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ADM ST A.T E iANL AL •
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Table of Contents
Latest Revision Date: May 27, 1996
PAGE
INTRODUCTION 3
RELATIONSHIP OF BUDGET FORMS 5
BUDGET UNIT REQUEST SUMMARY 6
BUDGET ANALYSIS REPORT 8
ACTIVITY ANALYSIS/SUMMARY OF CHANGES 9
BUDGET UNIT RANKING FORM AND APPROPRIATION
REQUEST EXCEEDING TARGET BUDGET LEVEL 15
COST CUTTING/REVENUE RAISING STRATEGIES 20
OBJECTIVE TRACKING STATEMENT 24
BUDGET REQUEST BY ACCOUNT FORM FOR EXPENDITURES AND REVENUES 27
FUNCTION AND ORGANIZATION CHART 32
PERSONNEL DEPARTMENT PROJECTED EXPENSES 35
MOTOR VEHICLE ASSIGNMENT/ELECTRONIC EQUIPMENT REQUEST 38
TRAVEL REQUEST SUMMARY 40
REQUEST FOR INFORMATION SERVICES RESOURCES FORM 42
REQUEST FOR EQUIPMENT PURCHASE OR MAJOR RENTAL 45
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ADNISTATtTEuNu
BUDGET MANUAL
Table of Contents
Latest Revision Date: May 27, 1996
PAGE
BUILDINGS AND GROUNDS SPECIAL PROJECTS 47
PBX PHONE SERVICE REQUESTS 50
CELLULAR PHONE REQUESTS 53
EXAMPLES (ALL FORMS) 55
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BUDGET MANUAL
Introduction
Latest Revlsion Date: May 27, 1996
In accordance with Section 4-2 of the Weld County Home Rule Charter, the Director of Finance and
Administration is charged,with the assistance of the elected officials and department directors, with the task
of gathering together the information necessary for the preparation of 4he budget and in some form, as the
Board directs, to prepare a preliminary draft of the budget for the next fiscal year for submittal to the Board
by such date as the Board di�eds. Such preliminary draft shall include recommended operating expenses,
capital expenditures, and revenue sources for all departments and units of the County Govemment and any
other information deemed necessary. In response to this charge,the Director of Finance and Administration
has developed the Countys budget procedures. It has been the goal to establish simplified, yet meaningful
County budget p�actices and procedures, and to formalize them into this Weld County Budget Manual.
Instructions and forms contained in this manual are designed to assist departments and agencies in
submitting uniform, welF organized and justified budget requests. The budget document provides for the
� translation of department needs, in dollar amounts, required to accomplish their individual functions. The
budget narrative includes activity statements which provide emphasis in the budget process. A priority
setting mechanism assists the County in dealing with the financial constraints facing it, and emphasis will
be placed on the performance and achievement of major work programs within each budget unit. The
responsibility of agencies and departments during the budget process extends beyond the mere submission
of individual fiscal plans. it requires that each agency and department recognize from the outset that there
will be a number of budget proposals competing for the County's limited financial resources. Departments
and agencies are requested to carefully evaluate and utilize effectiveness of existing programs and, where
possible, redirect existing resources to meet new and changing demands for services. Budget requests
which exceed current year levels should be prioritized and included in the budget request only if it is
essential to effective delivery of service. Finance and Administration will be committed to recommending
only those budget changes which are fully supporie,d by demonstrated need and accompanied by a proposal
which provides the most economic and efficient means of ineeting that need. A commitment from agencies
and departments to limit budget requests to the most essential items will promote the best possible
aliocation of limited County resources. Financial constraints facing the County require that ail budgets be
carefully evaluated for every possible economy. Considerable time and effort can be saved for all invoived
in the budget process if departments and agencies carefully screen and eliminate ail budget requests that
do not have a demonstration of need, a record of past achievemeni, or sufficient jusiification.
The budget documents contained in this manual require the continuous attention of each department and
agency to insure that they are effectively utilized. This manual should be completely read by every County
employee involved in tfie budget process.
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BUDGET MANUAL
Introduction
Latest Revision Date: May 27, 1996
Finance and Administration will be available to answer any questions which may arise during the budget
process concerning the manual or forms. The budget information sessions are to take place 6-8 weeks prior
to the formal submission of the budget request, and will be used to identify the County-wide impact of
significant budgetary changes anticipated for the future fiscal year, and also discuss the overall budget
approach of each individual department with the department head.
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BUDGET MANUAL
Relationship of Budget Forms
Latest Revision Date: May 27, 1996
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BUDGETDEVELOPMENl TO SUPPORT DECISIONS _� ALTMIY
MADE DURING ACTIVITYEVALUATIONAND PUNNING I Sl'ALVA NIN
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WELD COUNTY
ADM NISTRATNE MANUAL ` :
BUDGET MANUAL
Budget Unit Request Summary
Latest Revision Date: May 27, 1996
PURPOSE: This form provides a tabular summary of the budget request, summary of changes, next fiscal
year's objectives, and workload measures.
NOTE: This form MUST BE submitted on a computer disk
provided by Finance and Administration.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Heading: Provide the agency/department name, and the budget unit title and number.
2. Actual Last Fiscal Year: Enterthe appropriate amount for each budget classification from
the prior fiscal year. This information can be found on the budget print-out forms in your
packet, as well as on the Banner system.
3. Budgeted Current Fiscal Year Enter the current year allowed amount for each budget
classification. This information is available on the budget print-out forms in your packet, as wool
well as on the Banner system.
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4. Requested Next Fiscal Year: Enter the total amount which is being requested for each
budget classification for the upcoming fiscal year.
5. Increase/(Decrease): Subtract the current year allowed from the next year request to
determine the amount of change, and enter the amount. Negative numbers should be shown
in parentheses.
6. Summary of Changes: The summary of changes should take a "program" perspective on
the budget and should not be line-by-line. It should describe the most significant changes
and will generally cross budget classifications. Consult the Director of Finance if you have
any questions or refer to past Budget Messages for examples.
7. Workload: This section should contain a summary of the major workload units within the
department. Identify significant workload categories, and try to choose those that are related
to your resource needs. Report the number of units handled in the previous fiscal year, the
number budgeted and actually estimated in the current fiscal year, and the number of units
anticipated for next fiscal year.
8. Routing: Forward the computer disk containing this form to the Director of Finance, and
retain at least one copy in the department.
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BUDGET MANUAL
Budget Unit Request Summary
Latest Revision Date: May 27, 1996
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
DEPARTMENT DESCRIPTION:
v.
ACTUAL";, BUDGETED REQUESTED`. 'INCREASE/..
RESOURCES'="`- `-LAST`FY.r 'CURRENT FY' ' 'NEXT FY' ^ (DECREASE)
Personnel Services
Supplies
Purchased Services
Fixed Charges.
Capital
Gross County Cost
Revenue
Net County Cost
Budget Positions
SUMMARY OF CHANGES:
OBJECTIVES:
°VYORKLOAD P ,, "ACTUAL • -ESTIMATED PROJECTED
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ADMINISTRATIVE �NUAL
• BUDGET MANUAL
Budget Analysis Report
Latest Revision Date: May 27, 1996
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PURPOSE:
The Budget Analysis Form is used to submit the department's proposed budget request and is backup to
the amount requested on-line. The requested amounts will be entered on the computer and filled out on this
form. The Finance Director will then make his recommendations. Departments will receive a copy of the
print-out after the Finance Director's recommendation is entered, and are urged to review it to verify that the
figures are correct. If there are any discrepancies, please contact the Director of Finance immediately.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
The department should indicate the budget request for each account. If no amount is requested for the
listed account,write or type in "0". If you wish to add a new account, use a blank space between the lines
or at the bottom of the form. Write the account number,the account name, and the amount requested in
the proper column. When the form is printed, the new account will be listed.
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BUDGET MANUAL
Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
PURPOSE:
The Activity Analysis form provides an analysis of each discrete activity within a budget unit. It provides
initial data regarding the nature of the activity base and is used to explain and justify all major changes from
the previous year's budget.
The concept and definition of an activity is contained in the instructions for the Budget Unit Request
Summary. One Activity Analysis form should be completed for each activity identified on the form.
Departments should work with the Director of Finance before the budget season to define the activities
within each budget unit if there are questions.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
CG 1. Headers: Show the fiscal year, agency/department name, budget unit number and title, and
activity title. The activity titles should correspond to the titles shown on the Budget Unit
Request Summary, and one form should be completed for each activity even if there are no
changes requested.
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2. Brief Description of Activity.
3. Criteria for Activity: Check the box which most accurately describes the criteria for funding
the activity and describe the rationale for your choice. Definitions to be used in identifying
the criteria are as follows:
A. Mandated, No Discretion: This describes an activity with a mandated evel of service
or cost. Mandatory payments to other jurisdictions, activities with mandated
caseloads or service levels, or other mandated restrictions should be placed in this
category.
B. Mandated, Some Discretion: If there is Ely discretion available to the County relative
to the cost or level of service of a mandated activity, this box should be checked.
This would include all mandates with no required caseload. In your rationale
explanation, identify the mandatory level of service and the latitude available to the
County. Explain how and why the existing level of service was chosen.
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BUDGET MANUAL
Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
C. Cost Effective: This category should only include activities which have a
measurable, identifiable cost benefit to the County. Activities should either generate
more revenue than the cost, or they should help the County to avoid higher costs if
the program were not funded. Explain how you calculate the cost-effectiveness of
the activity and be specific as to exact"hard"savings (real dollar).
D. Critical: This category should be limited to activities which are considered critical to
the saving of life and property.
E. Other Activities which can be justified on any other basis should be included in this
category.
4. Source of Authority: Cite the legal authority for operating the activity: Examples include the
Colorado Revised Statutes, the County Charter, and Board of Commissioners resolutions.
5. Altemative Ways of Providing Service or Financing: This section should include an analysis
of alternative ways of providing the service or financing the activity. Be creative. Include any
possible legislative changes which would allow the activity to be performed more efficiently,
less expensively, or not at all if you feel that State law is the only reason for operating the
activity.
6. Workload: This section should contain a summary of the major workload units with the
activity. Identify significant workload categories, and try to choose those that are related to
your resource needs.
A. Workload Category: This is the type of work identified as being significant for the
activity. Examples include Day Care population, inmates, motor vehicle licenses,,etc.
