld County Regional Communications Center functioning in the future with all the anticipated growth in the county. Radios to accommodate this system will be acquired via normal attrition and the county's radio replacement program. In the 2000 budget, $500,000 is funded to start the implementation of this project. As one examines specific areas one finds that the budget for general government functions are up $788,584, primarily due to elections, which is up$306,756 in order to hold three elections next year since it is a Presidential election year. New positions in Clerk and Recording, Planning, District Attorney, and Buildings and Grounds account for the other increases. Public Safety is up $1,664,782 due to Sheriffs Office budget being up $229,840 with the addition of 6.5 positions. Community Corrections is up $707,810 with offsetting revenues from the state. Communications development is up $500,000 for the first year funding of the 800 MHZ digital radio system project. The other public safety increases of$126,112 are for additional building inspectors to keep up with the growth. Engineering is up $328,779 with the addition of two positions and $200,000 for contract engineering services for 2000 road and bridge projects. Health subsidy from the general fund is up $97,310. A 4% salary increase and health insurance rate increases accounts for an increase of $1,588,106. Other budget items are relatively stable for 2000. 7 Licenses and permits are up $255,000 due to building development activity. Grant revenue is up $701,975, almost exclusively attributed to Community Corrections. Charges for services are down $7,340. Fines are up $6,000. Miscellaneous revenues are up $462,883 due to interest earnings. Fees are up$336,000 due to the Clerk and Recorder fees with an offset in a drop in Treasurer fees due to the law change cutting in half the charge for school district tax collections. Other revenues remain very stable and healthy. The 2000 Proposed Budget contains adequate resources to provide a level of service similar to 1999. The county will continue to focus on improving service and communication with our citizens within our resources. Demands in many areas continually exceed resources available. To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service. Many uncertainties face county governments like Weld County, as they deal with Welfare Reform, cope with growing populations with diverse needs,federal budget reductions, and managing of land use changes associated with a growing economy. Many tough decisions associated with implementation of programs and how they are to be funded must be dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials, department managers, and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county, and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street, Room 317, Greeley, Colorado. Ver truly yoou`rs, it — Donald D. Warden, Director Finance and Administration 8 01 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County, Colorado For the Fiscal Year Beginning January 1 , 1999 c � 3R / 7c,e, President Executive Director 9 2000 BUDGET PLAN Weld County's budget approach is a reflection of its status in the hierarchy of governments, revenue trends, local circumstances, and its commitment to provide efficient and effective services. It is clear that local governments, such as Weld County, are operating in a new environment. It is an environment that has both opportunities and challenges that promise more room for growth, exercise of imagination, responsibility, and accountability than we have known in the past. The key challenge will be to define what must be provided in areas of public services and goods and the most efficient and effective manner in which to deliver them. The manner in which Weld County government meets the challenges ahead will be best decided in an atmosphere of continuing cooperation and interaction between citizens and their government. Although the financial health of Weld County government is currently excellent, it is important to look to the future issues, possible problems and alternative solutions to those problems. Besides the traditional role of budgeting to responsibly manage available current year funding, there must be a continued emphasis on long-term planning, recognition of the cumulative effects of individual decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. As public managers we must free our imaginations, creative abilities, and ourselves from preoccupation with organizational maintenance, which has been taught to most of us. Good service should be the overriding philosophy and goal of us all. Public managers know our clients best and know our organizations best;we also know how to change our organizations to best serve our clients with fewer resources. In this era of unlimited demands and limited resources, we have to manage creatively to do more with less, even if it means giving up some of our organizational security. Weld County has always been a leader in producing innovative and responsive programs to better serve the public. The concerns, problems and needs voiced by our citizens have been instrumental in setting overall goals that drive budget decisions. As resources are finite and demands for services increase, strategies to meet the county's goals are perpetually needed. We have kept a vigilant watch on the budget and continually look for ways to enhance efficiency. Weld County managers must continue to find ways to reduce costs, increase program productivity, find new revenue sources, and raise revenues without increasing taxes. Weld County government's trend of being more creative and innovative to make better use of limited resources — human, financial, and technological — must continue. It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced. The 2000 budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches. The budget is based upon the following assumptions and approaches: > No local tax initiative will be approved by the voters. > Unless a change is legally mandated, the county's share of partnership programs will not increase, it will decrease wherever possible. Local dollars will not displace federal or state reductions. 10 > Program managers and the public will be made aware of the proposed service reductions as soon as possible. > Early warning sessions will be held in September addressing budget issues identified early in the process. >- All county departments and offices will receive a set target amount for 2000 before budget preparations begin. > A target of 10% off the 1999 budget base will be uniformly applied to all budget units. > No salary adjustments will be included in the requested budget. The Board will determine any salary adjustments above the 1999 level in the Final Budget process. Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount. > Fringe benefits will be left at the current level of benefit. > Outside agencies will be treated like county departments, since most provide contractual services. > Any 2000 position classification upgrades will be treated like new position requests in the budget process,with the department funding any requests within the target amount. > New or expanded mandates will be absorbed within the 2000 target amount by all budget units. > Self-supporting budgets will float at the 1999 funding levels. > Additional program options outside the overall budget plan will be proposed for Board consideration. Staff will explore the options as directed by the Board, and these options will be topics of discussion at the public work sessions and hearings. > A review of all discretionary programs will be done by the Department Head or Elected Official and the Board. > There will not be any recommended increases in personnel in the recommended budget to the Board. Increased workload will be absorbed by existing personnel wherever possible through increased productivity. > Resources for new activities will come from increased productivity and determination of existing activities wherever possible. No new non-mandated programs will be proposed without proportionate cutbacks in other programs. > All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. > As 2000 budget requests accommodate or are integrated with long-term program strategies, they will be highlighted. 11 The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 2000, while accomplishing a balanced budget. The 2000 budget must be structured to attempt, within available funds, to insure that: > Basic services are funded at adequate levels. > Revenue has been estimated at realistic levels. > Reserves that afford protection for the future are funded. > Productivity improvement programs are continued. > Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. > TABOR Amendment limits are adhered to in the budget. > Legislative and regulatory changes are accommodated. > Welfare reform continues to be implemented effectively. > GIS and other technologies are employed in cost effective manners in the county. > Population growth and development is planned and accommodated. 12 2000 BUDGET CALENDAR May 3 Board review of 2000 budget plan. May 10 - 16 Director of Finance and Administration discusses target budgets and 2000 budget plan with department heads and elected officials. June 18 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. June 18 Elected officials and department heads submit PBX phone service requests to PBX. June 18 Elected officials and department heads submit new position requests and any reclassification requests to Personnel. July 6 Submit budget request to Finance. August 31 Early warning budget work session and community agency requests. July 6 - September 14 Finance office review. September 15 Budget Message to Board and transmit Proposed Budget to Commissioners. October 19 - 22 Budget work session hearings with Commissioners and elected officials and department heads. November 17 Publish notice of final budget hearing. October 22 - December 10 Prepare final budget. December 13 Public Hearing to adopt mill levy. December 13 Public Hearing on Final Budget, 9:00 a.m. 13 ia Wine COLORADO 14 se- POINTS OF :„: ISSUE AND 44, POLICY MATTERS EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting at best, is an inexact science. It can be both precise and unyielding as numbers tend to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting process is to produce a "user friendly" document, designed to enhance policy makers', managers', and citizens'understanding of major issues, resource choices, and impact of the total budget. The budget is not only a financial plan, but a policy document, operational guide, and communication device. As a financial plan, Weld County's budget includes all funds, presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities, describes budget and financial policies, and addresses longer-term concerns and issues. As an operations guide, the document includes an organizational chart(s), provides authorized personnel schedules, describes departmental services or functions, and includes goals and objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review, and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and Social Services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon the community assessments policy formulation is done by analyzing community needs, developing county-wide goals, assessing prior year program performance, reviewing policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the creation of a capital improvements plan and long range plan. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives, and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. The budget and management system is supported by the Banner Accounting System,fiscal control and cost accounting by program, and workload and performance management systems and reports. 15 In summary, Weld County's budget process is virtually a year-around process, combining months of planning, analysis, program and policy review, and constant monitoring. The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end, the budget represents a balance between the political process represented by citizen input, policymakers, county departments and offices, and teamwork. The following two pages show the process graphically. 16 OVERVIEW OF BUI)GET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Community Et. Develop County-Wide Goals el Long Range Planning Assessment Assess Prior Year's Perfomaance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy SUPPORT PROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Accounting System Alternatives Design Program Fiscal Control Review Program Define Program Cost Accounting b. Program Performance Objectives Relate to Present Examine and Evaluate Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports Service Delivery BUDGETING BASED ON PROGRAMS, 11/ PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 17 HIERARCHY OF BUDGET INFORMATION STRATEGIC L OBJECTIVES N BOARD OF COUNTY COMMISSIONERS N BUDGET POLICIES BUDGET PROCESS IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES REVENUE POLICIES MAJOR PROGRAM GOALS POLICY DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS ACCOUNTING POLICES POLICY MATTERS/POINTS OF ISSUE INVESTMENT POLICIES WORKLQAD DATA CAPITAL IMPROVEMENT POLICIES DEPARTMENT OBJECTIVES BUDGET GUIDELINES SIGNIFICANT CHANGES ALLOCATION OF RESOURCES DEPARTMENT BUDGET UNITS 18 WELD COUNTY MISSION STATEMENT "In order to provide uncomplicated , unburdensome government responsive to the people,' the mission of Weld County government is to provide an environment designed to maintain and enhance the general health, welfare and safety of the people of Weld County. From Weld County Home Rule Charter Preamble 19 WELD COUNTY GOVERNMENT STRATEGIC GOALS • Establish benchmarks with measurable standards to improve the health, safety, and welfare of the people of Weld County. • Explore and utilize, when cost-effective and beneficial, technology and satellite campuses to provide more accessibility and better services to the people of Weld County. • Ensure new growth contributes resources, timed to coincide with and in proportion to its impact on the infrastructure, and support of Weld County. • Develop and maintain public information and interaction through a web site, public relations, and other modes of communication to improve the public's perception of the services received from Weld County. • Work with constituents and constituent groups on processes and matters to have a positive impact on the county and the well being of county citizens. • Include private and nonprofit involvement in maintaining and enhancing the general health, welfare, and safety of the people of Weld County. • Expand and diversify the economic base of Weld County. 20 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES In order to implement various strategic objectives, Weld County has continued to seek involvement and input from the community of Weld County. In 1999 staff and the County Commissioners held town meetings with representatives from all 31 city/town councils and interested public to seek involvement and input from the community. In addition, Weld County has over 30 advisory boards to provide input on specific issues. Weld County, Colorado, is a great place to live and work. Our geography and climate are difficult to surpass. Our economy remains strong. Large numbers of businesses and people want to enjoy our advantages. We have seen tremendous growth in Southwest Weld (the Del Camino and I-25 corridor), Windsor, and west Greeley. But, there are problems created by the advantages and the growth we have enjoyed. Skilled labor continues to be in very short supply. We see growing pressure on our infrastructure such as roads, water, sewer systems and schools. Collectively we have to ask, "How fast do we want to grow?" Weld County has worked with all the municipalities in the county the last few years to get intergovernmental agreements for the purposes of coordinating land use. In the last year several such agreements have been signed and are in the process of being implemented. This will allow better coordination of the growth of the county in an effort to maintain the high quality of life in the county. As indicated above, Weld County is growing rapidly, particularly in the southwest corner of the county, including Frederick, Firestone, Dacono, Erie, Mead, Longmont, and the Windsor area. These growing areas need improvements in transportation systems. The jurisdictions have joined with Weld County to conduct a collaborative effort to identify transportation systems to serve these areas, develop uniform transportation infrastructure standards, and implement impact fees to help construct new transportation infrastructure to serve those areas. The county's goals were to: • Develop transportation routes that maximize energy efficiency and maximize efficient use of infrastructure resources. • Develop transportation routes that minimize traffic congestion. • Understand the economic implications of growth on the transportation systems of the two areas and identify ways to mitigate negative impacts. • Understand how regional taxes and revenues related to transportation system funding, particularly impact fees, for the two areas and design a proposal to implement impact fees to complement such taxes and revenues. This effort was completed in 1999 and will compliment what has already been done in the county dealing with its transportation system. 