HomeMy WebLinkAbout981686.tiff COUNTY OF WELD
1999
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Constance L. Harbert, Chair
W. H. "Bill" Webster, Pro-Tem
George E. Baxter, Commissioner
Dale K. Hall, Commissioner
Barbara J. Kirkmeyer, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
September 1998
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COLORADO
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TABLE OF CONTENTS
PAGE
BUDGET MESSAGE 1
DISTINGUISHED BUDGET PRESENTATION AWARD 9
1999 BUDGET PLAN 10
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
Highlights 23
Target Budget Approach 24
Solutions/Approaches 25
Goals of Budget Process 26
Major Program Specific Goals 27
1999 Guidelines 28
1999 Special Budget Instructions 30
Requirements vs Resource Capacity 32
1999 Program Issues 33
Budget Policies 34
Revenue Policies and Assumptions 35
Specific Revenue Assumptions of Significant Revenue 36
Policy Directions 38
Significant Changes in Policy from Prior Years 40
Significant Budget and Accounting Policies 41
Investment Policy 43
Capital Improvements Policy 44
Explanation of Individual Funds 46
Organizational Responsibility for Budget Units 48
Policy Matters/Points of Issue with Fiscal Impact 51
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
Salary Recommendations 53
1999 Health Insurance 54
1999 Other Health Benefits 55
Salary Adjustments by Department 56
SUMMARY OF FUNDS:
Graph --All Funds Revenue 59
Graph -- All Funds Expenditures 60
Summary of Fund Balances 61
1998 Assessed Values to be Used for 1999 Budget 62
Net Program Cost 63
Summary of 1997 Allocated Costs Applicable for 1999 65
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SUMMARY OF FUNDS (CONTINUED):
Ten Year Trend Data:
Beginning Fund Balance 66
Cumulative Percent Increase: Expenditures and Taxes 67
Weld County - Organizational Chart 68
Summary of County Funded Positions 69
GENERAL FUND:
Graph -- General Fund Revenue Changes 71
Graph -- General Fund Expenditure Changes 72
Ten Year Trend Data:
General Government 73
Public Safety 74
Health and Welfare 75
Narrative Fund Summary 76
Summary of Revenue 77
Summary of Expenditures 80
Office of the Board 83
County Attorney 84
Public Trustee 86
Clerk to the Board 88
Clerk and Recorder 90
Elections 91
Treasurer 93
Assessor 95
County Council 97
District Attorney:
Ten Year Trend Data 98
Budget Unit Summary 100
Juvenile Diversion 102
Victim Assistance 104
Finance and Administration 106
Accounting 107
Purchasing 109
Personnel 111
Planning Services 113
Buildings and Grounds 115
Computer Services 117
Geographical Information System 119
Capital Outlay 121
Printing and Supplies 123
Sheriffs Office:
Ten Year Trend Data 125
Budget Unit Summary -All Departments 126
Sheriff Administration 127
Sheriff Office Operations 129
County-wide Animal Control 131
Regional Forensic Laboratory 132
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SUMMARY OF FUNDS (Continued):
Sheriffs Office (Continued):
Drug Task Force 134
North Jail Complex 136
Centennial Jail 138
Office of Emergency Management 140
Communications - County Wide 142
Communications System Development 146
E-911 Administration 147
Criminal Justice Information System 148
Coroner 150
Community Corrections 151
Building Inspection 152
Weed and Pest 154
General Engineering 156
Missile Site Park 158
Airport 160
Senior Programs 162
Waste Water Management 163
Developmentally Disabled 164
Mental Health 166
A Kid's Place 168
Transfers:
Agency on Aging 169
Health Department 170
Economic Development 171
Building Rents 172
Non-Departmental 174
Extension 175
County Fair 177
Veteran's Office 178
Contingency (Salary) 180
ROAD AND BRIDGE FUND:
Graph -- Revenues 181
Graph -- Revenue Changes 182
Graph -- Expenditures 183
Graph -- Ten Year Trend Data 184
Narrative Fund Summary 185
Concerning Local Accountability for Money Used for
Highway Purposes 186
Construction Bidding for State-Funded Local Projects 187
Summary of Revenue 188
Summary of Expenditures 189
Non-Departmental Revenue 190
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PUBLIC WORKS (CONTINUED):
Administration 191
Trucking 192
Motor Grader 193
Bridge Construction 194
Maintenance Support 196
Other Public Works 198
Mining 200
Grants-in-Aid to Cities and Towns 202
Contingency (Salary) 203
SOCIAL SERVICES FUND:
Graph -- Social Services Revenue Changes 205
Graph -- Social Services Expenditures 206
Graph -- Ten Year Trend Data 207
Summary of Revenue 208
Summary of Expenditures 209
Fund Narrative 210
Mandated Federal and State Programs 212
Regular Administration 213
Employment First 215
Medicaid Transportation 216
Case Services 217
Medical Exams 218
Fraud 219
IV-D Administration 220
Food Stamps 222
Staff Development 223
JOBS Program 224
Temporary Assistance to Needy Families 225
Aid to Needy Disabled 226
Day Care 227
Old Age Pension 228
Foster Care of Children 229
Family Preservation Program 230
LEAP Administration 231
LEAP Outreach 232
Low Income Energy Assistance Program (LEAP) 233
LEAP Emergency 234
General Assistance 235
FEMA/Housing Grants 237
HEALTH FUND:
Graph -- Health Fund Revenue 239
Graph -- Health Fund Expenditures 240
Graph -- Ten Year Trend Data 241
Narrative Fund Summary 242
Summary of Revenue 243
Summary of Expenditures 244
Budget Unit Summary -All Departments 246
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PAGE
HEALTH FUND (CONTINUED):
Non-Program Revenue 248
Administration 249
Health Promotion 251
Community Health Services 253
Environmental Protection Services 255
HUMAN SERVICES FUND:
Graph -- Ten Year Trend Data 259
Narrative Fund Summary 260
Summary of Revenue 261
Summary of Expenditures 263
Head Start Program 265
Migrant Head Start 266
Pre-School Fund 267
Neighbor to Neighbor 268
Family Support Program 269
Community Action Health Promotion Program 270
Job Service 271
Summer Job Hunt 272
JOBS Program 273
Employment First Program 284
Youth Corps (YCPI) 285
Summer of Service 276
Temporary Assistance to Needy Families 277
JTPA II-A Adult Program 278
JTPA II-C Youth Program 279
JTPA II-B Summer Youth 280
JTPA PI Grant 281
JTPA EDWAA 60% 282
Educational Lab 283
Americorp Program 284
One Stop 285
AAA - Administration 286
AAA Support Services 287
AAA Congregate Meal 288
AAA Home Delivered Meals 289
AAA In-Home Support 290
AAA Health Services 291
AAA Elder Abuse Grant 292
AAA Special Ombudsman 293
AAA Single Entry Point 204
AAA Leap 295
JTPA Older Worker 296
Federal Transit Grant 297
JTPA Older Worker EDWAA 298
AAA Other Programs 299
Transportation 300
Medicaid Transportation 301
Supplemental Foods 302
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PAGE
HUMAN SERVICES FUND (CONTINUED):
Weatherization Program 303
Community Services Block Grant 304
Vehicle Replacement Pool 305
SPECIAL REVENUE FUNDS:
Narrative Summary of Funds 307
Conservation Trust Fund
Summary of Revenue 308
Summary of Expenditures 309
Budget Unit Summary 310
Contingency Fund:
Summary of Revenue 313
Summary of Expenditures 314
Budget Unit Summary 315
Emergency Reserve Fund:
Summary of Revenue 316
Summary of Expenditures 317
Budget Unit Summary 318
Solid Waste Fund
Summary of Revenue 319
Summary of Expenditures 320
Code Enforcement 321
Budget Unit Summary 322
CAPITAL FUNDS:
Narrative Summary of Fund 325
Summary of Revenue 326
Summary of Expenditures 327
Budget Unit Summary 328
Long Range Capital Projects Five-Year Plan 329
PROPRIETARY FUNDS:
Narrative Summary of Funds 361
Ambulance Enterprise Fund:
Summary of Revenue 362
Summary of Expenditures 363
Budget Unit Summary 364
IGS - Motor Pool Fund
Summary of Revenue 366
Summary of Expenditures 367
Budget Unit Summary -Administration 368
Budget Unit Summary - Motor Pool Equipment 369
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PROPRIETARY FUNDS: (CONTINUED)
Health Insurance Fund:
Summary of Revenue 373
Summary of Expenditures 374
Budget Unit Summary 375
Insurance Fund:
Summary of Revenue 379
Summary of Expenditures 380
Budget Unit Summary 381
Self-Insurance Policy Limits, Coverages, Retentions 383
PBX - Phone Services Fund:
Summary of Revenue 384
Summary of Expenditures 385
Budget Unit Summary 386
Weld County Finance Authority
Summary of Revenue 387
Summary of Expenditures 388
Budget Unit Summary 389
GLOSSARY 391
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a:zer.
C.
COLORADO
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4 DEPARTMENT OF FINANCE AND ADMINISTRATION
re"tPHONE (303) 356-5000, EXT.4218
FAX: (303) 352-0242
915 10TH STREET
P.O. BOX 758
IGREELEY, COLORADO 80632
C.
COLORADO
September 4, 1998
Weld County Board of Commissioners
915 10th Street
Greeley, CO 80631
Board Members:
The Weld County 1999 budget for operations and capital outlay totals a gross amount of
$87,117,831, with a net of 85,711,633 when interfund transfers are excluded. The Internal Service
Funds total an additional $6,047.108. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$46,333,916, anticipated fund balances of$11,577,400, and the maximum allowed property tax of
$34,490,317 under Amendment One (TABOR) and the Weld County Home Rule Charter.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
As Marie Leigh Livingston, UNC Department of Economics, pointed out in a recent EDAP article,
for almost seven years the United States and Weld County has experienced a "dream economy,"
meaning growth without serious unemployment or inflation.
Of course, there are variations in economic performance between regions within the U.S. In this
respect, Colorado has been on the strong end. The Northern Colorado economy is particularly
robust. In most respects our local economy is like the national economy, but even more so. Our
particularly strong state and local economies mean that our incomes have grown more than the
national average, unemployment is lower and inflation is higher than the overall national average.
These general trends have been true since 1991 and they have important implications for our local
economy.
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Indeed, Northern Colorado mirrors the nation in that income is concentrated in the top tiers. Income
is determined by employment, and jobs tend to be either high skilled and high paying, or low skilled
with low pay, with little ground in between. The consumer market is becoming increasingly bi-polar
with a growing disparity in the ability of high income and low income consumers to buy products and
make investments. This trend is thought to be the result of technology (especially computer
technology) and an increasing demand for high-skilled workers. On the other end, the U.S. has had
an influx of low-skilled workers (via immigration) and international competition has reduced demand
for low-skilled workers. In this context, it becomes even more important that high paying industries
are attracted to our local economy.
The structure of jobs in an economy largely determines the distribution of income. According to
recent reports, approximately 20% of Colorado's economy is devoted to goods production, 65% to
services, and 15% to government. Service jobs are not necessarily low pay. They include health
care, education and many business services. The top three basic industries in the state (those with
the greatest spin-offs) are: 1) advanced technology (including telecommunications, high tech
manufacturing and biomedical firms), 2) tourism and 3) agriculture. We are fortunate that all three
basic industries are well represented in Northern Colorado.
Not surprisingly, the advanced technology sector is the most healthy in the state and is likely to
continue to experience strong growth. As might be expected, wages in this industry are very high
relative to the state average. Companies like Hewlett Packard, Kodak, and Advanced Energy help
Northern Colorado to score high in this area. Tourism has suffered losses in market share in recent
years and is not expected to rebound significantly. Agriculture has been a mixed bag, with crop
production growing and the livestock sector suffering losses. Agriculture is forecast to continue
growing at a slower rate, with exports abroad (especially to Japan) hitting record levels. We should
be proud that Weld County consistently ranks high nationwide in terms of agricultural production.
In terms of inflation, price increases in Colorado reflect the higher pace of the local economy. Price
increases have tended to exceed the national average. Estimates suggest that inflation for 1999
will be 2.0% for the nation and 3.4% for the Denver/Boulder area. Based on data collected in the
local area, it appears that inflation in Northern Colorado is even higher, perhaps 5-6%. In general,
prices in Northern Colorado have been lower than in the Denver Metro area, but with higher rates
of increase, they are catching up quickly.
For consumers, the most noticeable and important price increase is in the area of housing.
Historically speaking, mortgage interest rates are very low (7.0%), but prices are higher than ever.
While housing prices have increased everywhere in Northern Colorado, there are variations
between the tri-city area (Greeley, Fort Collins, and Loveland). The median home price in Greeley
is reported at$131,744, $144,040 in Loveland, and $149,000 in Fort Collins. Bargains still exist but
they are becoming rare!
According to local real estate experts, in the last four years the average home price has increased
by 51%, 50% and 39% in Greeley, Loveland, and Fort Collins, respectively. Northern Colorado
prices are still behind Boulder ($250,000) and bedroom communities like Louiseville ($189,000).
Indeed as home prices in the Metro area continue to increase, buyers tend to move up the Front
Range. Northern Colorado is truly an interconnected community.
Overall, the state of the Northern Colorado economy is very health. Production and incomes are
growing and we have a nice mix of industries and services. The population growth in our area
attests to the desirability of the region. The challenge for residents is to be employed in a high
skill/high pay sector and to keep up with the increasing prices that growth brings. These issues not
withstanding, Northern Colorado promises to be a great place to work and live in 1999.
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FOR THE FUTURE
As Weld County faces 1999, it must continue to deal with the rapid growth that it is experiencing in
Southwest Weld County, Windsor, and West Greeley. The growth impacts the criminal justice
system, land use planning, transportation systems, and human services. All these new demands
from growth pressures comes at a time of the public's demand to limit the size of government and
its tax revenues, resulting in such issues as welfare reform and the TABOR tax, revenues, and
spending limitations. Weld County has to respond with new and creative ways to deal with these
issues in a way that is satisfactory to the citizens of Weld County, and maintains the high quality of
life the citizens are accustomed to having in Weld County.
Federal and state legislation over the past few years have had significant impact on welfare
programs administered by Weld County Social Services. In the future we can expect client eligibility,
program design, state rules, allocation methods, and funding levels to change. This will call for
Weld County to adjust how we do business in the delivery of human service. In 1999, the outlook
is positive primarily due to a healthy economy and adequate program funding. However, in the
future the demand for services is likely to grow because of the population growth and an increase
in social problems as the county becomes more urbanized.
With growth has come the demand and need for a larger criminal justice system in Weld County.
The county is experiencing more people and becoming more urbanized. As a result, Weld County
has more urbanized problems, such as crime. The result has been the addition of more police
officers in Weld County, which impact the Sheriffs patrol operation, the jails, District Attorney, and
courts. All of these areas in the 1999 budget show significant increases in demand for service and
costs. The District Attorney is requesting four additional staff members to deal with the growing
caseload resulting from over 40 new police officers county wide being added to patrol Weld County.
The Sheriff has requested four additional patrol officers to respond to calls and investigate the
increased criminal activity in Weld County. All this has impacted the population of the new jail that
was opened in late 1997, and is approaching overcrowding in mid-1998.
The criminal justice system costs do not stop with the operational costs of the budget, but spill over
into the capital expenditures, also. In the capital budget funds for 1999 include dollars to add two
courtrooms. In addition, funds are being reserved for additional jail space construction as early as
2001-2002.
The growth in construction and development have caused the addition of staff in the Planning and
Building Inspection budgets. This has been necessary to keep up with the rapid growth in the
county. The spin off is that the growth is impacting virtually every county department. Not only
direct service departments, but also support functions, such as the Geographical Information
System that is being implemented.
A direct growth impact is the transportation systems in Weld County. To help plan and cope with
the growth in traffic a major initiative has started with Weld County and several municipalities in
Weld County. Weld County is growing rapidly, particularly in the southwest corner of the county,
including Frederick, Firestone, Dacono, Eire, Mead, Longmont, and the Windsor-area. These
growing areas need improvements in transportation systems. The jurisdictions have joined with
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Weld County to conduct a collaborative effort to identify transportation systems to serve these areas,
develop uniform transportation infrastructure standards, and implement impact fees to help
construct new transportation infrastructures to serve these areas. To complete key parts of that
larger project, the county will hire a consultant to conduct a study of transportation infrastructure
standards, impact fees and develop ordinances to implement impact fees. The county's goals for
the larger project are to:
• Develop transportation routes that maximize energy efficiency and maximize efficient use
of infrastructure resources.
• Develop transportation routes that minimize traffic congestion.
• Understand the economic implications of growth on the transportation systems of the two
areas and identify ways to mitigate negative impacts.
• Understand how regional taxes and revenues relate to transportation system funding,
particularly impact fees, for the two areas and design a proposal to implement impact fees
to complement such taxes and revenues.
With actions and programs like the transportation planning, GIS, and appropriate staffing in
impacted areas, Weld County is positioning itself to deal with growth as it impacts land use,
transportation, human service requirements, public safety and economic development in the future.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions including General, Special Revenue, Capital
Expenditures, Internal Service and Enterprise Funds total $86,683,341 in 1999, an increase of
7.76%over 1998. The amount of revenue from various sources and the changes compared to 1998
are shown in the following tabulation:
Increase
Percent (Decrease)
Revenue Sources Amount of Total from 1998
Property Taxes $ 34,490,317 39.8% $ 1,946,975
Other Taxes 2,653,692 3.1% 1,042,133
Licenses and Permits 1,343,100 1.5% 221,464
Intergovernmental Revenue 28,446,724 32.8% 2,754,035
Charges for Services 3,993,419 4.6% (635,897)
Ambulance Fees 3,727,279 4.3% 375,786
Miscellaneous Revenue 3,321,402 3.8% (8.513)
Fee Accounts 2,848,300 3.3% 259,000
Internal Service Charges 5.859,108 6.8% 283,770
Total $ 86.683.341 100.0% $ 6.238.753
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Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services,
and Enterprise Funds total $91,758,741 for 1999 which is an increase of 2.2% over 1998. The
amounts by function and the increase over 1998 are as follows:
Increase
Percent (Decrease)
Expenditure Sources Amount of Total from 1998
General Government $ 13,131,750 14.3% $ (393,810)
Social Services 12,546,015 13.7% 1,465,082
Road and Bridge 14,912,100 16.3% 707,672
Public Safety 17,019,835 18.5% 645,483
Human Services 8,038,142 8.8% (426,321)
Health 3,842,524 4.2% 147,191
Capital 2,525,000 2.8% (4,375,000)
Public Works 372,393 0.4% (44,565)
Contingency 6,100,000 6.6% 3,010,000
Miscellaneous 2,636,659 2.9% 789,375
Culture and Recreation 412,661 0.4% 41,200
Auxiliary 434,875 0.4% (174,247)
Ambulance 3,739,679 4.1% 375,786
Internal Services 6.047,108 6.6% 212,170
Total $ 91,758.741 100.0% $ 1,980,016
Enterprise Operations: The county's enterprise operation is comprised of the Ambulance Service.
The Ambulance Service is a county-wide advanced life support emergency medical service. The
program is totally supported by fees. The operation anticipates nearly 10,000 calls in 1999 and
generated revenue of$3,739,679.
Capital Project:The Capital Expenditures Fund accounts for various capital improvement projects
for county buildings. The 1999 program is funded at $2,585,000 with $2,525,000 from property tax
and $60,000 from interest earnings. Anticipated projects include the creation of two additional
courtrooms in the Centennial Complex ($250,000), remodel of retail space into office space at the
Courthouse Annex ($500,000), replacement of the Fort Lupton grader shed ($50,000),
parks/recreation ($125,000), and special projects ($100,000). In addition, $1,500,000 will be
reserved for the construction of Phase II of the North Jail Complex. A $60,000 carry-over fund
balance is anticipated from interest earnings.
Debt Administration: In 1999 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-five million dollar
allowable debt capacity in accordance with Colorado State Statutes. There are Certificate of
Participation Bond Issues for the construction of the Correctional Facility and Administration
Buildings totaling $8,580,000.
Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging
up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer
will be recorded as revenue in the General Fund, with the exception of interest attributed to the
Insurance Fund, Health Insurance Fund, Trust Funds, and the interest earned on certain deposits
held for other taxing authorities. The amount of interest anticipated in 1999 is $1,609,000.
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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 1999 Weld County will continue to be a member of Colorado Counties
Casualty and Property Pool so all casualty insurance coverage is being provided via pooling with
other Colorado counties. The pool offers full safety and risk management programs to minimize
losses. Losses are funded on a self-insurance option basis. Worker's Compensation will be
provided via a state approved self-insurance program.
Mill Levy: The mill levy will be determined once the assessed value is finalized in December. The
preliminary assessed value for the 1999 budget is $1,565,038,470, which is up $88.3 million, or
5.98% over hte last year. All classes of property increased in assessed value for the year.
Agricultural properties increased the least, up only $371,210 or 0.38%. New construction in
residential properties resulted in a $25.4 million increase, or 5.51%. Commercial poperty was up
$15.1 million or 6.38%, and industrial property was up $13.5 million, or 9.21%. Oil and gas
assessments were up $11.7 million, or 3.5%. State assessed property was up $18.5 million, or
10.91%. Since this is a non-reappraisal year the increase is almost all attributed to growth and new
construction, except for oil and gas that is based upon production and energy prices.
Employee Compensation Pay: The 1999 budget reflects a recommended salary adjustment of
4% with the only benefit change being the 5% increase in the health insurance county contribution.
All other benefits remain the same. In addition, the budget reflects the costs to add an additional
step, so the pay system has seven steps in 1999 and eight steps in 2000. This addresses the issue
of many employees being frozen in a grade, and Weld County's problem of not being competitive
at the upper level of the competitive salary comparisons. Even with eight steps, Weld County still
has far fewer pay steps than any other jurisdiction in Colorado.
MAJOR FACTORS IMPACTING THE 1999 BUDGET
The major factors impacting Weld County in 1999 deal with the rapid growth that it is experiencing
county wide. The growth impacts the criminal justice system, land use planning, transportation
systems, and human services. The growth in construction and development have caused the
addition of staff in the Planning and Building Inspection budgets. This has been necessary to keep
up with the rapid growth in the county. The spin off is that the growth is impacting virtually every
county department. Not only direct service departments, but also support functions, such as the
Geographical Information System that is being implemented.
With growth has come the demand and the need for a larger criminal justice system in Weld County.