B. Measurement Unit: This defines what you will count to measure the activity within
each category. Examples include cases supervised/month, average daily population,
building permits, etc.
C. Report the number of units handled in the previous fiscal year, the number budgeted
and actually estimated handled in the current fiscal year, and the number of units
anticipated for next fiscal year.
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ADMINISTRATIVENANUA.L
BUDGET MANUAL
Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
D. Identify the number of full-time equivalents budgeted for each work category in the
current fiscal year and the number requested for next year.
7. Resources: This section identifies the appropriations, revenues and budgeted positions
allocated to each activity within the budget unit. The sum of the activities does not have to
exactly match the budget unit total, but an effort should be made to accurately allocate costs
to each activity so that the true cost to the County's programs can be identified.
Departments may find it useful to prepare a matrix listing the budget accounts along the left
side and each activity within a budget unit along the top. Requests foreach account can
then be allocated to the appropriate activity for future reference.
A. Request: The resources requested for the upcoming fiscal year should be broken
into"existing"programs and "new or expanded" programs. The request for existing
activities does not need to be the exact amount as in the current fiscal year, but it
should identify the cost of continuing the previous year's level of activity without
adding resources for additional workload, new programs, or other significant
changes.
"New or expanded" resources should identify any significant changes from the
current fiscal year including workload changes.
8. Summary of Changes: The Summary of Change analysis is on the back of the Activity
Analysis form. It is used to identify, explain and justify major changes from the current fiscal
year. Increases in an existing program should be included as one of the changes discussed
• here.
One change item can be completed on the back of the Activity Analysis form. Additional
items will require that you reproduce the format on additional pages. Your analysis must
address the following considerations: •
A. Describe your request and identify all resources requested for this change.item.
B. Identify and explain the budget criteria (i.e., Mandated, No Discretion, etc.) you feel
is appropriate.
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• BUDGET MANUAL
Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
C. Identify the achievements and benefits of the requested service.
D. Explain the quantitative measurement to be used to analyze the effectiveness, if
there are any.
E. Discuss the consequences of not receiving the requested resources.
F. Identify any potential impacts on other County agencies.
G. Discuss possible alternatives to the request being made. Include possible legislative
changes.
H. Identify the alternative means of financing this change and recommend one of the
alternatives.
9. Routing: Forward the original and one copy of this form to the Director of Finance, and retain
at least one copy in the department.
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BUDGET MANUAL
Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
ACTIVITY ANALYSIS
FISCAL YEAR
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
ACTIVITY TITLE:
BRIEF DESCRIPTION OF ACTIVITY:
CRITERIA FOR ACTIVITY: 0 Mandated, No Discretion ❑ Critical
o Mandated,Some Discretion ❑ Cost Effective
o Other
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DESCRIBE YOUR RATIONALE FOR CRITERIA YOU HAVE IDENTIFIED:
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SOURCE OF AUTHORITY FOR ACTIVITY:
DISCUSS ALTERNATIVE WAYS OF PROVIDING SERVICES AND FINANCING
ACTIVITY(include possibile legislative changes):
WORKLOAD
PRWR� CURRENTPISOAL • .,REQUEST
' FISCAL 3 ;a
CATEGORY MEASUREMENT - - -
UNITS ACTUAL;` BUDGETED ACTUAL', HPOSITIONS, UNITS °POSITIONS
RESOURCES
-_CURRENT ray REQUESTh rg ' ° '
'v FISCAL INCREASE!
BUDGETED EIUSTING NEW/EiPANDED„ •b TOTAL j+ ' (DECREASE)'
L Gross County Cost
Revenue
Net County Cost
Budgeted
Positions
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Activity Analysis Form/Summary of Changes
Latest Revision Date: May 27, 1996
SUMMARY OF CHANGE: (Completedhe following analysis for each major item requested in this
activity. If you have additional change items,add additional sheets as necessary:
TITLE OF CHANGE:
• o New or additional program ❑ Change in existing level of activity
o Transfer in or out of existing program (both increases and decreases)
DESCRIBE ITEM AND RESOURCES REQUESTED:
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CRITERIA: ❑Mandated, No Discretion ❑ Critical
o Mandated,Some Discretion ❑ Cost Effective
o Other
DESCRIBE YOUR RATIONALE FOR THE CRITERIA:
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SPECIFIC ACHIEVEMENTS/BENEFITS EXPECTED:
MEANS OF MEASURING RESULTS: •
CONSEQUENCES OF NOT IMPLEMENTING REQUEST:
IMPACT ON OTHER AGENCIES OR.DEPARTMENTS:
ALTERNATIVE WAYS OR LEVELS:
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ALTERNATIVE FINANCING:
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BUDGET MANUAL
Budget Unit Ranking and
Appropriation Request Exceeding Target Budget Level Form
Latest Revision'Date: May 27, 1996
PURPOSE: The purpose of the Budget Unit Ranking form is to provide a priority ranking of all activities
within a budget unit, both existing and new requests. Ranking will only be required for funds requested
above the target budget level which has been provided by Finance. There is no requirement to prioritize
items funded within this base.
All items which fall between the target level and the total amount requested must be ranked in priority order.
For example, if your target level is $1,000,000 and your net request for the next year is $1,050,000, you
should prioritize all items you would fund if you received between $1,000,000 and $1,050,000.
New Requests and Existing Services: This form requires that all requested increases be integrated into
the priority ranking along with existing resources so that comprehensive budgeting decisions can be made
Gand departmental priorities identified.
All activities identified as being mandated or critical should be included in your target funding level
(unless the level of service can be adjusted), and all mandated activities should receive a higher
priority than optional services.
Programs which, if eliminated, would require compensatory expenses in other departments should
be identified and prioritized accordingly.
Ranking Items(Definition): The form will rank discrete items consisting of either entire activities or portions
of activities if the activity can be broken into discrete segments. Each activity or portion of activity(item)
ranked on the form should consist of approximately 3-5%of the requested budget so that the ranking does
not consist of a large number of very small items. For example, rather than ranking one entire activity which
consisted of 20%of your requested budget, you should attempt to break the activity into four discrete levels
of service, if possible, and rank them in order of priority. This will allow reductions to be considered without
totally eliminating an activity.
Each item in excess of the target budget level should be described and justified on the Appropriation
Request Exceeding Target Budget Level form.
Base-Definition and Calculation: The target level amount is provided to you by Finance on the Summary
Computation of Maximum Allowable Gross Appropriation Request form. This amount can only be changed
by Finance.
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AD IN'ISTR T TE .NUAL,
BUDGET MANUAL
Budget Unit Ranking and
Appropriation Request Exceeding Target Budget Level Form
Latest Revision Date: May 27, 1996
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. The first step in completing the Budget Unit Ranking form is to identify all activities or
portions of activities within the budget unit. Activities should be reviewed to identify varying
levels of services which could be provided within the activity. Your analysis of alternatives
completed on the Activity Analysis form will be helpful in identifying these various levels of
service.
2. Ascertain your target base level from Finance. There is no need to provide a priority ranking
of activities which are requested within the target dollar amount.
3. Beginning with the target level and progressing in approximate intervals of 3 - 5%, list the
activities or portions of activities which you would request in priority order. Priority number
one should be the first item you would request above the target level, priority number two
should be the next most important item, and so on.
Continue to rank the items until you have ranked all currently existing services and all newly
requested increases up to the total net budget requested.
4. For each priority item on the form, indicate whether you have ranked the entire activity
(100%) or a portion of the existing activity (e.g., 35%, 50%, 75%) and whether this item
consists of a discrete subactivity within the activity (a specialized unit within the activity,
providing the service to County departments only, etc.)
Indicate whether this item is an existing (Ex), new(N), or expanded (Exp) service.
5. Indicate the budgeting criteria (Mandated, No Discretion; Mandated, Some Discretion; etc.)
for each of the items ranked.
6. Indicate the net County cost of that item and the number of full-time equivalent positions
requested.
Identify a line-item breakdown of the costs of each ranked item since it will be necessary to
put a line-item budget of those items which will be included in the program on the
Appropriation Request Exceeding Target Budget Level form.
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BUDGET MANUAL
Budget Unit Ranking and
Appropriation Request Exceeding Target Budget Level Form
Latest Revision Date: May 27, 1996
7. Cumulative Calculations: Beginning with the dollar figure which equals your target amount,
indicate the cumulative net cost and cumulative full-time equivalent positions being
requested at each level of priority ranking.
Indicate the cumulative percentage of the budget being requested at each priority level.
8. Description of Priorities: On the Appropriation Request Exceeding Target Budget Level'
form, list the line item amount making up the total, and describe and justify the request
including the consequences of not receiving the funding for that item.
Be sure to reference the budgeting criteria (i.e., Mandated, Critical, etc.) which you feel
justifies funding of the item.
9. Agencies or offices with more than one budget unit under the administrative control of an
elected official or department head should integrate all individual budget units on an Agency
priority sheet. In these cases an individual budget unit can exceed the target budget if the
overall Agency is within the target amount.
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BUDGET MANUAL
Budget Unit Ranking and
Appropriation Request Exceeding Target Budget Level Form
Latest Revision Date: May 27, 1996
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BUDGET UNIT RANKING
FISCAL YEAR
AGENCY/DEPARTMENT NAME:
•
BUDGET UNIT TITLE AND NUMBER:
TARGET BUDGET LEVEL: 4
° CUMMUTATIVE
ACTMTY! ; °k OF TYPE OF„ REQUESTED 0 `
SUB-ACTIVITY TOTAL • CRITERIA REQUEST. pOSITIONS P!°OF
PRIORITY' 'ACTIVITY " 'NET CURREr r\
COST POSITIONS, NET
.. •_.
BASE
1
2
3
4
5
6
7 •
8
9
10
•M =Mandated, No Discretion "N =New TOTAL REQUESTED:
MD=Mandated, Some Discretion EX=Existing
CE =Cost Effective EXP=Expanded
C=Critical
O=Other
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BUDGET MANUAL
Budget Unit Ranking and
Appropriation Request Exceeding Target Budget Level Form
Latest Revision Date: May27, 1996
APPROPRIATION REQUEST
EXCEEDING TARGET
BUDGET LEVEL
DEPARTMENT:
This request will be considered individually as a separate item. This form is to be completed for all
appropriation requests that exceed the adjusted gross appropriation limit,and which are justified on
a cost-effective basis. All critical or mandated programs should be included in the adjusted gross
appropriation limit.