21 In the area of the Public Works infrastructure, Weld County has turned the corner with its bridge replacement program and pavement management program to finally have a road and bridge system that is at a good to excellent level of condition. This has been a twenty-year process to match the needs of the system and the resources to improve and maintain it. This goal has been accomplished and now must be maintained in the future. During the last year, an aggressive marketing initiative for Weld County was developed through the Economic Development Action Partnership (EDAP). This will create results during the coming years. Major efforts of the Weld County Industrial Development Program are: • Community awareness and involvement • Industrial retention and expansion • Industrial attraction from regional, national and international markets • Weld/Larimer County Revolving Loan Fund (RLF) • Greeley/Weld Urban Enterprise Zone Industrial retention and expansion continues to be the top priority of the economic development program. The best marketing agent for the community is the local company manager who has already found the region to be a profitable place to operate. If the existing industry is not happy, it is not likely to expand its local operation, nor will it recommend the community to others. The program has changed its approach from making the maximum calls it can make in one year to concentrating on quality calls and working with industries to solve their problems and assist them in their expansion plans. The EDAP marketing program can be divided into two primary types of activities: 1. Prospecting for new primary sector companies to join our corporate community; and 2. Working with existing primary employers to encourage their retention and expansion in the Greeley/Weld area. While both activities are integral parts of a successful long-term economic development effort, the general public typically hears a great deal more about the prospecting activities. New industry recruitment tends to be the more glamourous side of economic development, and is looked upon with a great deal more enthusiasm than the typical expansion project. In the last year, over 1,200 primary sector jobs have been created in Weld County. The efforts have targeted $12 to $18/hour wage level jobs in high tech manufacturing and agri-processing industries. The success Weld County has experienced is due to a variety of factors, including: • A stable and diversified economy. Weld County ranks among the top counties nationally in the value of its agricultural products, is the second highest Colorado county in oil/natural gas production, and consistently ranks as one of the top Colorado counties in the value of its manufactured products. • Weld County has experienced a continued, steady population growth rate. 22 • County and city governments are aggressively pro-business, offering planned industrial properties and attractive incentive programs. Portions of Greeley and Weld County have been designated a State Enterprise Zone, allowing qualified businesses to take credit against their state income taxes for equipment investment and jobs. • Weld County's labor force represents the best of all possible worlds. Entry wage rates generally fall in the $5.25 - $7.00 per hour range, and our employees represent a solid Midwestern work ethic. Organized labor represents approximately 3% of our manufacturing workforce. • An excellent transportation system provides easy access to national and growing regional markets. Two interstate highways (1-25 and 1-76) and two U.S. highways (U.S. 34 and U.S. 85) serve the county, and two additional interstate highways border Weld County (1-70 and 1-80). Fourteen motor freight firms and three railroads provide freight service. Commercial air service is provided by 18 carriers operating from Denver's International Airport to 186 cities and nine countries; the airport is an hour's drive from the county's population centers. The new Denver International Airport is located at the southern edge of Weld County, about 45 minutes from Greeley. • Weld County offers an outstanding quality of life. Within a 50-mile radius are located four major universities with the attendant cultural and athletic events, the Denver metropolitan area forms the county's southern boundary, and six major ski areas are located within a two-hour drive. Weld County is home to the oldest philharmonic orchestra west of the Mississippi River, and is the site of the largest civic auditorium in Northern Colorado. Rocky Mountain National Park, 50 miles to the west, offers outstanding outdoor activities. Twelve school districts offer quality education to over 22,000 students. Small town atmosphere, with access to all of the recreational and cultural amenities of larger metropolitan areas, make this an ideal area to work and raise a family. 23 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the county. 2. Analyze new or expanding services, using a common criteria for justification, aimed at identifying mandated and optional programs. 3. Rank, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyze major revenue sources. 5. Eliminate procedures which were not fully utilized in the decision making process of the budget. 6. Identify optional programs and service levels which may be reduced if necessary. 7. Continue refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Utilize the target budget approach. 9. Initiate a strategic planning process. 24 HIGHLIGHTS REFINE BUDGET PROCESS TARGET BUDGET APPROACH COST CUTTING/REVENUE RAISING STRATEGIES PRIORITY RANKING DEFER EXPENSES CREATIVE MANAGEMENT LEGISLATIVE PROGRAM SPECIAL INSTRUCTIONS STRATEGIC PLANNING 25 TARGET BUDGET APPROACH > IDENTIFIES COUNTY'S RESOURCE CAPACITY > ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE > PROPOSED UNFUNDING IS IDENTIFIED EARLY > ALLOWS TIME TO ACCOMMODATE REDUCTIONS (EMPLOYEES) > OFFERS SUPPORT TO MANAGERS TO ELIMINATE MARGINAL SERVICES, LESS PRODUCTIVE EMPLOYEES, ETC. > ALLOWS BOARD DISCRETION IN ALLOCATING FUNDS TO UNFUNDED PROGRAMS IN CRITICAL SERVICE AREAS > TARGETS ALL OFFICES, DEPARTMENTS, OUTSIDE AGENCIES > BETTER REFLECTS COUNTY PRIORITIES > LIMITS ARE KNOWN AND ALTERNATIVE EXPENDITURE LEVELS CAN BE PLANNED SIX MONTHS BEFORE FISCAL YEAR BEGINS > CONSTRAINS GROWTH IN EXISTING LEVELS, SO HIGH PRIORITY REQUESTS CAN BE GRANTED WHILE LOWER PRIORITY PROJECTS ARE CUT 26 SOLUTIONS/APPROACHES > INTEGRATED BUDGET APPROACH > MODIFIED ZBE3 > PROGRAM/ACTIVITY > PRIORITY SETTING > TARGET BUDGET > REVENUE MAXIMIZATION > IMPROVED PRODUCTIVITY > COST AVOIDANCE > CUT BACK MANAGEMENT > COST CUTTING/REVENUE RAISING STRATEGIES > POSITION SUNSET REVIEW > STRATEGIC PLANNING 27 GOALS OF BUDGET PROCESS > PROVIDES DECISION MAKER WITH NECESSARY INFORMATION > RATIONAL > FAIR > ECONOMY OF TIME > RELEVANT > FLEXIBLE BY DEPARTMENT > MANAGEMENT INPUT > PUBLIC INPUT 28 MAJOR PROGRAM SPECIFIC GOALS > Continue program of a Drug Task Force in conjunction with the municipalities in Weld County (Sheriff). >- Reconstruct the following major bridges: 13/24A and 27/58A. >- Complete mapping of county in the Geographical Information System in 2000. > Continue initiatives associated with the "Reinventing Weld County Government" project. > Respond to federal welfare reform and its impact on Weld County programs. > Expand the service level of the household hazardous materials program and cleanup program. > Fund the last phase of runway expansion at the Airport. > Implement transportation impact fees for new development in high growth area. > Support domestic violence court in conjunction with District Attorney and Courts. > Increase Sheriffs patrol and investigation functions with four additional officers via a COPS UHP grant. > Complete the 2000 Public Works Work Plan. > Implement an imaging project for Assessor's records. >- Begin a four-year project to implement a new 800 MHZ radio system. >- Additional engineering staff to deal with drainage issues. > Fund new community building at Island Grove Park. > Radio Reading Service of the Rockies was funded to serve blind listeners. 29 2000 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 1999's budget presentation. • Salaries should be budgeted at the 1999 level. Any salary increase for a class unique to a department must be absorbed in target amounts. > All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services. This is a follow-up to work over the last five years. > Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified. 30 > Target budget amounts will be provided to each department and office. Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in October. Therefore, all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted. Ranking forms will begin at 90% of target. TABOR budget target amounts will be given to each department for the TABOR budget submission. > In reviewing the 2000 budget request, Finance will use criteria developed in the Budget Manual to develop preliminary recommendations to the Board of County Commissioners. Finance will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose, objectives, departmental priorities and rank, achievements and benefits expected, means, if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether or not all cost cutting and revenue generating strategies have been applied. > Unless a significant organizational change has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2000 budget process. 31 2000 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used in conjunction with your Budget Manual for submission of your 2000 budget. 1. AM budgets (including Enterprise and IGS) must be submitted by July 6, 1999. 2. All departments are requested to submit, on or before June 18, 1999, the following items that will be part of your 2000 budget: A. Special Project Request for Building and Grounds projects estimated to be over $1,000. B. Any additional position requests or reclassifications, as outlined in the Budget Manual, should be submitted to Personnel no later than June 18, 1999, to allow Personnel to assess the need. C. PBX Phone Service Requests for phone changes in 2000. Unplanned moves will only be done if absorbed in the 2000 budget. 3. Salary and fringe benefits will be budgeted at the 1999 level. Any anticipated increase over 1999 level must be absorbed in target amount. 4. For budgetary purposes, please use the 27¢ per mile reimbursement rate in developing your 2000 budget. 5. Any requests for equipment should be submitted as part of your departmental budget request. Once a determination has been made as to whether or not the Board of County Commissioners will approve your request for equipment purposes, the total amount will be moved to a Capital Outlay budget unit as has been the practice in the past five years. 6. Motor Vehicle IGA rates should be ascertained from Claud Hanes in Accounting for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles, such as ambulances, patrol cars, etc. Fuel costs should be adjusted to current market conditions. 7. Postage costs are anticipated to remain 33¢ in 2000. 8. The target budget amount provided to your budget unit(s) can only be adjusted after discussing it with the Director of Finance and Administration in order to coordinate the overall target amounts. 9. Any amount in excess of the 90% target amount must have a form #01-807-914 (Appropriation Request Exceeding Target Budget Level) for the regular budget. TABOR budget target will be provided to each department also. 32 10. Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 1999. See Finance for exact format. 11. Any 2000 position classification upgrades will be treated the same as a new position request in the budget process, with the department funding any requests within the target amount. Unless there has been a significant organizational change, reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2000 budget process. 12. Early Warning Budget Hearings will be held in September. If, in the development of your budget request, you determine that there are unique requirements or unique situations in your department that affect your budget presentation, please do not hesitate to contact the Director of Finance and Administration at extension 4218 to answer questions, or to get approval for variation to the normal procedures outlined in the special instructions above or in the Budget Manual. 33 REQUIREMENTS VS RESOURCE CAPACITY HISTORICAL r EXCESS I I I I I I I PROPERTY TAX I I I I I I OTHER REVENUE PROGRAM BUDGET REQUIREMENTS I I I I I I I I FUND BALANCE I I I I I L J RESOURCE CAPACITY REQUIREMENTS PRESENT � n I I EXCESS I I I I PROPERTY I TAX I PROGRAM BUDGET OTHER REVENUE REQUIREMENTS I I I I I I I I FUND BALANCE I I I I L __ J RESOURCE CAPACITY REQUIREMENTS 34 2000 PROGRAM ISSUES • Maintain adequate staff and program development levels for growing prisoner population, as well as capital accumulation for additional jail space. Refine long-term strategy to deal with the fiscal constraints of Amendment 1. > Continue development of a geographic information system (GIS). Cope with the continued growth and development in the county. > Develop capital plan for anticipated growth in satellite campus service sites. • Develop transportation system to accommodate growth in county's urbanized areas and corresponding transportation impact fees. • Continue benchmark efforts for county services. • Continue document imaging process in county departments. > Identify technology uses to improve services and cost-effectiveness of services. Enhance public relations and communication efforts with constituents. • Develop 800 MHZ radio system. • Radio Reading Service of the Rockies was funded to serve blind listeners. 35 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 • 2000 Budget Guidelines The overall county budget policies are reflected at the program level on each of the "Budget Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact operations, service levels and/or finances at the program level. In addition, comments on the summaries explain implementation issues and provide objectives and workload data for monitoring purposes. The "Budget Unit Summary" has been structured as follows to accommodate the governing board and public reader: • Department Description • Resources • Summary of Changes • Objectives • Workload Measures • Staff Recommendations NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of Finance and Administration shall cause the policies adopted or approved by the Board of County Commissioners to be implemented in the county as required by the Board of County Commissioners and insure that the activities of the departments are consistent with the policies determined and set by the Board of County Commissioners. 36 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2000 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 1999, historical growth rates, and interest rates of an average of 5.50% throughout 2000. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation. 11. Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding. 37 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation. Specific Ownership Tax: Anticipated to remain at the historical level of 9.5% of property tax. Building Inspection and Planning Permits: Based upon continuation of 1999 land use and construction activity level with 2000 rates applied. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. Police Service Contract: Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Drunk Driving Fines: Based on $30 per offender at anticipated level of 1,020 with 2% waiver rate. Earning on Investments: Calculated on an average earnings rate of 5.50% on approximate average balance of $31,000,000. Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests owned by Weld County. New lease bonus activity is estimated at $10,000 for 2000. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues are based upon 1998 Indirect Cost Plan approved by HHS. County Clerk Fees: Calculated on the historical level of activity. Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively constant. Highway Users-Special Bridge: Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees: Based upon historical level of activity for fees, which remains predictable over time, plus 4% growth factor due to car price increases. Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3% reduction that Weld County has historically experienced. 38 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, 1999. Health Fees: Based upon historical patient/client caseload with 2000 rates applied. Human Resource Grants: Based upon contract funding level as of October 1, 1999. State Lottery: Funded at the current level, with no anticipated legislative changes. Solid Waste Fees: 10% surcharge applied to historical waste volumes and input on projected volume from landfill operators. Ambulance Fees: Calculated based upon 1998-99 call volume plus 7% rate increase. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. DOC Inmate Reimbursement: Revenue based upon average holding of 10 DOC inmates at $48.43 per day per inmate. Work Release Inmate Fee: Based upon average of 75 work release inmates per day. 39 POLICY DIRECTIONS Continue revenue maximization policy to support county services to users. Continue policy of identifying ways to minimize the reliance upon property tax funding. - Advocate legislative positions. Recommend a revised compensation pay plan based upon annual salary survey data to keep county compensation competitive with the labor market. Examine county programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce. - Examine county programs and services to prepare Weld County for continuing financial uncertainties and future limitations. Utilize cost cutting/revenue raising strategies to hold down costs and support county services. This may be accomplished by: Organization assessment Contraction in services Productivity improvement - Reprivatization and contracting - Automation - Energy conservation - Administrative reorganization - Innovation/technological transfer Continue position sunset review process to assess the need for any vacated positions in 2000. Utilize a target budget approach with the following features: Identifies county's resource capacity All can see the targets and related reductions Identify proposed unfunding early - Allows time to accommodate reductions (employees) - Offers support to managers to eliminate marginal services, less productive employees, etc. - Allows board discretion in allocating funds to unfunded programs in critical service areas - Targets all offices, departments, and outside agencies - Better reflects county priorities - Since limits are known, allows planning of alternative expenditure levels six months before fiscal year begins - Constrains growth in existing levels, so high priority requests can be granted while lower priority projects are cut 40 Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. This is a follow-up we have been doing the last three years. - Clearly identify all newly mandated program costs for the Board. - Continue the county's share of partnership programs, unless a change is legally mandated, and decrease the share wherever possible. Maximize manpower avoidance or substitution methods for all departments through automation, productivity improvements, or cost cutting strategies. Recommend capital outlay expenses for equipment only when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. Continue to examine priorities, which services to provide, best way to deliver services, and most cost effective way to provide services within the constraints of TABOR. 41 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS • Implement impact fees to fund an identified transportation system as a result of a study of developing a transportation system in southwest Weld County and the Windsor area that the county and municipalities agree to along with transportation impact fees. • Continued implementation of community-oriented policing program in Sheriffs Office. > Added domestic violence courtroom for State Court operations. > Completed all mapping to implement the Geographical Information System (GIS). > Continue the implementation of welfare reform in Weld County. > Added an environmental specialist to perform environmental education as part of the Solid Waste Action Group. > Funding for new community building at Island Grove. > Additional Long Range Planner position to coordinate community growth issues. • Additional engineering staff to deal with drainage issues. • Addition of four Sheriffs Deputy positions via a COPS UHP grant. > Additional .5 FTE Animal Control Officer to increase enforcement. > Agricultural Advisory Committee will review county policies and land use issues associated with agriculture in the county. > Beginning a four-year process to convert the Regional Communications Center to an 800 MHZ radio system. > Additional building inspectors to accommodate building development. 42 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BASIS OF ACCOUNTING: The governmental funds, expendable trust funds, and agency funds utilize the modified accrual basis of accounting. Under this method revenues are recognized when measurable and available. "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Primary revenues susceptible to accrual are taxes, grant revenues and investment earnings. Property tax is reported as deferred revenue (less estimated uncollectible amounts) in the year the levy is certified and as a revenue when available to finance the County's current operations. Other taxes are also reported as revenue when available. Grant revenue is recognized as qualifying expenditures are incurred, and investment earnings are accrued over the life of the investment. Expenditures are generally recognized when the related fund liability is incurred except for long- term liabilities, such as accrued vacation and sick leave, which are recorded when payable from current available financial resources. Proprietary funds, non-expendable trust funds and pension trust funds follow the accrual basis of accounting and pension trust funds follow the accrual basis of accounting whereby revenue is recognized when earned and expenses are recorded when liabilities are incurred. Investments in the Pension Retirement Fund are valued at their fair values in the Combining Balance Sheet. Unrealized gains and losses are included in the change in plan net assets. Encumbrances: Weld County utilizes the encumbrance method of recording commitments related to unperformed contracts for goods and services or portions thereof not yet received. Under this method, encumbrances for purchase orders, contracts, and other commitments outstanding at year end are recorded as a reservation of fund balance and do not constitute expenditures or liabilities. Because the commitments will be honored during the subsequent year a reappropriation is made in the subsequent year to provide authority to complete the transaction. Depreciation: Depreciation of property and equipment is only recorded in the proprietary funds. BUDGETARY BASIS OF ACCOUNTING: State law requires budgets for the County's governmental and proprietary fund types. Budgets for the governmental types (General, Special Revenue, Debt Service and Capital) are adopted on a modified accrual basis of accounting consistent with Generally Accepted Accounting Principles (GAAP) with the exception that the value food stamps and commodities are not appropriated. In addition, Social Service client grants paid via electronic benefit transfers by the State of Colorado are not appropriated or included in the financial statements. Proprietary fund budgeted on an accrual basis of accounting. Depreciation is only budgeted for in the proprietary funds. 43 BUDGET ADOPTION: An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental, proprietary and expendable trust funds. The accounting system is employed as a budgetary management control device during the year to monitor the individual departments (level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end. The Director of Finance and Administration is authorized to transfer budgeted amounts within departments of each fund. Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation ordinance. AMENDMENT TO BUDGET PROCESS: Section 29-1-111.5, CRS, provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund. Section 29-1-111.6, CRS, provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation. Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners. PROPERTY TAXES: Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than November 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts, cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent(5%),except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and, if in the opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. 44 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. 45 INVESTMENT POLICY The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are CRS 24-75-601 and 30-10-708. Investment priorities are (1) safety, (2) liquidity, and (3) yield. In compliance with statutes, deposits/investments are made only in"qualified"financial institutions, i.e., those which are federally insured by either F.D.I.C. or F.S.L.I.C. Further, any deposit/investment amount in excess of $100,000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, CRS 1973, 11-10-118 and 11-47-118. Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks, national banks having their principal offices in this state, or in compliance with the provisions of Article 47 of Title 11, CRS 1973, savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners. The Board of County Commissioners can designate, by resolution, an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The county maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund. Several of the county's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other county funds. Deposits: At year-end, the estimated carrying amount of the county's deposits is$31.0 million. Of this amount, $600,000 will be covered by Federal deposit insurance and the remainder was collateralized with securities held by the pledging financial institution's trust departments or agents in the county's name. Investments: Statutes authorize the county to invest in obligations of the U.S. Treasury, agencies, and instrumentalities, commercial paper,and repurchase agreements. The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. The county's investments are categorized to give an indication of the level of risk assumed by the entity. Category 1 includes the investments that are insured or registered or for which the securities are held by the county or its agent in the county's name. Category 2 includes uninsured and unregistered investments for which the securities are held in the county's name. No funds are in the form of mortgages in Category 2. Interest revenue is projected on the basis of an average interest rate of 5.50% in 2000. 46 CAPITAL IMPROVEMENT POLICY 1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2. Capital Improvement Staff Committee - The Director of Finance and Administration develops a long range county-wide Capital Improvement Plan for all major capital expenditures within the county after surveying county-wide needs with program managers. The Board of County Commissioners is responsible for approving capital improvement policies, as well as approving capital improvement programming as a part of the annual budget. 3. Capital Projects- Capital projects are defined as those major, non-recurring projects that have a time interval of at least three (3) years between such expenditures and have a total cost of at least $10,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include: A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities. C. Major equipment which has a relatively long period of usefulness. D. The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and/or buildings. 4. Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget-Acquisitions of general fixed assets are recorded as capital outlay expenditures within the governmental funds. Public domain("infrastructure")general fixed assets consisting of roads, bridges and rights- of-way are not capitalized. No depreciation expense has been provided on general fixed assets. Items of three years of useful life or more and valued at $1,000 or more are considered capital items. 47 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. 48 FUND BALANCE AND RESERVE POLICY As required by Article X, Section 20 of the Colorado Constitution, the County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies. The amount shall be no less than 3% of the fiscal year spending limit established by Article X, Section 20. The county will budget a year-end fund balance in each property tax-supported fund, other than the contingent and Emergency Reserve Funds, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay for current operating expenditures. Annually the county will in total maintain satisfactory levels of fund balance reserves and contingent/emergency reserves to insure a continued strong financial position within the county. The actual fund balance and reserve amounts will be reviewed and set annually by the Board of County Commissioners at the time of the adoption of the annual budget. 49 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: General Fund The General Fund accounts for all financial transactions of the county that are not properly accounted for in other funds. Ordinary operations of the county such as public safety, county administration and other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the county which finance specified activities as required by law or administrative action. Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the county. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition, development and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can only be used for true emergencies as defined by the amendment. Funding level must be 1% of fiscal spending in 1993, 2% in 1994, and 3% in 1995 and fiscal years thereafter. Public Health Fund: The Weld County Public Health Department provides health services to county residents. The fund reflects revenue and expenditures for health care, health education, health monitoring and other related activities. Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL, HHS, and CSA. Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the county. 50 Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the county. Capital Expenditures Fund: This fund accounts for various capital improvement projects on county property as required by Section 29.1-301, CRS, 1973. PROPRIETARY FUND TYPES: Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the county on a cost-reimbursement basis. Motor Vehicle Fund: This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other county funds. Insurance Fund: This fund accounts for all insurance costs for the county. The program is a combination of insured risks and protected self-insurance risks. Phone Services Fund: This fund accounts for all phone costs provided to the county and other outside agencies on a cost-reimbursement basis. Health Insurance Fund: This fund accounts for the self-insured dental and vision plans offered to county employees. Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities. The only active lease is for the Human Services Building. Enterprise Funds Enterprise funds are established to account for operations (a) that are financed and operated in a manner similar to private business enterprises -- where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Ambulance Fund: This fund accounts for all the rescue unit fees and costs associated with the operation of a county-wide ambulance service for the citizens of Weld County. 51 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Director, Finance and Administration Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Comptroller Purchasing Director, Personnel/General Services Printing and Supply Director, Personnel/General Services Personnel Director, Personnel/General Services Computer Services Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff Communications - County-wide Director, Finance and Administration 52 BUDGET UNIT RESPONSIBLE OFFICIAL Communications System Development Director, Finance and Administration Coroner Coroner Correctional Administration Sheriff Community Corrections Chairman, Community Corrections Board Public Service - DUI Director, Useful Public Service Building Inspection Director, Planning Services Office of Emergency Management Sheriff County-wide Animal Control Sheriff Pest and Weed Control Director, Public Works Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran's Office Director, Personnel/General Services Airport Director, Finance and Administration Mental Health Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Personnel/General Services County Fair Extension Agent Public Works Fund Director, Public Works Social Services Fund Director, Social Services Health Fund Director, Health Services Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration Solid Waste Fund Director, Finance and Administration Capital Expenditure Fund Director, Finance and Administration 53 BUDGET UNIT RESPONSIBLE OFFICIAL Ambulance Fund Director, Ambulance Services Motor Pool Fund Comptroller Insurance Fund Director, Finance and Administration Phone Services Fund Director, Personnel/General Services Health Insurance Fund Director, Finance and Administration 54 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Assessor: Office Manager upgrade $ 22,964 Lead Appraiser to Appraiser III $ 816 Logo shirts 1,500 Training 10,000 19,500 Pagers (36) 3,000 Part-time clerical 10,500 Clerk and Recorder: 2.5 Office Tech III 67,570 Elections: Office Tech III 23,037 District Attorney: 2.0 FTE Office Tech III 56,089 Upgrade Deputy DA III to IV 11,604 Personnel: Clerical upgrade (2) 5,700 Planning: 2 FTE Planner I 76,861 Buildings and Grounds: Custodian 23,036 Maintenance Worker Upgrades 19,004 Sheriff: Office Tech II - Fingerprinting 23,098 Administrative Assistant 50,902 Four officers for COPS UHP Grant 156,226 Animal Control Officer (.5 FTE) 11,502 Interpreter 1,500 Traffic Sign 13,000 55 FUNDING INCLUDED EXCLUDED Communications: 800 MHZ system $ 500,000 Coroner: Deputy Coroner $ 44,643 Upgrade Office Tech II to III 2,200 Building Inspection: 2 FTE Building Inspectors 95,261 Engineering: Civil Engineer I 50,812 Developmentally Disabled Development Services: Funding Increase 52,000 79,369 Island Grove Building: 100,000 Health: Community Needs Assessment 10,000 Immunization Program 53,000 Solid Waste Action Group 29,088 Ambulance: Rate Increase (7%) n/a Non-Departmental: Island Grove Treatment Center 60,000 Radio Reading Service 7,500 TOTAL $ 1,310,667 $ 380,615 56 EMPLOYEE SALARY SCHEDULE AND BENEFITS y SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council Longmont Salary Survey Front Range Budget Conference Budget reflects a salary adjustment of 4% with the only benefit change being the 30% increase in the health insurance county contribution and a rate increase for disability insurance. All other benefits remain the same. No minimum increase is provided for "grandfathered" employees. The breakout by fund is as follows: General Fund $ 1,211,294 Road and Bridge Fund 177,462 Health Fund 199,350 TOTAL $ 1,588,106 Social Services salaries will be set in accordance with the Board's policy now that Social Services employees are no longer in the State Merit System, as of July 16, 1997. A 4.0% increase is included in the Social Services budget. 