The county is experiencing more people and becoming more urbanized. As a result, Weld County
has more urbanized problems, such as crime. The result has been the addition of more police
officers in Weld County, which impacts the Sheriffs patrol operation, the jails, District Attorney, and
courts. All of these areas in the 1999 budget show significant increases in demand for service and
costs. The District Attorney is requesting four additional staff members to deal with the growing
caseload resulting from over 40 new police officers county wide being added to patrol Weld County.
The Sheriff has requested four additional patrol officers to respond to calls and investigate the
increased criminal activity in Weld County. All this has impacted the population of the new jail that
was opened in late 1997, and is approaching overcrowding in mid-1998.
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The criminal justice system costs do not stop with the operational costs of the budget, but spill over
into the capital expenditures, also. Dollars to add two courtrooms are included in the capital budget
funds for 1999. In addition, funds are being reserved for additional jail space construction as early
as 2001-2002.
Federal and state legislation over the past few years have significantly impacted welfare programs
administered by Weld County Social Services. In the future we can expect client eligibility, program
design, state rules, allocation methods, and funding levels to change. This will call for Weld County
to adjust how we do business in the delivery of human service. In 1999, the outlook is positive
primarily due to a healthy economy and adequate program funding.
As one examines specific areas one finds that the budget for general government functions are
down $393,810, primarily due to the one-time costs of mapping of the Geographic Information
System ($819,244) not included in this year's budget. In addition, with 1999 being an off-year for
elections, the costs of that function are down $94,391. The reductions are offset by increases in
the costs of the District Attorney, which are up$165,020 due to four additional staff members to deal
with the caseload growth . In addition, there were increases in Printing and Supply of $81,533,
Planning staff additions amounted to $58,634, Assessor staff increases ($27,152), and the costs
of adding the maintenance of three new buildings ($112,098). Public Safety is up $645,483. The
increases are in the patrol operations of the Sheriffs Office ($204,748) with four new officers, and
another$88,997 in other cost increases for the Sheriff. Community Corrections grants, which are
100% state dollars, are up $273,776, as the state spends funds in this program to reduce prison
overcrowding. The subsidy to the Greeley-Weld County Airport is down $171,850, due to less FAA
grant matching requirements for the Airport Master Plan development. Subsidy for the Health
Department is up $117,541, primarily due to salary adjustments. Mental health costs are up
$91,875, because Front Range Behavioral Health has requested their former funding level prior to
1998. A proposed salary adjustment of 4% results in a $741,970 increase. Other budget items are
relatively stable for 1999.
Licenses and permits are up $221,464 in Planning and Building Inspection fees due solely to
increased building and development activity. Grant revenue is up $270,367, totally attributed to
Community Corrections grants from the state. Charges for services are down $125,988, because
of the drop in DOC inmate revenue in the jails. Fees are up $259,000 due to the Clerk and
Recorder fees ($200,000) and Treasurer fees ($50,000), primarily. Miscellaneous fees are up
$93,810 from rental fees for the new Social Services Annex and Sheriffs revenues. Other revenue
sources remain very stable and unchanged for 1999.
The 1999 Proposed Budget contains adequate resources to provide a level of service similar to
1998. The county will continue to focus on improving service and communication with our citizens
within our resources. Demands in many areas continually exceed resources available. To serve
the growing needs in the county, we will continue to explore possibilities for improved efficiency
while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as they deal with Welfare Reform,
cope with growing populations with diverse needs, federal budget reductions, and managing of land
use changes associated with a growing economy. Many tough decisions associated with
implementation of programs and how they are to be funded must be dealt with by the Board of
County Commissioners with citizen input. Hopefully, this budget document has allowed the Board
to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld
County.
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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.
V truly yon
Donald . Warden, Director
Finance and Administration
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County,
Colorado
For the Fiscal Year Beginning
January 1, 1998
die„, kEtz ,ut f el fri,z4ge
President Executive Director
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1999
BUDGET PLAN
As Weld County faces the 1999 budget process and the end of the millennium one can observe that
life is not getting any easier for county governments. Counties deal with an exceedingly complex
mix of responsibilities, much of it influenced by mandates, which never seem to become simpler.
Human services, public health, land use, transportation, growth, and the criminal justice system
(among others) are examples that come to mind. Each of these functional areas has its own "hot
button" issues at any given point in time. Moreover, the integration of these functions into one
cohesive organization demands increasingly sophisticated skills in budget and personnel
management, and a high level of leadership capabilities among the organization's managers and
elected officials. As all these issues come to focus in the budgeting process the key challenge will
be to define what must be provided in areas of public services and goods, and the most efficient and
effective manner in which to deliver them. The manner in which Weld County government meets
the challenges ahead will be best decided in an atmosphere of continuing cooperation and
interaction between citizens and their government.
Although the financial health of Weld County government is currently excellent, it is important to look
to the future issues, possible problems and alternative solutions to those problems. Besides the
traditional role of budgeting to responsibly manage available current year funding, there must be a
continued emphasis on long-term planning, recognition of the cumulative effects of individual
decisions, an awareness of changing realities,flexibility, citizen input in setting priorities, and a focus
of goals and objectives consistent with the core services philosophy and mission statement.
Weld County government, as it approaches 1999, faces changing realities which will impact
programs, policies, operations, and budgets. These realities are:
> Less public resources are available for governmental entities.
> The federal government is no longer the solution of last resort for local governments.
> The reduction and termination of federal and state grant programs.
> Federal and state service mandates without compensatory funding.
> Rapid demographic, economic, and technological change.
> Intrusive and paralyzing legislative prescriptions in respect to organization,
administration, procedures, and finance.
> Welfare reform as devolved to county governments from the state and federal
governments.
> The complex initiatives required to foster area economic development and to improve
quality of life.
> The relentless demand of citizens for services without higher taxes.
> Continued capital and operational cost increases to accommodate the demand on the
criminal justice system and higher incarceration rates.
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> Critical issues will be dealt with at the local level, because no one else is going to solve
our problems.
> Rapid population growth and its impact on Weld County land use and service demands.
With the above changing realities, 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 budget process to achieve a continued level of
efficiency in the county. Weld County managers must continue to find ways to reduce costs,
increase program productivity, find new revenue sources, and raise revenues without increasing
taxes. Weld County government's trend of being more creative and innovative to make better use
of limited resources -- human, financial, and technological -- must continue. It is only through
improved practices and approaches that services are maintained and public confidence in
government is enhanced.
The 1999 budget strategy uses proven methodologies of dealing with past budgets and looking at
future strategic approaches. The budget is based upon the following assumptions and approaches:
> No local tax initiative will be approved by the voters.
> Unless a change is legally mandated, the county's share of partnership programs will not
increase, it will decrease wherever possible. Local dollars will not displace federal or
state reductions.
> Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
> Early warning sessions will be held in September addressing budget issues identified
early in the process.
> All county departments and offices will receive a set target amount for 1999 before
budget preparations begin.
> A target of 10% off the 1998 budget base will be uniformly applied to all budget units.
> No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 1998 level in the Final Budget process. Any
Department Head or Elected Official justifying to the Board a higher salary for a class
unique to that department or office should include the additional salary within the
assigned target budget amount.
> Fringe benefits will be left at the current level of benefit.
> Outside agencies will be treated like county departments, since most provide contractual
services.
> Any 1999 position classification upgrades will be treated like new position requests in
the budget process, with the department funding any requests within the target amount.
> New or expanded mandates will be absorbed within the 1999 target amount by all
budget units.
11 981686
> Self-supporting budgets will float at the 1999 funding levels.
> Additional program options outside the overall budget plan will be proposed for Board
consideration. Staff will explore the options as directed by the Board, and these options
will be topics of discussion at the public work sessions and hearings.
> A review of all discretionary programs will be done by the Department Head or Elected
Official and the Board.
> There will not be any recommended increases in personnel in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
> Resources for new activities will come from increased productivity and determination of
existing activities wherever possible. No new non-mandated programs will be proposed
without proportionate cutbacks in other programs.
> All user and service fees will be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
> As 1999 budget requests accommodate or are integrated with long-term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 1999, while accomplishing a balanced budget.
The 1999 budget must be structured to attempt, within available funds, to insure that:
> Basic services are funded at adequate levels.
> Revenue has been estimated at realistic levels.
> Reserves that afford protection for the future are funded.
> Productivity improvement programs are continued.
> Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
> TABOR Amendment limits are adhered to in the budget.
> Legislative and regulatory changes are accommodated.
> Welfare reform continues to be implemented effectively.
> The new jail is accommodated in operational budgets.
> GIS and other technologies are employed in cost effective manners in the county.
> Population growth and development is planned and accommodated.
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1999
BUDGET CALENDAR
April 20 Board review of 1999 budget plan.
May 4 - 8 Director of Finance and Administration discusses target budgets
and 1999 budget plan with department heads and elected
officials.
June 19 Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
June 19 Elected officials and department heads submit PBX phone
service requests to PBX.
June 19 Elected officials and department heads submit new position
requests and any reclassification requests to Personnel.
July 6 Submit budget request to Finance.
September 10 Early warning budget work session and community agency
requests.
July 6 - September 15 Finance office review.
September 16 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 20 - 22 Budget work session hearings with Commissioners and elected
officials and department heads.
November 18 Publish notice of final budget hearing.
October 21 - December 11 Prepare final budget.
December 14 Public Hearing to adopt mill levy.
December 14 Public Hearing on Final Budget, 9:00 a.m.
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14 981686
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POINTS
OF
ISSUE
AND
POLICY
rat
MATTERS
Air
981686
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Analyze Community Needs
Community Develop County-Wide Goals Long Range Planning
Assessment Assess Prior Years Performance Capital Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal Policy
/9 N v
SUPPORT(7"..-- PROGRAM
PROGRAM
EVALUATION PLANNING
Assess Program
Program Analysis Accounting System Alternatives
Design Program
Review Fiscal Control
Program Define Program
Performance Cost Accounting by Program Objectives
Relate to Present
Examine and Evaluate Operations
Alternatives Performance Measurement Revise as Necessary
Systems and Reports
1\
Service
Delivery BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW I/
Allocate Resources by
Program Area
Develop Multi-Year Projections
Schedule Action
15 981686
HIERARCHY OF BUDGET INFORMATION
STRATEGIC
OBJECTIVES
BOARD OF COUNTY
COMMISSIONERS
BUDGET PO ICIES .
UDG t c $s IMt'.I.E N fALLf1N AND R iI TS
OF STL TEGIC O$JEC RIES
R NUE POUCIPS! MAJOR PROGRAM GOALS
pgylyiRliPOLiCY.DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS
ACCOUNTING POLICIES POLICY MATTERStPOINTS OE ISSUE
INVESTMENT POLICIES WORKLOAD DATA
CAPITAL IMPROVEMENT POLICIES ! DEPAfa fMENY O UJ C? S
BUDGET GUIDELINES SIGNIFICANT CHANGES
AU.CCA1`ICN!O EWSOURCS
/19
DEPARTMENT BUDGET UNITS
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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 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.
> 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 981686
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 98t686
IMPLEMENTATION AND RESULTS OF
STRATEGIC OBJECTIVES
Weld County, Colorado, is a great place to live and work. Our geography and climate are difficult
to surpass. Our economy remains strong. Large numbers of businesses and people want to enjoy
our advantages. We have seen tremendous growth in Southwest Weld (the Del Camino and 1-25
corridor), Windsor, and West Greeley.
But, there are problems created by the advantages and the growth we have enjoyed. Skilled labor
continues to be in very short supply. We see growing pressure on our infrastructure such as roads,
water, sewer systems and schools. Collectively we have to ask, "How fast do we want to grow?"
Weld County has, and will continue to, address these issues through its various strategic objectives
and activities throughout the county. Weld County has continued to seek involvement and input
from the community of Weld County. In 1998 staff and the County Commissioners held town
meetings with representatives from all 31 city/town councils and interested public to seek
involvement and input from the community. In addition Weld County has over 30 advisory boards
to provide input on specific issues.
Weld County has worked with all the municipalities in the county the last five years to get
intergovernmental agreements for the purposes of coordinating land use. In the last year several
such agreements have been signed and are in the process of being implemented. This will allow
better coordination of the growth of the county in an effort to maintain the high quality of life in the
county.
As indicated above, Weld County is growing rapidly, particularly in the southwest corner of the
county, including Frederick, Firestone, Dacono, Erie, Mead, Longmont, and the Windsor area.
These growing areas need improvements in transportation systems. The jurisdictions have joined
with Weld County to conduct a collaborative effort to identify transportation systems to serve these
areas, develop uniform transportation infrastructure standards, and implement impact fees to help
construct new transportation infrastructure to serve those areas. To complete key parts of that
larger project, the county will hire a consultant to conduct a study of transportation infrastructure
standards, impact fees and develop ordinances to implement impact fees. The county's goals for
the larger project are to:
• Develop transportation routes that maximize energy efficiency and maximize efficient
use of infrastructure resources.
• Develop transportation routes that minimize traffic congestion.
• Understand the economic implications of growth on the transportation systems of the
two areas and identify ways to mitigate negative impacts.
• Understand how regional taxes and revenues related to transportation system
funding, particularly impact fees, for the two areas and design a proposal to
implement impact fees to complement such taxes and revenues.
19 981686
This effort will compliment what has already been done in the county dealing with its transportation
system.
In the area of the Public Works infrastructure Weld County has turned the corner with its bridge
replacement program and pavement management program to finally have a road and bridge system
that is at a good to excellent level of condition. This has been a twenty-year process to match the
needs of the system and the resources to improve and maintain it. This goal has been
accomplished and now must be maintained in the future.
During the last year, an aggressive marketing initiative for Weld County was developed through the
Economic Development Action Partnership (EDAP). This will create results during the coming
years. Major efforts of the Weld County Industrial Development Program are:
• Community awareness and involvement
• Industrial retention and expansion
• Industrial attraction from regional, national and international markets
• Weld/Larimer County Revolving Loan Fund (RLF)
• Greeley/Weld Urban Enterprise Zone
As a result of these programs, EDAP has participated in the following 1998 Colorado Office of
Business Development and Enterprise Zone sponsored trade shows:
• Medical Design and Manufacturing Expo
• NEPCON West 98 Expo (Electronics)
• IFT Food Expo
During the first six months of 1998, EDAP sponsored investment missions to Southern California.
In addition, prospect trips were made to Los Angeles, San Diego and the Rocky Mountain region.
EDAP and the Greeley-Weld County Airport Authority are placing more emphasis on marketing the
proposed Airport Business Park. The two organizations have co-sponsored an exhibit at the
National Business Aviation Association Expo.
Marketing efforts continue to target high-tech manufacturing and agriculture-related value added
firms with pay scales in the$12 to$18 per hour range. Industries targeted are aerospace, aviation,
electronics, medical, pharmaceutical, computer, communications, food products, printing, primary
metal, fabricated metal products, industrial machinery, transportation, research and development,
and measuring, analyzing and controlling instruments.
EDAP's outreach program to high-tech and ag related industries continues to be the most
aggressive in Northern Colorado.
Because of the aggressive economic development program in Weld County in the last year, eleven
primary sector employers chose Weld County for their new business locations. These firms include:
Aerographics, Applied Films, Concepts Direct, Magnelab, Northern Colorado Building Components,
Peak Industries, Rocky Mountain Traders, Silver State Plastics, Sopris West, Sun Mountain Door,
and TJT, Inc. --Leg It Division. These companies created 1,216 new primary sector jobs and made
a total estimated capital investment in excess of$22.4 million.
In addition, in the last year 19 existing companies began or completed projects which will result in
a total capital investment of approximately $50 million in new facilities/equipment and the creation
of 750 new jobs. Expanding companies include: FMC Corporation, Mead; Western International
20
981.686
. . .... . .. . . . .
Grain, Milliken; Colorado Greenhouse, Fort Lupton; ICON Industries, Windsor; StarTek, Hewlett
Packard, and Winograd's Steel, Greeley; Harsh International, Eaton; Advanced Forming
Technologies, Firestone; and Morning Fresh Farms, Platteville.
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. Portions of Greeley and
Weld County have been designated a State Enterprise Zone, allowing qualified
businesses to take credit against their state income taxes for equipment investment
and jobs.
• Weld County's labor force represents the best of all possible worlds. Entry wage
rates generally fall in the$7.00 per hour range, and our employees represent a solid
Midwestern work ethic. Organized labor represents approximately 3% of our
manufacturing workforce.
• An excellent transportation system provides easy access to national and growing
regional markets. Two interstate highways (1-25 and 1-76) and two U.S. highways
(U.S. 34 and U.S. 85) serve the county, and two additional interstate highways
border Weld County(1-70 and 1-80). Fourteen motor freight firms and three railroads
provide freight service. Commercial air service is provided by 18 carriers operating
from Denver's International Airport to 186 cities and nine countries; the airport is an
hour's drive from the county's population centers. The new Denver International
Airport is located at the southern edge of Weld County, about 45 minutes from
Greeley.
• Weld County offers an outstanding quality of life. Within a 50-mile radius are located
four major universities with the attendant cultural and athletic events, the Denver
metropolitan area forms the county's southern boundary, and six major ski areas are
located within a two-hour drive. Weld County is home to the oldest philharmonic
orchestra west of the Mississippi River, and is the site of the largest civic auditorium
in Northern Colorado. Rocky Mountain National Park, 50 miles to the west, offers
outstanding outdoor activities. Twelve school districts offer quality education to over
22,000 students. Small town atmosphere, with access to all of the recreational and
cultural amenities of larger metropolitan areas, make this an ideal area to work and
raise a family.
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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.
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HIGHLIGHTS
REFINE BUDGET PROCESS
TARGET BUDGET APPROACH
COST CUTTING/REVENUE RAISING STRATEGIES
PRIORITY RANKING
DEFER EXPENSES
CREATIVE MANAGEMENT
LEGISLATIVE PROGRAM
SPECIAL INSTRUCTIONS
STRATEGIC PLANNING
23 981686
TARGET BUDGET APPROACH
> IDENTIFIES COUNTY'S RESOURCE CAPACITY
> ALL TARGETS AND RELATED REDUCTIONS ARE VISIBLE
> PROPOSED UNFUNDING IS IDENTIFIED EARLY
> ALLOWS TIME TO ACCOMMODATE REDUCTIONS
(EMPLOYEES)
> OFFERS SUPPORT TO MANAGERS TO ELIMINATE
MARGINAL SERVICES, LESS PRODUCTIVE EMPLOYEES,
ETC.
> ALLOWS BOARD DISCRETION IN ALLOCATING FUNDS TO
UNFUNDED PROGRAMS IN CRITICAL SERVICE AREAS
> TARGETS ALL OFFICES, DEPARTMENTS, OUTSIDE
AGENCIES
> BETTER REFLECTS COUNTY PRIORITIES
> LIMITS ARE KNOWN AND ALTERNATIVE EXPENDITURE
LEVELS CAN BE PLANNED SIX MONTHS BEFORE FISCAL
YEAR BEGINS
> CONSTRAINS GROWTH IN EXISTING LEVELS, SO HIGH
PRIORITY REQUESTS CAN BE GRANTED WHILE LOWER
PRIORITY PROJECTS ARE CUT
24 981686
SOLUTIONS/APPROACHES
> INTEGRATED BUDGET APPROACH
> MODIFIED ZBB
> PROGRAM/ACTIVITY
> PRIORITY SETTING
> TARGET BUDGET
> REVENUE MAXIMIZATION
> IMPROVED PRODUCTIVITY
> COST AVOIDANCE
> CUT BACK MANAGEMENT
> COST CUTTING/REVENUE RAISING STRATEGIES
> POSITION SUNSET REVIEW
> STRATEGIC PLANNING
25 99t686
GOALS OF BUDGET PROCESS
> PROVIDES DECISION MAKER WITH NECESSARY INFORMATION
> RATIONAL
> FAIR
> ECONOMY OF TIME
> RELEVANT
> FLEXIBLE BY DEPARTMENT
> MANAGEMENT INPUT
> PUBLIC INPUT
26
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MAJOR PROGRAM SPECIFIC GOALS
> Continue program of a Drug Task Force in conjunction with the municipalities in Weld
County (Sheriff).
> Reconstruct the following major bridges: 5/42A and 47/68B.
> Complete mapping of county in the Geographical Information System in 1999.
> Continue initiatives associated with the "Reinventing Weld County Government" project.
> Respond to federal welfare reform and its impact on Weld County programs.
> Expand the service level of the household hazardous materials program and cleanup
program.
> Fund the runway expansion at the Airport and new terminal building.
> Perform transportation system study and corresponding transportation impact fees.
> Add two additional courtrooms
> Support domestic violence court with additional Deputy District Attorney.
> Install TelePath phone answering service in Assessor's and Treasurer's offices.
> Increase Sheriffs patrol and investigation functions with four additional deputies via a COPS
UHP grant.
> Reinstate funding for North Front Range Behavior Health for mental health services for
working poor.
27 981686
1999 GUIDELINES
> There will be no recommended increases in personnel in the recommended budget to the
Board. Increased workload should be absorbed by existing personnel wherever possible
through increased productivity.
> Resources for new activities should come from increased productivity and determination of
existing activities wherever possible. No new non-mandated programs should be proposed
without proportionate cutbacks in other programs. Any new programs will be highlighted as
a policy issue for the Board.
> All newly mandated program costs should be clearly identified for the Board.
> Unless a change is legally mandated,the county's share of partnership programs should not
be increased, the share should be decreased wherever possible.
> Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
> Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget process.
> Budgets are to be prepared on a program basis with submission in a program format, as well
as in the normal line item format like 1998's budget presentation.
> Salaries should be budgeted at the 1998 level. Any salary increase for a class unique to a
department must be absorbed in target amounts.
> All user and service fees should be examined and recommendations made for increases or
other adjustments to match the cost of providing such services. This is a follow-up to work
over the last five years.
> Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
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Y. 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 1999 budget request, Finance will use criteria developed in the Budget
Manual to develop preliminary recommendations to the Board of County Commissioners.
Finance will ask the same basic questions that, hopefully, each of the departments asked
regarding the evaluation of their program activities. These questions concern need and
purpose, objectives, departmental priorities and rank, achievements and benefits expected,
means, if any for measuring results, consequences of not implementing the request, impact
on other agencies or departments, alternative approaches or service level, resources
required, means of financing, and whether or not all cost cutting and revenue generating
strategies have been applied.
> Unless a significant organizational changes has occurred, upgrades of specific positions that
were requested but denied in the last two years will not be reconsidered in the 1999 budget
process.
