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Home My WebLink About982420.tiff 1999 FINAL BUDGET WELD COUNTY, COLORADO (c,,��t�cti. „Too ` 771��21E� ( �� 982420 COUNTY OF WELD 1999 FINAL BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Constance L. Harbert, Chair W. H. "Bill" Webster, Pro-Tern George E. Baxter, Commissioner Dale K. Hall, Commissioner Barbara J. Kirkmeyer, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D. WARDEN December 1998 ! 1t, WUDc COLORADO TABLE OF CONTENTS PAGE BUDGET MESSAGE 1 DISTINGUISHED BUDGET PRESENTATION AWARD 9 1999 BUDGET PLAN 10 1999 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 and Trends 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 Fund Balance and Reserve Policy 46 Explanation of Individual Funds 47 Organizational Responsibility for.Budget Units 49 Policy Matters/Points of Issue with Fiscal Impact 52 EMPLOYEE SALARY SCHEDULE AND BENEFITS: Salary Recommendations 53 1999 Health Insurance and Plan Comparison 54 Salary Adjustments by Department 56 Position Authorization Changes Due to 1999 Budget 58 SUMMARY OF FUNDS: Graph -- All Funds Revenue 61 Graph --All Funds Expenditures 62 Graph — Mill Levy 63 Summary of Fund Balances 64 1998 Assessed Values to be Used for 1999 Budget 65 Net Program Cost 66 Summary of 1997 Allocated Costs Applicable for 1999 68 PAGE SUMMARY OF FUNDS (CONTINUED): Ten Year Trend Data: Beginning Fund Balance 89 Cumulative Percent Increase: Expenditures and Taxes 70 Weld County - Organizational Chart 71 Summary of County Funded Positions 72 GENERAL FUND: Graph -- General Fund Revenue Changes 75 Graph -- General Fund Expenditure Changes 76 Ten Year Trend Data: General Government 77 Public Safety 78 Health and Welfare 79 Narrative Fund Summary 80 Summary of Revenue 81 Summary of Expenditures 84 Office of the Board 87 County Attorney 88 Public Trustee 90 Clerk to the Board 92 Clerk and Recorder 94 Elections 96 Treasurer 98 Assessor 101 County Council 103 District Attorney: Ten Year Trend Data 105 Budget Unit Summary 107 Juvenile Diversion 109 Victim Assistance 111 Finance and Administration 113 Accounting 114 Purchasing 116 Personnel 118 Planning Services 120 Buildings and Grounds 122 Computer Services 124 Geographical Information System 126 Capital Outlay 128 Printing and.Supplies 130 Sheriffs Office: Ten Year Trend Data 132 Budget Unit Summary -All Departments 133 Sheriff Administration 134 Sheriff Office Operations 136 County-wide Animal Control 138 Regional Forensic Laboratory 140 PAGE SUMMARY OF FUNDS (Continued): Sheriffs Office (Continued): Drug Task Force 142 North Jail Complex 144 Centennial Jail 146 Office of Emergency Management 148 Communications - County Wide 150 Communications System Development 154 E-911 Administration 155 Criminal Justice Information System 156 Coroner 158 Community Corrections 159 Building Inspection 160 Weed and Pest 162 General Engineering 164 Missile Site Park 166 Airport 168 Senior Programs 170 Waste Water Management 171 Developmentally Disabled 172 Mental Health 174 A Kid's Place 176 Transfers: Agency on Aging 177 Health Department 178 Economic Development 179 Building Rents 180 Non-Departmental 182 Extension 183 County Fair 185 Veteran's Office 186 Contingency (Salary) 188 ROAD AND BRIDGE FUND: Graph -- Revenues 189 Graph -- Revenue Changes 190 Graph -- Expenditures 191 Graph -- Ten Year Trend Data 192 Narrative Fund Summary 193 Concerning Local Accountability for Money Used for Highway Purposes 194 Construction Bidding for State-Funded Local Projects 195 Summary of Revenue 196 Summary of Expenditures 197 Non-Departmental Revenue 198 iii PAGE PUBLIC WORKS (CONTINUED): Administration 199 Trucking 200 Motor Grader 202 Bridge Construction 204 Maintenance Support 206 Other Public Works 208 Mining 210 Grants-in-Aid to Cities and Towns 212 Contingency (Salary) 213 1999 Work Plan 214 SOCIAL SERVICES FUND: Graph -- Social Services Revenue Changes 229 Graph -- Social Services Expenditures 230 Graph -- Ten Year Trend Data 231 Summary of Revenue 232 Summary of Expenditures 233 Fund Narrative 234 Mandated Federal and State Programs 236 Regular Administration 237 Employment First 239 Medicaid Transportation 240 Case Services 241 Medical Exams 242 Fraud 243 IV-D Administration 244 Food Stamps 246 Staff Development 247 JOBS Program 248 Temporary Assistance to Needy Families 249 Aid to Needy Disabled 251 Day Care 252 Old Age Pension 253 Foster Care of Children 254 Family Preservation Program 255 LEAP Administration 256 LEAP Outreach 257 Low Income Energy Assistance Program (LEAP) 258 LEAP Emergency 259 General Assistance 260 FEMA/Housing Grants 262 HEALTH FUND: Graph -- Health Fund Revenue 263 Graph -- Health Fund Expenditures 264 Graph -- Ten Year Trend Data 265 Narrative Fund Summary 266 Summary of Revenue 267 Summary of Expenditures 269 Budget Unit Summary -All Departments 270 iv PAGE HEALTH FUND (CONTINUED): Non-Program Revenue 272 Administration 273 Health Promotion 275 Community Health Services 277 Environmental Protection Services 279 HUMAN SERVICES FUND: Graph -- Ten Year Trend Data 283 Narrative Fund Summary 284 Summary of Revenue 285 Summary of Expenditures 287 Head Start Program 289 Migrant Head Start 290 Pre-School Fund 291 Neighbor to Neighbor 292 Family Support Program 293 Community Action Health Promotion Program 294 Job Service 295 Summer Job Hunt 296 JOBS Program 297 Employment First Program 298 Youth Corps (YCPI) 299 Summer of Service 300 Temporary Assistance to Needy Families 301 Welfare to Work Program 302 JTPA II-A Adult Program 303 JTPA II-C Youth Program 304 JTPA II-B Summer Youth 305 JTPA PI Grant 306 JTPA EDWAA 60% 307 Educational Lab 308 Americorp Program 309 One Stop 310 AAA -Administration 311 AAA Support Services 312 AAA Congregate Meal 313 AAA Home Delivered Meals 314 AAA In-Home Support 315 AAA Health Services 316 AAA Elder Abuse Grant 317 AAA Special Ombudsman 318 AAA Single Entry Point 319 AAA Leap 320 JTPA Older Worker 321 Federal Transit Grant 322 JTPA Older Worker EDWAA 323 AAA Other Programs 324 Transportation 325 v PAGE HUMAN SERVICES FUND (CONTINUED): Medicaid Transportation 326 Supplemental Foods 327 Weatherization Program 328 Community Services Block Grant 329 Vehicle Replacement Pool 330 SPECIAL REVENUE FUNDS: Narrative Summary of Funds 331 Conservation Trust Fund Summary of Revenue 332 Summary of Expenditures 333 Budget Unit Summary 334 Contingency Fund: Summary of Revenue 337 Summary of Expenditures 338 Budget Unit Summary 339 Emergency Reserve Fund: Summary of Revenue 340 Summary of Expenditures 341 Budget Unit Summary 342 Solid Waste Fund Summary of Revenue 343 Summary of Expenditures 344 Code Enforcement 345 Budget Unit Summary 346 CAPITAL FUNDS: Narrative Summary of Fund 349 Summary of Revenue 350 Summary of Expenditures 351 Budget Unit Summary 352 Long Range Capital Projects Five-Year Plan 353 PROPRIETARY FUNDS: Narrative Summary of Funds 385 Ambulance Enterprise Fund: Summary of Revenue 386 Summary of Expenditures 387 Budget Unit Summary 388 IGS - Motor Pool Fund Summary of Revenue 390 Summary of Expenditures 391 Budget Unit Summary -Administration 392 Budget Unit Summary - Motor Pool Equipment 394 vi PAGE PROPRIETARY FUNDS: (CONTINUED) Health Insurance Fund: Summary of Revenue 398 Summary of Expenditures 399 Budget Unit Summary 400 Insurance Fund: Summary of Revenue 404 Summary of Expenditures 405 Budget Unit Summary 406 Self-Insurance Policy Limits, Coverages, Retentions 408 PBX - Phone Services Fund: • Summary of Revenue 409 Summary of Expenditures 410 Budget Unit Summary 411 Weld County Finance Authority Summary of Revenue 412 Summary of Expenditures 413 Budget Unit Summary 414 GLOSSARY 415 JOB TABLES Job Tables 427 Pay Tables 433 SUPPLEMENTARY DATA: Miscellaneous Statistics 457 Demographic Statistics 459 General Governmental Expenditures by Function 460 General Revenue by Source 460 Property Value, Construction, Bank Deposits and Other Economic Indicators 462 Consumer Price Index 463 1999 Inflation Projections (CPI) 464 Employment Cost Index (ECI) 465 Northern Colorado Historical Average Projected/Actual Percent Increases for Pay and Pay Structure for "Average Performers" 466 1999 "Average" Employee Salary Projections - Geographic Location 467 Industry Breakdown 468 Employment Size 469 1998 - 1999 Salary Budget Survey 470 Compensation Planning for 1999 471 Regional Growth, Cumulative Year-to-Date Rates 472 Colorado Economic Activity 473 Colorado Economic Indicators 474 National Economic Indicators 475 National Economic Indicators - Calendar Years 476 vii COLORADO VIII 6 DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE (303) 356-5000, EXT.4218 FAX: (303) 352-0242 .j♦� 915 10TH STREET P.O. BOX 758 'CI GREELEY, COLORADO 80632 C. COLORADO December 14, 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 $87,875,578, with a net of $86,463,546 when interfund transfers are excluded. The Internal Service Funds total an additional $5,958,408. The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of$47,405,637, anticipated fund balances of$11,584,971, and the maximum allowed property tax of$34,162,938 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. 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 1 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. 2 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 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 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 3 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 $87,338,983 in 1999, an increase of 8.57% 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 $ 34,162,938 39.1% $ 1,619,596 Other Taxes 2,973,500 3.4% 1,361,941 Licenses and Permits 1,343,100 1.6% 221,464 Intergovernmental Revenue 29,026,552 33.2% 3,333,863 Charges for Services 4,140,004 4.7% (489,312) Ambulance Fees 3,727,279 4.3% 375,786 Miscellaneous Revenue 3,346,902 3.8% 16,987 Fee Accounts 2,848,300 3.3% 259,000 Internal Service Charges 5,770,408 6.6% 195,070 Total $ 87,338,983 100.0% $ 6,894,395 4 Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal Services, and Enterprise Funds total $92,421,954 which is an increase of 2.94% 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 $ 13,490,149 14.6% $ (35,411) Social Services 12,681,098 13.7% 1,600,165 Road and Bridge 15,058,685 16.3% 854,257 Public Safety 17,370,685 18.8% 996,333 Human Services 8,483,750 9.2% 19,287 Health 3,848,358 4.2% 153,025 Capital 2,525,000 2.7% (4,375,000) Public Works 372,393 0.4% (44,565) Contingency 6,100,000 6.6% 3,010,000 Miscellaneous 1,915,679 2.1% 68,395 Culture and Recreation 412,661 0.4% 41,200 Auxiliary 465,409 0.5% (143,713) Ambulance 3,739,679 4.0% 375,786 Internal Services 5,958,408 6.5% 123,470 Total $ 92,421,954 100.0% $ 2,643,229 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. 5 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 $1,550,183,200, which is up $73.5 million, or 5.29% over the last year. All classes of property increased in assessed value for the year. Agricultural properties increased the least, up only $283,430 or 0.29%. New construction in residential properties resulted in a $25.8 million increase, or 5.30%. Commercial poperty was up $13.2 million or 5.29%, and industrial property was up $11.8 million, or 7.44%. Oil and gas assessments were up $13.0 million, or 3.77%. State assessed property was up $4.8 million, or 2.74%. 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 4.8% 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; therefore, the pay system has seven steps in 1999, eight steps in 2000, and nine steps in 2001. 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 nine 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 Board approved three additional staff members for the District Attorney to deal with the growing caseload resulting from over 40 new police officers county wide being 6 added to patrol Weld County. The Sheriff requested four additional officers to respond to calls and investigate the increased criminal activity in Weld County. All this has impacted the population of the new jail that was opened in late 1997, and is 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. 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 $35,411, 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 $92,868. The reductions are offset by increases in the costs of the District Attorney, which are up $198,634 due to three 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 ($18,035), and the costs of adding the maintenance of three new buildings ($112,098). Public Safety is up $996,333. 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$144,072, due to less FAA grant matching requirements for the Airport Master Plan development. Subsidy for the Health Department is up $123,375, 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 $119,310, from rental fees for the new Social Services Annex,tower rental, 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 7 implementation of programs and how they are to be funded must be dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials,department managers, and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding. The county, as a whole, also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county, and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 915 10th Street, Room 317, Greeley, Colorado. Very truly Gf� C Donald D. Warden, Director Finance and Administration 8 el GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County, Colorado For the Fiscal Year Beginning January 1 , 1998 D E you,0rvee President Executive Director 9 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. 