57 2000 HEALTH INSURANCE 2000 Insurance rates are as follows: CUSTOM 1 HMO POS PLUS Employee: Health $ 173.35 $ 182.38 $ 229.69 I DentalNision 13.00 13.00 13.00 is TOTAL $ 186.35 $ 195.38 $ 242.69 s Employee $ 16.00 $ 25.03 $ 72.34 County 170.35 170.35 170.35 Dependent: izii Health $ 286.18 $ 300.92 $ 379.01 DentalNision 16.00 16.00 16.00 TOTAL $ 302.18 $ 316.92 $ 395.01 IIII Total Employee $ 318.18 $ 341.95 $ 467.35 Total County 170.35 170.35 170.35 IIII Employee Costs: 1999 $ 276.60 $ 296.92 $ 404.10 2000 318.18 341.95 467.35 DIFFERENCE $ 41.58 $ 45.03 $ 63.25 ti .:: :e:a:,w: u:w:,:w:a .,.yo-:f.w.a ...:y:.w:,:.,:www a<s:s�,:-e, eA —"---",r...,,.< . .: 58 PLAN COMPARISON POS CUSTOM s MEDICAL BENEFITS HMO HMO NonHMO PLUS Lifetime Maximum Unlimited Unlimited $1 Million $1 Million 4- Office Visit Co-payment $15 $15 n/a n/a s Preventive Care Co-payment $15 $15 Not Covered Not Covered Emergency Room Co-payment $50 $50 n/a n/a A Hospital Admission Co-payment $100 $100 n/a n/a Outpatient Surgery Co-payment $25 $25 n/a n/a Individual Deductible n/a n/a $250 $200 Family Deductible n/a n/a $500 $400 Co-insurance n/a n/a 70-30% 80-20% Individual Max Out of Pocket* n/a n/a $2,750 $1,200 Family Max Out of Pocket* n/a n/a $5,500 $2,400 Prescription Drug Co Payment $15125440 $15/.'25/f40 15/$25/$40 $15/$25/$40 'For allowable covered charges including deductible and co-insurance. DENTAL PROGRAM: >- COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > 100% PREVENTIVE CARE > 50%/50% CARE OTHER THAN PREVENTIVE > EXCLUDES ORTHODONTIC CARE > MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $1000/YEAR VISION PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR > NO DEDUCTIBLE > 50% OF COVERED EXPENSES INCURRED > EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR LIFE: Three times annual salary up to $400,000 at $.40/$1,000 DISABILITY: $.54/100 compensation WELL: Well program will be continued to all county employees. Executive Pay Plan: Elected Officials, and Chief Deputies have a direct benefit plan for health purposes. 59 SALARY ADJUSTMENTS BY DEPARTMENT DEPARTMENT r- 2000 1999 DIFFERENCE Commissioners $ 366,240 $ 364,527 $ 1,713 County Attorney 407,744 380,347 27,397 Clerk to the Board 98,350 89,770 8,580 County Clerk 1,263,800 1,197,076 66,724 Elections 137,841 133,950 3,891 Treasurer 410,508 398,365 12,143 Assessor 1,434,510 1,377,697 56,813 District Attorney 1,946,880 1,820,186 126,694 Juvenile Diversion 248,488 233,153 15,335 Victim Witness 182,346 179,840 2,506 Finance 235,111 218,006 17,105 Accounting 317,230 292,400 24,830 Purchasing 83,987 77,968 6,019 Personnel 300,234 277,901 22,333 Planning 591,862 591,862 0 Building and Grounds 1,374,355 1,246,062 128,293 Printing and Supply 59,106 54,304 4,802 Sheriff Administration 703,603 686,617 16,986 Sheriff Operations 3,027,341 2,839,447 187,894 Animal Control 55,854 51,053 4,801 Forensic Laboratory 90,573 86,364 4,209 Coroner 139,096 129,884 9,212 North Jail 3,246,955 2,978,500 268,455 Centennial Jail 3,056,917 2,900,079 156,838 60 DEPARTMENT p 2000 1999 DIFFERENCE Building Inspection 569,784 569,784 0 Weed and Pest 53,886 49,771 4,115 OEM 53,886 49,771 4,115 Engineering 425,661 409,289 16,372 Missile Park 22,833 22,616 217 Extension 205,809 193,972 11,837 Veteran's Office 44,189 43,124 1,065 TOTAL GENERAL FUND $ 21,154,979 $ 19,943,685 $1,211,294 P W - Administration $ 386,403 $ 370,094 $ 16,309 P W - Trucking 578,945 548,282 30,663 C P W - Motor Grader 1,384,151 1,317,561 66,590 P W - Bridge 724,703 717,368 7,335 P W - Mtnc. Support 574,141 543,431 30,710 P W - Mining 469,223 443,368 25,855 TOTAL PUBLIC WORKS $4,117,566 $3,940,104 $177,462 Health Administration $ 279,759 $ 259,091 $ 20,668 Health Education $173,051 212,998 -39,947 Community Health 1,454,684 1,379,258 75,426 Environmental Protection 1,049,818 906,615 143,203 TOTAL HEALTH $ 2,957,312 $ 2,757,962 $ 199,350 61 POSITION AUTHORIZATION CHANGES DUE TO 2000 BUDGET FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-11100 Clerk and Recorder None 2.5 Office Tech III 1000-13100 Assessor .5 Office Tech II None 1000-15100 District Attorney District Attorney III District Attorney IV 1000-15100 District Attorney None 2 Office Tech II 1000-16200 Accounting Office Tech IV Payroll Tech 1000-16400 Personnel 2 Office Tech IV 2 Personnel Tech 1000-17100 Planning None Planner I 1000-17200 Buildings & Grounds None Custodian 1000-17200 Buildings & Grounds 2 Mtnc. Worker I 2 Mtnc. Worker III 1000-21100 Sheriff Administration None 2 SO Manager 1000-21100 Sheriff Administration None Office Tech III 1000-21200 Sheriff Operations 2 SO Manager None 1000-21200 Sheriff Operations None 4 Deputy Sheriff 1000-21230 Animal Control None .5 Animal Control Officer 1000-25100 Building Inspection None Combination Inspector 1000-25100 Building Inspection None Office Tech III 1000-31100 Engineering None Engineering Tech 1000-31100 Engineering None Civil Engineer II 2000-32300 P W - Bridge Engineering Tech None 2000-32300 P W - Bridge None 2 Mtnc Worker II/III 2000-32400 P W - Mtnc. Support None 3 Mtnc Worker II/III 2500-41200 Health Promotion 2.32 Health Educator None 2500-41300 Community Health None 1.17 PH Nurse 2500-41400 Environmental Health None .75 EH Tech 62 SUMMARY OF FUNDS ALL FUNDS REVENUE 40 000 000 r I$ $30,000,000 Z 1999 $20,000,000 2000 Isar - $10,000,000 € } S o S m �, m nsi a m H N 0, m m a v < m m `< X C N fU 0 H m O 0 m m 0 c m < m m 3 (Si? N m m in < m cn m cn 2000 Revenue Total : $ 108,923,296 ( 1999 $98,923,954) Property Tax $35,976,391 33.0% Licenses/Permits $1,598,075 1.5% ' Internal Services $6,129,189 5.6% Other Taxes $3,575,000 3.3% Miscellaneous $3,809,785 3.5% Ambulance Fees $4,604,959 4.2% Charges for Services 54,132,664 3.8% Fees $3,184,300 2.9% Fund Balance $15,982,461 14.7% Intergovernmental $29,930,472 27.5% 63 ALL FUNI)S EXPENDITURES 25,000,000 ( 20,000,000 / , . f - - 15,000,000 /,: / 10,000,000 ( 6 ,r,,p-a- 5,000,000 4e4,, ;� 0 cn m 0 D 0 2 m O 2 0 2 K z D O c O -0 D c0 z c r > (75m co 0 CO Z X 5 0 Z F D i 0 7J Z C Po Po H Z r cn * 0 JJ r 2 (n r m CO r D D D r Z X C z r C) i 2 Z c m < 2 0 m O < i C m m il m cn -< m m 0 m O < CD cn m n M 0 O Z 2000 EXPENDITURES Total S99,502,065 (1999 S92,421,954) Internal Services $6,269,189 6.3% General Government $14,812,099 14.9% Ambulance $4,617,359 4.6% Culture and Recreation $482,161 0.540 Social Services $12,285,598 12.3% Road and Bridge 515.282.673 15.4% Public Works $701,172 0.7% Miscellaneous $2,030,614 20° �' Contingency $7.352,050 74% Public Safety $19,706,592 19.8% - V Auxilary $412 3 0 4°6 Health $4,056,47330 41 Capital $2,725,000 2.7% : Human Services $8,768,782 8.8% 64 cc or on N. m o ri N Fn a H N r m al W c m 2 p co o m CO F-. 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(D I CD 0 CD CD Z U ( 6 WELD COUNTY 1999 ASSESSED VALUES TO BE USED FOR 2000 BUDGET DIFFERENCE 1999 1998 + OR(-) PCT Agriculture 108,348,540 98,913,040 9,435,500 9.54% Commercial 290,007,180 250,135,740 39,871,440 15.94% Industrial 170,255,740 158,897,260 11,358,480 7.15% Natural Resources 6,011,730 5,331,440 680,290 12.76% Oil and Gas 283,716,490 346,540,470 (62,823,980) -18.13% Residential 546,905,270 487,384,770 59,520,500 12.21% Vacant Land 40,005,930 31,299,450 8,706,480 27.82% TOTAL COUNTY ASSESSED 1,445,250,880 1,378,502,170 66,748,710 4.84% STATE ASSESSED PROPERTY 190,702,000 174,668,900 16,033,100 9.18% TOTAL ASSESSED VALUE 1,635,952,880 1,553,171,070 82,781,810 5.33% LESS TAX INCREMENT -3,482,098 -2,987,870 494,228 16.54% NET ASSESSED VALUE 1,632,470,782 1,550,183,200 82,287,582 5.31% *figures based on final certification 67 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $456,343 $206,883 $663,226 PUBLIC TRUSTEE $4,000 $10,437 $14,437 CLERK& RECORDER ($966,179) $0 ($966,179) ELECTIONS $606,566 $76,789 $683,355 TREASURER ($198,880) $0 ($198,880) ASSESSOR $1,626,106 $522,690 $2,148,796 COUNTY COUNCIL $24,801 $6,050 $30,851 DISTRICT ATTORNEY $2,057,600 $349,853 $2,407,453 SHERIFF $844,820 $808,100 $1,652,920 CORONER $287,920 $49,524 $337,444 CLERK TO THE BOARD $93,544 $0 $93,544 TOTAL $4,936,641 $2,030,326 _ $6,866,967 MANDATED:STATE/FEDERAL COUNTY COST NORTH JAIL $4,397,385 $144,311 $4,541,696 CENTENNIAL JAIL $3,094,293 $833,408 $3,927,701 COMMUNITY CORRECTIONS $0 $20,431 $20,431 SOCIAL SERVICES $4,415,898 $142,895 $4,558,793 HUMAN RESOURCES $12,351 $508,175 $520,526 PUBLIC HEALTH $1,496,991 $304,053 $1,801,044 TOTAL $9,019,533 $1,808,963 $1O,828,496 CRITICAL--NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $575,256 $0 $575,256 CRIME LAB $62,012 $11,399 $73,411 POLICE SERVICES (LEVEL) $3,340,231 $150,882 $3,491,113 COMMUNICATIONS-COUNTY-WIDE $595,935 $0 $595,935 COMMUNICATION SYSTEM DEVEL $500,000 $0 $500,000 E-911 $700 $0 $700 OFFICE EMERGENCY SERVICES $46,576 $6,011 $52,587 DRUG TASK FORCE $70,250 $5,787 _ $76,037 TOTAL -- $5,190,960 $174,079 55 365.039. 68 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP (554,191) $296,198 $242,007 ANIMAL CONTROL $145,522 $10,544 $156,066 PEST&WEED CONTROL $212,396 $51,642 $264,038 EXTENSION SERVICE $288,323 $167,264 $455,587 VETERAN'S OFFICE 549,077 $23,261 $72,338 AIRPORT 541,666 $17,284 $58,950 MENTAL HEALTH $135,875 $0 $135,875 MISSILE SITE PARK $2,000 $3,930 $5,930 COUNTY FAIR 538,661 $8,760 547,421 JUVENILE DIVERSION $213,610 $20,431 $234,041 DEVELOPMENTALLY DISABLED 552,000 $0 $52,000 SENIOR COORDINATORS $12,500 $0 $12,500 VICTIM ASSISTANCE 585,294 $23,147 $108,441 WASTE WATER MANAGEMENT $6,964 $0 $6,964 ECONOMIC DEVELOPMENT $103,833 $0 $103,833 A KID'S PLACE $7,500 $0 $7,500 GEOGRAPHICAL INFORMATION SYSTEM $135,217 SO $135,217 ISLAND GROVE BUILDING $100,000 $0 $100,000 TOTAL $1,333,530 $622,461 $1,955,991 GENERAL ASSISTANCE: $132,000 SO $132,000 PUBLIC WORKS $2,118,873 $735,304 $2,854,177 ENGINEERING $701,172 $51,890 $753,062 TOTAL $2,820,045 $787,194 $3,607,239 CAPITAL: EQUIPMENT $50,000 SO $50,000 Buildings $2,525,000 $0 $2,525,000 TOTAL $2,575,000 $0_. S2,575,000 SUPPORT FUNCTION COUNTY ATTORNEY $399,723 ($399,723) $0 BUILDING & GROUNDS $2,442,981 ($2,442,981) SO FINANCE &ADMINISTRATION $241,027 ($241,027) $0 ACCOUNTING $415,289 ($415,289) $0 PURCHASING $91,431 ($91,431) SO PERSONNEL $327,170 ($327,170) $0 PBX/PHONES $0 $0 $0 INSURANCE $550,000 ($550,000) $0 NON-DEPARTMENTAL $234,490 ($234,490) $0 BUILDING RENTS $739,160 ($739,160) $0 COMPUTER $1,998,687 ($1,998,687) $0 PRINTING& SUPPLY $36,406 ($36,406) $0 TOTAL $7,476,364. ($7476,364) $0 69 O CO CO O CO O O V N N N O V N- CI (N O r N- N- N- V3 N G) N- CO r VIN r W N- V3 co or (D 0 CO CO N- C) CO ❑r (h t` V 0 m O of 0 N- c) r (O (O C O) O N` U Oc) ouic� r6 co-o co'c6 id C(lti ro) N- r O V or N r tp V) cO N N 0 or Vi N N- (D (O to N- c . U9 N-Vf e9 Vj V3 Vj V3 V) a r - 6 (O C y O co C\ 0 u J J Q :V r J M ^ U 1--' V V F-. 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H 0mCo p >,- 0 t/1 C m O O O O Uco CC1 O z z Doc)" Q Q ® E - > ) Wau U-0a)O 'O)7 W W W L- ••co 0 m, (U C.�W c�0 co= 1]�C c Z,Y N C O .uj O5.u) CO co O< C o c 6 ca c' 92 N c c>o a) c—))_J m Fa) O >S - c�m o) — Q < w.2 3 C " o m 0 e vmi c`n c.-�2'1z a) o c r `m E g 2'� E m N c F.�.E 0 W Z„ o m m O c a) m 2 (n a) I.5 V- D 9' r o a) or-c - J O o a) )< a)=- a)-c m e H w w0UaUQis0wiHQW OWo-,OUzwoomWUWw> Go_u_Q o cW 74 0 H w O o in CV r— V O O WZz co r V N N r V 2'E= + + + I + + + + ct U D U CD O LID LO LO JO coM N O O N COM QO co NIO •S CO N V MN CO N co CO (O ZO r M.-rr O NCO N IO V (D I N r r CO O W C.0 HH IOM CO (f) CO Z (nw O O MNM CO N CO WOO CMNIO •S(Dr (D N V MO) V' N co CO N DOO r CO - rr O) NM N � V (D H 0D(` CO D] IL 0 Et 0 d ›- p LLJ O O H 2 Z ON WKO) O c(0 co V N CO � QO CONIO `7Nr N N (DM (O CO N CO O) � � Q' WO M.-rr 0) NM N. IO co V D U D } r r OO U) U H Z D 0 U H Q co V CO N LID N CODO) O co (0 O) N CD < HO) M(D10.7NO IO NNNIO r N CO CO N J 0 r r M r r r C) N CO N UD r CO Q W 0 H Z Z D W W a w z H w u Q w w O m W aZ 0 Li; d O °t 2 U L 2 (n 2 Q H O O (o J W C Q cc C ~O U O Q U J W m C N-OO CO W@ O O,�'' 2 d' H OZ C l) cv rag-) J O N D d S J CO Z H H < .0...C 2''Y a) Cr) H 1.E LL E H J 0 Q 0 c E ° 0-o- 0 _IEmmE 0 Q D Z a Q -6 a 0 2'C C H O N Q)Q- O H w 02Q2I-co _ w<22U O Ct 2 CD d < CD 75 4(Ca C. COLORADO 76 OHO 0 0 MOH 00000.000000 II welf crn GENERAL tar FUND ts- la 00000H00000 0000 0 0 0 0000 GENERAL FUND Revenue Changes .„.../il. / 1! O 30,000,000 0 25,000,000 / 20,000,000 ' `' O1999 cn co w w O2000 s°' w w p N 15,000,000 r . p -41 N w o CD . N O CD CO CO(J1 O1 O a 4 O 10,000,000 * w J > :0 SX f .. F,rB $5,000,000 �� L C� $o / % % a� - p 71 E f- C) 21 K m CD iU a N N n C N CD O O N _ 7 N- (D j 7 O� tD O 7 N () X in ( On C 76 w N J O 0 FIT n G N n tD (/) 2000 Revenue TOTAL: S40,969,311 (1999: S35,543,739) Fund Balance 5.4% $2,200,000 Miscellaneous 8.4% $3,423,185 Licenses/Permits 2.9% $1,205,000 Charges for Services 4.0 $1,649,423 / Property Tax 61.9% Fines/Forfeitures 0.1% $25,366,620 ,_ $30,000 1';,Fp`r Intergovernmental 9.4% \ $3,835,783 Other Taxes 0.2° `'. $75,000 : „ Fee Accounts 7.8% .::c„„,. $3,184,300 77 GENERAL FUND Expenditure Changes /06592 $25,000,000 $14,812,099 $17,371 ,6: /, $20,000,000 / $1 ' 11 ,1 ' ' _ 01999 $15,000,000 02000 $10,000,000 s $1 ,632,866 1 980,61 , • '.701,17. ..f $5,000,000 $ 1, •3$ $5r �J' 5 Air $180,20 .465, 372 53,66 $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $38,588,491 (1999 $34,443,739) Public Safety $19,706,592 51.1 Cult & e $156,661 649 Health&Welfare $1,632,866 4.2e , - - Miscellaneous 5980,614 2.5°% Public Works 5701,1,2 180' Human Services 518tl 184 05°0 177 Auxilary $412,303 114'0 5� General Government $14,812,099 384% 78 }' a > //O�V w w i..1 H U` /� ■/�".) El Ae \ y O Z o W � P4t c0 N � r U CD r r v. f rn w \ r` t LiD G) hk O) U � rn 1.4 r f U 3 r �—� -cr is li0)U W r- C'7 E N w d) r a) 0 0 0 0 0 0 Lo •Y M N r 79 T as as 0) U X Ti N 7 I-- O- N El \ \ ginz ZI : \Th O W •mu d7 10:4 : \-\ CY) r CO \ CI Cla 1:4 , 0) CO CU V S.4 O) CV • . 4 > 4 O) ct rn . = co O) ,.. = O) U c., a) C ) r r O„ ,,,,, \ O„ , . \- O O O O O O V co N r- 80 C) as C) C O,5 Clia a) Li X I- _ ca.I ■ ❑ A � [\ N 4 .ct N O w4 a) i� 07 O) T Z 00 66 � • A tQi T Can i a a) #t ^ S I \ ,._.. ..,..... V l Wl ± T O) � , _.n W E 10 U ' rn 5 T 4 a ,,,. CI, T W -,' ENS I� a) bow -\ _�,.�:` . t . 1-- E N Z N C U T T to V co N y. . 81 GENERAL FUND SUMMARY The General Fund is funded at the level of$38,588,491, up $4,144,752, or 12.03%. The budget for general government functions are up$788,584, primarily due to elections, which is up$306,756 in order to hold three elections next year with it being a Presidential election year. New positions in Clerk and Recording, Planning, District Attorney, and Buildings and Grounds account for the other increases. Public Safety is up $1,664,782 due to the Sheriffs Office budget being up $229,840 with the addition of 6.5 positions. Community Corrections is up$707,810 with offsetting revenues from the state. Communications development is up $500,000 for the first year funding of the 800 MHZ digital radio system project. The other public safety increases of$126,112 are for additional building inspectors to keep up with the growth. Engineering is up $312,407 with the addition of two positions and $200,000 for contract engineering services for 2000 road and bridge projects. Health subsidy from the general fund is up $97,310. A 4% salary increase and health insurance rate increases account for an increase of$1,211,294. Other budget items are relatively stable for 2000. The available resources to the General Fund amount to $40,969,311 compared to $35,543,739 in 1999, up$5,425,572 or 15.26%. 1Nithout the change of$1,195,029 in beginning fund balance, the increase would be $4,230,543, or 11.90%. Property tax is set at $25,366,620. Licenses and permits are up $255,000 due to building development activity. Grant revenue is up $710,163, almost exclusively attributed to Community Corrections. Charges for services are up $47,918, which is a 3% increase. Fines are up $6,000. Miscellaneous revenues are up $331,936 due to interest earnings. Fees are up $346,000 due to Clerk and Recording fees with an offset in a drop in Treasurer fees due to the law change of cutting in half the charge for school district tax collections. Other revenues remain very stable and healthy. The beginning fund balance is anticipated to be $2,200,000 for 2000. An estimated ending fund balance of $2,380,820 is projected for year-end 2000. This amount serves as an additional contingency amount during the fiscal year. In addition to the regular Contingency Fund is the Emergency Reserve Fund amounting to$2,500,000 required under the TABOR Amendment which passed in 1992. This fund balance amount is consistent with the anticipated ending fund balances for the last few years. It is prudent management for Weld County to maintain an anticipated fund balance to respond to unforeseen needs of the citizens of Weld County in 2000 and future years. 82 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O o O O O O o O o o ai (D o t0 O vi O O O o o o O O O ri 04 c0 N O O N 0 0 0 0 0 0 O O N (O N W V r r 0) 00000 (0 OM J (0 0 0 0 000000 0 W W r W O 0 V V W V W N O 0 r O O o a (0 O (O r N 6606 N M m - N O) rUO V OCOO 0) 0t 'r o Z o - 0 V 0) 000) 0 0 ” c (0 r W W M NNNM (O r W " I M V m0 - - N L- O W U) U) r r N CO N N 0000 000000 000000000000000000000 000 0 0 0 0 0 0 0 0 0 0 000000000000000000000 000 M O o M O O O O O O O 0 m W d (O O M O O O O r O O O O O 7 do O - ocr 0 0 0 0 0 0 OONMM V r r M000000 0 0 0 0 0 OM r ' Z MOOM 0 0 0 0 0 0 (0 0 W r (O N 0 V V MWOON 00 W O (O d (O O O o O v') M m U) r r (O V O tO r (O M N000 0 (O 0 o N CO r W (0 M NNNN W ' W 02 N Cl) M (0 r r N - 0 W OO N r N CO Na N N 0 CO T 0 0 0 0 000000 000000000000000000000 0 0 0 ' 0 0 0 0 000000 000000000000000000000 000 ' floor) 600000 O O W W O W O O O O O o o O O o 040 . 