FINANCIAL SUMMARY:
CAppropriation Request $
Less: Revenue
Net County Cost g
Budgeted Positions(FTE's)
LINE ITEM AMOUNTS MAKING UP APPROPRIATION REQUEST:
SUMMARY NARRATIVE DESCRIPTION AND JUSTIFICATION:
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(Each additional program request requires an additional form.)
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BUDGET MANUAL
Cost Cutting/Revenue Raising Strategies
Latest Revision Date: May 27, 1996
PURPOSE: This form provides the format for each budget unit to evaluate cost cutting and revenue raising
strategies for department activities. The common strategies are listed to serve as guidelines of analysis or
examination for each activity under the manager's control.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Header: Show the agency/department name, budget unit title and number.
2. Strategy: Check the box which most accurately describes the strategy,being used to cut
costs or raise revenues. Definitions to be used in identifying the strategies are as follows:
A. Contraction in services: Some contraction in basic services is inevitable in Weld
County and other local governments in order to live within the fiscal constraints
currently faced. An examination of all services and a determination as to whether or
not certain of those services can be reduced without a detrimental effect on the
public must be high on any public manager's agenda in the preparation of the current
budget. A great deal of thoughtfulness, planning, and humanity will be required as
the manager explores the whole concept of cutback management in each
department.
B. Revenue Source: This area is directed at any potential revenue sources that are
currently not being utilized by Weld County for recovery of cost where there is a
potential for ability to pay or better utilization of resources available through cash
management. An example of this would be better collection practices that would
generate added revenues for the County, or a new revenue source that has not been
utilized.
C. Productivity Improvement: As the title implies, this relates to increased productivity
in activities being performed by your department through job restructuring,
scheduling, planning, better organization, or incentives.
D. Reprivatization/Contract: Pubic sector managers have been utilizing contracts with
the private sector for various local services and interest in increasing the amount of
contracts seems to be rising. Many professional services are more practically
accomplished and can be done more effectively in the private sector.
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Cost Cutting/Revenue Raising Strategies
Latest Revision Date: May 27, 1996
E. Automation: Any operation that can be made more cost effective through automation
or computerization should be thoroughly explored by the department in conjunction
with the Information Services Center.
F. Energy Conservation: With the rising cost of energy, more aggressive programs in
the conservation of energy must be developed and utilized by local governments.
The activities can range from incremental or voluntary programs such as making sure
lights are shut off, to modifying buildings to make them more energy efficient, or
acquiring energy saving technologies. A specific example would be downsizing of
vehicles to provide transportation that will be more fuel efficient.
G. Administrative Reorganization: This would be based upon an examination of the
organizational structure of your department to ascertain whether restructuring could
deliver the current services in a more cost effective way using fewer people.
H. Innovation/Technological Transfer: This strategy is the adoption of
productivity/enhancing innovations in service delivery. The innovations sometimes
involve new hardware, but they can also be new managerial techniques. An example
would be the acquisition of word processing equipment and the restructuring of the
department's secretarial staff into a word processing unit.
I. Organizational Assessment: This is a general category which encompasses the
ongoing assessment of the organizational activity service delivery and resource
allocation. It calls for creative analysis of the activity to ascertain methodologies that
are cost effective and programmatically sound. An example would be the evaluation
of utilization of patrol vehicles in the Sheriffs Department to ascertain Cost effective
ways of providing patrol coverage with maximum impact on crime prevention.
J. Other: This strategy would be for any that does not fall into the above categories,
and should be described.
3. Description: Precisely describe the situation and the strategy that is being proposed.
4. Consequence/Impact: Briefly describe potential consequence or impact of the proposed
strategy, indicating the pros and cons and the impact on the service to the public.
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BUDGET MANUAL
Cost Cutting/Revenue Raising Strategies
Latest Revision Date: May 27, 1996
5. Savings/Revenue: Detail the savings or revenue that will be generated from the utilization
of this strategy by providing such items as staff reduction, equipment reduction, etc.
6. Finance Recommendation: This space should be left blank for Finance Office's comments
concerning the proposed strategy.
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BUDGET MANUAL
Cost Cutting/Revenue Raising Strategies
Latest Revision Date: May 27, 1996
COST CUTTING/REVENUE RAISING
STRATEGIES
FISCAL YEAR
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
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STRATEGY:
❑ Contraction in Services o Energy Conservation
❑ Revenue Source ❑ Administrative Reorganization
o Productivity Improvement o Innovation/Technological Transfer
❑ Reprivatization/Contract ❑ Organizational
o Automation(Cost/Benefit) ❑ Other:
DESCRIPTION:
CONSEQUENCE/IMPACT:
SAVINGS/REVENUE:
FINANCE RECOMMENDATION:
•
23
NISTEATWE MANUAL,
•
BUDGET MANUAL
Objective Tracking Statement
Latest Revision Date: May 27, 1996
PURPOSE: The Objective Tracking Statement provides a mechanism for relating departmental budgets
to expected achievements, and provide a format for tracking a department's progress towards achieving its
objectives. The objectives should cover both operational activities (daily, ongoing, part of your overhead)
and budget-impacting activities (significant projects with specific dollar amounts associated.) Board
directives during the budget hearings should also be incorporated onto the Objective Tracking Statements.
Submission and Progress Reports: Departments will submit preliminary objectives with their budget
request each year, and finalized objectives in January of the fiscal year. The finalized objectives are to be
• based on the preliminary objectives established by departments during the budget request process and the
budget levels recommended by the Director of Finance and Administration in the annual budget
presentation. The objectives will be presented to the Board of Commissioners in January of each year.
Departments will submit progress reports on these objectives to the County Commissioners on the first
working day in April,July, September, and January. The progress reports will initiate work sessions between
the County Commissioners and operating departments to discuss achievements, problem areas, and future
courses of action toward completing the established objectives. The January progress report will be J
submitted to the Board of County Commissioners as an overview of achievements made during the past
fiscal year.
Departmental Impact: The Objective Tracking System will require each department to establish an internal
system to meet objective and reporting deadlines.
Completion Dates: Completion dates of objectives should be spread throughout the year. All completion
dates should be within the upcoming fiscal year.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Heading: Provide the fiscal year, agency/department name, and budget unit title and
number. Check either the budget request or final box and show a date.
2. Number: Consecutively number all of the objectives listed for each budget unit.
3. Objectives: List all objectives for the designated budget unit in this section. Objectives
should describe expected achievements within the fiscal year. Objectives should be grouped
by activity within the budget unit. An objective is a specific result, product or service to be
accomplished within the time frame of a fiscal year. Objectives should start with an action
verb and give a month and year of estimated completion. The following criteria may be used
in establishing objectives:
24
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BUDGET MANUAL
•
Objective Tracking Statement
Latest Revision Date: May 27, 1996
•
A. Describes a tangible and recognizable step consistent with the stated purpose or
goal of the activity.
B. Includes a verifiable performance criteria which signals when an objective is
achieved.
C. Answers only what is to be accomplished and when. Does not answer why or how
objective is to be completed.
D. Is result--not process--oriented.
4. Completion Date: Provide an expected date of completion for each objective listed.
5. Comments on Progress: This section is to be left blank when the objectives are submitted
with the budget request and when they are submitted in July each year. Comments are to
be provided in the periodic progress reports to the County Commissioners. When making
the progress reports, departments may copy the established objectives as presented and
type the appropriate comments next to each objective. Additional sheets may be attached
as required.
•
25
LLD COUNTY o
M• MIMST s T U .
•
• BUDGET MANUAL
Objective Tracking Statement
Latest Revision Date: May 27, 1996
OBJECTIVE TRACKING STATEMENT.
FISCAL YEAR
a BUDGET REQUEST(DATE: ) a FINAL(DATE:
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
NUMBER', .OBJECTNES(byActivily)r; COMPLETION COMMENTS ON PROGRESS
DATE ";• \
•
26
•
BUDGET MANUAL
Budget Request by Account Form for Expenditures and Revenues
Latest Revision Date: May 27, 1996
Budget requests for both expenditures and revenues are to be completed by electronic input into the
BANNER Financial System. From the Main Menu, select the following:
"A"- Main Financial System Menu
"F"- Budget and Position Control System Menu
"C"- Budget Request by Account Form
Once displayed,the BUDGET REQUEST BY ACCOUNT FORM enables you to create new budget requests
to support development of the next fiscal year's budget, in an all-encompassing data entry mode. (Refer
to examples of Banner screens on the attached pages.)
INSTRUCTIONS:
CEnter the appropriate Budget ID, which is "FY" plus the last two digits of the fiscal year, e.g., FY97. Then
enter Phase as"I"(Request), as well as the desired Organization, Fund, Program, Account, Activity, and
Location combination for each particular request. The Display Comparative Data box should be checked
if you wish the display to reflect comparative data. The Accumulate Budgets on Entered Keys box
indicates whether the comparative data retrieved for a specific account include values that match the
entered account set of values. For example, you may leave the Activity and Location fields blank and still
gather comparative data for the Fund, Organization, Account, and Program. Leave the box unchecked
to have the system retrieve an exact match for Activity and Location. The default is to find an exact match.
The system performs an automatic query and retrieves any existing request records which match the
account values supplied. If the Display Comparative Data box is checked, the value of the current budget
year defaults into the CY (Current Year) field. The account description defaults from the Account Table
(FTVACCT)for display purposes, and the form retrieves the current amount requested from the Budget Line
Item Table (FBBBLIN).
Begin a new request by entering the Account.Number, Current Amount, and Change Amount being
requested for the specific account. For existing records, enter data in the Change Amount fields. With
either a new request or an existing request, you must end with a value in the Current Amount field before
committing the budget request.
Enter P to increment the changed amount by a percent, or leave blank to indicate amount increments.
27
SY
W ELL COU TTY
ADMINISTRATIVE ANU
BUDGET MANUAL
Budget Request by Account Form for Expenditures and Revenues
Latest Revision Date: May 27, 1996
To describe the request and provide justification or calculation of the amount requested, use the LINE ITEM
TEXT field to provide back-up information for the requested amount by account. If you add text describing
this request, then Y displays in the Text Exists field. You may only add text to a request when it is first
created.
A. Expenditure requests-Text field:
1. Emphasis in the justification should be placed on the reasons for increases or
decreases from the current year allowed; however, maintaining the current level of
funding also requires justification.