10 > 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 > 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. 12 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 15 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 23 - December 11 Prepare final budget. December 14 Public Hearing to adopt mill levy. December 14 Public Hearing on Final Budget, 9:00 a.m. 13 Attc, Wilk COLORADO POINTS OF ISSUE AND f POLICY MATTERS 1„. OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Community hi. Develop County-Wide Goals Long Range Planning Assessment Assess Prior Year's Performance Capital Improvements Review Policy Alternatives Establish General Priorities • Establish Fiscal Policy / \ SUPPORT .........%%\\ PROGRAM PROGRAM EVALUATION PLANNING Assess Program Program Analysis Accounting System Alternatives Fiscal Control Design Program Review Program Define Program Cost Accounting by Program Performance Objectives Relate to Present Examine and!Evaluate Operations Alternatives Performance Measurement Revise as Necessary Systems and Reports Service Delivery BUDGETING BASED'ON PROGRAMS, a/ PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 15 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS • BUDGET POLICIES; BUDGET PRloI SS' IMPLEMENTATION AND RESULT S OF STRATEGIC OI CTIVES REVENUE POLICIES MAJOR PROGRAM GOALS t'OUG� DIRECTIONS SPECIFIC REVENUE ASSUMPTIONS ACCOUNT1i POUOIES POLICY MATTERSJPOINTS OF ISSUE #• STI NT POLICIES WORKLOAD DATA CAPITAL IMPROVEMEtriMpoi CIES DEPARTMENT OIIJEOTT S BUDGET GUIDELINES SIGNIFICANT CHANGES ALLOCATION OF RESOURCES DEPARTMENT BUDGET UNITS 16 WELD COUNTY MISSION STATEMENT To enhance the quality of life of the citizens of Weld County by: > Having an open quality government with citizen involvement and support. > Providing integrated service delivery systems that are easily accessible to those in need. > Being a 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 COUNTY STRATEGIC OBJECTIVES Continue to seek involvement and input from the community of Weld County. Sustain a long-range perspective in setting fiscal, service, and development priorities. Balance programs and service levels against community needs and available revenues. Develop strategies to maintain the existing economic base and promote the continued vitality of the County of Weld. Support activities necessary to the preservation of stable, secure, and quality living in Weld County. Seek out innovative methods of maintaining and financing the replacement of infrastructure components. Continue a high level of activity at the regional, state, and national level to insure Weld County's voice in policy decisions. 18 IMPLEMENTATION AND RESULTS OF STRATEGIC OBJECTIVES Weld County, Colorado, is a great place to live and work. Our geography and climate are difficult to surpass. Our economy remains strong. Large numbers of businesses and people want to enjoy our advantages. We have seen tremendous growth in Southwest Weld (the Del Camino and I-25 corridor), Windsor, and West Greeley. But, there are problems created by the advantages and the growth we have enjoyed. Skilled labor continues to be in very short supply. We see growing pressure on our infrastructure such as roads, water, sewer systems and schools. Collectively we have to ask, "How fast do we want to grow?" Weld County has, 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 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. 20 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 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. 21 BUDGET PROCESS OBJECTIVES: 1. Identify the cost of existing activities within the county. 2. Analyze new or expanding services, using a common criteria for justification, aimed at identifying mandated and optional programs. 3. Rank, in priority order, all new and existing services which fall within a marginal range of funding. 4. Aggressively analyze major revenue sources. 5. Eliminate procedures which were not fully utilized in the decision making process of the budget. 6. Identify optional programs and service levels which may be reduced if necessary. 7. Continue refinement of the budget process with the key aspects of planning, evaluation, priority setting, rational resources allocation process, and creative management approaches. 8. Utilize the target budget approach. 9. Initiate a strategic planning process. 22 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 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 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 GOALS OF BUDGET PROCESS > PROVIDES DECISION MAKER WITH NECESSARY INFORMATION > RATIONAL > FAIR > ECONOMY OF TIME > RELEVANT > FLEXIBLE BY DEPARTMENT > MANAGEMENT INPUT > PUBLIC INPUT 26 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 officers via a COPS UHP grant. > Reinstate funding for North Front Range Behavior Health for mental health services for working poor. > Complete the 1999 Public Works Work Plan. 27 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. 28 > 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 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 1999 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. 30 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. 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. 31 REQUIREMENTS VS RESOURCE CAPACITY HISTORICAL r 1 EXCESS I I I I I I I PROPERTY I TAX I I I I I I I OTHER REVENUE PROGRAM I I BUDGET I I REQUIREMENTS I I I I I I I I FUND BALANCE I I I I I L J RESOURCE CAPACITY REQUIREMENTS PRESENT I � I EXCESS I I I I I PROPERTY I I TAX I I PROGRAM BUDGET OTHER I REVENUE REQUIREMENTS I I I I I I I I FUND BALANCE I I I I I I L J RESOURCE CAPACITY REQUIREMENTS 32 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. 33 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 • 1999 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. 34 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 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE AND TRENDS Property Tax: Levy with maximum allowable, per Amendment One (TABOR) limitation. Trend is to increase tax limit amount of 5% annually. Specific Ownership Tax: Anticipated to remain at the historical level of 8.9% of property tax. Trend is to grow at same rate as property tax. Building Inspection and Planning Permits: Based upon continuation of 1998 land use and construction activity level with 1999 rates applied. Trend the last five years is to grow approximately 10% annually. State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency. No major change in trend of current level. Police Service Contract: Based on signed contractual agreements. Trend is continued at same level. Charges for Services: Charges to special districts and other public entities are based upon signed contracts. Trend is status quo. Drunk Driving Fines: Based on $30 per offender at anticipated level of 766 with 2%waiver rate. Trend has been relatively constant. Earning on Investments: Calculated on an average earnings rate of 5.75% on approximate average balance of$26,000,000. Trend shows slight growth in amount invested,with rates dependent upon market. 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. Trend is status quo. Rental: All rental income is based upon signed leases. Trend is stable for the future. Overhead/A-87 Cost Plan: Revenues are based upon 1997 Indirect Cost Plan approved by HHS. Trend is normal inflationary rate. County Clerk Fees: Calculated on the historical level of activity. Trend shows increase due to population growth. Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively constant. Trend is normal inflationary growth. Highway Users-Special Bridge: Revenue based upon signed state and federal grant contracts. Program will end in 1999. 36 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. Trend is stable base, plus 3% annual growth due to population growth. Social Service Revenue: Based on anticipated caseload as discussed under each program plus state and federal funding formula for each program. Trend is decline in caseload and revenue with Welfare Reform. Health Grants: Based upon contracts signed July 1, 1998. No change in current level projected. Health Fees: Based upon historical patient/client caseload with 1999 rates applied. Trend is to increase with population growth and inflation of costs. Human Resource Grants: Based upon contract funding level as of October 1, 1998. Trend is stable funding. State Lottery: Funded at the current level, with no anticipated legislative changes. Trend is approximately 3% growth annually. Solid Waste Fees: 10% surcharge applied to historical waste volumes and input on projected volume from landfill operators. Trend is 3-5% annual growth. Ambulance Fees: Calculated based upon 1997-98 call volume plus 7% rate increase. Trend shows volume of calls up 3% annually, plus inflationary medical costs. Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets. Trend is status quo levels. DOC Inmate Reimbursement: Revenue based upon average holding of 10 DOC inmates at $48.43 per day per inmate. Trend is for fewer DOC inmates, plus cost of living on rate change. Work Release Inmate Fee: Based upon average of 80 work release inmates per day. Trend is a projection of growth due to higher utilization. 37 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 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 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. > Three additional pay steps were added to the County pay system. 40 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. 41 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. 42 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 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. 44 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 FUND BALANCE AND RESERVE POLICY As required by Article X, Section 20 of the Colorado Constitution, the County will maintain an Emergency Reserve Fund to assist with the expenses of unforeseen emergencies. The amount shall be no less than 3% of the fiscal year spending limit established by Article X, Section 20. The county will budget a year-end fund balance in each property tax-supported fund, other than the contingent and Emergency Reserve Funds, sufficient to reduce the likelihood of its having to enter the short-term debt market to pay for current operating expenditures. Annually the county will in total maintain satisfactory levels of fund balance reserves and contingent/emergency reserves to insure a continued strong financial position within the county. The actual fund balance and reserve amounts will be reviewed and set annually by the Board of County Commissioners at the time of the adoption of the annual budget. 46 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. 47 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. 48 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Director, Finance and Administration Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Plant Director, Personnel/General Services County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Finance and Administration Director, Finance and Administration Accounting Comptroller Purchasing Director, Personnel/General Services Printing and Supply Director, Personnel/General Services Personnel Director, Personnel/General Services Computer Services Director, Finance and Administration Capital Outlay Director, Finance and Administration Sheriff Sheriff Crime Control and Investigation Sheriff Regional Forensic Lab Sheriff 49 BUDGET UNIT; RESPONSIBLE OFFICIAL Communications - County-wide Director, Finance and Administration 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 50 BUDGET UNIT RESPONSIBLE OFFICIAL Capital Expenditure Fund Director, Finance and Administration 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 51 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 Reorganization of Office Manager& two Office Technician Positions 4,152 Assessor: TelePath phone system (1998) 54,864 Personnel: Clerical position for insurance 23,098 District Attorney: County Court - Deputy DA 41,910 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: 44,023 169,581 North Front Range Behavioral Health: 91,875 TOTAL $ 409, 494 $ 317,087 52 EMPLOYEE SALARY SCHEDULE AND BENEFITS fi 1 fI `� SALARY RECOMMENDATIONS Weld County strives to pay competitive and equitable salaries. To maintain this competitive position, Weld County participates in various salary surveys. Salaries are set by the Board of County Commissioners after full consideration is given to: > Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific jobs. > Ability to pay. > Benefit and supplemental pay policies. > Supply/demand situation for personnel needs. > Supply/demand situation in the labor market. > Employees' expectations. Salary Surveys Utilized: Mountain States Employers' Council Longmont Salary Survey Front Range Budget Conference Budget reflects a salary adjustment of 4% with the only benefit change being the 4.8% increase in the health insurance county contribution. The co-pay for doctor office visits and prescriptions was increased also. All other benefits remain the same. In addition the budget reflects the costs to add an additional step; therefore, the pay system has seven steps in 1999, eight steps in 2000, and nine steps in 2001. 