00i 000000 O O (O IO m V r r 0000000 o0 r moon 000000 (0 (O W r (O N 0 O C 0) N000) 000) 00 HH r O d (O 66660 M O) r W r r l0 V O m r N r O C N r W CO0 00000 N (O (D r W O CO M N N N N tO r W Ow 0 ' nor - 0 r r NaN N CO r. 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HHZ000 OH DZ c0 < O H = W o2Q H W W _ O vt Z o 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 0 0 0 0 0 0 0 NOor 0 0 0 CO — N (Oct in 0 0 Z a N co or V or V d- V V 't O in co co a c0 co N N co co co 0 O DO N co N N N N CO N N N N N N Cu CO N in in in N l0 N in (0 (0 0 0 U 0 00 CD co 0 Q 0 0 0 0 0 0 Z O O co O O O O Cu or O O o O 0 0 CO CD 0 0 0 0 0 0 co O o 0 o co O 0 0 0 0 (0 o 0 0 0 o 0o 0 0 0 0 0 0 0 0 0 0 0 0 0 - ,- (0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 W ,_ ,_ ,_ ,_ - ° r .- r 87 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 co coO CD r 0 O m °r' (O v o r u o vcn— ro ro oQ (h rfn O On oZ N r (n N aJ M 0 0 0 0 0 0 0 0 0 0 (= coo 0 O (7 r N O (O N n 0 0 N O r 0 - CJ CO 0 () CD V O N CD CO 0.16 6R V N N O (n N O N 0 O o N cn N �7 (D OO O M NO w w 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O M r N 0 (C O) N (D r 0 0 r m N O V O LC 0 0 0 tD r N O O I,- V V O W N O ti) u] N O N 0 r N D) N O N W Cr 0 Lji 0 0 0 0 0 0 0 0 CCOOOOOOOO 0 O (D N O O O M F m N O V N Z m w N N O (o O D W 0 0 a J X r m < o • LL N wO z } W• er Q 2 2 0) CO Z 7 w O Z p_ >- D 0 0 O Z O Q JL11 D Z W Z LL D NZ cc QJ LL D W Z J w O 2 wcr F_ J > _, w Q Q ZO z o o W z 7 J 2 O W N Q >- W 0 W W Z Q J J Q Q Z N Q _ W f ZZ w � >al f!1 UJ l- at 000000 00 o Hv o0co Z C o co O 0 O C 7 O 0 0 0 0 O) <o 0 0 0 Q p 0 0 0 0 0 0 Z 0 0 0 0 0 0 0 0 0 0 0 0 LL r r r r r r 88 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD QF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as a Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Welfare; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL r BUDGETED REQUESTED FINAL RESOURCES '' , LAST FY CURRENT FY NEXT Pt NEXT FY Personnel Services $ 357,352 $ 364,527 $ 364,527 $ 366,240 Supplies 1,120 350 350 350 Purchased Services 68,880 74,553 89,753 89,753 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 427,352 $ 439,430 $ 454,630 $456,343 Revenue 0 0 0 0 Net County Cost $ 427,352 $ 439,430 $ 454,630 $ 456,343 Budget Positions 6 6 6 6J SUMMARY OF CHANGES: Budget is up $15,200 attributed to increases of$1,000 in NACO and CCI dues, $10,000 in travel for mileage, $4,100 for meeting expenses, and$200 for printing. Food supplies are down $100. All other items are unchanged. Final budget adjustments include an increase in salaries of $1,713. OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic Objective Section in Budget message. WORKLOAD ACTUAL ESTIMATED PROJECTED FINANCE/ADMINISTRATION: Recommend approval. BOARD ACTION: No change. 89 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of county regulations. Of three full-time assistants, two share the responsibilities of the County Attorney, while one enforces child support obligations and handles dependency neglect cases. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 362,953 $ 380,347 $ 380,347 $ 407,744 Supplies 4,634 4,000 1,500 1,500 Purchased Services 46,498 41,654 50,479 50,479 Fixed Charges 0 0 0 0 Capital 10,404 0 0 0 Gross County Cost $ 424,489 $ 426,001 $ 432,326 $ 459,723 Revenue 59,600 80,000 60,000 60,000 Net County Cost $ 364,889 $ 346,001 $ 372,326 $ 399,723 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: Supplies are down$2,500 due to shift of expenses to other accounts. Other professional services are down $2,675 for the same reason. Printing is up $2,000, and memberships are up$1,500. Subscriptions are up$8,000 to cover the addition of the Westlaw law library service for the jails. All other expense items are unchanged. Revenues are down $20,000 due to lower utilization of the County Attorney's staff with the addition of another attorney directly assigned to Social Services in 1998. Final budget adjustments include an increase in salaries of $27,397. Net county costs are up $53,722. OBJECTIVES: 1) Continued maintenance of current litigation files - avoiding any adverse judgments against Weld County; 2) Maintenance, on a current basis, of all child support and assistance in dependency and neglect and child abuse matters for Social Services; and 3) Continued representation cf all units of county government in all matters pursuant to Statute and the Weld County Home Rule Charter. 90 COUIVTYATTORNEY (CONTINUED) 1000-10200 WORKLOAD ACTUAL ESTIMATED PROJECTED Litigation - County Commissioner 35% 35% 35% Social Services - Support and 35% 25% 25% Juvenile Other Departments 28% 38% 38% Bankruptcy Matters 2% 2% 2% FINANCE/ADMINISTRATION: Recommend approval. BOARD ACTION: No change. 91 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed in CRS 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and operating costs are funded by public trustee fees outside of county budget. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ' NEXT FY " NEXT FY Personnel Services Supplies $ 3,801 $ 4,000 $ 4,000 $ 4,000 Purchased Services 0 0 0 0 Gross County Cost $ 3,801 $ 4,000 $ 4,000 $ 4,000 Revenue 0 0 0 0 Net County Cost $ 3,801 $ 4,000 $ 4,000 $ 4,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: No change. Per Section 38-37-104(3), CRS, all expenses of the office are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one year's operating costs are accumulated. This could take several years in Weld County. Based upon this statute, no revenues are budgeted for 2000. However, per Section 38-37-102(3), CRS, the county must continue to furnish all books, blanks, and stationery for the use of the Public Trustee at a total cost of S4,000. OBJECTIVES: Perform statutory duties as prescribed by CRS 38-37-101 et. seq., 1973. WORKLOAD ACTUAL ESTIMATED PROJECTED Foreclosures 270 300 300 Releases 17,754 18,000 18,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37- 102(3), CRS. See the following page for Public Trustee budget which, as a state office, is maintained independent of Weld County's budget. BOARD ACTION: No change. 92 WELD COUNTY PUBLIC TRUSTEE BUDGET 2000 Income Foreclosure Revenues $ 91,000 Release Revenues 215,000 Interest Revenues 6,500 Total Income $ 312,500 Cost of Foreclosures Cost of Foreclosures $ 64,000 Cost of Releases 96,300 Total Cost of Foreclosure 160,300 Personal Expenses Salaries 53,000 Trustees Allowance 32,000 FICA, Medicare 6,703 FUTA 224 SUTA 255 Employee Health, Life 6,000 Total Personal Expenses 98,182 Office/Other Bank Service Charges 75 Dues and Subscriptions 1,200 Equipment Purchase 9,000 Equipment Lease 5,000 Insurance/Bond 750 Moving Expense 6,000 Office Supplies 400 Postage/Delivery 1,500 Professional Fees 3,000 Rent 10,740 Maintenance and Repair 1,500 Telephone 4,000 Travel and Conferences 1,500 Utilities 2,400 Miscellaneous 500 Total Office/Other 47,565 Total Personnel and Office Expense 145,747 Total Expenses 306,047 Net Income $ 6,453 93 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY " CURRENT FY NEXT FY NEXT FY Personnel Services $ 84,037 $ 89,770 $ 89,770 $ 98,350 Supplies 15,224 2,745 2,745 2,745 Purchased Services 5,752 13,001 13,001 13,001 Fixed Charges -4,840 -5,034 -6,518 -6,518 Capital 21,253 0 0 0 Gross County Cost $ 121,426 $ 100,482 $ 98,998 $ 107,578 Revenue 12,301 11,590 14,034 14,034 Net County Cost $ 109,125 $ 88,892 $ 84,964 $ 93,544 Budget Positions 3.5 3.5 3.5 3.5 SUMMARY OF CHANGES: No change on the total expenditure side of the budget for 2000 other than reallocation of $230 between phone costs and advertising for legal notices based upon historical expenditure patterns. Revenue is up $2,444 with an increase of $500 for copies, and $1,944 for charge backs to PBX for phone operator services. Contra account is up $1,484 for County Attorney's Office charge backs for clerical services. Final budget adjustments include an increase in salaries of $8,580. Net county costs are up $4,652. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the conversion of all historical Planning records to the new imaging system. 3) Update codification all county ordinances and regulations. 94 CLERIC TO THE BOARI) (CONTINUED) 1000-10400 WORKLOAD ACTUAL ESTIMATED PROJECTED Commissioner Meeting 104 104 104 Hearings 73 75 75 Liquor License Hearings 8 8 8 BOE Appeals 47 350 50 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 95 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Clerk and Recorder-- 1000-11100 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,062,878 $ 1,129,506 $ 1,197,076 $ 1,263,800 Supplies 34,131 29,480 26,480 26,480 Purchased Services 144,906 103,437 143,541 143,541 Fixed Charges 0 0 0 0 Capital 6,355 0 0 0 Gross County Cost $ 1,248,270 $ 1,262,423 $ 1,367,097 $ 1,433,821 Revenue 2,473,452 2,000,000 2,400,000 2,400,000 Net County Cost $ -1,225,182 $ -737,577 $ -1,032,903 $ -966,179 Budget Positions 37.5 37.5 40.0 40.0 SUMMARY OF CHANGES: Budget includes the addition of 2.5 Office Tech III positions due to the workload increases in the department. One FTE would be assigned to the Motor Vehicle Division, one to Recording, and .5 FTE to the Ft. Lupton Office. Additional revenue of $400,000 is indicative of the added activity of the department. Supplies are down $3,000 based on shift to other accounts. Postage is up $21,000 due to volume and sending of new license plate designs. Phone and maintenance of equipment costs account for the other increases. Final budget adjustments include an increase in salaries of $66,724. Overall costs are up $171,398. OBJECTIVES: 1)Maintain all records in each department; 2) Provide helpful and efficient statutory services to the public. 96 CLERK AND RECORDER (CONTINUED) 1000-11100 WORKLOAD ACTUAL ESTIMATED PROJECTED Vehicle Registrations 261,495 276,495 291,495 FINANCE/ADMINISTRATION RECOMMENDATION: Based upon an examination of the workload, increases in the department for the requested positions and additional service and supply line item costs are justified. The department has dealt with the growth of workload through automation for several years and has not added staff for over 12 years. Current staffing level is inadequate to keep up with the workload and provide reasonable service levels. As a result, the additional 2.5 FTE's are recommended, along with the other line item increases. Additional revenue more than offsets the added costs for FY 2000. BOARD ACTION: The Board approved the funding of 2.5 FTE as recommended, but administratively froze the filling of the positions until the management study of the Clerk and Recorder's Office is completed. No other changes. 97 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections - 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel, service municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY :' CURRENT FY : NEXT FY NEXT FY Personnel Services $ 233,976 $ 184,233 $ 307,836 $ 288,690 Supplies 208,973 122,011 262,833 262,833 Purchased Services 41,482 69,954 136,822 136,822 Fixed Charges 11,378 1,500 55,000 0 Gross County Cost $ 495,809 $ 377,698 $ 762,491 $ 688,345 Revenue 136,581 50,000 81,778 81,778 Net County Cost $ 359,228 $ 327,698 $ 680,713 $ 606,567 Budget Positions 4 4 5 4 SUMMARY OF CHANGES: The 2000 budget funds three elections with the primary, general election, and the Presidential Primary. The only item not included in the recommended budget is the funding for an additional Office Tech position that is not justified. Workload is accommodated with part-time hourly election workers without adding a permanent full time staff member($23,037). The capital request for additional ballot equipment is not funded in the 2000 budget, but will be purchased out of the 1999 capital equipment budget ($55,000). The additional equipment is to accommodate the ten new precincts that were created due to precincts being over the 1,500 registered voter limit. Revenue is budgeted at $81,778 for TABOR election revenue, and state ballot issue revenues. Final budget adjustments include an increase in salaries of $3,891. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and assist municipal clerks, school districts, and special districts in forms and law changes. 98 ELECTIONS (CONTINUED) 1000-11200 WORKLOAD ACTUAL ESTIMATED PROJECTED Registered Voters 91,156 93,500 110,000 (1998) (As of June 30, 1999) (2000) Votes Cast 47,212 50,000 80,000 (1998) FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval without the requested additional Office Tech position. There is insufficient justification to add a full-time staff member. The election workload can be handled by part-time hourly election workers on an as needed basis during 2000. Adequate hourly funds exist in the 2000 budget to handle the workload. BOARD ACTION: The Board did not fund the additional position. No changes. 99 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer -- 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as collecting taxes and disbursing funds collected for the state, county school districts, municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES = LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 372,702 $ 398,365 $ 398,365 $ 410,508 Supplies 30,331 21,000 21,248 21,248 Purchased Services 159,245 105,664 106,864 106,864 Fixed Charges 0 0 0 0 Capital 1,989 0 0 0 Gross County Cost $ 564,267 $ 525,029 $ 526,477 $ 538,620 Revenue 852,848 787,500 737,500 737,500 Net County Cost $ -288,581 $ -262,471 $ -211,023 $ -198,880 Budget Positions 10 11 11 11 SUMMARY OF CHANGES: Request includes an additional $1,200 in travel costs for the Treasurer to attend GFOA conference. Software licence costs are up$248. Treasurer's Fees will be reduced by $125,000 in 2000 due to statutory change in fees charged to school districts (decreased from .50% to .25%). With growth in revenue less the $125,000 loss of school fee revenues, the net change in revenue is a reduction of $50,000 over the prior year. Final budget adjustments include an increase in salaries of $12,143. OBJECTIVES: 1)To efficiently and effectively collect taxes and to pass through funds to the state, school districts, special districts, municipalities, and county; 2) To assure the greatest security of principal for investments with a reasonable return on funds invested; 3) To maintain rapport with all agencies and all constituents of the county; 4) To make a maximum effort to collect on bankruptcies; 5) To print and process tax notices more efficiently. 100 TREASURER (CONTINUED) 1000-12100 WORKLOAD ACTUAL ESTIMATED PROJECTED Tax Collection 114,142,658 95,000,000 117,000,000 Number of tax notices (including 118,391 87,000 120,000 delinquent notices) Investments as of year end 34,054,796 30,000,000 34,000,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 101 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100 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 FINAL RESOURCES r LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,318,887 $ 1,376,881 $ 1,400,661 $ 1,434,510 Supplies 75,169 35,046 185,350 54,296 Purchased Services 212,508 159,431 181,831 176.300 Fixed Charges 0 _ 0 30,000 0 Capital 0 0 0 0 Gross County Cost $ 1,606,564 $ 1,571,358 $ 1,797,842 $ 1,665,106 Revenue 173,851 39,000 39,000 39,000 Net County Cost $ 1,432,713 $ 1,532,358 $ 1,758,842 $ 1,626,106 Budget Positions 38 38 37 37 SUMMARY OF CHANGES: The requested budget includes the upgrade of an Office Manager position ($22,964), reclassification of a Lead Appraiser to Appraiser III ($816), and additional temporary help ($10,500). Only the upgrade of the Lead Appraiser is recommended. Many supply line item increases requested were not justified based upon past expenditure patterns. Software and computer projects were requested, but not recommended pending Information Services Governance Committee review and recommendation. Funds for automation are all budgeted in the Information Services budget. Funding for oil and gas audits are done as supplementals based upon revenue generation, so $106,000 is not in the recommended budget. $1,500 for shirts with logos is not recommended. A multiple regressions analysis consultant ($10,000) is not recommended. This leaves professional services at $45,000, which is the same as 1999. Assessor should prioritize the use of the funds. The $40,000 in professional services for mapping should be coordinated with GIS. $29,500 was requested for training and education without any detailed justification. Only$10,000 is recommended to accomplish the necessary training identified by the Assessor's Office. Thirty (30) pagers for appraisal staff members' safety and emergency calls are not included in the recommended budget ($3,000). Office Tech (.5 FTE) eliminated due to TelePath in July 1999, is eliminated in the 2000 budget. Final budget adjustments include an increase in salaries of $56,813. 102 ASSESSOR (CONTINUED) 1000-13100 OBJECTIVES: 1) To carry out the mandate of the General Assembly to equalize property value within the county; 2) To modify neighborhoods within the county so that they have smaller ranges of value and greater homogeneity than in 1998, 3) To complete the mass appraisal of property in Weld County in a way that satisfies the audit requirements (thereby indicating equalization) and does not disrupt county government. WORKLOAD ACTUAL ESTIMATED PROJECTED Inspect Parcels (Real and Personal) 7,100 7,300 7,500 Verify Sales 1,200 1,300 1,500 Building Permits 1,000 1,100 1,200 FINANCE/ADMINISTRATION RECOMMENDATION: The following are comments on various items not recommended: 1. A review by Personnel has determined that the Office Manager position is properly classified and an upgrade is not recommended. 