2. Relate requested changes in these accounts to new or expanded activities discussed
on the Activity Analysis form. J
3. Show all calculations.
4. Expenditure patterns are results, not causes, of account changes. These patterns
are not sufficient justification for future year requests. To justify a request, cite the
reason for any changes. For a request that is identical to the current allocation, cite
the reasons.
B. Revenue estimates-Text field:
1. Indicate how revenue estimate was calculated.
2. Include text explaining any change in revenue from previous year, e.g., new grant,
rate increase, volume change, etc.
3. Indicate any action that can be taken to increase the revenue amount.
Enter either P(Permanent) or (Temporary)in the Dur field. This is the duration of the budget request. The
Dur field is a unique key factor for this item, so it is possible to have two records present with the same
account number, one of permanent duration, one of temporary duration.
28
`.l
•
7711171,1111771:111111:WEED3COUNTWT"P".",111•157:
• s z
::::RAT �Cr1
BUDGET MANUAL
Budget Request by Account Form for Expenditures and Revenues
Latest Revision Date: May 27, 1996
ADDITIONAL INSTRUCTIONS:
1. Attach all estimates or other documents which support account requests immediately behind
the corresponding page. For example, a letter indicating a rate increase should be attached
directly behind the page containing the equipment rental account.
2. If additional detail is required to fully justify an account request, an 8-1/2"'X 11"sheet should
be completed and attached directly behind the page containing that account. The
attachment should contain data relating only to that specific page.
29
x t
•
BUDGET MANUAL
Budget Request by Account Form for Expenditures and Revenues
Latest Revision Date: May 27, 1996
General Menu AppR-Von Form IGDAMEND 21 IN•iJ - .• 1
Enter Selection •-> _I tia^Ftis:pnEs imibt talr
p.. 'FINANCE Main Flnanclal Systems Menu
8- •GENERAL. General System Menu
IPA1i$hf4' 'wraugads" w1liE+lifarI
General Mcau Appli ,Von Form IGUAMENB 2.1.5)IN•1 -. J
Enter Selection ••> FINBUO .w+rFSSN0EY'.[.NitT[Ic-' '
A- 'FINGENLL General Ledger System Menu
•
B- •FINOPER Finance Operations Menu
C. 'FINSTORES Stares Inventory System Menu
D- •FINPURCH Purchasing and Procurement System Menu
E- 'FINAP Accounts Payable System Menu.
F •FINBUDG Budget and Position Control System Menu
G- •FINASSET Fixed Assets System Menu
H •FINCOST Cost Accounting System Menu
- •FININVEST Investment Management System Menu
J- 'FINAR Accounts Receivable Menu
S1nrF'. 'HraGiuti P tit L't
General Melw Appll-Oon Fann IGUMIENU2.1.511N•
I• Enter Selection 're •FBABDROI 1 [w]FESSAceficntritC?«2
A- FTMOBUD Operating Budget Maintenance Form
B• FBIBVDG Budget Query Form
C-. FBABURA Budget Request By Account Form
D- FBABDRO Budgel Request Form
• E- FBABDMN Budget Maintenance Form
F- FBABDDS Budget DlaUlbudon Parameter Form
G- FBABDDA Budget Distribution by Amount Form
H- FBAMCHG Mass Budget Change Form
I- ' FBABPRC Budget Process Control Parameter Form
J- FTVOBUD Operating Budget Validation Farm \�)
K- F VOBPH Budget Phase Veldatlon Form
L- •FINPOSN Position Control Processing Menu
30
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II ,
BUDGET MANUAL
Budget Request by Account Form for Expenditures and Revenues
Latest Revision Date: May 27, 9996
•
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Account Entry Information
CV: E•
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DSTRT MANUAL;
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BUDGET MANUAL
Function and Organization Chart
Latest Revision Date: May 27, 1996
1. Presentation: Use paper 8-1/2"x 11" or 8-1/2"x 14", whichever is convenient for the presentation
of your organization. All charts should be typed.
2. Title Box: A title box should be provided in the upper right corner of each page.
3. Budgeted Positions: The total budgeted positions shown on the Salaries and Employee Benefits
Sheets of the current year should be typed in the upper left corner of the first page by budget unit.
Departments with more than one budget unit should list each budget unit with its respective
budgeted positions and give a departmental total at the bottom of the column. The budgeted
position figures for each budget unit must balance exactly with the current Salaries and Employee
Benefits Sheets. Decimal equivalents of budgeted positions will result where part-time or hourly
employees are involved. Use the following table to convert pay units to budgeted positions:
1 budgeted position = 12 Months j
261 Days
1,958 Hours
The charts should show what budget unit a classification is assigned to when more than one budget
unit is shown on a page. This occurs on overview charts, or in complex agencies. Departments are
requested to:
A. Put only one budget unit on a page where practical (with the exception of overviews and
complex interrelationships).
B. Show which budget unit a classification is in when more than one budget unit is shown on
a page.
4. Organizational.Elements: Show each major organizational element in block form in its appropriate
position in the chain of command.
5. Standard Terminology: Consistency of presentation is important. All departmental charts will be
compiled in one function and organization chart booklet and must be consistent. Organizational
element designations such as branch, team, service, or bureau, are to be converted to one of three
standard designations:
A. Department: Major County service component under the direction of a designated or
functional department head.
32 `-2
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;
is v` " i
i STRAT E MAN
BUDGET U, P, z
BUDGET MANUAL
Function and Organization Chart
Latest Revision Date: May 27, 1996
B. Division: A major work program within a department.
C. Section: A major portion of a division which substantially contributes to a division's total work
program. To achieve clarity, conserve space, and simplify detail, sections are to be regarded
as the smallest organizational element of a department. Smaller units are to be consolidated
and presented as a portion of the departmental section to which they are assigned.
6. Information Requirements: Each block depicting an organizational element of the department is to
be comprised of three parts:
A. The title of the organizational element in capital letters.
B. A very brief description of the basic functions of the organizational element.
C. The budgeted positions and personnel classification titles assigned to the organizational
element. The budgeted positions should be typed on the left side of each personnel title.
List in order of supervisory responsibility. The primary supervisor is to be slightly offset.
7. Additional Pages: In larger departments it will not be possible to show all required detail on one
page. The first page should illustrate all of the various divisions, sections and total budgeted
positions of the department by budget unit: In lieu of describing the functions of an organizational
element that cannot be placed on the first page, a reference should be made to a subsequent page
where the detail is to be shown. Place the total number of budgeted positions in the appropriate
block if a referenced organizational element is being shown. Functions and personnel classifications
can then be presented on subsequent pages.
8. Clarification: If you wish further clarification on the preparation or submission of your organization
and function chart, please call the Personnel Department.
33
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BUDGET MANUAL
Function and Organization Chart
Latest Revision,Date: May 27, 1996
❑ Acts for department
head in his absence Title of appointing authority I COUNTY OF WELD
Permanent Positions NAME OF DEPARTMENT
Man-Years Functional organization chart
Budget Unit(s) NAME OF DEPARTMENT
Date:
APPROVED:
Brief description of the basic
r -- functions of the department and By:
responsibility of department head TITLE OF DEPARTMENT.HEAD
COMMISSION/BOARD 1-TITLE OF DEPARTMENT HEAD By:
J PERSONNEL
Functions of advisory
commission — if any
SECRETARIAL
•
1-POSITION TITLE
I l
NAME OF DIVISION NAME OF DIVISION NAME OF DIVISION.
Brief description of basic Brief description of basic Brief description of basic.
functions of division functions of division functions of division
1-DIVISION HEAD TITLE 1-DIVISION HEAD TITLE I 1-TITLE OF ASST. DEPT. HEAD
NAME OF SECTION NAME OF SECTION NAMEOF SECTION NA*IEOF SECTION
List number and titles
of all positions Functions of Functions of Refer to Refer to
assigned to the division
section section page 2 page 3
NUMBER AND TITLE NUMBER AND TITLE 12-POSITIONS 23-POSITIONS
OF POSITIONS OF POSITIONS
34
WELD COUNTY
•
. DM NISTRATItTE � UAL
BUDGET MANUAL
•
Personnel Department Projected Expenses
Latest Revision Date: May 27, 1996
PURPOSE: This form details each budget unit's staffing and projected fringe benefit expenses required
to fund the request. The projected personnel cost, at the request stage,will include only currently authorized
positions and their current cost. Increased salary expenses for the next fiscal year will not be included at
the request stage. A salary contingency amount will be included in the budget in a lurnp sum amount without
it being spread among various budget units. The purpose is to present the Board with the current staffing
pattem without the distortion of salary increases to analyze the staffing level. After the Board has approved
a salary increase amount, the salaries will be updated to the next fiscal year level, and the appropriations
placed into the various budget units.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT: If positions are deleted, they should be
lined out on the projected personnel expense form. If new positions are requested, they should be written
in at the bottom with a salary amount for each position (provided by the Personnel Department.) Once the
adjustments are made, a new total column should be ascertained for the next fiscal year salaries, retirement,
G FICA, and insurance. These total amounts should then be placed on the budget analysis report under
requested amounts. As the Board approves the positions, the Manning Document will be updated and a
copy provided to each department with an update of salaries with the salary increase. Any new positions
requested should be requested in accordance with the following policy:
1. Annually at the budget hearings the Board of County Commissioners shall determine the
number of positions, by skill, authorized for each department within the County. The
Personnel Department will produce the authorized manning document as established by the
Board and distribute to all County departments. These positions will be the only authorized
positions that will be filled by Personnel.
2. Additions or deletions to the manning document will be authorized by approval of the Board
of Commissioners only. If a department wishes to'have authorized additional manning
positions or upgrade a.classification, they will follow the following steps:
A. Forward to the Personnel Department a memo that explains the reasons for the
increase including all facts that cause the change, why the work load cannot be
absorbed within the current work force, what organizational changes have been
considered to absorb the work load, the skill and skill level desired, a complete job
description for the new position, and a list of all functions currently performed by the
department in priority order (most important function as number one and listing in
descending order). Identify where the new function would fit within the priority listing.
Identify the number of employees by skill associated with each function.
35
V
El D COUNTT
T �
MINIST: A.T E N 9 AL
BUDGET MANUAL
Personnel Department Projected Expenses
Latest Revision Date: May 27, 1996
•
B. Explain what the effect would be if the addition or reclassification was not authorized.
C. Explain the effect if the lowest priority function were to be eliminated.
D. State whether or not the additional position or reclassification can be absorbed within
the current budget and explain.