29 981686
1999
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used in conjunction with your Budget Manual for
submission of your 1999 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 6, 1998.
2. All departments are requested to submit, on or before June 19, 1998, the following
items that will be part of your 1997 budget:
A. Special Project Request for Building and Grounds projects estimated
to be over $1,000.
B. Any additional position requests or reclassifications, as outlined in the
Budget Manual, should be submitted to Personnel no later than
June 19, 1998, to allow Personnel to assess the need.
C. PBX Phone Service Requests for phone changes in 1999.
Unplanned moves will only be done if absorbed in the 1999 budget.
3. Salary and fringe benefits will be budgeted at the 1998 level. Any anticipated
increase over 1998 level must be absorbed in target amount.
4. For budgetary purposes, please use the 270 per mile reimbursement rate in
developing your 1999 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of
County Commissioners will approve your request for equipment purposes, the total
amount will be moved to a Capital Outlay budget unit as has been the practice in the
past five years.
6. Motor Vehicle IGA rates should be ascertained from Claud Hanes in Accounting for
budget purposes. This is necessary because of the varying rates for unique kinds
of vehicles, such as ambulances, patrol cars, etc. Fuel costs should be adjusted to
current market conditions.
7. Postage costs are anticipated to change to 330 in 1999.
8. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate
the overall target amounts.
9. Any amount in excess of the 90% target amount must have a form #01-807-914
(Appropriation Request Exceeding Target Budget Level) for the regular budget.
TABOR budget target will be provided to each department also.
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10. Any budget unit with project account codes should prepare a worksheet summarizing
each account with total comparison to 1998. See Finance for exact format.
11. Any 1999 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the
target amount. Unless there has been a significant organizational change,
reclassification requests made in the last two years and denied by the Board will
NOT be reconsidered in the 1999 budget process.
12. Early Warning Budget Hearings will be held in September.
If, in the development of your budget request, you determine that there are unique requirements or
unique situations in your department that affect your budget presentation, please do not hesitate to
contact the Director of Finance and Administration at extension 4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions above or in the
Budget Manual.
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REQUIREMENTS VS RESOURCE CAPACITY
HISTORICAL
rEXCESS
PROPERTY
TAX
OTHER REVENUE
PROGRAM
BUDGET
REQUIREMENTS
FUND BALANCE
L J
RESOURCE CAPACITY REQUIREMENTS
PRESENT r l
EXCESS
I I
PROPERTY I I
TAX I I
i I
PROGRAM
I I
I BUDGET
OTHER I I
REVENUE I REQUIREMENTS
I I
I I
I I
I I
I I
FUND BALANCE I I
I I
I I
L J
RESOURCE CAPACITY REQUIREMENTS
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1999
PROGRAM ISSUES
Maintain adequate staff and program development levels for growing
prisoner population.
Refine long-term strategy to deal with the fiscal constraints of Amendment 1.
> Continue Reinventing Weld County Government Project to examine
priorities, which services to provide, best way to deliver services, and most
cost effective way to provide services within the constraints of TABOR.
> Deal with the block grant process and welfare reform.
> Continued installation of a geographic information system (GIS).
> Completion of the construction of the Health/Planning, and Public Works
buildings.
> Cope with the with the continued growth and development in the county.
> Capital plan for anticipated growth in courts and county jail facility
requirements.
> Transportation system to accommodate growth in county's urbanized areas.
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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
• 1998 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.
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REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 1999
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 1998, historical growth rates, and interest rates
of an average of 5.75% throughout 1999.
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.
35
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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 8.9% of property tax.
Building Inspection and Planning Permits: Based upon continuation of 1998 land use and
construction activity level with 1999 rates applied.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon signed
contracts.
Drunk Driving Fines: Based on $30 per offender at anticipated level of 766 with 2% waiver rate.
Earning on Investments: Calculated on an average earnings rate of 5.75% on approximate
average balance of$26,000,000.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests
owned by Weld County. New lease bonus activity is estimated at $10,000 for 1999.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon 1997 Indirect Cost Plan approved by HHS.
County Clerk Fees: Calculated on the historical level of activity.
Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively
constant.
Highway Users-Special Bridge: Revenue based upon signed state and federal grant contracts.
Motor Vehicle Registration Fees: Based upon historical level of activity for fees, which remains
predictable over time, plus 4% growth factor due to car price increases.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less 3%
reduction that Weld County has historically experienced.
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, 1998.
36
981.686
Health Fees: Based upon historical patient/client caseload with 1999 rates applied.
Human Resource Grants: Based upon contract funding level as of October 1, 1998.
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 1997-98 call volume plus 5% rate increase.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
DOC Inmate Reimbursement: Revenue based upon average holding of 10 DOC inmates at
$48.43 per day per inmate.
Work Release Inmate Fee: Based upon average of 80 work release inmates per day.
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POLICY DIRECTIONS
Continue revenue maximization policy to support county services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
- Advocate legislative positions.
- Recommend a revised compensation pay plan based upon annual salary survey data to
keep county compensation competitive with the labor market.
Examine county programs on a continual basis to maximize productivity and maintain current
service levels with current or reduced workforce.
Examine county programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
- Utilize cost cutting/revenue raising strategies to hold down costs and support county
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
- Reprivatization and contracting
- Automation
- Energy conservation
- Administrative reorganization
- Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions in
1999.
Utilize a target budget approach with the following features:
- Identifies county's resource capacity
- All can see the targets and related reductions
- Identify proposed unfunding early
- Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
- Targets all offices, departments, and outside agencies
- Better reflects county priorities
- Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
- Constrains growth in existing levels, so high priority requests can be granted
while lower priority projects are cut
38
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services. This is a follow-up we have been
doing the last three years.
Clearly identify all newly mandated program costs for the Board.
- Continue the county's share of partnership programs, unless a change is legally mandated,
and decrease the share wherever possible.
- Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
- Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended by
the Equipment Service Manager for consideration in the budget process.
- Continue "Reinventing Weld County Government" Project to examine priorities, which
services to provide, best way to deliver services, and most cost effective way to provide
services within the constraints of TABOR.
39
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
Upgraded the Sierra system for permit issuance.
Performed a study of developing a transportation system in southwest Weld County
and the Windsor area that the county and municipalities agree to along with
transportation impact fees.
> Continued implementation of community-oriented policing program in Sheriffs Office.
> Added two additional courtrooms for State Court operations.
> Completed all mapping to implement the Geographical Information System (GIS).
> Continue the implementation of welfare reform in Weld County.
> Open the Social Services, Health, and Public Works buildings to eliminate all leased
facilities and accommodate space needs.
> Acquisition of a TelePath phone answering system for the Treasurer and Assessor
to handle property tax related inquiries.
> Additional staff for District Attorney due to added police officers in the county and
new domestic violence magistrate added to County Court.
• Long Range Planner position added mid-year to coordinate community growth
issues.
> Addition of four Sheriffs Deputy positions via a COPS UHP grant.
> Reinstated fund for North front Range Behavioral Health for mental health services.
40
981686
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
BUDGETARY ACCOUNTING BASIS:
The 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 1998 payable in 1999; 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
ordinance.
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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.
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INVESTMENT POLICY
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are CRS 24-75-601 and 30-10-708. Investment
priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified"financial institutions,
i.e., those which are federally insured by either F.D.I.C. or F.S.L.I.C. Further, any
deposit/investment amount in excess of $100,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, CRS 1973,
11-10-118 and 11-47-118. Such designation occurs when acceptable collateral is pledged to
secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, CRS 1973, savings and loan associations having their principal offices in this
state which have been approved and designated by written resolution by a majority of the Board of
County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the amount
of revenue required from property tax.
The county maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the county's funds also hold investments on their own account. The
cash and investments of the Pension Trust Fund are held separately from those of the other county
funds.
Deposits:
At year-end, the estimated carrying amount of the county's deposits is $26.0 million. Of this
amount, $600,000 will be covered by Federal deposit insurance and the remainder was
collateralized with securities held by the pledging financial institution's trust departments or
agents in the county's name.
Investments:
Statutes authorize the county to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust Fund
is also authorized to invest in corporate bonds and mortgages.
The county's investments are categorized to give an indication of the level of risk assumed by the
entity. Category 1 includes the investments that are insured or registered or for which the securities
are held by the county or its agent in the county's name. Category 2 includes uninsured and
unregistered investments for which the securities are held in the county's name. No funds are in
the form of mortgages in Category 2.
Interest revenue is projected on the basis of an average interest rate of 5.75% in 1999.
43
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CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan-A plan for capital expenditures to be incurred each year over
a fixed period of several years (normally on a five year cycle) setting forth each capital
project and identifying the expected fiscal year for each project and the anticipated revenues
to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration
develops a long range county-wide Capital Improvement Plan for all major capital
expenditures within the county after surveying county-wide needs with program managers.
The Board of County Commissioners is responsible for approving capital improvement
policies, as well as approving capital improvement programming as a part of the annual
budget.
3. Capital Projects- Capital projects are defined as those major, non-recurring projects that
have a time interval of at least three (3) years between such expenditures and have a total
cost of at least $10,000. Purchases of real property and selected equipment may be
exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
4. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board of
County Commissioners for funding and implementation for each fiscal budget year.
5. Relationship Between Capital Funding and Operating Budget-Acquisitions of general
fixed assets are recorded as capital outlay expenditures within the governmental funds.
Public domain ("infrastructure")general fixed assets consisting of roads, bridges and rights-
of-way are not capitalized. No depreciation expense has been provided on general fixed
assets. Items of three years of useful life or more and valued at $1,000 or more are
considered capital items.
as 981686
Depreciation of all exhaustible fixed assets used by Internal Service Funds and Enterprise
Funds is charged as an expense against the operations. Depreciation has been provided
using the straight line method over the estimated useful lives, as follows:
Buildings 20-30 years
Land Improvements 20 years
Furniture 3-10 years
Equipment 5-20 years
Unlike the private sector, counties are prohibited from accounting for depreciation directly
as an operating expense in governmental funds. Nonetheless, the county's inventory of
vehicles and heavy equipment must be replaced as it ages and depreciates. To avoid the
plight of other communities whose budgets are balanced each year by short sighted
reductions in capital outlay, Weld County has operated under a system of equipment rental
appropriations to depreciation reserve funds. In compliance with accounting regulations,
internal service funds have taken the place of designated reserves.
This practice ensures that funds are on hand when heavy equipment and vehicles are in
need of replacement by virtue of their age and past use. Immediate budgetary balancing
considerations have become secondary to the broader need for a fleet and equipment
maintenance program that considers total cost of capital outlay plus operating, maintenance
and repair costs.
This financing system also avoids cost comparison problems within and between
departmental budgets, which would otherwise vary widely depending upon which year a
given equipment item is actually purchased. With each department treated as a "renter"
rather than an "owner", central inventory management and expertise becomes possible,
resulting in improved operating efficiency.
45 991.686
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
General Fund
The General Fund accounts for all financial transactions of the county that are not properly
accounted for in other funds. Ordinary operations of the county such as public safety, county
administration and other activities financed from taxes and general revenues are reflected in this
fund.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
county which finance specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County road
and bridge construction and maintenance. This fund is also utilized for allocation of monies
to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the county.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development and maintenance of
new and existing conservation sites within Weld County. The funds are derived from the
Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Emergency Reserve Fund: This fund was established in accordance with State
Constitution Amendment One (TABOR), passed November 3, 1992. The reserve can only
be used for true emergencies as defined by the amendment. Funding level must be 1% of
fiscal spending in 1993, 2% in 1994, and 3% in 1995 and fiscal years thereafter.
Public Health Fund: The Weld County Public Health Department provides health services
to county residents. The fund reflects revenue and expenditures for health care, health
education, health monitoring and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and State
human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping
fees at solid waste disposal sites for the purpose of combating environmental problems and
for further improvement and development of landfill sites within the county.
46 981,.686
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition or
improvement of the capital facilities of the county.
Capital Expenditures Fund: This fund accounts for various capital improvement projects
on county property as required by Section 29-1-301, CRS, 1973.
PROPRIETARY FUND TYPES:
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the county on a cost-reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other county funds.
Insurance Fund: This fund accounts for all insurance costs for the county. The program
is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the county and
other outside agencies on a cost-reimbursement basis.
Health Insurance Fund: This fund accounts for the self-insured dental and vision plans
offered county employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. The only active lease is for the Human Services Building.
Enterprise Funds
Enterprise funds are established to account for operations (a) that are financed and operated in a
manner similar to private business enterprises --where the intent of the governing body is that the
costs (expenses, including depreciation) of providing goods or services to the general public on a
continuing basis be financed or recovered primarily through user charges; or (b) where the
governing body has decided that periodic determination of revenues earned, expenses incurred,
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes.
Ambulance Fund: This fund accounts for all the rescue unit fees and costs associated with
the operation of a county-wide ambulance service for the citizens of Weld County.
47
981.686
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT } sal ' ` '"f' E.","'4 E O 4'''; ' :.a :
ss>, oa.>. `t≥;:; ' ' `.:.
General Fund:
Office of the Board Chairman, Board of County Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Director, Finance and Administration
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance of Building and Plant Director, Personnel/General Services
County Council Chairman, County Council
District Attorney District Attorney
Juvenile Diversion District Attorney
Victim Witness District Attorney
Finance and Administration Director, Finance and Administration
Accounting Comptroller
Purchasing Director, Personnel/General Services
Printing and Supply Director, Personnel/General Services
Personnel Director, Personnel/General Services
Computer Services Director, Finance and Administration
Capital Outlay Director, Finance and Administration
Sheriff Sheriff
Crime Control and Investigation Sheriff
Regional Forensic Lab Sheriff
Communications - County-wide Director, Finance and Administration
48 991.696
EEEE BUDGET UNIT HEH s > ' • ; i,: .,„.:.
Communications System Development Director, Finance and Administration
Coroner Coroner
Correctional Administration Sheriff
Community Corrections Chairman, Community Corrections Board
Public Service - DUI Director, Useful Public Service
Building Inspection Director, Planning Services
Office of Emergency Management Sheriff
County-wide Animal Control Sheriff
Pest and Weed Control Director, Public Works
Economic Development Director, Finance and Administration
Waste Water Management Director, Finance and Administration
Engineering Director, Public Works
Extension Service Extension Agent
Veteran's Office Director, Personnel/General Services
Airport Director, Finance and Administration
Mental Health Director, Finance and Administration
Developmentally Disabled Director, Finance and Administration
Seniors Program Director, Finance and Administration
Missile Site Director, Personnel/General Services
County Fair Extension Agent
Public Works Fund Director, Public Works
Social Services Fund Director, Social Services
Health Fund Director, Health Services
Human Services Fund Director, Human Services
Conservation Trust Fund Director, Finance and Administration
Contingency Fund Director, Finance and Administration
Emergency Reserve Fund Director, Finance and Administration
Solid Waste Fund Director, Finance and Administration
Capital Expenditure Fund Director, Finance and Administration
49 99 .686
BUDGET UNIT lipletnniSMGNOMEZSIAltriminiivim
Ambulance Fund Director, Ambulance Services
Motor Pool Fund Comptroller
Insurance Fund Director, Finance and Administration
Phone Services Fund Director, Personnel/General Services
Health Insurance Fund Director, Finance and Administration
50
991,.686
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Treasurer:
Delinquent Tax Specialist upgrade $ 3,848
Accountant $ 24,000
Clerical upgrades (2) 13,932
TelePath phone system (1998) 12,800
Assessor:
TelePath phone system (1998) 54,864
Personnel:
Clerical position for insurance 23,098
District Attorney:
County Court - Deputy DA 83,820
County Court - Clerical support 54,266
Buildings and Grounds:
Staff for new facilities 82,318
Sheriff:
Four officers for COPS UHP grant 167,518
Revenue (61,604)
CDSI: 43,160 170,444
North Front Range Behavioral Health: 91.875
TOTAL $ 488.299 $ 276,040
51
981686
vinC.
COLORADO
52
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sara
pa
EMPLOYEE
PH SALARY SCHEDULE
rf
AND
is
`" BENEFITS
seises
SALARY RECOMMENDATIONS
Weld County strives to pay competitive and equitable salaries. To maintain this competitive
position, Weld County participates in various salary surveys. Salaries are set by the Board of
County Commissioners after full consideration is given to:
> Present pay rates compared to labor market competitors. The competitive job market
may vary by job classification or specific jobs.
> Ability to pay.
> Benefit and supplemental pay policies.
> Supply/demand situation for personnel needs.
> Supply/demand situation in the labor market.
> Employees' expectations.
Salary Surveys Utilized:
Mountain States Employers' Council
Longmont Salary Survey
Front Range Budget Conference
Budget reflects a recommended salary adjustment of 4%with the only benefit change being the 5%
increase in the health insurance county contribution. All other benefits remain the same. In addition
the budget reflects the costs to add an additional step, so the pay system has seven steps in 1999
and eight steps in 2000. This addresses the issue of many employees being frozen in a grade, and
Weld County's problem of not being competitive at the upper level of the competitive salary
comparisons. Even with eight steps, Weld County has far fewer pay steps than any other
jurisdiction in Colorado. County cost to increase the steps will be$125,184, which is included in the
budget.
The only exceptions to the 4% increase are certain Ambulance positions due to a change in the
method of overtime compensation. No minimum increase is provided for "grand fathered"
employees. The breakout by fund is as follows:
General Fund $ 741,970
Road and Bridge Fund 206,192
Health Fund 120,742
TOTAL $ 1.068.904
Social Services salaries will be set in accordance with the Board's policy now that Social Services
employees are no longer in the State Merit System, as of July 16, 1997. A 4.0% increase is
included in the Social Services budget.
•
53 981686
1999 HEALTH INSURANCE
1999 Insurance rates are as follows:
CUSTOM
HMO POS PLUS
Employee: ri;
ki.
Health $ 148.44 $ 157.66 $ 202.32 d
DentalNision 13.00 13.00 13.00 '.i;.
TOTAL $ 161.44 $ 170.66 $ 215.32 ow
Employee $ 16.00 $ 25.22 $ 69.88
County 145.44 145.44 145.44
Dependent:
Health $ 245.07 $ 260.15 $ 333.83
DentalNision 16.00 16.00 16.00
TOTAL $ 261.07 $ 276.15 $ 349.83
Total Employee $ 277.07 $ 301.37 $ 419.71
Total County 145.44 145.44 145.44
Employee
Costs:
1999 $ 277.07 $ 301.37 $ 419.71
1998 265.40 284.79 387.06
DIFFERENCE $ 11.67 $ 16.58 $ 32.65
54 981686
PLAN COMPARISON
POS`
CUSTOM
MEDICAL BENEFITS HMO HMO NonHMO PLUS i.,
Lifetime Maximum Unlimited Unlimited $1 Million $1 Million i:I.
Office Visit Co-payment $10 $10 n/a n/a
1
Preventive Care Co-payment $10 $10 Not Not
Covered Covered j;p
Emergency Room Co-payment $50 $50 n/a n/a
Hospital Admission Co-payment $100 $100 n/a n/a
Outpatient Surgery Co-payment $25 $25 n/a n/a
Individual Deductible n/a n/a $250 $200
Family Deductible n/a n/a $500 $400
Co-insurance n/a n/a 70-30% 80-20%
Individual Max Out of Pocket* n/a n/a $2,750 $1,200 r.
Family Max Out of Pocket* n/a n/a $5,500 $2,400
Pr- .. '.t I . . •-.. n-/ ',11 ,
*For allowable covered charges including deductible and co-insurance.
DENTAL PROGRAM:
> COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH
SINGLE AND FAMILY PLANS
> 100% PREVENTIVE CARE
> 50%/50% CARE OTHER THAN PREVENTIVE
> EXCLUDES ORTHODONTIC CARE
> MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $1000/YEAR
VISION PROGRAM:
> COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH
SINGLE AND FAMILY PLANS
> MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR
> NO DEDUCTIBLE
> 50% OF COVERED EXPENSES INCURRED
> EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR
LIFE: Three times annual salary up to $400,000 at $.40/$1,000
DISABILITY: $.54/$100 compensation
WELLNESS: Wellness program will be continued to all county employees.
Executive Pay Plan: Elected Officials, and Chief Deputies have a direct benefit plan for health
purposes.