2. Reclassification of the Lead Appraiser to Appraiser III and one Appraiser II to Appraiser III position were approved in July 1999, when the positions were vacant. The single Lead Appraiser position was no longer appropriate for l:he department's organizational structure. The Appraiser II reclassified to Appraiser III was done in order to hire a commercial appraiser. 3. Request for $1,500 for shirts with logos for appraiser positions is not recommended. The purpose for the shirts is to identify the appraisers to the public. Name tags, county ID cards, and business cards are currently provided to all county employees for this purpose. Policy issue. 4. The Assessor requested $29,500 for training without presenting a training plan. The amount seems excessive compared to previous requests and other like county departments. $10,000 is recommended, which is an increase of $10,000 over 1999. This amount should accommodate the training needs identified to compliment the Assessor's strategic plan. 5. Thirty pagers ($3,000) have been requested for appraisers in the field to be reached in cases of emergency, and for safety purposes. It is questionable if pagers would introduce any added safety measures for the staff in the field. The safety issues can be resolved by adopting safety policies and practices for field staff, similar to the Social Services staff policies. If field staff wish to have contact with individuals who want to reach them in times of an emergency, it is recommended they provide their own personal pager or cellular phone like other county personnel. 6. The computer and imagining requests will be dealt with through the Information Services Governance budget process. 7. The Assessor's Office committed to the elimination of one Office Tech position when the new TelePath phone answering system was approved. Therefore, the position has been eliminated in the 2000 budget. 103 ASSESSOR (CONTINUED) 1000-13100 FINANCE/ADMINISTRATION RECOMMENDATION (Continued): 8. Part-time hourly clerical help has been requested in the amount of 510,500 to assist with the valuation of personal property and oil and gas valuation. This request was granted in 1999 mid-year due to the reappraisal year. It does not appear justified in 2000, which is not a reappraisal year. It is recommended that staff be managed and reallocated to these areas during the peak workload times. 9. Reclassification of two Office Tech positions in the personal property section to Appraiser I is not recommended based upon a study of the positions. The functions are primarily clerical and no certification is required for the positions, like an appraiser position. The overall Assessor's recommended budget has been reduced $189,549 from the requested amount. Even with the reductions in the recommended budget,the Assessor's recommended 2000 budget is up $36,935 over 1999. BOARD ACTION: The Board followed all of the recommendations of Finance/Administration for items 1 through 9 above. The Board of County Commissioners approved an upgrade of the Office Manager position to an Office Manager/ Supervisor. No other changes to the recommended budget were made. 104 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 8,443 $ 14,644 $ 13,986 $ 13,986 Supplies 902 400 400 400 Purchased Services 2,742 9,757 10,415 10,415 Fixed Charges 0 0 0 0 Capital 2,389 0 0 0 Gross County Cost $ 14,476 $ 24,801 $ 24,801 $ 24,801 Revenue 0 0 0 0 Net County Cost $ 14,476 _ $ 24,801 $ 24,801 $ 24,801 Budget Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Line items have been reallocated, but over all total budget is unchanged. OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter, responding to situations as they arise; 2) Conduct performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county government and make reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities, encouraging opportunities for dialogue with County residents. WORKLOAD ACTUAL ESTIMATED PROJECTED Performance Audits 0 _ 0 1 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 105 a o E O Q co U a) -c X "-' (0 (_n H O ■ ❑ CI:4 ..,..; ,o � N 0 W N •SUS 0) CD T Cr ACO •.. Emil O.) W T g CA) N. W \ VJ Z1- rn a)tCla UIn 6 y x (3)4A . T W yrI1/4 m mop w .a) 1-- ' i Z.... (3)r U T T \\\ \ rn \ . O O O O O O O O V N O CO CO V N 106 Ta O co J a) ca V1 Q U I0 cc.) r� A0 a4 N \ o o _ . . z c., ti ._ a,0) CO Ellilli0) CP N- •p.r A T ieCr C^Z,: x C;`.:„ -"" + :i«emu»+-x�z�..::�<..,.». 0)0)4cu ca T 6 : \ a MCI v__wr ZQ„se a Ir.ri T r 44 CP CO E _ 0) I Ca n ENS c., z —\ rn E T U \ \ rn T O O O O O O O O O ' . T T O CO co V N 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney -- 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies; answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,623,942 $ 1,752,493 $ 1,820,186 $ 1946,880 Supplies 38,230 46,800 54,800 54,800 Purchased Services 96,105 97,454 103,041 103,041 Fixed Charges 26,726 33,279 33,279 33,279 Capital 0 0 0 0 Gross County Cost $ 1,785,003 $ 1,930,026 $ 2,011,306 $ 2,138,000 Revenue 77,538 78,600 87,600 80,400 Net County Cost $ 1,707,465 $ 1,851,426 $ 1,923,706 $ 2,057,600 Budget Positions 35.25 35.25 37.25 37.25 SUMMARY OF CHANGES: The budget includes the addition of two Office Tech III positions for scanning and microfilming that were approved mid-1999 for the remainder of 1999 only. The positions are now recommended to be permanent positions to cope with the growth in workload in the DA's Office ($56,089). In addition upgrade of an Deputy Attorney III position to a Deputy Attorney IV position is recommended ($11,604) for the Crimes Against Children Unit, based upon a review by Personnel it is an equal pay for equal work issue and the position should be upgraded. Several service and supply line items have increased due to increased costs, larger volume of activity, and additional employees ($13,587). Revenues are up due to new revenues from subpoenas served ($9,000). Final budget adjustments include an increase in salaries of$126,694. Net county costs for the 2000 budget are up $206,174. OBJECTIVES: Prosecute cases as indicated below in workload measures. 108 DISTRICT ATTORNEY (CONTINUED) 1000-15100 WORKLOAD ACTUAL ESTIMATED PROJECTED File Juvenile Cases 1012 1200 1400 Checks/Consumer 2081 1690 1800 District/County Jury Trials 37/49 50/60 50/60 Prosecute District and County Court Cases 15,983 17,000 18,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the added clerical positions based upon workload. Recommended upgrade of Deputy DA position as discussed previously. Increases in services and supply accounts appear justified and are recommended. BOARD ACTION: The Board approved addition of two clerical positions, the upgrade of a Deputy District Attorney Ill to Deputy District Attorney IV, and the upgrade of the Office Manager position to Office Manager/Supervisor. Due to the privatization of bad check processing, revenue from this function will be shared 50/50% with the processing firm. This will result in a $7,200 drop in revenue. No staff savings will be experienced by the District Attorney, but the City of Greeley Police Department will eliminate one police officer and one clerical position assigned to the bad check unit. No other changes were made. 109 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNFY BUDGET UNIT TITLE AN'D NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides supervision, counseling, apology letter to victim, restitution payments, community service hours, a variety of groups offered and other services to juvenile offenders who would otherwise be prosecuted through the Courts. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY '_' NEXT FY NEXT FY Personnel Services $ 225,570 $ 235,811 $ 233,153 $ 248,488 Supplies 3,786 3,639 4,639 4.639 Purchased Services 11,391 16,553 16,553 16,553 Fixed Charges 4,758 0 0 0 Capital 0 0 0 0 Gross County Cost $ 245,505 $ 256,003 $ 254,345 $ 269,680 Revenue 68,688 56,079 56,079 56,079 Net County Cost $ 176,817 $ 199,924 $ 198,266 $ 213,601 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: Supply increases include $400 for printing, $400 for supplies, and $200 for postage for a total increase of $1,000. Expenditure patterns justify the increases. Salaries are down $2,658 due to staff changes for grants. All other expense items are the same for 2000. Revenues include $49,829 for State Department of Criminal Justice grant, and $6,250 for program fees. Final budget adjustments include an increase in salaries of $15,335. OBJECTIVES: To provide a community-based alternative to the formal court system for juveniles who have been taken into custody one-two times for misdemeanor offenses or once for a felony and, therefore, would likely result in a juvenile filing. In addition, to provide the following groups to first-time offenders: Shoplift Group, Female Offender Groups, Victim Empathy Groups, Drug/Alcohol Education Groups and Life Skills Groups. The IFI Program includes all of the Diversion Program options as well as provides a series of Family Groups attended by the juvenile, parents and family members and intensive monitoring of juvenile. 110 JUVENILE DIVERSION (CONTINUED) 1000-15200 WORKLOAD ACTUAL ESTIMATED PROJECTED Provide counseling/supervision to Diversion: 222 250 250 juvenile offenders acce ted _ Collect restitution from juvenile Diversion + IFI: $5,000 $5,000 offenders and disburse to victims $5,127 Supervise juvenile offenders in Diversion + IFI: 1,000 1,000 serving community service hours 2,650 _ IFI Program serves high risk IFI: 46 30 30 families - crisis intervention FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. Supervisor of Juvenile Diversion and Victim Assistance Programs will only supervise Juvenile Division. This change has no budgetary impact to this budget unit. 111 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim Assistance -- 1000-15300 DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment. We provide services to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT Pt NEXT FY NEXT FY Personnel Services $ 159,959 $ 170,289 $ 179,840 $ 190,534 Supplies 3,580 4,020 4,520 4,520 Purchased Services 11,149 16,438 16,438 16,438 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 174,688 $ 190,747 $ 200,798 $ 211,492 Revenue 108,744 115,081 118.010 126,198 Net County Cost $ 65,944 $ 75,666 $ 82.788 $ 85,294 Budget Positions 5.5 5.5 5.75 5.75 SUMMARY OF CHANGES: Salaries reflect an increase of.25 FTE clerical position due to added grant funding. An addition of $500 for postage is due to increased volume of mail. All other expenditure items are unchanged. Revenues are for VALE grant($61,298), VOCA grant($5,551), and VALEAdministrative grant($59,349),for a total of$118,010. Final budget adjustments include an increase in salaries of $2,506. OBJECTIVES:1)To investigate and prepare victim applications for the victim compensation board; 2)To advise and coordinate activities for the VALE and Crime Victim Compensation Boards; 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; 6) VRA Amendment includes notifications (mailings and phone calls) and case status information. 112 VICTIM ASSISTANCE (CONTINUED) 1000-15300 WORKLOAD ACTUAL ESTIMATED PROJECTED Process claims to Victim 698 702 706 Compensation Board Referral services to victims/ 4,365 5,000 5,000 witnesses of crime; provide counseling to victims Advocate for victims of domestic 1,116 750 750 violence FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Due to additional VALE dollars of $8,188, a position was upgraded to Supervisor of Victim Assistance independent from Juvenile Diversion. Net county costs did not change. 113 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100 DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. ACTUAL BUDGETED REQUESTED FINAL RESOURCES '` LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 205,885 $ 218,006 $ 218,006 $ 235,111 Supplies 0 2,260 250 250 Purchased Services 5,361 3,656 5,666 5,666 Capital 0 0 0 0 Gross County Cost $ 211,246 $ 223,922 $ 223,922 $ 241,027 Revenue 0 0 0 0 Net County Cost $ 211,246 $ 223,922 $ 223,922 $ 241,027 Budget Positions 2 2 2 j SUMMARY OF CHANGES: No change in total budget. Line items were reallocated based on historical expenditure patterns. Final budget adjustments include an increase in salaries of $17,105. OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in CAPP Insurance Pool; 3) Obtain award for GFOA Distinguished Budget Presentation; 4) Develop budget strategy to allow county to deal with FY 2001. WORKLOAD ACTUAL ESTIMATED PROJECTED Insurance .10 FTE .10 FTE .10 FTE Budget .45 FTE .45 FTE .45 FTE General Administration .25 FTE .25 FTE .25 FTE Supervision of Administrative .45 FTE .45 FTE .45 FTE function Clerk to the Board .75 FTE .75 FTE .75 FTE 114 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The E3oard of County Commissioners approved an upgrade of the Office Manager position to Office Manager/Supervisor. No other changes were made. 115 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Accounting ••- 1000-16200 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 283,382 $ 292,400 $ 292,400 $ 317,230 Supplies 81,625 79,118 79,118 79,118 Purchased Services 26,996 18,941 18,941 18,941 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 392,003 $ 390,459 $ 390,459 $ 415,289 Revenue 0 0 0 0_ Net County Cost $ 392,003 $ 390,459 $ 390,459 $ 415,289 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: The requested budget for FY 2000 is the same as 1999, except upgrade of Payroll Clerk ($2,850). Final budget adjustments include an increase in salaries of $24,830. OBJECTIVES:To maintain the quality service that has awarded us the GFOA certificate for many years, and to process payroll for the employees of Weld County accurately and efficiently. 116 ACCOUNTING (CONTINUED) 1000-16200 WORKLOAD ACTUAL ESTIMATED PROJECTED Payroll 850 850 850 Warrant transaction 36483 37000 38000 Non-warrant transaction 23524 24000 24000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved a 10% upgrade of the payroll Office Tech position ($2,850). No other changes. 117 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing-- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 77,078 $ 77,968 $ 77,968 $ 83,987 Supplies 849 1,400 1.400 1,400 Purchased Services 4,072 6,044 6.044 6,044 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost S 81,999 $ 85,412 $ 85 412 $ 91.431 Revenue 0 0 0 0 Net County Cost $ 81,999 $ 85,412 $ 85,412 $ 91,431 [Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$6,019. 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. 118 PURCHASING (CONTINUED) 1000-16300 WORKLOAD ACTUAL ESTIMATED PROJECTED Normal and After-the-fact PO's 4,136 4,200 4,200 Sole Source PO's 564 600 600 State Bids 449 475 475 PO's under $5,000 1,368 1,400 1,400 PO's over $5,000 658 650 650 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 119 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY r CURRENT FY NEXT FY NEXT FY Personnel Services $ 236,452 $ 272,201 $ 277,901 $ 300,234 Supplies 4,655 6,400 6,400 6,400 Purchased Services 30,524 20,536 20,536 20,536 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 271,631 $ 299,137 $ 304,837 $ 327,170 Revenue 0 0 0 0 Net County Cost $ 271,631 $ 299,137 $ 304,837 $ 327,170 Budget Positions 4 5 5 5 SUMMARY OF CHANGES: Salaries reflect an upgrade of four steps for two Personnel Tech positions due to restructuring of assignments. All other items remain unchanged. Final budget adjustments include an increase in salaries of $22,333. OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and employees of Weld County Government; 2) To administer salary and benefit programs for the employees of Weld County; 3) To administer the insurance and safety programs of Weld County Government; 4) To assist in the recruitment and selection of applicants for county positions; 5) To communicate changes in employment law to officials and employees of Weld County Government; 6) To conduct or participate in unemployment, civil rights and grievance hearings. 120 PERSONNEL (CONTINUED) 1000-16400 WORKLOAD ACTUAL ESTIMATED PROJECTED 'r Weld Count Liabilit Claims 98 110 110 Trainin Sessions 21 25 25 Sheriff's Testin 180 180 180 Em to ees on Benefits 856 875 875 Number of em to ees on a roll 1031 1040 1040 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the upgrade for two Personnel Tech positions. No other changes. 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning Services -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 482,538 $ 515,001 $ 591.862 $ 591,862 Supplies 19,929 8,700 17,200 17,200 Purchased Services 50,973 35,719 43,219 43,219 Fixed Charges 13,522 0 0 0 Contra Account -50,049 -50,049 -50,049 -50,049 Gross County Cost $ 516,913 $ 509,371 $ 602.232 $ 602,232 Revenue 385,711 309,800 355,000 355,000 Net County Cost $ 131,202 $ 199,571 $ 247,232 $ 247,232 Budget Positions 12 12 13 131 SUMMARY OF CHANGES: The budget includes the addition of one Planner I position, based upon projected need. Personnel Services are proposed to increase by $76,861 with the new Planner, plus the 1999 mid-year addition of the position approved by the Board. The budget also reflects an increase of$5,000 in supply and CAD related line items, $7,500 in purchased services, and $3,500 for Agricultural Advisory Board and special project expenses. These increases are intended to assist with increases in demand for department supplies, customer oriented activities, historic spending patterns, and a substantial increase in the number of community outreach activities. Revenues have increased due to a rise in development activities. All fees remain the same. OBJECTIVES: 1) Continue to process and complete zoning violation cases. 