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Home My WebLink About952569.tiffWELD COUNTY 1996 FINAL Ir M IF 952EE9 COUNTY OF WELD 1996 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Dale K. Hall, Chairman Barbara J. Kirkmeyer, Pro -Tern George E. Baxter, Commissioner Constance L. Harbert, Commissioner W. H. "Bill" Webster, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December 1995 TABLE OF CONTENTS PAGE BUDGET MESSAGE 1 DISTINGUISHED BUDGET PRESENTATION AWARD 8 BUDGET APPROACH 9 BUDGET CALENDAR 13 POINTS OF ISSUE AND POLICY MATTERS: Overview of Budget and Management System 15 Hierarchy of Budget Information 16 Weld County Mission Statement 17 County Strategic Objectives 18 Implementation and Results of Strategic Objectives 19 Budget Process 22 Major Program Specific Goals 23 1996 Program Issues 24 Budget Policies 25 Revenue Policies and Assumptions 26 Specific Revenue Assumptions of Significant Revenue 27 Policy Directions 29 Significant Changes in Policy from Prior Years 31 Significant Budget and Accounting Policies 32 Investment Policy 34 Capital Improvements Policy 35 1996 Guidelines 37 Explanation of Individual Funds 39 Organizational Responsibility for Budget Units 42 Policy Matters/Points of Issue with Fiscal Impact 45 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Compensation Planning for 1996 47 1995-1996 Salary Budget Survey 48 Salary Recommendations 49 1996 Health Insurance 50 Salary Adjustments by Department 52 Position Authorization Changes Due to 1996 Budget 54 1996 Job Tables 55 SUMMARY OF FUNDS: Graph -- All Fund Revenues 67 Graph -- All Fund Expenditures 68 Graph -- Mill Levy 69 Summary of Fund Balances 70 1995 Assessed Values to be Used for 1996 Budget 71 Net Program Cost 72 Summary of 1994 Allocated Costs Applicable for 1996 74 Ten Year Trend Data: Beginning Fund Balance 75 Cumulative Percent Increase (Expenditures & Taxes) 76 Weld County - Organizational Chart 77 Summary of County Funded Positions 78 PAGE GENERAL FUND: Graph -- General Fund Revenues 81 Graph -- General Fund Expenditures 82 Ten Year Trend Data: General Government 83 Public Safety 84 Health and Welfare 85 Narrative Fund Summary 86 Summary of Revenue 87 Summary of Expenditures 94 Office of the Board 97 County Attorney 99 Public Trustee 101 Planning 104 Clerk to the Board 106 Clerk and Recorder 108 Elections 110 Treasurer 112 Assessor 114 Maintenance of Building and Plant 116 County Council 118 District Attorney: Ten Year Trend Data 120 Budget Unit Summary 122 Juvenile Diversion 124 Victim Assistance 126 Finance and Administration 128 Accounting 130 Purchasing 132 Personnel 134 Computer Services 136 Capital Outlay 138 Sheriffs Office: Ten Year Trend Data 140 Budget Unit Summary - All Departments 141 Sheriff Administration 144 Crime Control and Investigations 146 Drug Task Force 148 City -County Regional Forensic Laboratory 150 Correctional Administration 152 Office of Emergency Management 154 County Wide Animal Control 156 Communications - County Wide 167 Communications System Development 160 E-911 Administration 161 Criminal Justice Information System 162 Coroner 163 Community Corrections 165 PAGE GENERAL FUND (CONTINUED): Public Service - DUI 167 Building Inspection 169 Waste Water Management 171 Pest and Weeds 172 General Engineering 174 Extension Service 176 Veteran's Office 177 Airport 179 Weld Mental Health 181 Centennial Development Services 182 Seniors Program 184 Economic Development Action Partnership (EDAP) 185 Missile Site Park 187 County Fair 188 Grants 189 NonDepartmental 190 Building Rents 191 Contingency (Salary) 193 Transfers: Agency on Aging 194 Health Department 195 ROAD AND BRIDGE FUND: Graph -- Road & Bridge Revenues 197 Graph — Road & Bridge Expenditures 199 Graph — Ten Year Trend Data 200 Narrative Fund Summary 201 Concerning Local Accountability for Money Used for Highway Purposes 202 Construction Bidding for State -Funded Local Projects 203 Summary of Revenue 205 Summary of Expenditures 207 NonDepartmental Revenues 208 Bridge Construction 209 Motorgrader 211 Maintenance Support 213 Trucking 215 Mining 217 Administration 218 Other Public Works 220 Grants -in -Aid to Cities and Towns 222 Contingency (Salary) 223 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 225 Graph — Social Services Expenditures 226 Graph -- Ten Year Trend Data 227 Narrative Fund Summary 228 Summary of Revenue 230 iii PAGE SOCIAL SERVICES FUND (CONTINUED): Summary of Expenditures 232 Mandated Federal and State Programs 233 Administration 234 Child Support (IV -D) 236 County Contingency 237 State Incentives 238 Miscellaneous State Programs 239 JOBS Program 240 Employment First Program 241 General Assistance 242 Description of Categories and Eligibility Criteria 244 Aid to Families with Dependent Children 245 Aid to Needy Disabled 246 Foster Care of Children 247 Day Care 248 Medicaid Transportation 249 Case Services 250 Old Age Pension 251 Family Preservation Program 252 Staff Development 253 Medical Exams 254 LEAP Administration 255 LEAP Outreach 256 Low Income Energy Assistance Program (LEAP) 257 LEAP Emergency 258 FEMA/Housing Grants 259 HEALTH FUND: Graph — Health Fund Revenue 261 Graph -- Health Fund Expenditures 262 Graph -- Ten Year Trend Data 263 Narrative Fund Summary 264 Summary of Revenue 265 Summary of Expenditures 269 Budget Unit Summary - All Departments 270 Non -Program Revenue 272 Administration 274 Health Education 276 Community Health Services 278 Environmental Protection Services 280 Contingency (Salary) 282 HUMAN SERVICES FUND: Graph — Ten Year Trend Data 283 Narrative Fund Summary 284 Summary of Revenue 285 Summary of Expenditures 288 JTPA Incentive Grant 290 JTPA Coordination Grant 291 iv PAGE HUMAN SERVICES FUND (CONTINUED): JTPA 3% Older Worker 292 JTPA II -C Basic Grant 293 EDWAA 50% Dislocated Worker 294 EDWAA 10% Displaced Homemaker 295 JTPA II -B Summer Youth 296 State - Job Service 297 Summer Job Hunt Program 298 Employment First Program 299 New Directions Program 300 State - PreSchool Program 301 Head Start -- Basic 302 Head Start — Training 303 Migrant Headstart -- Basic 304 CSGB 305 Migrant Headstart Training and Technical Assistance 306 Supplemental Food 307 Federal Transit Grant 308 AAA - Health Services 309 AAA - Single Entry Point 310 AAA -- Administration 311 AAA Support Services 312 AAA Legal Services 313 AAA Ombudsman 314 AAA Congregate Meals 315 AAA Home Delivered Meals 316 AAA Support (History Only) 317 General Fund 318 Transportation 319 Educational Lab 320 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 321 Conservation Trust Fund Summary of Revenue 322 Summary of Expenditures 323 Budget Unit Summary 324 Contingency Fund: Summary of Revenue 327 Summary of Expenditures 328 Budget Unit Summary 329 Emergency Reserve Fund: Summary of Revenue 330 Summary of Expenditures 331 Budget Unit Summary 332 Solid Waste Fund Summary of Revenue 333 Summary of Expenditures 334 Budget Unit Summary 335 Code Enforcement 337 v PAGE CAPITAL FUNDS: Narrative Summary of Fund 339 Summary of Revenue 341 Summary of Expenditures 342 Budget Unit Summary 343 Long Range Capital Projects Five -Year Plan 345 PROPRIETARY FUNDS: Narrative Summary of Funds 375 Ambulance Enterprise Fund: Summary of Revenue 376 Summary of Expenditures 377 Budget Unit Summary 378 IGS - Motor Pool Fund: Summary of Revenue 380 Summary of Expenditures 381 Budget Unit Summary - Motor Pool Equipment 382 Budget Unit Summary - Administration 387 Health Insurance Fund: Summary of Revenue 388 Summary of Expenditures 389 Budget Unit Summary 390 Printing & Supplies Fund Summary of Revenue 394 Summary of Expenditures 395 Budget Unit Summary 396 Insurance Fund: Summary of Revenue 397 Summary of Expenditures 398 Budget Unit Summary 399 Self -Insurance Policy Limits, Coverages, Retentions 401 PBX - Phone Services Fund: Summary of Revenue 402 Summary of Expenditures 405 Budget Unit Summary 406 Weld County Finance Authority: Summary of Revenue 408 Summary of Expenditures 409 Budget Unit Summary 410 GLOSSARY 411 SUPPLEMENTAL DATA: Miscellaneous Statistics 421 Demographic Statistics 423 Expenditure Trends by Function/General Revenue by Source 424 Property Value, Construction, Bank Deposits, and Other Economic Indicators 426 Consumer Price Index and Economic Indicators 427 vi /Ottri, COLORADO December 6, 1995 Weld County Board of Commissioners 915 10th Street Greeley, CO 80631 Board Members: DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 FAX: (303) 352-0242 915 10TH STREET P.O. BOX 758 GREELEY, COLORADO 80632 The Weld County 1996 budget for operations and capital outlay totals a gross amount of $98,393,117, with a net of $97,192,657 when interfund transfers are excluded. The Internal Service Funds total an additional $5,269,273. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of $63,772,341, anticipated fund balances of $5,662,205, and the maximum allowed property tax of $29,618,111 under Amendment One (TABOR) and the Weld County Home Rule Charter. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK Like the national economy, the local Weld County economy has mixed signals regarding its current and future trends. The beef market, which has been down thus far in 1995, has caused some drag on the local economy since Weld County is one of the top beef -producing counties in the country. Beef prices have been forced down with the number of cattle slaughtered in the state being down, but the number on feed being up substantially. The construction economy in Weld County has also slowed in 1995 with F.W. Dodge construction data showing a 12% reduction in value of construction contracts for the first two quarters of 1995 compared to last year. The same data showed a reduction in the number of new single family dwellings and a reduction in the value of new commercial projects. Remodelling projects in both residential and commercial property rose by about 17%. 1 Honorable Board of Commissioners - Continued Employment in Greeley and Weld County remain higher than the employment levels of the nation, but lag slightly behind the state level. Half -way through 1995, 77,646 people were employed and 3,166 were unemployed. In the last year 8,372 jobs were added in Weld County. Half -way through 1995 the national unemployment rate is 5.6 percent, 3.6 percent for Colorado, and 3.9 percent for Weld County. Based upon the State Department of Revenue figures from April 1995, sales in Weld County are up just under one percent compared to last year. In summary, the economy of Weld County remains very good and leads the nation in most indicators. After three years of the strongest growth in two decades, it is forecast that slower growth will materialize in 1996 in Colorado and Weld County. This is based upon the projected reductions in federal employment in Colorado with base closures and cutbacks announced to take effect by major employers in the state and Weld County, such as Hewlett-Packard. Farm incomes are currently dropping and are expected to continue into 1996. In addition, job and income growth is slowing in the state and Weld County. FOR THE FUTURE As Weld County looks to 1996, 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 provision allowing the return of unfunded state mandates to the state over a three year period was not upheld by the courts; thereby requiring counties to continue to provide social services and court facilities with limited control over the growth in costs of these programs. The 1996 budget has been developed within the limitations of Amendment One with the Social Services mandated costs included. In 1995 the Board of County Commissioners adopted a new comprehensive plan for land use to deal with the anticipated growth in the county. To compliment the long range comprehensive land use plan, an open space master plan will be completed in early 1996. This will be the first county -wide open space plan adopted by Weld County. In addition, an updated mixed use development plan for the 1-25 Highway Corridor will be completed to help guide the future growth of the Del Camino and southwestern area of the county. The continued growth of the jail inmate population will result in significant expenditures in this area in 1996. 5.6 Correction Officers will be added to the jail staff in 1996 to cope with minimum security inmate population growth. The 1996 capital budget focus is primarily on the construction of a new correctional facility which was approved by the voters on November 7, 1995. The Weld County Jail was constructed in 1978 and has been remodeled three times to increase the capacity to 294 beds as of 1994. Jail population due to mandatory incarceration, population growth, backlog of state inmates into the county jail, and stiffer sentencing practices are causing the jail population to grow at a rate of 50 inmates per year. Although alternative jail programs are being developed there will be no relief in the growth rate of inmates in the immediate future. 2 Honorable Board of Commissioners - Continued It is proposed that an additional jail complex be constructed in the Weld County Business Park. The total project of approximately 211,355 square feet will be constructed in phases with the first phase being approximately 125,775 square feet and the remaining phases over a 20-30 year period. Portions of Phase One would be built in 1996 and include the core support facilities and one pod to house 160 additional inmates. Each additional phase would be in increments of 160 beds. The current facility would continue to be operated as a pre-trial and maximum security facility. The new facility would start out as only minimum security and move to medium security in later phases. The entire site would be developed in 1996 along with construction of Phase One. It is recommended that the county use current funds for Phase One in 1996 ($5,359,265), and reserve $3,400,000 in additional resources in the five year plan for funding of additional phases of bed space. Operational costs will not be impacted in 1996 since the facility will not be completed until mid 1997. However, in 1997 it is anticipated that additional Correctional Officers must be added, plus the added cost of transportation between the two facilities. Food and medical costs will go up accordingly with the increased jail population. The new Denver International Airport was opened in 1995 and will significantly impact Weld County over time. The site of the new airport is less than 15 miles from the southern border of Weld County. The spin-off growth from the airport is expected to positively impact Weld County from Greeley south. The county is positioning itself to deal with this growth as it impacts land use, transportation, human service requirements, and economic development. The Board's decision on October 25, 1993, to enter into a ten-year contract with SCT Corporation to provide computer services has had a major impact on Weld County government. In 1996 all computer applications will be off the IBM ES9000 mainframe and transitioned to a client/server environment. The new environment should improve access to information for decision -making, increase the quality and quantity of services, streamline operations, and provide the opportunity for cost savings. The open system architecture offers the technology to connect different types of equipment and vendors. The linking of all components into one system improves access and sharing of data and communication resources. Open system architecture allows the county to retain some equipment and software as changes are made. Open systems architecture and client/server capabilities will better allow the distribution of computer equipment to user areas. The relational data bases allow much more effective use of information by the users and the data is more accessible, especially if coupled with a query management system. GENERAL GOVERNMENT FUNCTIONS Revenue for general govemment functions including General, Special Revenue, Capital Expenditures, Internal Service and Enterprise Funds total $98,229,725 in 1996, a decrease of 0.3% over 1995. The amount of revenue from various sources and the decreases compared to 1995 are shown in the following tabulation: 3 Honorable Board of Commissioners - Continued Revenue Sources Property Taxes Other Taxes Licenses and Permits Intergovernmental Revenue Charges for Services Ambulance Fees Miscellaneous Revenue Fee Accounts Internal Service Charges Total Increase Percent (Decrease) Amount of Total from 1995 $ 29,618,111 30.2% $ 2,204,415 1,724,064 1.7% 782,975 768,886 0.8% 83,852 48,091,422 49.0% (5,083,328) 3,584,394 3.6% (531,842) 2,921,300 3.0% 290,357 4,032,710 4.1% 1,608,468 2,649,565 2.7% 113,665 4.839.273 4.9% 189.879 $ 98.229.75 100.0% $ (341 559) Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services, and Enterprise Funds total $102,461,930 for 1996 which is an increase of 2.5% over 1995. The amounts by function and the increase over 1995 are as follows: Expenditure Sources General Government Social Services Road and Bridge Public Safety Human Services Health Capital Public Works Contingency Miscellaneous Culture and Recreation Auxiliary Ambulance Internal Services Total Amount $ 10,749,507 33,756,205 14,910,063 13,094,568 7,281,835 3,446,635 5,409,265 407,153 2,853,094 1,727,300 291,161 332,171 2,933,700 5.269.273 $102.461.930 Percent of Total 10.4% 32.9% 14.6% 12.8% 7.1% 3.4% 5.3% 0.4% 2.8% 1.7% 0.3% 0.3% 2.9% 5.1% Increase (Decrease) from 1995 $ 762,333 248,932 389,327 700,233 (1,845,665) 218,204 1,399,265 93,849 72,509 27,663 (1,750) (274) 289,757 132.140 100.0% $ 2,486,523 Enterprise Operations: The county's enterprise operation is comprised of the Ambulance Service. The Ambulance Service is a county -wide advanced life support emergency medical service. The program is totally supported by fees. The operation anticipates nearly 7,000 calls in 1996 and generated revenue of $2,933,700. 4 Honorable Board of Commissioners - Continued Capital Project Funds: The Capital Expenditure Fund was established to account for all capital projects for general county use. At the end of each fiscal year, the completed project items are transferred to the General Fixed Asset account group. The county has developed a five-year Capital Improvements Program outlining projected costs and probable sources of funding for various capital improvement projects. The only major project in that plan for 1996 includes funds to construct a new county jail. Debt Administration: In 1996 the county continues to have no bonded indebtedness. With the passage of HB1579 in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be 3% of the assessed valuation of the county. Thus, Weld County maintains over a forty million dollar allowable debt capacity in accordance with Colorado State Statutes. There are Certificate of Participation Bond Issues for the construction of the Human Services Building and Administration Buildings totalling $2,743,045. Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund, with the exception of interest attributed to the Insurance Fund, Health Insurance Fund, Trust Funds, and the interest earned on certain deposits held for other taxing authorities. The amount of interest anticipated in 1996 is $1,435,000. The county's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository insurance or collateralized. All collateral on deposits are held either by the government, its agent or a financial institution's trust department in the government's name. Risk Management: During 1996 Weld County will continue to be a member of Colorado Counties Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program. Mill Levy: The mill levy is unchanged from the prior year at 22.038 mills for the final budget under the limitations of State Constitutional Amendment One (TABOR) passed November 3, 1992. The assessed value for the 1996 budget is $1,343,956,407, which is up $100.0 million, or 8.34% from last year. The increase is primarily attributed to increased commercial/industrial property of $31.4 million, residential property of $33.9 million, state -assessed property of $14.5 million, agricultural properties of $13.2 million, vacant land of $5 million, and oil and gas properties of $6.3 million. Employee Compensation Pay: The 1996 budget provides for an average 4.4% salary increase. In addition the county is providing a 3.0% increase for health insurance costs. MAJOR FACTORS IMPACTING THE 1996 BUDGET The major factors impacting the 1996 budget range from specific programs to the fiscal and taxing environment Weld County must operate within currently. Amendment One (TABOR) imposes property tax, spending and revenue limits not exceeding inflation and growth in net new construction. 5 Honorable Board of Commissioners - Continued Again, the two most major factors impacting the 1996 budget are the construction of a new county jail and the court decision issued June 5, 1995, blocking the county's ability to turn back to the state the social services mandated costs. The final court decision over the legal interpretation of Amendment One's provision to block mandated tumbacks will have significant impact on county finances for 1996 and future years. Social Services expenditures are projected at $33,756,205 for 1996. After incentives and special revenue are considered, $4,163,484 in property taxes will be necessary to support the county's share of programs mandated by the state and federal government. Overall, program expenditures are growing at a rate faster than the inflation rate. Considering limited tax revenue and the growth of social services expenditures, other county services would need to be severely restricted in future years. Without the ability to control mandated program expenditures, local control of Weld County's financial destiny will, in time, be lost. Construction of a new county jail in 1996 is critical. Mandatory incarceration, population growth, backlog of state inmates into the county jail, and stiffer sentencing practices are causing the jail population to grow at a rate of 50 inmates per year. Although alternative jail programs are being developed there will be no relief in the growth rate of inmates in the immediate future. Operational costs will not be impacted in 1996 since the facility will not be completed until early 1997. However, in 1997 it is anticipated that additional Correctional Officers must be added, plus the added costs of transportation between the two facilities. Food and medical costs will go accordingly with the increased jail population. Some increased revenue could result from the ability to house additional state DOC inmates. General government functions are up $762,333, primarily due to utilities in Buildings and Grounds and election costs being up $339,705 for three elections, including the Presidential Preference Election, versus one election in the current year. Another major increase is the added cost of $387,016 for jail operation. 5.6 Correctional Officers have been added to deal with the increased inmate population. In addition, the increased inmate population has caused food and medical costs to increase. Building Inspection is up $49,518 with added staff to deal with the increased building activity. Development of the communications system with added towers and creation of a back-up site will cost an additional $111,495 in 1996 to match a state energy impact grant of $150,000. Community Corrections contracts with the state are up $68,561. Subsidy to the Health Department for 1996 is up $77,036 primarily for salary increases. Other budget units are relatively stable. Salary increases averaging 4.4% are included in the budget at a gross cost of $559,934. Social services costs, including food stamps, are budgeted at $33,756,205. Licenses and Permits are up $84,002 in planning and building inspection permits. Intergovernmental Revenues are down $434,993 in the area of CDBG grants. Charges for Service are up $38,843 with the major impact being the revenue from the State of Colorado for the housing of state inmates in the county jail due to the backlog in the prison system. Miscellaneous Revenues are down primarily due to reimbursement for CDBG grant projects. Clerk and Recorder fees are up $100,000. Human Services Intergovernmental Revenues are down $1.8 million with Federal budget reductions. Other fee accounts are stable. 6 Honorable Board of Commissioners - Continued Salary increases of 4.4% are included in the budget, along with a 3.0% increase in health insurance costs. As we face the remaining 1990's, the face of county government is being changed, perhaps permanently, by a convergence of economic, social, and intergovernmental patterns. Resources are overburdened by limited capacity for revenue growth and increasingly greater politically and legally mandated spending pressures. The roots of the current crisis in local government lie in converging patterns of economic contraction, changing social service needs of a demographically shifting population, and financial stress at all levels of government from federal and state to local levels. The public perception that government is unable to adjust to the changing demands in a quick and reasonable way is leading to a shift in voter attitude from apathy to anger. The argument that there is never enough money is no longer an acceptable response. The citizens want to ensure that service priorities are met and, at the same time, want taxes reduced or at least kept from rising so rapidly. The objectives at times seem irreconcilable and led to the taxpayers' revolt such as we faced with the passage of the TABOR Amendment on the ballot in November 1992 that will radically change government in Colorado. The problems facing local government, including Weld County, have solutions, although in some cases the solutions are difficult or unpleasant. The solution to cope with the ever growing jail population made by the Sheriff and Board in 1995 is an example. Perhaps one of the greatest difficulties is identifying -- and agreeing on -- what the problems really are and what causes them. The major challenge facing local government today is prioritizing the services provided to the county citizens. It requires careful thought and thorough analysis of what must be accomplished to move towards community consensus, as well as an understanding that the status quo can no longer be simply maintained or adjusted incrementally. 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. Very yours, rt Donald D. Warden, Director Finance and Administration DDW/cah 7 •I GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO County of Weld, Colorado For the Fiscal Year Beginning January 1, 1995 bt-___;2. z President Executive Director 8 1996 BUDGET APPROACH The Mission Statement of Weld County reads as follows: To enhance the quality of life of the citizens of Weld County by: having an open quality government with citizen involvement and support; providing integrated service delivery systems that are easily accessible to those in need; being a government that is supportive with concentration on problem prevention on a proactive basis rather than cure; empowering and encouraging people through education and facilitation to be more responsible and less dependent on government; and providing incentives for efficient and effective services and programs with decision making at the most appropriate level with minimum levels of government to permit flexibility to adjust for changing circumstances. The budget process provides a comprehensive method of achieving this mission and accountability to the citizens of Weld County. In addition, the budget process can assure that the highest standards of stewardship have been adhered to in determining the amount and use of public resources. The goal of the budget process is to develop a financial operating plan which will provide for and insure the health, safety, and welfare of all residents of Weld County. Further, to facilitate the orderly and efficient delivery of county government services as prescribed by the Home Rule Charter, state statutes, federal and state mandates, and citizen input. Finally, to promote an organizational culture which fosters access to information and citizen awareness about Weld County. 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 govemment 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. 