55 981686 '
1999 SALARY ADJUSTMENTS
DEPARTMENT 1998 1999 DIFFERENCE
Commissioners $ 350,467 $ 364,527 $ 14,060
County Attorney 358,872 380,347 21,475
Clerk to the Board 87,466 89,770 2,304
County Clerk 1,060,603 1,119,506 58,903
Elections 132,426 133,949 1,523
Treasurer 353,208 384,213 31,005
Assessor 1,302,545 1,375,998 73,453
District Attorney 1,750,583 1,794,403 43,820
Juvenile Diversion 224,757 235,811 11,054
Victim Witness 149,639 170,289 20,650
Finance 203,989 218,006 14,017
Accounting 278,223 292,400 14,177
Purchasing 72,886 77,968 5,082
Personnel 255,697 272,201 16,504
Planning 495,192 515,001 19,809
Building and Grounds 1,154,054 1,204,022 49,968
Printing and Supply 54,304 54,304 0
Sheriff Admin 481,050 526,182 45,132
Sheriff Operations 2,710,690 2,856,224 145,534
Animal Control 37,106 38,551 1,445
Coroner 105,786 116,575 10,789
56
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DEPARTMENT 1998 1999 DIFFERENCE
North Jail 2,930,011 2,978,500 48,489
Centennial Jail 2,788,538 2,843,421 54,883
Building Inspection 435,652 456,272 20,620
Weed and Pest 46,586 49,771 3,185
OEM 46,586 49,771 3,185
Engineering 295,832 295,832 0
Extension 175,368 175,368 0
County Council 12,043 14,644 2,601
Regional Lab 80,817 86,364 5,547
Community Corrections 33,800 33,800 0
Missile Park 21,367 21,367 0
Veteran's Office 40,368 43,124 2,756
TOTAL GENERAL
FUND $ 18,526,511 $ 19,268,481 $ 741,970
57
981686 '
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COLORADO
58
981686
SUMMARY
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FUNDS
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981686
ALL FUNDS
REVENUE
$40,000,000 0
$35,000,000
$30,000,000 = 01999
$25,000,000
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1999 Revenue
Total: $98,260,741 ( 1998 $93,814,881 )
Property Tax $34,490,317 35.1%
Licenses/Permits $1,343,100 1.4%
Internal Services $5,859,108 6.0%
� ,,,_ Miscellaneous $3,321,402 3.4%
Other Taxes $2,653,692 2.7%
- - ---- Charges for Services $3,993,419 4.1%
Ambulance Fees $3,727,279 3.8%
Fees $2,848,300 2.9%
- Fund Balance $11,577,400 11.8%
Intergovernmental $28,446,724 29.0%
59 981686 '
ALL FUNDS EXPENDITURES
20,000,000
15,000,000
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Total $91,758,741 (1998 $89,778,725)
Internal Services $6,047,108 6.6% General Government $13,131,750 14.3%
Ambulance $3,739,679 4.1% — Culture and Recreation $412,661 0.4%4 I\
likSocial Services $12,546,015 13.7% --- ---— Road and Bridge $14,912,100 16.3%
Public Works $372,393 0.4%
Miscellaneous $2,636,659 2.9%
— Contingency $6,100,000 6.6%
Public Safety $17,019,835 18.5% -- Auxilary $434,875 0.5%
Health $3,842,524 4.2%
Capital $2,525,000 2.8% - Human Services $8,038,142 8.8%
60 981686
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WELD COUNTY
1998 ASSESSED VALUES
TO BE USED FOR 1999 BUDGET
1998 1997 DIFFERENCE PCT
+OR(-)
Agriculture 99,000,820 98,629,610 371,210 0.38%
Commercial 252,021,590 236,902,770 15,118,820 6.38%
Industrial 160,614,060 147,071,200 13,542,860 9.21%
NaturalReosources 5,326,860 3,988,110 1,338,750 33.57%
Oil and Gas 345,162,450 333,478,510 11,683,940 3.50%
Residential 486,986,740 461,567,090 25,419,650 5.51%
Vacant Land 30,489,120 28,146,210 2,342,910 8.32%
TOTAL COUNTY
ASSESSED 1,379,601,640 1,309,783,500 69,818,140 5.33%
STATE ASSESSED
PROPERTY 188,415,000 169,882,400 18,532,600 10.91%
TOTAL ASSESSED
VALUE 1,568,016,640 1,479,665,900 88,350,740 " 5.97%
LESS TAX INCREMENT 2,978,170 2,973,697 4,473 0.15%
NET ASSESSED VALUE 1,565,038,470 1,476,692,203 88,346,267 5.98%
981.686
62
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $425,370 $193,629 $618,999
PUBLIC TRUSTEE $4,000 $4,879 $8,879
CLERK&RECORDER ($806,480) $0 ($806,480)
ELECTIONS $326,175 $62,232 $388,407
TREASURER ($307,628) $0 ($307,628)
ASSESSOR $1,458,022 $521,428 $1,979,450
COUNTY COUNCIL $22,200 $5,816 $28,016
DISTRICT ATTORNEY $1,849,516 $300,681 $2,150,197
SHERIFF $603,442 $540,840 $1,144,282
CORONER $255,211 $39,691 $294,902
CLERK TO THE BOARD $86,588 $0 $86,588
TOTAL $3,916,416 $1.669197 $5,585,613
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $3,967,553 $121,666 $4,089,219
CENTENNIAL JAIL $2,843,007 $702,630 $3,545,637
COMMUNITY CORRECTIONS $0 $22,142 $22,142
SOCIAL SERVICES $4,163,848 $180,369 $4,344,217
HUMAN RESOURCES $12,351 $474,128 $486,479
PUBLIC HEALTH $1,393,847 $329,894 $1,723,741
TOTAL $8,413,053 $1,709,163 $10,122,216
CRITICAL--NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $557,403 $0 $557,403
CRIME LAB $54,857 $11,000 $65,857
POLICE SERVICES(LEVEL) $3,097,094 $125,461 $3,222,555
COMMUNICATIONS-COUNTY-WIDE $603,234 $0 $603,234
COMMUNICATION SYSTEM DEVEL $0 $0 $0
E-911 $700 $0 $700
OFFICE EMERGENCY SERVICES $41,976 $5,968 $47,944
DRUG TASK FORCE $87,810 $4,071 $91,881
TOTAL $4,443,074 $146,500 $4,589,574
63 981686
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING&ZONING/BLDG INSP $20,442 $231,522 $251,964
ANIMAL CONTROL $102,406 $7,963 $110,369
PEST&WEED CONTROL $205,096 $28,730 $233,826
EXTENSION SERVICE $271,119 $149,859 $420,978
VETERAN'S OFFICE $45,256 $21,687 $66,943
AIRPORT $100,000 $25,767 $125,767
MENTAL HEALTH $135,875 $0 $135,875
MISSILE SITE PARK $0 ($543) ($543)
COUNTY FAIR $38,661 $3,578 $42,239
JUVENILE DIVERSION $188,870 $22,142 $211,012
DEVELOPMENTALLY DISABLED $43,160 $0 $43,160
SENIOR COORDINATORS $12,500 $0 $12,500
VICTIM ASSISTANCE $55,016 $20,467 $75,483
WASTE WATER MANAGEMENT $6,359 $0 $6,359
ECONOMIC DEVELOPMENT $103,833 $0 $103,833
A KID'S PLACE $7,500 $0 $7,500
GEOGRAPHICAL INFORMATION SYSTEM $176,440 $0 $176,440
TOTAL $1,328,593 $511,172 $1,839,765
GENERAL ASSISTANCE: $132,000 $0 $132,000
PUBLIC WORKS $2,378,700 $512,639 $2,891,339
ENGINEERING $372,393 $45,721 $418,114
TOTAL $2,751,093 $558,360 $3,309,453
CAPITAL:
EQUIPMENT $50,000 $0 $50,000
Buildings $2,525,000 $0 $2,525,000
TOTAL $2,575,000 $0 $2,575,000
SUPPORT FUNCTION
COUNTY ATTORNEY $324,526 ($324,526) $0
BUILDING&GROUNDS $2,222,680 ($2,222,680) $0
FINANCE&ADMINISTRATION $209,905 ($209,905) $0
ACCOUNTING $376,282 ($376,282) $0
PURCHASING $80,330 ($80,330) $0
PERSONNEL $282,633 ($282,633) $0
PBX/PHONES $0 $0 $0
INSURANCE $550,000 ($550,000) $0
NON-DEPARTMENTAL $208,000 ($208,000) $0
BUILDING RENTS $740,330 ($740,330) $0
COMPUTER $1,917,359 ($1,917,359) $0
PRINTING&SUPPLY $31,604 ($31,604) $0
TOTAL $6,943,649 ($6 943,649) $0
64 981.686
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1999 Revenue
TOTAL: $35,518,239 (1998: $33,436,387)
Fund Balance 2.8%
$997,400
Miscellaneous 7.7%
$2,725,145
Licenses/Permits 2.7%
$950,000
Property Tax 65.2% Charges for Services 4.5
$23,172,769 - '_�; .:a=311 --_-• ��an $1,601,505
rt Fines/Fofeitures 0.1%
31
$24,000
; Intergovernmental 8.8%
ic• 11 __.. $3,125,620
Other Taxes 0.2%
$73,500
_ Fee Accounts 8.0%
$2,848,300
1 981.686
GENERAL FUND
Expenditure Changes
$16,3 4,352
$20,000,000 117,0 'ye® $13,525,560
1. ,7o
$15,000,000
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D1998
$10,000,000
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General Gov.ealth Human Serv. Auxilary Culture/Rec.
Safe
Type of Expenditure
Total: $34,418,239 (1998 $33,436,387)
Public Safely 49.5%
$17,019,835
Auxilary 1.3%
$434,875
Miscellaneous 4.9%
$1,696,659 Culture/Recreation 0.2%
Human Services 0.5%
$179,344 Health&Welfare 4.4%
$1,529,722
_ Public Works 1.1
$372,393
General Government 38.2%_
$13,131,750 c
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GENERAL FUND SUMMARY
The General Fund is funded at the level of$34,418,239, up $981,852, or 2.94%. The budget for
general government functions are down $393,810, primarily due to the one time costs of mapping
of the Geographic Information System ($819,244) not included in this year's budget. In addition,
with 1999 being an off year for elections, the costs of that function are down $94,391. The
reductions are offset by increases in the costs of the District Attorney, which are up $165,020 due
to four additional staff members to deal with the caseload growth. In addition, there were increases
in Printing and Supply of$81,533, Planning staff additions amounted to $58,634, Assessor staff
increases ($27,152), and the costs of adding the maintenance of three new buildings ($112,098).
Public Safety is up $645,483. The increases are in the patrol operations of the Sheriffs Office
($204,748) with four new officers, and another $88,997 in other cost increases for the Sheriff.
Community Corrections grants, which are 100% state dollars, are up$273,776, as the state spends
funds in this program to reduce prison overcrowding. The subsidy to the Greeley-Weld County
Airport is down $171,850, due to less FAA grant matching requirements for the Airport Master Plan
development. Subsidy for the Health Department is up $117,541, primarily due to salary
adjustments. Mental health costs are up $91,875, because Front Range Behavioral Health has
requested its former funding level prior to 1998. A proposed salary adjustment of 4% results in a
$741,970 increase. Other budget items are relatively stable for 1999.
The available resources to the General Fund amount to $35,518,239 compared to $33,436,387 in
1998, up$2,081,852, or 6.23%. Without the$377,107 beginning fund balance change the increase
is $1,704,745, or 5.10%. Property tax is set at $23,172,769 up $498,092 or 2.23%. Licenses and
permits are up $221,464 in Planning and Building Inspection fees due solely to increased building
and development activity. Grant revenue is up $270,367, totally attributed to Community Corrections
grants from the state. Charges for services are down$125,988, because of the drop in DOC inmate
revenue in the jails. Fees are up $259,000 due to the Clerk and Recorder fees ($200,000), and
Treasurer fees ($50,000) primarily. Miscellaneous fees are up$93,810 from rental fees for the new
Social Services Annex, and Sheriffs revenues. Other revenue sources remain very stable and
unchanged for 1999.
Beginning fund balance is anticipated to be $997,400 for 1999. An estimated ending fund balance
of $1,100,000 is projected for year-end 1999. This amount serves as an additional contingency
amount during the fiscal year. In addition to the regular Contingency Fund is the Emergency
Reserve Fund amounting to $2,500,000 required under the TABOR Amendment which passed in
1992. This fund balance amount is consistent with the anticipated ending fund balances for the last
few years. It is prudent management for Weld County to maintain an anticipated fund balance to
respond to unforeseen needs of the citizens of Weld County in 1999 and future years.
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991686
82
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,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; sifting as the County Board of Welfare; and filling, by appointment,
all vacancies in county offices except the Board of Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LA.S.T FY . .', CURREI+iT FY NEXT'FY NEXT Lwf
Personnel Services $ 354,774 $ 350,467 $ 350,467 $ 350,467
Supplies 894 350 350 350
Purchased Services 62,770 72,453 74,553 74,553
Fixed Charges
Capital
Gross County Cost $ 418,438 $ 423,270 $425,370 $425,370
Revenue
Net County Cost $ 418,438 $ 423,270 $ 425,370 $ 425,370
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: Budget reflects increases in local travel and memberships and
registration. There is a reduction in publications and subscriptions. Net increase of$2,100 for the
total budget.
OBJECTIVES: Board objectives are the strategic objectives for the entire county. See Strategic
Objective Section in Budget message.
WORKLOAD ACTUAL' ESTIMATED PROJECTED
N/A
FINANCE/ADMINISTRATION: Recommend approval.
BOARD ACTION:
83
991686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
county regulations. Of three full-time assistants, two share the responsibilities of the County
Attorney, while one enforces child support obligations and handles dependency neglect cases.
ACTUAL BUDGETED REQt..ESTED RECOMMEND
RESbURCES Lk5T FY CURRENT FY NEXTFY NEXT EY
Personnel Services $ 337,621 $358,872 $ 358,872 $ 358,872
Supplies 1,732 4,000 4,000 4,000
Purchased Services 41,429 32,654 41,654 41,654
Fixed Charges
Capital 772
Gross County Cost $ 381,554 $ 395,526 $ 404,526 $ 404,526
Revenue 67,570 80,000 80,000 80,000
Net County Cost $ 313,984 $ 315,526 $ 324,526 $ 324,526
Budget Positions 5 5 5 5
SUMMARY OF CHANGES: Budget reflects a $9,000 increase in total. Subscriptions are up
$5,000 for the computerized access to law references, and Professional Services are up$7,000 due
to increased demand. The increases are offset by a $3,000 reduction in data processing costs to
cover software paid out of the Subscriptions line-item. Revenue is unchanged at $80,000.
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.
84 981686
.7v _ti.• tt •
COUNTY ATTORNEY (CONTINUED)
1000-10200
WORKLOAD < CTUAL! ESTIMATED PROJECTED
Litigation - County Commissioner 35% 35% 35%
Social Services - Support and 35% 35% 35%
Juvenile
Other Departments 28% 28% 28%
Bankruptcy Matters 2% 2% 2%
FINANCE/ADMINISTRATION: Recommend approval. Increases appear to be justified.
BOARD ACTION:
981686
85
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the county as prescribed
in CRS 38-37-101 et. seq., 1973. County General Fund provides supplies only, salaries and
operating costs are funded by public trustee fees outside of county budget.
ACTUAL BUD ETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT EY NEXT FY NEXT FY
Personnel Services
Supplies $ 1,762 $ 4,000 4,000 4,000
Purchased Services 849 0 0 0
Gross County Cost $ 2,611 $ 4,000 $ 4,000 $ 4,000
Revenue
Net County Cost $ 2,611 $ 4,000 $ 4,000 $ 4,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change. Per Section 38-37-104(3), CRS, all expenses of the office
are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be
maintained in a special reserve fund until one year's operating costs are accumulated. This could
take several years in Weld County. Based upon this statute, no revenues are budgeted for 1999.
However, per Section 38-37-102(3), CRS,the county must continue to furnish all books, blanks, and
stationery for the use of the Public Trustee at a total cost of$4,000.
OBJECTIVES: Perform statutory duties as prescribed by CRS 38-37-101 et. seq., 1973.
WORKLOAD ACTUAL ESTIMATED PROJECTED 'i
Foreclosures 389 400 400
Releases 6,894 7,000 7,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, per Section 38-37-
102(3), CRS. See the following page for Public Trustee budget which, as a state office, is
maintained independent of Weld County's budget.
BOARD ACTION:
86 981686
Weld County Public Trustee
Budget 1999
Income
Foreclosure Revenues 85,000
Release Revenues 200,000
Interest Revenues 6,000
291,000
Expense
Cost of Foreclosures 60,000
Cost of Releases 90,000
150,000
Personnel Expenses
Salaries 49,350
Trustees Allowance 32,000
FICA, Medicare 6,225
FUTA 175
SUTA 250
Employee Health, Life 5400
93,400 93,400
Office/Other
Bank Service Charges 120
Dues and Subscriptions 1,200
Equipment Purchase ' 6,000
Equipment Lease 5,000
Insurance/Bond 550
Office Supplies 400
Postage/Delivery 1,200
Professional Fees 2,500
Rent 6,000
Maintenance & Repair 1,500
Telephone 3,000
Travel & Conferences 1,000
Miscellaneous 500
28,970 28,970
274,370
Net Income 16,630
981686
87
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the
County Commissioners, retains all records of the Board, and processes liquor licenses.
ACTUAk BUDGETED REQUESTED RECOMMEND
RE�[�UI2CE3 LAST FY CUIxRI, NT lY NEX7FY NEXT KY
Personnel Services $ 74,318 $ 87,466 $ 87,466 $ 87,466
Supplies 6,303 2,745 2,745 2,745
Purchased Services 11,916 13,001 13,001 13,001
Fixed Charges -4,654 -4,840 -5,034 -5,034
Capital
Gross County Cost $ 87,883 $ 98,372 $ 98,178 $ 98,178
Revenue 11,940 11,164 11,590 11,590
Net County Cost $ 75,943 $ 87,208 $ 86,588 $ 86,588
Budget Positions 3.5 3.5 3.5 3.5
SUMMARY OF CHANGES: No change to the expenditure side of the budget for 1999. Charge
back to the County Attorney is $5, 034, and to PBX is$11,090. The charge back amount is up $620
due to salary adjustments for 1999. Other revenue is the same at $500.
OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the
conversion of all historical records to the new imaging system. 3) Codify all county ordinances and
regulations.
88 981686
CLERIC TO THE BOARD (CONTINUED)
1000-10400
WORKLOAD ACTUAL! ESTIMATED PROJECTED
Commissioner Meeting 104 104 104
Hearings 73 85 90
Liquor License Hearings 8 10 10
BOE Appeals 277 30 350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
89 381680
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Clark and Racnrdar-- I nnn-111 nn
DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording records, microfilms,
processes and provides certified copies of all legal documents, issues marriage licenses, conducts
lien searches; and 2) Motor Vehicle collects registration fees, specific ownership tax, sales tax and
files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles
and license plates issued in Weld County, provides law enforcement agencies with vehicle
registration information.
ACTUAL BUDGETED REQUESTED RECOMpM ND
RESOURCES LAST FY CURRENT PY NEXT FY NEXT FY
Personnel Services $ 1,031,853 $ 1,060,603 $ 1,060,603 $ 1,060,603
Supplies 55,385 29,480 29,480 29,480
Purchased Services 126,014 103,437 103,437 103,437
Fixed Charges
Capital
Gross County Cost $ 1,213,252 $ 1,193,520 $ 1,193,520 $ 1,193,520
Revenue 2,038,987 1,800,000 2,000,000 2,000,000
Net County Cost $ -825,735 $ -606,480 $ -806,480 $ -806,480
Budget Positions 37.5 37.5 37.5 37.5
SUMMARY OF CHANGES: No change in expenditures. Revenue is up$200,000 due to the good
economy and growth in the county.
OBJECTIVES: 1) Maintain all records in each department; 2) Provide helpful and efficient statutory
services to the public.
WORKLOAD ACTUAL ' ESTIMATED F ROJECTED
Vehicle Registrations 247,579 250,000 260,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:.
90 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, service municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY Nan FY
Personnel Services $ 196,829 $ 217,753 $ 182,710 $ 182,710
Supplies 126,375 150,126 126,011 122,011
Purchased Services 41,630 100,007 70,112 69,954
Fixed Charges 1,040 2,680 1,500 1,500
Gross County Cost $ 365,874 $ 470,566 $ 380,333 $ 376,175
Revenue 122,884 25,000 50,000 50,000
Net County Cost $ 242,990 $ 445,566 $ 330,333 $ 326,175
Budget Positions 4 4 4 4
SUMMARY OF CHANGES: Decreases in supplies and postage are due to 1999 being an off year
coordinated election year with only TABOR and special election issues in November, 1999.
Revenues of$50,000 reflect the amount anticipated for State issues and TABOR issues paid by
various jurisdictions.The recommended budget does not include the travel increase request of$158
or the laptop computer for$4,000. Neither items appear to be justified as being needed.
OBJECTIVES: 1) Register voters and maintain records; 2) Conduct elections; 3) Instruct and
assist municipal clerks, school districts, and special districts in forms and law changes.
91 981686
ELECTIONS (CONTINUED)
1000-11200
WORKLOAD ACTUAL ESTI MATED PROJECTED
Registered Voters 85,856 88,028 93,000
(1997) (As of June 30, 1998) (1999)
Votes Cast 22,745 60,000 35,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with the exception
of the added travel of$158 and the laptop computer of$4,000. Neither item appears justified. The
laptop computer can be considered by the Information Services Governance Board along with all
other computer requests in 1999.
BOARD ACTION:
92 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Treasurer -- 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such
as collecting taxes and disbursing funds collected for the state, county school districts, municipalities
and special districts. The Treasurer deposits county funds in banks in the county, and invests
reserve funds as allowed by statute and approved by the Board of Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 367,289 $ 349,360 $ 407,591 $ 353,208
Supplies 32,151 15,000 21,000 21,000
Purchased Services 145,447 110,112 114,012 105,664
Fixed Charges 1,050 0 0 0
Capital 5,412 0 12,800 0
Gross County Cost $ 551,349 $ 474,472 $ 555,403 $ 479,872
Revenue 751,641 737,500 787,500 787,500
Net County Cost $ -200,292 $ -263,028 $ -232,097 $ -307,628
Budget Positions 10 10 11 10
SUMMARY OF CHANGES: Personnel Services request is up $58,231 due to the request to
reclassify three positions and add an accounting position. Only one reclassification of the Delinquent
Tax Specialist is recommended, at a cost of$3,848. Supplies are up due to the paper usage for an
additional laser printer connected with ECS System. Service line items have been reallocated
based upon use. $8,348 was requested for the front counter to be remodeled. This amount will be
consider in the Special Projects budget of the Capital Fund, so it has been removed from this
recommended budget. The Treasurer has requested $12,800 for the TelePath phone/computer
system. This item is discussed in detail in the Assessor's budget. The same recommendation for
the Assessor applies to the Treasurer for the TelePath system. As a result, it is not included in the
recommended budget. Travel for the Treasurer to attend IACREOT and CCTA meeting now that
he is a national director will result in travel costs going up $1,500.
OBJECTIVES: 1) To efficiently and effectively collect taxes and to pass through funds to the state,
school districts, special districts, municipalities, and county; 2) To assure the greatest security of
principal for investments with a reasonable return on funds invested; 3) To maintain rapport with all
agencies and all constituents of the county; 4)To make a maximum effort to collect on bankruptcies;
5) To print and process tax notices more efficiently.
93 981686
TREASURER (CONTINUED)
1000-12100
WORKLOAD ACTUAL; ESTIMATED PROJECTED
Tax Collection $88,536,810 $ 95,000,000 $99,750,000
Number of tax notices (including 107,451 87,000 109,000
delinquent notices)
Investments as of year end $31,655,491 30,000,000 30,000,000
FINANCE/ADMINISTRATION RECOMMENDATION: The following recommendations apply to the
personnel additions and reclassifications:
1. Reclassification of the Office Manager to Deputy: Not recommended in
light of the fact that the department has the Treasurer, Chief Deputy, and
Office Manager position to supervise seven people. In addition, the
argument that the computer system and work is more complicated could be
made by nearly every clerical position in the county as computer systems
become more sophisticated ($6,213).
2. Reclassification of Office Tech IV to Office Manager: Not recommended
for the same reasons as above ($7,719).
3. Upgrade Delinquent Tax Specialist: Based upon comparable duties of
other county positions it is recommended that the position be upgraded from
grade 28 to grade 32 at a cost of$3,848.