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 and Environmental Health Specialist classifications increase 6% plus cost-of-living increase based upon salary survey information. 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 126.576 TOTAL $ 1,074,738 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 1999 HEALTH INSURANCE 1999 Insurance rates are as follows: CUSTOM HMO POS PLUS Employee: �' Health $ 148.16 $ 155.88 $ 196.32 DentalNision 13.00 13.00 13.00 TOTAL $ 161.16 $ 168.88 $ 209.32 Employee $ 16.00 $ 23.72 $ 64.16 County 145.16 145.16 145.16 Dependent: Health $ 244.60 $ 257.20 $ 323.94 DentalNision 16.00 16.00 16.00 I. TOTAL $ 260.60 $ 273.20 $ 339.94 Total Employee $ 276.60 $ 296.92 $ 404.10 Total County 145.16 145.16 145.16 Employee Costs: ii 1999 $ 276.60 $ 296.92 $ 404.10 1998 265.40 284.79 387.06 DIFFERENCE $ 11.20 $ 12.13 $ 17.04 54 PLAN COMPARISON POS CUSTOM MEDICAL BENEFITS HMO HMO NonHMO PLUS Lifetime Maximum Unlimited Unlimited $1 Million $1 Million Office Visit Co-payment $15 $15 n/a n/a Preventive Care Co-payment $15 $15 Not Covered Not Covered 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 Family Max Out of Pocket* n/a n/a $5,500 $2,400 ri i. . n / 4 1 4 / 40 1 5 40 'For allowable covered charges including deductible and co-insurance. DENTAL PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > 100% PREVENTIVE CARE > 50%/50% CARE OTHER THAN PREVENTIVE > EXCLUDES ORTHODONTIC CARE > MAXIMUM AMOUNT PAID FOR SINGLE OR FAMILY $1000/YEAR VISION PROGRAM: > COVERAGE FOLLOWS HEALTH INSURANCE PROGRAM COVERAGE FOR BOTH SINGLE AND FAMILY PLANS > MAXIMUM AMOUNT PAID FOR SINGLE $300/YEAR OR FAMILY $600/YEAR > NO DEDUCTIBLE > 50% OF COVERED EXPENSES INCURRED > EXAMINATION, LENSES, AND FRAMES LIMITED TO ONE EACH YEAR LIFE: Three times annual salary up to $400,000 at $.40/$1,000 DISABILITY: $.54/$100 compensation WELL: Well program will be continued to all county employees. Executive Pay Plan: Elected Officials, and Chief Deputies have a direct benefit plan for health purposes. 55 SALARY RECOMMENDATIONS 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 Administration 481,050 526,182 45,132 Sheriff Operations 2,710,690 2,806,558 95,868 Animal Control 37,106 38,551 1,445 56 DEPARTMENT 1998 1999 DIFFERENCE Coroner 118,087 121,884 3,797 North Jail 2,930,011 2,978,500 48,489 Centennial Jail 2,788,538 2,900,079 111,541 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 33,800 33,800 0 Corrections Missile Park 21,367 21,367 0 Veteran's Office 40,368 43,124 2,756 TOTAL GENERAL FUND $ 18,538,812 $ 19,280,782 $ 741,970 57 POSITION AUTHORIZATION CHANGES DUE TO 1999 BUDGET FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 1000-12100 Treasurer Delinquent Tax Delinquent Tax Specialist, Grade 28 Specialist, Grade 32 * 1000-13100 Assessor None Office Tech II (GIS) 1000-13100 Assessor Office Tech II (12 mo) Office Tech II (7 mo) * 1000-15100 District Attorney None 2 - Remote Terminal Entry Clerks 1000-15100 District Attorney None Deputy DA I * 1000-15100 District Attorney Office Tech II Office Tech III (Receptionist) (Receptionist) 1000-16400 Personnel None Office Tech II/III * 1000-17100 Planning None Long Range Planner 1000-17200 Buildings & Grounds None 3 - Custodians 1000-17200 Buildings & Grounds Building Maintenance Building Maintenance Coordinator, Grade 44 Coordinator, Grade 48 1000-17200 Buildings & Grounds Maintenance Labor Bldg. Maintenance I 1000-17200 Buildings & Grounds Bldg. Maintenance II Bldg. Maintenance IV * 1000-17600 Printing & Supply Printer, .5 FTE Printer, 1.0 FTE 1000-21100 Sheriff- Administration 2 - Office Tech III 2 - Office Tech IV * 1000-21100 Sheriff-Administration None Booking Technician 1000-21100 Sheriff- Operations None 4 - Deputy Sheriff * 1000-24410 Sheriff- North Jail Booking Tech None * 1000-25100 Building Inspection None Combination Inspector * 1000-24100 Building Inspection None Office Tech II * 2000-30100 PW- Administration None PW Director * 2000-32600 PW- Mining None Service Worker II 2500-41200 Health Education HHW Specialist None 58 FUND AND DEPARTMENT DEPARTMENT NAME OLD POSITION NEW POSITION 2500-41200 Health Education None Health Ed Specialist (.75 FTE) 2500-41300 Nursing None Public Health Nurse (1.75 FTE) 2500-41400 Environmental Health None HHW Specialist 5000-23100 Ambulance None EMT I * Indicates mid-year adjustments 59 WIDc. COLORADO (5) cs) (5) (5) (5) S U M MARY O F FUNDS ALL FUNDS REVENUE $40,000,000 r`- '- $35,000,000 AC $30,000,000 01999 $25,000,000 $20,000,000 01998 $15,000,000 . $10,000,000 IMP'r ads m �'. $5,000,000 A A At A $0 O m 5 r C) ii 3 D N m N CO 3 W h a a O rn = Al C `< —1 N y N 3 7 v/ X N 3O O O A 2 2B (p N (D (1 CD • lP N 1999 Revenue Total: $98,923,954 ( 1998 $93,814,881 ) Property Tax $34,162,938 34.5% Licenses/Permits $1,343,100 1.4% Internal Services $5,770,408 5.8% �- Miscellaneous $3,346,902 3.4% Other Taxes $2,973,500 3.0% Ambulance Fees $3,727,279 3.8% Charges for Services $4,140,004 42% Fees $2,848,300 2.9% Fund Balance $11,584,971 11.7% Intergovernmental $29,026,552 29.3% 61 ALL FUNDS EXPENDITURES 20,000,000 15,000,000 _ v 10,000,000 ; f ', -, r a I. 5,000,000 i-4 ! . ----1 r ! 0 U) '0 C) > C) 2 "0 C) 2 C) 2 K 2 D O C O C D m c m C C O ( -i K C) O co ro -I r =i r COr m > - a C) i a r * m > > 2 D D m m 93 W r D D r z go o z TI O 2 a° 7o z <n m • 1) m 0 m m e { -< m m Cm) m 0 < CD z U) 53 m n Z O z 1999 EXPENDITURES Total $92,421,954 (1998 $89,778,725) Internal Services $5,958,408 6.4% / General Government $13,490,149 14.6% Ambulance $3,739,679 4.0% Culture and Recreation $412,661 0.4%illiS _ " //tr."- a '.Social Road and Bridge $15,058,685 16.3% Services $12,681,098 13.7% \-_ Public Works $372,393 0.4% T°;;, Miscellaneous $1,915,679 2.1% ��`"---�' � Contingency $6,100,000 6.6% Public Safety $17,370,685 18.8% Auxilary $465,409 0.5% Health $3,848,358 4.2% Capital $2,525,000 2.7% Human Services $8,483,750 9.2% 62 a ▪ q M n m g m o .- m m o w m ri Z ¢ `° co w0 ^. • 3 w CO Z O z > COW o > > w 0 Y a cf)Z a z o � N y0 n ai m w m J : C Q • J CZ ,}r O O N. 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LL. Z > N rut c v) W W .J c 4 H > o c c� to S Ca N , Lu > N N 0 0) C ' @ LL N H 0 CC a CCC 11 i -(3 0z w K o 0 0 o E m E o a a y E O O1- I- _j o 0 ) o >m> � HO° LL c7 Q a U) U O W I M U) U R Q N. K OH Q E _ _ a > F Hn U ¢ m O W H Z c- O NLL o W o 0 0 0 0 0 0 o a 0 W o K Z W W 0 0 O 0 0 H O� 0 a o 0 0 o 0 0 0 0 0 , o U' Z H o 0 0 0 0 O N o r N M c to (o r Q 0 0 Z 0 N co v co W K< N N N N N N N N 0 V W m CO LO m m a) Z O WELD COUNTY 1998 ASSESSED VALUES TO BE USED FOR 1999 BUDGET DIFFERENCE 1998 1997 + or(-)(-) PCT Agriculture $ 98,913,040 $ 98,629,610 $283,430 0.29% Commercial 250,135,740 236,902,770 13,232,970 5.29% Industrial 158,897,260 147,071,200 11,826,060 7.44% Natural Resources 5,331,440 3,988,110 1,343,330 25.20% Oil and Gas 346,540,470 333,478,510 13,061,960 3.77% Residential 487,384,770 461,567,090 25,817,680 5.30% Vacant Land 31,299,450 28,146,210 3,153,240 10.07% TOTAL COUNTY ASSESSED $ 1,378,502,170 $1,309,783,500 $ 68,718,670 4.99% STATE ASSESSED PROPERTY 174,668,900 169,882,400 4,786,500 2.74% TOTAL ASSESSED VALUE $ 1,553,171,070 $1,479,665,900 $ 73,505,170 4.73% LESS TAX INCREMENT -2,987,870 -2,973,697 -14,173 0.47% NET ASSESSED VALUE $ 1,550,183,200 $1,476,692,203 $ 73,490,997 4.74% 65 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATEDiSHARTER/STATECON_STITUTIONAL OE.ELCE$ OFFICE OF THE BOARD $439,430 $196,894 $636,324 PUBLIC TRUSTEE $4,000 $4,961 $8,961 CLERK& RECORDER ($737,577) $0 ($737,577) ELECTIONS $327,698 $63,281 $390,979 TREASURER ($262,471) $0 ($262,471) ASSESSOR $1,532,358 $530,220 $2,062,578 COUNTY COUNCIL $24,801 $5,915 $30,716 DISTRICT ATTORNEY $1,851,426 $305,751 $2,157,177 SHERIFF $662,574 $549,959 $1,212,533 CORONER $267,008 $40,361 $307,369 CLERK TO THE BOARD $88,892 $0 $88,892 TOTAL $4,198,139 $1,697,342 $5,895481 MANDATED;SIAIE/FE_DERAL COUNTY COST NORTH JAIL $4,016,042 $123,718 $4,139,76O CENTENNIAL JAIL $2,954,548 $714,478 $3,669,026 COMMUNITY CORRECTIONS $0 $22,516 $22,516 SOCIAL SERVICES $4,163,848 $183,411 $4,347,259 HUMAN RESOURCES $12,351 $482,123 $494,474 PUBLIC HEALTH $1,399,681 $335,456 $1,735,137 TOTAL $8,530,428 $1,737,983 $10,268,411 CRITICAL-_NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $557,403 $0 $557,403 CRIME LAB $60,404 $11,186 $71,590 POLICE SERVICES(LEVEL) $3,195,062 $127,576 $3,322,638 COMMUNICATIONS-COUNTY-WIDE $567,734 $0 $567,734 COMMUNICATION SYSTEM DEVEL $0 $0 $0 E-911 $700 $0 $700 OFFICE EMERGENCY SERVICES $45,161 $6,069 $51,230 DRUG TASK FORCE $87,810 $4,139 $91,949 TOTAL $4,514,274 $148,970 $4,663,244 66 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LS/CAL DISCRETION PLANNING&ZONING/BLDG INSP $60,871 $235,426 $296,297 ANIMAL CONTROL $101,792 $8,097 $1b9,889 PEST&WEED CONTROL $207,281 $29,215 $236,496 EXTENSION SERVICE $271,119 $152,386 $423,505 VETERAN'S OFFICE $48,012 $22,053 $70,065 AIRPORT $127,778 $26,201 $153,979 MENTAL HEALTH $135,875 $0 $135,875 MISSILE SITE PARK $1,000 ($552) $448 COUNTY FAIR $38,661 $3,638 $42,299 JUVENILE DIVERSION $199,924 $22,516 $222,440 DEVELOPMENTALLY DISABLED $44,023 $0 $44,023 SENIOR COORDINATORS $12,500 $0 $12,500 VICTIM ASSISTANCE $75,666 $20,812 $96,478 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 $1,434,694 $519,791 $1,954,485 GENERAL ASSISTANCE: $132,000 $0 $132,000 PUBLIC WORKS $2,378,700 $521,283 $2,899,983 ENGINEERING $372,393 $46,492 $418,885 TOTAL $2,751,093 $567,775 $3,318,868 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 $346,001 ($346,001) $0 BUILDING &GROUNDS $2,272,648 ($2,272,648) $0 FINANCE&ADMINISTRATION $223,922 ($223,922) $0 ACCOUNTING $390,459 ($390,459) $0 PURCHASING $85,412 ($85,412) $0 PERSONNEL $299,137 ($299,137) $0 PBX/PHONES $0 $0 $0 INSURANCE $550,000 ($550,000) $0 NON-DEPARTMENTAL $228,990 ($228,990) $0 BUILDING RENTS $740,330 ($740,330) $0 COMPUTER $1,892,228 ($1,892,228) $0 PRINTING&SUPPLY $31,604 ($31,604) $0 TOTAL $7,060,731 ($7,060,731) $0 67 OO) NON W OO) n W OOOO )0 (0n (7 V ',W aVOOV O (ArV W /A WWNOP) Nn O W N R t 7 n a O 7 "t.N 1 O IQ O "test"- °..° N) r , I Y co co N 0) 0 N. 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U) r r N co U) r r N r r coo r r 1: D_' W r M r ('M M M (DN- r U) r U) N � 0 } v I- Z D 0 U -I U) co CO D a)) U) LO U) N N U) CO U) CO Q I- Cr) 0 U) NCO (O N r--: V O (O 'tr U) r N r (O N Cr CO N A- N N U) r- U) O r M 0 r r co r CO CO CO O r r U) r en Q r. V C fa .. 0 a E z o C co — 2 c U. v T g o CD 'O N J co C U « C •U Q CO C m O O 0 WC .. Z >. CC OoaT) C Ev ov70) aTi � - � � wpU�) v a�i� o w H zm EN `m v c, m co a) c to ' o aoUv aZ) E C S 0 o Z d w l." .L-. t aSm CaS N N C ... W C 0O co _ .L) Y C r N O0 �� CO I JQ o acQ - a CC as a 3 H c yco � O m ¢ m a) c -) m ro = � o ca, iad LUDO O Q Q Wc)) cc " cimtcimy (°..).E = ° � � cpEcr Ernv2Er, aa)) `a) mc0E E 0 d ZE O 2 N o C 2 N d co a) O V E 7 N j o a) O .00 -C 515 0 a) X a) •N a) N C 'a) C F COw WOU0.UQLLUW {- Q a. 25. 0aii UUzwoomdUdw > 0Da. u_ < 73 IT3�l�T WUDc COLORADO 0000 0 0 0 0000 0000 0 0 0 0000 GENERAL FUND 0000 0 0 0 0000 0000 0 0 0 0000 ❑ ❑ ❑ ❑ ❑ ❑ 4 1t* L FUN u-.04„ e e c1angs V N m N . N O m 30,000,000 c co 25,000,000 /sr 20,000,000 01999 44 ffi44 N N 01998 15,000,000 co r4 ODD N O fcs �J .� _ a a J O 10,000,000 8 A N 6 0 s o . A W Of W O N tNO "°"an 3-7.707,7-`�"' ,:,vim v$5,000,000 __ Tint . .. . .':....., K .: $0 3 S rD 0) 5 N j m D m 2 y m a O K 0 N . pow X N 3 0) -' C C n to 0) Cl) N N CD DO to n N N 1999 Revenue TOTAL: $35,543,739 (1998: $33,436,387) Fund Balance 2.8% $1,004,971 Miscellaneous 8.6% ;" $3,070,453 Licenses/Permits 2.7% -a ..er- ', $950,000 Property Tax 64.3% >- Charges for Services 4.5% $22,845,390 $1,601,505 Fines/Fofeitures 0.1% $24,000 t-t,- Intergovernmental 8.8% $3,125,620 Other Taxes 0.2% $73,500 Fee Accounts 8.0% $2,848,300 75 GENERAL FUND Expenditure Changes $16,3 4,352 $20,000,000 '.17,37 •. ; $13,525,560 $1 : a $15,000,000 ' 01999 01998 - $10,000,000 . $1,320,306 957,28$609,12:,416 95:. _ $5,000,000 • Atrr A7-7 " Mit RI NMI amp S fir $0 Public Safety Health & Welfare Misc. Public Works General Gov. Human Serv. Auxilary Culture/Rec. Type of Expenditure Total: $34,443,739 (1998 $33,436,387) Public Safety 50.4% l $17,370,685 �,�p is x ax F r "�W, 47-4.F--wi t4L-y, her Auxilary 1.4% 14:!!%,;:i hi e'^'ir ' `2"tl' ` '�A �'; .!VaMisce u v $97$975,679 Human Services 0.5% $180,207 Culture/Recreation 3 0.2% Health&WeAse14.5°G $1,535,556 Public Works 1.1% $372,393 General Government 39.2% $13,490,149 76 0 coo d I- C CD is ID E nE cw 3r 4 C rr1 CaN I CO I 1 Nu A� i WC:414 O) O) T cz cot) a) cl l!'bT PIN' T y = , rn Mme' T cu 4 tl.) a a, W N mil S= 1- P T 4 T 0) \ \ T O COD (�O N 0 77 1' a) al CD • U X a (D o H 0- ■ ❑ r � 4 cif) , 1'i = co ,-.