E. Give the date you want the new position, if authorized, to be filled by Personnel. All
reclassifications approved will be effective the first day of the first pay period of the
new fiscal year.
3. The Personnel Department will complete the request for a new position or reclassification
including salary and all benefits. The Personnel Department will make an evaluation of the
department,working with the department head to determine all alternatives possible to solve
the work load problem.
4. The Personnel Department will make a recommendation and forward to the Director of
Finance and Administration for review and comment, with a copy to the Department Head.
If the Director of Finance and Administration determines a need to meet with the Department
Head prior to submitting the request and recommendation to the Board, he will set up a
meeting.
36
ilgalantliSliW X..da
OUNUtaiiIIMEIMMONV
•
BUDGET MANUAL
Personnel Department Projected Expenses
Latest Revision Date: May 27, 1996
•
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BUDGET MANUAL
Motor Vehicle Assignment/Electronic Equipment Request
Latest Revision Date: May 27, 1996
PURPOSE:
1. Provide a detailed listing of equipment requested by.budget unit.
2. Provide the Motor Vehicle IGS Fund with adequate time to budget for new vehicles and their
related equipment.
3. Provide the requesting department with notification as to the approval/disapproval of the
request.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
Heading: Provide the fiscal year,agency/department name,budget unit title and number, contact
person, phone number, and signature of department head.
1. Reason for Request: Check the appropriate category.
2. Number of Vehicles: Self-explanatory.
3: Type of Vehicle Requested: Provide the type of vehicle, for example, compact car, pickup,.
etc.
4. Special Equipment Needed: Indicate whether any electronic equipment for this vehicle is
being requested, such as mobile radio, siren, etc. Also indicate any non-communication
equipment such as security screens or door locks in this section.
5. Length of Assignment: Self-explanatory.
6. Usage Estimate: Self-explanatory.
7. Vehicle To Be Assigned To: Indicate location, driver, classification, or title and typical driver
duties.
8. Vehicle Garaged: Indicate where the vehicle is garaged at nights and on weekends by listing
the specific address and the distance in miles from the work site.
9. Justification: Indicate why the vehicle is necessary for the operation of the department, and
if it is garaged other than at the County garage at nights and weekends, indicate why it must
be driven home by the driver.
10. Signature of Department Head and Title.
38 V
•
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ADMI ST AT E UAL
BUDGET MANUAL
Motor Vehicle AssignmentElectronic Equipment Request
Latest Revision Date: May 27, 1996
MOTOR VEHICLE ASSIGNMENT/
ELECTRONIC EQUIPMENT REQUEST
FISCAL YEAR
AGENCY/DEPARTMENT NAME CONTACT PERSON
• BUDGET UNIT TITLE/NUMBER PHONE NUMBER
1. REASON FOR REQUEST: 2. NUMBER OF VEHICLES:
a Request for additional vehicle(s)
a Reduction In number of assigned vehicles 3. TYPE OF VEHICLE:
a Modification to class of assigned vehicle
a Change in Budget Unit Number
4. SPECIAL EQUIPMENT NEEDED: •
5.LENGTH OF ASSIGNMENT: a Permanent a Temporary(from to 1.
6. USAGE ESTIMATE: Miles/Month Days/Week
7. VEHICLE ASSIGNED TO: Location Driver Class or Title
Typical Driver Duties
ft VEHICLE GARAGED: O Nights o Weekends Distance from work site
• Address:
9.JUSTIFICATION:
(If more space is needed,attach second sheet.)
10.DATE: SIGNATURE:
TELEPHONE NUMBER: TITLE:
PLEASE DO NOT WRITE BELOW THIS LINE
Cost Estimation: (Motor vehicle) Total S.
Cost Estimation: (Communications) Total S
COMMENTS/RECOMMENDATION:
39
WETDFiCOUNTY
M i
AD INISTRATiv MANUAL,
BUDGET MANUAL
Travel Request Summary
Latest Revision Date: May 27, 1996
PURPOSE: This form lists each budget unit's travel program for the next fiscal year.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Heading: Provide the fiscal year, budget unit title and number, and a page number.
2. Trip Number: Number each trip consecutively.
3. Official Name of Meeting: Give the official name of the meeting or conference.
4. Destination: Indicate the location where the meeting or conference is to be held. If
unknown, identify the general area, such as Northern Colorado, East Coast, etc. Be specific
as to whether the destination is in or outside of Colorado.
5. Number of Days: Indicate the number of days from the date of departure to the date of
return.
6. Title of Persons: Indicate the number of persons taking each trip.
7. Number of Persons: Indicate the number of persons taking each trip.
8. Number of Nights Lodging: Indicate the number of nights persons taking the trip will be
required to spend at the meeting or conference locations.
9. . Number of Meals: Indicate the total number of meals that will be purchased at the meeting
or conference.
10. Travel By: Indicate the method of travel to be used to attend the meeting or conference.
11. Requested Amount: Indicate the estimated cost of each listed trip. Secure an estimate for
air fare, when applicable.
12. Approved Amount: This column is to be left blank. The Finance Office will complete this
column when the budget is reviewed.
40 J
DIET I n C UN TY" r^
i " 3
BUDGET MANUAL
Travel Request Summary
Latest Revision Date: May 27, 1996
TRAVEL REQUEST SUMMARY
FISCAL YEAR
BUDGET UNIT TITLE AND NUMBER: PAGE OF PAGES
DESCRIPTION OF TRIP PERSONSATTENDTh G' EXPENSES+ AMOUNT;.' ; `°
Trip ONlela Name of Meeting • -Destination4 " Sot Ttgeof Persons TakingTrjp #ot NN lot Travef Requested Approved
eal
Gays Persons ,loQgTn9igts Ms;' By; Amount
, Arpount
••
•
V 41
V £
LIUNTY"
ADMINISTRATIVE M 'U z
BUDGET MANUAL
Request for Information Services Resources
Latest Revision Date: May 27, 1996
PURPOSE: The Request for Information Services Resources Form has been designed to formally request
services and summarize for the Board the program, objectives, costs, and benefits of the data processing
resources requested.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Headers: Indicate the fiscal year, department name, budget unit title and number, project
title, Information Services liaison's name and phone number.
2. Summary of Project: Provide a synopsis of the information provided elsewhere on the form.
This is primarily for Board overview.
3. Project Description: Briefly describe the problem or background which resulted in the project
request, objectives that will be achieved by the project, approach envisioned by the
requesting department, and possible impacts on staffing, workload, or budget. Provide
relevant statistical data where appropriate.
4. Estimated Data Processing Cost: Estimated costs for data processing should be broken `•/
down by direct costs from the data processing center, equipment costs (rents and leases,
maintenance, fixed assets, etc.), contracts, and other computer services and supplies.
5. Estimated Non-Computer Cost: Information Services projects require significant amounts
of time from departmental personnel. Include in this section estimated non-data processing
personnel costs in the department which relate to the project. Also include the cost of any
non-computer services and supplies which relate to or result from the project. Displacement
of existing cost, as well as added costs should be identified.
•
6. Estimated Total Project Cost Remaining: If a one-time project is expected to extend beyond
the next fiscal year, provide an estimate of the total project cost remaining, including the next
fiscal year cost.
•
7. Justification and Benefits: Indicate whether the project requested is a State, Federal, or '
Court mandated program, expanded service, etc. Identify tangible benefits or cost savings
that will result from the project. If not mandated or justified by cost savings, provide sufficient
explanation to justify the requested project.
8. Alternatives to Project: Describe alternatives to the project that were considered and
rejected.
9. Consequences of No Action: State the consequences of not funding the requested project.
Indicate whether the project can be deferred to a future year without serious difficulty. Be
specific in describing possible consequences.
42 `s/1
omiwikasmolaATVELDCOUNWntmio*wI6xP•!]:E:,:):
. DMINISTRATIVE MANUALx
BUDGET MANUAL
•
Request for Information Services Resources
Latest Revision Date: May 27, 1996
REQUEST FOR INFORMATION
SERVICES RESOURCES
•
DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
• PROJECT TITLE:
DEPARTMENTAL I.S. LIAISON:
PHONE NUMBER:
SUMMARY OF PROJECT:
PROJECT DESCRIPTION(include background, objectives, approach, impact, and
relevant statistical data):
•
ESTIMATED DATA PROCESSING COST (designate personnel by category,
processing,and equipment costs):
•
43
x x w� s ELI C U tTY" N
.ADM NZSTRATiVE MANU L w
BUDGET MANUAL
Request for Information Services Resources
Latest Revision Date: May 27, 1996
ESTIMATED NON-DP COST (include salaries, services, and supplies related to
project and not,identified above):
ESTIMATED TOTAL PROJECT COST REMAINING:
JUSTIFICATION AND BENEFITS:
ALTERNATIVES TO PROJECT:
CONSEQUENCES OF NO ACTION:
44
BUDGET MANUAL
Request for Equipment Purchase or Major Rental
Latest Revision Date: May 27, 1996
PURPOSE: This form provides a detailed listing of the equipment requested.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Heading: Provide the department name, number,fiscal year, contact person, phone number,
and item to be purchased or rented.
2. Form of Acquisition: Check ().appropriate category.
3. Number of Units Requested: indicate total units to be rented or purchased.
4. Purpose of Expenditure: Check () the appropriate reason(s) for this expenditure.
5. Cost: Provide cost data requested.
6. Number of Similar Items in Inventory: Indicate the number of similar equipment items in the
inventory of the requesting department.
7. Estimated Use of Requested Item(s): Indicate the number of weeks per year the item is
expected to be used and the approximate months of the year if seasonal, and estimate the
average usage(in days per week and in hours per day) for the specified period. Also show
estimated useful life of the item based on planned usage.
8. Replaced Items: Provide the information indicated for any owned or rented item(s) that will
be replaced by the request item(s). If there are no items replaced, enter N/A.
9. Recommended Disposition of Replaced Item(s): Self-explanatory.
10. Justification: Include a brief statement as to the condition of old items and reasons it will no
longer economically perform the required function. All additional items should be fully
explained and justified in terms of greater efficiency and/or dollar savings over current
methods of operation.