4. Addition of Accountant Position: In light of the Treasure's response to the
audit comments on May 22, 1998, and the work session with the Board on
August 3, 1998, the Treasurer indicated that: "The assistance of a trained
accountant may still be helpful in the short run, but permanently adding such
a position to the department may well be overkill in the long run." The issues
requiring an accountant can be resolved by engaging the auditor to assist
with the reconciliation system, and the involvement of the Accounting
Department working with the Treasurer's Office.
See the Assessor's Office budget for recommendation regarding the TelePath system.
All other items are recommended.
BOARD ACTION:
94
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office -- 1000-13100
DEPARTMENT DESCRIPTION: Does the assessment on all properties in Weld County. Is
responsible for placing proper value on all real and personal property. Keeps copies of current tax
roll in alphabetical sequence and also by parcel number.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESIJIlRCES LASS �Y CUk�RN� NEXT'FY NE7CTY
Personnel Services $ 1,234,787 $ 1,275,393 $ 1,302,545 $ 1,302,545
Supplies 109,411 35,046 35,046 35,046
Purchased Services 175,001 159,431 214,295 159,431
Fixed Charges
Capital 4,144 0 0 0
Gross County Cost $ 1,523,343 $ 1,469,870 $ 1,551,986 $ 1,497,022
Revenue 63,212 39,000 39,000 39,000
Net County Cost $ 1,460,131 $ 1,430,870 $ 1,512,886 $ 1,458,022
Budget Positions 36 37 38 38
SUMMARY OF CHANGES: Budget increase includes the additional Office Tech II position
approved in March, 1998, to assist with the conversion of the GIS parcel maps. The position is
temporary through 1999 when the parcel maps are completed for GIS. The only other change is
the Assessor's request for a TelePath system ($54,864). The TelePath system is not in the
recommended amount. All other line items are unchanged. Revenue is the same at $39,000.
OBJECTIVES: 1) To carry out the mandate of the General Assembly to equalize property value
within the county; 2) To modify neighborhoods within the county so that they have smaller ranges
of value and greater homogeneity than in 1998, 3) To complete the mass appraisal of property in
Weld County in a way that satisfies the audit requirements (thereby indicating equalization) and
does not disrupt county government.
•
95 981686
ASSESSOR (CONTINUED)
1000-13100
WORKLOAD ACTUAL'; ESTIMATED PROJECTED
Inspect Parcels (Real and 7,100 7,100 7,100
Personal)
Verify Sales 1,200 1,200 1,200
Building Permits 1,000 1,000 1,000
FINANCE/ADMINISTRATION RECOMMENDATION: Continuation of the temporary GIS position
is recommended.
The TelePath system ($54,864) is a phone/computer system that allows callers to access specific
information of the Assessor/Treasurer's computer systems. The system offers the following
advantages: (1) The opportunity for citizens to obtain specific information regarding property by
keying in responses to a menu of choices via the phone; (2) Elimination of calls handled by staff;
(3) 24 hour service; and (4) If the system eliminates staff, the system has a quick payback period
on the capital investment. The system could be used in both the Assessor and Treasurer's Offices
with the addition of$12,800 for the Treasurer's Office.
If the system is approved it is recommended that the funds come from the 1998 fund balance
amount for both offices, and that one office Tech II position be eliminated from the Assessor's Office
for a savings of$27,152. The system is operational in Denver and Boulder Counties where it is
working very well and savings in staff time have been achieved. The system is recommended.
Policy issue.
All other items are recommended.
BOARD ACTION:
96 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 8,216 $ 12,043 $ 12,043 $ 12,043
Supplies 338 400 400 400
Purchased Services 2,549 9,757 9,757 9,757
Fixed Charges 0 0 0 0
Capital 772 0 0 0
Gross County Cost $ 11,875 $ 22,200 $ 22,200 $ 22,200
Revenue 0 0 0 0
Net County Cost $ 11,875 $ 22,200 $ 22,200 $ 22,200
Budget Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Total budget is unchanged. However, legal notices, travel, and
meeting expenses have been reallocated based upon expenditure patterns.
OBJECTIVES: 1) Comply with various responsibilities as outlined by the Home Rule Charter,
responding to situations as they arise; 2) Conduct performance audits of county departments as
determined to be necessary; 3) Investigate policies and procedures of county government and make
reports to the people of Weld County of the findings by County Council; 4) Increase accessibility to
Weld County citizens by continuing to conduct Council business during regularly scheduled
meetings in outlying communities, encouraging opportunities for dialogue with County residents.
WORKLOAD 4 ACTUAL ESTIMATED PROJECTED .
Performance Audits 0 0 0
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION:
97 981686
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99 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney -- 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies; answers all criminal complaints of the people; handles
such civil matters as juvenile actions, and non-support actions; serves as attorney for all county
officers except the County Commissioners; handles consumer fraud and welfare fraud complaints.
CTUAL BUt ETED REQUESTED RECOMMEND
RESOU<�CES Ll�$7' � i CL!!'tft�N'f �Y NEX"C� Ntr%1'�Y
Personnel Services $ 1,503,563 $ 1,612,497 $ 1,750,583 $ 1,750,583
Supplies 39,934 35,685 46,800 46,800
Purchased Services 83,087 84,745 97,454 97,454
Fixed Charges 32,319 32,389 33,279 33,279
Capital
Gross County Cost $ 1,658,903 $ 1,765,316 $ 1,928,116 $ 1,928,116
Revenue 80,496 75,600 78,600 78,600
Net County Cost $ 1,578,407 $ 1,689,716 $ 1,849,516 $ 1,849,516
Budget Positions 31.25 32.25 36.25 36.25
SUMMARY OF CHANGES: The budget includes the addition of two Deputy DA I positions
($83,820), and two Remote Terminal Entry Clerks ($54,266). In addition service and supply
accounts are up $26,934 due to added volume in the areas of office supplies and copier costs
($13,335), professional services ($8,000), travel ($2,500), and repairs and maintenance ($2,000).
The increases all appear justified based upon historical expenditure patterns and anticipated
volume.
OBJECTIVES: Prosecute cases as indicated below in workload measures.
100 981686
DISTRICT ATTORNEY (CONTINUED)
1000-15100
WORKLOAD ACTUAL ESTIMATED PROJECTED
File Juvenile Cases 935 1100 1100
Checks/Consumer 1797 2400 2400
District/County Trials 49/53 55/60 60/80
Prosecute District and County Court Cases 18,000 19,000 20,000
FINANCE/ADMINISTRATION RECOMMENDATION: The District Attorney is requesting two
additional Deputy DA's for County Court. One position was approved last year with the additional
magistrate that was funded in lieu of the Drug Task Force attorney, which is not being fully funded
in 1999. The demand is due to the 40 plus additional police officers who have been added by
municipalities and the State Highway Patrol in the last three years. In addition, an additional
magistrate will be added to County Court dedicated solely to domestic violence cases. Each Deputy
DA costs $41,910 for a total cost of$83,820. In order to respond to the volume in the courts the two
positions are included in the recommended budget. Policy issue.
In addition two remote terminal operators are requested at a cost of$27,133 each, for a total of
$54,266. In the last three years, County Court cases have gone from 12,000 to 18,000 per year.
This results in a tremendous amount of paperwork in the form of court documents, crime reports,
etc. Over 4,000 documents per month are handled and updated. Current staff cannot keep up with
the volume, especially with the addition of another magistrate. Again, in order to respond to the
workload volume the two additional clerical positions are recommended. The Board, at a work
session on July 27, 1998,authorized the filling of two remote terminal operators immediately due
to workload requirements.
All other items in the DA's budget are recommended.
BOARD ACTION:
101 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides intense
supervision, counseling and other services to juvenile offenders who would otherwise be prosecuted
through the Courts.
ACTUAL ::i.:g].:i'Wi.131JOGETEDM.NREQUE4TEDMRECOMMEND
R�St URCE3 ............................. CUt7RENT Y Ni+XT F? NEX
Personnel Servcies $ 204,050 $ 224,757 $ 224,757 $ 224,757
Supplies 4,157 3,639 3,639 3,639
Purchased Services 12,556 16,553 16,553 16,553
Fixed Charges 6,653 0 0 0
Capital
Gross County Cost $ 227,416 $ 244,949 $ 244,949 $ 244,949
Revenue 66,243 49,355 56,079 56,079
Net County Cost $ 161,173 $ 195,594 $ 188,870 $ 188,870
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: No change to the expenditures of the budget. Revenue from the State
DCJ grant is up $474 at $49,829, and fees charged juvenile offenders are budgeted at$6,250. Net
county costs are down $6,724.
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 the following groups to
first-time offenders: Shoplift Group, Female Offender Group and Life Skills Groups. The IFI
Program provides a series of Family Groups attended by the juvenile, parents and family members.
102 981686
JUVENILE DIVERSION (CONTINUED)
1000-15200
WORKLOAD ACTUAL; ESTIMATED PROJECTED
Provide counseling/supervision to 221 accepted 225 250
juvenile offenders
Collect restitution from juvenile $5,778 $5,000 $5,000
offenders and disburse to victims
Supervise juvenile offenders in 1,510 1,000 1,000
serving community service hours
IFI Program serves high risk 26 30 30
families - crisis intervention
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
103
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: Provides services for victims of crime through the Federal Victims
of Crime Act and Victim Assistance Law Enforcement, and the Victims Rights Amendment. We
provide services to all victims/witnesses involved in cases being prosecuted through the District
Attorney's Office.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 153,815 $ 149,639 $ 149,639 $ 149,639
Supplies 2,500 4,020 4,020 4,020
Purchased Services 12,367 16,438 16,438 16,438
Fixed Charges 397,006 0 0
Capital 1,165 0 0
Gross County Cost $ 566,853 $ 170,097 $ 170,097 $ 170,097
Revenue 498,023 121,518 115,081 115,081
Net County Cost $ 68,830 $ 48,579 $ 55,016 $ 55,016
Budget Positions 5.5 5.5 5.5 5.5.
SUMMARY OF CHANGES: No change to the expenditure budget. Revenues include a VALE
grant of $51,747, VOCA grant of $5,551, and VALE Administration grant funding of $57,783.
Revenues are down $6,437 due to overstating VOCA grant funds in 1998 by that amount.
OBJECTIVES: 1)To investigate and prepare victim applications for the victim compensation board;
2) To advise and coordinate activities for the VALE board; 3) To prepare victim impact statements;
4) To advocate for, counsel, and provide referral services for victims of crime; 5) To keep victims
appraised of case status.
104 981686
VICTIM ASSISTANCE (CONTINUED)
1000-15300
WORKLOAD ACTUAL! ESTIMATED ! i!'l !PROJECTEMIE
Provide counseling to victims 3,200 3,000 3,200
Process claims to Victim
compensation board 675 800 700
Referral services to victims/
witnesses of crime 979 3,000 1,000
Advocate for victims of domestic
violence 1,381 350 1,200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
105 981.686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration -- 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCESPFLASTMFY gibRRENT ' NEXT FY NEXT pY
Personnel Services $ 191,894 $ 203,989 $ 203,989 $ 203,989
Supplies 1,572 2,260 2,260 2,260
Purchased Services 5,967 3,656 3,656 3,656
Capital 4,054 0 0 0
Gross County Cost $ 203,487 $ 209,905 $ 209,905 $ 209,905
Revenue
Net County Cost $ 203,487 $ 209,905 $ 209,905 $ 209,905
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Review and update Administrative Manual; 2) Continue full participation in
CAPP Insurance Pool; 3) Obtain award for GFOA Distinguished Budget Presentation; 4) Develop
budget strategy to allow county to deal with FY 2000.
MVRYg;WRWORKCOAI:YRHPHACTUAL ESTIMATED PROJECTED
Insurance .10 FTE .10 FTE .10 FTE
Budget .45 FTE .45 FTE .45 FTE
General Administration .25 FTE .25 FTE .25 FTE
Supervision of Administrative function .45 FTE .45 FTE .45 FTE
Clerk to the Board .75 FTE ,75 FTE .75 FTE
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
106 981686 ,
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Accounting -- 1000-16200
DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain
and produce accurate records for departments' use to allow proper budgetary control. Maintains
records for grants in the county, and assists in the annual audit by an independent auditor. Issues
county warrants and provides budgetary control by processing supplemental appropriations, etc.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT;FY NEXT KY
Personnel Services $ 279,103 $ 290,518 $ 278,223 $ 278,223
Supplies 38,380 79,118 79,118 79,118
Purchased Services 24,258 18,941 18,941 18,941
Fixed Charges 458 0 0 0
Contra Account -948 0 0 0
Capital 12,628 0 0 0
Gross County Cost $ 353,879 $ 388,577 $ 376,282 $ 376,282
Revenue
Net County Cost $ 353,879 $ 388,577 $ 376,282 $ 376,282
Budget Positions 6.5 6.5 6 6
SUMMARY OF CHANGES: The requested budget reflects the elimination of a half-time Office
Tech III position. The duties will be absorbed by the other two full time clerical staff in the office.
The remaining balance of the budget is unchanged from the previous year
OBJECTIVES: To maintain the quality service that has awarded us the GFOA certificate for many
years, and to process payroll for the employees of Weld County accurately and efficiently.
107 981686
ACCOUNTING (CONTINUED)
1000-1 62 00
if40.KLbp,0 ACTUAL! ESTIMATED l RO,JEC ED
Payroll 850 850 850
Warrant transaction 35873 36000 38000
Non-warrant transaction 22125 23500 25000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Half-time position
was eliminated by the Board in July, 1998.
BOARD ACTION:
108 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid, telephone
proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the
Board of County Commissioners on all bids.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY Cu R NT FY NExT FY Next FY
Personnel Services $ 72,153 $ 72,886 $ 72,886 $ 72,886
Supplies 1,264 1,400 1,400 1,400
Purchased Services 4,271 6,044 6,044 6,044
Fixed Charges
Capital 3,608 0 0 0
Gross County Cost $ 81,296 $ 80,330 $ 80,330 $ 80,330
Revenue
Net County Cost $ 81,296 $ 80,330 $ 80,330 $ 80,330
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) To maintain and operate the centralized purchasing function of Weld County
Government; 2) Establish annual requirements for purchasing of like items by departments; 3)
Survey user departments for feedback on current system; 4) Maintain adequate liaison with
customers and conduct training as required; 5) Provide feedback to user departments; and 6) To
limit and provide data to departments and Board regarding unauthorized purchases.
109
981686
PURCHASING (CONTINUED)
1000-16300
WORKLOAD ACTUAL ESTIMATED PROJECTED
Normal and After-the-fact PO's 4,149 4,200 4,200
Sole Source PO's 589 600 600
State Bids 457 475 475
PO's under $5,000 1,296 1,300 1,300
PO's over $5,000 603 600 600
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
110
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is
responsible for setting up employment policies, rules,job classification and compensation. All job
applicants submit applications to the Personnel Department,which screens them according to skills,
education and experience; then they refer three - five chosen applicants to departments for
interviews.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY W NEXT FY NEXT FY
Personnel Services $ 224,037 $ 232,599 $ 255,697 $ 255,697
Supplies 51,439 3,900 6,400 6,400
Purchased Services 18,353 23,036 20,536 20,536
Fixed Charges -25 0 0 0
Capital 9,556 0 0 0
Gross County Cost $ 303,360 $ 259,535 $ 282,633 $ 282,633
Revenue
Net County Cost $ 303,360 $ 259,535 $ 282,633 $ 282,633
Budget Positions 4 4 5 5
SUMMARY OF CHANGES: Supplies and Purchased Services are realigned to reflect expenditure
patterns, but the net cost reflects no change. An additional Office Tech II position at a cost of
$23,098 has been added to be able to devote a full time position to the risk management and
insurance function of the county. The cost of the position has been transferred from the Insurance
Fund property tax levy to the General Fund, so there is no increase to net county costs.
OBJECTIVES: 1) To provide personnel services to Elected Officials, Department Heads and
employees of Weld County Government; 2) To administer salary and benefit programs for the
employees of Weld County; 3) To administer the insurance and safety programs of Weld County
Government; 4) To assist in the recruitment and selection of applicants for county positions; 5) To
communicate changes in employment law to officials and employees of Weld County Government;
6) To conduct or participate in unemployment, civil rights and grievance hearings.
111 981686
PERSONNEL (CONTINUED)
1000-16400
WORKLOAD ACTUAL• ESTIMATED PROJECTED
Weld County Liability Claims 127 130 130
Training Sessions 21 25 25
Sheriff's Testing 240 180 180
Employees on Benefits 849 850 850
Number of employees on payroll 1032 1040 1040
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The insurance
programs' workload has grown in volume and sophistication with all the legal changes. In addition,
this will provide an opportunity to allow the Director of Finance and Administration to fully train a staff
person to be his backup in the area of risk management and insurance.
BOARD ACTION:
112
984 F?9S
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning Services -- 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land-use decisions in
relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and
subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and
community development activities.
ACTUAL BUDGETED REQUESTED RECOMMMEND '
RESt�URCL5 F„AB�` �Y CUR�tI�T�Y , ' riIEX'#"t"Y tJEXT�'Y
Personnel Services $ 420,825 $ 437,858 $ 495,192 $ 495,192
Supplies 11,312 7,400 8,700 8,700
Purchased Services 35,675 35,719 35,719 35,719
Fixed Charges 4,384 0 0 0
Contra Account -50,049 -50,049 -50,049 -50,049
Gross County Cost $ 422,147 $ 430,928 $ 489,562 $ 489,562
Revenue 299,830 228,336 309,800 309,800
Net County Cost $ 122,317 $ 202,592 $ 179,762 $ 179,762
Budget Positions 12 11 12 12
SUMMARY OF CHANGES: The recommended budget includes the mid-year addition of the Long
Range Planner position ($57,334). Budget reflects a $1,300 increase in supply related line items.
This increase is intended to assist with increases in demand, mailing, advertising, press releases
and customer-oriented activities. In the Motor Pool IGA Fund there are funds for the replacement
of an existing vehicle. Revenues are up$81,464 due to increases in construction and development
activity. All fees remain the same, except a $20.00 decrease in the subdivision exemption fee from
$200.00 to $180.00.
OBJECTIVES: 1) Continue to process and complete zoning violation cases. 2) Make necessary
changes to Comprehensive, Planned Use Development and Subdivision Ordinances. 3) Actively
participate in county wide GIS program. 4) Continue to work on community outreach programs. 5)
Review application requirements for necessity of information. 6) Continue Sierra upgrade and
related training.
113 981686
PLANNING AND ZONING (CONTINUED)
1000-17100
WORKLOAD ACTUAL ESTIMATED PROJECTED
Land Use Applications 415 450 450
Public Outreach Meetings 70 100 100
Zoning Cases 216 300 300
Closed Zoning Cases 140 150 150
Approved Subdivisions 4 8 8
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the Long
Range Planner approved mid-year. No change in fee structures, except for the decrease in
subdivision exemption fees.
BOARD ACTION:
114 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Maintains all county buildings and grounds in the fields of: air
conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care, furniture
moves, snow removal, etc. Performs cleaning tasks in Courthouse, Centennial Complex, Head
Start, Human Services Building, Social Services, Library, South County Services Building, Public
Works Headquarters, Ambulance Buildings, North County Jail, Health Building, and Weld Business
Park Administrative Buildings.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 966,335 $ 1,071,736 $ 1,154,054 $ 1,154,054
Supplies 221,244 289,900 316,400 316,400
Purchased Services 673,318 967,596 952,876 952,876
Fixed Charges 21,524 8,000 26,000 26,000
Contra Ac't/Capital 0 0 0 0
Gross County Cost $ 1,882,421 $ 2,337,232 $ 2,449,330 $ 2,449,330
Revenue 147,236 190,826 226,650 226,650
Net County Cost $ 1,735,185 $ 2,146,406 $ 2,222,680 $ 2,222,680
Budget Positions 31 36 39 39
SUMMARY OF CHANGES: Budget reflects the addition of the Health/Planning Building and Public
Works Building in the first quarter of 1999. Three custodians will be added, as well as the upgrade
of three maintenance positions, for a cost of$82,318. Supplies are up $25,500 for the additional
buildings. Services are down $14,720 with a shift of$18,000 to fixed charges. Revenues are up
to $226,650 due to the charge back to Social Services for the new annex building. Overall budget
is up a net amount of$76,274, all related to the two new buildings that add over 50,000 square feet
of additional space to maintain.
OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2)
Complete all capital projects approved by the Board.
115 981686
BUILDINGS AND GROUNDS (CONTINUED)
1000-17200
WO KLOAD ACTUAL. ESTIMATED M RROJECTED
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) 5,750 6,000 6,600
Custodial (sq. ft.) 264,076 490,076 540,616
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
116 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300
DEPARTMENT DESCRIPTION: Computer services provides data processing support services
to Weld County and a few outside agencies via a contract with SCT Corporation.
ACTUAL BUDGETED iREQUESTED ::RECOMMEND:!.
t`2ESbURC65 [.i�SY �1' , ' CUFt12�p1T�'Y N�X1i�lf NE�f�'�Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 182,882 0 0 0
Purchased Services 1,585,435 1,660,961 1,712,511 1,712,511
Fixed Charges 3,001 0 0 0
Contra Account 0 -246,000 -253,872 -253,872
Capital 441,839 495,399 500,000 500,000
Gross County Cost $ 2,213,157 $ 1,910,360 $ 1,958,639 $ 1,958,639
Revenue 497,046 40,000 41,280 41,280
Net County Cost $ 1,716,111 $ 1,870,360 $ 1,917,359 $ 1,917,359
Budget Positions -- -- -- --
SUMMARY OF CHANGES: SCT contract costs reflect a 3.2% CPI, for a contract increase of
$51,551. Equipment includes the replacement program for PC's, printers, servers, and network
equipment, plus necessary upgrades. The capital replacement program was adopted with the SCT
contract. $50,000 is included to contract for the installation and maintenance of county web pages
in 1999.
OBJECTIVES: By way of contract services through SCT Corporation, provide timely, reliable, and
effective service to county departments in pursuit of departmental functions. This includes data
processing, word processing, personal computing, and other related office automation projects.