„, g T E...0 •• co g b ....• looll W T V imi :IL • T 4 ^y , T W I 1N E..' 6 p.,. r • O \ . , • • O O O O O O O N O co co d N r r 78 a T. cts ci 05 Oa x n CZ as CZ I- _ 4.0 ■ ❑ A � 4 : ,„ ca W4 4 . co 0) _ I;;;;:4 2 , ., E,... : \® ,..._ V/ ••�••g cli pit, 0, W kq wil. ! It . a) a) . , I,.I , ,,_ co f - a) 4 aco W N ~ I T C T \ N OD CD \ T a 0 O W (00 N O r 79 GENERAL FUND SUMMARY The General Fund is funded at the level of$34,443,739, up$1,007,352, or 3.01%. The budget for general government functions are down $35,411, 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 $92,868. The reductions are offset by increases in the costs of the District Attorney, which are up $198,634 due to three 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 ($18,035), and the costs of adding the maintenance of three new buildings ($112,098). Public Safety is up $996,333. 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 $144,072, due to less FAA grant matching requirements for the Airport Master Plan development. Subsidy for the Health Department is up$123,375, 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$35,543,739 compared to $33,436,387 in 1998, up $2,107,352, or 6.30%. Without the $384,678 beginning fund balance change the increase is $1,722,674, or 5.15%. Property tax is set at $22,845,390 up $170,713 or 0.75%. 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 $119,310 from rental fees for the new Social Services Annex,tower rentals,and Sheriffs revenues. Other revenue sources remain very stable and unchanged for 1999. Beginning fund balance is anticipated to be $1,004,971 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. 80 00000 000000 00000000000000000000o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00000 000000 00000000000000000000000 66666 666666 000 M o N N 0 0 0 a o 0 6 0 0 0 0 0 0 0 0 m 000) 000000 00N0 N m m Q S m 000000N 0 0 0 0 0 N M mom 000000 m m m r- m r-e o 0 r o Q m o 0 o m m m h a0 e m 666 Ci C) r o r N CJ C') O 0606660 Q Q m 000010 N Q m m m O N Q N r mN m 0 f m 0 r m r 02r LL N 00000 00. 0000 00000000000000000000000 00000 000000 O O o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0600 000000 660d6 r066466666666686 o 00 ° 0 m 000000 o O N m m Q O m 0000000N = r m o o Q 00q60° COCOON m r a o 0 r 0t0,000, W N 0660 Q N 0 0 0 M OR m N N C) Q O m m O m 0 m m r . m N 00000 m m Q m N M r 0 N Q N N N ON M N r f7 co N N U W X 00000 000000 00000000000000000000000 0, 00• 0• 0 000000 00000000000000000000000 66666666 N00i0e 66 $_ 666 mmmN66 O O nv000 0o NNo 0000000N 0 N O m N m v0- 006 m6 r m N N t7 Q 6606666 N OW r m N O O m m m N Q N N ' O N Q N N N N N r C1 0 C) N 0 0 h m m c0 N N r W m 00000 000000 00000000000000000000000 00000 000000 00000000000000000000000 6666 666666 00 m 0 O r 0 0 0 0 0 O O O N O O O m 0 M a o o m o M o 0 o M o o m Q m o 0 0 m O m o m o m W c� Qmmm 606.6 om !O Q ro (') e m CO smmmmoN H m Ci m lD O) V Ci 66 Cl O Ci O N r 0 OM r 0 r 00066 Z CO W NM N. t N M r NMOVN m Q r m ^ In C) N N m r NV m 0, 0 OW m 0 M T N r N Z > r J J W M LL W J LL fn K O m nT Z W Q ,2 C7 c 7 N W J Z W > W W 2 J > mm r X U W w ¢ f YD co H F- ' O ea 20 mNUJ w w < x6• W( 0 Kg CO W J Z > wH O Q F O m 6 O W 2 J o U o O P a H W a xQ Wx o f J o W W Z z000w r r r 4 Z Z m Za Or W W 0UUSJ O Z Ny00wow000v) coq) NV) N V) Ozzzz N a aa - J m W W KUJ mfn Z � UJ U W rrrrr r rr rr- N HF F- F- H zwmo O W m w a a Z Z 0 U Z Q m 2 Q z Q Z Z Z Z Z Q Z Z Z Z Z Q Z Q Z Q Z Z Q Z Z m W W W Q U a 0 > m r W w f J W r" F T K K K a K g K K K K < K K K � K v O r_ H r a• r U a u) r Ur J J a m w a r ? 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W W f Z W U > N � 0 p z OOOOO 0 0 0 0 O1 , O o,oaoo O U U Q O 0 0 0 0 0 OOOOO OOOOO LL 86 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY CQMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board -- 1000-10100 DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area, on a rotating basis each year. Statutory duties also include sitting as a Board of Equalization to hear appeals on tax assessments; sitting as the County Board of Welfare; and filling, by appointment, all vacancies in county offices except the Board of Commissioners. ACTUAL BUDGETED REQUESTED RESOURCES l ASf FY CURRENT FY NEXT Elf NEXT FY Personnel Services $ 354,774 $ 350,467 $ 350,467 $ 364,527 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 $439,430 Revenue Net County Cost $ 418,438 $ 423,270 $ 425,370 $ 439,430 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. Final budget adjustments include an increase in salaries of$14,060. 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: No change. 87 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. iiii4EACTUALON NEBUDGETEMEMREQU STED FINAL • RESQtIRCES MAST lest .., .:::CURRENT FY .: NEXI FY NEXT:;FY Personnel Services $ 337,621 $358,872 $ 358,872 $ 380,347 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 $ 426,001 Revenue 67,570 80,000 80,000 80,000 Net County Cost $ 313,984 $ 315,526 $ 324,526 $ 346,001 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. Final budget adjustments include an increase in salaries of$21,475. 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. 88 COUNTY ATTORNEY (CONTINUED) 1000-10200 WORKLOAD ACTUAL 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: No change. 89 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 �U TED REQUESTED • FINAL RESOURCES LAST FY .< CURRENT FY .. 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 • 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: No chnage. 90 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 91 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board, and processes liquor licenses. ACTUAL BUDGETED REQUESTED FINA . . RESbURCES !J\Si FY Ctik :OENT FY , NEXT FY hiEXT FY Personnel Services $ 74,318 _$ 87,466 $ 87,466 $ 89,770 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 $ 100,482_ • Revenue 11,940 11,164 11,590 11,590 Net County Cost $ 75,943 $ 87,208 $ 86,588 $ 88,892 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. Final budget adjustments include an increase in salaries of$2,304. OBJECTIVES: 1) Maintain all records for the Board of County Commissioners. 2) Complete the conversion of all historical records to the new imaging system. 3) Codify all county ordinances and regulations. 92 CLERIC TO THE BOARD (CONTINUED) 1000-10400 WORKLOAD ACTUAL ESTIMATED PROJECTED Commissioner Meeting 104 104 104 Hearings 73 85 90 Liquor License Hearings 8 10 10 BOE Appeals 277 30 350 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 93 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: CIPrk and RPcnrriar-- lnon-111nn DEPARTMENT DESCRIPTION: Oversees two divisions: 1) Recording records, microfilms, processes and provides certified copies of all legal documents, issues marriage licenses, conducts lien searches; and 2)Motor Vehicle collects registration fees, specific ownership tax, sales tax and files chattel mortgages on motor vehicles, processes title applications, maintains files on all titles and license plates issued in Weld County, provides law enforcement agencies with vehicle registration information. MACTUALM giRBUDGETEEt'ilill!i'S'ftEQUESTElaFINAL NEXT RE$DURGES LAST FY CURRENT FY is NEXT!FY FY Personnel Services $ 1,031,853 $ 1,060,603 $ 1,060,603 $ 1,129,506 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 $ 1,262,423 Revenue 2,038,987 1,800,000 2,000,000 2,000,000 Net County Cost $ -825,735 $ -606,480 $ -806,480 $ -737,577 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. Final budget adjustments include an increase in salaries of $58,903, plus $10,000 for salary increase for the Clerk and Recorder. OBJECTIVES: 1)Maintain all records in each department;2)Provide helpful and efficient statutory services to the public. 94 CLERK AND RECORDER (CONTINUED) 1000-1110o WpRKI.bAb AC7tJAL! ES'TIMATEQ IROJECTED Vehicle Registrations 247,579 250,000 260,000 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 95 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years, conducts voter registration, maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel, service municipal clerks, school districts, special districts, and conducts special elections each November in the off year. ACTUAL ! BUDGETED : REQUESTED FINAL NEXT RESdURCES LAST FY .URRENT r. ,i ..EXT:FY FY,' Personnel Services $ 196,829 $ 217,753 $ 182,710 $ 184,233 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 $ 377,698 Revenue 122,884 25,000 50,000 50,000 Net County Cost $ 242,990 $ 445,566 $ 330,333 $ 327,698 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. Final budget adjustments include an increase in salaries of$1,523. 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. 96 ELECTIONS (CONTINUED) 1000-11200 W4FfICLOAD ':J ACTUlIL ESTIMATED; 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: No change. Board concurred with the recommendation. 97 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TREASURFR BUDGET UNIT TITLE AND NUMBER: Treasurer-- 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as collecting taxes and disbursing funds collected for the state, county school districts, municipalities and special districts. The Treasurer deposits county funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. ACTUAL BUDGETED <REQUESTED FINAL RESOURCES LAST CURRE=NT FY NEXT';FY NEXT EY Personnel Services $ 367,289 $ 349,360 $ 407,591 $ 398,365 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 $ 525,029 Revenue 751,641 737,500 787,500 787,500 Net County Cost $ -200,292 $ -263,028 $ -232,097 $ -262,471 Budget Positions 10 10 11 11 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. Final budget adjustments include an increase in salaries of $31,005, plus $10,000 for the Treasurer's salary. 98 TREASURER (CONTINUED) 1000-12100 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. WORKLOADAil;MACTOALIPielESTIMATED 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. 99 TREASURER (CONTINUED) 1000-12100 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: The Board of County Commissioners took the following actions concerning the Treasurer's budget: 1. Reclassification of the Office Manager to Deputy was withdrawn by the Treasurer. Instead, the Board did approve the request of October 2, 1998, to reorganize the office. Net cost of $4,152. 2. Reclassification for Office Tech IV to Office Manager was denied. 3. Upgrade of Delinquent Tax Specialist position was approved. 4. Request for an additional Accountant position was withdrawn by the Treasurer. 5. The Board approved acquisition of the TelePath phone system for the Assessor and Treasurer with 1998 funds. All other items remain unchanged. 100 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 ' BUi�GETEC Rf�.�UESTER FINAL RESOURCES LAST FY CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 1,234,787 $ 1,275,393 $ 1,302,545 $ 1,376,881 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 $ 1,571,358 Revenue 63,212 39,000 39,000 39,000 Net County Cost $ 1,460,131 $ 1,430,870 $ 1,512,886 $ 1,532,358 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. Final budget adjustments include an increase in salaries of$73,453,plus$10,000 for the Assessor. 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. 101 ASSESSOR (CONTINUED) 1000-13100 WORKLOAD ACTUAL ESTIMAT D 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: The Board approved the TelePath phone system to be installed in the Assessor's and Treasurer's Offices in 1998 with 1998 funds, so no impact on the 1999 budget. With the installation of the TelePath phone system the Assessor agreed to eliminate an Office Tech II position effective August 1, 1999. As a result, the budget was reduced by $9,117. All other items were approved as recommended. 102 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council -- 1000-14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners. ACTUAL BUDGETED REQUESTED FINAL NEXT RESOURCES LAST' FY CURRENT FY NEXT fY FY Personnel Services $ 8,216 $ 12,043 $ 12,043 $ 14,644 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 $ 24,801 Revenue 0 0 0 0 Net County Cost $ 11,875 $ 22,200 $ 22,200 $ 24,801 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. Final budget adjustments include an increase in salaries of$2,601. 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. 103 COUNTY COUNCIL (CONTINUED) 1000-14100 WORKLOAD ACTUAL ESTIMATED PROJECTED Performance Audits 0 0 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval BOARD ACTION: No change. 104 a >, • c O U 0 CD ' X co I— IJ I . 4 .14,;.) t.,.,,i;i;:i4i.DiT,f.:.:.:,„,.:1.,„...,,,,,:::,:„,1 ,:?.......,::,.,,F4.,tt,:.;,:ty....yoldtmvikt,75:0.,4.4,7„eai,.,.:;:.:.;,._;:cs.,.( ca 0) OD 44 1.... 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O, iiii •pi.ol • T 0) a) P' T 5 o ` • \ T late v N O N T 0 ..