45
ADMI 'ISTRA.T: E NU,AL
BUDGET MANUAL
Request for Equipment Purchase or.Major Rental
Latest Revision Date: May 27, 1996
REQUEST FOR EQUIPMENT
PURCHASE OR MAJOR RENTAL
1. Department/Activity,
Contact Person Date
Phone -
Equipment Item
5. Cost: per Unit Total
2. Form of Acquisition(check appropriate):
Purchase price or annual rental S S_
o'Purchase .0 Rental
Plus: Installation or other costs
3. Number of Units Requested: Less: Trade-in or other discount S S_
Net purchase cost or annual rental S_ S J
4.Purpose of Expenditure(check appropriate): `VV�
o Scheduled replacement 6. Number of Similar Units In Inventory:
• Present equipment obsolete
O Replace worn-out equipment
❑ Reduce personnel time 7. Estimated Use of Requested Item(s):
o Expanded service
o New operation _Weeks per year(Approximate months,if
O Increased safety seasonal)
. o Improve procedures,records,etc. _ Average days per week
_Average hours per day
Estimated useful life(years)
8. Replaced Item(s): Prior Year's
Item Make Age Maintenance Rental
Cost Breakdowns Cost
•
9. Recommended Disposition of Replaced Item(s):
❑ Possible use by other agencies
o Trade-In
❑ Sale
10. Justification Narrative:
46
r WELD COUNTY
T"(1Y T y
BUDGET MANUAL
Building and Grounds Special Projects
Latest Revision Date: May 27, 1996
PURPOSE: The purpose of the Building and Grounds Special Projects form is to provide each department
a formal mechanism of requesting repairs or alterations to building structures their programs occupy. Each
department is responsible for requesting the Building and Grounds Department to make any necessary
repairs or alterations to building structure which are not part of the regular or routine maintenance where
the space is leased or owned by the County.
The following information should be utilized in assessing whether or not,a Special Projects Request form
is necessary:
A. MINOR REPAIRS AND ALTERATIONS—All non-recurring general maintenance work under
$500, including moving of furniture, changes in electrical outlets for approved equipment,
moving existing landscape partitions, etc. Minor repairs and alterations should be requested
on a Work Order and submitted directly to the Building and Grounds Department throughout
the year, as needed.
B. SPECIAL PROJECTS(Major Alterations)--Any building alteration estimated between $500
and $10,000, including installation of cabinets, fixed walls, major electrical rewiring, plumbing
fixtures, and any other changes particularly related to departmental changes in staffing or
program.
Special projects need to be anticipated in advance so that Building and Grounds can obtain
appropriate staffing levels and give operating departments realistic completion dates for
special projects. Special projects are budgeted centrally and are approved by the Board of
County Commissioners prior to the beginning of the project.
C. CAPITAL PROJECTS— Projects which are estimated to cost more than $10,000.
When clarification is needed, the Director of Building and Grounds will determine whether requests should
be classified as routine maintenance, minor repair and alteration, special project, or a capital project.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Headers: Show the fiscal year, agency and department name, budget unit title and number
requesting the special project.
2. Building: Give the name of the building being occupied.
•
47
G
53V WELD COUNT 2 N�sx
a y
AD �STRAT sTEU .NU
BUDGET MANUAL
Building and Grounds Special Projects
Latest Revision Date: May 27, 1996
•
3. Room No. or Unit: Give the room number or unit of building requesting:special project.
4. Description of Project with Attached Sketch if Appropriate: The description should
specifically describe what is involved in the special project.
5. Statement of Justification: Provide enough information in this section to accurately identify
the reasons and justifications for the request. This can be done by indicating adverse
impacts, positive impacts to the program or cost benefit justifications.
6. Date Completion Desired: Indicate the date that you would desire the project to be
completed if there is a specific deadline necessary to your department.
7. Signature of Requesting Department Head.
COST ESTIMATE: The superintendent of Buildings and Grounds will develop cost estimates for the special
project for consideration by the Board of County Commissioners. After a work session has been held with
the Board of County Commissioners, in which the special projects are reviewed and discussed with each
department, the Board of County Commissioners will provide a list of approved projects to the Director of
Buildings and Grounds and each department.
Each department will then be limited to the approved funds for special projects for the next fiscal year. A
small contingency amount will be maintained for use by departments which have emergency or unanticipated
special project requests during the fiscal year.
48
•
-!
r = MELDC UNTt �1F 4 >3
•
SQYNI,STRATWE ��ti±�NU ig(,Ip H
BUDGET MANUAL
Building and Grounds Special Projects
Latest Revision Date: May 27, 1996
SPECIAL PROJECTS
FISCAL YEAR
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
B UIILDING: ROOM#OR UNIT:
DESCRIPTION OF PROJECT(Attach sketch if appropriate):
STATEMENT OF JUSTIFICATION:
Date Completion Desired Signature(Requesting Department)
COST ESTIMATE
";'SUILOINGIGROUNOS <�fUNDSAPPA0VED„
DESCRIPTION nccouMa amount „ tiAcecunt# Amount`
Material
Equipment
Contract Service
TOTAL
Salaries and Wages
GRAND TOTAL
REMARKS:
49
a
VELD COUNTY £°
ADMINISTRATIVE M NUA,L
•
BUDGET MANUAL
PBX Phone Service Requests for
Additions or Changes in Services or Equipment
Latest Revision Date: May 27, 1996
PURPOSE: The PBX Phone Service Requests for Additions or Changes in Services or Equipment Form
has been designed to formally request and summarize proposed changes for budgetary planning purposes.
The purpose, benefits received, consequences of no action, and estimated costs are included on the form.
INFORMATION TO BE COMPLETED BY THE DEPARTMENT:
1. Headers: Indicate the department name, budget unit title and number, project title,
department liaison and liaison's phone number.
2. Description of Project: Provide a summary of the specific change being requested.
Describe, by position or individual, what type of phone set(s) will be needed. A diagram or J
floor plan is very helpful when major changes or additions are being requested.
3. Statement of Justification: Provide enough information in this section to accurately identify
the reasons and justifications for the request. This can be done by indicating adverse
impacts, positive impacts to the program or cost benefit justifications.
4. Date Completion Desired: Indicate the date that you would desire the project to be
completed if there is a specific deadline necessary to your department.
5. Signature of Requesting Department Head.
6. Estimated Total Project Cost: The estimate for project cost will be completed by the PBX
Phone Service Manager.
•
50
J
_ W Df COUNTrs e
A
i ' M {aniorpmsnai
csi
BUDGET MANUAL
PBX Phone Service Requests for
Additions or Changes in Services or Equipment
Latest Revision Date: May 27, 1996
PBX PHONE SERVICE REQUEST
(FOR ADDITIONS OR CHANGES IN SERVICES OR EQUIPMENT)
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
PROJECT TITLE:
DEPARTMENT LIAISON:
PHONE NUMBER:
DESCRIPTION OF PROJECT:
•
STATEMENT OF JUSTIFICATION:
•
DATE COMPLETION DESIRED:
SIGNATURE: •
(Department Head)
51
i
x �1ELDrUNY =f; ;
.AD a INISTRATIVEi ANUAA.
BUDGET MANUAL
PBX Phone Service Requests for
Additions or Changes in Services or Equipment
Latest Revision Date: May 27, 1996
COST ESTIMATE:
Materials
Wiling @ ft X _
Phone Jack @ X = •
• SUB-TOTAL =
Equipment
O'button set @ X =
5 button ECTS @ X = J
6 button Key System @ X =
10 Button ECTS @ X =
10 Button Key System @ X =
20 Button ECTS @ X _
20 Button Key System @ X
30 Button ECTS @ X =
30 Button Key System @ X =
Installation Charges @ X =
SUB-TOTAL =
Other Equipment:
X =
X• =
@ X =
X
Installation Charge @ X
SUB-TOTAL =
GRAND TOTAL =
•
Q
52
Ks VELD 'T
COU �1 "
ADMINISTRATE MANUAL
• BUDGET MANUAL
•
Cellular Phones
Latest Revision Date: May 27, 1996
Any department or office needing a cellular phone will complete a Cellular Phone Request Form, available
through the Phone Services Department. On the form the department shall indicate the service requested
and the justification for the cellular phone. Phone Services staff will identify the costs to acquire and operate
the phone and make a recommendation to the Director of Finance and Administration concerning the
request. The Director of Finance and Administration will then make a recommendation to the Board of
County Commissioners. The Board of County Commissioners will then approve or disapprove the request.
Only those requests approved by the Board of County Commissioners will be permitted to acquire a cellular
phone with county funds.
53
S ; _
31
BUDGET MANUAL
Cellular Phones
Latest Revision Date: May 27, 1996
CELLULAR PHONE. REQUEST
AGENCY/DEPARTMENT NAME:
BUDGET UNIT TITLE AND NUMBER:
•
CONTACT PERSON:
SERVICE REQUESTED:
JUSTIFICATION:
COST: INITIAL PURCHASE S MONTHLY S
RECOMMENDATIONS:
PHONE SERVICES:
a
Phone Services Manager
FINANCE/ADMINISTRATION:
Director,Finance and Administration .
BOARD ACTION:
APPROVE DISAPPROVE DISCUSS
Barbara Kirkmeyer
George Baxter
Dale Hall
Connie Harbert
Bill Webster
Date Received: Purchase Order Number:
Phone Number: Assigned To:
Serial Number: Brand:
Model: ESN Number
54
WELD C UN TY
AD J "STP T i MANUAL
BUDGET MANUAL
Examples of Budget Forms
Latest Revision Date: May 27, 1996
The following pages display examples of each budget form for your assistance. If you need assistance or
have questions concerning any step in the budget process, please do not hesitate to contact the Department
of Finance and Administration.
55
G
EXAMPLE ONLY
BUDGET UNIT REQUEST SUMMARY
• AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, who serves as an assistant in another.
ACTUAL BUDGETED REQUESTED ''INCREASE/
RESOURCES' _' LAST FY CURRENT FY ` , NEXT FY' (DECREASE)
Personnel Services $ 278,229 $ 289,351 $ 289,351 $ 11,122
Supplies 65,823 70,303 68,303 2,480
Purchased Services
Fixed Charges
Capital
Gross County Cost $ 344,052 $ 359,654 $ 357,654 $ 13,602
Revenue
Net County Cost $ 344,052 $ 359,654 $ 357,654 $ 13.602
Budget Positions 6 6 6 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 are down $700.
OBJECTIVES: Board objectives are the strategic objectives for the entire county.