9 State and local governments are in the middle of a difficult economic period. Competition for limited public funds has been steadily increasing. The passage of the TABOR Amendment in 1992 made budgeting for the State of Colorado and local governments more challenging. The TABOR Amendment limits the amount of revenue that can be collected; the amount of expenditures that can be made; and requires that the mill levy remain constant unless voters approve a change. These state and local financial constraints are complicated by the efforts at the federal level to balance the federal budget and restructure the historical funding relationship with state and local govemments with block grants and outright elimination of programs. Because of all this, having departments and agencies balance revenues to expenditures will be difficult. The budget process requires critical reviews of the level of services being provided throughout the county and must address the need to perform more efficiently. All programs must be reviewed in the 1996 budget process to achieve a continued level of efficiency in the county. The 1996 budget strategy utilizes the proven methodologies of dealing with past budgets yet accommodating future trends, and is based upon the following assumptions and approaches: > No local tax initiative will be approved by the voters. > Unless a change is legally mandated by State Constitutional Amendment or federal law, the county's share of partnership programs should not be increased, the share should be decreased wherever possible. Local dollars should not displace federal or state reduction. > Program managers and the public should be made aware of the proposed service reductions as soon as possible. > Early warning sessions should be held in August addressing budget issues identified early in the process. Not all budget units may need to be addressed. > All county departments and offices should receive a set target amount for 1996 prior to budget preparations. > A target of 10% off the 1995 budget base should be uniformly applied to all budget units. • Salary adjustments should be restricted to an anticipated amount (suggested 4.4%). Any department head or elected official justifying to the board a higher salary amount for a class unique to the department or office should fund the added salary amount from within the target budget amount assigned. > Fringe benefits should be left at the current level of benefit. ▪ Insurance funding will be adjusted to reflect reduced costs of self- insurance program. > Outside agencies are treated the same as county departments, since most provide contractual services. 10 > Any 1996 position classification upgrades shall be treated the same as new position requests in the budget process, with the department funding any requests within the target amount. > New or expanded mandates should be absorbed within the 1996 target amount by all budget units. > Self-supporting budgets float at the 1995 funding levels. > Additional program options outside the overall budget plan are proposed for board consideration. Staff will explore the options as directed by the board and these options should be topics of discussion at the public work sessions and hearings. > A review of all discretionary programs should be done by the department head or elected official and the board. > There will be no recommended increases in personnel in the recommended budget to the board. Increased workload should be absorbed by existing personnel wherever possible through increased productivity. > Resources for new activities should come from increased productivity and termination of existing activities wherever possible. No new non - mandated programs should be proposed without proportionate cutbacks in other programs. > All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. > Initiatives from Reinventina Weld County Government and TQM should be continued. > Use restraint in budget planning. > Promote economies of scale where possible through inter -departmental and/or inter -jurisdictional cooperation. The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 1996, while accomplishing a balanced budget. The 1996 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. 11 • Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. > The TABOR Amendment limits are adhered to. > Legislative and regulatory changes are accommodated. > Space is provided for increased jail population. • Changes resulting from health care reform are accommodated, both as a provider and purchaser of services. • Population growth and development is planned and accommodated. 12 1996 BUDGET CALENDAR May 8 May 16 - 22 June 16 June 16 June 16 July 3 Board review of 1996 budget plan. Director of Finance and Administration discusses target budgets and 1996 budget plan with department heads and elected officials. Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance. Elected officials and department heads submit PBX phone service requests to PBX. Elected officials and department heads submit new position requests and any reclassification requests to Personnel. Submit budget request to Finance. September 5 Early warning budget work session and community agency requests. July 3 - September 14 Finance office review. September 15 Budget Message to board and transmit Proposed Budget to commissioners. October 17 - 20 Budget worksession hearings with commissioners and elected officials and department heads. November 16 Publish notice of final budget hearing. October 20 - December 5 Prepare final budget. December 6 Public Hearing to adopt mill levy. December 6 Public Hearing on Final Budget, 9:00 a.m. 13 W1�YG At t:r COLORADO 14 POINTS OF ISSUE AND POLICY MATTERS OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Community Assessment Service Delivery Analyze Community Needs Develop County-WideGoals Assess Prior Year's Performanc Review Policy Alternatives. Establish General Priorities Establish Fiscal Policy SUPPORT Accounting System Fiscal Control Cost' Accounting by Program Performance Measurement Systems and Reports BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources b Program Area Develop Multi -Year Projectio Schedule Action 15 Long Range Planning Capital Improvements PROGRAM PLANNING Assess Progam Alternatives Design Program Define Program Objectives Relate to Present Operations Revise as Necessary! HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS NTAT'OOS AND st STRATEGIC iOe4eCIM AJOR PRO RAM GOAL DEPARTMENT BUDGET UNITS 16 WELD COUNTY MISSION STATEMENT To enhance the quality of life of the citizens of Weld County by: > Having an open quality government with citizen involvement and support. > Providing integrated service delivery systems that are easily accessible to those in need. > Being a govemment that is supportive with concentration on problem prevention on a proactive basis rather than cure. • Empowering and encouraging people through education and facilitation to be more responsible and less dependent on government. > Providing incentives for efficient and effective services and programs with decision making at the most appropriate level with minimum levels of government to permit flexibility to adjust for changing circumstances. 17 COUNTY STRATEGIC OBJECTIVES Continue to seek involvement and input from the community of Weld County. Sustain a long-range perspective in setting fiscal, service, and development priorities. Balance programs and service levels against community needs and available revenues. Develop strategies to maintain the existing economic base and promote the continued vitality of the County of Weld. Support activities necessary to the preservation of stable, secure, and quality living in Weld County. Seek out innovative methods of maintaining and financing the replacement of infrastructure components. Continue a high level of activity at the regional, state, and national level to insure Weld County's voice in policy decisions. 18 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES Last year Weld County, in collaboration with the NCMC Foundation and the Greeley/Weld Chamber of Commerce, received a grant through the Colorado Healthy Communities Initiative to create a project entitled, "Vision Together, Weld Healthy Community Planning and Action Partnership". "Vision Together" is the name of a broad -based effort to identify and address issues of concern to Weld County residents. The Colorado Healthy Communities Initiative is a five-year effort funded by the Colorado Trust and administered by the National Civic League. Participating communities are charged with broadly identifying community issues and developing action plans to address key areas of concern. Examples of areas which may be included are: • Education and Schools • Environmental Issues • Housing and Homelessness • Public Safety • Child Care • Recreational Opportunities • Substance Abuse • Transportation • Physical and Mental Health • Arts and Culture • Food Assistance / Nutrition • Urban Design / Planning • Economic Opportunities - Family Income / Job Training / Employment After reviewing research and developing a community vision, the group of "stakeholders" makes decisions based on collaboration and the general agreement of the group. A stakeholder is an individual who has an interest or "stake" in the future of the community. Stakeholders are the planners, the architects and the developers of the community action blueprint which results from the one-year planning effort. The stakeholder group is diverse, representing the various sectors in the community: government, residents, private sector and business, ethnic/cultural, education, seniors, youth, community leaders, non -profits, agriculture, etc. Out of this process, an action plan will be developed to address key areas of concern. Weld County government, along with municipalities, non-profit organizations, school districts, and other community institutions and organizations will then implement the plan of action based upon the community vision. In addition Weld County, in 1995, continued to hold town meetings with representatives of the 30 city/town councils and interested public to seek involvement and input from the community. This year Weld County also received a Great Outdoors Colorado Grant to develop an Open Space Master Plan for the county. Input from citizen meetings is an integral part of the process that will be completed in 1996. 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) s Greeley/Weld Urban Enterprise Zone 19 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 glamorous side of economic development, and is looked upon with a great deal more enthusiasm than the typical expansion project. In the last eighteen months over 1,500 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 producing Colorado county in oil/natural gas production, and consistently ranks as one of the top Colorado counties in the value of its manufactured products. > Weld County has experienced a continued, steady population growth rate. • County and city governments are aggressively pro -business, offering planned industrial properties and attractive incentive programs. Greeley and Weld County have been designated a State Enterprise Zone, allowing qualified businesses to take credit against their state income taxes for equipment investment and jobs. > Weld County's labor force represents the best of all possible worlds. Entry wage rates generally fall in the $4.50 - $7.00 per hour range, and our employees represent a solid Midwestem work ethic. Organized labor represents approximately 3% of our manufacturing workforce. > An excellent transportation system provides easy access to national and growing regional markets. Two interstate highways (I-25 and 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 Intemational Airport is located at the southern edge of Weld County, about 45 minutes from Greeley. 20 > 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 countys 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. 21 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. 22 MAJOR PROGRAM SPECIFIC GOALS • Construct new county jail with an additional 160 beds. > Develop sixth year program of a Drug Task Force in conjunction with the municipalities in Weld County (Sheriff). > Complete the installation of new criminal justice information system with mobile CRT's in patrol vehicles and the tower infrastructure. > Reconstruct the following major bridges: 33/86A $ 283,407 50/67A 500,000 61/54A 2,382,600 > Develop plan and strategy to implement Geographical Information System in 1997. > Continue initiatives associated with the "Reinventing Weld County Government" project. > Develop a backup site for communications center. > Complete development of 800 Mhz mobile computer system for Sheriffs patrol vehicles. > Complete the installation of the new financial management system. > Complete the installation of the new payroll/personnel system. > Respond to federal welfare reform and its impact on Weld County programs. > Complete transition to an information technology environment that has: A. open system architecture B. relational data base management system C. functionally enriched software applications D. query management facility E. improved user graphic presentation F. more file transfer capabilities (upload/download) G. automatic scheduling flexibility by users H. large data volume processing and printing I. client/server environment J. access to wider assortment of software packages > Complete Weld County's Open Space Master Plan. > Complete the installation of the new Assessor/Treasurer computer system. > Increase child protection efforts in Social Services in compliance with ACLU settlement for State of Colorado. 23 1996 PROGRAM ISSUES > Construction of new county jail. > Maintaining adequate staffing and program development levels for growing prisoner population. > Refining long-term strategy to deal with the fiscal constraints of Amendment 1. > Continuing Reinventing Weld County Government project to examine priorities, what services to provide, best way to deliver services, and most cost effective way to provide services with the constraints of TABOR. > Completion of the installation of new information systems as county computer environment migrates from mainframe to client/server environment. > Developing sixth year of a Drug Task Force Program in conjunction with the municipalities in Weld County (Sheriff). > Dealing with Federal budget reductions in Human Services area. > Dealing with the federal block grant process and other federal budget cutbacks. 24 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 • 1996 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. 25 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 1996 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 1995, historical growth rates, and interest rates of an average of 5.5% throughout 1996. 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. 26 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Property Tax: Levy with maximum allowable, per Amendment One (TABOR) limitation. Specific Ownership Tax: Anticipated to remain at the historical level of 7.65% of property tax. Building Inspection and Planning Permits: Based upon continuation of 1995 land use and construction activity level with 1996 rates applied. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. Police Service Contract Based on signed contractual agreements. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Useful Public Service: Based on caseload at 1,833 clients at $60.00/client. Drunk Driving Fines: Based on $30 per offender at anticipated level of 766 with 2% waiver rate. Earning on Investments: Calculated on an average earnings rate of 5.5% on approximate average balance of $25,500,000. Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests owned by Weld County. New lease bonus activity is estimated at $20,000 for 1996. Rental: All rental income is based upon signed leases. Overhead/A-87 Cost Plan: Revenues are based upon 1994 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 5% growth factor due to car price increases. Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3% reduction that Weld County has historically experienced. Social Service Revenue: Based on anticipated caseload as discussed under each program plus state and federal funding formula for each program. Health Grants: Based upon contracts signed July 1, 1995. Health Fees: Based upon historical patient/client caseload with 1996 rates applied. 27 Human Resource Grants: Based upon contract funding level as of October 1, 1995. 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 1994-95 call volume plus 4% 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 60 DOC inmates at $41.35 per day per inmate. Work Release Inmate Fee: Based upon average of 50 work release inmates per day. 28 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 to assess the need for any vacated positions in 1996. Utilize a target budget approach with the following features: Identifies county's resource capacity All can see the targets and related reductions Proposed unfunding gets identified early Allows time to accommodate reductions (employees) Offers support to managers to eliminate marginal services, less productive employees, etc. Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies Better reflects county priorities 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 29 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. Unless a change is legally mandated, the county's share of partnership programs was not increased, the share has been decreased wherever possible. Methods to maximize manpower avoidance or substitution have been encouraged by all departments through automation, productivity improvements, or cost cutting strategies. - Capital outlay expenses for equipment has only been recommended when the need has been fully justified, the useful life of equipment cannot be extended, and it has been determined that salvage equipment is unavailable for use. Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process. - Continue "Reinventing Weld County Government" Project to examine priorities, what services to provide, best way to deliver services, and most cost effective way to provide services with the constraints of TABOR. 30 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS > Implemented automated Sierra Permits System for Planning and Zoning and Building Inspection. > Adopted new Comprehensive Plan for land use in Weld County. > -Clerk to Board implemented new Eagle Board Minutes System with imaging features. > Installed new financial management system (Banner). > Installed new human resource system (PeopleSoft). > Completed process to phase out IBM ES 9000 mainframe and replace it with client/server systems throughout the county. • Began design of a new county jail with ultimate capacity of 160 inmates, to be constructed in 1996. > Installed gas chromatograph/mass spectrometer (GC/MS) for drug analysis. • County participated in the funding of a new arena at Island Grove Park. > A household hazardous materials program with educational programs and collection points was implemented by the Environmental Protection Services unit of the Health Department, with full implementation into south county location near Dacono. s Family Preservation Program implemented in Social Services Department. > Dropped membership in National Association of Counties. > Installed portions of new Assessor/Treasurer systems. > Implemented community -oriented policing program in Sheriffs Office. 31 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES BUDGETARY ACCOUNTING BASIS: Tte Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied. The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. _Under this method revenue is recognized in the year in which it becomes both measurable and available as net current assets. Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of a material amount and not received at the normal time of receipt, primarily consists of 1) state highway users tax; 2) property taxes, assessed in 1995 payable in 1996; and 3) various routinely provided services (ambulance and health department). Unbilled charges for services are recorded in the appropriate funds at year end. Expenditures are generally recorded when the related fund liability is incurred. Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. BUDGET ADOPTION: An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental, proprietary and expendable trust funds. The accounting system is employed as a budgetary management control device during the year to monitor the individual departments (level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end. The Director of Finance and -Administration is authorized to transfer budgeted amounts within departments of each fund. Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation trdinance. 32 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. 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. 33 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 thestate 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 $16.8 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 5.5% in 1996. 34 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. Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 5. Relationship Between Capital Funding and Operating Budget - Acquisitions of general fixed assets are recorded as capital outlay expenditures within the governmental funds. Public domain ("infrastructure") general fixed assets consisting of roads, bridges and rights - of -way are not capitalized. No depreciation expense has been provided on general fixed assets. Items of three years of useful life or more and valued at $500 or more are considered capital items. 35 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 Land Improvements Furniture Equipment 20-30 years 20 years 3-10 years 3-20 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. 36 1996 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 Tecommended by the Equipment Service Manager for consideration in the budget process. i 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 1995's budget presentation. i Salaries should be budgeted at the 1995 level. Any increase over 4.4% for a class unique to a department must be absorbed in target amounts. txamine 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 to work over the last five years. > Identify those areas where increased personnel productivity has shown gains in services and/or reductions in cost. 37 s 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 1996 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 concem need and purpose, objectives, departmental priorities and rank, achievements and benefits expected, means, if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether or not all cost cutting and revenue generating strategies have been applied. 38 EXPLANATIONS OF INDIVIDUALfUNDS GOVERNMENTAL FIJNDTYPES: General Fiend 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 acrd -other activities financed from taxes and general revenues are reflected in this fund. Special Revenue Funds Special RevenueFunds 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 WorksFund records all costs -elated 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 streetactivities. Social Services Fund: The Social Services Fund accounts for the various public welfare programsadministered by the -county. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State ofColorado tote 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 Loverreasonably unforeseen expenditures. Emergency Reserve Fund: This fund was established in accordance with State Constitution Amendment One (TABOR), passed November 3, 11992. 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 1-995 and fiscal years thereafter. 39 Special Revenue -Funds (Continued) 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, healthrnonitoring 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. 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 thePublic Works Fund and to -various departments of other county funds. Printing and Supply Fund: This fund accountsforrevenueand costs associated with providing printingservicesand the supply-an-dstores function of the county. 40 Intemal Service Funds (Continued) Insurance -Fund: This fund accounts for all insurance costs for the county. The program isa combination of insured risks and protected self-insurance risks. Phone Services Fund: This fund accounts for all phone 'costs provided to the county and otheroutside agencies on a -cost -reimbursement basis. Health Insurance Fund: This fund accounts for the self -insured dental and vision plans offered county employees. Weld County Finance Authority Fund: This fundaccounts for the lease/purchase of county facilities. Enterprise funds Enterprise funds are established to accountioroperations (a) that are financed and 'operated in manner similar toprivate business enterprises -- where -the intent -of the governing body is -that the costs (expenses, including -depreciation)of-providing goodsDrservices to the general public ona continuing basis beiirranced or recovered primarily through user charges; or (b) where the governing body has decided that periodicdetermination ofTevenueseamed, 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 andxostsassociated with the operation -of a county -wide ambulanceservice for thexitizens of Weld -County. 41 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET _UNITS BUDGET UNIT PIESMNSIEELE 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 Clerkand Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, CountyCouncil 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 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 Communications System Development Director, Finance and Administration 42 BUDGET UNIT ! RESP SIBLE l FPLDIAL , Coroner Coroner Correctional Administration Sheriff Community Corrections Chairman, Community CorrectionsBoard 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 Public Works Project Manager EconomicDevelopment Director, Financeand Administration Waste Water Management Director, Financeand Administration Engineering County Engineer Extension Service Extension Agent Veteran's Office Director, Personnel/General Services Airport Director, Financeand Administration Mental Health Director, Financeand Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance -and Administration Missile Site Director, Personnel/General Services County Fair E-xtension Agent Public Works Fund Public Works Operations Manager Social ServicesFund 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 ExpenditureFund Director, Finance and Administration Ambulance Fund Director, Ambulance Services Motor Pool Fund Comptroller 43 UDGET UNIT Printingand Supply Fund ONSIBLE OFFICIAL !' Director, Personnel/General Services Insurance Fund Director, Financeand Administration Phone Services Fund Director, Personnel/General Services Health Insurance Fund Director, Finance and Administration 44 ROLICYWIATTERS/POINT_S OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Commissioner's Office: NaCo Membership $ 2,000 Assessor. Upgrade Assessor III 3,3929 Reclassify -Office Tech IV 2,811 District Attorney: Office Manager Upgrade 3,912 Sheriff: 6 Additional Correctional Officer II -$ 201,222 Coroner: Additional 5 FTE Clericalfosition 7,991 Extension: Upgrade 2 Clerical Positions Pest and Weeds: Additional weed programs Weld Mental Health: Funding Request Airport: Funding Request 45 6,320 -0- 87,500 4;375 50,000 124,000 FUNDING INCLUDED EXCLUDED CDSI: Funding Request Convention -and Visitor Bureau: Funding Request Social Services: CARE (80/20%) Tumback Conservation Trust: Stadium Capital Capital: Jail Construction Ambulance: Additional -4.0 FTE for -Fourth Call Salaries Fees (2%) Economic_Development: Funding Request Health Department Upgrade Office Manager Health Education --Additional 1.5 FTE Contingency: Unallocated TOTAL 46 $ 41105 20,000 3;000 9 37,669 10,863 n/a 125,000 n/a n/a n/a n/a 143,833 22.124 54,859 8,383 46,138 671 453 $ 295:381 EMPLOYEE SALARY SCHEDULE AND BENEFITS Compensation Planning for 1996 Source: Compensation Resources 1,000 Organizations, July 1995 Non -Exempt Exempt Executive Actual 1995 AvgBase Salary Increases ' 4.0% 4.2% 45% Salary Range Increases 3.1% 3.2% _3.2% Projections 1996 Avg Base Salary Increases' 4.1% 4.2% 4.3% Salary Range Increases 3.0% 3.1°/ 3.0% Selected IndustrySummary 1996 Projected Salary Increases Non -Exempt Exempt Executive Aerospace 3.9% 4.2% 4.8% Telecommunications 4.1% 4.3% 4.4% Computers/Peripherals 4.8% 4.9% 5.0% Construction 4.0% 4.0% -3.8% Durable Goods Manufacturing 4.2% 4.3% 4.5% Electronic Instruments 4.2% 4.3% 4.4% Financial Servic-es 4.15% 4-5% 4.6% Gas/ElectricUtilities 3.7% 3e% 4.2% Healthcare 37% 3.8% 4.1% Hospitality -473% 4.4% 4.6% Metal Products -4.1% 4.4% 4.4% Nondurable Goods Mfg. 4.1% 4.3% 4.4% Not -for -Profit Organizations 4.0% 4.0% 4.0% Pharmaceuticals 4.2% 4.3% 4.6% Printed Products 4.3% 4.2% 4.1% Retail Trade 3.9% 4.0% 4.0% Wholesale Trade 4.9% 4.7% 5.5% * Includes merit, general increases and other types of pay adjustments. 