117
981686
COMPUTER SERVICES (CONTINUED)
1000-17300
WORKLOAD ACTUAL ESTIMATED PROJECTED
Information Services Department 39 39 39
User Entities
OA User Entities 36 36 39
User Systems 108 109 109
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
118 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information system
that serves the entire county and some outside entities via a contract with SCT Corporation.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST t:Y CURRENT Y NEXT;FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 54,860 0 42,718 42,718
Purchased Services 2,063 832,336 50,144 50,144
Fixed Charges
Capital 131,387 163,348 83,578 83,578
Gross County Cost $ 188,310 $ 995,684 $ 176,440 $ 176,440
Revenue 190,000 0 0 0
Net County Cost $ -1,690 $ 995,684 $ 176,440 $ 176,440
Budget Positions
SUMMARY OF CHANGES: The budget includes computer hardware of $83,578, software of
$42,718, training of$24,000, consulting services of$24,000, and miscellaneous items of $3,144,
for a total of$176,440. The third year of GIS is a dramatic drop of $ 819,244 from $995,684 in
1998 when $750,000 was included for the control planimetirc and topographic mapping.
OBJECTIVES: By way of a contract implement a new geographical information system for Weld
County via a contract with SCT, and obtain and install new aerial mapping and controls for the
orthophotography for the urbanized areas of Weld County.
WORKLOAD ACTUAL ! W .ESTIMATED PROJECTED
Mapping 0 400 sq. miles 500 sq. miles
Traininn 5 staff 15 staff 35 staff
119 981686
GEOGRAPHICAL INFORMATION
SYSTEM (CONTINUED)
1000-17350
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In 1996 the Board
committed to the development of a GIS for Weld County. A GIS Implementation Plan was
developed and approved in 1997 by the Board of Weld County Commissioners. The monies in this
budget will fund the third year efforts of the GIS Implementation Plan, and reaffirm the Board's
support of this project.
BOARD ACTION:
120 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL OUTLAY
BUDGET UNIT TITLE AND NUMBER: Capital Outlay -- 1000-17500
DEPARTMENT DESCRIPTION: Central account for capital outlay items.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST'_FY CURRENT FY NEXT FY ;!:' !EMNNEXT:IcYME
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges
Capital 38,496 50,000 50,000 50,000
Gross County Cost $ 38,496 $ 50,000 $ 50,000 $ 50,000
Revenue
Net County Cost $ 38,496 $ 50,000 $ 50,000 $ 50,000_
Budget Positions -- -- -- --
SUMMARY OF CHANGES: See listing if requested and recommended items.
OBJECTIVES: n/a
WORKLOAD ACTUAL ! ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
121 9816%
CAPITAL OUTLAY (CONTINUED)
1000-17500
REQUESTED RECOMMENDED
FAIR:
Step Tables $ 4,000 $ 4,000
Wire Panels 1,000 1,000
CLERK AND RECORDER:
Map/Plat Cabinets (2) 11,000 11,000
BUILDING AND GROUNDS:
Lawn Equipment 7,000 7,000
UNDESIGNATED 27.000 27.000
TOTAL $ 50.000 $ 50.000
981686
122
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support services to the county.
ACTUAL BUDGETED !REQUESTED R COMMEND
RE5dUFtCES. LA8'T F. CIiRR N C Y NE7ET EY NEXT FY
Personnel Services $ 44,519 $ 41,129 $ 54,304 $ 54,304
Supplies 19,429 54,200 54,200 54,200
Purchased Services 66,024 37,742 106,100 106,100
Fixed Charges 1,462 0 0 0
Capital
Gross County Cost $ 131,434 $ 133,071 $ 214,604 $ 214,604
Revenue 112,746 108,000 183,000 183,000
Net County Cost $ 18,688 $ 25,071 _ $ 31,604 $ 31,604
Budget Positions 2 1.5 2.0 2.0
SUMMARY OF CHANGES: Budget reflects the printing and supply activities for the county. The
net county costs are associated with the mail function and county wide courier service provided by
this department. The supply and printing functions are self-sufficient. The additional .5 FTE was
added when the Print Shop assumed Social Services' printing functions. The operation is still cost
effective in comparison to having the printing and postage duties done outside of the county.
OBJECTIVES: 1) Provide high quality printing and copying services to user departments; 2) Meet
needs of departments in obtaining office supplies; 3) Accommodate departments in metering
postage; 4)Continue to maintain inventory levels at proper level; and 5) Provide county-wide courier
service to county departments.
123 981686
PRINTING AND SUPPLIES (CONTINUED)
1000-17600
WORKLOAD ACTUAL ESTIMATED PROJECTED
Reprographic Work Orders 2,109 2,200 3,000
Impressions 2,210,860 2,400,000 3,000,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
124 981686
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary --All Departments
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL. BUDGETED REt UESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT
Personnel Services $ 8,146,680 $ 9,012,687 $ 9,211,249 $ 9,211,249
Supplies 378,116 214,645 330,016 330,016
Purchased Services 1,805,342 2,369,023 2,356,641 2,356,641
Fixed Charges 292,476 0 0 0
Capital 37,632 87,000 79,194 79,194
Gross County Cost $ 10,660,246 $ 11,683,355 $ 11,977,100 $ 11,977,100
Revenue 1,658,647 1,322,474 1,178,955 1,178,955
Net County Cost $ 9,001,599 $ 10,360,881 $ 10,798,145 $ 10,798,145
Budget Positions 195 213.5 217.5 217.5
SUMMARY OF CHANGES: See individual organization budget units. Total Sheriff's Office gross
budget is up $293,745 (2.51%), and the net county cost is up $437,264 (4.22%).
OBJECTIVES: See Individual Organization Units.
WORKLOAD ACTUAL i HLESTINIATEE PROJECTED
Average Daily Inmate Population 274 265 280
Jail Bookings 10,673 10,890 11,128
Civil Documents Processed 6,028 6,030 6,050
Patrol Calls for Service 14,795 15,200 15,60
FINANCE/ADMINISTRATION RECOMMENDATION: See individual organizational budget units.
BOARD ACTION:
126 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff Administration -- 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the agency.
These activities include office automation, clerical staff, training, uniforms, common office supplies,
accounting for inmate funds, commissary accounting/distribution to inmates, inventory control, etc.
Policy development and formulation of written directives are also key functions of the Sheriff and
the staff assigned to this budget unit.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXTFY NEXT F`(
Personnel Services $ 484,604 $ 464,397 $ 481,050 $ 481,050
Supplies 48,943 59,345 86,000 86,000
Purchased Services 47,033 55,392 52,392 52,392
Fixed Charges 5,010 0 0 0
Capital 4,163 1,000 0 0
Gross County Cost $ 589,753 $ 580,134 $ 619,442 $ 619,442
Revenue 20,327 17,100 16,000 16,000
Net County Cost $ 569,426 $ 563,034 $ 603,442 $ 603,442
Budget Positions 12 11 12 12
SUMMARY OF CHANGES: Personnel positions were adjusted early in 1998 with the transfer of
one of the jail booking clerks from the North Jail Complex being assigned as the Courts Technician.
The Sheriff is also requesting upgrades of two Office Tech III positions based on position research
and job descriptions. Supplies have increased considerably due to the opening and increased
staffing of the North Jail Complex. All uniform purchases and cleaning funds have also been
transferred to this budget.
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.
127 981686
SHERIFF ADMINISTRATION (CONTINUED)
1000-21100
WORKLOADUMMEM inaiNACIVALBEI:IgigESTIMATEIrliUMPROJECTEDgig
Applicants Processed 144 146 115
Civil Documents Processed 6028 6030 6050
Commissary Revenue Generated $22,450 $19,600 $19,600
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The two upgrades
from Office Tech III to Office Tech IV appear to be justified based upon the duties assigned to the
individuals. As a result, both Personnel and Finance recommend the position upgrades.
BOARD ACTION:
128
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations -- 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or
threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department provides crime prevention information and
strategy education, serves civil process and arrest warrants, transports prisoners, and conducts
criminal investigations. Activities are frequently coordinated with municipal, other county, state and
federal law enforcement and regulatory agencies.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,589,117 $ 2,543,172 $ 2,710,690 $ 2,710,690
Supplies 50,025 38,000 77,906 77,906
Purchased Services 302,927 531,478 537,258 537,258
Fixed Charges 171,013 0 0 0
Capital 500 46,800 38,344 38,344
Gross County Cost $ 3,113,582 $ 3,159,450 $ 3,364,198 $ 3,364,198
Revenue 196,731 187,846 267,104 267,104
Net County Cost $ 2,916,851 $ 2,971,604 $ 3,097,094 $ 3,097,094
Budget Positions 55 55 _ 59 59
SUMMARY OF CHANGES: Personnel has increased $167,518 with the request to add four
officers through the COPS UHP grant which includes federal money ($61,604) to supplement
salaries and benefits through the first three years. The overtime line was increased to match actual
projections with salary savings to offset these expenditures. Vehicle depreciation and repairs are
forecast to increase as reflected in the purchased service line. Prisoner transport cost have been
reduced by over 15% due mostly to TAC (Transports Across Colorado) developed and coordinated
by our Civil Transport Office. Capital request are down as some of these funds have transferred
to the small items line. Revenue increase reflects federal match form the COPS UHP grant and
projected increases in civil fees based on historical data.
OBJECTIVES: 1) Involve community members more directly in prevention, investigation, and
prosecution activities; 2) Integrate victim advocacy in role of deputy sheriff; 3) Allow deputies to
become more self-directed as community facilitators, problem-solvers, and positive role models; 4)
Maintain the safety of the public, employees, and prisoners; 5) Maintain open, active, honest
communication internally and externally; 6) Meet statutory responsibilities of the Sheriff.
129 981686
SHERIFFS OPERATIONS (CONTINUED)
1000-21200
WORKLO D CTUAL' ESTIMATED PROJECTED
Total Calls for Service 14,795 15,200 15,600
Part A Incident Offenses 2,122 2,750 3,000
Emergency Response Time 14:26 14:30 14:45
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Operations
Division has not added officers to the field for over ten years, even though the county has grown in
this same time frame. In June, 1998, the Sheriffs Office prepared the Long-Term Analysis
1998-2010. Operations Department. Weld County Sheriff's Office. This document depicts the
staffing and costs associated with a plan to improve criminal investigation, call response, and animal
control over a ten year period to keep up with the growth and related criminal activities in Weld
County. The recommended staffing increases and COPS UHP grant are the first steps of this plan.
The plan is only a suggested approach to keep pace with the county's growth, and should be
reviewed annually to determine what additional resources, if any, are needed to provide adequate
public safety and law enforcement in Weld County.
BOARD ACTION:
130 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs-at-large. Department composed of three, half-time, hourly positions
providing a total of 60 hours service each week. Response outside the dedicated time provided by
deputies is limited to cases where public safety threat exists.
ACTUAL BUDGETED M Et UESTED RECOMMEND
RESOURCES LAST FY: C13RRENT t`If :N Err ;NEXT 'f
Personnel Services $ 33,583 $ 37,106 $ 37,106 $ 37,106
Supplies 1,075 1,450 2,100 2,100
Purchased Services 44,281 57,015 63,200 63,200
Fixed Charges 5,780 0 0 0
Capital 0 4,200 0 0
Gross County Cost $ 84,719 $ 99,771 $ 102,406 $ 102,406
Revenue 24 0 0 0
Net County Cost $ 84,695 $ 99,771 $ 102,406 $ 102,406
Budget Positions 1.5 1.5 1.5 1.5
SUMMARY OF CHANGES: The main change is due to an $8,573 increase in the contract with
Northern Colorado Animal League for holding of animals. This figure is based upon the agreed upon
formula of utilization of the facility. A decrease in phone services was noted as these phones are
in the Operations area and are covered within that budget. Motor Pool expenses have also
increased.
OBJECTIVES: 1) Provide efficient and effective service within allocated resources.
131
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory -- 1000-21260
DEPARTMENT DESCRIPTION: Jointly funded, limited forensic laboratory between the City of
Greeley and Weld County. Two municipalities also have agreements for services on a contract
basis. Laboratory provides forensic analysis of evidence in drug, arson, and paint transfer cases.
The laboratory is the only forensic laboratory in Colorado meeting the stringent requirements for
accreditation by the American Society of Crime Lab Directors.
ACTUAL BUDGETED , REQUESTED RECOMMEND
RESOURCES LAST FY , CURRENT FY NEXT FY NEXT FY
Personnel Services $ 77,599 $ 80,817 $ 80,817 $ 80,817
Supplies 7,099 5,250 5,250 5,250
Purchased Services 6,381 8,573 8,573 8,573
Fixed Charges 19,704 0 0 0
Capital 2,908 26,500 22,800 22,800
Gross County Cost $ 113,691 $ 121,140 $ 117,440 $ 117,440
Revenue 8,305 59,316 62,583 62,583
Net County Cost $ 105,386 $ 61,824 $ 54,857 $ 54,857
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Decreases are the result of a reduced equipment budget for 1999.
Of$3,700. The Weld County Task Force has contributed funding to purchase needed equipment
for the identification and processing of controlled substances.
OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs
of submitting agencies; and, 2) Maintain ASCLD Laboratory certification.
132 981686
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
YV 3R�CLI AC> ArrTUAE TIA�AT D PROJECTED
Drug Items per Year 219 250 275
Arson Items per Year 13 15 20
Paint Items per Year 7 20 20
Analysis Hours per Year 553 600 650
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
133 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MULTI-JURISDICTIONAL DRUG TASK FORCE
BUDGET UNIT TITLE AND NUMBER: Drug Task Force -- 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 BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 140,301 $ 122,060 $ 136,451 $ 136,451
Supplies 0 0 0 0
Purchased Services 0 70,248 87,810 87,810
Fixed Charges 52,686 0 0 0
Capital 0 0 0 0
Gross County Cost $ 192,987 $ 192,308 $ 224,261 $ 224,261
Revenue 165,418 122,060 136,451 136,451
Net County Cost $ 27,569 $ 70,248 $ 87,810 $ 87,810
Budget Positions 2 2 2 2
SUMMARY OF CHANGES: The reason for the increase in Net County Cost (match money) is due
to the fact the grant is changing the fiscal year to run from July 1st through June 30th. This budget
request will incorporate two different grants--the first is a nine month grant which has already been
approved at the federal level to run from October 1, 1998, through June 30, 1999. The second grant
will be for the period covering July 1, 1999, through June 30, 2000. This request contains the
projected cost covering July 1, 1999, through December 31, 1999. In total, this request covers both
grants from January 1, 1999 through December 31, 1999.
OBJECTIVES: 1) Identify drug dealers and habitual users; 2) Prosecute targeted individuals
identified; 3) Establish an exchange of information with other law enforcement agencies.
134
981686
MULTI JURISDICTIONAL DRUG TASK FORCE
(CONTINUED)
1000-21410
WORKLOAD ACTUAL ZZESTIMATESV!!,'NVROJECTEDE0
Criminal Cases 241 270 297
Drug Arrest 75 100 110
Search Warrants 63 84 92
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
135 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex - 1000-24410
DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for
juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The
jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado
statutes and a wide range of professional services, including medical care, food preparation,
structured prisoner programs and activities are provided to meet these mandates. The county jail
also operates a non-secure residential work release facility and electronic home monitoring as jail
alternative programs.
ACTUAL BUDGETED REQUESTED RECOMMEND !.
RESOURCES LAST KY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 506,991 $ 2,930,011 $ 2,930,011 $ 2,930,011
Supplies 175,173 106,500 150,000 150,000
Purchased Services 4,006 1,331,475 1,375,729 1,375,729
Fixed Charges 7,968 0 0 0
Capital 22,497 0 1,400 1,400
Gross County Cost $ 716,635 $ 4,367,986 $ 4,457,140 $ 4,457,140
Revenue 812,772 489,587 489,587
Net County Cost $ 716,635 $ 3,555,214 $ 3,967,553 $ 3,967,553
Budget Positions 18 75 74 74
SUMMARY OF CHANGES: Personnel changes include the transfer of one Booking Clerk from the
NJC budget to a Court Technician in the Administrative budget, which occurred earlier in 1998. The
overtime line was adjusted to meet projections with an offset in salary savings for no net cost.
Supply lines were all increased to meet the demands of increased staff and inmates. One reduction
in this area resulted from moving clothing and uniform costs from this budget to the Administrative
budget. Purchased Services are based on current costs, with adjustments for projected ADP levels
for 1999. Both Inmate Medical and Inmate Food contracts will be going out for bid in 1998.
Revenues have decreased mainly due to the reduction of DOC holds. It is estimated that the ADP
for DOC holds will average 10 for 1999 with a reimbursement rate of$48.43. The county may see
additional revenue in 1999 for INS holds which the county is not presently collecting any funds for
at this time.
OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and
effective manner; and 2) Identify and implement Jail alternatives to prolong the useful life of the new
jail facility.
136
981686
NORTH JAIL COMPLEX (CONTINUED)
1000-24410
WORKLOAD ACTUAL ESTIMATED PROJECTED
Average Daily Population 16 153 160
Bookings 10,673 10,890 11,128
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is driven by
the number of inmates being booked and held.
BOARD ACTION:
137 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail -- 1000-24420
DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for
juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The
Jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado
statutes and a wide range of professional services, including medical care, food preparation,
structured prisoner programs and activities are provided to meet these mandates. The county jail
also operates a non-secure residential work release facility and electronic home monitoring as jail
alternative programs.
ACTUAL BUDGETED REQUESTED RECOMMEND
.
i tESOUt CES LASY »C::] EniNEXT FY
Personnel Services $ 4,269,902 $ 2,788,538 $ 2,788,538 $ 2,788,538
Supplies 85,919 0 4,660 4,660
Purchased Services 1,378,134 286,522 203,359 203,359
Fixed Charges 7,455 0 0 0
Capital 7,564 8,500 13,950 13,950
Gross County Cost $ 5,748,974 $ 3,083,560 $ 3,010,507 $ 3,010,507
Revenue 1,222,984 85,000 167,500 167,500
Net County Cost $ 4,525,990 $ 2,998,560 $ 2,843,007 $ 2,843,007
Budget Positions 104 67 67 67
SUMMARY OF CHANGES: Overtime costs have been budgeted at historical levels with an offset
in salary savings for no increase in the net county cost. The supply line has increased to cover
small items requested relating only to the Centennial Jail. Purchased Services have decreased
again mostly due to all vehicles now being assigned to NJC. Capital has increased to replace
existing furniture purchased in 1978. Also included is lobby seating to replace the plastic chairs.
Revenue has increased to match projected income associated with Work Release and Home
Detention fees.
OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and
effective manner; 2) Identify and implement Jail alternatives to prolong the useful life of the new jail
facility.
138 9916p�
86
CENTENNIAL JAIL (CONTINUED)
1000-24420
WORKLOAD ACTUAL ESTIMATED PROJECTED
Average Daily Population 258 112 120
Average Daily DOC Population 28 10 12
Work Release Population 54 65 12
Electronic Home Monitoring 14 16 18
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
139 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management -- 1000-26200 _
DEPARTMENT DESCRIPTION: Develops, plans, coordinates emergency planning in case of
either natural or other disaster on county, state, and federal level. Coordinates emergency response
exercises for participants to evaluate effectiveness and improvements.
ACTUAL BUDGETED REQUESTED t ECOMAMEND
!RESOURCES t AST PY CUM2REh1T PY NEXTY NEXT Kl'
Personnel Services $ 44,583 $ 46,586 $ 46,586 $ 46,586
Supplies 9,882 4,100 4,100 4,100
Purchased Services 22,580 28,320 28,320 28,320
Fixed Charges 280 0 0 0
Capital 0 0 2,700 2,700
Gross County Cost $ 77,325 $ 79,006 $ 81,706 $ 81,706
Revenue 44,858 38,380 39,730 39,730
Net County Cost $ 32,467 $ 40,626 $ 41,976 $ 41,976
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Increase in capital covers the cost to install an Emergency Alert
System. This system will enable counties and municipalities to send out emergency messages to
all media systems in a given area. Revenue was adjusted to cover one-half the cost of this new
program through the EMAA grant.
OBJECTIVES: Comply with state and federal EMA programs.
140 981686
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
WO KLOAD ACTUAI ES11MA ED ! ROJECTED
Number of Completed Plans 1 2 2
Number of Public Education 15 17 19
Classes
Number of Incidents 141 70 75
Number of Exercises 7 8 8
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
141 981686 I.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County-wide Communications -- 1000-22100
DEPARTMENT DESCRIPTION: Provides dispatch services for 22 law enforcement agencies, 18
fire departments, 2 rescue/ambulance departments, plus local government including public works.
ACTUAL BUDGETED REQUESTED RECOMMEND '.
RESOURCES EAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 198 0 0 0
Purchased Services 666,721 784,288 774,825 774,825
Fixed Charges 2,586 0 0 0
Capital 0 0 0 0
Gross County Cost $ 669,505 $ 784,288 $ 774,825 $ 774,825
Revenue 62,639 166,213 171,591 171,591
Net County Cost $ 606,866 $ 618,075 $ 603,234 $ 603,234
Budget Positions -- -- -- --
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City of
Greeley to operate and maintain the Weld County Regional Communication Center, criminal records
management, and criminal justice information center. Details of the total cost of the contract are as
follows:
142
981686
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
PERSONNEL 1998 1999 WCRCC CJIS
1.0 Upgrade of Police Sergeant to
Captain $ 19,284 $ 20,248 $ 20,248 $ 0
1.0 Upgrade Computer Systems
Manager 12,977 13,626 0 13,626
1.0 Systems Administrator
(Previously Systems Admin I) 51,896 52,659 0 52,659
1.0 P C Specialist (Previously
System Admin. I) 38,551 36,728 0 36,728
0.5 Services Sergeant 34,408 36,803 36,803 0
1.0 Dispatcher II 41,834 43,704 43,704 0
13.5 Dispatcher I 492,637 488,911 488,911 0
Dispatch Temp Services 6,760 7,000 7,000 0
Dispatch Overtime 8,320 8,529 8,529 0
6.25 Data Coordinator I 189,767 199,255 0 199,255
Clerks Temp Services 6,000 6,000 0 6,000
Records Overtime 9,000 9,000 0 9,000
0.5 Data Coordinator II Upgrade
from Data Coordinator I 0 2.860 0 2.860
TOTAL PERSONNEL COSTS $ 911.445 $ 925.323 $ 605.195 $ 320.128
COMPUTER SYSTEM
Radio Maintenance Contract $ 103,784 $ 98,550 $ 98,550 $ 0
Computer Enhancements 100,000 100,000 0 100,000
Radio Enhancements 20,000 20,000 20,000 0
Tower Rental 17,250 4,980 4,980 0
Utilities 6.000 11,100 11.100 0
TOTAL COST $247.034 $234.630 $134.630 $100,000
143 981686
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
HARDWARE/SOFTWARE
MAINTENANCE 1998 1999 WCRCC CJIS
Tiburon $ 96,776 $ 101,613 $ 0 $ 101,613
IBM 6,606 6,606 0 6,606
Digital 22,325 23,116 0 23,116
Dictaphone Logger/Call Checks 5.500 5.940 0 5.940
TOTAL $ 131,207 $ 137.275 $ 0 $ 137.275
PROGRAM TOTALS $1.289.686 $1,297.228 $739.825 $557.403
The County receives any cost reimbursement from user agencies for radio repair ($20,000),
Emergency Medical Dispatchers($106,320),tower rentals($12,708), and reimbursement forAirLife
servcies $(38,048) for a net cost of$603,234. Of the above costs, the $1,297,228 contract will be
allocated as follows: $739,825 to the Weld County Regional Communications Center and $557,403
to the Criminal Justice Information System. Included as an enhancement to the computer system
is $100,000 via Tiburon. Phone costs of$31,000 and motor pool costs of$4,000 are included in
the budget outside of the contract.