WORKLOAD - ' "ACTUAL' ESTIMATED 'PROJECTED
n/a
J
unuvuul: VLVLL
ACTIVITY ANALYSIS
FISCAL YEAR 199*
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100
ACTIVITY TITLE: Legislative' Program
BRIEFDESCRIPTIONOFACTIV/TY: Tracking the State Legislative process,
coordinating responses to proposed legislation, assisting in compiling the
County's legislative package and providing follow-up.
CRITERIA FOR ACTIVITY: O Mandated, No Discretion ❑ Critical
o Mandated, Some Discretion [g Cost Effective
❑ Other
DESCRIBE YOUR RATIONALE FOR CRITERIA YOU HAVE IDENTIFIED:
During past years, the Legislature was considering transfering responsibility
of paying for costs incurred by the County Social Service Department for the
Child ,Diagnostic treatment program from the State to the County. Through the
efforts of the Board and staff' we were able to forestall the transition.
SOURCE OF AUTHORITY FOR ACTIVITY:
No specific authority
DISCUSS ALTERNATIVE WAYS OF PROVIDING SERVICES AND FINANCING
ACTIVITY(include possibile legislative changes):
- activity is provided to some extent through CCI
- full-time County legislative analyst
- each office/department follow legislation for own area
WORKLOAD
PRIOR CURRENT FISCAL REQUEST
FISCAL
CATEGORY MEASUREMENT
UNITS ACTUAL BUDGETED: ACTUUAL< POS11'tONS UNITS POSITIONS:
Staff Hours/month 160 .93 192 1.09
nileage/st Miles/month 0 960
?oerage Sec/month $ 13 $ 20
RESOURCES
gaggftOWEMOg05RgNTERMAMMARDOMPX79PMEMMOIMOWWWMmMIMMO
'FISCAL INCREASEt
EiffialiMNEDMM BUDGETED. EfUST►NG i4gW1WANDED TOT/ll tDECREASE1
Gross County Cost N/A $21.176 $ 6.239 $ 27.416 $ 6,919
Revenue
Net County Cost - $21, 176 $ 6.239 $ 27.416 $ 6,239
Budgeted
Positions .93 .16 1.09 . 16
t.Aaarkt ONLY
SUMMARY OF CHANGE: (Complete the following analysis for each major item requested in this
activity. If you have additional change items, add additional sheets as necessary:
TITLE OF CHANGE: Legislative Program
New or additional program ® Change in existing level of activity
0 Transfer in or out of existing program (both increases and decreases)
DESCRIBE ITEM AND RESOURCES REQUESTED:
The program budget separates out funds for supplies which was not, shown in the
199* budget. Further, the CCI Public Lands program was not included in the budget,
nor was enough appropriated for the rent of the Bill Box at the Capitol. This
budget also includes mileage for secretaries and funds in the meal budget.
CRITERIA: ❑ Mandated, No Discretion o Critical
❑ Mandated, Some Discretion 04 Cost Effective
❑ Other
DESCRIBE YOUR RATIONALE FOR THE CRITERIA:
Ideally the program should lend to controlling mandated costs and programs_passed
through the Legislature and subsequently give the County more say in how County
dollars are spent. Further, if the County prepares and presents a legislative
package, a more direct active route of input will be available.
SPECIFIC ACHIEVEMENTS/BENEFITS EXPECTED:
We are seeking to make the process used in tracking and responding to proposed
legislation more efficient and effective. This will require more direct involvemer`
'by staff in contacting, CCI and the Legislative representatives, which will in itself
have a greater impact on the legislators and legislation.
MEANS OF MEASURING RESULTS:
Assessing the impacts and costs to the County of legislation which survives the
session.
CONSEQUENCES OF NOT IMPLEMENTING REQUEST:
The Legislature often introduces bills on behalf of special interest groups which
are costly and impractical to administer at the County level. Without an expressed
interest at the County level, more of the type of legislation is likely to be
approved.
IMPACT ON OTHER AGENCIES OR DEPARTMENTS:
Other County departments and offices have found the assistance from the Commissioners'
Office in tracking legislation to be beneficial, as it provides a defined channel
for tracking and responding to legislation and saves them time in locating bills
of interest.
ALTERNATIVE WAYS OR LEVELS:
- Full time County legislative analyst
- Less County involvement -- more total reliance on CCI
- Each department follow the legislation in their areas of concern
ALTERNATIVE FINANCING:
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EXAMPLE ONLY
APPROPRIATION REQUEST
EXCEEDING TARGET
BUDGET LEVEL O
DEPARTMENT: Sheriff
This request will be considered individually as a separate item. This form is to be completed for all
appropriation requests that exceed the adjusted gross appropriation limit, and which are justified on
a cost-effective basis. All critical or mandated programs should be included in the adjusted gross
appropriation limit.
FINANCIAL SUMMARY:
Appropriation Request $ 23,860
Less: Revenue 430
Net County Cost $ 23.430
Budgeted Positions (FTE's) 1
LINE ITEM AMOUNTS MAKING UP APPROPRIATION REQUEST:
Salaries $ 19,824 \a)
Retirement 1,190
FICA 1,318
Insurance 728
Office Supplies 800
$ 23,860
SUMMARY NARRATIVE DESCRIPTION AND JUSTIFICATION:
The crime prevention program includes one sworn officer to provide materials
and education to the public concerning crime prevention techniques. It is
estimated that insurance companies in the area will pay a portion of the
materials cost ($430) since the program could substantially reduce crime and
the cost of crime in Weld County. Studies attached show the benefits of crime
reduction from a similar program in Tinbucktwo, Montana.
(Each additional program request requires an additional form.)
EXAMPLE ONLY
COST CUTTING/REVENUE RAISING
r ,
STRATEGIES
FISCAL YEAR 199*
AGENCY/DEPARTMENT NAME: Health Department
BUDGET UNIT TITLE AND NUMBER: Home Health 2500-41300
STRATEGY:
❑ Contraction in Services ❑ Energy Conservation
❑ Revenue Source ❑ Administrative Reorganization
❑ Productivity Improvement ❑ Innovation/Technological Transfer
44 Reprivatization/Contract ❑ Organizational
O Automation (Cost/Benefit) ❑ Other:
DESCRIPTION:
The Home Health Care program provides intermittent nursing care under physician's
orders in patient's home for the purpose of treating chronic or acute illnesses.,
G restorative and therapeutical services to patient's place of residence, and provides
homemaking and personal care services to chronically and acutely ill individuals in
their homes. The Health Department has been the sole provider in the area because
public pricing to the client has been below the cost of service delivery. In the
last fiscal year the Health Department has made efforts to place the service at full
bdkiteMICEJIMPACT:
Reprivatizing through contractual resources, services in the Home Health Care area
would encourage .competition in the community and encourage other providers to enter
the marketplace. Through competitive pricing of the service and introduction of
multiple service providers, all patients and clients within Weld County would have an
opportunity for a broader base alternative of service and pricing structure. More
competitive pricing would also allow many clients to become independent financially
of any governmental subsidy for the provision of home health care services.
SAVINGS/REVENUE:
Total cost of this program is $441,375 for the current fiscal year, with anticipated
revenues of $391,375.. The net county cost for providing of care in this area is
$50,000 in the current fiscal year., and utilizes 33 FTE's. By transitioning this
program wthe private sector, Weld County would be able to save $50,000 net county
cost in the providing of health care services.
FINANCE RECOMMENDATION:
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BUDGET REQUEST BY ACCOUNT FORM EXAMPLE ONLY
FOR EXPENDITURES AND REVENUES
LI,
Budget Request by Account Form(FBABDRA 2.1.5)(BNPD)
Budget LD ; I FY97 I
.P._:h REuUEST BUDGET e0i'9UT'777 90100
NON-DEPARTMENTAL
a5e.. . _. _'° E.UES REQUEST Fund GENERAL FUND _
Period • A ANNUAL ErTliPM-117 100
Meas. Type: U DOLLARS _ =Accouht`EI- 63Z� 1PROF..,...SERVICES__
`COn W WELD COUNTY ! =110ESIty I I
Index ! ,...,f,„. _ I... _.__� .
. ® Display Comparative Data .
- ® Accum. Budgets on Entered keys
•
Account Entry Information
CY: [I
i_gCCt;' Description Current Amount Change Amount %Text Dur Budget
' 1 .—.1I 59,400_ II .-0- 1 r- I.Y� n I.: .... 59x400, J
I I
REH ,.7.
-Line Iten iaxf 'Rolldack_ �:Saue..-.a: Exit• ;:i
General Text Entry Form IFOATEX1 2.1.51(BNPD) CU.
Tvpa ' BR Q'! Cdoe ;) [L63790000001691 Default Increment: 10__j
Text Print Line
AUDIT FEES 445,000 O F101
INDIRECT COST PLAN 45,500 • ' ❑ 20:
401K FEES 42,000 l' ❑ 30
VISITORS' BUREAU 43,000 j ❑ 40
COURIER SERVICE 43,900 O SO
TOTAL 459,400 ❑ 60
• VISITORS' BUREAU TJILL NOT BE FUNDED AFTER THIS I
❑ 1---;I
YEAR PER POLICY OF BD OF CO COMMISSIONERS I • ❑ so
. 'ADOPTED IN 1996. O 90'4
401K FEES BASED UPON CURRENT ENROLLMENT El100
COST PLAN RATES FIXED FOR 3 YEARS O 110
COURIER SVC PAID TO PRINTING t SUPPLY' ❑ Fi
BUDGET REQUEST BY ACCOUNT FORM EXAMPLE ONLY
FOR EXPENDITURES AND REVENUES
•
! ' Budget Request by Account Form(FBABDRA 2.1.5)(BNPD)
IBRdget-tD , I FY97 I REQUEST BUDGET I QEgn2W 15100` DISTRICT ATTORNEY
'Phase -' qE E J1 ._RE. UEST_BUDGET Fund;:
_.. .._..__ "777 �l90Q_ GENERAL FUND __I
Period: ANNUAL 3PYcgrafl 'i
100
fleas Type. p DOLLARS ___*._� rAha�diynt ' 4.340 ..CRANT__.......
tCllA i WELD COUNTY_I I tECt19f ty —
Index —_� ^___ I Laaatiun _
® Display Comparative Data
® Accum. Budgets on Entered keys
Account Entry Information
CY: Ey]
!Acct'!! Description Current Amount Change Amount %Text Dur Budget .