47 1995 - 1996 Salary Budget Survey Source: American Compensation Association (ACA) 3368 U.S. Organizations, July 1995 Salaried Salaried Executive/ Non -Exempt Exempt Officer Actual 1994 Salary Budget Increases' Rate Range Adjustments 1995 Salary Budget Increases' Rate Range Adjustments Projection 1996 Salary Budget Increases • Rate Range Adjustments 4.0% 2.4% 3.9% 2.3°% 3.9% 2.6% 4.0% 2.5% 4.0% 2.4% L1.10/0 2.5% .4.10/0 2.4% 4.0% 4.1% 2.7% 2.6% Selected Industry Summary 1996 Projected Salary Increases * Salaried -Salaried Officer/ Non -Exempt Exempt Executive Apparel & Accessory Stores 3.5% 3.5% -3.5% -Business Services 4.3% 4.5% 4.3% Communications 44% 4.4% 4.2% All Construction 3.8% 3.9% 3.8% Depository Institutions 4.1% 4.1% 4.1% Educational Services 3=5°% 3.4% 3.3% Electric, Gas!. Sanitary -3.4% 3.7% 3.9% Electronic & Other -Electrical 4.2°% 4.3% 4.3% Fabricated Metal Products 3.8% 4.0% 4.4% -Hotels/-Other Lodging Places 3.8% 3.9% 4.1% Insurance Carriers 4.2% 4.2% 4.2% Membership Organizations 4.1% 4.0% 4.0% Oil & Gas Extraction 3.2% 3.3% 3.'5% Primary Metal Industries 3.7% 3.9% -4.2°/0 Printing, Publishing -4.2% 4.2% 4.4% Wholesale-Trade/Durable 4.0°% 4.0% 4.3%0 Wholesale Trade/Nondurable 3.8% 4.0% 4.1% * Total increases including any combination of general increase, cost -of -living, and/or merit budget. 48 SALARY RECOMMENDATIONS Weld County strives to pay -competitive and equitable salaries. To maintain this competitive _position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. Ability to pay. > Benefit and supplemental pay policies. • Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council Longmont Salary Survey front Range Budget Conference In 1-996 across the board salary increases of 4.4% are included in the funding of the budget. The only exceptions are certain Ambulance positions due to a change in the method of overtime compensation. No minimum increase is provided for "igrandfathered" employees. The breakout by funds is as follows: General Fund Road -and Bridge Fund 4-lealth Fund TOTAL $ 559,934 76,172 198219 $ 744,325 Benefits are funded at the current level wither 3% increase for health insurance. Social Services salaries will be set in accordance with the Board's policy adopted in July 1987, to go to a pay system similar to the county system under the new policy which allows more local discretion. An -anticipated 4.4% increase is included in the budget. See Social Servic-es Administration budget unit for details of Social Services 1996 pay plan. 49 1996 HEALTH INSURANCE 1996 Insurance rates are as follows: Employee: Health DentalNision TOTAL County Employee $ 153.08 13.00 $ 166.08 $ 150.08 16.00 PPd $ 252.07 -3.00 $ 265.07 $ 1-50.08 114.99 HIGH DEDUCT -Hupeppic $ 196.97 13.00 3 209.97 $ 150.08 59.89 Dependent -Health Dental/Vision TOTAL Total Employee Total County $ 269.42 15.00 $ 285.42 $ 301.42 150.08 $ 438.27 16.00 3 454.27 1 569.26 150.08 $ 342.46 16.00 3 358.46 $ 41-8.35 110.08 Employee Costs: 1995 1996 DIFFERENCE $ 293.57 301.42 3 7.8-5 $ 516.72 569.26 $ 52.-54 $ 378.27 418.35 $ 40.08 ag W'l"F..5'ffrarM%AfRfdtN:d%.s:<QSRf RJR$Y.bi)ASSAM:Miv3RY'.f'' :f75f':94*/MdSASa R%RH.O. S. if� D HIGH PPO PLAN COMPARISON High Deductible PPO PPO N $20 office visit co -pay $15 office visit co -pay e $500'Jeductible $150 deductible 80% PPO benefit/ 60% non-PPO benefit (up to $10,000 100% thereafter) - 80% PPO benefit (up to$5,000 - 100% thereafter) $5 generic/$8 brand name prescriptions $5 generic/$8 brand name prescriptions 45.4 tMt"N.fVit :w'. 45.W. NpI.fF.E55MMfH.<4.2GWRMMEW�04I/rtn� 50 DENTAL PROGRAM: > COVERAGE FOLLOWS HEALT-H INSURANCE PROGRAM COVERAGEfOR BOTH -SINGLE AND FAMILY PLANS > 100% PREVENTIVE CARE • £0%/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 FORBOTH SINGLE ANDFAMILY 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 ONEEACH YEAR LIFE: Three times annual salary up to:400,000 at32¢/$1,000 DISABILITY: $.51/$100 compensation WELLNESS: Wellness program will be continued to all county employees. Executive Pay Plan: Department Heads, Elected Officials, and Chief Deputies can use up to $1,200, plus equivalent -amount to PPO -single/family annual premium rate in direct -benefit plan for health purposes. 51 1S96 SALARY ADJUSTMENTS DEPARTMENT 1995 11396 DIFFERENCE Commissioners 3 289,351 $ 296,588 3 7,237 County Attorney 315,953 332,121 16,168 Planning and Zoning 325,352 340,079 14,727 Clerk to the Board 61,351 39,683 -1,668 County Clerk 965175 1,001,706 36,331 Elections 11-0,879 118,395 7,516 Treasurer 336,398 335,170 -1228 Assessor 1,129303 1,170,665 41,162 Buildings and Grounds 1924,550 982,003 37,453 County Council 11,015 11,179 164 District Attorney 1;323,743 1,387,970 B4,227 Juvenile Diversion 194,324 203,128 8,804 Victim Witness 127,704 133,494 5,790 Finance 161,849 168,839 -6,690 Accounting 217,744 229;621 11,877 Purchasing -62,765 65,607 2,842 Personnel 203,089 212,224 9,135 Sheriff Administration -428,660 466,594 37,934 Sheriff, Field 1,302,601 2,376,803 74,202 Regional Forensic Lab 69,630 72,758 3,128 Coroner 70,884 36,810 -4,074 52 DEPARTMENT 1995 1996 DIFFERENCE Sheriff, Jail 3,721,576 3,847,414 125,838 Building Inspection 302,244 315,896 13,652 OEM 41,374 43,264 1,890 Animal Control 32,243 33,718 1,475 Pest/Weed Control 41,374 -43,264 1,890 -Engineering 230,951 241,397 10,446 Extension Services 132,990 138,613 4,623 Veteran's Office 33,986 35,489 1,503 TOTAL GENERAL FUND $14,179,258 514,730,192 $ 559,934 53 POSITION AUTHORIZATION CHANGES DUE TO 1996 BUDGET UND! DEPARTMENT DEPARTMENT NAME OLD NEW 01-1014 Planning None Planning Director D1-1014 Planning Long Range Planner Current Planner I D1-1061 Building & Grounds Director, GSA None D1-1126 Victim Assistance None Community Counselor D1-1152 Accounting None Office Tech IV 01-1154 Personnel Director, Personnel Director GSA/Personnel 01-1154 Personnel Office Tech IV None 01-2310 Correctional Administration None -5 Correctional Officers I, II, Ill 01-2310 Correctional Administration None 1 Alternative Program Supervisor 01-2340 Useful Public Service .5 Community Counselor 1 Community Counselor 01-3182 Engineering None Engineering Tech II 11-3180 Public Works Administration None Public Works Supervisor 54 PAY111P 1995 JOB TABLE LISTING PAGE 1 RUA DATE: 11/20/95 TREGULAR JiORK COMP JOB NUMBER JOB DESCRIPTION 8810 01016 AAA ASSISTANT 8810 61015 AAA CASE MANAGER 8810 01014 AAA OUTREACH WORKER 8810 07210 ACCOUNTANT I 5810 07211 ACCOUNTANT II 8810 07212 ACCOUNTING ADMINISTRATOR 5810 07207 ACCOUNTING INTERN 5810 07209 ACCOUNTING SPECIALIST 3)810 07208 ACCOUNTING TECHNICIAN 9810 06842 ADMIN. CF USEFUL PUBLIC SERVICE 9810 12921 ADMINISTRATIVE ASST. I 5810 06832 ADMINISTRATIVE ASST. II 3)810 12924 ADMINISTRATOR II 8810 12943 ADMINISTRATOR OF E.O.D.S. 7423 20041 AIRPORT LINE PERSONNEL 7423 20045 AIRPORT MAINTENANCE 7423 20000 AIRPORT MANAGER 7423 23020 AIRPORT MGMT INTERN 7423 20010 AIRPORT OFFICE MANAGER 7423 20025 AIRPORT SPECIAL PROJECT MGR 7720 06433 AMBULANCE CREW COORDINATOR 7720 06950 AMBULANCE OPERATIONS MANAGER 9410 03010 APPRAISER I 9410 07021 APPRAISER II 9410 03025 -APPRAISER III 9410 03026 APPRAISER IV 9410 03023 APPRAISER LEADWORKER 9410 03027 APPRAISER V 8810 03028 ASSESSOR'S ANALYST ASSISTANT 8810 03029 ASSESSOR'S VALUATION ANALYST 8810 30002 ASSIST DEPUTY CORONER 8810 12844 ASSISTANT DISTRICT ATTORNEY 8810 12720 ASST. COUNTY ATT. (SSA 8810 12710 ASST. COUNTY ATT. I 8810 12721 ASST. COUNTY ATT. II 8810 12725 ASST. COUNTY ATT. III 8810 12732 ASST, COUNTY ATT. IV 7720 09131 8GG SECURITY COORDINATOR 7720 09130 BEG SECURITY/BLDG ENGINEER 5015 09010 BLD. MAIN. LABORER 9015 09120 BLD. MAIN. WKR. I 9015 09140 BLD. MAIN. WKR. II 5015 09141 BLD. MAIN. WKR. III 36015 39142 BLD. MAIN. WKR, IV 9410 03202 BUILDING INSPECTION SPECIALIST 9410 03220 BUILDING INSPECTOR I 5410 03221 BUILDING INSPECTOR II 9410 03222 3UILDING INSPECTOR III 7382 09410 dUS DRIVER 8810 07030 BUYER 9419 03330 CHIEF APPRAISER 8810 12044 CHIEF DEPUTY 9410 09953 CHIEF ELECTRICIAN 8810 12411 CLIENT SERV.TECH.SUPERVISOR 8810 12410 -CLIENT SERVICE TECH _GRADE EEOC OVERTIME 17 6 NONEXEMPT 20 5 NONEXEMPT 05 6 NONEXEMPT 32 2 EXEMPT 36 2 EXEMPT 34 2 EXEMPT MW 2 -EXEMPT 24 6 NONEXEMPT 08 6 NONEXEMPT 37 1 EXEMPT 18 b -NONEXEMPT 25 5 NONEXEMPT 42 2 EXEMPT 42 1 EXEMPT C1 5 NONEXEMPT C3 5 NONEXEMPT C4 1 EXEMPT D8 6 NONEXEMPT C2 6 NONEXEMPT C2 3 NONEXEMPT P3 3 NONEXEMPT 37 2 EXEMPT 15 3 NONEXEMPT 25 3 NONEXEMPT 30 9 NONEXEMPT 36 3 NONEXEMPT 29 3 NONEXEMPT 40 3 NONEXEMPT 25 5 EXEMPT 44 2 EXEMPT 24 3 NONEXEMPT AA 1 EXEMPT 47 2 EXEMPT 37 2 EXEMPT 45 2 -EXEMPT 53 2 EXEMPT 59 2 -EXEMPT 24 4 NONEXEMPT 20 4 NONEXEMPT 14 8 NONEXEMPT It 7 NONEXEMPT 25 7 -NONEXEMPT 30 7 NONEXEMPT 36 7 NONEXEMPT 26 3 NONEXEMPT 73 3 NONEXEMPT 34 3 NONEXEMPT 75 3 NONEXEMPT 1C 5 NONEXEMPT 29 2 EXEMPT 44 1 EXEMPT -04 1 EXEMPT -42 7 NONEXEMPT 22 2 EXEMPT 17 5 NONEXEMPT 55 PAYI11P 1996 JOB TABLE LISTING RUN DATE: 11/20/95 REGULAR 41ORK COMP JOB NUMBER JOB DESCRIPTION 8810 12)16 8832 06443 9410 03236 9410 03225 9410 03226 9410 03227 8810 01038 8810 01048 8810 06843 7720 00820 7720 06830 8810 06841 8832 06450 8832 06421 8832 06432 8832 06445 8810 06414 8810 06810 8810 06815 8810 06817 8810 06816 8810 12956 7720 06822 7720 06831 7720 06833 7720 04005 7720 04010 7720 04012 8810 06834 7720 06810 8810 12983 d810 12755 -8810 12981 7810 12980 7810 30000 4410 11555 7810 12982 -7720 04123 8742 10222 8742 10223 9015 09113 -9015 09115 9015 09110 8742 04235 9810 12927 8742 04225 8742 04230 8742 03311 8810 96656 8810 96651 8810 96652 8810 96653 8810 96654 8810 96655 9410 96650 CLIENT/INFO SYSTEMS COCRD. CM HLTH MID LEVEL PRACTIONER COMBINATION INSP I1--LEADWCRKER COMBINATION INSPECTOR I COMBINATION INSPECTOR II COMBINATION INSPECTOR III COMMUN CORRECT ADMIN ASSIST ZOMMUN CORRECTIONS ADMIN COMMUN SEP PROG ADMIN COMMUN. SER. COUNSEL. I COMMUN. SER. COUNSEL. II COMMUN. SER. COUNSEL. III COMMUNITY HEALTH DIRECTOR COMMUNITY HLTH NURSE I COMMUNITY HLTH NURSE II COMMUNITY HLTH NURSE SUPERVISOR COMMUNITY HLTH PROJECT COCRD COMMUNITY SERVICE WKR. I COMMUNITY -SERVICE WKR. II COMMUNITY SERVICES SPECIALIST COMMUNITY SERVICES TECHNICIAN COMPTROLLER CORRECTIONAL COUNSELOR I CORRECTIONAL COUNSELOR II CORRECTIONAL COUNSELOR III CORRECTIONAL OFFICER I CORRECTIONAL OFFICER II CORRECTIONAL OFFICER III CORRECTIONAL PROGRAMS DIRECTOR CORRECTIONS, ALT PROG SUPRV COUNTY ASSESSOR COUNTY ATTORNEY COUNTY CLERK C. RECORDER COUNTY COMMISSIONER COUNTY CORONER COUNTY -ENGINEER COUNTY TREASURER CRIMINALI ST CURRENT PLANNER I CURRENT PLANNER 11 CUSTODIAL FOREMAN CUSTODIAL SUPERVISOR CUSTODIAL WORKER D.A. -CHIEF INVESTIGATOR D.A. COMMUNITY PROGRAMS ADMIN. D.A. INVESTIGATOR I D.A. INVESTIGATOR II DELINQUENT TAX SPECIALIST DEPT 21-6431,38 DEPT 21-6498 DEPT 21-6498 DEPT 21-6498 DEPT 21-6498 DEPT 21-6498, 6492 DEPT 21-6650,6448 PAGE 2 IGRADE EEOC OVERTIME 25 2 51 2 42 3 37 3 38 3 39 3 22 6 31 6 30 2 22 2 26 2 31 2 51 1 33 2 76 2 40 2 29 2 09 7 13 7 20 5 16 5 03 1 26 2 30 2 35 2 30 33 A 36 4 43 2 21 5 EO 1 72 1 EO 1 81 1 CO 1 61 1 EO 1 59 4 35 2 42 2 21 8 36 8 08 8 44 2 44 1 36 4 4.0 4 28 1 HE -8 -01 5 HD A 03 7 10 -6 02 6 -MW 8 " EXEMPT EJIEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT -EXEMPT f XEMPT f XEMPT EXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT E-XEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT tXEMPT EXEMPT EXEMPT t XEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT -EXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT 56 PAY111P RUN DATE: 11/20/95 REGULAR 1996 JOB TABLE LISTING WORK C3HP JOB NUMBER JOB DESCRIPTION 8810 96657 DEPT: WORK EXPERIENCE 8810 30)01 DEPUTY CORONER 8810 07510 DEPUTY DIST. ATT. I 8810 07521 DEPUTY 01St. ATT. II 6810 07532 DEPUTY DIST. ATT. III 8810 07540 DEPUTY DIST. ATT. IV 8810 07550 DEPUTY DIST. ATT. V 7720 06955 DIRECTOR OF AMBULANCE SERVICE 8810 12455 DIRECTOR OF FINANCE E ADMIN SERV 8810 12)50 DIRECTOR OF GENERAL SERVICES 8810 06066 DIRECTOR OF HEALTH 8810 12355 DIRECTOR OF HUMAN SERVICES 8810 12455 DIRECTOR OF PLANNING 8810 00015 DIRECTOR CF SOCIAL SERVICES 8868 12055 DIRECTOR, WELD LIBRARY DISTRICT 8810 12855 DISTRICT ATTORNEY 8810 12843 DISTRICT ATTORNEY CHIEF DEPUTY 9410 06006 E.P. CHEMICAL SPECIALIST 9410 06640 - E.P. DIRECTOR 9410 36623 E.P. INSTITUTION SPECIALIST 9410 06018 E.P, LAB MEDICAL TECHNOLOGIST 9410 06010 E.P. LAB SPECIALIST ;1410 06604 E.P. LAB TECHNICIAN 9410 06625 E.P. PROGRAM SUPERVISOR 9410 06620 E.P. SPECIALIST 9410 06630 E.P. SUPERVISOR 9410 06615 E.P. TECHNICIAN 9410 03230 ELECTRICAL INSPECTOR I 9410 03231 ELECTRICAL INSPECTOR II -0410 03232 ELECTRICAL INSPECTOR III 8810 07010 EMERGENCY MANAGEMENT COORDINATOR 7720 06935 EMERGENCY MED SERV COORD 7720 06910 EMERGENCY MEDICAL TECHNICIAN 8810 12)33 EMPLOYER SERVICES COORDINATOR 8810 12908 EMPLOYMENT SERV ADMIN ASSIST 8810 12912 EMPLOYMENT TECHNICIAN 9410 06645 EPIDEMIOLOGIST 8810 01013 EXTENSICN TEMPORARY 8810 00735 EXTENSION 4-H PROG COORD 8810 01007 FAIR SECRETARY 8868 12925 FENWC ADMINISTRATOR 9101 09808 FENWC BUS MONITOR 9101 06811 FENWC CCMMUNITY -SERVICE WORKER 8868 06011 FENWC EDUCATION COORDINATOR 8868 12)22 FENWC FAMILY SERVICE COORD, 9101 09411 FENWC FOOD SERVICE/JANITOR 91)1 36018 FENWC GROUP LEADER 8868 06343 FENwC HEALTH COORDINATOR 8868 J6322 FENWC LEAD TEACHER 3860 05340 FENWC NURSE -9101 0100) FENWC OFFICE ASSISTANT 9101 01)27 FENWC OFFICE MANAGER 9101 01009 FENWC OFFICE TECHNICIAN 39101 06015 FENWC PARENT INVOL/VOL SPECIALIST 3866 06009 FENWC SERVICE COORDINATOR PAGE 3 GRADE EEOC Fl 8 34 3 37 2 45 2 53 2 59 2 61 2 60 1 83 1 70 1 63 1 -64 1 57 1 65 1 53 1 DA 1 63 1 32 2 51 1 36 2 32 3 33 2 17 3 36 2 32 2 39 2 21 3 37 3 38 3 39 3 36 4 P4 3 P1 3 28 2 18 5 18 5 40 2 02 6 15 5 13 6 HKD 1 MW 8 HF HIE 2 HIE 2 HC a HD 5 HIE 2 HI 5 HIC 2 HFO 6 HIE 6 HFO 6 HIE 6 HIC 2 OVERTIME NONEXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT 57 PAY111P 11196 JOB TABLE LISTING PAGE 4 RUN -DATE: 11/20/95 REGULAR WORK COMP JOB NUMaER 6868 9101 9101 9101 9101 9015 A868 9101 9101 -0410 £506 9410 9410 9410 9410 9410 9410 8810 8810 8810 A810 #1810 9810 9410 8810 9810 8810 8810 9868 8868 A868 9868 3868 8868 -8868 9868 8868 8868 Pd68 8868 1810 9101 9015 9810 9810 8810 9810 9810 8813 9810 2]813 9810 8810 9810 8810 12426 06002 06023 06008 09408 09109 06021 01308 06010 06419 09500 36417 06410 06520 06530 06404 06412 06418 06230 06220 01047 07330 01025 09512 07410 07421 07431 06013 05032 05025 01042 05036 05020 05019 05040 05045 05035 05318 05021 05022 06151 06)07 39111 01050 01051 01310 01011 01020 31321 01030 01031 01:40 01041 07415 07420 JO8 DESCRIPTION FENWC SITE MANAGER FENWC SITE SUPPERVISOR FENWC SPECIAL NEEDS TECHNICIAN FENWC TEACHER AIDE INTERN FENWC/MIG FOOD SERV WKR AIDE FENWC/MIGRANT JANITOR FENWC/MIGRANT TEACHER FENWC/MIGRANT TEACHER AIDE FENWC/MIGRANT TEACHER ASSIST. FIRST STEPS PROJECT COORDINATOR FLAGGER HEALTH CASE MANAGER HEALTH LATA SPECIALIST HEALTH EDUCATION SPECIALIST HEALTH EDUCATION SUPERVISOR HEALTH PRENATAL OUTREACH WKR HEALTH SOCIAL WORKER HLTH REGIONAL RESOURCE COORD HOUSING COORDINATOR HOUSING REHABILITATION SPECIALIST HUMAN SERVICES LEGAL AIDE HUMAN SERVICES PERSONNEL TECH HUMAN SERVICES TECHNICIAN LABORERS W.D. LAW CLERK I LAW CLERK II LAW CLERK III LEARNING LAB INSTRUCTOR LIBRARIAN: PUBLIC SERVICE LIBRARIAN: TECHNICAL SERVICE LIBRARY ADMINISTRATIVE TECH LIBRARY ADULT SERVICES COORDINATOR LIBRARY ASSISTANT LIBRARY ASSISTANT/CHILDREN LIBRARY BRANCH SUPERVISOR LIBRARY INFOR SERV COORDINATOR LIBRARY: BRANCH LIBRARIAN LIBRARY: CHILDREN'S LEAD/CP LIBRARY: CIRC. LEAD/CENTENNIAL LIBRARY: LEAD POSITION LONG TERM CARE OMBUDSMAN MIGRANT CSW RECRUITER MISSILE PARK CARETAKER OFFICE MANAGER OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE OFFICE PARALEGAL I PARALEGAL II MANAGER TECHNICIAN TECHNICIAN TECHNICIAN TECHNICIAN TECHNICIAN TECHNICIAN TECHNICIAN TECHNICIAN 58 GRADE £EOC HKD 2 HI S Hi MW 5 HA 8 HA 8 HH 5 HA 6 HC 5 38 2 03 8 31 2 31 2 31 2 39 2 17 6 31 2 31 2 41 2 27 3 20 6 28 5 10 6 MW 8 13 5 24 2 28 2 28 5 31 2 31 2 22 6 35 2 16 5 16 5 36 2 41 2 26 2 22 5 22 2 24 2 20 6 HF 5 18 8 30 5 30 5 02 6 02 6 08 6 08 6 15 6 15 6 21 6 21 6 21 6 25 -6 -OVERTIME EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT PAY111P RUN DATE: 11/20/95 REGULAR 1996 JOB TABLE LISTING PAGE 5 WORK COMP JOB NUMBER JOB DESCRIPTION 7720 06930 5810 02010 8810 02020 5810 -02025 5810 02032 5810 07333 -8810 10010 9810 01012 8810 01043 -9410 06518 -9410 11244 -9410 11241 9410 11242 5410 11243 32410 11553 -9410 11554 5506 09565 5506 09505 5506 09560 8810 09590 5506 09510 5506 017530 5506 09540 5506 09577 9014 09604 9014 09606 8810 01071 8810 12909 8610 08020 8831 01044 8831 01046 7720 04110 7720 04120 7720 04121 8810 01004 8810 06800 7720 04002 8810 01037 7720 04128 7720 12984 7720 04150 7720 04140 7720 04125 7720 04130 8810 07020 8810 06161 8810 12215 8810 06818 8819 06314 8810 01002 8810 06123 9014 06732 8810 06240 8810 12213 8810 01000 PARAMEDIC PBX OPERATOR I PBX OPERATOR II PBX SERVICE TECHNICIAN PBX -PHONE SERVICE MANAGER PERSONNEL ANALYST PLANNING TECHNICIAN PRINT SHOP CLERK PRINTING/SUPPLY/MAIL SUPERVISOR PUBLIC AWARE SPEC, S/H WASTE PUBLIC WORKS ADMINISTRATOR PUBLIC WORKS ENG TECH I PUBLIC WORKS ENG TECH II PUBLIC WORKS ENG TECH III PUBLIC WORKS ENGINEER II PUBLIC WORKS ENGINEER III PUBLIC WORKS FOREMAN PUBLIC WORKS LABORER PUBLIC WORKS LEADWORKER PUBLIC WORKS OPERATIONS MANAGER PUBLIC WORKS SERVICE WKR I PUBLIC WORKS SERVICE WKR II PUBLIC WORKS SERVICE WKR III PUBLIC WORKS SUPERVISOR PUBLIC WORKS WEED CONTROL TECH I PUBLIC WORKS WEED CONTROL TECH II RECORDING/ELECTION SUPERVISOR REFERRAL/PLACEMENT SUPERVISOR REMOTE TERMINAL OPERATOR/DA S,O, ANIMAL CONTROL OFFICER 5,0, CODE ENFORCEMENT OFFICER S,O. DEPUTY I S.O. DEPUTY II S.O. DEPUTY II--CIVIL/COURTS S.O. EVIDENCE CLERK 5.0, INTERPRETER S.O. PROCESS SERVER 5.0, RECORDS TECH LEADWORKER 5.0, TASK FORCE COORDINATOR SHERIFF SHERIFF'S ADMINISTRATOR SHERIFF'S BUSINESS MANAGER SHERIFF'S INVESTIGATOR SHERIFF'S MANAGER SHERIFF'S MGR/INSTR DESIGN SINGLE ENTRY POINT COORDINATOR SPECIAL PROGRAMS COORDINATOR SUMMER YOUTH LEAD WORKER SUMMER YOUTH WORKER TRANSPORTATION DISPATCHER TRANSPORTATION SUPERVISOR VEGETATION MGT SPECIALIST VETERANS COUNSELLOR VETERANS EMPLOYMENT REP VOC REHAB GRADE EEOC P2 3 03 6 08 6 28 3 36 3 37 2 21 3 08 6 23 6 31 2 42 2 25 3 32 3 38 3 38 2 45 2 38 7 13 8 29 7 61 1 17 8 21 7 25 7 46 7 08 8 12 8 40 5 25 6 16 6 20 4 20 4 30 • 36 4 36 4 04 6 18 6 20 4 18 6 45 4 SO 1 -60 1 48 2 38 ♦8 2 46 2 33 2 25 6 17 6 10 6 10 8 37 36 2 30 5 25 5 MW 5 OVERTIME NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT E-XEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT EXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT 59 PAY111P RUN DATE: 1996 JOB TABLE LISTING 11/20/95 REGULAR WORK COMP JOB NUMBER JOB DESCRIPTION 8810 06004 VOCATIONAL/EDUCATIONAL ASSIST 8810 12417 VOCATIONAL/EDUCATIONAL COCRDINATOR 5506 09940 WELDER I 5506 09952 WELDER II 9410 96498 WORK SUPPLEMENTtADULT 9410 96492 WORK SUPPLEMENT/YOUTH 8810 80001 X ADULT WORKER 1 8810 80002 X ADULT WORKER 2 8810 80003 X ADULT WORKER 3 8810 80004 X ADULT WORKER 4 8810 80005 X ADULT WORKER 5 8810 80006 X ADULT WORKER 6 8810 -80007, X ADULT WORKER 7 8810 80008 X ADULT WORKER B 9410 90001 X YOUTH WORKER 1 9410 93002 X YOUTH WORKER 2 9410 93003 X YOUTH WORKER 3 9410 90004 X YOUTH WORKER 4 9410 90005 X YOUTH WORKER 5 9410 -90006 X YDUTH WORKER 6 9410 90007 X YOUTH WORKER 7 9410 90008 X YOUTH WORKER 8 8810 36813 YOUTH PROGRAMS ASSISTANT 9410 09514 YOUTH/LABORER WD 9410 09511 YOUTH/SUMMER 8742 10012 ZONING COMPLIANCE OFFICER 60 PAGE 6 GRADE EEOC OVERTIME 18 5 25 2 21 7 32 7 OW a OW 8 XPI 6 CP2 6 CP3 6 CP4 6 CP5 6 CP6 6 CP7 6 CPS 6 CP1 6 CP2 6 CP3 6 CP4 6 CP5 6 CP6 6 CP7 6 CP8 6 18 5 MW 8 MW S 21 3 NONEXEMPT EXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT NONEXEMPT PAY111P -RUN DATE: 11/20/95 GRADE STEPS A 9 1996 DAY TABLE - SALARY PAGE 1 -REGULAR C D E f 01 1086.78 1119.71 1150.91 1185.58 1221.98 1258.38 02 1112.78 1145.71 1180.38 1216.78 1253.18 1291.31 03 1140.51 1175.18 1209.84 1246.24 1284.38 1322.51 114 1169.98 1204.64 1241.04 1277.44 1315:57 1355.44 115 1199.44 1235.84 1272.24 1310.37 1350.24 1390.11 116 1230.04 1265.31 1303.44 1345.04 1384.91 1426.51 -07 1260.11 1298.24 1336.37 1376.24 1419.57 1461.17 08 1291.31 1329.44 1369.31 1410.91 1452.51 1497.57 -09 1324.24 1364.11 1405.71 1447.31 1490.64 1537.44 10 1357.17 1397.04 1438.64 1461.97 1525.30 1572.10 11 1391.84 1433.44 1476.77 1520.10. 1565.17 1613.70 12 1426.51 1469.84 1513.17 1558.24 1605.04 1655.30 13 1462.91 1506.24 1551.30 1548.10 1646.64 1695.17 14 1491.30 1544.37 1591.17 1637.97 1688.23 1738.50 15 1537.44 1582.50 1629.30 1677.83 1729.83 J781.83 16 1575.57 1622.37 1670.90 1722.90 1773.17 1825.16 17 1615.44 1663.97 1712.50 1764.50 1816.50 1870.23 18 1655.30 1703.83 1754.10 1807.83 1861.56 1918.76 19 1696.90 1747.17 1800.90 1854.63 1911.83 1969.03 23 1136.50 1790.50 1845.46 1899.70 1956.90 2014.09 21 1781.83 1835.56 1889.30 1944.76 2003.69 2064.36 22 1626.90 1682.36 1937.83 1990.76 2055.69 2118.09 23 1873.70 1929.16 1988.10 2047.03 2109.43 2171.82 24 1920.53 1977.70 2038.36 2100.76 2163.16 2229.02 25 1967.30 2020.23 2085.16 2147.56 2209.96 2277.56 26 2015.83 2076.49 2138.89 2201.29 2267.16 2334.76 27 2067.83 21213.49 2192.62 2258.49 2324.36 2393.69 28 2118.09 2182.22 2246.36 2313.96 2383.29 2454.35 29 2170.09 2235.96 2303.56 2372.89 2443.95 2516.75 30 2225.56 2293.16 2360.75 2431.82 2504.62 2579.15 31 2281.02 2350.35 2421.42 2494.22 2568.75 2645.02 32 2338.22 2400.29 2482.09 2556.62 2632.88 2710.88 3J 2395.42 2468.22 2542.75 2619.02 2697.01 2778.48 -34 2456.09 2530.62 2606.88 2684.88 2764.61 2847.81 35 2518.48 2594.75 2672.75 2752.48 2833.95 2918.88 36 2580.88 2658.88 2738.61 2821.81 2906.7♦ 2993.41 37 2646.75 2726.48 2807.95 2891.14 2979.54 3067.94 38 2712.61 2794,08 2877.28 2963.94 3054.07 3144.21 39 2778.48 2863.41 2948.34 3036.74 3128.61 3222.20 40 2847.81 2934.48 3021.14 3111.27 3204.87 3300.20 41 2918.89 3007.28 3097.41 3189.27 3286.34 3383.40 42 2991.68 3080.07 3173.67 3267.27 3366.07 3466.33 43 3066.21 3159.81 3253.40 3352.20 3451.00 3555.00 44 3142.47 3237.80 3333.14 3433.67 3537.67 3641.66 45 3220.47 3317.54 3410.33 3518.00 3624.33 3733.53 46 3300.20 3400.73 3503.00 3607.00 3716.20 3827.13 47 3391.67 3483.93 3589.66 3697.13 3808.06 3922.46 48 3466.33 3570.60 2678.06 3788.99 3903.39 4019.52 49 3555.00 3662.46 3771.06 3864.33 4000.46 4120.05 50 -3643.40 3752.59 3865.26 3981.39 4100.09 4225.79 51 3735.26 3847.93 3964.06 4081.92 4203.25 4328.05 52 3827.13 3941.52 4059.39 4182.45 4307.25 4435.51 53 3924.19 4042.06 4163.39 4288.18 4418.18 4549.91 54 4021.26 4142.59 1265.65 4392.18 4525.65 4660.84 55 4121.,79 4244.65 4373.12 ♦503.11 4638.31 4776.97 61 PAY111P R Uh DATE: 11/20/95 GRADE STEPS A 1996 DAY TABLE - SALARY PAGE 2 REGULAR 5 L U E F 56 4225,79 4352.32 ♦484.05 4517.51 4756.18 4900.04 57 4331.52 4461.51 4596.71 4733.64 4875.77 5023,10 58 4438,98 4572.45 4711.11 4851.51 4997.10 5147.90 59 4549.91 4686,84 4827,24 4-9.71.10 5120.17 5274.43 60 4664.31 4804.71 4948,57 5097.64 5250.17 5407,90 61 4780.44 4924,31 5071.64 5224,17 5380.16 5543.09 52 4901.77 5047,37 5198.17 5355,90 -5515.36 5680,02 53 5023,10 5173.90 5328,16 5487.63 5652.29 5822.15 64 5147.90 5302.16 5461.63 5626.28 5794,42 5969.40 65 5277.90 5435.63 5598.56 5764.96 5938.29 6116.82 66 5409.63 5570,83 5738.96 5910.55 6089.08 6272.81 67 5544.83 5711.22 5882.82 6057.8d 6239.88 6427.08 68 5681.76 5853.35 6028.42 6210.41 6397.61 6590,01 69 5823.89 5998,95 6177.48 6362.94 6553.61 6751.20 70 5969.49 6149.75 6323,48 6525,87 6721.74 6922.80 71 6118.55 6302,28 6491.21 6685.34 6884,67 7092.66 72 6271.08 6460,01 6654.14 6853.47 7059.73 7271.19 73 6427,08 6619.47 6817.67 7023.33 7233.06 7449.72 74 6586,54 6784.14 6988.67 7196.66 7413.32 7635.19 75 6752.94 6955.73 7163.73 7378.66 7600.52, 7829.32 76 6921,07 7127.33 7342,26 7562,39 7789.45 8023.45 77 7094.40 7305.86 7525,99 7751.32 7983,58 8222.78 78 7271.19 7489,59 7714.92 7945,45 8182.91 8429.04 79 7453.19 7676.79 7907.31 8144.78 8390.91 8643.97 80 7640.39 7869.18 8104.91 8349.31 8598.90 8857.16 B1 7831,05 8065.04 8307.71 8555.57 8812.10 -9077.20 82 8026.91 8269.57 8511.44 8773.96 9037.43 9307,82 83 8227,98 8474,10 8728.90 8990.63 9259.29 9536,62 -84 8432.50 8685.57 8945.56 9214.22 9489,82 9774.08 55 4643.97 8902.23 9169.16 9444.75 9727.28 10020.21 62 PAY111P 1996 DAY RUN DATE: 11/18/95 REGULAR SPADE STEPS A -AA 81 Co CI C2 C3 C4 DA DC EO Fl HA MB HC HD HF MG HH HI HJ HK MW OW P1 P2 P3 P4 50 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 . 0000000 18.1992337 16.7625000 4.2500000 . 0000000 4.2500000 20.6900000 36.3984680 9.0000000 19.1571000 5.0500000 5.6500000 6.4700000 6.6400000 6.9600000 7.1400000 7.8300000 8.8700000 9.3100000 13.5000000 16.4000000 4.2500000 5.0300000 7.9800000 10.2000000 10.7100000 11.4800000 20.5939000 6.2700000 6.4200000 6.5800000 6.7500000 6.9200000 7.1000000 7.2700000 7.4500000 7.6400000 7.8300000 8.0300000 8.2300CC0 8.4400000 8.6500000 8.8700000 9.0900000 9.3200000 9.5500000 9.7900000 10.0300000 10.2800000 10.5400000 10.8100000 11.0130000 11.3500000 11.6300000 11.9300000 8 .0000000 17.2413800 . 0000000 5.0000000 .0000000 .0000000 .0000000 . 0000000 5.0000000 20.5938640 .0000000 5.8000000 6.6400000 6.7800000 7.1400000 7.3200000 8.0400000 9.1000000 9.5500000 13.8500000 16.8600030 5.0000000. 6.1000000 8.2200000 10.5100000 11.0300000 11.8300000 22.9885050 6.4600000 6.6100000 6.7800000 6.9500000 7.1300000 7.3000000 7.4900000 7.6700030 7.8700000 8.0600000 8.2700000 8.4800000 8.6900000 8.9100030 9.1300000 9.3600030 9.6000000 9.8300030 10.08000:0 10.3300000 10.5900000 10.8600000 11.1300000 11.4100000 11.6030030 11.9800000 12.2800000 TABLE - HOURLY C D .0000000 . 0000000 . 0000000 5.2500000 .0000000 6.0000000 .0000000 .0000000 . 0000000 . 0000000 5.9200000 5.9500000 6.7800000 6.9600000 7.3200000 7.5100000 8.2300000 9.3100000 9.7900000 14.2000000 17.2900000 .0000000 4.5000000 8.4700000 10.8200000 11.3600000 12.1800000 .0000000 6.6400000 6.8100000 6.9800000 7.1600000 7.3400000 7.5200000 7.7100000 7.9000000 8.1100000 8.3000000 8.5200000 8.7300000 B.95co0oo 9.1800000 9.4000000 9.6400000 9.8800000 10.1200000 10.3900000 10.6500000 10.9000000 11.1800000 11.4700000 11.7600000 12.0300000 12.3400000 12.6500000 . 0000000 .0000000 .0000000 4.7500000 12.9311000 .0000000 . 0000000 .0000000 .0000000 .0000000 5.9800000 6.0800003 6.9600000 7.1400000 7.5100000 7.7100000 8.4700000 9.5500000 10.0400000 14.5400000 17.7200000 .0000000 7.1100000 8.7200000 11.1500000 11.7000000 12.5500000 .0000000 6.8400000 7.0200000 7.1900000 7.3700000 7.5600000 7.7600000 7.9400000 8.1400000 8.3500000 8.5500000 8.7700000 8.9900000 9.2200000 9.4500000 9.6800000 9.9400000 10.1800000 13.4300000 10.7000000 10.9600000 11.2200000 11.5200000 11.8100000 12.1200000 12.3900000 12.7000000 13.0300000 PAGE 1 E F .0000000 . 0000000 . 0000000 5.5000000 12.0700000 8.6300000 . 0000000 .0000000 .0000000 . 0000000 .0000000 6.2403000 7.1400000 7.3200000 7.7100000 7.8900000 8.6700000 9.790000C 10.3000000 14.0200000 18.1700000 . 0000000 6.7300000 8.9803000 11.4800000 12.0500000 12.9200000 . 0000000 7.0500000 7.2300000 7.4100000 7.5900000 7.7900000 7.9900000 8.1900000 8.3800000 8.6000000 8.8000000 9.0300000 9.2000000 9.5000000 9.7400000 9.9800000 10.2300000 10.4800000 10.7400000 11.0300000 11.2900000 11.5600000 11.8600.000 12.1700000 12.4800030 12.7500000 13.0800000 13.4100000 37.4330000 .0000000 .0000000 8.0500000 . 0000000 .0000000 . 0000000 .0000000 .00000 no .0000000 6.8700030 6.4000000 7.3200000 7.5000000 7.9000000 8.0900000 8.8900000 10.0300000 10.5600000 15.2900000 18.6200000 . 0000000 6.8100000 9.2500000 11.8300000 12.4200000 13.3100000 .0000000 7.2600000 7.4500000 7.6300000 7.8200000 8.0200000 8.2300000 8.4300000 8.6400000 8.8700000 9.0700000 9.3100000 9.5500000 9.7800000 10.0300000 10.2803000 10.5300000 10.7930000 11.0700000 11.3600000 11.6200000 11.0100000 12.2200000 12.5300000 12.8600000 13.1400000 13.4700000 13.8100000 63 PAY111P RUN DATE: 11/18/95 GRADE STEPS A 28 12.2200000 29 12.5200000 30 12.8400000 31 13.1600000 32 13.4900000 33 13.8200000 34 14.1700000 35 14.5300000 36 14.8900000 37 15.2700000 38 15.6500000 39 16.0300000 40 16.4300000 41 16.8400000 42 17.2600030 43 17.6900000 44 18.1300000 45 18.5800000 46 19.0400000 47 19.5100000 48 20.0100000 49 20.5100000 50 21.0200000 51 21.5500000 52 22.0800000 53 22.640000D 54 23.2000000 55 23.7800000 56 24.3800000 57 24.9900000 58 25.6100000 59 26.2500000 60 26.9100000 61 27.5800000 62 28.2800000 63 23.9800000 64 29.7000000 65 30.4500000 66 31.2100000 67 31.9900030 68 32.7800000 69 33.6000000 70 34.4400000 71 35.3000000 72 36.1800000 73 37.0830000 74 38.0030000 75 38.9600000 76 39.9300030 77 40.9330000. 