- 106 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney -- 1000-15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies;answers all criminal complaints of the people; handles such civil matters as juvenile actions, and non-support actions; serves as attorney for all county officers except the County Commissioners; handles consumer fraud and welfare fraud complaints. . .............................. ACTUAL BUDGETED REQUESTED RECOMMIEND ! RESOURCES ? LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,503,563 _$ 1,612,497 $ 1,750,583 $ 1,752,493 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 $ 1,930,026 Revenue 80,496 75,600 78,600 78,600 Net County Cost $ 1,578,407 $ 1,689,716 $ 1,849,516 $ 1,851,426 Budget Positions 31.25 _ 32.25 36.25 35.25 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. Final budget adjustments include an increase in salaries of$43,820. OBJECTIVES: Prosecute cases as indicated below in workload measures. 107 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: The Board took the following actions: 1. Approved the funding of two remote terminal operator positions effective July 27, 1998. 2. Approved the funding of an additional Deputy DA for County Court for Domestic Violence cases. 3. Due to the Drug Task Force grant funding the Deputy DA assigned to the Drug Task Force, it was not necessary to fund the position in the General Fund. As a result the recommended budget was reduced by $41,910. 4. The Board approved the upgrade of the receptionist position in the DA's Office from an Office Tech II to Office Tech III. 5. All other items in the DA's Budget were approved by the Board. 108 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 BUDGETED REQUESTED FINAL RESOURCES LAST PY CURREIJT FY NEXT FY NEXT FY Personnel Services $ 204,050 $ 224,757 $ 224,757 $ 235,811 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 $ 256,003 Revenue 66,243 49,355 56,079 56,079 Net County Cost $ 161,173 $ 195,594 $ 188,870 $ 199,924 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. Final budget adjustments include an increase in salaries of$11,054. 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. 109 JUVENILE DIVERSION (CONTINUED) 1 000-1 52 00 WORKLOAD ACTUAL ESTIMATED PROJECTED Provide counseling/supervision 221 accepted 225 250 to 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: No change. 110 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 $ 170,289 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 $ 190,747 Revenue 498,023 121,518 115,081 115,081 Net County Cost $ 68,830 $ 48,579 $ 55,016 $ 75,666 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. ' Final budget adjustments include an increase in salaries of$20,650. 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. 111 VICTIM ASSISTANCE (CONTINUED) 1000-15300 WORKLOAD ACTUAL W ESTIMATED PROJECTED .I 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: No change. 112 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. MADTUALIEN ElikIDGETEDM ! REQUESTED FINAL. iiigii]SEREtOURCESNOLAST FY CURRENT FY NEXT F ' NEXT FY Personnel Services $ 191,894 $ 203,989 $ 203,989 $ 218,006 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 $ 223,922 Revenue Net County Cost $ 203,487 $ 209,905 $ 209,905 $ 223,922 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$14,017. No other changes in 1999 budget. 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. WORKLOAD ACTUAL ESTIMATEDZPROJECTEDj. Insurance .10 FTE .10 FTE .10 FTE Budget .45 FTE .45 FTE .45 FTE General Administration .25 FTE .25 FTE .25 FTE Supervision of Administrative .45 FTE .45 FTE .45 FTE function Clerk to the Board .75 FTE ,75 FTE .75 FTE FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 113 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ACCOUNTING DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Arrnuntin© -- 1nnn-1F7nn DEPARTMENT DESCRIPTION: Is in charge of all general accounting functions. Must maintain and produce accurate records for departments' use to allow proper budgetary control. Maintains records for grants in the county, and assists in the annual audit by an independent auditor. Issues county warrants and provides budgetary control by processing supplemental appropriations, etc. ACTUAL BUDGETED REQUESTED FINAL :EHUllES.0RCESA1O: !' LAST FY RURRi"NT PY NEXT FY NEXT FY Personnel Services $ 279,103 $ 290,518 $ 278,223 $ 292,400 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 $ 390,459 Revenue Net County Cost $ 353,879 $ 388,577 $ 376,282 $ 390,459 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. Final budget adjustments include an increase in salaries of$14,177. 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. 114 ACCOUNTING (CONTINUED) 1000-16200 WORKLOAD ACTUAL ESTIMATED PROJECTED 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: No change. Board reaffirmed the July, 1998 re—organization. 115 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Purchasing -- 1000-16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Seeks approval from the Board of County Commissioners on all bids. ACTUAL BUDGETED REQUESTED FINAL RESOUF A 'E LAS FY CURRENT FY NEXT elf NEXT Elf Personnel Services $ 72,153 $ 72,886 $ 72,886 $ 77,968 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 $ 85,412 Revenue Net County Cost $ 81,296_ $ 80,330 $ 80,330 $ 85,412 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$5,082. No other changes in 1999 budget. 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. 116 PURCHASING (CONTINUED) 1000-16300 WORKLOAI? ACTUAL ESTIMATEt] PitOJECTID • 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: No change. 117 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENFRAL SERVICES BUDGET UNIT TITLE AND NUMBER: Personnel -- 1000-16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. The department is responsible for setting up employment policies, rules,job classification and compensation. All job applicants submit applications to the Personnel Department, which screens them according to skills, education and experience; then they refer three-five chosen applicants to departments for interviews. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT Pf NEXT FY Personnel Services $ 224,037 $ 232,599 $ 255,697 $ 272,201 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 $ 299,137 Revenue Net County Cost $ 303,360 $ 259,535 _$ 282,633 $ 299,137 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. Final budget adjustments include an increase in salaries of$16,504. 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. 118 PERSONNEL (CONTINUED) 1000-16400 ...egan.mpWORKLOAD ACTUAL ESTIMATED PROJECTED Weld County Liability Claims .127 130 130 Training Sessions 21 25 25 Sheriffs 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, insurance, and benefit administration. BOARD ACTION: Board approved the recommended budget with the additional Office Tech II position for risk management, insurance, and benefit administration. 119 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning Services -- 1000-17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land-use decisions in relationship to the Weld County Comprehensive Plan, issues permits, and administers zoning and subdivision ordinances. Assists Weld County citizens and jurisdictions with land use decisions and community development activities. ACTUAL BUDGETED = REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 420,825 $ 437,858 $ 495,192 $ 515,001 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 $ 509,371 Revenue 299,830 228,336 309,800 309,800 Net County Cost $ 122,317 $ 202,592 $ 179,762 $ 199,571 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. Final budget adjustments include an increase in salaries of$19,809. 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. 120 PLANNING AND ZONING (CONTINUED) 1 000-1 71 00 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: Board approved the budget as recommended with reaffirmation of the approval of the Long Range Planner. The decrease in the subdivision exemption fee was approved with no significant fiscal impact. 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GFNFRAL 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 966,335 $ 1,071,736 $ 1,154,054 $ 1,204,022 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 $ 2,499,298 Revenue 147,236 190,826 226,650 226,650 Net County Cost $ 1,735,185 $ 2,146,406 $ 2,222,680 $ 2,272,648 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. Final budget adjustments include an increase in salaries of$49,968. OBJECTIVES: 1) Maintain Weld County property to the highest standards possible; and 2) Complete all capital projects approved by the Board. 122 BUILDINGS AND GROUNDS (CONTINUED) 1000-17200 WORKLOAD ACTUAL' ESTIMATED PROJECTED 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: Board approved the three additional positions and three upgrades. The added costs for the new buildings were approved as recommended. 123 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Computer Services -- 1000-17300 DEPARTMENT DESCRIPTION: Computer services provides data processing support services to Weld County and a few outside agencies via a contract with SCT Corporation. ACTUAL BUDGETED .REQUESTED FINAL RESOURCES LAS'! FY ,I CURRENT FY NEXTFY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 _ Supplies 182,882 0 0 0 Purchased Services 1,585,435 1,660,961 1,712,511 1,687,380 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 $ 1,933,508 Revenue 497,046 40,000 41,280 41,280 Net County Cost $ 1,716,111 $ 1,870,360 $ 1,917,359 $ 1,892,228 Budget Positions -- _ -- -- -- SUMMARY OF CHANGES: SCT contract costs reflect a 1.64% CPI, for a contract increase of $26,420,for a total of$1,637,380. 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. Funds are 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. 124 COMPUTER SERVICES (CONTINUED) 1000-17300 MiSliiiMANORKLOADagginiM nESTIMATEDNIPROIECTEO 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: Actual cost-of-living adjustment for the SCT Contract was 1.64%, which increased the contract to$1,637,380. The increase was$26,420, instead of the$51,551 budgeted in the proposed budget. This resulted in a reduction of$25,131. The Board approved funding resources for the web site development and continuation of additional network FTE in SCT ($42,350). The Information Services Governance Committee will review all new hardware and software requests and recommend a 1999 Information Services Work Plan within the$500,000 for budgeted resources. 125 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Geographical Information System --1000-17950 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. ACTUALBUDGETED REQUESTED FINA . RESOURCES ! LAST FY CURRENT FY 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. WORKLO4D ACTUAL ESTIMATED PROJECTED Mapping 0 400 sq. miles 500 sq. miles Training 5 staff 15 staff 35 staff 126 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: No change. Board reaffirmed support of the GIS Project. 127 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. AC UALgigguppgrgrntiglogovgpTgatFINAL:; RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY 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: No change. 128 CAPITAL OUTLAY (CONTINUED) 1000-17500 REQUESTED RECOMMENDED APPROVED FAIR: Step Tables $ 4,000 $ 4,000 $ 4,000 Wire Panels 1,000 1,000 1,000 CLERK AND RECORDER: Map/Plat Cabinets (2) 11,000 11,000 11,000 BUILDING AND GROUNDS: Lawn Equipment 7,000 7,000 7,000 UNDESIGNATED 27.000 27.000 27,000 TOTAL $ 50,000 $ 50,000 $ 50,000 129 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 FINAL. RESOURCES LAST FY CURRENT PY NEXT F t 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. 130 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: No change. 131 a) 0 wist WI co p c0 U X tD C c0 L F- CO ICICa `a Za WEt O aCO A~' T W �4/� 0, a)•A•' 411! cSici T in cia W V A' 0 W 4 co A� a) W1-1 ill i 0) a) T T 5 T 0 \ \ I- N O 000 CEO V' N r T 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary --All Departments DEPARTMENT DESCRIPTION: See individual units. ACTUAL ... BUDGETED REQUESTED FINAL RESOURCES LAST FY ' CURRENT FY ! NEXT FY NEXT FY Personnel Services $ 8,146,680 $ 9,012,687 $ 9,211,249 $ 9,536,456 Supplies 378,116 214,645 330,016 330,016 Purchased Services 1,805,342 2,369,023 2,356,641 2,356,682 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 $ 12,302,348 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 $ 11,123,393 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 $618,993 (5.30%), and the net county cost is up $762,514 (7.36%). Final budget adjustments include an increase in salaries of$325,207. OBJECTIVES: See Individual Organization Units. WORKLOAD ACTUAL ESTIMATED 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: See individual organizational budget units. 133 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. neiMaiiiiiiikeettag:tifACTUALENBUDGETED REQUESTED FINAL . RESOURCES LAST FY CURRENT FY NEXT PY NEXT FY........... ... ... .. . Personnel Services $ 484,604 $ 464,397 $ 481,050 $ 540,182 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 $ 678,574 Revenue 20,327 17,100 16,000 16,000 Net County Cost $ 569,426 _$ 563,034 $ 603,442 $ 662,574 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. Final budget adjustments include an increase in salaries of$45,132, plus$14,000 for the Sheriffs salary. 