3...4.0. .....GI MN.T_ I.._,............38,_600_____. I_...___...._...15...6A.0---..in I� 1.._�f I 5.3.J,G0.,_........ , ___I L I A
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STATE REIMBURSEMENT OF DA SALARY I ❑ 10 a
_,_PER_.GRS..2Q-1.=3.0.7.___- i ❑ 20
0 30
__$TATE..LAW_-AMENDED__IN__1.9.9.5_.BY...HB9.5-1340_BAISED.....__ D 40
MAXIMUM AMOUNT REIMBURSED TO BOX OF 567.000 1:1 50
OR....S53,6.00__EFFEC.TIVE_..1^197.. ____ ❑ 60
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THIS IS AN INCREASE OVER PRIOR YEAR OF i O 701
-$1,5&600.,.. ... -- --....._...,......__.._.__...._..—.__.._.._.___._.
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EXAMPLE ONLY
MOTOR VEHICLE ASSIGNMENT/
ELECTRONIC EQUIPMENT REQUEST
FISCAL YEAR 199*
AGENCY/DEPARTMENTNAME Sheriff's Office CONTACT PERSON Rick Dill
BUDGET UNITTITLE/NUMBER Sheriff PHONE NUMBER 4631
1. REASON FOR REQUEST: 2. NUMBER OF VEHICLES: 2
o Request for additional vehicle(s)
o Reduction in number of assigned vehicles 3. TYPE OF VEHICLE: Compact, 4d Sedara
o Modification to class of assigned vehicle
o Change in Budget Unit Number with 6 cylinder engines, specifically
Chevrolet Caprice' 199*
4. SPECIAL EQUIPMENT NEEDED:
Welcom police radio, first aid kit, blankets, fuses
5. LENGTH OF ASSIGNMENT: Permanent 0 Temporary(from to ).
6. USAGE ESTIMATE: Miles/Month 1,250 DaysANeek 6 days per week
7. VEHICLE ASSIGNED TO: Location Greeley office Driver Class or Title Captain
Typical Driver Duties Responds to major crime or disaster. used ro
transport prisoners and as backup civil process car
8. VEHICLE GARAGED: 0 Nights 0 Weekends Distance from work site on site
Address: Sh'eriff's Garage
9. JUSTIFICATION: The vehicles are used to transport prisoners and as backup
Civil Unit vehicles in the event of down time.
(If more space is needed,attach second sheet)
10.DATE: 6/12/9* SIGNATURE:
TELEPHONE NUMBER:. 356-4000 Ext. 4631 TITLE:
PLEASE DO NOT WRITE BELOW THIS LINE
Cost Estimation: (Motor vehicle) Total $
Cost Estimation: (Communications) Total $ • •
r COMMENTSIRECOMMENDATION:
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EXAMPLE ONLY
REQUEST FOR INFORMATION
SERVICES RESOURCES
DEPARTMENT NAME: Clerk to the Board
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
PROJECT TITLE: Management Information System Feasibility System
DEPARTMENTAL I.S. LIAISON: Carol Harding
PHONE NUMBER: 356-4000 ext. 4217
SUMMARY OF PROJECT:
The project would involve the conduct of a feasibility study aimed at determining
the advisability of converting manual record keeping system to automated systems.
PROJECT DESCRIPTION (include background, objectives, approach; impact, and
relevant statistical data):
All record keeping functions in the Clerk to the Board's office are manually
maintained and requires substantial employee hours. It would appear that many of
these functions would be more cost efficient if automated. The joint center
has experienced management information systems analysts who could conduct a study
of the department's record keeping systems and recommend alternative courses of
action for review during the 199* budget year. The major objective of such a study
would be to identify whether or not substantial savings could result in the
automation of such systems in terms of employee power requirements, and in terms
of more efficient and accurate information retrieval and use. It is anticipated
that such a system would not only increase the efficiency of our clerical staff, but
would also substantial) ccLL dday t day eserac functions.
ESTIMATED DATA PROG SSINS COST (designate personnel by category,
processing, and equipment costs):
Please contact SCT for estimates.
EXAMPLE ONLY
ESTIMATED NON-COMPUTER COST(include salaries, services, and supplies related
to project and not identified above):
It is estimated that no non-computer costs would be involved during the feasibility
study except for those employee hours contributed in giving guidance to the
SCT liaison in terms of departmental needs.
ESTIMATED TOTAL PROJECT COST REMAINING:
JUSTIFICATION AND BENEFITS:
This project is expected to identify those areas where managerial efficiency
could be increased and costs reduced by implementing a management information
system. As indicated above, it is anticipated that clerical time could be
saved by implementation of such a system. J
•
ALTERNATIVES TO PROJECT:
To continue to process information in the manner that exists and to increase
employees as information flow increases as a result of increased case loads and
developmental activity. Basically, the feasibility study is looked upon as
providing alternatives to the way we are now handling information within the
department.
CONSEQUENCES OF NO ACTION:
Increased employee hours committed to storing and retrieving information within
the department.
EXAMPLE ONLY
REQUEST FOR EQUIPMENT
PURCHASE OR MAJOR RENTAL
�.% 1. Department/Activity Clerk to the Rnard
Contact Person Carol Harding Date_ 5/20/9*
Phone 156-4000 ext_ 4717
Equipment Item IBM Wheelwriter 3 Typewriter
5. Cost: Per Unit Total
2. Form of Acquisition(check appropriate):
Purchase price or annual rental $ 870 $ 1 74C
Xi Purchase ❑ Rental
Plus: Installation or other costs $ S
3. Number of Units Requested: 2 Less: Trade-in or other discount. $ $
Net purchase cost or annual rental $ $ 1.74C
4.Purpose of Expenditure(check appropriate):
❑ Scheduled replacement 6. Number of Similar Units in Inventory: 12
❑ Present equipment obsolete
X Replace worn-out equipment
❑ Reduce personnel time 7. Estimated Use of Requested Item(s):
❑ Expanded service
o New operation 52_Weeks per year(Approximate months,if
❑ Increased safety seasonal)
❑ Improve procedures, records,etc. Average days per week
_a_ Average hours per day
Estimated useful life(years)
8. Replaced Item(s): Prior Year's
Item Make Age Maintenance Rental
Cost Breakdowns Cost
Typewriter #E-117594 REM 1988 $485.00 5 in 4 mnn-hs
Typewriter #E-808967 REM 1993 183.50 Worn nut
9. Recommended Disposition of Replaced Item(s):
1@ Possible use by other agencies
O Trade-in
ti Sale
10. Justification Narrative:
One typewriter is approximately 8 years old and is worn out. Service calls on
#2 are more frequent and too expensive to justify continually repairing these
worn out machines.
C./ This is the beginning of a scheduled replacement program.
EXAMPLE ONLY c,
SPECIAL PROJECTS
FISCAL YEAR 199*
AGENCY/DEPARTMENT NAME: Panning and Zoning
BUDGET UNIT TITLE AND NUMBER: Planning and zoning -- 1000-17100
BUIILDING: Administrative Building ROOM# OR UNIT: Cnnferenre room
DESCRIPTION OF PROJECT(Attach sketch if appropriate):
Installation of a 10" exhaust fan in the conference area. The fan must be
"whisper quiet" and be vented to the outside of the building.
STATEMENT OF JUSTIFICATION:
Utilization of the room as a conference area is limited without the fan. Any
meeting with more than 3-4 people make the room physically uncomfortable because
of heat and stuffiness of air. Alternative of leaving the door open results in
noise that is disruptive to meeting and adjacent work areas. Without use of the
room for conference., meeting space is limited to staff work areas and results in
loss of productivity and coordination.
2/1/9*
Date Completion Desired Signature (Requesting Department)
COST ESTIMATE •
<3UJLDINGlGE2OUIWS FUNDS APPROVED
DESCRIPTION Account# Amount Asa. t..
' Amount.
Material
Equipment
Contract Service
TOTAL
Salaries and Wages
GRAND TOTAL
REMARKS: .
EXAMPLE ONLY
PBX PHONE SERVICE REQUEST
(FOR ADDITIONS OR CHANGES IN SERVICES OR EQUIPMENT)
AGENCY/DEPARTMENT NAME: Clerk to the Board
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
PROJECT TITLE: Addition of phone line
DEPARTMENT LIAISON: Carol Harding
PHONE NUMBER: 356-4000 ext. 4217
DESCRIPTION OF PROJECT:
The addition of a phone line is requested for support services in the Clerk to
the Boards office.
•
STATEMENT OF JUSTIFICATION:
Increase volume of County related questions have made it increasingly harder for
staff to answer questions on road right-of-ways and to check files for specific.
information. An additional phone line in the work area would allow staff to
communicate with the public and requesting agencies as they reviewed the material
on an open space table. This would allow prompt service and staff could clarify
needs and wants by simply staying on the line, and therefore, leaving other phone
lines open for County business.
DATE COMPLETION DESIRED: 2/3/9*
SIGNATURE:
(Department Head)
COST ESTIMATE:
0
Materials
Wiring @ ft X =
Phone Jack @ X =
SUB-TOTAL =
Equipment:
0 button set @ - X =
5 button ECTS ' @ X =
6 button Key System @ X
10 Button ECTS @ X =
10 Button Key System @ X =
20 Button ECTS @ X =
20 Button Key System @ X =
30 Button ECTS @ X =
30 Button Key System @ X =
Installation Charges @ X =
SUB-TOTAL =
Other Equipment
X =
X =
@ X =
X =
Installation Charge @ X =
SUB-TOTAL =
GRAND TOTAL =
•
CELLULAR PHONE REQUEST
AGENCY/DEPARTMENT NAME: County Attorney
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
CONTACT PERSON: Bruce Barker
SERVICE REQUESTED: Cell phone
JUSTIFICATION:
Many times the County Attorney is required to answer legal questions from staff
and the public. The use of a cellular phone would make the County Attorney
•
available at all times.
COST: INITIAL PURCHASE $ 88.00 MONTHLY $ 56.00
RECOMMENDATIONS:
PHONE SERVICES:
Phone Services Manager
FINANCE/ADMINISTRATION:
Director, Finance and Administration
BOARD ACTION:
APPROVE DISAPPROVE DISCUSS
Barbara Kirkmeyer
George Baxter
Dale Hall
Connie Harbert
Bill Webster
Date Received: Purchase Order Number:
Phone Number Assigned To:
Cr." Serial Number: Brand:
Model: ESN Number
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