78 41.9600000 79 43.0000000 80 44.0830000 81 45.1800000 82 46.3100000 1996 PAY B 12.5900000 12.9000030 13.2300000 13,5600000 13.9000000 14.2400000 14.6000000 14.9700000 15.3400000 15.7300000 16.1200000 16.5200000 16.9300000 17.3500000 17-.7700000 18.2300000 18.6800000 19.1400030 19.6200000 20.1000000 20.6000000 21,1300000 21.6500000 22.2000000 22.7400030 23.3200000 23.9000030 24.4900000 25.1100000 25.7400000 26.3800030 27.0400000 27.7200000 28.4100000 29.1200000 29.8500030 30.5900000 31.3600000 32.1400000 32.9500000 33.7700000 34.6100000 35.4800000 36.3600000 37.2700000 38.1900000 39.1400000 40.1300000 ♦1.1203000 42.1500000 ♦3.2100000 •4.2900000 45.4000030 46.5300000 47.7100000 TABLE - HOURLY REGULAR C 12.9600000 13.2900000 13.6200000 13.9700000 14.3200000 14.6700000 15.0400000 15.4200000 15.8000000 16.2000000 16.6000000 17.0100000 17.4300000 17.8700000 18.3100000 18.7700000 19.2300000 19.7100000 20.2100000 20.7100000 21.2200000 21.7600000 22.3000000 22.8700000 23.4200000 24.0200000 24.6100000 25.2300000 25.8700000 26.5200000 27.1800000 27.8500000 28.5500000 20.2600000 29.9900000 30.7400000 31.5100000 32.3000000 33.1100000 33.9400000 34.7800000 35.6400000 36.5400000 37.4500000 38.3900000 39.3300000 ♦0.3200000 41.3300003 42,3600000 43.4200000 44.5100000 45.6200000 46.7600000 47.9300000 49.1400000 D 13.3500000 13.6900000 14.0300000 14.3900000 14.7500000 15.1100000 15.4900000 15.8800000 16.2800000 16.6800000 17.1000000 17.5200000 17.9500000 18.4000000 18.8500000 19.3400000 19.8100000 20.3000000 20.8100000 21.3300000 21.3600000 22.4100000 22.9700000 23.5500000 24.1300000 24.7400000 25.3400000 25.9800000 26.6400000 27.3100000 27.9900000 28.0800000 29.4100000 30.1400000 30.9000000 31.6600000 32.4600000 33,2600000 34.1000000 34.9500000 35,8300000 36.7100000 37.6500000 38.5700000 39.5400000 40.5200000 41.5200000 42.5700000 43.6300000 44.7200093 45.8400000 40.9900000 48.1700000 49.3600000 50.6200000 PAGE 2 E 13.7500000 14.1000000 14.4500000 14.8200000 15.1900000 15.5600000 15.9500000 16.3500000 16.7700000 17.1900000 17.6200000 18.0500000 18.4900000 18.9600000 19.4200000 19.9100000 20.4100000 20.9100000 21.4400000 21.9700000 22.5200000 23.0800000 23.6000000 24.2500000 24.8500000 25.4900000 26.1100000 26.7600000 27,4400000 28.1300000 28.8300000 29.5400000 30.2900000 31.0400000 31.8200000 32,6100000 33.4300000 34.2600000 35.1300000 36.0000000 30.9100000 37.8100000 38.7800000 39.7200000 40.7300000 41.7303000 42.7700000 43.8500000 44.9400000 46.0600000 47.2100000 48.4100000 44.6100000 50.8400000 52.1400000 14.1600000 14.5200000 14.8800000 15.2600000 15.6400000 16.0300000 16.4300000 16.8400000 17.2700000 17.7000000 18.1400000 18.5900000 19.0400000 19.5200000 20.0100000 20.5100000 21.0100000 21.5400000 22.0800000 22.6300000 23.1900000 23.7700000 24.3800000 24.0700000 25.5900000 26.2500000 26.8900000 27.5600000 28.2700000 28.9800000 29.7000000 30.4300000 31.2000000 31.9800000 32.7700000 33,5900000 34..4400000 35.2900000 36.1900000 37.0800000 38.0200000 38.9500000 39.9400000 40.9200000 41.9500000 42.9800000 44.0500000 ♦5.1700000 46.2900000 ♦7.4430000 48.6300000 49.8700000 51.1000000 52.3700000 53.7000000 64 PAY111P 1996 PAY -RUN DATA: 11/16/95 GRADE STEPS A 63 -84 85 CPI tP2 CP3 tP4 CP5 CP6 CP7 tP8 Hf0 HIC HIE HKD 47.4700000 48.6500000 49.8700000 4.2500000 -5.3000000 5.8000000 6.3000000 6.8000000 7.3000000 7.8000000 8.3000000 7.7300000 9.9400000 10.6300000 17.2900000 ♦8.8900000 50.1100070 51.3600000 4.5000000 5.4000000 5.9000000 6.4000000 6.9000000 7.4000000 7.9000000 8.4000000 7.9200000 10.1900000 10.9200000 17.7200000 TABLE - REGULAR C HOURLY -PAGE 3 50.3600000 `1.6100000 52.9000000 ♦.7500000 5,5000000 6.0000000 6.5000000 7.0000000 7.5000000 8.0000000 8.5000000 8.1200000 10.4400000 11.1800000 18.1700000 -65 D 51.8700000 53.1600000 54.4900000 5.0000000 5.6000000 6.1000000 6.6000000 1.1000000 7.6000000 8.1000000 .0000000 9.3300000 10.7200000 11.4600000 18.6100000 53.4200000 54.7500000 56.1200000 5.2500000 5.7000000 6.2000000 6.7000000 7.2000000 7.7000000 8.2000000 .0000000 9.5300000 10.9800000 11.7600000 19.0800000 -F 55.-0200000 56.3900000 57.8100000 .0000000 .0000000 .0000000 .0000000 .0000000 .0000000 .0000000 .0000000 8.-7400000 11.2500000 12.0500000 19.5600000 66 SUMMARY OF FUNDS ALL FUNDS REVENUE $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 ▪ 0 B▪ ' r m m —I ••.c m X CD X N CD m or IeivawweAo6.ialuI shooed/sasueoil snoeuepaosiyy eoueieg pund seowag leuaalul seed eouejngw 01995 S1996 1996 Revenue Total: $105,266,930 (1995 $95,739,439) Property Tax $29,618,111 28.1% Other Taxes $1,724,064 1.6% Fees $2,649,565 2.5% Intergovernmental $48,091,422 45.7% 67 Ambulance Fees $2,921,300 2.8% Fund Balance $7,037,205 6.7% Miscellaneous $4,032,710 3.8% Charges for Services $3,584,394 3.4% Internal Services $4,839,273 4.6% Licenses/Permits $768,886 0.7% ALL FUNDS EXPENDITURES 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 S301Aa3S 'MOOS SNHOM 0118nd AON3ONIlNOO D C) 2 C > m X -0 > -1 r g r 2-< A.13dVS 0118nd IN3lNNa3AOO 1V1I3NBJ S30IAa3S NVWnH NOIOV3a03H'2 3anlln0 3Jaia8 18 avOu SfO3NV1130S11N S301Aa3S 1HNa31N1 1996 EXPENDITURES Total $102,461,930 (1995 $90,840,407) Internal Services $5,269,273 5.1% Ambulance $2,933,700 2.9% Social Services $33,756,205 32.9% Public Works $407,153 0.4% General Government $10,749,507 10.5% Miscellaneous $1,727,300 1.7% Road and Bridge $14,910,063 14.6% Culture and Recreation $291,161 0.3% 30NV1n8W`d Contingency $332171160.3% 2.8% Health $3,446,635 3.4% Human Services $7,281,835 7.1% Capital $5,409,265 5.3% Public Safety $13,094,568 12.8% 68 J _I 1996 TOTAL 22.038 1995 TOTAL 22.038 GENERAL 13 GENERAL 14.213 64.5% -EMERG. RES. 1.339 6.1% EMERG. RES. 0.969 4.4% CONTINGENT 0.784 3.6% PUBLIC WORKS 1.978 9.0% 69 Levy has remained constant W F- v/ w U Z Q —J W m (9 O 00 Z J D CO IL a0 O r ce Q 2 Cl) 1996 BUDGET ASSESSED VALUATUION: $1.343.956.407 1996 1996 1996 1996 1996 1996 - 1996 1996 1996 BEGINNING - MILL PROPERTY INT£RGOV'T OTHER INTERFUND AVAILABLE TOTAL ENDING BALANCE LEVY TAXES REVENUE REVENUE TRANSFERS FINANCING APPROP- BALANCE RIATIONS .: ,.... N SPECIAL REVENUE FUNDS: 4 44 E E 4 .4 ENTERPRISE FUNDS: E E ¢ g INTERNAL SERVICE FUNDS: g g O g 00g ._ €_ N l9 m O en- 123,264 M 8 O 6 ID 6 {pp f0 M INO1 p N ID $ 102,461,930 (p pN < N 8 I� O0f N ' (O OI (pp 8Q N 7 97,192,657 O a - 1p� (NNp r. 8 VJ N �(�J O - 8 O - r ICJ N : n 8 QpOp GD ce,({gyp rOO) N v 0 en IVp tV �i r m 8 O r. CO m tO oI N i m S 105,266,930 8 ^ m o m - O n Oi O {Op V r 0 s 8 O 5,409,265 cn O 6�f�QQV o'I 4- �i m 247,500 O O:aj v CI n O 1W en m (NI Iii_ N K 0 0 0 0 0 0 0 O H 4§ O 4 4 4 4 4 4 o m 4 4 K pp O� r m Ip N r �qp A 01 274,000 tn0 InO {O p t0 PI CO N m V $ 20,520,192 8 O N 8 l7 01 N GOapI fO I 4 oOpl fO ' 8 O O N 4 p 8 ! ,l, 4 ,,{{ 4 N 8 1p§ l0 8 OOOp l0 IO N a A H 0 0 0 0 0 0 0 S 48,091,422'. 4 & ‘-eO p 2 pDp Q 4 O 2 § pp P (0 O1 m 29,592,721 § iv 4 4 g 0) Ig N 0 4 N N b O O O Q Is, N O O Q U, N (D N N O ? O .- 4_ 11OD O cc N 4 tlp0 O N 2,658,587 4 tr el 4§$ ��P//IJI O S aD 4 4 4 g GO O N re $Q� 0 5Q� O O8 5Q� O G O OS 5� O O 5Q� O C 0 a o g 8 �8 0000 INq FA 5� O O INq co o —8 03 o ri 0000 O O m - 5� O 5� O O8 5� O O 2 en 8O 8O IO O O IOC 1� O O O err) - in INy O 1 -- VI pO 8 m 8 O g N 61 coo N 4 IF.; N g N O N O 8 O O' O O 8O O g pO O O O Ipr N Na. W 61 Motor Pool (Operating) 626,684 0.000 8 O o 8 O O p O 666 8 O O 8 O O y O O O N II(}J� m� r� St N CAPITAL PROJECT FUNDS: 34 Capital Expenditures 137,855 3.170 60 Ambulance 24,360 0.000 .- 8 O O {Qp� ID n (V 8 O O O o fpp� O 8 O 8 O O 8 O 93,072 O GD O O 1,496,636 (�O. CD M (Fi cll 7c 6 4 O "Qo co IN. NO_ N pOp mtO 3 m n IIOpI 1O S pO� O v 525,459 !OQ 17S_ e BEGINNING At ANCE m 8 W Health Insurance Printing and Supply Phone Services Weld Finance Corp NET TOTALS - I S FUNDS GROSS TOTALS - ALL FUNDS GROSS TOTALS INTERFUND TRANSFER NET TOTALS 3 .2 a O. U N 'm 'R m Conservation Trust Contingent Emergency Reserve Health Department Human Services Solid Waste o General Fund II�� ID yy 1O I2 IO (OO m - - N r r N N 70 WELD COUNTY 1995 ASSESSED VALUES TO BE USED FOR 1996 BUDGET Agriculture Commercial Industrial Natural Resources Oil and Gas Residential Vacant Land TOTAL COUNTY ASSESSED STATE ASSESSED PROPERTY TOTAL ASSESSED VALUE LESS TAX INCREMENT NET ASSESSED VALUE DIFFERENCE 1995 $ 130,792,580 203,388,170 131,646,970 3,941,180 375,255,680 336,009,390 24.082.880 $ 1,205,116,850 141.464.800 $ 1,346,581,650 2.625.243 $ 1 343.956407 71 1994 $ 120,261,250 185,260,320 120,064,610 3,190,980 369,215,250 302,099,490 19.176.340 $ 1,119,268,240 127.369.700 $ 1,246,637,940 2.694.660 $ 1.243.943,280 + or (-) $ 10,531,330 18,127,850 11,582,360 750,200 6,040,430 33,909,900 4.906.540 $ 85,848,610 14.095.100 $ 99,943,710 (69.417) $ 100.013,127 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD PUBLIC TRUSTEE CLERK & RECORDER ELECTIONS TREASURER ASSESSOR COUNTY COUNCIL DISTRICT ATTORNEY SHERIFF CORONER CLERK TO THE BOARD TOTAL MANDATED:STATE/FEDERAL COUNTY COST JAIL COMMUNITY CORRECTIONS PUBLIC SERVICE - DUI SOCIAL SERVICES HUMAN RESOURCES PUBLIC HEALTH TOTAL CRITICAL -- NON -MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM CRIME LAB POLICE SERVICES (LEVEL) COMMUNICATIONS -COUNTY -WIDE COMMUNICATION SYSTEM DEVEL E-911 OFFICE EMERGENCY SERVICES DRUG TASK FORCE TOTAL $366,091 $219,720 $585,811 $4,000 $6,572 $10,572 ($575,792) $0 ($575,792) $515,572 $147,237 $662,809 ($187,966) $0 ($187,966) $1,292,096 $553,823 $1,845,919 $20,911 $6,382 $27,293 $1,465,347 $396,294 $1,861,641 $552,686 $329,220 $881,906 $162,872 $27,587 $190,459 $72,438 $0 $72,438 $3,688,255 $1,686 835 $5,375,090 $4,054,630 $446,778 $4,501,408 $0 $7,352 $7,352 ($689) $46,217 $45,528 $4,031,484 $240,111 $4,271,595 $12,351 $351,508 $363,859 $1,188,109 $287,896 $1,476,005 $9,285,885 $1,379,863 $10,665,748 $473,794 $0 $473,794 $57,104 $13,040 $70,144 $2,672,776 $126,105 $2,798,881 $560,269 $0 $560,269 $111,495 $0 $111,495 $700 $0 $700 $39,325 $10,643 $49,968 $53,248 $10,059 $63,307 $3,968,711 $159,847 $4,128,558 72 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING & ZONING/BLDG INSP YOUTH SHELTER HOME ANIMAL CONTROL PEST & WEED CONTROL EXTENSION SERVICE VETERAN'S OFFICE AIRPORT MENTAL HEALTH MISSILE SITE PARK COUNTY FAIR JUVENILE DIVERSION DEVELOPMENTALLY DISABLED SENIOR COORDINATORS VICTIM ASSISTANCE WASTE WATER MANAGEMENT ISLAND GROVE ECONOMIC DEVELOPMENT TOTAL GENERAL ASSISTANCE: VISION CARE DENTAL CARE DRUGS KIND/EOD BURIALS SHELTER SHELTER CASE MGT TOTAL PUBLIC WORKS ENGINEERING TOTAL CAPITAL: EQUIPMENT PUBLIC WORKS TOTAL SUPPORT FUNCTION COUNTY ATTORNEY BUILDING & GROUNDS FINANCE & ADMINISTRATION ACCOUNTING PURCHASING PERSONNEL PBX/PHONES INSURANCE NON -DEPARTMENTAL BUILDING RENTS COMPUTER TOTAL $156,407 $164,763 $321,170 $0 $12,360 $12,360 $90,205 $8,378 $98,583 $161,315 $24,948 $186,263 $239,394 $105,398 $344,792 $41,617 $18,381 $59,998 $50,000 $28,201 $78,201 $135,875 $0 $135,875 $0 ($1,390) ($1,390) $38,661 $1,928 $40,589 $165,656 $7,352 $173,008 $46,105 $0 $46,105 $11,700 $0 $11,700 $67,132 $15,119 $82,251 $5,066 $0 $5,066 $125,000 $0 $125,000 $103,833 $0 $103,833 $1,437,966 $385,439 $1,823,405 $17,000 $17,000 $5,000 $8,000 $25,000 $40,000 $20,000 $0 $17,000 $0 $17,000 $0 $5,000 $0 $8,000 $0 $25,000 $0 $40,000 $0 $20,000 $0 $132,000 $132,000 $2,658,587 $374,413 $3,033,000 $407,153 $67,203 $474,356 $3,065,740 $441,616 $3,507,356 $50,000 $1,474,265 $1,524,265 $0 $0 $0 $381,800 ($381,800) $1,631,554 ($1,631,554) $180,594 ($180,594) $286,044 ($286,044) $73,051 ($73,051) $231,354 ($231,354) $0 $0 $550,000 ($550,000) $210,062 ($210,062) $512,238 ($512,238) $1,510,062 ($1,510,062) $5,566,759 ($5,566,759) $50,000 $1,474,265 $1,524,265 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 73 z U) aI- Z O OV 0 O Qa Q 0 0 JO Li - ¢w 0 v m W Q • �U 1wOa Q J • < ft 2 D Z co W O TOTAL ALLOCATED DEPARTMENT TOTAL ALLOCATED DEPARTMENT M N NMM W OMn V tD Om0)1 NOD OrM • N 70) N19 N t�NN1A CD 0 a r I�D r M g 0 o O N r N ai W r R d d R • N N N M19 Yi V Nr NN 4AMNMO) NiW rr Ge b9 `-' SW V W W rr rr19O O0 Ow Z> w K U O F a w�wft a� -H00 wzo wQ0? tow° wma ≥w wzwrrO wwZQ r2< ow 0—Ua)(/)UQ r r W WW O J m Z Q w 2 O J? Y O O tort w wXOm? V Q�Zcc0000=- O wxw--XO- • aw>Q2won >aawrwooxo O0)0)0)N O0)NOr O) 0(O r NMO(0r V CC)OM-0)N N N000O V OO)N- OC(0(0 O In N 0 N C r O M V 0 M VD O) O (O O) r r N - r 0 N n N (O r O m N V m pp O) V (O N O U)f9(DMfA(ON M Vi(O I.ON O19r(0r OD N rO V MO (9N NVMr r {9r (9r 49 ER S f9 Mi (9 (9 N N (9 Vi f9 co Z J w et 0 O w o p_ w 5 (nm a y W= co v U } Z WW OW O D U j x U a C '6'6 o• w xQ) OFO U»Oj>rO CN ~ Z W W W et} O rZOO}rLLw zcomm,"QQZ W z wort, r F- U t L ZE0 : o Z U W J Z g W Z w m W U=i- W w 22020. C5m W Z Wm_iwo?tOQ000000ZW2LLg O a W Q U OU)O-Oa Nx aaQa QOa www U 74 a N N a -4:12E) m w. r CO U a-OO O) M r- m a N t E >' O 76:-; U C 0tti 4 O O O) D w -Oa a� m U U as a) am �aa) a)mC_ =0• 0 O d Cu U a0 a0 Ea) O To a ` O N m o • t o ~ N E T3 U N to it U O aOO= a) E72 ms' 3 m r 0 O ▪ O U C " to O U O w o w U U -O a) m w ca € 0 N O "? 0▪ 030a N U 2 E o N • a O c o yew LI- O.. 7i _C 2 3 o ((f) a) w a w c )- 2 m u) m� w 0 O O U U O N U U a) > -o C O y N CO m m w t 'swan l- a a 0 0 0 oo 0 0 0 O 0 0 0 0 O 0 N 6 te to id, 69 - (fl FR 75 z w z w H Cumulative Percent Increase: Weld County Expenditures & Taxes O O r O CO O O a O O O N r 76 O N c0 0) 0) r UP a) a) CO O) a) r N a) 07 r a) a) r O O) a) r a) CO a) CO CO a) r ti CO a) r CO O a) r CO a) r CGen Gov •Public Safety MIIRoads & Bridges CHealth & Welfare WELD COUNTY HOME RULE GOVERNMENT V J cc W 0 I 0 C1 a) C O Q C C O UY I L N 'E a O d o y C 3 y O W 0 0 i l0 O m Z 0 V E E Hm 2 Z v O 0 o v W '1/4! C _ C C o E N N -EaEiUo O C co m E 2 <ca 0 r 0 N Um n Zr) C 0 O U 0 N C a) O _0 E E 'E ,�9/� a WI a) O Oa Li oet O V V O C a) E C U C 0.a N CD a) O O U) C L a) m v 2as ^i WI a a) O N N.� V m U 2 1 0 c N ¢ o p) J co o c ==E x EINEM L N m3 mm •n a o-fra. as W cCf Y ^, C ) 0c 0° EC mt a)OO 0 a m O - a N 0m 2 m E it o) E c O CO = E x County Engineer O) C a) C C) C W cN c o C G U EN o N N m E E Em • y a E a o c a05 C O O m cv, m m o c 0 a mgr Health Director 77 Ambulance O 0 92 O Ambulance Services Administration c v G N Epp C Cu) qE. C �� NFF C N >• N> 0 C m m N C N C C c G m- mmoi5ac?iacit�aNc C EQ mF 8 3 m m< E, i 3, rn� cLu i c[ C a, s EEp N o .C a c o, m .C iia- U 2 U«N i5 (Om c o m a 0 0 w W Z Z CLEM M Ce U 0 J 0 ZD)rn LL 0 C �F O �jrn L -co 0 Wm O a wrn <Oa) 2=r wEO"') DLL mw°' z 3 0 U J g0r Q DEPARTMENT N r + + N r + U) N N CO + + + LOU) O 0 0 NU) ONf-Nr M�O0RM OrNO(-NNONIrM(O� .- La If) Oif) In (f) O)N(O N h vO(DON Or NO f, -N N NI CO COO CO •)- CO CO M Or 0 r 0 0 O O N- O O (O(O CO N(ONV NI (win N(0rrCI.U7 M w- co M M 0)r 0 0 U) U)1� CO N I -N CO �O C NTMr N CO Otani U)� r r r r O) + 0 LO O N O O O{1 (00 't rI Co C co a. E o c m 2 c 15 T O coo p C.- -0 O) N` 7 C C C U C O) 'c co Tc C p m Tp y o C O (� N a) d Omoap Eo pmL- a) ,E EUHoUZp w07, Li_ .c �°5m cots °� �—y c cW c �O n�c c Z TymO d ca c J 4-Q O) Q'NNp a) .�.-Q a1 a) —W c Cy'- w 7o O c 0 C 800 g 15 y C N� O� N y J a1 ;DC(?) 7� � C� NQ O LL V C C E C N cn0— E o t. C C c C a) ~ C a) E� c R °) y= (c w_7o'°�w".� �2- o" rill) z E O 10 N p c a) N E M N p t7 � 7 N 3 O 'ilL 'C 2 7 0 Pia) i( N •- a) V) C wOUdUQSOwF¢a2'>Oao-,U-(nonmo_Uaw>2om¢ TOTAL GENERAL FUND 78 0 W WZZ Q=IL= j U 0 J (O ZM L 1- 0 Z O U Wpm g0 r r Q bEPARTNIENt r r r O) + • ft) LO L0(0O0) r on r r � OD N O LO MO aN OI O) O O et OD(l7O(0MO (0 M r m coC'40('.coet-I M r r r O a O r m c 2 min- co)°y c C coy 0 Z c m N COTo Uth Q w C O)Y N .C a <avo2mrc 02¢2F -m22 Q: O 0 r TOTAL ROAD & BRIDGE FUND TMENT FUND: t erlt N OD fOV NMI u7 0) O LED O CO OD (0 0 0 ODI O N M r - el. V CO N M Cl) O (J 2 G) U, o • o_ Q C 000)) W 2Z 2 O y W a O =C .c .c a E m • m W¢IIZ I 79 NI N co TOTAL HEALTH DEPARTMENT t t0 M + n 0 (n CO M N M O) N N ((00 In N O N r SOCIAL SERVICES U) LO N P) M PRINTING & SUPPLY m a O M N U, 0 N O AMBULANCE GRAND TOTAL itott COLORADO 80 0000 0 0 0 0000 0000 0 0 U DODO 000 GENERAL FUND 005 000 0 0 0 0 _ J _ OH 000 ci DO o $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 0 cn H n1 X sexel ieglQ Property Tax 62.8% $17,182,745 swn000y aaj IMuewuJeAo6Jejul O 3 cn iy cn CD CD m cn 7.1 FS' C C CD Cl) C 1996 Revenue saanaialod/sau!d TOTAL: $27,382,333 (1995: $25,779,135) Other Taxes 0.4% $110,000 81 snoeuuneosiW 01996 671995 eoueIe8 pund Fund Balance 1.1% $302,205 Miscellaneous 9.8% $2,677,860 Fines/Fofeitures 0.1% Charges for services 6.3% $1,738,037 Licenses/Permits 2.1% $568,286 Intergovernmental 7.8% Fee Accounts 9.7%$2'124,285 $2,649,565 GENERAL FUND Expenditure Changes $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 General Gov. Auxilary Contingency Public Works Culture/Rec. Human Serv. Public Safety Misc. Health & Welfare Type of Expenditure $13,0 87,174 - - - $12,394,335 $866,1 $1,254,924 313 3 Total: $26,982,333 (1995 $25,379,135) Public Safety 48.5% Human Services 0.6% $161,638 Health & Welfare 5.0% $1,3cr,335 Cullure/Recreati n 0.2% $53,661 $13,094,568 General Government 39.8% $10,749,507 82 Auxilary 1.2% Misblfknklous 3.1% $847,300 Public Works 1.5% $007,153 01996 01995 TEN YEAR TREND General Government Cumulative Percent Increase: O co O co O 0 N 83 > O co 0 x c as N H 0 0 CO a) a) r to a) a) r 1 a) a) M a) a) r N a) O) r r a) a) r c) a) a) r a) co a) r co co a) r co a) r co a, a) r in co a) r TEN YEAR TREND Cumulative Percent Increase: Public Safety 0 0 l- 0 CO 0 co 0 0 0 84 Cl) a) x as H ill IIIPublic Safety N 0 N 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 LU A4 1 a: ` 1 4 Ws g Til Emi : 43 rt) ctick) WI4 - 1 cit. r -T4 .p E 'a 5 v 0 N 0 r r r r 85 co a) x as H I •Hlth & Welfare E 8 t0 0 0 N 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 GENERAL FUND SUMMARY The General Fund accounts for all financial transactions of the county that are not properly accounted for in other funds. Ordinary operations of the county such as public safety, county administration, and other activities financed from taxes and general revenue are reflected in this fund. The General Fund is funded at the level of $26,982,333, up 6.2% in 1996. General government functions are up $762,333, primarily due to utilities in Buildings and Grounds, and election costs being up $339,705 for three elections, including the Presidential preference election, versus one election in the current year. Another major increase is the added costs of $387,016 for the jail operation. 5.6 correctional officers have been added to deal with the increased inmate population. In addition, the increased inmate population has caused food and medical costs to increase. Building Inspection is up $49,518 with added staff to deal with the increased building activity. Development of the communications system with added towers and creation of a back-up site will cost an additional $111,495 in 1996 to match a state energy impact grant of $150,000. Community Corrections contracts with the state are up $68,561. Subsidy to the Health Department for 1996 is up $77,036 primarily for salary increases. Other budget units are relatively stable. Salary increases averaging 4.4% are included in the budget at a gross cost of $559,934. The 1996 available resources to the General Fund amount to $27,382,333 compared to $25,779,235 in 1995, up $1,603,098 or 6.2%. Property tax is $17,182,745. Licenses and permits are up $84,002 in planning and building inspection permits. Intergovernmental revenues are down $434,993 in the area of CDBG grants. Charges for Service are up $38,843 with the major impact being the revenue from the State of Colorado for the housing of state inmates in the county jail due to the backlog in the prison system. Miscellaneous revenues are down $157,576 primarily in reimbursement for CDBG grant projects. Clerk and Recorder fees are up $100,000. Other fee accounts are stable. Beginning fund balance is anticipated to be $302,205 for 1996 with the election financing carry over. An estimated ending fund balance of $400,000 is projected for year-end 1996. 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 $1,800,000 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. Because of the local and national economic situation and the potential of federal and state budget cuts, it is prudent management for Weld County to maintain an anticipated fund balance to respond to unforeseen needs of the citizens of Weld County in 1996 and future years. 86 GENERAL FUND SUMMARY OF REVENUE =a,r S f _Z O w Mao w ZJ WOt Om M0 m G W Gf W O a omr 0 W a' WO W F N ▪ w ▪ - N a' W n 0 K J } J m 00' stre REVENUE SOURCE z C ow 0E aZ eeeeel 0 0 0 0 0 M 0 0 0 0 r0 0 0 0 0 co. O O O OD 66 COO el61 N 0)) 00000 g 88 O moo co 0 0 0 0 0 N N00 M 00 O V O 00 M 0 M0 0) eee 00 oow 06 N " ee°eee°eeee e°ee §8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O rr]0 66666666666666666 0 0 M O N 0 0 O 60 N O M N N M O w O NN 00 nCi OO)i)00 00 0 OON N 0 M N0M O O CO NN 0000N00000000000 0 N 0 0 0 0 0 0 0 0 0 0 0 m(OM 0 NN M 66 NV0 O ON ? M N O E N O 0 00 0 0 0 0)N 0 0 0 0 0 0 O>0M N NN M 000 Y 0i 0 M NQM `ON V OO 0 0 O O O V O O N O O N 0 O O N' O O O O O Or) WW N NV !� M O ') SiU) 4 D N V (O�) r 0 ((00 IX) N P M N ON)Nrm O OONN(00Or NO)N W t`N')N O O N(7 V r V V V AQ V M r N 0) M O) N M N N U) M 000(000) O V M r O N O N l7 0) N MOO N N O)nM 0 NO)NOO) Q ([)(D )O YY Qt O 0)1� O)O C) a D M a D N o 0 N N O M r ! N a D M N C) N o 7 W N< N N 10. (0 U) w CO 0 I— Z • w I w N CU -J F J "E. M z F m gg • V W am Q wco wv— #y` tea a a m m w • o a 6 (.g • X w <00 C C U y m w N C 22 Q6 wc._awc a0 O c xW `v `w d (p m d a z o a c v m 0 ¢ W a`' E c c c c c cc coca c c c c a. d 0 m 0 ac) EO U gaa s m ado i— y >^m ED co co co m CO m co co m m co m CO I—OO(nI-aah J_JaamOCwf ? waOt7W000000000OOO C K N _m O O O r N O (pp O N V O 0 C,)MC C)(h a? 00000 E 0 0 0 0 0 0 000000 w <0 <zzcc wOw Ow O <00(0(� m??o<4IDo U N >>>Q 0 0 0 0 0 0 0 0 0 0 0 0 0 M O r M M N 00 a 0 a 0a a 0 0 p p Q Q Q a a NNNNNNN N N N N N M CM) A t C' J A (7 t 7 (7 (`a') M (") (7 t M t A M C) M M C) M M M l" M M M M M N) M M M M M M M M M aorro tbrlbtbtb(DLh.Odo000000 88g4§8 N N 0 N N N N U) r N N N N N N N N 99 r 1O .. r r O 1 1' M M M M M M M M M N N O� r N N N N N N N N N N N 0000000 00000000000000000 R7 GENERAL FUND SUMMARY OF REVENUE wO tear �I 0 -i W J K UZu aLLU J W ZGa E CO 0 W 0tO W MGR U m U W C K F co r it EX CA ix cc U Q )o Qas at w a UO' Qa: a REVENUE SOURCE Ice 0w zm UM UZ Q= eeeee000000 0 0 0 0 ees000 888880000000000000000 000000000000000000000 0010,t000000000000003000 N N 0 0 0 0) 0) CD 0 O W N 0 0 co O 0) O) CO COamV N UU) N 00)0 M 000000000000000000 CO at (0 N OO O) c) co 0 o r; CO R o 0 C, C, O W CO N 1() 000000000000000000000 CD 0 0 N- 0 0 0 0 0 0 0 08 V N O [) 0 0 O r CO 0 CO CO Cr)eillC') r 0 O r ON N Q U) N W rOCONNOO uO00000O 01 N 000Oe'�N 0M O N I t) I <p O C N 1 O O6 c---- I- O inn O O r r a N in r, A r r— V CO CO t 7 N N r V r )O w z w w AA i w Z (� co co � 8 E E 2 2 x CCo, o0 o o 0al I- O c a) Q b O O F~? w d CC C C C C C C C C C C C C C. w `y a, y a) I- mCOea E ea coea ea ea ea ea E e m co m w en .c:_ =0 0000000000000000>oo5UFr sees °�0 fl o O O O 0 O O O 6 N C) 0 00 0 00 0 0 0 0 O N 0080 clot Nil CO N N F -- N NVI N LO N at U) R Lei r N CI N N42 c I- 2Udt) p� 2g0a22wooi mkt)) aU ¢ow=Owtt Y >> Q0 00 0 coao a0 0 a0 00 {o o o0 0 0 00 0) O 0 N N M (7 Ca'J l� ta+, A A A (7 A t7 l7 lh l7 M C'1 0) 0) M 0) M C) C) C) C) C) C) C, CO M C) C) C) CO O) CJ C) e? M C) C) oodood000doa000d)6co(boo N N N N N r r r N (NN N N N N N O N N U) N C) CO en a) M O) CD Of 0000000 r 1` r r r of N N N N N N N NOV?" e4 e4 eq '7 e? 7 r N N 000000000000000000000 88 2 Cc U Yp o44C c 2' _ = o o L 02000 vp LO 0 CO t 46•- N O N 8r N Or N O O O O O GENERAL FUND SUMMARY OF REVENUE 10 m 0) r REVENUE SOURCE eeeeee00000000000 e000N000 88 88 2824)220222S000aa0000000000 .00000)000 W fA O O O O O N O O O O O O O O O 0 0 88 S 0 O 00 8 88 0M,) O O r 1,s 0 w s 88SooRoc000posRoo N858 05 o000000000oo 000 ONo oo m ONOr CNONOM ON fV OJ (�] Mn N O) N A M O N N N N 0 W S 0 0 0 0 0 0 0 O S Oo O 0 0 O O N O 0 0 O 0 0 0 0 0 0 0 0 O 0 0 O m 0 03,000 N 00 o0 Or OOONOO) ON N 0 M N MN NO N A M V N N 0N 00,) 0 0 0 O O O O 0 0 0 0 0 N O M O O O 0 0 O O O 8 0a 1 00 0 0 0 0 0 0 0 O N000 0 NOON 0 0 0 000 WO 0 N r N won r O o MON r 0 O N r NO MI- NO < r N N N Q N M Nr 0 (00100000 V <AONU)0009OONr0000 N0r0 oO)NOO')repWI0OMNCNO totpp 00000r V NNr MNNAOMONM O) r OOMNIONMCN MO ON 0 N r r p O fV A O A N A A W A el r r N On M A NO N M N Q N N N N Or r 88 °88 8'88 8888888 888 88888 8 8 .8 .1 888 88 g 8% 2222222222222222222222222222522222222 Im/) N N U) N b 1p N N 2 Yl N N N N N U) Vi m N S m N m V) Y) S m N N S VI 2 N N N N 000000000000000000000000000000000000`0 m O m o m m O m m m m m m m m m m m m m m m o m o m m o m m o 0 o m o m o rneeeeo)eeeeppeeaeeeeeeeeeeemeeeeeeeeeo) m m m `m m `m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m m U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U U 22 O X)(apZCO W OFW aW Woo WU' t- 0 OOrNOr ial-m W>zm LL UQK>cSKF-� W u0z00x J 0 N N N t O t 0 x i LL a w_ S J U W W 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 2 2 4Ig)Igi 4 44 M; v14)4444444lyi A A 1�Igi egi!!!r4i!!!�i !! riilAuh 'p p p p p pd ao dddddddddddddddd § 0 0 0 8 0 0 0 0' M) r r A r r r r M M M M M M M M M M M M M M M lh 0000000000000000000000000000000000000 89 GENERAL FUND t0 a) Woa Z W r CS rZ UJK 02n aLLU H J W COS Zoo E M r G W C Z W mOM 001 W C 0 W '- a o) -x W p FWO Q C W UOr Q2 a REVENUE SOURCE 000000eeee000000eeeeeee(N000N 0 O O O 0 O O O O O O M O 0 0 O O 0 M N 0 0 0 0 0 N 0 O 0 N O O 0 0 0 0 0 0 0 0 0 0< 0 0 0 0 0 0 M N 0 0 0 0 0 CD 0 0 0 N 0 0000 O O q 00 0 0 00 O O O O O MN 0C 0 O O) G O 0r,) 0 0 0 A O O 00 0 177 0000000000000000000000000000000 M 0 0 S800000 OOO O M M 0 N MOO M 0 0 M a0 0 0 N N O N O N M O N N M M r r M r CO r an r r r 0000000000000000000000008000080 LO )fit) O OO N )Oa OO N OO M 0000 )NN N ' O D N M M r N ' M r r r 0000000000000000080000000000000 0 0 COD N 0 0 0 0 O 0 0 0 0 0 N m 0 1O N r10 M ' N M r r OMOO ONr rOWOMMrrMN flp t00)00MOMMMN FNMA O)rNM MrFMOMMrC0 O)r0) NNOMr0)A r M M r r N A Y O) O O N N r Ca DDD M M M A Y O r G D r r 0) CA0 N M O r M 0 A N M V A r M ee 000 000 O 000 000 000 0 t$eS (Not) IL U 5 f2888 u 8 8 w N ae N N N 0ava CC O )—a>)v LLI8888888888'6'88888 w,_ _ w W y N N v �vvvvvvvvvvvvFEVI vv—_ �� 000 nrQ otmt y y% y y% 0 y y. y o y o y a 6 l�0 l` N N N l0 l0 y o= w w 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 `o w y� � � �° �«. b b 06_0 Q C C C C C C C C C C O yJ 'eeee E)�eeeeE)eee:.1'00 i$8 °u coi S t4� Q co )iaa a a 0rn a moo ,2F- vv L.C t -C L L L Z.C L L L L L L L g W 4.2. r 2.2, = A v v O ? 0 0 0 00000u0000000000uc000000000Uoax3- aa`a`a` 000d<0002-120 ~ S S W000En W g Q W j ZOWW O y W 0 o> Sgg0aC4(O00 00 WCwu-o Yiuxtnc M tOmaD W t0 Cc W W mmaO Cc CD CD 0)0) NON Q a p Q aaQ y a p y p }a Naa a N y N p Np N NQ Q N Q N a N N C')Q W CCO l thc56t+)Ci6t+)ththMMth6t+)h.-tf�RRN)Rt' C' ��f' R6 doodoodd000006' ddto�rtM� ' O66 M M M co M M M elm or) co M O) a M O O N @ N N N N N N N N N N N N N N N f4 N N N N N N N N N N O N N 0000000000000000000000000000000 90 CO CO C C MMW )MCO N () 171C? r 0r0 rr rrr N N N O O O GENERAL FUND SUMMARY OF REVENUE o- Z CO r Q la Z U W Jy. • t u. 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N O CO N N O (� a a (OD 0C CO N CD CD N(0CD0 N -ON -00) V NCON-co(ON CO03 0)V V NCO0 -O V 0N O N O CO O)(0 C(O0 CO CD VO) 0OLL')O�0) V 0)00 N V CCI0)CV O)r (OOO)1 (0C) u0') I0 COON- �N N V mt00 of C') IO r (O N- O r C D 0 NI e N- M N N V r N EE a) z H o cO -w o > c C`0 ,Ill 73 ° O c c c> l m 2 d c E H O �. 0 LL El rn }'6 0 , y = E 0 Q O d c O co W U. y - d O O cc y- c m 0 lV 0 d 15 pi E O O J U 0$ a o c 'E = CO m U d 0 3 c -43 a J Jt a o f ErE= y E P._ m m,nQ m c E a H'o)E Ea, E O O Ea.5 c t E 130 MCO)00-I.-Y00wo0000-MOS<<aI- O r N 0 0 O N C0O 0-0 0 0 0 0 0 0 (O 0 N0 0 CO r N N VNr O) 00) 00) C) ff 91919491949191949191949194949194C 000000000000000000 9-5 Y c CO 1ZU Yz 8 d o-= O 0 0 m -r m c -0 .$ n H a) i( a) ._ O n CD w>QI- - o OO 0 0 N D) C? c? 0000 GENERAL FUND EXPENDITURES J W CLOS ZOO) LL m r 0 W 0 2 W30 - 'CC0 r W LU W CO O) 12 w al 0 W W Y 2 • Z �JL F_ ix- W ✓ AY JAt W Y O U0' ▪ -LE a- 0 ZZ U- LL W R' D r 0 Z W a X LU Om O D -a o 0 a c0 0 10 0 0 0 CO N o(0 r0 OO O)1�C) 0 N O U) CO T r 0 N LO 0 CO 0 CO 0 CO CO 1- O O 00) CO DD rt n 0 V r 0 0 0 O 0 r a0 N CO ▪ 0 r 0 CO 0 U) 0 CO CO 0 0 0 CO C) co CO r CO CO (00 r -O 0 Or roeco " co N C; 00 0 N -▪ (O Or 0 C0OO N � r N O CO 00 00 ✓ SsiU) 00 (0(00 ✓ O co (00 (O N N (O CO r V CO o o 9 C) o U o voo 00 0 N 03 0 01 0 CO 0 PO CO O 0 ON V l'.. CO U) O of O N of N U) 0 N 03 N N N pO CUBIT O (01N O) T1' O)r U) I,N O)N r r NU)I)L • N N 0 O OCO et r (f) CO 0)) 0) CO N 0 C)NO0 s N 0 r O N ? N U) U) CO N ✓ C - N D 0 W O NCO 0 N COO O N U) a N 0) CO N r COCON-C') M M U) O CO O r r r N 7 a0V O N 0 N CO V r V 0 0 0 4 w Ix 4 z w E) J W - - CC W -4 �S Z Ix w ✓ _O -0 a (n td_ x a .Ozt U Wco - !nas cJJNEa) d'Y (nj O ;�mW� Cr w VW w N ▪ N O O 0] 0 O. J 0 U0 Z 0) „ 00 0 Z 1 0 E au w« mD U n a U 0 in �a�'94Q00a)aa>o0 D"00 �-C� m a00 0_-2UNwI- 0201- wV) 20=0<1-1- 0 r N O D 0 9 D O D O O0)0)UJ N O N 'NC')O NT "r V 7 19 u? f0 'I' ,c!' W 0 0 0 0 D o 0 0 0 0 0 0 96 Personnel BUDGET UNITESUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office -of the Board -- 01-1011 (1000-10100) DEPARTMENT DESCRIPTION: Statutory head of countygovernment. 