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. 134 SHERIFF ADMINISTRATION (CONTINUED) 1000-21100 WORKLOAD ACTUAL ESTIMATED PROJECTED 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: Board approved the upgrade of two Office Tech III to Office Tech IV positions. Board also approved mid-year transfer of Booking Tech position from the North Jail Complex. No other changes. 135 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Operations -- 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety in unincorporated areas of county and within municipalities contracting for law enforcement service. Department provides crime prevention information and strategy education, serves civil process and arrest warrants, transports prisoners, and conducts criminal investigations. Activities are frequently coordinated with municipal, other county, state and federal law enforcement and regulatory agencies. ACTUAL BUDGETED REQUESTED FINAL RESOIfRCES LAS FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,589,117 $ 2,543,172 $ 2,710,690 $ 2,806,558 Supplies 50,025 38,000 77,906 77,906 Purchased Services 302,927 531,478 537,258 539,358 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 $ 3,462,166 Revenue 196,731 187,846 267,104 267,104 Net County Cost $ 2,916,851 $ 2,971,604 $ 3,097,094 $ 3,195,062 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 costs 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. Final budget adjustments include an increase in salaries of$95,868. 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. 136 SHERIFFS OPERATIONS (CONTINUED) 1000-21200 ......... .. ........................ WORKLOAD ACTUAL 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 Lone-Term Analysis 1998-2610, 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: The Board approved the budget as recommended including the four additional staff members included in the COPS UHP grant. In addition, $2,100 was added to the budget for the increased rent for the Del Camino Substation. 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Countywide Animal Control -- 1000-21730 DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-large. Department composed of three, half-time, hourly positions providing a total of 60 hours service each week. Response outside the dedicated time provided by deputies is limited to cases where public safety threat exists. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 33,583 $ 37,106 $ 37,106 $ 38,551 Supplies 1,075 1,450 2,100 2,100 Purchased Services 44,281 57,015 63,200 61,141 Fixed Charges 5,780 0 0 0 Capital 0 4,200 0 0 Gross County Cost $ 84,719 $ 99,771 $ 102,406 $ 101,792 Revenue 24 0 0 0 Net County Cost $ 84,695 $ 99,771 $ 102,406 $ 101,792 Budget Positions 1.5 1.5 1.5 1.5 SUMMARY OF CHANGES: The main change is due to a $6,514 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. Final budget adjustments include an increase in salaries of$1,445. OBJECTIVES: 1) Provide efficient and effective service within allocated resources. 138 SHERIFFS OPERATIONS (CONTINUED) 1000-21230 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION:The Board approved the recommended budget with an adjustment of reducing the contract amount for the Northern Colorado Animal League by $2,059 based upon utilization. 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHFRIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic I.aboratory -- 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 77,599 $ 80,817 $ 80,817 $ 86,364 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 $ 122,987 Revenue 8,305 59,316 62,583 62,583 Net County Cost $ 105,386 $ 61,824 $ 54,857 $ 60,404 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. Final budget adjustments include an increase in salaries of$5,547. OBJECTIVES: 1) Provide accurate, competent, and timely analysis of evidence to meet the needs of submitting agencies; and, 2) Maintain ASCLD Laboratory certification. 140 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 WORKLOAD ACTUAL, ESTIMATED E.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: No change. 141 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 FINAL 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. 142 MULTI JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 WORKLOAD ACTUAL; STIMATED PROJECTED Criminal Cases 241 270 297 Drug Arrest 75 100 110 Search Warrants 63 84 92 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 143 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S nFFICF BUDGET UNIT TITLE AND NUMBER. North Jail Complex - 100024410 DEPARTMENT DESCRIPTION: The county jail is an adult facility with no detention capability for juvenile offenders. The Sheriff must receive and safely keep all prisoners lawfully committed. The jail is mandated to be clean, wholesome, safe, well-maintained and in good repair by Colorado statutes and a wide range of professional services, including medical care, food preparation, structured prisoner programs and activities are provided to meet these mandates. The county jail also operates a non-secure residential work release facility and electronic home monitoring as jail alternative programs. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 506,991 $ 2,930,011 $ 2,930,011 $ 2,978,500 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 $ 4,505,629 Revenue 812,772 489,587 489,587 Net County Cost $ 716,635 $ 3,555,214 $ 3,967,553 $ 4,016,042 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. Final budget adjustments include an increase in salaries of$48,489. 144 NORTH JAIL COMPLEX (CONTINUED) 1000-24410 OBJECTIVES: 1) Perform statutory duties of the Sheriff as Keeper of the Jail in an efficient and effective manner; and 2) Identify and implement Jail alternatives to prolong the useful life of the new jail facility. WORKLOAD ACTUAL ESTIMATED PROJECTED Average Daily Population 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: No change. Board approved mid-year transfer of Booking Tech position to Sheriff Administration. 145 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 REt1UESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,269,902 $ 2,788,538 $ 2,788,538 $ 2,900,079 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 $ 3,122,048 Revenue 1,222,984 85,000 167,500 167,500 Net County Cost $ 4,525,990 _ $ 2,998,560_ $ 2,843,007 $ 2,954,548 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. Final budget adjustments include an increase in salaries of$111,541. 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. 146 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: No change. 147 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 ' FINAL RESOURCES LAS FY CURRENT iFt NEXT FY NEXT FX Personnel Services $ 44,583 $ 46,586 $ 46,586 $ 49,771 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 $ 84,891 Revenue 44,858 38,380 39,730 39,730 Net County Cost $ 32,467 _ $ 40,626 $ 41,976 $ 45,161 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. Final budget adjustments include an increase in salaries of$3,185. OBJECTIVES: Comply with state and federal EMA programs. 148 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 WORKLOAD ACTUAL? ESTIMATED PROJECTED 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: No change. 149 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, • I BUDGETED REQUESTED FINAL! RESOURCES LAST FY ::CURRENT FY :. NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 198 0 0 0 Purchased Services 666,721 784,288 774,825 764,825 Fixed Charges 2,586_ 0 0 0 Capital 0 0 0 0 Gross County Cost $ 669,505 $ 784,288 $ 774,825 $ 764,825 Revenue 62,639 , 166,213 171,591 197,091 Net County Cost $ 606,866 $ 618,075 $ 603,234 $ 567,734 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: 150 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 10,000 10,000 0 Tower Rental 17,250 4,980 4,980 0 Utilities 6.000 11.100 11.100 0 TOTAL COST $247,034 $224,630 $124,630 $100,000 151 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 $1,287,228 $729,825 $557,403 The County.receives any cost reimbursement from user agencies for radio repair ($20,000), Emergency Medical Dispatchers($106,320),tower rentals($38,208),and reimbursementforAirLife servcies$(38,048) for a net cost of$567,734. Of the above costs, the$1,287,228 contract will be allocated as follows: $729,825 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 $50,341 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 up $13,230 with an offset of$5,100 in added utility costs, and computer maintenance costs are up $6,068. Total contract costs are down $2,458 with revenues being up $30,878 for a net decrease of $33,336. 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. 152 COUNTY-WIDE COMMUNICATIONS (CONTINUED) 1000-22100 ACTUAL ESTIMATED PROJECTED WORKLOAD . LAST FY CURRENT NEXT 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: Board approved the budget with a $10,000 reduction in expenses due to City of Greeley not funding its share of the GIS mapping interface. In addition, revenue was increased $25,500 due to tower rental revenue increases. 153 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. imglAgxusgoi goillgOpqampl `'REQUESTEDItiggit;Npapolg RESOURCES LAST FY CURRENT FYO nili!!NEXtfitniSNEXTNEXT'Pt 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 PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: No change. 154 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: F-911 Administration -- 1000-22300 DEPARTMENT DESCRIPTION: Administration of County-wide E-911 system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT;FY NEXT:FT 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 ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 155 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System -- 1000-22400 DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch, criminal records management, jail records management, and prosecution system. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT,FY 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. 156 CRIMINAL JUSTICE INFORMATION SYSTEM (CONTINUED) 1000-22400 WQRKLQAD 11Gfj.A ESTIMATED 'RQJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 157 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER BUDGET UNIT TITLE AND NUMBER: Coroner-- 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies are performed in all cases of suspicious death or at the discretion of the Coroner's or District Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner usually employs the registered pathologists and laboratory facilities of North Colorado Medical Center and McKee Medical Center. • ACTUAL . • BUDGETED REQUESTER FINAi RESOURCES LAST FY CURRENT FY NEXT€F7 NEXT FY • Personnel Services $ 115,505 $ 118,087 $ 118,087 $ 129,884 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 $ 267,508 Revenue 1,205 500 500 500 Net County Cost $ 251,588 $ 249,751 $ 255,211 $ 267,008 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 to a rate increase and anticipated number of cases. All other items remain the same. Final budget adjustments include an increase in salaries of$3,797, plus an$8,000 increase for the Coroner. OBJECTIVES: To maintain office per statute regarding unattended deaths and investigations. WORKLOAD ACTUAL ESTIMATOR PROJECTED Death Caseload 589 650 700 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change 158 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY CORRECTIONS BUDGET UNIT TITLE AND NUMBER: Community Corrections -- 1000-24200 DEPARTMENT DESCRIPTION: Program is a contract with State of Colorado in accordance with Section 17-27-101, et seq, CRS, 1973,which authorizes the diversion of non-violent offenders not eligible for probation from state penal facilities to community programs. Operates under the Board of County Commissioners with delegated authority to the Community Corrections Board. ACTUAL . BUDGETED REQUESTED FINAL NEXT • RESOURCES LAST FY CURRENT FY NEXT FY 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: No change. 159 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 BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY ! NEXT FY Personnel Services $ 327,511 $ 343,996 $ 435,652 $ 456,272 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 $ 556,500 Revenue 663,433 575,200 695,200 695,200 Net County Cost $ -224,612 $ -130,976 $ -159,320 $ -138,700 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. Final budget adjustments include an increase in salaries of $20,620. 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. 160 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: No change. Board reaffirmed approval of mid-year additional positions. 161 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. AG tUAL �tlDGETEt3 REUUf=S1 EDIIINAL NE)(T RESOURCES LAS FY CURRENT FY NEXtFY FY Personnel Services $ 87,383 $ 83,589 $ 109,989 $ 113,174 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 $ 208,281 Revenue 17,338 1,000 1,000 1,000 Net County Cost $ 161,781 $ 205,096 $ 205,096 $ 207,281 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$3,185. No other changes to the 1999 budget. 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. 