2) Make necessary changes to Comprehensive Plan, Planned Use Development and Subdivision Ordinances. 3) Actively participate in county wide GIS program. 4) Continue to work on community outreach programs. 5) Review application requirements for necessity of information. 6) Continue Sierra upgrade and related training 122 PLANNING AND ZONING (CONTINUED) 1000-17100 WORKLOAD ACTUAL ESTIMATED PROJECTED Land Use A lications 400 _ 470 470 Public Outreach Meetin s 100 220 220 Zonin Cases 300 _ 280 280 Closed Zonin Cases 150 210 210 A roved Subdivisions 8 10 10 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are justified due to new development taking place in Weld County and the activities assigned to Planning by the Board, such as the Agricultural Advisory Board. BOARD ACTION: Board approved recommended staffing changes and budget as presented. 123 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GFNFRAL SFRVICFS BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200 DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of: air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head Start, Human Services Building, Social Services, Library, South County Services Building, Public Works Headquarters,Ambulance Buildings, North County Jail, Health Building, and Weld Business Park Administrative Buildings. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT,FY NEXT FY Personnel Services $ 1,109,597 $ 1,204,022 $ 1,246,062 $ 1,374,355 Supplies 280,465 316,400 316,400 316,400 Purchased Services 822,222 952,876 952,876 952,876 Fixed Charges 1,760 26,000 26,000 26,000 Contra Account -441 0 0 0 Gross County Cost $ 2,213,603 $ 2,499,298 $ 2,541,338 $ 2,669,631 Revenue 179,369 226,650 226,650 226,650 Net County Cost $ 2,034,234 $ 2,272,648 $ 2,314,688 $ 2,442,981 Budget Positions 36 39 40 40 SUMMARY OF CHANGES: Due to the addition of the Social Services building and the training center, an additional custodian has been added ($23,036). In order to accommodate the added buildings that go off warranty in 2000, two Maintenance Worker positions have been upgraded to level III ($19,004). This staffing level should allow the department to maintain current service levels in all buildings. Service and supply line items in total remain unchanged, but individual line items have been reallocated based upon expenditure patterns. Final budget adjustments include an increase in salaries of $128,293. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 124 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 WORKLOAD ACTUAL ESTIMATED PROJECTED Administration 2 4,176 Hrs. 4,176 Hrs. 4,176 Hrs. Securit 4 8,352 Hrs. 8,352 Hrs. 8,352 Hrs. Maintenance work orders) 6098 6,600 7,000 Custodial s . ft. 490,076 540,616 544,616 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the budget as recommended, including the additional Custodian and two upgrades. No other changes. 125 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with SCT Corporation. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 178,790 0 0 0 Purchased Services 1,650,109 1,687,380 1,747,287 1,732,573 Fixed Charges 0 0 0 0 Contra Account 0 -253,872 -297,600 -297,600 Capital 269.254 500,000 600,000 614,714 Gross County Cost $ 2,098,153 $ 1,933,508 $ 2,049,687 $ 2,049,687 Revenue 504.290 41,280 51,000 51,000 Net County Cost $ 1,593,863 $ 1,892,228 $ 1,998.687 $ 1,998,687 Budget Positions -- -- -- I SUMMARY OF CHANGES: SCT contract costs reflect a 2.71% CPI, for a contract increase of $59,907. Equipment includes the replacement of PC's, printers, servers, and network equipment, plus necessary upgrades. The capital replacement program was adopted with the SCT contract. OBJECTIVES: By way of contract services through SCT Corporation, provide timely, reliable, and effective service to county departments in pursuit of departmental functions. This includes data processing, word processing, personal computing, and other related office automation projects. WORKLOAD ACTUAL ESTIMATED PROJECTED Information Services Department 39 39 39 User Entities OA User Entities 36 36 _ 36 User Systems 109 - 112 _ 112 126 COMPUTER SERVICES (CONTINUED) 1000-17300 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Final Consumer Price Index adjustment for SCT was 2.75%, which was $14,714 lower than anticipated. Board allocated the $14,714 to capital for computer equipment. All other items were approved as recommended. 127 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geograohic:al Information System --1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities via a contract with SCT Corporation. ACTUAL ` BUDGETED REQUESTED FINAL RESOURCES LAST FY ! CURRENT FY r NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 24,059 42,718 43,787 43,787 Purchased Services 232,748 50,144 75,230 75,230 Fixed Charges 0 0 0 0 Capital 1,295 83,578 16,200 16,200 Gross County Cost $ 258,102 $ 176,440 $ 135,217 $ 135,217 Revenue 0 0 0 0 Net County Cost $ 258,102 $ 176,440 $ 135,217 $ 135,217 Budget Positions — — — -- SUMMARY OF CHANGES: Budget includes $34,397 for GIS software, training costs of$21,950, professional services of$53,280, supplies of$9,390, and hardware costs of$16,200. Total budget is down $41,223. OBJECTIVES: Implement a new geographical information system for Weld County via a contract with SCT, and obtain and install new aerial mapping and controls for the orthophotography for the urbanized areas of Weld County. WORKLOAD ACTUAL ESTIMATED PROJECTED Ma in 400 s . miles 500 sq. miles 500 sq. miles 15 staff 35 staff 128 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-1 7350 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 129 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay-- 1000-17500 DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 1,732 Purchased Services 0 Fixed Charges 0 Capital 7,687 50,000 50,000 50,000 Gross County Cost $ 9,419 $ 50,000 $ 50,000 $ 50000 Revenue 0 Net County Cost $ 9,419 $ 50,000 , $ 50,000 $ 50,000 Budget Positions -- -- -- SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a WORKLOAD ACTUAL ESTIMATED PROJECTED n/a J I l FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 130 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED CLERK AND RECORDER: Map/Plat Cabinets (4) $ 22,000 $ 22,000 $ 22,000 Imagelink Retrieval 9,000 9,000 9,000 Station UN-DESIGNATED 19,000 19,000 19,000 TOTAL $ 50,000 $ 50,000 $ 50,000 131 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICFS BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600 DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 51,066 $ 54,304 $ 54,304 $ 59,106 Supplies 44,349 54,200 54,200 54,200 Purchased Services 101,818 106,100 119,600 119,600 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 197,233 $ 214,604 $ 228,104 $ 232,906 Revenue 174,598 183,000 196,500 196,500 Net County Cost $ 22,635 $ 31,604 $ 31,604 $ 36,406 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change; however, postage utilization is up $13,500 with corresponding revenues, with no change in net county costs. Budget level is reflective of the printing, postage, and supply activity levels in the county. Net county costs are associated with the postal operation and the courier service. All other costs are charged back to using departments. In doing a cost comparison it is still cost effective to do the county printing and supply function in-house. Final budget adjustments include an increase in salaries of $4,802. OBJECTIVES: 1) Provide high quality printing and copying services to user departments; 2) Meet needs of departments in obtaining office supplies; 3) Accommodate departments in metering postage; 4) Continue to maintain inventory levels at proper level; and 5) Provide county-wide courier service to county departments. WORKLOAD ACTUAL ESTIMATED PROJECTED Re ro ra hic Work Orders 2,231 2,500 2,750 Im ressions 2,243,970 2,300,000 2,400,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 132 a) U w cl) O"I.) U) © CO rt V CD .Lc al L F- gliii:) ca o 4 \ \ ,...) o w o O N gz , \__, cn 0.) , ,....,,...,,,•_, CO Eillillil ct \ It \ C) V1 r cz r c Co W bCD y�t I t 1 , . "is 4 Uicr cn MT Emil 1-I��`II�VVVf = N 0) E a) T T o \ T N O CO CO N T;',: •- r 133 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary --All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY " NEXT FY NEXT FY Personnel Services $ 9,398,710 $ 9,536,456 $ 9,790,319 $ 10,384,215 Supplies 347,886 330,016 275,928 275,928 Purchased Services 2,374,029 2,356,682 2,411,375 2,394,575 Fixed Charges 154,809 0 0 0 Capital 43,237 79,194 148,819 135,268 Gross County Cost $ 12,318,671 $ 12,302,348 $ 12,626,441 $ 13,189,986 Revenue 1,165,245 1,178,955 1,21 1,897 1,21 1,897 Net County Cost $ 11,153,426 $ 11,123,393 $ 11,414,544 $ 11,978,089 Budget Positions 213.5 217.5 224 223 SUMMARY OF CHANGES: See individual organization budget units. Sheriff's budget net costs are up $196,898 or 1.77% without salary adjustments. OBJECTIVES: See Individual Organization Units. WORKLOAD ACTUAL ESTIMATED PROJECTED Avers e Daily Inmate Population 295 _ 305 330 Jail Bookings 12,136 13,200 13,850 Civil Documents Processed 7082 7200 7320 Patrol Calls for Service 15,862 15,500 16,000 FINANCE/ADMINISTRATION RECOMMENDATION: See individual organizational budget units. BOARD ACTION: See individual organizational budget units. 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100 DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency. These activities include office automation, clerical staff,training, uniforms, common office supplies, accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc. Policy development and formulation of written directives are also key functions of the Sheriff and the staff assigned to this budget unit. ACTUAL BUDGETED REQUESTED FINAL RESOURCES :' LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 492,548 $ 540,182 $ 737.519 $ 705,103 Supplies 78,549 86,000 91,325 91,325 Purchased Services 55,986 52,392 75,192 58,392 Fixed Charges 0 0 0 0 Capital 0 0 10,552 0 Gross County Cost $ 627,083 $ 678,574 $ 914,588 $ 854,820 Revenue 10,582 16,000 10,000 10,000 Net County Cost $ 616,501 $ 662,574 $ 904,588 $ 844,820 Budget Positions 12 12 16 15 SUMMARY OF CHANGES: Budget request includes an additional clerical position ($23,098) and a S O.Administrative Assistant position ($50,902), plus the transfer of two Manager positions from Operations to better align budget with duties. Supplies are up for uniforms and cleaning. Services are up $6,000 for vehicles. The Sheriff's office made two late reclassification upgrade requests. Neither of the two requests are recommended. Final budget adjustments include an increase in salaries of $16,986. OBJECTIVES: 1) Promote effective and efficient delivery of services agency-wide; 2) Complete the jail training design project and implement training; 3) Facilitate transition to central records and communications with the Greeley Police; 4) Coordinate, and implement transition to integrated records and jail management computer system. 135 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 WORKLOAD ACTUAL ESTIMATED PROJECTED Applicants Processed 118 150 182 Civil Documents Processed 7082 7200 _ 7320 Commissary Revenue Generated $23,230 $24,000 $24,800 FINANCE/ADMINISTRATION RECOMMENDATION: The additional Office Tech II position is recommended due to court ordered fingerprinting and mug shots for non-custodial bookings. It is estimated that 3,500 to 4,000 such processes will take place each year. Added support staff for this function is necessary. The additional position for the S.O. Administrative Assistant for the maintenance and all coordination of the written directive system in operations and jails is not recommended. Three years ago a position that did much of this function and training was eliminated and a new Manager position was created. The tasks should be accomplished by the Manager position that was formerly the training position and/or Business Manager if it is a priority of the department, without the creation of an additional position ($50,902). Capital items for office furniture totaling $10,552 are not recommended. These can be purchased from the capital budget if the remodel is approved. Professional services are reduced$16,800 in the recommended budget due to duplicate budgeting for uniform cleaning. A late request to upgrade an Office Tech III to a IV for the court technician job does not warrant an upgrade based upon a Personnel Department review. The job is properly classified. The late request to increase the pay of a clerical position that does interpretation on weekends and holidays is not recommended. The request is to pay the equivalent of a certified court interpreter. There is not a requirement for a certified interpreter for the job. Also, based upon the Sheriff's Office own research, nearly all other counties use existing in-house staff members who are bilingual for the position and do not even have an interpreter designated position. BOARD ACTION: Board approved a rate increase for the Court interpreter totaling $1,500. 136 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations -- 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal, other county, state and federal law enforcement and regulatory agencies. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,680,256 $ 2,806,558 $ 2,839,447 $ 3,027,341 Supplies 41,652 77,906 52.358 52,358 Purchased Services 527,981 539,358 527,985 527,985 Fixed Charges 2,733 0 0 0 Capital 7,680 38,344 61,266 61,266 Gross County Cost $ 3,260,302 $ 3,462,166 $ 3,481,056 $ 3,668,950 Revenue 186,400 267,104 328,719 328,719 Net County Cost $ 3,073,902 $ 3,195,062 $ 3,152,337 $ 3,340,231 Budget Positions 59 59 61 61 SUMMARY OF CHANGES: Personnel has increased with the requested addition of officers through the COPS UHP grant, which includes federal money to supplement salaries and benefits through the first three years. Also requested is the addition of one investigator and one Crime Analyst as stated in the Lone Term Analysis 1998-2010 Operations Department, Weld County Sheriff's Plan. Also, two manager positions have been moved to the Administrative budget to better align the budget with duties. Revenue increase reflects the federal COPS UHP grant for the second year of the 1999 grant and first year of the 2000 grant application. Final budget adjustments include an increase in salaries of $187,894. OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to become more self-directed as community facilitators, problem-solvers, and positive role models; 4) Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest communication internally and externally; 6) Meet statutory responsibilities of the Sheriff. 137 SHERIFF'S OPERATIONS (CONTINUED) 1000-21200 WORKLOAD ACTUAL ESTIMATED PROJECTED Total Calls for Service 15,862 15,500 16,000 Part A Incident Offenses 2,195 2,100 2,150 Emergency Response Time 12.9 min. 13.5 min. 14 min. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The only item requested which is not in the recommended budget is the traffic speed sign ($13,000). This can be accommodated with a new traffic control sign purchased in July 1999, by Public Works. BOARD ACTION: Board approved the budget as recommended, except they added the traffic speed sign ($13,000) back into the budget due to the number of traffic complaints received. 138 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21230 DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-large. Department composed of three, half-time, hourly positions providing a total of 60 hours service each week. Response outside the dedicated time provided by deputies is limited to cases where public safety threat exists. ACTUAL ? BUDGETED REQUESTED FINAL RESOURCES LAST FY '' CURRENT FY NEXT FY NEXT FY Personnel Services $ 35,851 $ 38,551 $ 51 053 $ 55,854 Supplies 2,253 2,100 1 950 1,950 Purchased Services 57,362 61,141 77 718 77,718 Fixed Charges 40,000 0 0 0 Capital 1,175 0 10000 10,000 Gross County Cost $ 136,641 $ 101,792 $ 140 721 $ 145,522 Revenue 0 0 0 0 Net County Cost $ 136,641 $ 101,792 $ 140.721 $ 145,522 Budget Positions 1.5 1.5 2.0 2.0 SUMMARY OF CHANGES: Personnel has been increased by $11,502 to fund an additional 0.5 FTE Animal Control Officer. The amount paid for animal shelter costs have increased $12,060 due to a change in the state law which increased the hold period from 3 to 5 days for stray animals. A new animal control box is included in capital ($10,000). Final budget adjustments include an increase in salaries of $4,801. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. WORKLOAD ACTUAL ESTIMATED PROJECTED Call for Service 2237 2628 3019 Animals Trans orted to Shelters 799 811 827 139 SHERIFF'S OPERATIONS (CONTINUED) 1000-21230 FINANCE/ADMINISTRATION RECOMMENDATION: Additional 0.5 FTE is a service-level issue for the Board to decide. Funds are included in the recommended budget due to call volume. Policy issue. BOARD ACTION: Board approved the additional 0.5 FTE and the animal control box as recommended. 