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 CountyBoard of Welfare; and Tilling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED'. NEXT FY $ 296,588 $ 278,229 $ 289,3-51 $ 289,351 Services/Supplies 65,823 70,303 68,303 69,503 -Capital/Credits 0 D 0 0 Gross -County Cost 344,052 359,654 357,654 366,091 Revenue 0 D 0 0 Net County Cost $ 344,052 $ 359,654 $ 357,654 $ 366,091 Budget Positions 6 8 8 6 SUMMARY OF CHANGES: Office supplies are up $100, postage and bill service account is down $500, memberships are down $2,000 with the decision -not to join NaCo, meals and travel are up $1,100, and other purchased services, such asEtatenet, are down $700. Total budget is down $2,000. Final budget adjustments include salary increases of $7,237 and mileage increase of $1,200. OBJECTIVES: Board objectives are the strategic -objectives for the entire county. See Strategic Objective Section in Budget Message. 97 Office of the Board --D1-1011 (1000-10100) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT FY PROJECTED NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Only policy change is the Board's decision not to join NaCo for a cost of $2,600. BOARD ACTION: No change. Board decided not to join NaCo. 98 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney -- 01-1012 (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 LAST FY BUDGETED CURRENT FY REQUESTED.. NEXT FY $ 332,121 $ 302,001 $ 317,749 $ 315,953 Services/Supplies Capital/Credits Gross County Cost 36,601 0 338,602 54,679 0 372,428 54,679 0 370,632 39,679 0 371,800 Revenue 95,259 90,000 90,000 90,000 Net County Cost $ 243,343 $ 282,428 $ 280,632 $ 281,800 Budget Positions 7 6 6 6 SUMMARY OF CHANGES: Service and supply total is unchanged from prior year. Dollars were reallocated between line items to reflect expenditure patterns. Restructuring of the clerical function in July of this year reduced personnel costs by $1,796. Final budget adjustments include salary increases of $16,168 and a $15,000 reduction in professional services. 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 of all units of county government in all matters pursuant to Statute and the Weld County Home Rule Charter. 99 COUNTY ATTORNEY -- 01-1012 (1000-10200) (CONTINUED) WORKLOAD .... ACTUAL f.AST FY E I At CURRENT FY iieROJECTella NEXT FY ,< Litigation -Co. Commissioner 35% -35% 35% Social Services - Support and Juvenile 35% 35% 35% Other Departments 25% 25% 25% Bankruptcy Matters 5% 5% 5% FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board reduced professional services account by $15,000 due to lack of need in recent years for outside legal counsel. 100 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee — 01-1013 (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 YSIVECia Y BUDGETE CURRENT FY $4,000 $4,000 Services/Supplies $ 1,102 $ 4,000 Capital/Credits 0 0 0 0 Gross County Cost 1,102 4,000 $4,000 $4,000 Revenue 0 0 0 Net County Cost $1,102 $4,000 $4,000 $4,000 Budget Positions SUMMARY OF CHANGES: No change. Due to the passage of HB 1252 in 1988, Section 38-37- 105(3), CRS, requires all expenses of the office to be paid from the Trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one years operating costs are accumulated. This could take several years in Weld County. Based upon HB 1252, no revenues are budgeted for 1996. However, per Section 38-37-122, CRS, the county must continue to furnish all books, blanks, and stationery for the use of the Public Trustee for a total cost of $4,000. OBJECTIVES: Perform statutory duties as prescribed by CRS 38-37-101 et. seq., 1973. 1O1 PUBLIC TRUSTEE -- 01-1013 (1000-10300) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT F,Y:i;o:.N.EXT,.;F:ropi PROJECTED !. Foreclosures _558 600 600 Releases 8,753 6,500 6,500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37-122. See following page for Public Trustee budget maintained independent of Weld County's budget as a state office. BOARD ACTION: No change. 102 WELD COUNTY PUBLIC TRUSTEE BUDGET -1996 REVENUE: Foreclosure Fees Release Fees Miscellaneous Fees Interest $ 30,-000 115,000 1,500 3.000 TOTAL REVENUE 1 149,500 EXPENSES: -Advertising Bank Charges Dues and Subscriptions Employment Taxes Employee Benefits Equipment Leases Insurance and Bonds Miscellaneous Expense Office Supplies Postage Professional Fees Recording Rent Salaries Telephone Travel and Conferences TOTAL EXPENSES EXCESS OF REVENUE OVER EXPENSES BEGINNING FUND BALANCE ENDING FUND BALANCE 103 $ 16,100 -950 -650 5,750 1,700 2,050 500 2,000 600 2,000 100 46,000 5,600 62,000 2,200 1.225 5 149.425 $ 75 $ 45.000 $ 45.075 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PI ANNINC; ANT") 7C)NING BUDGET UNIT TITLE AND NUMBER: Planning — 01-1014 (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. ACTUAL LAST FY' $ 282,529 BUDGETED CURRENT. FY $ 306,827 ,EDUESTED, NEXT FY: $ 325,352 $ 402,849 Services/Supplies Capital/Credits Gross County Cost Revenue 64,014 -46,276 300,267 236,364 33,909 - 47,666 293,070 197,484 42,119 -50,049 317,422 221,836 42,119 -50,049 349,919 221,836 Net County Cost Budget Positions $ 63,903 8 $ 95,586 8.5 $ 95,586 9.5 $ 173,083 10.5 SUMMARY OF CHANGES: Budget reflects the reorganization approved in April 1995 with the resignation of the Planning Director. The Planning Director's position was combined with the Director of General Services. In addition a Zoning Inspector was transferred from Building Inspection, and a Current Planner position was added due to work load. Planner positions were also upgraded to better reflect job market conditions for the profession. A net increase of $18,525 in personnel costs resulted. Service and supplies in the area of postage ($2,000), printing ($1,500), professional services ($750), and motor pool ($3,377) were increased due to added staff and activity. Offsetting reduction in service and supply accounts resulted in a net increase of $8,210 in this overall -area. -Charge-backs to Building Inspection due to salary increases resulted in an increase in credits -of $2,283. Revenues for permits are up $24,352 due to anticipated increased activity without any fee increases. Final budget adjustments include salary increases of $14,727. 104 PLANNING -131-1014 (1000-17100) (CONTINUED) OBJECTIVES: 1) Develop and coordinate programs and activities that contribute to the orderly -growth and development of the county;2) Provide recommendations -to ensure land -use applications are consistent with the county's Comprehensive Plan, Zoning Ordinance, -and -Subdivision Ordinance; 3) Provide equitable fee schedules that recover county processing costs for all land -use applications; 4) Minimize the number of zoning violations; 5) Provide information to the -general public on the county's land -use policies, programs, ordinances, and permits. WORKLOAD ACTUAL' LAST EYI ESTIMATE[ CU 21 ENT FY PROJECTED: NEXT FY is Land -use Applications 336 300 300 Public Inquires 12,984 12,000 12,000 Zoning Complaints 171 200 200 Zoning Violation Cases 52 100 100 PINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of budget without any fee increases. BOARD ACTION: On October31, 1995, the Board reorganized Finance and Administration and Planning by moving the Director of General Services/Planning to Director of _General Services/Personnel and reinstating the position of Planning Director. The Long Range Planner position was reclassified to Current Planner I. Net increase to the budget is $62,773. Overall restructure county -wide saved $8,662. 105 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board — 01-1015 (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. $ 55,682 $ 61,351 $ 61,351 $ 59,683 BUD( ................... CURRENT FY Personnel Services/Supplies Capital/Credits Gross County Cost Revenue 9,129 64,811 2,183 14,755 0 76,106 2,000 14,755 0 76,106 2,000 14,755 0 74,438 2,000 Net County Cost $ 62,628 $ 74,106 $ 74,106 $ 72,438 Budget Positions 2.5 2.5 2.5 2.5 SUMMARY OF CHANGES: No change in total budget from prior year. Individual service and supply accounts have been shifted around to reflect expenditure patterns. Final budget adjustments include salary decreases of $1,668. OBJECTIVES: 1) Maintain all records for Board of County Commissioners; 2) Convert all office records to imaging system. 106 CLERK TO THE BOARD-- 01-1015 (1000-10400) (CONTINUED) WORKLOAD AC AL. LAST FY. ESTIMATED CURRENT FY PROJECTEED NEXT f Y ;. Commissioner Meetings 100 100 100 Hearings 90 1O0 100 Liquor Licenses B 5 -5 BOE Hearings 14 100 25 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No charge. 107 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: CI FRK ANC RFCC)RIDFR BUDGET UNIT TITLE -AND -NUMBER: Clerk anti Recorder -- 01-1021 (1000-11160) DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording records, microfilms, processes and provides certified -copies ofall 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. Personnel $ 916,658 REQUESTED NEXT FY $ 965,175 $ 965,175 $ 1,001,706 Services/Supplies -Capital/Credits 229,656 120,837 123,537 122,502 Gross County Cost Revenue -3,245 1,143,068 1754,216 --5,000 1;081,012 1,600,000 0 1,088,712 1,700,000 0 1,124,208 1,700,000 Net County Cost $ -611,148 $ -518,988 $ -611,288 $ -575,792 Budget Positions 37 37 37 37 SUMMARY OF CHANGES: Service and supplies are up $1,665. Increases are $1,600 for travel to take more staff to state association meetings, and $500 for small items of equipment. The increases are offset by a decrease of $333 in memberships and decrease in building and grounds -charges of $100. Revenues from fees are up $100,000, and total $1700,000. All other items are unchanged. Credits of $5,000 from Building Inspections in the Ft. Lupton office were eliminated. Final budget adjustments include salary increases of $36,531. OBJECTIVES: 1) Maintain records in all departments; 2) Provide statutory services to the public -for the office of the Clerk and Recorder. 108 CLERK AND RECORDER ---01-1021 (1000-11100) (CONTINUED) WORKL OAL7 1CTUAL i L.AST FY ESTIMATED CURRENT FY PROJECTED NEXT F? Vehicle Re istration 211,713 215,000 220,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The request was reduced based upon historical expenditure patterns in -memberships, printing, and building and grounds. BOARD ACTION: No change. 109 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections — 01-1025 (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. LAST' 1W $ 177,883 BUDGETED CURRENT t $ 114,879 QUESTED NEXT FY $ 217,355 $ 224,871 Services/Supplies Capital/Credits Gross County Cost Revenue 265,189 D 443,072 45,888 110,988 0 225;867 43,500 340741 0 558,056 30,000 340,701 0 565,572 30,000 Net County Cost $ 397,184 $ 182,367 $ 508,056 $ 515,572 Budget Positions 4 41 4 4 SUMMARY OF CHANGES: 1996 is a Presidential election year requiring three mandated elections. These elections are polling place elections which require an increase in temporary staff and workload. Increased voter registration is expected due to the influx of new residents into the county. Final budget adjustments include salary increases of $7,516. Net county cost is up $328,205 over the current year. OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; and 3) Instruct and assist municipal clerks, school -districts, and special districts in forms and law changes. 110 ELECTIONS -- 01-1025 (1000-11200) (CONTINUED) 66,594 68,000 Registered Voters (1992) Votes Cast (1992) 68,079 55,041 IMATED 53,840 54,400 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Function is a mandated requirement of the county. BOARD ACTION: No change. 111 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TREASURER BUDGET UNIT TITLE AND NUMBER: Treasurer -- 01-1031 (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 LAST FY $ 367,746 BUDGETED CURRENT FY $ 380,936 REQUE: NEXT t $ 336,398 NEXT FY`. $ 335,170 Services/Supplies 103,554 113,693 112,864 111,864 Capital/Credits 0 0 0 0 Gross County Cost 471,300 494,629 449,262 447,034 Revenue 680,603 639,000 635,000 635,000 Net County Cost Budget Positions $ -209,303 12 $ -144,371 12 $ -185,738 10 $ -187,966 10 SUMMARY OF CHANGES: Cost savings pnmarily due to reduction of two positions in mid -1995 for a savings of $44,538 in payroll expenses. Service and supplies are up $1,000 for dues, phones $71, repair and maintenance $300, and training $500. The increases are offset with reductions in motor pool of $2,600. Total decrease for the budget is $45,367. ' Revenues are down $4,000 over 1995 in advertising cost recovery due to less volume of activity. Final budget adjustments include salary increases of $1,228 and increased phone costs of $1,000. 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 retum on funds invested; 3) To maintain rapport with all agencies and all constituents of the county; and 4) To make a maximum effort to collect on bankruptcies. 112 TREASURER --D1-1031 (1000-12100) (CONTINUED) WORKLOAD ACTUAL LAST P t ESTIMATED CURRENT Pt PROJECTE NEXT r' 95,000,000 Tax Collection 91,611,007 334,995,000 Number of tax notices 77,667 80,858 -82,000 Investments as of year end 19,688,495 20,000,000 20,000,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 113 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office — 01-1041 (1000-13100) DEPARTMENT DESCRIPTION: Does the assessment on all properties in Weld County. Is Tesponsible for placing proper value on all real and personal property. Keeps copies of current tax Toll in alphabetical sequence and also by parcel number. RESOURCES:; Personnel AC:' UAL LAST FY $ 1,086,141 BUDGETED CURRENT'FY $ 1,129,503 REQUESTED NEXT FY $ 1,136,043 FINAL NEXT FY=!. $ 1,170,665 Services/Supplies 158,902 169,531 159,831 160,431 Capital/Credits D 0 0 0 Gross County Cost 1,245,043 1,299, 034 1,295,874 1,331,096 Revenue 101,874 39,000 39,000 39,000 Net County Cost Budget Positions $ 1,143,169 36 $ 1,260,034 36 $ 1,256,874 36 $ 1,292,096 -36 SUMMARY OF CHANGES: Service and supplies are down $9,700 with a reduction of $10,000 in professional services for mapping, $2,500 for postage, and $2,000 for travel. These reductions were offset with the transfer of repair and maintenance from the non -departmental budget for $2,300, and an increase of $2,500 for printing. A request to upgrade an Appraiser II to an Appraiser III ($3,929) and an Office Tech IV to a new classification with a ten percent increase ($2,611) has been made. Final budget adjustments include salary increases of $41,162, decreased phone costs of $3,000, and mileage increase of $3,600. OBJECTIVES: 1) To carry out the mandate of the General Assembly to equalize property -value within the county; 2) To finish the modifications of the neighborhoods so that they fit better in the mass appraisal system; and 3) To complete the mass appraisal of property in the county in a manner that contributes to the concept of equalization and is not disruptive to county govemment. 114 ASSESSOR -- 01-1041 (1000-13100) (CONTINUED) Inspect Parcels (real and personal) Verify Sales 7,100 1,200 ,TINA'! £D CURRENT FY 7,100 200 PROJECTED 7,100 1,200 Building Permits 1,000 1,100 1,100 FINANCE/ADMINISTRATION RECOMMENDATION: Reclassifications are a policy issue and not included in the recommended budget. The upgrade of the Appraiser II to III is requested because of long-time staff able to fulfill the function. (Policy issue.) Upgrade of Office Tech IV to Appraiser II appears justified based upon assigned duties. Incumbent was formerly Appraiser II. BOARD ACTION: No change. Board did raise the mileage reimbursement from 250 to 270 per mile for all county employees at the request of the Assessor's office. Board denied reclassification requests. Office Tech IV position resigned prior to budget hearings, making issue moot. 115 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: BUII DINGS AND GROUNDS DEPARTMFNT BUDGET UNIT TITLE AND NUMBER: Maintenance of Buildings/Plant — 01-1061 (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, and Weld Business Park Administrative Buildings. TUAL ST FY $ 884,738 .......................................... BUDGETED !. CURRENT FY $ 924,550 $ 924,550 $ 877,916 Services/Supplies 1,036,817 1,027,181 1,129,638 1,127,638 Capital/Credits Gross County Cost Revenue - 231,740 1,689,815 131,721 -275,214 1,676,517 61,000 - 227,500 1,826,688 146,500 - 227,500 1,778,054 146,500 Net County Cost $ 1,558,094 $ 1,615,517 $ 1,680,188 $ 1,631,554 -Budget Positions 34 32 32 31 SUMMARY OF CHANGES: Supplies have increased approximately 5% due to inflationary cost trends for the various supplies and historical utilization for a total of $50,600. Due to rate increases electrical costs are up $34,590, gas costs are up $20,020, and water $2,017. Other service accounts are down $4,770. Chargebacks are $227,500 and revenues are up to $146,500. Final budget adjustments include salary increases of $57,453 and decreased phone costs of $2;000. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; 2) Complete -all capital projects approved by the Board. 116 MAINTENANCE OF BUILDINGS/ PLANT -- 01-1061 (1000-17200) (CONTINUED) WORKLOAD ACTUAI LAST FY ESTIMATED CURRENT FY I ROJECTED NEXT FYI Administration (2) 4,176 hrs 4,176 hrs 4,176 hrs Security (4) 8,352 hrs 8,352 hrs 8,352 hrs Maintenance (work orders) 5,448 5,750 6,000 Custodial (sq. ft.) 259,576 264,076 264,076 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are primarily attributable to inflationary trends. No funds are included for new jail in 1996. BOARD ACTION: With the reorganization of Finance and Administration and Planning on October 31, 1995, the Director of General Services/Planning was transferred to the Personnel budget -as the Director of General Services/Personnel, which reduced costs to this budget unit by $104,087. 117 Personnel BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: COUNTY COUNCII -BUDGET UNIT TITLE AND NUMBER: County Council -- 01-1110 (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 LAST FY $ 7,919 BUDGETED CURRENT FY $ 11,015 REQUESTED NEXT FY $ 11,015 $ 11,179 NEXT FY Services/Supplies Capital/Credits Gross County Cost Revenue 2,219 10,138 D 9,732 0 20,747 0 13,525 0 24,540 0 9,732 D 20,911 0 Net County Cost Budget Positions $ 10,138 1 $ 20,747 1 $ 24,540 1 $ 20,911 1 SUMMARY OF CHANGES: Ten more hours per month secretarial help requested due to the Council's increased outreach to citizens of Weld County that requires additional staff time. Office supply increased $50 due to new expense of computer cartridges and need for stationery. Communications increased $100 reflecting postage increase and increase in Council's communication with County residents. Printing charge increased $25 due to need for stationery to be printed. Phone charges increased $70 as three Council members work outside of the local calling area. Professional services increased $3,148 to reflect more accurately the cost of such services. Travel and meetings increased $400. Final budget adjustments include salary increases of $164. 118 COUNTY COUNCIL -- 01-1110 (1000-14100) (CONTINUED) OBJECTIVES: 1) Comply with various Home Rule Charter -outlined responsibilities, responding to situations as they arise; 2) Performance audits of county departments as determined to be necessary; 3) Investigate policies and procedures of county govemment and make reports to the people of Weld County of the findings by County Council; and 4) Increase accessibility to Weld County citizens by continuing to conduct Council business during regularly scheduled meetings in outlying communities; encourage opportunities for dialogue with County residents; sponsoring perpetual open houses. WORKLOAD ACTUAL,,„. LAST F`l ]i'AVIM4TEVI CURRENT FY PROJECTED NEXT FY Performance Audits 0 0 1 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Requested increase in hours appears to be able to be accommodated within existing funding level. In the event there are not adequate funds in 1996 a supplemental appropriation can be made. Only 72% of salary amount was spent last year. BOARD ACTION: Board reduced professional services for audits by $3,793 to hold the budget for 1996 the same as 1995, except for salary adjustments of $164. Board will consider supplemental budget request if the need arises for more funds to do a performance audit in 1996. 119 V A0 4 . .. ...,1 W e., ♦1 ... ,., g4 A. 114 t, ad ct P4 44ee V il cu W As a W 5 E'S 4 .i-', u O O O co 0 CD 0 O N 120 co a> m F— •District Attorney O 988 1989 1990 CO T CO 0) T U, CO C) T A z rn x C4 4tt rn z cr4 E—i Cumulative Percent Increase: District Attorney Local Costs Mir 0 N r 0 O O co 0 co O Tr 0 N 121 co a) x ca H I •D.A. Local co a a T 10 a a T d - a a r Co CD a a CD T T a CD r 0 rn rn CO CD T CO CO rn N CO rn T CO CO a T LO CO a) Personnel $ 1,188,388 BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: DISTRICT ATTORNFY BUDGET UNIT TITLE AND NUMBER: District Attorney -- 01-1123 (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. ETED. CURRENT FY $ 1,323,743 $ 1,327,655 FINAL NEXT FY $ 1,387,970 Services/Supplies Capital/Credits Gross County Cost Revenue 120,811 0 1,309,199 127,777 D 1,451, 520 136,377 0 1,464,032 136,377 0 1,524,347 64,555 60,000 59,000 59,000 Net County Cost $ 1,244,644 $ 1,391,520 1,405,032 $ 1,465,347 Budget Positions 28 30 30 30 SUMMARY OF CHANGES: Recommended budget has increased $7,600. The increases are in office supplies ($1,000), operating supplies ($1,000), motor pool ($1,000), and transfer of repair and maintenance costs from non -departmental ($4,600). A request for an increase in travel of $1,000 is not recommended based upon historical use and need. Also, the upgrade of the Office Manager position for $3,912 is not recommended. DA has also requested an imaging system for record storage. A request to replace seven cellular phones due to age (four years old) has been requested but not recommended. Final budget adjustments include salary increases of $64,227 and an increase in travel of $1,000. OBJECTIVES: Prosecute cases as indicated below in workload measure. 122 DISTRICT ATTORNEY -- 01-1123 (1000-15100) (CONTINUED) tORKLt AD ACTUAL! I..A' T FY ESTIMATED CURRENT 1Y 1200 PROJECTED NEXT C 1200 File Juvenile Cases 666 Investigate Check Cases 2,792 3,000 2,800 Consumer/Criminal Complaint 74 65 68 County Court Trials 100 100 100 District Court Trials 30 50 55 Prosecute District and County Cases 16,000 16,000 16,000 FINANCE/ADMINISTRATION RECOMMENDATION: Increases in service and supplies appear to be justified based upon need and historical expenditure patterns. The upgrade of the Office Manager position requested the last several years is not recommended again this year for the same reasons, and based upon the Board's stated position of not creating a classification above the Office Manager level. It is recommended that SCT be directed to do a study to accommodate the future imaging needs of the DA in 1996 to be funded in the 1997 computer services work plan. Phones that are still working do not appear to be justified economically for replacement by display pagers and/or new phones. Policy issue. BOARD ACTION: Board denied replacement of cellular phones, but granted a $1,000 increase in travel. Upgrade of Office Manager position was denied. Board and District Attorney concurred on recommended approach to imaging. 123 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: f1ISTRIf:T ATTORNFY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 01-1175 (1000-15700) DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. Counseling component provides intense supervision, counseling & other services to juvenile offenders who would otherwise be prosecuted Through the Courts. ACTUAL tASTTrein $ 181,563 BUDGETED CURRENT FY $ 168,505 $ 194,324 FINAL NEXT FY $ 203,128 Services/Supplies Capital/Credits Gross County Cost Revenue 22,185 0 203,748 48,570 14,892 0 183,397 49,829 14,892 0 209,216 52,364 14,892 0 218,020 52,364 Net County Cost Budget Positions $ 155,178 5 $ 133,568 5 $ 156,852 7 $ 165,656 7 SUMMARY OF CHANGES: Increase reflects an additional counselor funded via the state juvenile diversion program. Final budget adjustments include salary increases of $8,804. OBJECTIVES: To provide a community based alternative to the formal court system for juveniles who have been taken into custody more than once for misdemeanor offenses or once for a felony, and therefore, would likely result in a juvenile filing. In addition, to provide shoplifting and adolescent groups to first-time offenders and Parent Orientation Groups for parents of juveniles participating in the program. 124 JUVENILE DIVERSION -- 01-1125 (1000-15200) (CONTINUED) Provide counseling and supervision to state -criteria juvenile offenders Collect restitution payments from juvenile offenders and disburse to victims of their crimes 192 10,000 ESTIMATED CURRENT FY 205 10,000 PROJECTED. NEXT FY 185 8,000 Supervise juvenile offenders in serving hours of assigned community service 2,000 1,000 1,000 Reduce short-term recidivism 12% 15% 15% FINANCEIADMINISTRATION RECOMMENDATION: Recommend approval with the condition that continuation of the position is contingent upon the state continuing to fund the grant to support the cost. BOARD ACTION: No change. 125 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTfRNFY BUDGET UNIT TITLE AND NUMBER: Victim Assistance -- 01-1126 (1000-15$00) DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims of Crime Act and Victim Assistance Law Enforcement. ACTUAL LAST FY $ 111,945 BUDGETED CURRENT FY $ 115,756 REQUESTEE NEXT FY $ 127,704 $ 133,494 Services/Supplies Capital/Credits Gross County Cost Revenue 327,360 0 439,305 395,728 19,418 0 135,174 69,542 19,418 0 147,122 80,995 19,418 9 152,912 85,780 Net County Cost Budget Positions $ 43,577 3.5 $ 65,632 4.5 $ 66,127 5.0 $ 67,132 5.0 SUMMARY OF CHANGES: Budget reflects the addition of a .5 FTE funded by the VALE Board administrative funds. Revenue is up accordingly by $16,238. In the event the VALE funding is not approved or ends, position would have to be reduced to correspond to funding loss. Other accounts remain unchanged. Final budget adjustments include salary increases of $5,790 and revenues from the State are up an additional $4,785. OBJECTIVES: 1) To investigate and prepare victim applications for the victim compensation board; 2)To advise and coordinate activities for the VALE board; 3) To prepare victim impact statements; 4) To advocate for, counsel and provide referral services for victims of crime; and 5) To keep victims appraised of case status. 126 VICTIM ASSISTANCE -- 01-1126 (1000-15300) (CONTINUED) Provide counseling services to crime victims WORKLOAD 3,400 ESTIMATED CURRENT FY 3,000 PROJECT 1, NEXT FY 3,000 Process applications for victim compensation Advocate for victims of domestic violence 625 520 500 520 500 500 Use volunteers in program 1,500 1,500 1,500 FINANCE/ADMINISTRATION RECOMMENDATION: Historically the county is committed to fund only one clerical and one counselor position. If funding is eliminated by VALE or VOCAL sources positions would have to be reduced accordingly. BOARD ACTION: No change. 127 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 01-1151 (1000-16100) DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of County Commissioners. RESQL).RCES Personnel ACTUAL BUDGETED LAST FY CURRENT FY $ 156,219 $ 161,849 REQUESTED FINAL tIEXXT F'YJ]:::NExiTYflim $ 161,849 $ 174,678 Services/Supplies Capital/Credits 51,634 0 5,916 0 5,916 0 5,916 0 Gross County Cost 207,853 $ 167,765 $ 167,765 $ 180,594 Revenue 0 0 0 0 Net County Cost 207,853 $ 167,765 $ 167,765 $ 180,594 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No change from last year. Final budget adjustments include salary increases of $12,830. OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in CAPP Insurance Pool; 3) Obtain Award for GFOA Distinguished Budget Presentation; 4) Implement new Banner budget system; and 5) Develop budget strategy to allow county to deal with FY 1997. 128 FINANCE AND ADMINISTRATION -- 01-1151 (1000-16100) (CONTINUED) WORKLOAD ACTUAL LASTLY ESTIMATED CURRENT Y PROJECTED NEXT FY .05 FTE Insurance .05 FTE .05 FTE Budget .50 FTE .50 FTE .50 FTE General Administration .25 FTE .25 FTE .25 FTE Supervision of Administrative function .45 FTE .45 FTE .45 FTE Clerk to Board .75 FTE .75 FTE .75 FTE FINANCE/ADMINISTFtATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 129 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMFNT BUDGET UNIT TITLE AND NUMBER: Accounting -- 01-1152 (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. FUAL atASTgetiti $ 234,870 CETED CURRENT FY; $ 217,744 $ 217,744 $ 263,943 Services/Supplies 129,649 22,501 22,601 22,101 Capital/Credits Gross County Cost 0 364,519 0 240,245 0 240,345 0 286,044 Revenue 0 0 0 0 Net County Cost $ 364,519 $ 240,245 $ 240,345 $ 286,044 Budget Positions 7 6 6 7 SUMMARY OF CHANGES: Repair and maintenance expenses are up $100 for the shift of maintenance cost to the individual departments. Internally $260 have been shifted from office supplies to postage. Final budget adjustments include salary increases of $15,701. OBJECTIVES: 1) Process vendor payments expediently; 2) Maintain and monitor general ledger to ensure proper recording of items; and 3) Retain GFOA Certificate of Excellence. 