162 WEEDS AND PESTS (CONTINUED) 1000-26100 .................................. ... WORKLOAD ACTUAL! ESTIMATED PROJECTED 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: No change. 163 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. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY 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. 164 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: No change. 165 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 BUD ETED REQUESTED FINAL RESOUitCES LAS FY CURRENT FY NEXT FY NEXT FY 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. 166 MISSILE SITE PARIS (CONTINUED) 1000-50100 WORKLOAD ACTi3AL ESTIMATED PROJECTED 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: No change. 167 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 FINAL RESOURCES LAST FY ' CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services Fixed Charges Capital 200,000 271,850 100,000 127,778 Gross County Cost $ 200,000 $ 271,850 $ 100,000 $ 127,778 Revenue Net County Cost $ 200,000 $ 271,850 $ 100,000 $ 127,778 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: Board approved the additional $27,778 for FAA matching funds for the Airport expansion project in 1999. 168 r O O r N. 0 to toVOA r :;'J. N IOo N 'co O 00 00 C . t (C) -V" ((0 tr. 0 0 0 m 1. : : N- LO V' co (O Co r r a' "'�'< CO r LO N r r to ::: r r r r Einii.M.: s 69 I 1 CD CO CO CO O O O O CI) OI CO (O (O 0 0.: (O (D M r r O t:0'` CO CO O CO . V V (00 `iO:F CO (O to a�'&V3`E r taiiV r r r' l ;ig 69 ?:Y.i:: 69 0 0 I I O O O O 0 1 0 OI O O 0 0 O 0 0 O 1.�. O.::: : : O 0 0 0 0 O bei 0 :r:� M 69 69. O • 0, O ON O O O ti N U M O �f O O O co co r (f) Z CO CM')- Or N-CC) CO 0 M O c xi OM Q M to r O 0 CO CO (O CO 0 a 5 �,. CO- r to CO Lo X W 69 CC O "t 0 .4. O (— N. V i M LOo Cr) O O O O m W 0') (0 U)) con O OM) OM) co Q fl). co co O r r M - 69 69 ~ O O ^ O O «) � 0l 00) I I 00) N i i M M 00) .goo O O N 6 6 0 (17'!: d' C (Op 7 ,.V1:7, r r N r 3£s`: =Miii 69 r S 69 C O U O7 0 co co(�o Y O W E m co W a f6 2 Q I N 7 y H in E ~ Q W CiiO m o CD n m CO N < > 0 LL 1- LL 0 LL O W- 0 X C) W U WO CC 169 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. :REACTUAVERNBUDO.ETELYMREQUESTED EINAL NEXT RESOURCES LAS! FY CURRENT fY NEXT Elf 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: No change. 170 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATFR MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management -- 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 :REQUESTED;.:'FINALi RESOURCES LAS 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: No change. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Centennial Developmental Services Inc -- 1000-5613Q DEPARTMENT DESCRIPTION: Weld County's financial support of Centennial Development Services, Inc., which provides services for the developmentally disabled citizens of the county. !IONACTUALEM ';BUDGETED REQUESTED FINAL IntitStitiltdESES attAgriftgiiiigCURRENT FY NEXPE NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services 41,105 43,160 213,604 44,023 Fixed Charges Capital Gross County Cost $ 41,105 _$ 43,160 $ 213,604 $ 44,023 Revenue Net County Cost $ 41,105 $ 43,160 $ 213,604 $ 44,123 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. 172 DEVELOPMENTALLY DISABLED (CONTINUED) 1000-56130 ............. ......................... WORKLOAB ACTUAL ; 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: Board approved a 2% cost-of-living adjustment for a cost of$863, but denied any additional increases or dedicated mill levy. 173 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Front Range BUDGET UNIT TITLE AND NUMBER: Rehavinral 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 FINAL NEXT RESOURCES LAST FY CURRENT FY NEXT FY 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, $29,000 for inpatient care at NCMC and $15,000 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. 174 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: Board restored funding of $91,875 for NFRBH, with the understanding that NFRBH will cooperate with Social Services in attempting to reduce out-of-home placement costs for mentally ill youth in Weld County. 175 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 BUDGETED REQUESTED FINAL'. RESOURCES LAST FY CURRENT Frg SMNEXtftia; NEXT FY 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 WORKLOAD ACTUAL ' ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. District Attorney and Sheriff still strongly support funding of this program. BOARD ACTION: No change. 176 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFFRS BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging Transfer-- 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). ACTUAL BUDG TEDgifteggEsTeoggigenNALg.EgR 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 ACTUALi ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 177 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. ACTUAL ' BUDGETED . REQUESTED FJNAi RESOURCES LAST' FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services Fixed Charges 1,202,731 1,276,306 1,393,847 1,399,681 Capital Gross County Cost $ 1,202,731 $ 1,276,306 $ 1,393,847 $ 1,399,681 Revenue Net County Cost $ 1,202,731 $ 1,276,306 $ 1,393,847 $ 1,399,681 Budget Positions -- -- -- SUMMARY OF CHANGES: See Health Fund for details. OBJECTIVES: See Health Fund for details. WORKLOAD ACTUAL ' ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board increased final budget by$5,834 for salary adjustments of 6%, plus 4% cost-of-living for the classification series of Environmental Health Specialists. 178 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 REQUESTED FINAL NEXT RESOURCES LAST FY CURRENT FY NEXT FY FY 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: No change. County's funding is contingent upon the City of Greeley's continued equal funding. 179 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 FINAL RESOURCES LAST FY CURRENT FY NEXT;FY NEXT FY 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 WORKLOAD ACTUAL" ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: No change. 180 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- 181 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. AC UAL BUDGETED REQUESTED FINAL NEXT RESOURCES LAST FY CURRENT FY NEXT FY 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 40,990 Capital 1,650 0 0 0 Gross County Cost $ 397,199 $ 208,000 $ 208,000 $ 228,990 Revenue 23,187,009 25,207,347 25,748,393 25,740,822 Net County Cost $ -22,789,810 $ -24,999,347 $ -25,540,393 $ -25,511,832 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: Board added the net residual of all General Fund budget changes of$20,990 to miscellaneous expenses. No other changes. 182 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. ACTUAL BUDGETED REQUESTED FINAL; RESOURCES LAST FY CURRENT FY .NEXT/Pr*:' NEXT FY 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. 183 EXTENSION (CONTINUED) 1000-96100 WORKLOAD ACTUAL; ESTIMATED PROJECTED 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: No changes. 184 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 , FINAL NEXT RESOURCES LAST FY CURRENT FY NEXT FY 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 0.3 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: No changes. 185 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SFRVICFS BUDGET UNIT TITLE AND NUMBER: Veteran's Office -- 1000-96400 DEPARTMENT DESCRIPTION: Provides all types of services to Veterans of Weld County. nieWPMENNEMMUIRAC UAL SUDOETEp REQUE5TE© FfNAT_ Iii!EREdothiCESSMINLASY FY CURRENT FY NEXT Ygigg. 'IN'gfie)(r,ffYRO Personnel Services $ 38,555 $ 40,368 $ 40,368 $ 43,124 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 $ 50,412 • Revenue 600 600 2,400 2,400 Net County Cost $ 41,976 $ 47,056 $ 45,256 $ 48,012 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. Final budget adjustments include an increase in salaries of $2,756. 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. 186 VETERANS OFFICE (CONTINUED) 1000-96400 WORKLOAD ACTUAL ESTIMATED PROJECTED 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: No change. 187 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENFRAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency -- 1000-99999 DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In those proposed budget, this includes appropriations for points of issue. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAS`t FY CURRENT FY <!. NEXTF`! NEXT FY Personnel Services $ 0 $ 741,970 $ 0 Supplies Purchased Services Fixed Charges Capital Gross County Cost $ 0 $ 741,970 $ 0 Revenue Net County Cost $ 0 $ 741,970 $ 0 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; therefore, the pay system has 7 steps in 1999, 8 steps in 2000, and 9 steps in 2001. 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 9 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 ($125,184) to a continual criticism of the Weld County pay plan by employees, especially since Weld County has limited upgrades of positions and creation of new positions over time. BOARD ACTION: Board approved the 4% cost-of-living increase, plus added three longevity steps to the county pay plan to be added incrementally over the next three years. The county pay system will move from 6 steps to 9 steps by the year 2001. The Board also approved a 4.8% increase in the health plan rates and county contribution. All other benefits were left the same for 1999. 188 PUBLIC WORKS FUND JIML O ' µl4 ' r-- co if a r.. s � t-tO O -h-1-1...6,11k, " _ > Nu) co .. N U) 0 LL o kVO �q `O p � � a a7 .� � 500 us � : as iint s t a"^f O � ,{g�a ,`t'¢v of x, wd"As 1.,,":, 7 ",/w,Vii ,�f' .47 a ' ,3Er�-�.y'�"y ,`rte^ tit;"iii,•- }k s44,1”,44- .41; c VH j 1�ay. 5 h3` kar ( O co o _ \' ' 1 N O O o O o — .i'....4;-7- , ti ke x fi, Qi a O rn o u) N O t ,;,. ..n., � 0 O �, L 'ism N. .sc..„ C a co m (O-m r "f l� r 0 69- L W C C U J a 1 189 rn m m a) a)T T 44. 0 0 x 589'05l$ , rc CI p r r� ' e g . 00ti'968$ `° «A Ecn— .. v s. T) d ggi 0�Za ® 000'£0ti$ -• `. D ` 000'006'Z$ F-' �I D d . 000'00Z' •. C) CC „:21.3 000'tint O N _ ..� 6 O 000'0£4" m O _' Qs 111 a -A Cr .4 c 0 � 050 L$ E . r 0 x w 'gee g4.2',.*4 45' yr+ �' lb` s -r;,-•c 's '�" X+ f s �` 3- ` xZ X sH i ,,� .2' '. n4'd�"s i s '-',./.', '{R li c a ' 4 _ '; O O O a cm 0 2 z O O O O �•� a.:::., . '"1.lin O O O O OD (O 8 N to H3 (3 190 O g O t N O Cy El U N 0 E ' r 1 d o•av in n m ow w Cl)vl 0 0 .y CO ct w XI i- '1el a'3 V n CD la I l PS cc- W �, a O He i ov tea=s^k,' 619 �a •oN /� u V\ 0 0 2 _ C71 a a n H 0 m rl F., m - limmi O m» .^: H o l N V - d n N Te9 C Q7 9 m maN W K op a) a) 0) a) a) O i 3 4F" : H N CO k ,` h, x cl i H m cn cs cn 10 E kI' 05 U R COIll '7 b rat\ ; yco _1 x re 04 � w .- COa (� '_ _'(EMI 1 .12I� co \ o cn 1 Ch Nllk,smimmnimim . 1 01 p§_ Q§.p § v§.p p§.Q p§Q y§y §§ a \p p . co S E § S E 6 S O W 8 Q N O 191 N f_ o y U O • x To 104� M � gli:_ O 4 v a W .oa, p.oT z ci, • • .,_ ini cy, , , ,.. .1 ,p4 pi 03 T g b ,, uu a) T WT aT 4 ipt. IIL cf, a, Ica -tiva 7i Emmia) T rn T i 0 \ N• a) a)T —i■lrO oO CO ((0 a T 192 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 #47/688. Charges for services for a subdivision ($45,860) and the Airport Terminal apron ($100,725) are up$146,585. Other revenues are stable. The resources for 1999 are up $854,257 at $15,058,685 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 set 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 #47/688). Contract services are $2,983,681, up $144,329. Asphalt purchases are budgeted at $1,876,028, down $284,941. 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. The finalized 1999 Public Works Work Plan is presented at the end of this section with specific projects. 193 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 $ 2,333,036 Administration 440,828 Maintenance Support 1,034,577 Bridges: 5/42A 482,000 47/688 364,400 Asphalt 257,878 Overlays, reconstruction, chip and seal projects 2,983,681 TOTAL $ 7,896,400 194 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 $ 1,532,971 $ 0 $ 1,532,971 Graders 2,333,036 2,333,036 0 Maintenance Support 1,034,577 1,034,577 0 Trucking 1,507,547 0 1,507,547 Mining 949,607 0 949,607 Administration 440,828 440,828 0 Municipalities 549,660 0 549,660 • Public Works: Miscellaneous 385,933 0 385,933 Bridges 1,058,000 846,400 211,600 Part-time 406,817 0 406,817 Asphalt 1,876,028 257,878 1,618,150 Contract 2,983,681 2,983,681 0 $15,058,685 $ 7,896,400 $ 7,162,285 Based upon the above allocation, Weld County at a minimum must competitively bid out bridge projects totaling $1,058,000, asphalt of$257,878, and contracts for overlays, reconstruction and chip and seal of$2,983,681. However it is anticipated that, in addition to the minimum required by law, Weld County will bid out an additional $1,618,150 in asphalt purchases, for a total of $5,917,709 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. 195 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 a O O a 0 0 0 0 0 0 0 N O a a Y) O O O O 0 0 0 0 0 0 0 to 0 0 0 0 l- to r O o 0 0 0 o a a to 0 0 0 0 m O 60 N O O O h 6 0 o r ,- N rd o f 0 T N .