The net costs of the budget are down $14,841 for 1999. Personnel costs are up $13,878, with
salary adjustment and upgrade of a Data Coordinator Ito a II position or supervision. The radio
maintenance contract is down $5,234, tower rentals with the new towers are down $12,270 with an
offset of$5,100 in added utility costs, and computer maintenance costs are up $6,068.
Total contract costs are up $7,542 with revenues being up $5,378 for a net increase of $2,164.
OBJECTIVES: 1) Perform emergency service and dispatching for 42 law enforcement, fire and
ambulance departments/agencies throughout the county; 2) Schedule radio maintenance and
repair services; 3) Perform NCIC/CCIC termination operations for information inquiry requests from
user agencies; 4) Operate and maintain the E-911 emergency telephone system.
144 981686
COUNTY-WIDE COMMUNICATIONS
(CONTINUED)
1000-22100
ACTUAL ESTIMATED �)rtOJECT D
WQRKKL,QAD LAST FY CtURRENTMNEXTftiM
FY(
Calls for Service - Fire 9,937 11,250 11,500
Calls for Service - Law Enforcement 176,739 179,000 180,000
Primary agencies dispatched 43 43 43
* NOTE: Does not include City of Greeley calls.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In the Final Budget
the funding can be reduced $10,000 since the City of Greeley will not be funding its share of GIS
mapping interface.
BOARD ACTION:
145 981-6136
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development -- 1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide
communications system.
.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY _ CURRENT FY NEXT FY NEXT.FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 6,150 0 0 0
Purchased Services
Fixed Charges
Capital 2,379 3,750 0 0
Gross County Cost $ 8,529 $ 3,750 $ 0 $ 0
Revenue 67,500 0 0 0
Net County Cost $ -58,971 $ 3,750 $ 0 $ 0
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No items are requested for 1999 due to all the developments in 1998
with the added towers and back up site. The Communications Center was totally upgraded in 1998.
$100,000 is included in the CJIS budget to enhance the Tiburon system.
OBJECTIVES: To enhance the existing regional communications radio system until it provides
satisfactory county-wide coverage.
WORKLOAD ACTUAL ! ESTIMATED W PROJECTED !
n/a
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
146 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: E-911 Administration -- 1000-22300
DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system.
AGTUAL UC ETED REQUESTEt REGO M ND
RESOURCES LAST F CURRENt FY NEXT NEXT Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 612 700 700 700
Fixed Charges
Capital 11,657 0 0 0
Gross County Cost $ 12,269 $ 700 $ 700 $ 700
Revenue
Net County Cost $ 12,269 $ 700 $ 700 $ 700
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change.
OBJECTIVES: Administratively support the Weld E-911 Authority Board in its efforts to develop
and maintain E-911 emergency telephone system.
WORKLOAD ACTUAL ' ESTIM/ TED PROJEC ED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
147 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer-aided dispatch, criminal records
management, jail records management, and prosecution system.
ACTUAL UDGET D R QUEST D RECOMMEND
REst t1# GES LAST FY CL1i21#EI�T Y NEXT Y NEXT Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 495,700 539,398 557,403 557,403
Fixed Charges
Capital
Gross County Cost $ 495,700 $ 539,398 $ 557,403 $ 557,403
Revenue
Net County Cost $ 495,700 $ 539,398 $ 557,403 $ 557,403
Budget Positions -- -- -- --_
SUMMARY OF CHANGES:See Communications budget unit for details of the consolidation of the
communications dispatch center and criminal records system with the City of Greeley. This budget
includes $302,128 in personnel costs, $100,000 for enhancements to Tiburon, and $137,275 for
computer maintenance costs for a total of$557,403. This is an increase of$18,005. There is an
increase of$6,068 in computer maintenance costs. The remaining cost increases are in personnel
costs with an upgrade of a Data Coordinator position and salary adjustments.
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.
148 981686
CRIMINAL JUSTICE INFORMATION SYSTEM
(CONTINUED)
1000-22400
WORKLOAD ACTUAL; ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
149
951686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER
BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner
usually employs the registered pathologists and laboratory facilities of North Colorado Medical
Center and McKee Medical Center.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST l�Y CURRENT EY ! NEXT FY NEXT FY
Personnel Services $ 115,505 $ 118,087 $ 118,087 $ 118,087
Supplies 8,209 3,150 3,150 3,150
Purchased Services 118,913 129,014 134,474 134,474
Fixed Charges 8,828 0 0 0
Capital 1,338 0 0 0
Gross County Cost $ 252,793 $ 250,251 $ 255,711 $ 255,711
Revenue 1,205 500 500 500
Net County Cost $ 251,588 $ 249,751 $ 255,211 $ 255,211
Budget Positions 2.5 3 3 3
SUMMARY OF CHANGES: Only change is the 5% increase of$5,460 in Professional Services for
the autopsies due a rate increase and anticipated number of cases. All other items remain the
same.
OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations.
WORKLOAI ACTUAL ESTIMATED PROJECTED
Death Caseload 589 650 700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
150 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS
BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200
DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with
Section 17-27-101, et seq, CRS, 1973, which authorizes the diversion of non-violent offenders not
eligible for probation from state penal facilities to community programs. Operates under the Board
of County Commissioners with delegated authority to the Community Corrections Board.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY , NEXT FY NEXT FY
Personnel Services $ 29,913 $ 31,509 $ 34,213 $ 34,213
Supplies 340 500 500 500
Purchased Services 224,904 2,393,655 2,666,671 2,666,671
Fixed Charges 17,521 13,680 9,736 9,736
Capital 0 0 2,000 2,000
Gross County Cost $ 272,678 $ 2,439,344 $ 2,713,120 $ 2,713,120
Revenue 272,113 2,439,344 2,713,120 2,713,120
Net County Cost $ 565 $ 0 $ 0 $ 0
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Budget consists of the base Community Corrections budget funded
at $132,417, the Residential Treatment Center funded at $812,019, and the Restitution Center
funded at $1,768,684. Total state funding for the program is up $273,776 or 11.2%.
OBJECTIVES: 1) Provide counseling and diversion programs for non-violent offenders; and 2)
Carry out all community corrections contract requirements of the State of Colorado.
WORKLOAD ACTUAL ESTIMATED PROJECTED
Client Days 50,625 55,000 58,850
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
state funded.
BOARD ACTION:
151
981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection -- 1000-25100
DEPARTMENT DESCRIPTION: Administers building codes; makes on-site inspections during
each phase of construction to insure minimum requirements are met. Assists Weld County Citizens
in understanding and applying the Uniform Building Code for upmost construction safety.
ACTUAL BURG T D :::!REQUESTED:]:::.!:REC0MMEND:::
RESOURCES LAS ' CJFaSNT �Y NEXT elf NEXT
Personnel Services $ 327,511 $ 343,996 $ 435,652 $ 435,652
Supplies 12,077 5,500 5,500 5,500
Purchased Services 35,854 44,679 44,679 44,679
Fixed Charges 63,379 50,049 50,049 50,049
Capital
Gross County Cost $ 438,821 $ 444,224 $ 535,880 $ 535,880
Revenue 663,433 575,200 695,200 695,200
Net County Cost $ -224,612 $ -130,976 $ -159,320 $ -159,320
Budget Positions 7 8.5 10.5 10.5
SUMMARY OF CHANGES: The recommended budget includes the mid-year addition of a
Combination Inspector ($49,100) and Office Tech II ($23,099). The budget also reflects funding
of one-half FTE for the Building Compliance Officer, which will be reviewed annually in January.
This budget is based upon the completed adoption of the 1994 Uniform Building Code fee structure,
and the adoption of 1997 Uniform Building Code, 1997 National Electric Code, 1997 International
Mechanical Code and the 1997 International Plumbing Code. Also included in the budget is a
replacement request for two existing vehicles and a request for a 35mm camera. Revenues are up
$120,000 due to volume of activity.
OBJECTIVES: 1) Review and issue 1,800 construction permits; 2) Conduct 4,000 construction
inspections; 3) Upgrade to Windows version of Sierra; 4) Continuation of follow-up on old permits;
5) Update and redesign current forms and handout.
152
981686
BUILDING INSPECTIONS (CONTINUED)
1000-25100
WORKLOAD ACTUAL: ESTIMATED PROJECTED
Construction Permits 1,775 1,800 1,800
Construction Inspection 3,500 4,000 4,000
Building Code Inspection Follow-up 222 225 225
Old Permits Finaled/Expired 110 115 115
Building Compliance Phone Calls 356 380 380
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended approval including the mid-
year additional positions. No change in revenue fee structure.
BOARD ACTION:
153 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Weed and Pest -- 1000-26100
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 SU eteEln OREQUESTEOM EREC0MMENDA
(ESOURCESMIRIU ]iELASTiRtin MCURRENT FY NEXT FY NEXT Flf
Personnel Services $ 87,383 $ 83,589 $ 109,989 $ 109,989
Supplies 50,658 50,390 50,390 50,390
Purchased Services 22,503 44,717 44,717 44,717
Fixed Charges 18,575 0 0 0
Capital
Gross County Cost $ 179,119 $ 205,096 $ 205,096 $ 205,096
Revenue 17,338 1,000 1,000 1,000
Net County Cost $ 161,781 $ 205,096 $ 205,096 $ 205,096
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Carry out 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 "Colorado Weed Management Act"; and 4) Carry
out weed control for all divisions of the Public Works and Buildings and Grounds Departments.
154 981686
WEEDS AND PESTS (CONTINUED)
1000-26100
Noxious Weed Control (miles) 3,280 3,280 3,280
Other Vegetation Management 66 75 75
(acres)
Landowner Contacts (each) 300 600 600
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
•
155 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: General Engineering -- 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.
CTUAL BURG T D REQUESTS :RECOMMEND.:.
iftfrSOURCE5 GAS 1 li Y CUl2 NT t=Y NEXT f.. N� t='f
Personnel Services $ 317,037 $ 340,397 $ 295,832 $ 295,832
Supplies 14,758 20,000 16,000 16,000
Purchased Services 64,213 56,561 60,561 60,561
Fixed Charges -210 0 0 0
Capital 6,174 0 0 0
Gross County Cost $ 401,972 $ 416,958 $ 372,393 $ 372,393
Revenue
Net County Cost $ 401,972 $ 416,958 $ 372,393 $ 372,393
Budget Positions 6 6 6 6
SUMMARY OF CHANGES: On July 10, 1998, the Board reorganized Engineering and eliminated
the County Engineer's position by assigning the duties to the new Public Works Director. An
Engineering II position was retained. Net impact was a reduction of$44,565. No net change in the
other line items of the budget is included; however, line items were reallocated to better match
expenditure patterns.
OBJECTIVES: 1) Design and manage contract construction and provide technical support for
other Public Works Department, 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 inspections.
156 981686
GENERAL ENGINEERING (CONTINUED)
1000-31100
WORKLOAD ACTUAL ESTIMATED PROJECTED
Bridge Inspections 40 150 120
Bridge Design/Construction and
Administration $ 1,959,000 $ 602,500 $1,058,000
Road Projects 17 20 20
Utility Permits 464 300 500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Engineering II
position is vacant until the Public Works Director assesses the need for it or contract services.
$50,781 is budgeted for the position.
BOARD ACTION:
157 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MISSILE SITE PARK
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 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 EIUDGE.... REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT Pt
Personnel Services $ 14,537 $ 14,385 $ 21,367 $ 21,367
Supplies 4,071 550 700 700
Purchased Services 12,414 17,568 17,768 17,768
Fixed Charges -28,303 -31,703 -38,835 -38,835
Capital
Gross County Cost $ 2,719 $ 800 $ 1,000 $ 1,000
Revenue 1,453 800 1,000 1,000
Net County Cost $ 1,266 $ 0 $ 0 $ 0
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: The net cost for this budget remains at zero: however, the cost to the
Conservation Trust Fund is up$7,132. The primary change is funding of a full time caretaker, which
increased the costs $6,982. The other increases of $350 are in services and supplies with an
offsetting increase in revenue of$150.
OBJECTIVES: 1) To maintain and improve Missile Site park; 2) To improve the quality of life for
all Weld County residents.
158 981686
MISSILE SITE PARK
(CONTINUED)
1000-50100
W RKLDAbMINERIM:EiNBACTUAVEM EMESTIMATEDM ECTE1
Visitors 3,000 3,500 4,500
Overnight campers 880 1000 1000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The park's utilization
continues to grow. It is anticipated that with the Poudre River Trail opening up in the area the park
will experience even more use.
BOARD ACTION:
159 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer -- 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Weld County
Municipal Airport.
ACTUAL BUDGETED REQUESTED RECOMMMEND
RESOURCES LAST �Y CURRENT ' NEXT FY NEXT�Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges
Capital 200,000 271,850 100,000 100,000
Gross County Cost $ 200,000 $ 271,850 $ 100,000 $ 100,000
Revenue
Net County Cost $ 200,000 $ 271,850 $ 100,000 $ 100,000
Budget Positions -- -- -- --
SUMMARY OF CHANGES: The Greeley-Weld County Airport is requesting funding for the
matching funds for the FAA airport runway expansion project. This project is part of the Airport
Master Plan previously approved by the City of Greeley and Weld County. Details of the costs and
matching funds for the airport expansion for the initial five years of the plan are listed on the
schedule that follows on next page.
OBJECTIVES: n/a
• WORKLOAD ACTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The request is
consistent with the Board's policy of funding the capital expansion associated with the Airport Master
Plan.
BOARD ACTION:
160 981686
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161 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SENIOR PROGRAMS
BUDGET UNIT TITLE AND NUMBER: Senior Programs -- 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the senior centers throughout
the county.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LIST PY CURRENT PY NEXT FY r NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 12,500 12,500 12,500 12,500
Fixed Charges
Capital
Gross County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Revenue
Net County Cost $ 12,500 $ 12,500 $ 12,500 $ 12,500
Budget Positions
SUMMARY OF CHANGES: No change.
OBJECTIVES: Provide support to senior citizens via contract with WELCO Senior Coordinators,
Inc.
WORKLOAD ACTUAL ESTIMATED PROJECTED
Seniors Served
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
162 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Manaciement -- 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management, and Big Thompson watershed Forum.
ACTUAL BUDGETED EQUES7ED RECOMMEND
RESOURCES LA l FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 6,359 6,359 6,359 6,359
Fixed Charges
Capital
Gross County Cost $ 6,359 $ 6,359 $ 6,359 $ 6,359
Revenue
Net County Cost $ 6,359 $ 6,359 $ 6,359 $ 6,359 _
Budget Positions -- -- -- --
SUMMARY OF CHANGES: No change. Includes dues for the North Front Range Water Quality
Planning Association ($5,359) and the Big Thompson Watershed Forum ($1,000).
OBJECTIVES: n/a
• WORKLOAD ACTUAL ! ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
163 991696
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Centennial Developmental Services. Inc. -- 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Development
Services, Inc., which provides services for the developmentally disabled citizens of the county.
ACTUAL BUDGETED REQUESTED RECOMMEND '.
RESOURCES , LAST FY CURRENT FY , NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 41,105 43,160 213,604 43,160
Fixed Charges
Capital
Gross County Cost $ 41,105 $ 43,160 $ 213,604 $ 43,160
Revenue
Net County Cost $ 41,105 $ 43,160 $ 213,604 $ 43,160
Budget Positions -- -- -- --
SUMMARY OF CHANGES: CDSI has requested the county increase its budget by $170,444 to
the local match requirements of the State Developmental Disability services contract. Only current
funding level is included in the budget.
OBJECTIVES: Provide services to the developmentally disabled citizens of Weld County via
contract with Centennial Development Services, Inc.
164 981686
DEVELOPMENTALLY DISABLED
(CONTINUED)
1000-56130
W RKL 5AD CTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Funding at the requested level would be a
major policy shift for the county from past practices and an assumption of another state mandate.
Statutory authority exists to have a special mill levy for this purpose. The Board last year advised
CDSI that if they wanted an increased funding level they should organize a grassroots campaign
to pass the special mill levy and the Board would consider putting the issue on the ballot. No such
effort has been devoted to this matter by CDSI. It is not recommended to increase the funding levy
without a voter approved mill levy for the developmentally disabled.
BOARD ACTION:
165 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Front Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health -- 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Front Range
Behavioral Health which provides extensive mental health services to citizens in Weld County.
ACTUAL BUDGETED ' REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY ' NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 118,875 44,000 135,875 135,875
Fixed Charges
Capital
Gross County Cost $ 118,875 $ 44,000 $ 135,875 $ 135,875
Revenue
Net County Cost $ 118,875 $ 44,000 $ 135,875 $ 135,875
Budget Positions -- -- -- --
SUMMARY OF CHANGES: North Front Range Behavioral Health (NFRBH) has requested
$91,875 for 1999. Last year NFRBH did not request funding. In addition, $27,000 for inpatient care
at NCMC and $17,000 for psychiatrist costs associated with the 72-hour holds picked up by police
agencies, are included in the budget request.
OBJECTIVES: (1) Provide mental health services to Weld County citizens via contract with North
Front Range Behavioral Health. (2) Provide payment for 72-hour mental health patients put on hold
by police agencies.
166 981686
MENTAL HEALTH (CONTINUED)
1000-56140
WORKLOAD ACTUAL ESTIMATED PROJECTED
Admissions 1576 1600 1600
FINANCE/ADMINISTRATION RECOMMENDATION: NFRBH did not request funding in 1998 due
to its good financial condition; however, NFRBH did want to leave the door open for future funding
requests in the event its financial condition or state funding structure changed. The 1999 request
is so NFRBH can continue current service delivery activities to non-Medicaid low-income individuals
and families in Weld County. Only 40% of NFRBH clients are Medicaid recipients. In Weld County
there are approximately 10,150 Medicaid eligible recipients. NFRBH provides Medicaid recipients
services through a managed care contractual arrangement. Funding for 1999 is recommended, but
is a policy issue for the Board.
BOARD ACTION:
167 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place -- 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non-offending family members.
ACTUAL BUDG TED R QUESTED .:;RECOMMEND E:,
RESOURCES t AS7 FY CURRENT Y NEXT FY NEXT Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 0 10,000 10,000 10,000
Contra Charges 0 -2,500 -2,500 -2,500
Capital
Gross County Cost $ 0 $ 7,500 $ 7,500 $ 7,500
Revenue
Net County Cost $ 0 $ 7,500 $ 7,500 $ 7,500
Budget Positions
SUMMARY OF CHANGES: No change. A Kid's Place is requesting the same funding level for
1999 as last year.
OBJECTIVES: n/a
W0RKt OAD ACTUAL ESTIMATED PROJECTS
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. District Attorney and
Sheriff still strongly support funding of this program.
BOARD ACTION:
168 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Area Aoencv on Aging Transfer -- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges 12,351 12,351 12,351 12,351
Capital
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 ESTIMATED PROJECTED !.
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
981686
169
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer-- 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
iMgRUEEMEMBingigg MNACTUALEE ElifUDGETEOMEREQUESTEV:1!ii!!RECOMMENir
RESOURCES LAST EY CURRENT FY NEXT Y NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges 1,202,731 1,276,306 1,393,847 1,393,847
Capital
Gross County Cost $ 1,202,731 $ 1,276,306 $ 1,393,847 $ 1,393,847
Revenue
Net County Cost $ 1,202,731 $ 1,276,306 $ 1,393,847 $ 1,393,847
Budget Positions -- -- -- --
SUMMARY OF CHANGES: See Health Fund for details.
OBJECTIVES: See Health Fund for details.
W RKLOA3 ACTUAL ! ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
170 991686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development -- 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the county's economic
development program through the Economic Development Action Partnership (EDAP), a
public/private non-profit organization.
ACTUAL BUDGETED REQU STD RECOMMEND
tE8OURGE5 LA57 FY GURRI�i�tC NEXC NEXT
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services 577,389 103,833 103,833 103,833
Fixed Charges 860,290 0 0 0
Capital
Gross County Cost $ 1,437,679 $ 103,833 $ 103,833 $ 103,833
Revenue 1,341,809 0 0 0
Net County Cost $ 95,870 $ 103,833 $ 103,833 $ 103,833
Budget Positions -- -- -- --
SUMMARY OF CHANGES: EDAP is requesting the same funding level as last year.
OBJECTIVES: 1) Develop strategies to maintain the existing economic base and promote
continued economic vitality to the county; 2) Assist existing businesses in their expansion efforts;
3) Work to retain existing businesses in the county; 4) Support state and regional efforts to attract
businesses to Northern Colorado.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval since economic
development and job creation are high priorities for the county to diversify the local economy. Job
creation is especially important to the success of the welfare reform efforts in Weld County.
BOARD ACTION:
981686
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents -- 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts
from Correctional Facility and the Administrative Building for building rents.