130 ACCOUNTING -- 01-1152 (1000-16200) (CONTINUED) RKLOAD ACTUAL :<LAST FY ESTIMATED CURRENT FY PROJECTED' NEXT FY Process semi-monthly payroll 150 150 150 Warrant transactions 110,943 112,000 114,500 Non -warrant transactions 125,017 127,500 130,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: With the reorganization of Finance and Administration and Planning approved by the Board on October 31, 1995, the payroll function was transferred from Personnel to Accounting. An Office Tech IV was transferred from Personnel to Accounting ($27,213) and an Accountant I was reclassified to Accountant II ($3,285). Supply accounts of $1,975 were increased for payroll -related costs. 131 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PURCHASING BUDGET UNIT TITLE AND NUMBER: Purchasing -- 01-1153 (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. Personnel $ 59,397 ACTUAL LAST FY iBUDGE.TED CURRENT FY $ 62,765 $ 62,765 $ 65,607 4UE NEXT FY Services/Supplies 4,565 8,557 7,444 7,444 Capital/Credits 0 0 0 0 Gross County Cost 63,962 71,322 70,209 73,051 Revenue 0 0 0 0 Net County Cost $ 63,962 $ 71,322 $ 70,209 $ 73,051 Budget Positions 3 2 2 2 SUMMARY OF CHANGES: Based upon utilization reductions were made in office supplies ($100), postage ($563), printing ($250), and memberships ($200) for a total reduction of $1,113. Final budget adjustments include salary increases of $2,842. 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; 3) Provide feedback to user departments; 6) To limit and provide data to departments and Board regarding unauthorized purchases; and 7) Install new computerized Purchasing system. 132 PURCHASING -- 01-1153 (1000-16300) (CONTINUED) .4,6 . ^ AD ... A:., AL :LAST FY iliggim4TE0gi CURRENT Pira imcv.actg,:PROJECTED giltgexTrim Normal PO's and After -the -fact 4,967 5,000 5,000 Sole Source PO's 612 600 600 State Bids 511 520 520 PO's under $5,000 1,387 1,300 1,300 PO's over $5,000 598 600 600 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 133 Personnel $ 180,845 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PERSONNEL BUDGET UNIT TITLE AND NUMBER: Personnel -- 01-1154 (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. BUDGETED CURRENT FY $ 203,089 VESTED NEXT FY $ 203,089 NEXT FY', $ 204,418 Services/Supplies Capital/Credits Gross County Cost 223,252 0 404,097 26,536 0 229,625 28,911 0 232,000 26,936 0 231,354 Revenue 0 0 0 0 Net County Cost $ 404,097 $ 229,625 $ 232,000 $ 231,354 Budget Positions 3 5 5 4 SUMMARY OF CHANGES: Advertising is up $700 due to activity and price increases. Final budget adjustments include salary increases of $9,135. 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) Responsible for Unemployment, Civil Rights, and grievance hearings; and 7) Process payroll in an efficient manner. 134 PERSONNEL -- 01-1154 (1000-16400) (CONTINUED) WORKLOAD ,- ACTUAL LAST Fat! ESTIMATED CURRENT F r PROJECTED NEXT FY Turnover Rates 0.1239 0.12 0.12 W.C./Liability Claims 385 400 420 Training Sessions 16 46 25 Sheriffs Testing 180 180 250 Employees on Benefits 816 819 825 Number employees on payroll 998 1037 1050 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: With the reorganization of Finance and Administration and Planning approved by the Board of October 31, 1995, the payroll function was transferred from Personnel to Accounting. An Office Tech IV was transferred from Personnel to Accounting ($27,213). Supply accounts of $1,975 were decreased for payroll -related costs. The Director of General Services/Planning was transferred to fill the position of Director of General Services/Personnel for net cost of $19,406. 135 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 01-1191 (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. MS, :WOES Personnel ACTUAL LAST FY $ 18,806 BUDGETED CURRENT FY $ 0 N ESTED EXT FY 0 $ 0 Services/Supplies 2,168, 093 1,348,423 1,489,493 1,495,426 Capital Capital/Credits 628,222 -318,536 393,177 - 186,538 226,569 -161,000 230,636 -171,000 Gross County Cost 2,496,585 1,555,062 1,555,062 1,555,062 Revenue 78,737 45,000 45,000 45,000 Net County Cost $ 2,417,848 $ 1,510,062 $1,510,062 $1,510,062 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Budgeted net county costs remain unchanged for 1996. SCT contract reflects the cost of living adjustment tied to the Denver CPI for a total of $1,411,821. Contracted services include maintenance agreements for software packages acquired by the county ($81,739.) Chargebacks total $171,000 to outside funded departments, plus $45,000 in revenue recovery. Capital for computer hardware primarily for the wide area network (WAN) totals $230,636. OBJECTIVES: By way of contract services through SCT Corporation, to provide timely, reliable, and effective service to county departments in their pursuit of their functions. This includes data processing, word processing, personal computing, and other related office automation projects. 136 IS - COMPUTER SERVICES -- 01-1191 (1000-17300) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATEDPROJECTED CURRENT FY NEXT P1 Help desk calls 9,940 10,176 11,000 Jobs run 21,400 22,000 20,500 System programs maintained 2,250 2,500 2,600 Applications programs maintained 6,790 6,000 5,700 DP user entities 38 39 39 OA user entities 38 36 36 User systems 113 108 104 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and continuation of computer strategy developed in 1993. No revenue is included from the sale of the mainframe and related support equipment in 1996, even though some will be realized. The market is too uncertain to develop an accurate amount for budgeting purposes. Any proceeds are recommended to be appropriated for equipment in future years. BOARD ACTION: No change. Credits from Social Services were increased by $10,000. Equipment was increased by $4,067 and the SCT contract cost -of -living increase was $5,933. 137 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: CAPITAI OUTLAY BUDGET UNIT TITLE AND NUMBER: Capital Outlay -- 01-1945 (1000-17500) DEPARTMENT DESCRIPTION: Central account for capital outlay items. ACTUAL, ..,,LAStrntMg BUDGETED CURRENT FY;i UESTED EXT F'Y $50,000 Services/Supplies Capital/Credits Gross County Cost $ 915,779 915,779 $ 50,000 50,000 $50,000 $50,000 $50,000 Revenue 0 0 0 0 Net County Cost 915,779 $ 50,000 $50,000 $50,000 Budget Positions SUMMARY OF CHANGES: See listing of requested and recommended items. OBJECTIVES: n/a WORKLOAD ACTUAL LAST PY ESTIMATED CURRENT P1 PROJECTED NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend funding level of $50,000. BOARD ACTION: Copier for Clerk and Recorder was eliminated since it had to be purchased in 1995, due to failure of the existing copier in October. 138 CAPITAL OUTLAY REQUESTED RECOMMENDED APPROVED Extension: Livestock Pens $ 9,000 Clerk and Recorder. $ 9,000 $ 9,000 Copier 6,000 6,000 -0- Undesignated: 35.000 35 000 41.000 TOTAL $ 50.000 $ 50.000 $ 50.000 139 Ct O ins U AC 0 W 0 P4 Eml es cf/; El* W � W � 5 O O O O N O co 140 •Sheriffs Office O CD to r r M a) a) r N a) a) r a) a) r O a) a r a) CO a) r CO CO rn r co a co a r U) co a r BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: SUMMARY ALL DEPARTMENTS DEPARTMENT DESCRIPTION: See individual units. RESOURCES iiiACILIAL;.,.,:;•::;fitipetteD LAST FY CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel $ 6,421,181 $ 6,553,189 $ 6,767,178 $ 7,011,645 Services/Supplies 1,868,481 2,036,596 2,101,325 2,110,978 Capital/Credits 63,400 78,800 78,464 78,464 Gross County Cost 8,353,062 8,668,585 8,946,967 9,201,087 Revenue 1,489,328 1,737,582 1,981,113 1,681,113 Net County Cost $ 6,863,734 $ 6,931,003 $ 6,965,854 $ 7,519,974 Budget Positions 172.5 170.75 177 177 SUMMARY OF CHANGES: PERSONNEL - The Sheriffs Office is requesting an increase in the personnel lines in three areas for a total of 6.25 FTE's at a cost of $213,989. Administration is requesting the addition of the .25 position. Last years discussion pointed towards making this a full time position, providing revenue from commissary could off -set the extra .25 position. The department is projecting an increase in this revenue line in excess of $11,000 this year. The Sheriff is also requesting 6 additional positions in the Correctional Administration Budget. Personnel figures were increased to cover the additional cost of adding two Correctional Officer l's, two Correctional Officer II's, one Correctional Officer III and one Alternative Programs Supervisor as outlined in the Personnel Request submitted. These requested changes are in response to the ever increasing jail population. The Personnel costs in the Task Force budget include estimated cost of living increases, as well as an increase in overtime pay allowed by changes in grant guidelines. All these figures are returned through the grant pending approval. 141 SHERIFF'S OFFICE -- SUMMARY (CONTINUED) SUPPLIES/SERVICE - Increases in the Administration budget are mainly in Clothing & Uniform in preparation for a uniform rotation schedule to a less expensive and lower maintenance uniform. A decrease in this line item has occurred in the Operations budget. This is attributed to the shifting of funds from the small items line item to the capital line item to precede back into the depreciation rotation of large items. The Lab had an increase in the Professional Services line related to the cost for the required accreditation inspection. Increases in the Correctional Administration are due to the escalating jail inmate population. This has caused proportional increases in operating supplies, food & milk contracts and the medical contract. The Office of Emergency Management shows minor increases that will be offset by grant funds. Animal Control supplies/service increased by $3,132. This is the result of an increase in the Humane Society contract figures and historical usage due to an overall increase of calls for service. CAPITAL - Increases have occurred in Administration of $1,000 for office furniture, Operations increased significantly because of the shifting of funds from small items to capital items, Correctional Administration capital items were reduced. Overall, we are showing a reduction over 1995 figures by $336. REVENUE - Administration increases of $13,500 are due mostly to Commissary and Sheriffs Fees. Operations revenues from Contracted Services with other municipalities have decreased somewhat due to adjustments made by the municipalities. Property forfeitures are relativity non-existent due to all of our drug seizures going through the Task Force. Revenue is up significantly in the Sheriffs Fees line because of the increase in civil documents processed. Task Force revenue has increased by $7,331 due to the portion of salaries and overtime reimbursed by the grant. Correctional Administration revenues reflect an overall decrease of $79,449. The department has eliminated all revenue associated with municipal holds in anticipation of a mandatory jail inmate cap being placed on the county in the near future. The DOC holds will continue to increase. Office of Emergency Management revenues are proposed to increase by about 5% or $5,000 according to COEM main office. 142 SHERIFF'S OFFICE -- SUMMARY (CONTINUED) OBJECTIVES: See individual budget units. Average daily inmate 263 Jail Bookings 9116 ESTIMATED piicp.ggeNifyq 270 9500 PROJECTED NEXT FY 280 9650 Civil Documents Processed 7800 8000 8200 Patrol Calls for Service 14931 15000 15500 UCR Part I Offenses 1559 1600 1600 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. See individual budget units for details. BOARD ACTION: See individual budget units for details. 143 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff Administration- 01-2110 (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. Personnel $ 413,602 $ 423,224 $ 428,660 $ 466,594 STED • T FY Services/Supplies 136,394 133,641 140,692 140,692 Capital/Credits Gross County Cost Revenue 0 549,996 48,012 0 556,865 42,100 1,000 570,352 55,600 1,000 608,286 55,600 Net County Cost Budget Positions $ 501,984 -26 $ 514,765 11.75 $ 514,752 12 $ 552,686 12 SUMMARY OF CHANGES: Revenues have increased significantly in the areas of Commissary and Sheriffs Fees. The largest increase was due to the privatization of the Jail Commissary. This program is managed through support services for which they receive 10% of all gross sales. The department is projecting $11,683 through December and higher amounts for 1996. This should continue to increase proportionately to the jail population. The Sheriff has requested an increase in personnel with the addition of .25 position. During the 1995 budget process, the Commissioners approved the addition of .75 position to assist with the added duties resulting from the re -organization. The discussion pointed towards making this a full time position providing revenue from the commissary could off -set the extra .25 position. $5,436 is the cost associated to make this Office Tech III a full-time position. The Sheriffs Office is also in the process of replacing out -dated, old uniforms. Over the next few years, it is their intention to replace all jail uniforms with a less costly, lower maintenance uniform. Extra funds have been requested in the Clothing & Uniform line to start this process. Final budget adjustments include salary increases of $37,934. 144 SHERIFF ADMINISTRATION D1-2110 (1000-21100) (CONTINUED) 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 WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT FY PROJECTED; NEXT Applicants Processed 205 250 250 Civil Doc. Processed 7800 8000 8200 Commissa orders rocessed 6640 7000 7500 FINANCE/ADMINISTFtATION RECOMMENDATION: Recommend approval including the additional .25 FTE. BOARD ACTION: No change. Board approved additional .25 FTE. 145 Personnel BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Crime Control and Investigation -- 012111 (1000-21900) DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated area 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. ACTUI LAST FY $2,279,670 BUDGETED i. CURRENT FY $2,302,601 QUESTED . NEXT FY $ 2,302,601 $ 2,376,803 NEXT FY: Services/Supplies Capital/Credits Gross County Cost Revenue 436,277 25,695 2,741,642 197,153 495,650 12,000 2,810,251 209,200 472,981 24,692 2,800,274 201,700 472,981 24,692 2,874,476 201,700 Net County Cost 2,544,489 2,601,051 $ 2,598,574 $ 2,672,776 Budget Positions 55 55.5 55.5 55.5 SUMMARY OF CHANGES: Revenues from Contracted Services with other municipalities have decreased somewhat due to adjustments made by the municipalities. Property forfeitures are relativity non-existent due to all of our drug seizures going through the Task Force. Revenue is up significantly in the Sheriffs Fees line because of the increase in civil documents processed. Budget unit shows a net decrease in revenues of $7,500. Changes in Supplies/Service are based upon historical analysis of expenditures. Small Items have decreased and these funds have been shifted to the Capital line item to bring the yearly depreciation of large items back within the rotational schedule. Postage has increased to deal more effectively with the Community Policing approach in corresponding with the public. Capital items were increased to resume according to scheduled depreciation of large items. Final budget adjustments include salary increases of $74,202. 146 CRIME CONTROL AND INVESTIGATION -- 01-2111 (1000-21200) (CONTINUED) 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 intemally and externally 6. Meet statutory responsibilities of the Sheriff WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT FY PROJECTED NEXT FY Total calls for service 14931 15000 15500 Part I UCR Offenses 1559 1600 1600 Civil documents received 7800 8000 8200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 147 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: Weld County Multi -Jurisdictional Drug Task Force BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 01-2115 (1000-21410) 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. LAST FY $ 140,406 BUDGET ..CURRENT FY!'. $ 163,763 $ 171,094 $ 171,094 Services/Supplies Capital/Credits Gross County Cost Revenue 58,443 0 198,849 131,916 53,541 0 217,304 163,763 53,248 0 224,342 171,094 53,248 0 224,342 171,094 Net County Cost Budget Positions $ 66,933 4 $ 53,541 3.5 $ 53,248 3.5 $ 53,248 3.5 SUMMARY OF CHANGES: This grant functions on federal budget year guidelines. The above "Requested Next FY" reflects the changes for the next approved application with the Department of Justice for FY October 1, 1995, through September 30, 1996. The Personnel line includes estimated cost of living increases as well as an increase in overtime pay allowed by changes in grant guidelines. These are the figures that have been submitted for approval within the grant process. In October of 1993, the Greeley Police Department assumed management of the Weld County Task Force. All salaries paid out of this budget account are reimbursed to the county by the grant, pending approval, through the Greeley Police Department. 148 DRUG TASK FORCE -- 01-2115 (1000-21410) (CONTINUED) OBJECTIVES: 1. Identify drug dealers and habitual users; 2. Prosecute targeted individuals identified; and 3. Establish an exchange of information with other law enforcement agencies. WORKLOAD ACTUAL! !LAST Fit ESTIMATED CURRENT FX PROJECTECI; NEXT FT ' Criminal cases 270 250 250 Drug arrests 123 100 100 Search Warrants 97 85 85 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 149 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forencic Laboratory -- 01-2118 (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 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. LAST FY $ 67,413 BUDGETED.,. CURRENT FY $ 69,630 REQUESTED ',j NEXT FY $ 69,630 $ 72,758 Services/Supplies Capital/Credits Gross County Cost Revenue 9,544 17,672 94,629 27,379 9,823 24,000 103,453 49,328 14,323 24,000 107,953 53,977 14,323 24,000 111,081 53,977 Net County Cost Budget Positions 67,250 1 54,125 1 $ 53,976 1 $ 57,104 SUMMARY OF CHANGES: 1 -Revenues show an increase over 1995 by $4,649. This is a joint operation with the Greeley Police Department. The formula used to calculate their share is based overall on one-half of the operational cost minus the projected revenue. Last years projection on restitution did not live up to expectations and had to be reduced significantly. Service/Supplies had an increase in the Professional Services line. This, for the most part, was the result of a required accreditation inspection and totalled $4,000. Capital Equipment remained the same to cover the Lease/Purchase of the GC/MSD equipment used to analyze evidence. Final budget adjustments include salary increases of $3,128. 150 REGIONAL FORENSIC LABORATORY 01-2118 (1000-21260) (CONTINUED) OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs of submitting agencies; and, 2) Maintain ASCLD Laboratory certification. ORKLOAD ACTUAL' LAST Flt ESTIMATED CURRENT FY PROJECTED NEXT FY Drug Items Per Year 384 450 500 Arson Items Per Year 19 60 60 Paint Items Per Year 28 20 20 Analysis Hours Per Year 1038 1100 1200 FINANCEIADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 151 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICF BUDGET UNIT TITLE AND NUMBER: Corrertional Administration -- 01-2310 (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. $ 3,450,140 Personnel ET CURRENT FY $ 3,520,354 UESTED NEXT FY $ 3,721,576 $ 3,847,414 Services/Supplies Capital/Credits Gross County Cost Revenue Net County Cost Budget Positions 1,140,847 17,533 4,608,520 1,019,211 3,589,309 84 1,264,238 42,800 4,827,392 1,240,691 3,586,701 96.5 1,333,446 28,772 5,083,794 1,461,242 $ 3,622,552 102.5 1,339,686 28,772 5,215,872 1,161,242 $ 4,054,630 102.5 SUMMARY OF CHANGES: Revenues reflect an overall increase of $220,551. All revenue associated with municipal holds has been eliminated in anticipation of a mandatory jail inmate cap being placed on the jail in the near future. The DOC holds will continue to increase and the department is projecting increases in this area. Personnel figures were increased to cover the additional cost of adding two Correction Officer l's, two Correctional Officer II's, one Correction Officer III and one Alternative Programs Supervisor as outlined in the Personnel Request submitted. Total cost is $201,222. Supplies/Service increases of $69,208 are caused by the escalating jail inmate population. This has caused proportional increases in operating supplies, food and milk contracts, and the medical contract. Capital Outlay is showing a reduction of $14,028 over the 1995 approved budget. Final budget adjustments include salary increases of $125,838 and increased professional services for the magistrate of $6,240. 152 CORRECTIONAL ADMINISTRATION --D1-231-0 (1_01)0 44420) (CONTINUED) OBJECTIVES: 1. Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and affective manner. 2. Identify and implement Jail alternatives to prolong the useful life of the proposed facility. Average daily population 263 �RKLOAD 3TIMATEt3 RRENT FY 270 DULIMIII. a -..- Average daily DOC population 48 75 335 Work Release population -32 34 36 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Additional staff and service and supply costs are essential based upon the jail population increases. DOC revenue -offsets the majority of the increases. BOARD ACTION: Board approved increasing the hourly rate of the jail magistrate from $35 to $45 Tier hour. Total cost is $6,240. Board approved the additional positions requested. DOC revenue was reduced $300,000 due to lower-DOC utilization of the jail. 153 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF BUDGET UNIT TITLE AND NUMBER Of ce of Emerges anaaQ DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of either natural or other disaster on county, state, and federal level. Coordinates emergency response exercises for participants to evaluate effectiveness and improvements. ACTUAL LAST FY $ 39,731 BUDGET__ CURRENT F`Y i! $ 41,374 QUESTED NEXT iFY $ 41,374 $ 43,264 Services/Supplies Capital/Credits Gross County Cost Revenue 32,176 2,500 74,407 65,657 31,398 0 72,772 32,500 35,148 0 76,522 37,500 33,561 0 76,825 37,500 Net County Cost $ 8,750 $ 40,272 $ 39,022 $ 39,325 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Revenues are proposed to increase by about 15% or $5,000 according to COEM Office. Supplies/Services have increases in two areas to cover projected cost . These costs of $3,750 will be reimbursed through the grant -for costs associated with training and supplies. Final budget adjustments include salary increases of $1,890 and decreased phone costs of $1,587. 154 OFFICE OF EMERGENCY MANAGEMENT -- 01-2910 (1000-26200) (CONTINUED) OBJECTIVES: Comply with state and federal EMA programs. # Plans Completed LOAD 3 Public Education # classes 32 ES IMATED CURRENT EY 2 10 2 15 # of Incidents 91 100 110 Exercises 13 5 6 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 155 Calls for service 1483 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: County -Wide Animal Control -- 01-2980 (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 LAST FY ETED :UI2l NT fl $ 30,219 $ 32,243 RE US NEXT $ 33,718 $ 32,243 Services/Supplies Capital/Credits Gross County Cost Revenue 54,800 0 85,019 0 48,305 0 80,548 0 51,487 0 83,730 0 56,487 0 90,205 0 Net County Cost Budget Positions 85,019 1 80,548 1.5 $ 83,730 1.5 $ 90,205 1.5 SUMMARY OF CHANGES: Supplies/Service increases are the result of a higher activity load in calls for service. Cellular usage is based on historical data. The Weld County Humane Society has increased our contract for 1996 based on projections from this year's usage by $1,446. Final budget adjustments include salary increases of $1,475 and increased phone costs of $5,000. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. ESTIMATED CURRENT FY 2208 PROJECTED NEXT FY 2363 Revenue $1,325.00 $1,560.00 • $1,669.00 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 156 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County -wide Communications -- 01-2150 (1000-22100) DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 19 fire departments, 2 rescue/ambulance departments, plus local govemment including public works. Personnel $ 0 $ 0 LAST FY URRENT FY 2UESTED EXT FY FINAL NEXT FY 0 0 Services/Supplies 559,435 576,560 608,269 608,269 Capital/Credits 0 0 0 Gross County Cost 559,435 576,560 608,269 608,269 Revenue 52,313 53,000 48,000 48,000 Net County Cost $ 507,122 523,560 $ 560,269 $ 560,269 Budget Positions 0 0 0 0 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 Communication Center, criminal records management, and criminal justice information center. Details of the total cost of the contract are as follows: 157 COUNTY -WIDE COMMUNICATIONS -- 01-2150 (1000-22100) (CONTINUED) .5 Services Sergeant 1.0 Upgrade Police Lieutenant to Captain 1.0 Upgrade Computer System Manager 1.0 Computer System Analyst 1.0 Systems Administrator I 11.5 Dispatchers at PD 4.75 Data Entry Clerks Radio Maintenance Computer Maintenance Radio Enhancements Tower Rental Utilities Computer Enhancements TOTAL COST TOTAL WCRCC $ 29,703 $ 29,703 CJIS $ 0 15,642 15,642 0 10,578 0 10,578 49,336 0 49,336 37,068 0 37,068 403,507 403,507 0 161,754 0 161,754 92,000 92,000 0 115,058 0 115,058 20,000 20,000 0 18,600 18,600 0 5,000 5,000 0 100.000 0 100.000 $1.058.246 $ 584.452 $ 473.794 The County receives any cost reimbursement from user agencies for radio repair ($20,000) and reimbursement for AirLife services ($28,000) for a net cost of $536,452. Of the above costs, the $1,058,246 contract will be allocated $584,452 to the Weld County Regional Communication Center and $473,794 to the Criminal Justice Information System. Included as an enhancement to the computer system is $100,000 via Tiburon. Phone costs of $23,817 are included in the budget outside of the contract. OBJECTIVES: 1) Perform emergency service and dispatching for 41 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; and 4) Operate and maintain the E-911 emergency telephone system. 158 COUNTY -WIDE COMMUNICATIONS -- 01-2150 (1000-22100) (CONTINUED) .... (LOAD ACTUAL LAST F:.ti' ESTIMATED CURRENT FY PROJECT NEXT cif Calls for service -Ambulance 38,432 38,900 40,000 Calls for service -Fire 33.897 34,000 34,500 Calls for service -Police 290,654 292,000 295,000 Calls for service -Sheriff 227,847 230,000 240,000 Primary agencies dispatched 43 43 43 * NOTE: Does not include City of Greeley calls. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 159 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: r.nmmimir. tinn System Development —01-2151(1000-22200) DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide communications system. ACTUAL LAST FY FETED CURRENT FY • • :REC N VESTED EXT.FY $ 0 Services/Supplies $ 0 $ 0 $ 0 Capital/Credits 155,907 0 111,495 111,495 Gross County Cost 155,907 0 111,495 111,495 Revenue 75,000 0 0 0 Net County Cost $ 80,907 $ 0 $ 111,495 $ 111,495 Budget Positions SUMMARY OF CHANGES: In conjunction with E911 and Energy Impact funds this allows for tower enhancements, backup site development and completion of the 800 MHZ development. OBJECTIVES: To enhance the existing regional communications radio system until it provides satisfactory county wide coverage. WORKLOAD ACTUAL LAST FY ESTIMATED CURRt NT FY PROJECTED NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 160 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: F-911 Administration -- 01-2152 (1000-22300) DEPARTMENT DESCRIPTION: Administration of Countywide E-911 system. ACTUAL LAST ETU" CURRENT F" RE UESTEt NEXT FY $ 700 Services/Supplies $ 400 $ 700 Capital/Credits 0 0 0 Gross County Cost 400 700 700 Revenue 0 0 0 Net County Cost 400 $ 700 Budget Positions $ 700 SUMMARY OF CHANGES: Based upon utilization of meals for meetings for the E911 Board, an increase of $300 is recommended. OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop and maintain E-911 emergency telephone system. ;WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT FY PROJECTED NEXT FY n/a - FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 161 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal .Iuctir.P Infnrmatinn System -01-2153 (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. LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY $ 473,794 $ 473,794 Services/Supplies Capital/Credits $ 859,603 0 $ 468,094 150,000 0 0 Gross County Cost 859,603 618,094 473,794 473,794 Revenue 0 0 0 0 Net County Cost $ 859,603 $ 618,094 $ 473,794 $ 473,794 Budget Positions SUMMARY OF CHANGES: See Communication budget unit for details of the consolidation of the communications dispatch center and criminal records system with the City of Greeley. This budget unit includes $373,794 operational costs for the maintenance of the information and records system with the City of Greeley. $100,000 is included in the contract for enhancements to the Criminal Justice Information System. 