140 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic I ahnratory -- 1000-21260 DEPARTMENT DESCRIPTION: Jointly funded, limited forensic laboratory between the City of Greeley and Weld County. Two municipalities also have agreements for services on a contract basis. Laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases. The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for accreditation by the American Society of Crime Lab Directors. ACTUAL BUDGETED REQUESTED r FINAL RESOURCES LAST FY ! CURRENT FY : NEXT FY NEXT FY Personnel Services $ 80,674 $ 86,364 $ 86,364 $ 90,573 Supplies 5,014 5,250 5,250 5,250 Purchased Services 10,060 8,573 9,023 9.023 Fixed Charges 18,299 18,300 0 0 Capital 25,082 4,500 23,330 23,330 Gross County Cost $ 139,129 $ 122,987 $ 123,967 $ 128,176 Revenue 82,023 62,583 66,164 66,164 Net County Cost :$ 57,106 $ 60,404 $ 57,803 $ 62,012 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Publication and subscriptions are up$450, lease costs for the GC/MC are down $18,300 with the buy-out of the lease, and equipment is up $18,830. Revenue is from the contract with the City of Greeley to split the costs of the crime lab. Final budget adjustments include an increase in salaries of $4,209. OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs of submitting agencies; and 2) Maintain ASCLD Laboratory certification. 141 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 WORKLOAD ACTUAL ESTIMATED PROJECTED Drug Items per Year 129 175 200 Arson Items per Year 8 20 20 Paint Items per Year 10 20 20 Analysis Hours per Year 332 400 450 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 142 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MULTI-JURISDICTIONALDR TASK FOR BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 1000-2141 DEPARTMENT DESCRIPTION: Multi-Jurisdictional Drug Task Force providing drug interdiction by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the sheriff. ACTUAL BUDGETED r REQUESTED FINAL RESOURCES LAST FY CURRENT FY" NEXT FY NEXT FY Personnel Services $ 129,567 $ 136,451 $ 147,586 $ 147,586 Supplies 0 0 0 0 Purchased Services 0 87,810 $ 70,248 70,248 Fixed Charges 87,810 0 0 0 Capital 0 0 0 0 Gross County Cost $ 217,377 $ 224,261 $ 217,834 $ 217,834 Revenue 126,795 136,451 147,584 147,584 Net County Cost $ 90,582 $ 87,810 $ 70,250 $ 70,250 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: The above numbers reflect the period from January 1, 2000 through December 31, 2000. The Sheriff's Office has been approved and is operating on the grant commencing July 1, 1999 through June 30, 2000; and will be requesting another grant to operate the 12 month period commencing July 1, 2000. The above figures reflect the projected cost to the County anticipating approval of that grant. OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals identified; 3) Establish an exchange of information with other law enforcement agencies. 143 MULTI JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 WORKLOAD ACTUAL ESTIMATED PROJECTED Criminal Cases 280 290 300 Dru Arrest 161 172 183 Search Warrants 89 92 95 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 144 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICF BUDGET UNIT TITLE AND NUMBER• North Jail Complex - 1000-24410 DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado statutes and a wide range of professional services, including medical care, food preparation, structured prisoner programs and activities are provided to meet these mandates. The county jail also operates a non-secure residential work release facility and electronic home monitoring as jail alternative programs. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY ` CURRENT FYI NEXT FY NEXT FY Personnel Services $ 3,348,057 $ 2,978,500 $ 2,978,500 $ 3,246,955 Supplies 212,562 150,000 143,945 143,945 Purchased Services 1,394,419 1,375,729 1,445,513 1,445,513 Fixed Charges 5,240 0 0 0 Capital 9,300 1,400 43,671 40,672 Gross County Cost $ 4,969,578 $ 4,505,629 $ 4,611,629 $ 4,877,085 Revenue 582,625 489,587 479,700 479,700 Net County Cost $ 4,386,953 $ 4,016,042 $ 4,131,929 $ 4,397,385 Budget Positions 74 74 74 74 SUMMARY OF CHANGES: Service line items were all increased to meet the demands of increased inmate population. Purchased Services are based on current cost with adjustments for projected ADP levels for 2000. Revenues have decreased mainly due to the reduction of bond fees. ADP for DOC holds is estimated to average 10 for 2000. Additional revenue in 2000 comes from INS holds. Final budget adjustments include an increase in salaries of $268,455. 145 NORTH JAIL COMPLEX (CONTINUED) 1000-24410 OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; and 2) Identify and implement Jail alternatives to prolong the useful life of the new jail facility. WORKLOAD ACTUAL ESTIMATED PROJECTED Average Daily Population 164 195 220 Bookings 12,136 13,200 13,850 Avg. Length of Stay 11.5 days 12.5 days 13.0 days FINANCE/ADMINISTRATION RECOMMENDATION: All items are recommended except the requested projector for$2,999 in capital. This item should be purchased as part of the new Public Safety Training Center. BOARD ACTION: No change. As recommended, the projector was not funded. 146 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420 DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The Jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado statutes and a wide range of professional services, including medical care, food preparation, structured prisoner programs and activities are provided to meet these mandates. The county jail also operates a non-secure residential work release facility and electronic home monitoring as jail alternative programs. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ' NEXT FY NEXT FY Personnel Services $ 2,584,473 $ 2,900,079 $ 2,900,079 $ 3,056,917 Supplies 7,356 4,660 0 0 Purchased Services 301,244 203,359 177,376 177,376 Fixed Charges 727 0 0 0 Capital 0 13,950 0 0 Gross County Cost $ 2,893,800 $ 3,122,048 $ 3,077,455 $ 3.234,293 Revenue 148,581 167,500 140,000 140,000 Net County Cost $ 2,745,219 $ 2,954,548 $ 2,937,455 $ 3,094293 Budget Positions 67 67 67 67 SUMMARY OF CHANGES: Various line items have been reduced due to the cancellation of the BI Monitoring contract. Electronic Home Monitoring (EHM) is being accomplished through Intervention, Inc. No capital items are requested. Revenues are down due to the loss of EHM payments. Net county costs for the budget are down $17,093. Final budget adjustments include an increase in salaries of $156,838. OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; 2) Identify and implement Jail alternatives to prolong the useful life of the new jail facility. 147 CENTENNIAL JAIL (CONTINUED) 1000-24420 WORKLOAD ACTUAL ESTIMATED PROJECTED Avers e Dail Po ulation _ 131 110 110 Avers e Dail DOC Po ulation _ 17.8 10 10 Work Release Po ulation 68 71 75 Electronic Home Monitoring 20 35 45 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 148 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Office of Fmergency Management -- 1000-26200 DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency res onse exercises forparticipants to evaluate effectiveness and im rovements. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY : CURRENT FY NEXT FY NEXT Pt' Personnel Services $ 47,284 $ 49,771 $ 49,771 $ 53,886 Supplies 500 4,100 4,100 4,100 Purchased Services 26,977 28,320 28,320 28,320 Fixed Charges 0 0 0 0 Capital 0 2,700 0 0 Gross County Cost $ 74,761 $ 84,891 $ 82,191 $ 86,306 Revenue 28,239 39,730 39,730 39,730 Net County Cost $ 46,522 $ 45,161 $ 42,461 $ 46,576 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No changes. Final budget adjustments include an increase in salaries of $4,115. OBJECTIVES: Comply with state and federal EMA programs. WORKLOAD ACTUAL ESTIMATED PROJECTED r Number of Completed Plans 1 1 1 Number of Public Education 17/517 15/500 20/600 Classes/Students Number of Incidents 64 70 80 Number of Exercises 4 4 4 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 149 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE ANL) NUMBER: County-wide Communications -- 1000-22100 DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18 fire departments, 2 rescue/ambulance departments, plus local government including public works. ACTUAL BUDGETED REQUESTED FINAL RESOURCES '' LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 150 0 0 0 Purchased Services 780,206 764,825 812,992 812,992 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 780,356 $ 764,825 $ 812,992 $ 812,992 Revenue 161,045 197,091 212,257 217,058 Net County Cost $ 619,311 $ 567,734 $ 600,735 $ 595,934 Budget Positions -- -- -- -- SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City of Greeley to operate and maintain the Weld County Regional Communications Center, criminal records management, and criminal justice information center. Details of the total cost of the contract are as follows: 150 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 PERSONNEL 1998 1999 WCRCC CJIS 1.0 Upgrade of Police Sergeant to Captain $ 19,284 $ 21,261 $ 21,261 $ 0 1.0 Upgrade Computer Systems Manager 12,977 14,307 0 14,307 1.0 Systems Administrator (Previously Systems Admin I) 51,896 55,292 0 55,292 1.0 P C Specialist (Previously System Admin. I) 38,551 38,565 0 38,565 0.5 Services Sergeant 34,419 38,644 38,644 0 1.0 Dispatcher II 41,834 45,890 45,890 0 13.5 Dispatcher I 492,637 513,357 513,357 0 Dispatch Temp Services 6,760 7,350 7,350 0 Dispatch Overtime 8,320 10,706 10,706 0 6 25 Data Coordinator I 189,767 209,217 0 209,217 Clerks Temp Services 6,000 6,300 0 6,300 Records Overtime 9,000 9,450 0 9,450 0.5 Data Coordinator II Upgrade from Data Coordinator I 0 3,003 0 3.003 TOTAL PERSONNEL COSTS $ 911,445 $ 973,342 $ 637,208 $ 336,134 COMPUTER SYSTEM Radio Maintenance Contract $ 103,784 $ 102,900 $ 102,900 $ 0 Computer Enhancements 100,000 100,000 0 100,000 Radio Enhancements 20,000 20,000 20,000 0 Tower Rental 17,250 5,784 5,784 0 Utilities 6O00 11,100 11,100 0 TOTAL COST Th17 O34 $239,784 $139,784 $100,000 HARDWARE/SOFTWARE MAINTENANCE 1998 1999 WCRCC CJIS Tiburon $ 96,776 $ 101,613 $ 0 $ 101,613 IBM 6,606 7,267 0 7,267 Digital 22,325 24,272 0 24.272 Dictaphone Logger/Call Checks 5 500 5,970 0 5,970 TOTAL $ 131207 $ 139,122 $ 0 $ 139,122 PROGRAM TOTALS $1,289686 $1,352,248 $776,992 $575,256 151 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 The County receives any cost reimbursement from user agencies for radio repair ($21,500), Emergency Medical Dispatchers($111,000),tower rentals($38,208), and reimbursement forAirLife services ($41,549) for a net cost of$600,735. Of the above costs, the $1,352,248 contract will be allocated as follows: $776,992 to the Weld County Regional Communications Center and $575,256 to the Criminal Justice Information System. Included as an enhancement to the computer system is$100,000 via Tiburon. Phone costs of$31,000 and motor pool costs of$5,000 are included in the budget outside of the contract. The net costs of the budget are up$62,562 for 2000. Personnel costs are up$61,897, with salary adjustments. The radio maintenance contract is down $884, tower rentals with the new towers are the same, and computer maintenance costs are up $7,915. Total contract costs are up$62,562 with revenues being up$15,166, for a net increase of$33,001. OBJECTIVES: 1) Perform emergency service and dispatching for 43 law enforcement, fire and ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and repair services; 3) Perform NCIC/CCIC termination operations for information inquiry requests from user agencies; 4) Operate and maintain the E-911 emergency telephone system. 5) Begin implementation of the 800 MHZ system. ACTUAL ESTIMATED PROJECTED WORKLOAD LAST FY CURRENT NEXT FY FY Calls for Service - Fire 10,118 11,500 12,000 Calls for Service - Law Enforcement 178,548 180,000 186,000 Primar a encies dispatched 43 43 43 NOTE: Does not include City of Greeley calls. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change to expenditures budget. Revenues were increased $4,800 due to the new tower lease with FAA for use of the south tower. 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development -- 1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY ' CURRENT FY,' NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 550 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 Capital -1,633 0 500,000 500,000 Gross County Cost $ -1,083 $ 0 $ 500,000 $ 500,000 Revenue 0 0 0 0 Net County Cost $ -1,083 $ 0 $ 500,000 $ 500,000 Budget Positions -- -- -- -- SUMMARY OF CHANGES: $500,000 is budgeted for the capital costs to begin the implementation of a new 800 MHZ system. OBJECTIVES: 1) To enhance the existing regional communications radio system until it provides satisfactory county-wide coverage. 2) Implement an F300MHz digitized radio system. WORKLOAD ACTUAL ESTIMATED PROJECTED n/a 153 COMMUNICATIONS SYSTEM DEVELOPMENT (CONTINUED) 1000-22200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County needs to convert to a new 800 MHZ digitized radio system over a 5-6 year phased in process. The system is needed since the FCC will no longer issue lower level frequencies in high growth areas, such as the Front Range of Colorado. New frequencies are needed due to the growth and demand for service in the area. The new technology will also allow agencies to communicate with each other on the same frequency when an emergency situation requires multiple agencies to respond. The E-911 Board has committed$1,200,000 to this project, and a$2,000,000 energy impact assistance grant has been approved. This project is essential to keep Weld County Regional Communications Center functional in the future with all the anticipated growth in the county. Radios for Weld County government to accommodate this system will be acquired via normal attrition and the county's radio replacement program. BOARD ACTION: No change. Board voted to support the 800 MHZ project. 154 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: F-911 Administration -- 1000-72300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY '; CURRENT FY NEXT FY r NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 489 700 700 700 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 489 $ 700 $ 700 $ 700 Revenue 0 0 0 0 Net County Cost $ 489 $ 700 $ 700 $ 700 Budget Positions -- -- -- -- SUMMARY OF CHANGES: No change. OBJECTIVES: Administratively support the Weld E911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. WORKLOAD ACTUAL ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management, jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY s CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 464,679 557,403 575,256 575,256 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 464,679 $ 557,403 $ 575,256 $ 575,256 Revenue _ 0 0 0 0 Net County Cost $ 464,679 $ 557,403 $ 575,256 $ 575,256 Budget Positions -- -- -- -- SUMMARY OF CHANGES: See Communications budget unit for details of the consolidation of the communications dispatch center and criminal records system with the City of Greeley. The budget includes $336,134 in personnel costs, $100,000 for enhancements to Tiburon, and $139,122 for computer maintenance costs for a total of$575,256. This is an increase of$17,853 or 3.1%. The increases are primarily in personnel costs. OBJECTIVES: Installation and maintenance of a comprehensive criminal justice information system that includes criminal records management, computer-aided dispatch, jail records management, and prosecution system. 156 CRIMINAL JUSTICE INFORMATION SYSTEM (CONTINUED) 1000-22400 WORKLOAD ACTUAL ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 157 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner -- 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY r NEXT FY NEXT FY Personnel Services $ 126,010 $ 129,884 $ 176,727 $ 139,096 Supplies — 4,804 3,150 3,150 3,150 Purchased Services 130,986 134,474 146,474 146,474 Fixed Charges _ 523 0 0 0 Capital _ 0 0 0 0 Gross County Cost $ 262,323 $ 267,508 $ 326,351 $ 288,720 Revenue 800 500 800 800 Net County Cost $ 261,523 $ 267,008 $ 325,551 $ 287,920 Budget Positions 3 3 4 3 SUMMARY OF CHANGES: Requested budget includes an additional Deputy Coroner($44,643) and an upgrade of an Office Tech II to Office Tech III ($2,200). The position increases are a service level policy issue for the Board to decide, and are not in the recommended budget. The only other line item increase is in professional services for an increase in the projected number of autopsies in 2000. Final budget adjustments include an increase in salaries of $9,212. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. WORKLOAD ACTUAL ESTIMATED PROJECTED Death Caseload 697 725 750 158 CORONER (CONTINUED) 1000-23200 FINANCE/ADMINISTRATION RECOMMENDATION: For scheduling purposes, the Coroner wants to add an additional deputy to have 2.5 deputies, plus himself for calls. This is the same issue that has been addressed the last few years. Additional staff has been added incrementally the last 3-4 years. The issue is one of service level that is a policy issue for the Board to approve or deny. BOARD ACTION: No change. Board denied the requests for additional staff and the upgrade of the Office Tech position. 159 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, 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 delegated authority to the Community Corrections Board. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 32,285 $ 34,213 $ 36,400 $ 36,400 Supplies 690 500 500 500 Purchased Services 2,803,506 2,666,671 3,362,346 3,362,346 Fixed Charges 70,737 9,736 18,684 18,684 Capital 0 2,000 3,000 3,000 Gross County Cost $ 2.907,218 $ 2,713,120 $ 3,420,930 $ 3,420,930 Revenue 2,907,218 2,713,120 3,420,930 3,420,930 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Budget consists of the base Community Correction budget funded at $171,046, the Residential Treatment Center funded at $1,185,414, and the Restitution Center funded at $2,064,470. Total state funding for the program is up $707,810 or 26.1%. 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. WORKLOAD ACTUAL ESTIMATED PROJECTED Client Days FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100% state funded. BOARD ACTION: No change. 160 Hello