ACTUAL BUDGETED REQUESTED RECOMgMEND
RESOURCES LAST FY CURRE1 T FY N XTFY NEXT Y
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges 401,802 260,000 275,000 275,000
Interest 289,363 479,925 465,330 465,330
Gross County Cost $ 691,165 $ 739,925 $ 740,330 $ 740,330
Revenue
Net County Cost $ 691,165 $ 739,925 $ 740,330 $ 740,330
Budget Positions -- --
SUMMARY OF CHANGES: Budget reflects the following county lease purchase contracts:
RENT INTEREST TOTAL
Administration Building $ 220,000 $ 77,820 $ 297,820
Correctional Facility 55.000 387.510 442,510
Total $ 275.000 $465.330 $ 740.330
Wt RKLOAD ACTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
172 981686
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
Correctional Facility $ 442,510
Administration $ 297,820 $ 740,330
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
Correctional Facility $ 7,380,000
Administration $ 1,200,000 $8,580,000
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements other
than those involving real property $ -0-
D. The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal $ -0-
173 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non-Departmental -- 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
ACTUAL BUDGETED REQUESTED : RECOMMEND
RESOURCES LAST FY CURRENT FY , NEXT FY NEXT FY
Personnel Services $ 4,078 $ 3,500 $ 4,000 $ 4,000
Supplies 19,202 18,000 20,500 20,500
Purchased Services 336,400 166,500 163,500 163,500
Fixed Charges 35,869 20,000 20,000 20,000
Capital 1,650 0 0 0
Gross County Cost $ 397,199 $ 208,000 $ 208,000 $ 208,000
Revenue 23,187,009 25,207,347 25,748,393 25,748,393
Net County Cost $ -22,789,810 $ -24,999,347 $ -25,540,393 $ -25,540,393
Budget Positions -- -- -- --
SUMMARY OF CHANGES: The expenditures for the budget are unchanged in total. Line items
have been reallocated to match historical expenditure patterns. $3,000 is included for the
Convention and Visitor's Bureau. Revenues include all resources not attributed to a department
generating the revenue, such as property taxes, fines, overhead costs, rents, etc. The General
Fund summary highlights major revenues.
OBJECTIVES: n/a
WORKLOAD ACTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
174 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Extension -- 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research-based
education for agricultural, environmental and consumer issues.
ACt ... BUM. BBgU S.T p i t;O.MMENC1 :
I2E5C3URCE$ LA57 E`Y _. Ci1t�[2�Nt L`Y , . N�XY.KY ' NEX'j`��' '.
Personnel Services $ 215,759 $ 231,415 $ 228,868 $ 228,868
Supplies 9,185 9,200 9,350 9,350
Purchased Services 48,801 49,001 49,001 49,001
Fixed Charges
Capital 4,089 0 0 0
Gross County Cost $ 277,834 $ 289,616 $ 287,219 $ 287,219
Revenue 31,103 21,492 16,100 16,100
Net County Cost $ 246,731 $ 268,124 $ 271,119 $ 271,119
Budget Positions 11 12.25 11.55 11.55
SUMMARY OF CHANGES: The Colorado State University Memorandum of Understanding for the
county's portion of salary for the six agents increased salaries by $1,500. The increase of$150
in office supplies is for fax paper and copier toner, etc. EFNEP and FSNEP programs reflect the
grant money($16,100). The grant dollars are for an educator position ($13,070) and clerical support
($3,030). This is a drop of $5,392 in grant revenue from last year. Salary expenses have been
adjusted by a like amount. The full time EFNEP position has been transferred to CSU, but will still
serve Weld County. Funds for the position have been taken out of this budget.
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.
175 981686
EXTENSION (CONTINUED)
1000-96100
WORK OAD ACTUAk •
STIMAT D PROJEC C
Total Educational contacts with
people involved in Agriculture, *53,024 53,500 55,000
Consumer and Family Education
Issues and Youth Development
*Monthly Activity Report System from Colorado State University, 1997
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. MOU salary
increase is mandated by agreement with CSU. EFNEP and FSNEP grants are funded at no net
county costs.
BOARD ACTION:
991686
176
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair-- 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual county fair.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY , CURRENT F'Y NEXT FY r NEXT FY
Personnel Services $ 3,355 $ 6,051 $ 6,051 $ 6,051
Supplies 3,540 0 0 0
Purchased Services 79,019 46,610 46,610 46,610
Fixed Charges 1,684 0 0 0
Capital
Gross County Cost $ 87,598 $ 52,661 $ 52,661 $ 52,661
Revenue 48,606 14,000 14,000 14,000
Net County Cost $ 38,992 $ 38,661 $ 38,661 $ 38,661
Budget Positions 0.3 0.3 0.3 0.31
SUMMARY OF CHANGES: No change to the base budget. In the Non-Departmental Capital
budget $5,000 is included for replacement of step tables and wire panels.
OBJECTIVES: 1) Exhibit of educational work and skills learned by youth; 2) Recognition of youth
and leaders for work and skills learned and shared; 3) Provide an opportunity for all county youth
and adults to exhibit, learn and develop community spirit and pride.
WORKLOAD ACTUAL' ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
177 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County.
CTUAL i BUDGETED REQUESTED RECOMMEND
I3E8OU}?CES LA5T KY CU�tRNT FY NEXT1f IJXT FY
Personnel Services $ 38,555 $ 40,368 $ 40,368 $ 40,368
Supplies 227 300 300 300
Purchased Services 3,794 6,988 6,988 6,988
Fixed Charges
Capital
Gross County Cost $ 42,576 $ 47,656 $ 47,656 $ 47,656
Revenue 600 600 2,400 2,400
Net County Cost $ 41,976 $ 47,056 $ 45,256 $ 45,256
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: No change in expenditures. Effective July 1, 1998, the state revenue
for a full time Veteran's Officer was increased from $600/year to $2,400/year. This is the first
increase in the revenue from the state since 1947. Net decrease in program costs is $1,800.
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.
178 981686
VETERANS OFFICE (CONTINUED)
1000-96400
• w+i .RK .... 4CruAL ESTINIATEr PROJi CTED
In-office Consultations 3,000 3,000 3,000
Training Sessions 40 40 40
Out-of-office Consultations and 500 500 500
Outreach
Meetings 25 25 25
Client Caseload (Active) 2,000 2,000 2,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
"9 981.686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Continoencv -- 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In those
proposed budget, this includes appropriations for points of issue.
ACTUAL BUDGETED . REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT KY"
Personnel Services $ 0 $ 741,970 $ 741,970
Supplies
Purchased Services
Fixed Charges
Capital
Gross County Cost $ 0 $ 741,970 $ 741,970
Revenue
Net County Cost $ 0 $ 741,970 $ 741,970
Budget Positions -- -- --
SUMMARY OF CHANGES: Budget reflects a recommended salary adjustment of 4%with the only
benefit change being the 5% increase in the health insurance county contribution. All other benefits
remain the same. In addition, the budget reflects the costs to add an additional step, so the pay
system has 7 steps in 1999 and 8 steps in 2000. This addresses the issue of many employees
being frozen in a grade, and Weld County's problem of not being competitive at the upper level of
the competitive salary comparisons. Even with 8 steps Weld County has far fewer pay steps than
any other jurisdiction in Colorado. County cost to increase the steps will be $125,184, which is
included in the budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the 4% cost of
living adjustment. Based upon a survey of public and private employers that are members of the
Mountain States Employers Council (MSEC). The MSEC reported a projected 4.4% pay increase
for next year in the Front Range of Colorado. The additional steps over a two year period appear
to be an affordable solution ($125,184) to a continual criticism of the Weld County pay plan by
employees, especially since Weld County has limited upgrades of positions and creation of new
positions over time.
BOARD ACTION:
180
981686
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184 981686
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 their
road and street activities.
A fund balance of$1,200,000 is included in the total available resources in addition to the revenues
shown in this budget. Property tax is set at $2,378,700, up $113,272. Specific Ownership Tax is
$2,900,000. HUTF is unchanged at $7,050,000, and motor vehicle registration revenue is up
$30,000 at$295,000. Two bridge grants are planned for 1999 with a revenue amount of$482,000
for Bridge #5142A and $364,400 for Bridge#47/68B. Other revenues are stable.
The resources for 1999 are up $707,672 at $14,912,100 of which $1,200,000 is from the fund
balance. Operating service and supply line items are stable with only minor changes. Municipal
share back is funded at $549,660. Salary increases are projected at 4%.
Budget reflects a decrease in the employee hourly account of$36,750 with the transfer of a position
to Mining. Two bridges are budgeted in Grants, for $1,058,000 (Bridge #5/42A and #47/68B).
Contract services are$2,348,281, down$491,071. Asphalt purchases are budgeted at$2,491,383,
up $330,414. Membership dues to the E-470 Authority of $12,500 are included in this budget.
Funding for a new Director of Public Works position is included in Administration. The Mining
budget has been realigned to reflect the new equipment for the new mining methodology.
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 1999 in the Two- to Five-Year
Strategic Road Program.
185
981686
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 governed by the proposed budget.
The proposed use of the 1999 allocation of highway users tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition $ 2,275,712
Administration 419,978
Maintenance Support 1,007,046
Bridges:
5/42A 482,000
47/68B 364,400
Asphalt 907,883
Overlays, reconstruction,
chip and seal projects 2.439.381
TOTAL $ 7.896.400
186 981686
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
internal or external reconstruction or alteration of existing structures. "Defined maintenance project"
does not include routine maintenance activities such as snow removal, minor surface repair of roads
or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor
coverings, or minor reconstruction or alteration of existing structures.
Based upon the above definitions, Weld County's Public Works 1999 budget would be allocated as
follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Bridge Construction $ 1,513,515 $ 0 $ 1,513,515
Graders 2,275,712 2,275,712 0
Maintenance Support 1,007,046 1,007,046 0
Trucking 1,507,183 0 1,507,183
Mining 939,900 0 939,900
Administration 419,978 419,978 0
Municipalities 549,660 0 549,660
Public Works:
Miscellaneous 188,433 0 188,433
Bridges 1,058,000 846,400 211,600
Part-time 406,817 0 406,817
Asphalt 2,491,383 998,983 1,492,400
Contract 2,348,281 2,348,281 0
Salary Contingency 206.192 0 206.192
$14,912.100 $ 7.896.400 $ 7.015.700
Based upon the above allocation, Weld County at a minimum must competitively bid out bridge
projects totaling $1,058,000, asphalt of$998,983, and contracts for overlays, reconstruction and
chip and seal of$2,348,281. However it is anticipated that, in addition to the minimum required by
law, Weld County will bid out an additional $1,492,400 in asphalt purchases, for a total of
$5,897,664 bid projects for 1999.
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.
187 981686
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BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non-Departmental Revenue -- 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
ACTUAL BUDGETED REQUESTED RECOMMEND '.
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies
Purchased Services
Fixed Charges
Capital
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 12,904,001 15,535,667 13,712,100 13,712,100
Net County Cost $ -12,904,001 $ -15,535,667 $ 13,712,100 $ 13,712,100
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Fund balance of $1,200,000 is included in the total available
resources in addition to the revenues shown in this budget. Property tax is set at $2,378,700, up
5%or$113,272. Specific Ownership Tax is estimated at$2,900,000. HUTF is unchanged for 1999
at $7,050,000. Two bridge grants are included, for Bridges 5/42A and 47/68A, with revenues of
$1,058,000. Motor Vehicle Registration revenue is up $30,000 at $295,000. All other revenues
are stable for 1999.
OBJECTIVES: n/a
WORKLOAD ACTUAL ', ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In the event the
voters of the State of Colorado approve the proposed use of the state surplus at the November
election, HUTF revenues could go up close to $1 million per year for five years.
BOARD ACTION:
190 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Administration -- 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works as necessary; coordinates
complaints; and maintains cost accounting records on projects.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 238,698 $ 241,679 $ 348,896 $ 348,896
Supplies 16,561 20,000 20,000 20,000
Purchased Services 100,162 50,582 50,582 50,582
Fixed Charges 7,010 500 500 500
Contra Expense -663 0 0 0
Capital 2,633 0 0 0
Gross County Cost $ 364,401 $ 312,761 $ 419,978 $ 419,978
Revenue
Net County Cost $ 364,401 $ 312,761 $ 419,978 $ 419,978
Budget Positions 8 6 7 7
SUMMARY OF CHANGES: In personnel services, there is an increase of$107,217 to reflect the
restructuring of the department, and the addition of the new Director of Public Works. All other line
items remain the same for 1999.
OBJECTIVES: 1) Keep the general public satisfied regarding the condition of the roadways and
the efficiency of the operations; and 2) Try to find solutions to any problems that may arise within
the Public Works Department.
WORKLOAD ACTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
191 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Trucking -- 2000-32100
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.
ACTUAL BUDGETED REQUESTED RECOMMENCE
RESOUI CES LAST FY :CURRENT FY NEXT FY NEXT FY
Personnel Services $ 514,303 $ 519,488 $ 519,488 $ 519,488
Supplies 9,779 3,600 3,600 3,600
Purchased Services 555,447 982,095 982,095 982,095
Fixed Charges 387,910 2,000 2,000 2,000
Contra Expense -564 0 0 0
Capital
Gross County Cost $ 1,466,875 $ 1,507,183 $ 1,507,183 $ 1,507,183
Revenue
Net County Cost $ 1,466,875 $ 1,507,183 $ 1,507,183 $ 1,507,183
Budget Positions 14 14 14 14
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Gravel and maintain good, sound roads for the general public and upgrade
roads for gravel; and 2) Haul all asphalt for overlay, major patch work, and clearing roads of snow
in the winter.
WORKLOAD ACTUAL ESTIMATED PROJECTED
Asphalt - Tons 73,849 105,000 95,000
Tons of Material Hauled 626,151 650,000 650,000
Miles of Roads Graveled 416 420 420
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
192 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Motor grader-- 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 37 motor graders 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.
m . .
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURt2ENT IKY NEXT K1( NEXT FY
Personnel Services $ 1,226,976 $ 1,243,837 $ 1,243,837 $ 1,243,837
Supplies 86,549 200,255 200,255 200,255
Purchased Services 575,238 655,620 655,620 655,620
Fixed Charges 478,887 176,000 176,000 176,000
Contra Expense -582 0 0 0
Capital
Gross County Cost $ 2,367,068 $ 2,275,712 $ 2,275,712 $ 2,275,712
Revenue
Net County Cost $ 2,367,068 $ 2,275,712 $ 2,275,712 $ 2,275,712
Budget Positions 35 35 35 35
SUMMARY OF CHANGES: No Change.
OBJECTIVES: Maintain road traffic safely to the best of our ability, given the funds available.
WORKLOAD GTUAL ESTIMATED PROJECTED
Grading gravel roads, snow 2587.91 2587.91 2587.91
removal
Preparing roads for stabilization 5 miles 5 miles 5 miles
Snow removal and asphalt roads 700 miles 700 miles 700 miles
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
193 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Bridge Construction -- 2000-32300
DEPARTMENT DESCRIPTION: Maintains approximately 1,400 bridges in the county. Constructs
approximately 20 small new bridges each year.
ACTUAL BUDGETED!ii!E OREQUESTECr ii.RecommeNctE,!!
RESOURCES I AS'! Fy CURRENT FY NEXT FY1!,R!imligKripymm
Personnel Services $ 682,766 $ 688,150 $ 688,150 $ 688,150
Supplies 447,537 587,634 587,634 587,634
Purchased Services 178,934 205,731 205,731 205,731
Fixed Charges 159,727 32,000 32,000 32,000
Contra Expense -918 0 0 0
Capital
Gross County Cost $ 1,468,046 $ 1,513,515 $ 1,513,515 $ 1,513,515
Revenue
Net County Cost $ 1,468,046 $ 1,513,515 $ 1,513,515 $ 1,513,515
Budget Positions 16 17 17 17
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1) Rebuild the old, deteriorated bridges; 2) Repair the bridges and culverts so that
the general public can travel safely over them; 3) Perform miscellaneous projects for the public
works department; and 4) Assist with snow removal on the county road system.
194 991.686
BRIDGE CONSTRUCTION (CONTINUED)
2000-32300
MMUNglialWORKLOADMEEM eiNigACTUALMESTIMATEDS!'PROJECTEMIE
Barrow Ditch Cleaning 100 100 100
New Bridges 5 5 5
Repair on Bridges 60 60 60
Culverts (New and repaired) 222 222 222
(15" and larger)
Special Jobs 39 39 39
Trees 81 81 81
Culverts Cleaned 100 100 100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
195 981.686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Maintenance Support -- 2000-32400
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 warning information; barricades hazards
created by construction, maintenance activities, and emergency situations; cleans and maintains
culverts in the north portion of the county.
ACTUAL BUDGETED REQUESTED . RECOMMEND
RESOURCES LASS FY CURRENT FY NEXT FY NEXT F1'
Personnel Services $ 505,236 $ 509,357 $ 509,357 $ 509,357
Supplies 268,038_ 232,730 232,730 232,730
Purchased Services 174,966 260,959 260,959 260,730
Fixed Charges 125,478 4,000 4,000 4,000
Contra Expense -1,191 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,072,527 $ 1,007,046 $ 1,007,046 $ 1,007,046
Revenue
Net County Cost $ 1,072,527 $ 1,007,046 $ 1,007,046 $ 1,007,046
Budget Positions 13 13 13 13
SUMMARY OF CHANGES: No change.
OBJECTIVES: 1)Assure safe travel for the general public by maintaining clearly marked roads
and bridges, along with responding to the culverts, cattle guards, and potholes on both asphalt and
gravel roads; and 2) Assist with the plowing of snow and cindering of county roads.
196
981.686
MAINTENANCE SUPPORT (CONTINUED)
2000-32400
WORKLOAD 'ESTIMATED PROJECTED
Miles Striping or Paint 1390 1390 1390
Asphalt Machine Patch and 73,848.93 105,000 95,000
Overlay (tons)
New Signs and New Installed 7691 7691 7691
Signs
Cattle Guard (New and Repaired) 12 12 12
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
197 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Other Public Works -- 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.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FY CURRENT FY NEXT FY NEXT Pt
Personnel Services $ 668,475 $ 539,000 $ 502,250 $ 502,250
Supplies 1,356,136 2,160,969 2,491,383 2,491,383
Purchased Services 5,509,767 2,881,852 2,400,781 2,400,781
Fixed Charges 34,679 633,000 1,098,500 1,098,500
Capital
Gross County Cost $ 7,569,057 $ 6,214,821 $ 6,492,914 $ 6,492,914
Revenue
Net County Cost $ 7,569,057 $ 6,214,821 $ 6,492,914 $ 6,492,914
Budget Positions -- -- -- --
SUMMARY OF CHANGES: The hourly seasonal account was decreased by $36,750, and
transferred to Mining for a full-time position. Right-of-way purchases were increased by $10,000
for anticipated projects in 1999. Professional Services for surveyors was increased by $10,000.
Two bridge grants in the amount of$1,058,000 for Bridges#5142A and#47/68B are included in the
budget. Contract services are funded at $2,348,281, down $492,071. Asphalt purchases are
budgeted at $2,491,383, up $330,414. Membership dues to the E-470 Authority of $12,500 are
included in the 1999 budget.
OBJECTIVES: This budget unit provides for hourly employees, road and bridge, contracts, bridge
grants, and purchase of asphalt for road repair.
198 981686
OTHER PUBLIC WORKS (CONTINUED)
2000-32500
unionniWORKLOADEEtiACTOACRiM MESTIMATEDMPROJECTED ?.
Miles Road Rehab Chip/Seal 100 100 100
Crack Fill Contracts
Miles Overlaid 19 19 19
Bridge Contracts 1 1 1
Miles Road Reconstruction 13 13 13
Miles Road Stabilization 5 4 4
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Once specific road
projects for 1999 are determined by the Board the asphalt and contract services line items may have
to be adjusted accordingly.
BOARD ACTION:
199 981686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Mining -- 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county-owned quarries.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES ! LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 508,502 $ 385,622 $ 424,184 $ 424,184
Supplies 91,284 88,203 88,203 88,203
Purchased Services 421,775 347,905 285,413 285,413
Fixed Charges 112,275 2,000 2,000 2,000
Machinery/Equip Rent 0 0 140,100 140,100
Contra Expense -651 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1,133,185 $ 823,730 $ 939,900 $ 939,900
Revenue
Net County Cost $ 1,133,185 $ 823,730 $ 939,900 $ 939,900
Budget Positions 10 10 11 11
SUMMARY OF CHANGES: Personal services reflect the addition of one position to the mining
operation that has been filled by an hourly person for several years. The funds to pay for the
position have been transferred from the Other Public Works hourly account. $3,600 was added for
gravel pit permit fees. $140,100 was added under machinery and equipment rental for six months
rental for the two 30-ton trucks and excavator added in 1998 to change the mining process. The
plan is to purchase the equipment when the 12-month lease is finished in July, 1999. The
equipment change has reduced the Motor Pool charges by$66,092. Net changes to the budget are
$116,170.
OBJECTIVES: Maintain an adequate supply of gravel for all departments within the public works
department including the need for gravel on roads throughout the county and for major upgrades
on county roads. Help clear the roads of snow in the winter months.
200 981.686
MINING (CONTINUED)
2000-32600
WORKLOAD ACTUAL ESTIMATED PROJECTED
Crushed Gravel - Tons 550,165 550,165 625,165
Screened Gravel - Tons 15,000 15,000 15,000
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Recommend
purchase of the two 30-ton trucks and excavator in July, 1999. Funds for the purchase are
budgeted in the Motor Pool IGA capital account ($733,254). Recommend making the hourly
position full-time as indicated.
BOARD ACTION:
201 981.686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Grants-in-Aid to Cities & Towns -- 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.
ACTUAL BUDGETED REQUESTED RECOMMEND
RESOURCES LAST FT CURRENT PY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0
Supplies
Purchased Services 486,365 549,660 549,660 549,660
Fixed Charges
Capital
Gross County Cost $ 486,365 $ 549,660 $ 549,660 $ 549,660
Revenue
Net County Cost $ 486,365 $ 549,660 $ 549,660 $ 549,660
Budget Positions -- -- -- --
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities
with the 1999 mill levy applied.
OBJECTIVES: n/a
WORKLOAD ACTUAL ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Statutory
requirement.
BOARD ACTION:
202 981.686
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency -- 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
ACTUAL BUDGETED 'REQUESTED RECONINIEND
RESOURCES5[EMRESOURCESMiNELASIMEYM ROURRENityqHg!!NEXTriciii,nNEXT EY
Personnel Services $ 0 $ 206,192 $ 206,192
Supplies
Purchased Services
Fixed Charges
Capital
Gross County Cost $ 0 $ 206,192 $ 206,192
Revenue
Net County Cost $ 0 $206, 192 $ 206,192
Budget Positions
SUMMARY OF CHANGES: Budget reflects a 4% salary adjustment and the addition of step 7 on
the pay plan. Health insurance rates are up 5%. All other benefits remain the same.
OBJECTIVES: n/a
WORT LOAD ACTUAL ! ESTIMATED PROJECTED
n/a
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
203 981.686
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11
COLORADO
204
981686
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