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. WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT FY i] PROJECTED . NEXT' FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 162 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner -- 01-2180 (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. AGTU! LAST" FY $ 24,840 UDGETED CURRENT FY $ 70,884 REQUESTED; $ 78,875 $ 66,810 Services/Supplies 141,171 91,474 97,162 96,162 Capital/Credits 0 0 0 0 Gross County Cost 166,011 162,358 176,037 162,972 Revenue 115 750 100 100 Net County Cost 165,896 161,608 $ 175,937 $ 162,872 Budget Positions 1 2 2.5 2 SUMMARY OF CHANGES: Budget request includes a .5 FTE clerical position that is not included in the recommended budget at a cost of $7,991. Services and supplies are up $5,688 with increases in small equipment ($500), clothing/blankets ($150), postage ($40), travel ($500), motor pool ($1,000), and professional services ($3,498). Travel is for more training to get deputies certified. Professional services covers a 5% increase in autopsy fees. Revenues are down to $100, based upon receipt history. Final budget adjustments include salary decreases of $4,074 and decreased phone costs of $1,000. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. 163 CORONER -- 01-2180 (1000-23200) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT Y PROJECTED NEXT FY r Death Caseload 502 530 530 FINANCE/ADMINISTRATION RECOMMENDATION: Clerical .5 FTE is not recommended. The issue is a service level issue of having a clerical position in the office half-time. The arrangement with Personnel seems to work with few inquiries when the Coroner's Office is closed. One FTE exists for deputies, plus the voters approved the change to a full-time Coroner in 1994, providing more staff support than ever before in the office. Prior to 1990 a part time Coroner and a half-time deputy provided the historical service level. That service level has doubled in the last five years. The option of using the one FTE for deputy staffing for some clerical support exists for the Coroner, similar to what was done in the last Coroner's administration. Expanded service level is a policy issue. Service and supply increases are recommended. BOARD ACTION: Board denied the additional position request and encouraged the Coroner to seek volunteers if possible to fill the expanded service requirements. 164 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 01-2320 (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 tLot eligible for probation from state penal facilities to community programs. Operates under the Board of County Commissioners with some delegated authority to the Community Corrections Board. ACTUAL LAST FY BUDGETED CURRENT FY • REQUESTED ,E NEXT F? $ 25,200 $ 27,177 $ 33,000 $ 25,200 Services/Supplies Capital/Credits 1,888,764 104 1,711,127 0 1,780,485 7,000 1,780,485 7,000 Gross County Cost Revenue 1,916,045 1,916,114 1,744,127 1,744,127 1,812,685 1,812,685 1,812,685 1,812,685 Net County Cost - 69 0 0 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: All bed allocations remain the same. Per diem for residential beds in the Restitution Center have increased to $32.38, and $47.64 in the Residential Treatment Center. Thus, overall budget and revenues are up $68,558, resulting in no net county cost. The one budgeted position has been reclassified from Administrator to Administrative Assistant for a savings of $7,800 annually. $7,000 is included in capital costs for a copier, fax machine, and shredder due to volume of confidential data prepared for the Community Correction Board members for review of information for determination of client participation. 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. 165 COMMUNITY CORRECTIONS -- 01-2320 (1000-24200) (CONTINUED) WORK OAD ACTUAi LAST' FY ESTIMATED CURRENT' FY PROJECTED NEXT FY Client days 59,780 60,000 60,225 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. After discussions with the new administrative assistant in the department the only capital item needed is the fax machine. The copier is not justified with the use of outside printing, and the shredding can be done with the existing county shredder. BOARD ACTION: No change. 166 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC SFRVICF -- DUI d3UDGET UNIT TITLE AND NUMBER: Useful Public Service -- 01-2340 (1000-24300) DEPARTMENT DESCRIPTION: Program provides an alternative to jail for first time drunk driving offenders by requiring court sentenced hours of useful public service. Most county and some district court referrals are sentenced to useful public service. Beginning in 1989, convicted uninsured drivers have a mandatory useful public service sentence of 40 hours. ACTUAL LAST FY BUDGETED CURRENT FY ........................................ REQUESTED -•;":"q*E*.ti'peilx NEXT FY! $ 113,269 $ 122,077 $ 135,564 $ 135,564 Services/Supplies 39,713 7,361 8,097 8,097 Capital/Credits 0 0 0 0 Gross County Cost 152,982 129,438 143,661 143,661 Revenue 161,453 128,500 144,350 144,350 Net County Cost $ - 8,471 93 $ -689 $ -689 Budget Positions 4.5 4.5 5 5 SUMMARY OF CHANGES: Revenues from DUI fees have increased by $15,850 due to volume of activity to justify the funding of an additional .5 FTE at a cost of $13,487. Service and supplies are up $900 for postage to send out court ordered waming letters to clients that have not complied with their sentencing and travel is up $20. Office supplies are down by $184 for a net increase in service and supplies of $736. OBJECTIVES: 1) Increase efforts to reduce revocations; 2) Increase opportunities of local municipalities to contract with Weld County to provide contract services; 3) Increase Weld County usage of community service for special projects; 4) Develop work site supervisor for juvenile offenders; and 5) Pursue efforts to increase revenues. 167 USEFUL PUBLIC SERVICE -- 01-2340 (1000-24300) (CONTINUED) WORKLOAD iAcTi4441 Hil.AsrrYt IggnmATga: R$pkof.kRENT.iirtr8:!iiiNEXrEtt$ PROJECTED Clients per month 251 275 275 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The program is to be self-supporting and the budget, as proposed with the increased revenue, can support the additional .5 FTE. BOARD ACTION: Board approved the additional .5 FTE effective January 1, 1996. 168 Personnel BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: PLANNING AND 7ONING BUDGET UNIT TITLE AND NUMBER: Building Inspection -- 01-2420 (1000-25100) DEPARTMENT DESCRIPTION: Administers building codes; makes on -site inspections during each phase of construction to insure minimum requirements are met. ACTUAL LAST FY $ 243,221 GETED URRENT FY $ 253,376 REQUEST. El NEXT FY $ 302,244 $ 315,896 Services/Supplies 78,702 48,312 46,579 46,579 Capital/Credits 0 47,666 50,049 50,049 Gross County Cost Revenue 321,923 712,569 349,354 353,400 398,872 429,200 412,524 429,200 Net County Cost -390,646 -4,046 $ -30,328 $ -16,676 Budget Positions 6 7 8 8 SUMMARY OF CHANGES: Budget reflects the April 1995 reorganization approved by the Board. The Zoning Inspector was transferred to Planning and two Building Inspector positions were added for a net cost increase of $48,868, due to increased building activity in the county. Chargebacks fromPlanning for salary increases went up $2,383. Service and supply accounts are down $1,733 primarily in professional services. Revenues are up $75,800 without fee increases because of increased building activity in Weld County. Final budget adjustments include salary increases of $13,652. OBJECTIVES: 1) Develop and coordinate programs and activities that provide minimum standards to preserve and protect the public health, safety and general welfare and the safety, protection and sanitation of dwellings, buildings, and structures in the unincorporated areas of the county; 2) Provide inspections to ensure structures are in compliance with Weld County's Building Code Ordinance; 3) Provide equitable fee schedules that recover county processing costs for all -construction permit applications; 4) Minimize the number of building code violations and abatement of dangerous buildings; and 5) Provide information to the general public on Weld County's Building Code Ordinance, general construction problems, and permit requirements. 169 BUILDING INSPECTION -- 01-2420 (1000-25100) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT F f PROJECTED : NEXT FY < Construction permits 2,411 2,200 2,300 Construction inspections 12,566 12,000 12,000 Building Code Complaints 381 300 300 Building Code Violation Cases 174 100 100 FINANCEIADMINISTRATION RECOMMENDATION: Recommend approval. No fee increases are recommended for 1996. BOARD ACTION: No change. 170 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management -- 01-7950 (1000-56100) DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management. BUDGETED CURRENT FY :QUESTED ..:NEXTEYEEN $ 5,066 Services/Supplies $ 4,927 $ 4,927 $ 5,066 Capital/Credits Gross County Cost 0 4,927 0 4,927 0 5,066 0 5,066 Revenue 0 0 0 0 Net County Cost Budget Positions $ 4,927 $ 4,927 $ 5,066 $ 5,066 SUMMARY OF CHANGES: County assessment for membership in North Front Range Water Quality Planning Association. 1996 assessment is $5,066, which is an increase of $139. OBJECTIVES: n/a WORKLOAD ACTUAL LAST FY ESTIMATE© CURRENT FY PROJECTED 1, . , FY , n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 171 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS DFPARTMFNT BUDGET UNIT TITLE AND NUMBER: Weed and Pest -- 01-9990 (100026100) DEPARTMENT DESCRIPTION: Enforces noxious weed ordinances and statutes for weed district within the county. Sprays county roads for weed control. Inspects elm trees for DED and, removes infected trees. ACTUAL MIASTA;!FYSU $ 82,425 BUDGETED CURRENT FY $ 73,377 REQUESTED NEXT FY' $ 73,377 $ 80,267 Services/Supplies 82,082 67,118 72,048 82,048 Capital/Credits Gross County Cost 0 164,507 0 140,495 0 145,425 0 162,315 Revenue 14,872 1,000 1,000 1,000 Net County Cost $ 149,635 $ 139,495 $ 144,425 $ 161,315 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Services/supplies has increased by $4,930 due to Motor Pool costs increasing $4,630 because of the replacement of two vehicles and Buildings and Grounds line item is budgeted at $300 to cover special costs in the new facility. Revenue is budgeted at $1,000, which is unchanged from the prior year. Total budget has increased $4,930. Two half -ton 4 -wheel drive pickups are requested in the Motor Pool IGS Fund capital budget. Final budget adjustments include salary increases of $1,890, plus $15,000 for field bindweed program. OBJECTIVES: 1) Carry out Pest Control District Law and Colorado Weed Management Act (Noxious weed control) on county property; 2) Work with weed complaints and help landowners comply with weed law; 3) Initiate educational programs to inform the public of the newly enacted "Colorado Weed Management Act"; and 4) Carry out weed control for all divisions of the Public Works and Buildings & Grounds Departments. 172 WEEDS AND PEST -- 01-2990 (1000-26100) (CONTINUED) WORKLOAD ACTUAL LAST IF -Y ESTIMATED• CURRENT FY PROJECTED NEXT fY is Noxious Weed Control ($) 153,340 154,000 139,600 Other Vegetation Mgm't. ($) $3000 $5,000 $9,000 FINANC-E/ADMINISTRATION RECOMMENDATION: Recommendapproval. Only one new vehicle is recommended. Thesecond one that is usedseasonally is recommended to come outbf the used fleet. No additional fundsare budgeted for the -addition of field bindweed and -scotch thistle to the county -wide list bf weeds -that are mandated -for integrated weed management. Additional weeds to the list isan expansion of service and a policy issue. BOARD -ACTION: Board approved onlybne vehicle,asTecommended. Board increased the budget by$15,000 (salaries $5,000,1 hemicals$9;000, and motor pool_costs -$1,000) toboverthe costs of adding field bindweed and scotch thistle to the County -wide weed list. Funding would have been withdrawn if West DreeleySoillonservation District funds the'costsagain in 1996; however, at the West Greeley Soil Conservation District's November 1995 meeting, the Board -voted not to fund spraying in 1996. On December 6, 11995, in the Final Budget hearing, the Board of -County Commissioners administratively froze the $15,000 foriield bindweed spraying until a compromise can be worked out with the West Greeley Soil ConservationDistrict. 173 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS IIFPARTMENT BUDGET UNIT TITLE AND NUMBER: General Fngineering -- 01-3189 (1000-31100) DEPARTMENT DESCRIPTION: Provides consulting services for selected bridge designs, air pollution permits and land mine reclamation permits; field survey operations to establish line and grade control; administrative and inspection work in utility and subdivision construction; performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering, bridge engineering, design and construction inspection. Personnel $ 332,662 LAST FY BUDGETED CURRENT FY $ 252,413 12EQUESTE.. NEXT 1FY $ 330,592 $ 252,413 Services/Supplies 49,627 60,891 76,561 76,561 Capital/Credits Gross County Cost 0 382,289 0 313,304 0 328,974 0 407,153 Revenue 0 0 0 Net County Cost Budget Positions $ 382,289 6 $ 313,304 6 $ 328,974 5 $ 407,153 7 SUMMARY OF CHANGES: An Engineering Tech III was transferred to the Public Works Administration budget as a Foreman, based upon utilization, for a reduction of $21,462. There is an increase of $8,000 in Operating Supplies, due to an increase in construction surveying that has not been performed in the past. Also, the materials used to produce maps, which is a new service of the department, comes out of this line item budget. Final budget adjustments include salary increases of $10,446. DBJECTIVES: 1) Design and manage contract construction and provide technical support for other Public Works divisions, as well as other Weld County departments such as Planning, Purchasing, -and the County Attorney's Office; and 2) Perform all necessary bridge inspections; pavement management; construction management and inspection; material testing; bridge grant administration; and utility permitting and inspection. 174 ENGINEERING --D1-3182 (1000 31100) (CONTINUED) Bridge Inspections Bridge Desyn/Construction Administration LAST FY 17 1,647,740 ETIMATE CURRENT FY 175 2,988,840 PROJECTED NEXT FY 175 2,500,000 Road Contracts 1,958,160 1,730,660 2,000,000 Utility Permits 412 400 400 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: In the reorganization of the Public Works Department, the Board transferred the Public Works Project Administrator position to Engineering, and added an additional Engineering Tech II position. Total for the two positions is $89,195. No other changes were made. 175 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Fxtension --A1-3400 (1000-96100) DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based -education for agricultural, environmental and consumer issues. ACTUAL iAT FY, $ 176,303 .JDGETED CURRENT FY $ 182,690 $ 189,910 $ 188,213 NEXT FY. Services/Supplies Capital/Credits Gross County Cost Revenue 60,166 0 236,469 0 58,481 0 241,171 0 59,181 0 249,091 0 51,181 0 239,394 0 Net County Cost Budget Positions 236,469 11 241,171 11 $ 249,091 11 $ 239,394 11 SUMMARY OF CHANGES: Request includes a $900 increase for the salary sharing of the six Extension Agents according to the MOU with CSU. Other supplies are up $450 for toner for the copier previously paid out of the non -departmental budget. Postage is up $250 because of increased usage. Upgrades for two Office Tech III positions to Office Tech IV are requested, but not recommended at a cost of $6,320. Final budget adjustments include salary increases of $4,623. OBJECTIVES: 1) Provide information and education, as well as encourage the application of Colorado State University research -based knowledge in response to local, state and national issues affecting individuals, youth, families, agricultural enterprises and communities. FINANCE/ADMINISTRATION RECOMMENDATION: The upgrade of two Office Tech III positions to Office Tech IV positions at a cost of $6,320 is not recommended. The request is based upon shift 'of responsibilities and workload volume. Based upon Personnel's review, the requests are not justified on those basis. Workload does not justify reclassification, and shift of responsibilities should le managed to insure assignments remain within the job classifications. BOARD ACTION: Board denied the upgrade of the two Office Tech III positions. 176 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCF AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Veterans' Office -- 01-3700 (1000-96400) DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County. ACTUAI RESOURCES LAST 'FY.. Personnel $ 32,916 Services/Supplies 4,042 Capital/Credits 0 Gross County Cost 36,958 Revenue 650 Net County Cost $ 36,308 Budget Positions 1.5 JESTED :.,,istextptEir FINAL .'s! NEXT FY $ 33,986 $ 33,986 $ 35,489 7,288 0 41,274 600 $ 40,674 1 7,288 7,288 0 0 41,274 42,777 600 600 $ 40,674 $ 42,177 1 1 SUMMARY OF CHANGES: No change in total from last years budget. However, service and supply line items have been reallocated based upon use. Final budget adjustments include salary increases of $1,503. OBJECTIVES: 1) To provide referral and processing services to veterans; 2) To provide outreach to organizations and communities regarding veterans' benefits and rights; and 3) To maintain a strong liaison with Colorado Department of Veterans' Affairs and the Veterans' Administration. 177 In office consultations 3,000 VETERANS' OFFICE -- 01-3700 (1000-96400) (CONTINUED) ESTIMATED CURRENT FY 3,100 PROJECTED NEXT FY .:t 3,100 Training sessions 40 40 40 Out of office consultations and outreach 500 525 525 Meetings 25 25 25 Client caseload (Active) 2,000 2,200 2,200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 178 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: AIRPORT BUDGET UNIT TITLE AND NUMBER: Airport Transfr+r -- 01-3900 (1000-56100) DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County Municipal Airport. ACTUAL LAST FY CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Services/Supplies Capital/Credits $ 7,500 0 $ 50,000 0 $ 174,000 0 $ 50,000 0 Gross County Cost 7,500 50,000 $ 174,000 $ 50,000 Revenue 0 0 0 0 Net County Cost 7,500 50,000 $ 174,000 $ 50,000 Budget Positions -- — -- -- SUMMARY OF CHANGES: Airport is requesting $165,000 in 1996 to match the maximum possible FAA grant of $3,300,000 for the airport runway development plan that includes land acquisition, roadway paving, and the initial construction phase of the new runway. Plus, $9,000 is requested as the local match for the state discretionary airport capital improvement program for asphalt repair and equipment. Total request is $174,000 with only the historical funding level of $50,000 funded. OBJECTIVES: N/A WORKLOAD.. ACTUAL :::LASTirt ESTIMATED CURRENT FY PROJECTED NEXT FY n/a 179 AIRPORT -- 01-3900 (1000-56100) (CONTINUED) FINANCE/ADMINISTRATION RECOMMENDATION: Funding beyond the historical level of $50,000 per year is a policy issue. Funds would have to come out of the county capital funding for buildings, -or for the road improvements portion the Public Works Fund. Policy Issue. BOARD ACTION: Board funded at the $50,000 level, but directed staff to submit an Energy Impact Assistance Grant application for the County road improvements. In the event of no grant funding, the Board will consider using monies from the fuel farm reserve. 180 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: WELD MFNTAL HFAI TH CENTER BUDGET UNIT TITLE AND NUMBER: Weld Mental Health -- 01-4190 (1000-56100) DEPARTMENT DESCRIPTION: Weld County's financial support of the Weld Mental Health Center, Inc., which provides extensive mental health services to citizens in Weld County. ACTUAL LAST FY ETE CURRENT FY PESTER NEXT FY. FINE NEXT FY Services/Supplies Capital/Credits Gross County Cost Revenue $ 114,500 0 114,500 0 $ 131,500 0 131,500 D $ 135,875 0 135,875 0 $ 135,875 0 135,875 0 Net County Cost Budget Positions $ 114,500 $ 131,500 $ 135,875 $ 135,875 SUMMARY OF CHANGES: Budget request is for $27,000 for inpatient mental health services, $17,000 for psychiatrist costs, and $91,875 for general mental health services. The request for $91,875 from Weld Mental Health is a 5% increase over 1995. OBJECTIVES: Provide mental health services to Weld County citizens via contract with Weld Mental Health, Inc. WORKLOAD ACTUAL LAST FY ESTIMATED :CURRENT .:FY..:. PROJECTED NEXT PY 1,500 Admissions 1,551 1,460 FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget, per Board policy for outside agencies, includes only the current year funding level of $87,500 for Weld Mental Health, which is $4,375 less than requested. Policy issue. BOARD ACTION: Board agreed to a 5% increase of $4,375 for Weld Mental Health. 181 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: DEVFI OPMFNTALI Y DISABJ ED BUDGET UNIT TITLE AND NUMBER: Centennial flevelnnmental S -rvi es -- 01-4191 (1000-56100) DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Developmental Services, Inc. and Schaefer Rehabilitation Center, which provide services for the developmentally disabled citizens of the county. BUD CURRENT FY SYEt FY $ 46,105 Services/Supplies Capital/Credits Gross County Cost $ 67,415 0 67,415 $ 67,805 0 67,805 $ 87,805 0 87,805 46,105 Revenue 0 0 0 0 Net County Cost Budget Positions $ 67,415 $ 67,805 $ 87,805 $ 46,105 SUMMARY OF CHANGES: Schaefer Enterprises, Inc. requested five years ago a live year commitment to transition to a new program approach, and asked for a one time five year request of $26,700 per year for five years. That commitment on the counWs part was completed in 1995. They are now requesting a continuation of funding at a $20,000 per year level. That amount is included in the recommended budget amount. CDSI is requesting their base amount of $41,105, plus Schaefer's $26,700 in anticipation of the five year funding commitment ending. The recommended budget only increases the CDSI amount by the $6,700 amount freed up by Schaefer. In addition CDSI indicates they can start repaying their loan of $28,500 per year once again. OBJECTIVES: 1) Provide services to the developmentally disabled citizens of Weld County via contract with Centennial Development Services, Inc.; 2) Provide services via Schaefer Rehabilitation _Center to enable persons with disabilities to retain employment within the community. ACTUAL ESTIMATED PROJECTED WORKLOAD LAST FY CURRENTFY NEXT FY ,- n/a 182 CENTENNIAL DEVELOPMENT SERVICES--D'141S1 (1000 X100) (CONTINUED) FINANCE/ADMINISTRATION RECOMMENDATION: Continuation of Schaefer's funding at a $20,000 per year level after the five year commitment is up is a policy issue for the -Board. Also, the shift of the -remaining Schaefer funding to CDSI is a policy issue , as well as the unfunded $20,000 requested by CDSI, if Schaefer receives the320,000. BOARD ACTION: Board denied CDSI's request for a $26,700 increase. Schaeffer Enterprises, Inc. was awarded $5,000 for transportation grants to individual 'clients working hours when public transportation is notavailable. 183 Personnel BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 01-4192 (1000-55100) DEPARTMENT DESCRIPTION: Weld County's financial support to the senior centers throughout the county. ACTUAL LAST FY I UDGETEC CURRENT FY NEXT FY $ 11,700 Services/Supplies Capital/Credits $ 11,700 0 $ 11,700 0 $ 11,700 0 0 Gross County Cost Revenue 11,700 0 11,700 0 11,700 0 11,700 0 Net County Cost Budget Positions $ 11,700 $ 11,700 $ 11,700 $ 11,700 SUMMARY OF CHANGES: Request is for $11,700, same funding level as current year. OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators, Inc. ACTUAL I AST FY ESTIMATED CURRENT FY PROJECTED NEXT FY FINANCE/ADMINISTRATION RECOMMENDATION: Recommend same funding level as 1995, per Board policy. BOARD ACTION: No change. 184 Personnel BUDGET UNIT SUMMARY -AGENCY/DEPARTMENT NAME: FINANCF AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development -- 01-4650 (1000-60900) DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic development program through the Economic Development Action Partnership (EDAP), a public/private non-profit organization. ACTUAL. LAST FY BUDGETED CURRENT FY QUESTED NEXT FY $ 103,833 Services/Supplies Capital/Credits Gross County Cost Revenue $ 947,333 0 947,333 0 $ 97,333 0 97,333 0 $ 103,833 0 103,833 0 0 103,833 0 Net County Cost Budget Positions 947,333 97,333 $ 103,833 $ 103,833 SUMMARY OF CHANGES: EDAP is requesting an increase of $6,500 from both the county and C ty of Greeley to fund more effort with local businesses for job retention and expansion. Without the increase these efforts will remain at the current level, which many existing businesses and the EDAP Board feel are inadequate to service the community needs. OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote the continued economic vitality of the county; 2) Assist existing businesses in their expansion efforts; 3) Work to retain existing businesses in the county; and 4) Support state and regional efforts to attract businesses to Northern Colorado. 185 ECONOMIC DEVELOPMENT -- D1-4650 (1000-60200) (CONTINUED) WORKLOAD ACTUAL LAST FY ESTIMATED . CURRENT FY . PROJECTED NEXT FY i Existing business contacts 220 200 200 Trade Show exhibits 4 4 4 Prospect trips 5 5 5 FINANCE/ADMINISTRATION RECOMMENDATION: Because economic development is a high priority for the county to diversify the economy, the additional requested funds of $6,500 are included in the recommended 1996 budget. BOARD ACTION: Board approved the increased funding of $6,500 for a total of $103,833. 186 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: MISSII F SITF PARK BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 01-5220 (1000-50100) DEPARTMENT DESCRIPTION: Maintains missile site park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas. Provides security for the park. ACTUAL LAST FY $ 12,794 BUDGETED CURRENT FY $ 13,468 7EQUES'Et '"iblexr,EYON $ 13,468 $ 13,468 Services/Supplies Capital/Credits Gross County Cost 12,751 -18,773 6,772 8,282 - 20,484 1,266 14,918 -27,386 1,000 000 14,918 -27,386 1,000 1.000 rcevenue .,- ,--- Net County Cost $ 5,577 $ 266 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Budget reflects the anticipated cost of the new water system put in with the GOCO grant in 1995. Previously water was provided by a well. Other line items have been adjusted to reflect historical expenditure patterns. Amount from Conservation Trust Fund to cover added cost is up $6,902. OBJECTIVES: 1) To maintain and improve Missile Site park; and 2) To improve the quality of life for all Weld County residents. Visitors UAL LAST FY 3,000 ESTIMATED CURRENT FY 3,000 PROJECTED NEXT FY 4,000 Overnight campers 597 600 600 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Upgraded bathrooms, parking, and water supply, together with being a Poudre River Trailhead, should increase utilization of park in 1996. BOARD ACTION: No change. 187 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair -- 01-5700 (1000-96700) DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair. TUAL BUDGETED REQUE T D FINAL RESOURCES . sattExrfrobNEXT Personnel $ 6,051 $ 6,051 $ 6,051 Services/Supplies $ 162,528 46,610 46, 610 46,610 Capital/Credits 0 0 0 0 Gross County Cost 162,528 52,661 52,661 52,661 Revenue 136,169 14,000 14,000 14,000 Net County Cost $ 26,359 $ 38,661 $ 38,661 $ 38,661 Budget Positions .3 .3 .3 SUMMARY OF CHANGES: No Change. $9,000 is included in the Capital Equipment budget for the second year of a two year replacement program for swine and sheep pens. OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2) Recognition of youth and leaders for work and skills learned and shared; and 3) Provide an opportunity for all county youth and adults to exhibit, learn and develop community spirit and pride. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the $9,000 for pen replacements. BOARD ACTION: No change. 188 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCF AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Grants — 01-6570 (1000-60200) DEPARTMENT DESCRIPTION: Central budget unit to account for grants to outside entities. .................. ................... .................. URRENT FY $125,000 $125,000 Services/Supplies Capital/Credits $ 1,471,293 $125,000 Gross County Cost 1,471,293 125,000 $125,000 $125,000 Revenue 1,471,293 0 0 0 Net County Cost $ 1,471,293 $ 125,000 $125,000 $125,000 Budget Positions SUMMARY OF CHANGES: No change. Second year of a two year commitment to contribute $125,000 for two years towards the construction of the new Island Grove Park stadium. OBJECTIVES: n/a WORKLOAD ACTUAL ,,„:ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since the commitment was made in 1995 for the total funding of $250,000 over a two year period. BOARD ACTION: No change. 189 Personnel $ 1,050 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: FINANCF AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non -Departmental -- 01-9020 (1000-90100) DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not allocated to program budgets, e.g. training, audit fees, etc. BUOGETE1 URRENT FY $ 1,250 $ 1,250 FINAL NEXT FYi $ 1,250 Services/Supplies Capital/Credits 495,839 0 228,350 0 206,100 0 208,812 0 Gross County Cost Revenue 496,889 0 229,600 0 $207,350 0 210,062 0 Net County Cost Budget Positions 496,889 229,600 $207,350 $ 210,062 SUMMARY OF CHANGES: Total was reduced by $22,500 due to the transfer of repair and maintenance line item to using departments. The total of all other service and supply line items remains the same. Specific line items were reallocated based upon historical usage. Budget includes $3,000 for the Greeley Convention and Visitors' Bureau. OBJECTIVES: n/a n/a ESTIMATED PROJECTED ORKLOAI LAST FY CURRENT FY NEXT FY FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Funding for the dues for the North Central Travel Region through the Greeley Convention and Visitors' Bureau is a policy issue for the Board, in light of the hotel tax generated for this purpose. In the 1995 budget process the Board members indicated 1995 may be the last year of funding for this program. BOARD ACTION: Board agreed to fund the Greeley Convention and Visitors' Bureau only one more year. Board denied funding request from the Regional Heritage Assocation for seed monies for a museum. BUDGET UNIT SUMMARY 190 Personnel AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents -- 01-9030 (1000-60300) DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts from Human Services Department and the Administrative Building for building rents. ACTU, ._... LAST FY ABU 17--- CURRENT ANAL `:NEXTF'Y: Services/Supplies Capital/Credits Gross County Cost Revenue $ 617,442 0 617,442 17,548 $ 511,588 0 511,588 0 $ 512,238 0 512,238 0 $ 512,238 0 512,238 0 Net County Cost Budget Positions 599,894 511,588 $ 512,238 $ 512,238 SUMMARY OF CHANGES: Budget reflects the following county lease/purchase contracts: RENT INTEREST TOTAL Administration Building (2003) $200,615 $ 19,963 $220,578 Human Services Building (1997) 180.000 111.660 291.660 TOTAL OBJECTIVES: n/a n/a ;380,615 $131,623 $512 238 ESTIMATED PROJECTED CURRENT FY NEXT FY FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 191 LEASE -PURCHASE AGREEMENTS The following supplemental data regarding lease -purchase agreements involving real property is required under Section 29-1-104(2)(d), CRS, 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease -purchase agreements involving real property Human Services $ 220,578 Admin. $ 291,660 $ 512,238 B. The total maximum payment liability of the local government under all lease -purchase agreements involving real property over the entire terms of such agreements, including all optional renewal terms Human Services Admin. $ 441,155 $2,301,890 C. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease -purchase agreements other than those involving real property D. The total maximum payment liability of the local government under all lease -purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal 192 $2,743,045 $ -0- $ -0- Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: .RFNFRAI Fl INn MNTINGFNCY BUDGET UNIT TITLE AND NUMBER: Contingency -- 01-9900 (1000-90300) DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the proposed budget, this includes appropriations for points of issue. ACTUAL •LAST,FY CURRENT FY $ 559,934 0 Services/Supplies 0 0 Capital/Credits 0 0 Gross County Cost 0 0 559,934 0 Revenue 0 0 Net County Cost 0 0 $ 559,934 $ 0 Budget Positions J SUMMARY OF CHANGES: Budget reflects a recommended salary adjustment of 4.5% with a 3% cost of living adjustment in health insurance rates. All other benefits remain unchanged. OBJECTIVES: n/a f WORKL.t' AD ACTUAL LAST" FY ESTIMATED CURRENT FY PROJECTED NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved a 4.4% salary increase. 193 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer — 01-9510 (1000-90100) DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL LAST FY UiRRE NT FY, NEXT FY FINAL NEXT FY Services/Supplies $ 12,351 $ 12,351 $ 12,351 $ 12,351 Capital/Credits Gross County Cost 12,351 12,351 12,351 12,351 Revenue Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions SUMMARY OF CHANGES: No change. OBJECTIVES: See Human Services budget detail. WORKLOAD ACTUAL LAST FY ESTIMATE© CURRENT FY PROJECTED NEXT FY See HRD budget detail FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 194 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: TRANSFFRS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer -- 01-9510 (1000-90100) DEPARTMENT DESCRIPTION: General Fund subsidy to the Health Department operations. IAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY. Services/Supplies Capital/Credits $ 727,341 $1,111,073 $ 1,317,540 $ 1,188,109 Gross County Cost Revenue 727,341 1,111,073 1,317,540 1,188,109 Net County Cost Budget Positions $ 727,341 $1,111,073 $ 1,317,540 $ 1,188,109 SUMMARY OF CHANGES: See Health Fund for details. Final budget adjustments include increased phone costs of $8,000. OBJECTIVES: n/a ...................................... ESTIMATED FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: See Health Fund for details. 195 196 co w) m m m m T T oo oo 0 oo oo 0 o 0 0 0 0 0 0 o 0 o o 0 a a a a a a 197 o a 0 0 a co O N C f6 N y co 'C m a) G) N d T Cu y 'V^ a) -o LL N x F- 4) t O a) v N c y E LL a C N N LL U J � lC co 3 N t x rn H • = T t G) d O a a) ^C ``) ^/ W CC HO — ^ a) F- U o a) co X N- r et to O LO i 0 a N 198 co 0 O O Co r< 0o O ` O t 0 2EA DN CO co = nj E c�? S W T 0 0 N o C 0 U C'J O 0 La X 7-- O N o N U O Co as O m O s C 0 LO LL M CA r eq f H O\ C' il if U g gR co, e ci N ai O V" N CW N O C U N E� c O 0 2 2 N 9 N H C O e M s2 O) V y cD N 0) 0) 0) 0) r r El 199 All Funds Expenditures O 0J O N O N 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 A0 W ~ gE-0 :3)3 WN4 .iu W Emi e 0 0 co Public Works 200 O 99419951996 99119921993 198519861987198819891990 PUBLIC WORKS FUND SUMMARY 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 its road and street activities. Property taxes are set at $2,658,587 with specific ownership taxes estimated at $2,350,000. Motor vehicle fees are up $15,000, and Grazing Act funds are estimated to be down $11,000. Special bridge projects include $226,726 for Bridge 35/86A, $1,906,080 for Bridge 61/54A, and $400,000 for Bridge 50/67A. Highway Users' Trust Funds are estimated to be up $743,670 for a total of $6,070,670, as Weld County's share from the "third tier of the 1989 HUTF tax increase stabilizes, as well as the DOT projections of some growth in overall receipts. Other revenues are stable for 1996. Available fund balance is anticipated to be $750,000 for use in 1996. The resources for 1996 are $14,910,063 of which $750,000 is from the fund balance. Operating service and supply line items are stable with only minor changes. Municipal shareback is funded at $558,096. Salary increases are projected at 4.4% for a cost of $76,172. The budget units reflect the reorganization of Public Works approved by the Board mid -1995, with the elimination of the Public Works Director's position. There are three state bridge grants totalling $3,166,007 with corresponding revenues of $2,532,806 shown in Public Works projects. No federal bridge grants are budgeted. Contract payments are funded at $1,790,623, up $159,006, which is a historical level of expenditures. Asphalt purchases are budgeted at $1,800,000, the same level as last year. Budget policies on amount of funds to be spent on gravel program, patching, and contract construction need to be addressed by the Board. Once final funding levels are determined, the Board needs to prioritize specific projects to be accomplished in 1996 in the 2-5 Year Strategic Road Program. 201 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29-1-110, CRS, 1973, at a public hearing on the budget, Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year govemed by the proposed budget. The proposed use of the 1996 allocation of highway users tax fund monies and county road and bridge fund are as follows: Maintenance of Condition Bridge Construction/Repair Administration Maintenance Support Bridges: 35/86A 50/67A 61/54A Asphalt Overlays, reconstruction, chip and seal projects $ 1,988,433 0 330,065 1,055,263 226,726 400,000 1,906,080 789,650 1.907.259 TOTAL $ 8.603.476 202 CONSTRUCTION BIDDING FOR STATE -FUNDED LOCAL PROJECTS In accordance with Sections 29-1-701 through 707, CRS, as amended, cities or counties of 30,000 persons or more are required to bid projects of over $150,000. Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money (state funded projects), and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State -funded public project" means any construction, alteration, repair, demolition, or improvement by any agency of local government of any land, structure, facility, road, highway, bridge, or other public improvement suitable for and intended for use in the promotion of the public health, welfare, or safety and any defined maintenance project which is funded in whole or in part from the highway users tax fund and which may be reasonably expected to exceed one hundred fifty thousand dollars in the aggregate for any fiscal year. "Defined maintenance project" means any project that involves a significant reconstruction, alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public improvement, including but not limited to repairing or seal coating of roads or highways or major intemal or extemal reconstruction or alteration of existing structures. "Defined maintenance project" does not include routine maintenance activities such as snow removal, minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions, Weld County's Public Works 1996 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Bridge Construction $ 1,343,473 $ 0 $ 1,343,473 Maintenance of Condition 1,988,433 1,988,433 -0- Maintenance Support 1,055,263 1,055,263 -0- Trucking 1,491,229 -0- 1,491,229 Mining 759,738 -0- 759,738 Administration 330,065 330,065 -0- Municipalities 558,096 -0- 558,096 Public Works: Miscellaneous 85,500 -0- 85,500 Bridges 3,166,007 2,532,806 633,201 Part-time 425,000 -0- 425,000 Asphalt 1,800,000 789,650 1,010,350 Contract 1.907.259 1.907.259 0 $14.910.063 $ 8.603.476 $ 6,306,587 203 Based upon the above allocation, Weld County at a minimum must competitively bid out bridge projects totalling $3,166,007, asphalt of $789,650, and contracts for overlays, reconstruction and chip and seal of $1,907,259. However it is anticipated that, in addition to the minimum required by law, Weld County will bid out an additional $1,010,350 in asphalt purchases, for a total of $6,873,266 in bid projects for 1996. Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget document. 204 ROAD S BRIDGE FUND SUMMARY OF REVENUE (0 T O W 0 Z I- W O ▪ cn m W K REVENUE SOURCE eves N O O O r O(O0 0 O e e ep ep e e(p e e 0 e e O e e e 0 0 0 o r O) 0 o o o o o o (C)D O ogoor Do00000Ono N.- O OO O OO 0 0 0 0 0 0 0 0 0 0 0 0 N O O 0 0 0 O N 0 n 0 COO 0 co oN O 0 O N r 666 0 0 O co 0 co co N N O N O O) er N N (0 N O O O CO O N. O C` O or Le) N.. CO N O O OO O O) O (D N co_ 0 N N n OOOOOOOOOO(OOOOO U0 000 ID ON. CD N0 o ad LC) a)O 00 CD CO O CO r ( O n N 0) O N O g O r 888888O888OO88° o oo(noo omo a(o (o N 00,- (nh ONO Or (0 v o r N- vN NrN r CO N (ONO rCOC)C)Y N N r a0 CO co 't N— (O noon o r C) C) OO(OOOOOO NON N O Cr) 1f) i000n0p0 n N Q C 0 N n CO O) C) O O n O N O N Or or v- M 0 O)LC)N N rr O) C C D N CO r C) CO O co NN(OCI CO (O CO C) N (O w z Z w w CC J Q N W Z CD w F- J O 2 Q N O Z X • Z x ' o a a a a a a a a a a cC x x .. w y c c c c c c c c c c w co co a w H.2.2aaaaaa.2a> L `o 'rnx xxxxxxxx0 eNm ZY cc O1 = !alga ea co co co co to away E ,92..1 w Co ` > q i C fS co N N U) N N (NU (N() N N W a a O y I_ w N O d N 7 a J o o m o o m o J o ON ya (� O)c NTT T T T T T T T T= CD ! (G _ J Z O K- C N > N co N co N N N co N N J wX 0 0 0 C r w j w N N E C O r .C.C.C r r .C L L Q C N N am 0 0 o m c E m E o a 0).4).4).4).4).4).4) 2).9)0 )-CDU' WaF 1-2 ?foo..02SSSS=SS22SF- CD CD 0- 0 O O O O N CD (7 C? CO C) O O T O 99 4 11-0001-3230 la 1O V COO' CO NNNN CO If) (O a 03 C) N C) r pp n N N C) CO CO (D (D CO (0a- O O r N N N N N N N N N N N N V N N (O N NO ON N ON CO CO C) CO CO CO CO CO CO CO C) C) C) (0 CO M Mrl ' (?MC)f!J (h ' C)CO fhM ' '88880' 8988 8$444$999999999 205 ROAD & BRIDGE FUND SUMMARY OF REVENUE REVENUE SOURCE F Z 7 m u X U 0000 0000 0000 0 co to 0000 0000 0 00 N r r O e 0000 CCC"']]] o0o CO a a O O N N 0000 00 0 N N O r M N N 000)0 00 0 N M O lh C') N N N A r co 0 f4 Z 0 = Cu. co W W u_0 0) m CO W y OO N >- E 0 tS o d J o CO y W ya a) W O C 0 W 05 00 C o r m O w a 46 W Oct W rn O C 0 C K l -r mm50 W0m00 OUW¢OY- WUXI-H 0 0 V N a Np O O O O $ O 0 O 206 O z D LL W O 06 cc O SUMMARY OF EXPENDITURES CO J • w Zoo, LL J m O W O Z W (o co < OO� 0 re z W 173 2 CU CO Q aix 0 X O W W } • F z - n m i U N W 0 o U J • W O K 0) UO'17 Q cc 0 z O a Z 0 LL W cc F- 0 Z W O . X W Z Z CO CC.) U Qz soo co N ONO N N O tC co co co W m w) O (0 0 N CO CO N 0) ((pp CO W N NNO1') O (')OO 1[i r 0) G M c0 g. 0(O W (OC)0)U') ✓ r r r Y') 0) CO 0 ONO N N CO W CO LO O (0 C0O Oe M3- co to cONOu09 -000NN N at O N V N N ' r r N N (O W 0900 N 0 NN CO W MO COr0.- COC')(ON V NO(0 co r- O(O CONN (NOON V N I — r' N c') (0000) CO It 0 03 c▪ N9 (000 NO 0N9 CO0 • N CO U).- N t')N N N007 W W V co W 0) N CO O) (D ✓ r N N W t W N O 'Q COOO 0 IAN CD CO CO ict N-0 OOi W CON') r 01 N05:U)N ✓ N W N W M N CO ✓ (V r U) t0 C o 0 S C C O 2 N € ... o 2 D y a CO C; a • 8 8 ' O V C C C C O .H U C 8 0,°a C C G M 0 C U N , N Q. W C « 2, W 2 C C O C L W A al N')`t70 V 0O0). 0 O C (n(h(7 Mm t7 c?'"? JONI C7 co O W v oW9 N N W co N W W 7 0 h co U) N 0 O N C') M 0 z 0 LL W C co Q O cc O 207 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBI IC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue -- 11-0001 (2000-90100) DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. ACTUAL LAST FY 0 BUDGETED CURRENT FY 0 0 FINAL NEXT FY 0 Services/Supplies Capital/Credits Gross County Cost Revenue 0 0 0 $14,120,907 0 0 0 $ 13,439,236 0 0 0 $ 14,249,258 0 0 0 $ 14,160,063 Net County Cost Budget Positions 0 0 -14,249,258 -14,160,063 SUMMARY OF CHANGES: Property taxes are set at $2,658,587, with specific ownership tax estimated at $2,350,000. Motor vehicle fees are up $15,000, and grazing fees are estimated to be down $11,000. Special bridge projects include $400,000 for Bridge 50/67A, $226,726 for Bridge 35/86A, and $1,906,080 for Bridge 61/54A. Highway Users' Trust Funds are estimated to be up $743,670 as the "third tier" funding stabilizes, as well as the DOT projections of some growth in overall receipts. Other revenues are stable for 1996. Available fund balance is anticipated to be $750,000 for use in 1996. OBJECTIVES: n/a n/a ESTIMATED CURRENT`FY FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 208 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUME) BUDGET UNIT TITLE AND NUMBER: Bridge Construction -- 11-3132 (2000-39300) DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridges in the county. Constructs approximately 20 small new bridges each year. Personnel RESOURCES iUAL LAST FY . ................................................................................ BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY $ 465,814 $ 505,080 $ 539,614 $ 599,452 Services/Supplies 731,705 778,555 744,021 744,021 Capital/Credits Gross County Cost - 723 1,196,796 1,283,635 0 1,283,635 0 1,343,473 Revenue 0 0 0 0 Net County Cost 1,196,796 1,283,635 $ 1,283,635 $ 1,343,473 Budget Positions 12 12 16 16 SUMMARY OF CHANGES: Welder position previously in the motor pool has been transferred to this budget unit; however, a corresponding amount of the costs ($34,534) was transferred from motor pool costs for no net costs. All other items remain unchanged. Final budget adjustments include salary increases of $59,838. OBJECTIVES: 1) Rebuild the old, deteriorated bridges; 2) Repair bridges and culverts so the general public can travel safely; 3) Perform miscellaneous projects for the Public Works Department; and 4) Assist with snow removal on the county road system. 209 BRIDGE CONSTRUCTION -- 11-3132 (2000-32300) (CONTINUED) Borrow Ditch Cleaning New bridges Repair on bridges Culverts (15" and larger) Special Jobs 71 16 42 150 40 ESTIMATED CURRENT FY 80 13 60 160 40 PROJECTED NEXT FY.. 80 13 60 250 40 Trees 80 60 60 FINANCE/ADMINISTRATION RECOMMENDATION: Concur with transfer of welding position to this budget since vast majority of the work is done for Public Works. Recommend approval. BOARD ACTION: No change. 210 Personnel $1,102,017 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PURI IC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Motorgrader -- 11-3140 (2000-32200) DEPARTMENT DESCRIPTION: Fleet of 37 motorgraders responsible for the upkeep of all gravel roads in Weld County (approximately 2,100 miles), clearing debris from borrow pits to eliminate obstruction of drainage of water from county rights -of -way; blade patches roads; and snow removal. 3ETED URRENT FY $1,125,724 $1,125,724 UAL NEXT FY $ 1,140,958 Services/Supplies Capital/Credits 1,117,436 845,975 847,475 847,475 Gross County Cost Revenue - 1,209 2,218,244 0 0 1,971,699 0 0 $ 1,973,199 0 0 $ 1,988,433 0 Net County Cost Budget Positions 2,218,244 38 1,971,699 35 $ 1,973,199 35 $ 1,988,433 35 SUMMARY OF CHANGES: Repair and maintenance has been increased by $1,500 due to non- contract items. Equipment rental has been added to the 1996 budget in the amount of $57,600, for the six graders rented as part of the new _grader replacement program. The equipment rental amount was offset by a corresponding reduction in motor pool costs. Total increase is $1,500. Final budget adjustments include salary increases of $15,234. OBJECTIVES: 1) Maintain road traffic safely to the best of our ability, given the funds available. 211 Grading gravel roads, Snow removal 2,800 MOTORGRADER --11-3140 (2000-32200) (CONTINUED) STIMATED CURRENT FY 2,785 PROJECTED NET FY 2,785 Preparing asphalt roads for paving 32 miles 18 miles 18 miles Snow removal & Asphalt road repair 560 miles 575 miles 590 miles FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Recommend continuation of grader replacement program approved mid -1995, which includes renting six graders on a year-to-year basis. BOARD ACTION: No change. 212 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Maintenance Support -- 11-3141 (9000-32400) DEPARTMENT DESCRIPTION: Performs administrative and supervisory work to assure the fabrication, installation, and maintenance of traffic control devices in the county; uses pavement markings as an effective method of conveying regulatory or waming information; barricades hazards created by construction, maintenance activities, and emergency situations; cleans and maintains culverts in the north portion of the county. ACTUAL LAST FY $ 471,653 BUDGETED CURRENT FY $ 426,300 REQUESTED!: NEXT FY $ 426,300 FINAL ...,,!NExrrrom $ 476,230 Services/Supplies 524,282 559,033 579,033 579,033 Capital/Credits - 1,254 0 0 0 Gross County Cost 994,681 985,333 1,005,333 1,055,263 Revenue 0 0 0 0 Net County Cost 994,681 985,333 $ 1,005,333 $ 1,055,263 Budget Positions 16 14 13 13 SUMMARY OF CHANGES: Operating supplies have been decreased by $10,000 based upon utilization. Material purchases for paint have been increased by $20,000 due to change in road paint specifications requiring the use of non -lead based paints. Repair and maintenance has been increased by $10,000 due to repairs on non -contract items, such as the asphalt paver. Total change is a $20,000 increase in the budget. Final budget adjustments include salary increases of $49,930. OBJECTIVES: 1) Assure safe travel for the general public by maintaining clearly marked roads and bridges, along with responding to the culverts, cattleguards, and potholes on both asphalt and gravel roads; and 2) Assist with the plowing of snow and cindering of county roads. 213 Miles striping or paint MAINTENANCE SUPPORT -- 11-3141 (2000-32400) (CONTINUED) ACTUAL LAST FY 1,456 ESTIMATED CURRENT FY 1,499 PROJECTED NEXT FY 1,499 New signs and new installed signs 3,930 4,000 4,000 Asphalt machine patch and overlay 98,812 105,729 105,729 Cattle Guard (new & repaired) 61 65 65 Culverts (new and repaired) 184 200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 214 200 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Trucking -- 11-3145 (9000-32100) DEPARTMENT DESCRIPTION: Responsible for hauling dirt, gravel, and asphalt to job sites, as well as mining, crushing, and screening of gravel in county -owned quarries. Personnel $ 462,184 L•AST FY utiseitegE CURRENT FY :i $ 832,847 QUESTED :XT FY $ 832,847 NAL:: ;NEXT FY $ 503,534 Services/Supplies 770,837 1,413,003 1,425,803 987,695 Capital/Credits Gross County Cost - 192 1,232,829 0 2,245,850 0 2,258,650 0 1,491,229 Revenue 0 0 0 0 Net County Cost $ 1,232,829 $ 2,245,850 $ 2,258,650 $ 1,491,229 Budget Positions 14 23 24 15 SUMMARY OF CHANGES: Repair and maintenance services have been increased by $12,800 due to non -contract repairs for the crusher equipment. All other items remain unchanged. Final budget adjustments include salary increase of $7,683. Board transferred $759,738 to re- establish Mining Division and rename this budget unit Trucking as it existed prior to 1995. OBJECTIVES: 1) Gravel and maintain good, sound roads for the general public and upgrade roads for gravel; 2) Haul all asphalt for overlay and major patch work, and haul salt/sand material for clearing roads of snow in the winter, and 3) Maintain an adequate supply of gravel as needed for all departments within Public Works, including the need for gravel on roads throughout the county and for major upgrades on county roads. 215 Asphalt - tons TRUCKING -- 11-3145 (2000-32100) (CONTINUED) =ACTUAL • LAST FY... 95,812 ESTIMATED CURRENT FY 100,000 PI 0JECTE NEXT FY 100,000 Miles of road graveled 388 350 350 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board reorganized Materials into the budget units of Trucking and Mining, as they existed prior to 1995. Mining budget of $759,738 was transferred to budget unit number 11-3146, along with nine (9) positions. Effective April 1, 1996, two Foreman positions will be upgraded to supervisors to head each unit. 216 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBI IC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Mining — 11-3146 (2000-32600) DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county -owned quarries. Personnel $ 313,517 $ 0 URRENT FY UESTEDk EXT FY $ 0 $ 321,630 Services/Supplies Capital/Credits 601,451 - 666 0 0 438,108 0 Gross County Cost Revenue 914,302 0 0 0 0 0 759,738 0 Net County Cost 914,302 0 $ 0 $ 759,738 Budget Positions 12 12 0 9 SUMMARY OF CHANGES: See comments below for transfer of $759,738 from budget unit number 11-3145. OBJECTIVES: Maintain an adequate supply of gravel as needed for all departments within Public Works, including the need for gravel on roads throughout the county and for major upgrades on county roads. WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT NT FY PROJECTED NEXT Flt 660,000 Crushed gravel - tons 555,504 660,000 Screened gravel - tons 0 50,000 50,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board reorganized Materials into the budget units of Trucking and Mining, as they existed prior to 1995. Mining budget of $759,738 was transferred from buudget unit number 11-3145, along with nine (9) positions. Effective April 1, 1996, two Foreman positions will be upgraded to supervisors to head each unit. 217 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Administration -- 11-3180 (2000-30100) DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary; coordinates complaints; and maintains cost accounting records on projects. ACTUAL LAST FY $ 239,589 GETE CURRENT FY $ 322,368 $ 343,730 $ 258,983 Services/Supplies 95,579 70,371 71,082 71,082 Capital/Credits - 726 0 0 0 Gross County Cost 334,442 392,739 414,812 330,065 Revenue 0 0 0 0 Net County Cost $ 334,442 $ 392,739 $ 414,812 $ 330,065 Budget Positions 8 8 7 7 SUMMARY OF CHANGES: In the budget for 1996, an Engineering Tech III position has been moved from the Engineering Division to the Public Works Division to serve as a project manager ($21,462). In addition, the mid -1995 restructure of Public Works with the elimination of the Public Works Director position is reflected in the budget. Service and supply accounts remain unchanged. Final budget changes resulted in a net decrease of $84,747 in salary line items. OBJECTIVES: 1) Keep the general public satisfied regarding the condition of the roadways and the efficiency of the operation; and 2) Try to find solutions to any problems that may arise within the Public Works Department. 218 ADMINISTRATION -- 11-3180 (2000-30100) (CONTINUED) n/a TIMATED CO, REtarp n/a .OJECTED NEXT Pt n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including restructuring of staff positions. BOARD ACTION: Board approved the upgrade of an Engineering Tech III to Public Works Supervisor to manage the construction crews during construction season. In addition, the Public Works Project Administrator was transferred to Engineering. A salary increase of 4.4% was granted. A Welder III position from Motor Pool was transferred to the Bridge budget unit. 219 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PURI IC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Other Public Works -- 11-3190 (2000-32500) DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. All contract payments for bridge grants and road construction projects and asphalt material for the blade patch program are included in this budget unit. Personnel RESOURCE ACTUAL LAST FY $ 527,994 BUDGETED CURRENTFY $ 445,000 REQUESTED .! NEXT, FY • $ 445,000 $ 445,000 Services/Supplies Capital/Credits 5,229,742 0 6,649,226 0 6,822,130 0 6,938,766 0 Gross County Cost Revenue 5,757,736 0 7,094,226 0 7,267,130 0 7,383,766 0 Net County Cost Budget Positions $ 5,757,736 $ 7,094,226 $ 7,267,130 $ 7,383,766 SUMMARY OF CHANGES: The budget is up $405,058 due to increased resources for 1996. Personnel services for seasonal and hourly employees remain at $445,000. Special Bridge Funds include $283,407 for Bridge 33/86A, $500,000 for Bridge 50/67A, and $2,382,600 for Bridge 61/54A. Asphalt is budgeted at the current level of $1,800,000. Contract services are funded at $1,907,258, which is an increase of $275,641. OBJECTIVES: 1) This budget unit provides for hourly workers, road and bridge contracts, bridge grants, and purchase of asphalt for road repairs. 220 OTHER PUBLIC WORKS --11-3190 (2000-32500) (CONTINUED) WORKLOAD Miles road rehab chip/seal crack fill contracts 97 ESTIMATE© CURRENT F'Y 174 PROJECTED,' 1NEXtfYiN 77 Miles overlaid 32 18 18 Miles paved (9.0 contract) Bridge contracts 0 2 0 4 0 3 Miles Road Reconstruction 0 15 14 Miles Road Stabilization 0 0 0 Heavy Gravel Road Improvement 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Contract services were increased to $1,907,258 with savings in other areas. 221 BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUNII BUDGET UNIT TITLE AND NUMBER: Grants -in -Aid to Cities & Towns -- 11-8010 (2000-56200) DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, CRS, 1973, 50% of the mill levy collected by the county on assessed values within incorporated municipalities to maintain county roads is paid to municipalities. CURRENT FY Personnel $ 720,327 Services/Supplies Capital/Credits Gross County Cost Revenue $ 678,046 0 678,046 0 $ 547,354 0 547,354 0 0 720,327 0 $ 558,096 0 558,096 Net County Cost Budget Positions $ 678,046 $ 547,354 $ 720,327 0 $ 558,096 SUMMARY OF CHANGES: Budget is based upon the final assessed value of all municipalities ($562,157,497) with the 1996 mill levy of 1.978 mills. OBJECTIVES: n/a n/a ESTIMATED CURRENT F:Y, PROJECTE NEXT FY FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Statutory requirement. BOARD ACTION: Board approved allocation based upon statutory requirement. 222 Personnel BUDGET UNIT SUMMARY AGENCY/DEPARTMENT NAME: ROAD AND RRIDGF FUND BUDGET UNIT TITLE AND NUMBER: Contingency -- 11-9200 (2000-90300) DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. ACTUAL LAST FY BUDGETED CURRENT FY_' EQUESTED ilitEXIPPYAM $ 76,172 FINAL NEXT FY $ 0 Services/Supplies 0 0 Capital/Credits Gross County Cost Revenue 0 0 0 76,172 0 0 0 0 Net County Cost 0 Budget Positions 0 $ 76,172 $ 0 SUMMARY OF CHANGES: Recommended salary increases for 1996. OBJECTIVES: n/a WORKLOAD ACTUAL LAST FY ESTIMATED CURRENT F'! PROJECTED NEXT FY n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved a 4.4% salary increase. 223 ctedv:1 COLORADO 224 Hello