- N CO a 0 NCO N r 0 01 m Z N N id r O M ✓ LL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 0 O O O a O G o O O O O a 0 0 0 C o co O O 0 0 0 0 0 0 0 0 0 0 0 a Z r o n o 0 o O o o a a • o 0 0 0 W O)O m O 6 0 0 0 N N T N - N N_ ) a T'. 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M M N m 0 a U < a O O O O O O O O O 2 0 0 0 0 0 0 0 0 0 LL N N N N N N N N N 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Nnn-Departmental Revenue -- 700(1-90100 DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. ACTUAL BUDGETED REQUESTED FINAL RESOURCES LAST FY CURRENT FY ! NEXT P` 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 13,858,685 Net County Cost $ -12,904,001 $ -15,535,667 $ 13,712,100 $ 13,858,685 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. Changes for services include Martin Subdivision($45,860), and the Airport Terminal apron($100,725). 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: Final budget includes revenue from two projects: Martin Subdivision ($45,860) and Airport Terminal apron ($100,725). All other revenues recommended remain the same. On November 2, 1998, the voters of the State of Colorado did not approve the use of the surplus for road projects. 198 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 FINAL.; RESOURCES LAST€ FY CURRENT FY NEXT EY NEXT FY Personnel Services $ 238,698 $ 241,679 $ 348,896 $ 370,094 Supplies 16,561 20,000 20,000 20,000 Purchased Services 100,162 50,582 50,582 50,234 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 $ 440,828 Revenue Net County Cost $ 364,401 $ 312,761 $ 419,978 $ 440,828 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. Final budget adjustments include an increase in salaries of $21,198, and a decrease in vehicle maintenance of$348. 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: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower cost contract with Baker Support Services. 199 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 FINAL RESOURCE5 LAST FY CURRENT FY -;:/' NEXT',FY NEXT FY Personnel Services $ 514,303 $ 519,488 $ 519,488 $ 548,282 Supplies 9,779 3,600 3,600 3,600 Purchased Services 555,447 982,095 982,095 953,665 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 $ 1,507,547 Revenue Net County Cost $ 1,466,875 $ 1,507,183 $ 1,507,183 $ 1,507,547 Budget Positions 14 14 14 . 14 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$28,794, and a decrease in vehicle maintenance of$28,430. No other changes to the 1999 budget. 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. 200 TR UCIQNG (CONTINUED) 2000-32100 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: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower cost contract with Baker Support Services. 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Motor Grader-- 7000-32200 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. .... ...................................... ACTUAL BUDGETED '.REQUESTED FINAL', RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,226,976 $ 1,243,837 $ 1,243,837 $ 1,317,561 Supplies 86,549 200,255 200,255 200,255 Purchased Services 575,238 655,620 655,620 639,220 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 $ 2,333,036 Revenue Net County Cost $ 2,367,068 $ 2,275,712 $ 2,275,712 $ 2,333,036 Budget Positions 35_ 35 35 35 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$73,724, and a decrease in vehicle maintenance of$16,400. No other chnages to the 1999 budget. OBJECTIVES: Maintain road traffic safely to the best of our ability, given the funds available. 202 MOTOR GRADER (CONTINUED) 2000-32200 WORKLOAD ACTUAL 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: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower cost contract with Baker Support Services. 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBI IC 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 igil3U.DGETECYR REQUESTED FINAL' f2ESdURCES LAST FY CURRENT FYMii;,ENNFX1fYINE,;IiiMiltignTYMP Personnel Services $ 682,766 $ 688,150 $ 688,150 $ 717,368 Supplies 447,537 587,634 587,634 587,634 Purchased Services 178,934 205,731 205,731 195,969 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 $ 1,532,971 Revenue Net County Cost $ 1,468,046 $ 1,513,515 $ 1,513,515 $ 1,532,971 Budget Positions 16 17 17 17 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$29,218, and a decrease in vehicle maintenance of$9,762. No other changes to 1999 budget. 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. 204 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 WORKLOAD ACTUAL ESTIMATED '*PROJECTED.: :' 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 89 39 Trees 81 81 81 Culverts Cleaned 100 100 100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower cost contract with Baker Support Services. 205 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 FINAL RESOURCES LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 505,236 $ 509,357 $ 509,357 $ 543,431 Supplies 268,038 232,730 232,730 232,730 Purchased Services 174,966 260,959 260,959 254,416 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 $ 1,034,577 Revenue Net County Cost $ 1,072,527 $ 1,007,046 $ 1,007,046 $ 1,034,577 Budget Positions 13 13 13 13 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of$34,074, and a decrease in vehicle maintenance of $6,543. No other changes to the 1999 budget. 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. 206 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 WORKLOAD ACTUAL 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 12 12 12 Repaired) FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower cost contract with Baker Support Services. 207 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: C)ther Puhlic Works -- 2onn-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 BUDGETEp RE4UESTED FINAL RESOIlt2CES LAST FY CURRENT FY is NEXTsFY NEXT FY Personnel Services $ 668,475 $ 539,000 $ 502,250 $ 502,250 Supplies 1,356,136 2,160,969 2,491,383 1,876,028 Purchased Services 5,509,767 2,881,852 2,400,781 3,023,681 Fixed Charges 34,679 633,000 1,098,500 1,308,500 Capital Gross County Cost $ 7,569,057 $ 6,214,821 $ 6,492,914 $ 6,710,459 Revenue Net County Cost $ 7,569,057 $ 6,214,821 $ 6,492,914 $ 6,710,459 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 to $250,000 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 #5/42A and #47/68B are included in the budget. Contract services are funded at $2,983,681, up $144,329. Asphalt purchases are budgeted at $1,876,028, down $284,941. OBJECTIVES: This budget unit provides for hourly employees, road and bridge, contracts, bridge grants, and purchase of asphalt for road repair. 208 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 WORKLOAD ACTUAL ESTIMATEQ PROJECTED Miles Road Rehab Chip/Seal 100 100 100 Crack Fill Contracts Miles Overlaid 19 19 19 Bridge Contracts 1 2 2 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: Board transferred the monies saved from the new vehicle maintenance contract ($70,960) to contract services. In addition, new revenue from charges to services from the Martin Subdivision ($45,860), and Airport Terminal apron ($100,725) were added to the appropriations of contract services. Membership due to E-470 were not necessary, so the$12,500 went into contract services. With the Board's approval on October 26, 1998, of the 1999 work plan, contract services ($2,971,181) and asphalt purchase ($1,876,028) amounts were adjusted in the respective line items. Summary of the 1999 Public Works Work Plan is at the end of this section. 209 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Mining -- 2000-37600 DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county-owned quarries. ACTUAL tBUDGEl . REQUESTED FINAL • RESOURCES LAST FY ,: CURRENT FY t NEXTFY NEXT FY Personnel Services $ 508,502 $ 385,622 $ 424,184 $ 443,368 Supplies 91,284 88,203 88,203 88,203 Purchased Services 421,775 347,905 285,413 275,936 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 $ 949,607 Revenue Net County Cost $ 1,133,185 $ 823,730 $ 939,900 $ 949,607 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. Final budget adjustments include an increase in salaries of $19,184, and a decrease in vehicle maintenance of$9,477. 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. 210 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: Board approved the recommended budget with the salary adjustments, and reduction in vehicle maintenance due to the new lower costs contract with Baker Support Services. 211 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 FINAL RESOURCES LAST FY CURRENT FY 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: No change. 212 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 FINAL RESOURCES LAS FY CURRENT FY NEXT;! Y NEXT FY • Personnel Services $ 0 $ 206,192 $ 0 Supplies Purchased Services Fixed Charges Capital Gross County Cost $ 0 $ 206,192 $ 0 Revenue Net County Cost $ 0 $206, 192 $ 0 Budget Positions SUMMARY OF CHANGES: Budget reflects a 4% salary adjustment and the addition of step 7-9 on the pay plan. Health insurance rates are up 4.8%. All other benefits remain the same. OBJECTIVES: n/a WORKLOAD ACTUAL: ESTIMATED PROJECTED n/a FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved the 4% cost of living increase, plus added three longevity steps to the county pay plan to be added incrementally over the next three years. The county pay system will move from 6 steps to 9 steps by the year 2001. The Board also approved a 4.8% increase in the health plan rates and county contributions. All other benefits were left the same for 1999. 213 Weld County Public Works I 1999 Work Plan 11/07/98 SUBJECT PAGE 1998 PROGRAM 1 MILEAGE COMPARISON 2 BUDGET SUMMARY 3 NEW CONSTRUCTION SELECTION PROCESS 4 NEW CONSTRUCTION 5 NEW CONSTRUCTION 6 OVERLAY 7 SURFACE MAINTENANCE 8 STABILIZATION 9 REHAB. PROJECTS 10 SAFETY PROJECT 11 SUPPORT AND BRIDGE PROJECTS 12 SPECIAL PROJECTS 13 1998-PRG.DD 215 11095 1 1998 TOTAL BUDGET$4,946,100 $2,138,000(43.2%)MAINTENANCE PROJECTS $21,000(0.4%)STABILIZATION / $427,000(6.6X)NEW CONSTRUCTION � _ • J $274,500(4.7%)SPECIAL PROJECTS $300,000(6.1%)BRIDGE MAINTENANCE $279,000(5.6%)REHAB PROJECTS $15,000(0.3%)SAFETY PROJECTS $1,531,600(31.0%)SUPPORT PROJECTS CONSTRUCTION SUPPLIES=$2,307,500 CONTRACTED PROJECTS=$2,638,600 1999 TOTAL BUDGET=$4,830,501 51,654,575(33.2%)MAINTENANCE PROJECTS $24,000(0.5%)STABILIZATION / $514,470(10.3%)NEW CONSTRUCTION 5290,231(5.8%)SPECIAL PROJECTS J $250,000(5.0%)BRIDGE MAINTENANCE $461,953(9.3%)REHAB PROJECTS firdi $193,299(3.9%)SAFETY PROJECTS $1,596,600(32.0%)SUPPORT PROJECTS CONSTRUCTION SUPPLIES=$1,876,028 CONTRACTED PROJECTS=$3,110,100 1 W&PRG DO 216 11/02198 2 MILEAGE COMPARISON MILES COMPLETED 1998 MILES PROPOSED 1999 NEW CONSTRUCTION 8.71 6.98 SPECIAL PROJECTS 2.5 4.36 OVERLAYS 25.75 16.8 REHAB PROJECTS 5.2 11.3 SAFETY PROJECTS 0.25 4.95 TOTAL 42.41 44.39 MILEAGE COMPARISON 0 10 20 30 NEW CONSTRUCTION ■ MILES COMPLETED 1998 ii MILES PROPOSED 1999 SPECIAL PROJECTS OVERLAYS REHAB PROJECTS I i I SAFETY PROJECTS ill 1998-PRO DD 217 11/02/99 3 1999 PROPOSED BUDGET SUMMARY BUDGET LINE REVENUE CONST. SUPPLIES CONTRACTED SERVICES 1999 BUDGET ALLOWANCE $0 $2,491,383 $2,348,281 EST. EXPENDITURE/REVENUE $146.585 _ $1.876.028 _ $3.11O100 SUB TOTAL $146,585 $615,355 ($761,819) CONTRACTED SERVICES NEG ($761,819) CONST. SUPPLIES $615,355 REVENUE $146_5_85 GRAND TOTAL $121 NI 1999 BUDGET ALLOWANCE n EST. EXPENDITURE/REVENUE DOLLARS Millions 1 2 3 4 REVENUE CONST. SUPPLIES CONTRACTED SERVICES r: _ CONTRACTED SERVICES INCLUDE: CONSTRUCTION SUPPLIES INCLUDE: *SURFACE MAINTENANCE CONTRACTS I 'ASPHALT PURCHASES *PAYMENTS FOR ROW *CHEMICAL FOR STABILIZATION *UTILITY RELOCATION i *MISC. CONSTRUCTION MATERIALS 'MISC.SUPPORT PROJECTS 1999.PRG.DD 218 NEW 4 CONSTRUCTION SELECTION PROCESS 1 1999 I . FUTURE PROJECTS I COMMITTED PROJECTS I SELECTED BY USING ESTABLISHED RANKING I CARRY OVER FROM SYSTEM AND CURRENT 1998 ADT. I TOP TEN CANDIDATES PLACED INTO FOUR YEAR PROGRAM. 219 „ 1999 NEW CONSTRUCTIONI� 5 LOCATION FROM TO MILES MILES CONTRACT COST DESIGN CONSTRUCT COST OF ASPHALT ,c" .�_'R, t15' ^- = 4 "•"- HWY 34 RD 54 ,k 1.8 I $75,3841 WO RIVERS PARKWAY(PHASE III u..Aj HWY 34 RD 54 2 $320,000 $0. -*cwi_-• .'W RD345 » =-:..'4 RD5 MEAD 0.5 I $23,882 n RD'50 8 13- :i:-.C "1 RD 17 %.HWY 60 2.68 I21-1 I $96204 - . '"1RD26' "`c. . `:,^ "vi.. RD 1 RD 3.5 1.5 I RD3 10.5 HWY 52 1.5 - RD 3 - a ' HWY 66 RD 28 1 0 I I RD 72 RD 74 1 I I _ s l ?,#,RD4126n. '['• "...7.7—i i-4 CARR EAST I 1.3 I 1 TOTAL 6.3 6.98 $320,000 $195,469.93 2000 NEW CONSTRUCTION LOCATION FROM TO MILES MILES COST DESIGN CONSTRUCT OF ASPHALT 4[:“....,. ';r RD 264' - ;' _ RD 1 I RD 3.5 I I 1.5 I I $78,742. TWO RIVERS PARKWAY(PHASE III)' "-'0"/ HWY 34 RD 54 I I 2 $157,159'. ",s< _-" 1 RD[126./' _-.,- L.,-/ "'' CARR EAST I 13 $68,243 r.=`RD3 : -»*' HWY 66 I RD28 1 0 I 1 stabilize %. - .RD 15 •r:• " RD 72 I RD 74 I I 1 $39,371 7r.a -.4,4 RD 3.L--,-..-- .+*+ti'�4 10.5 I HWY 52 I I 1.5 $59,056 ..;✓dc.,. I I 1 I —I .' RD 40 ,t W RD 31 I HWY 85 1.85 I YRD 31 "' "'2 .,` RD 40 i HWY 85 i 1.9 I I , e--Fj,Dil26 ,-,,.r. a:-: CARR I WEST 4.2 I $0 TOTAL 7.95 8.3 $402,571 2001 NEW CONSTRUCTION ' LOCATION FROM TO MILES MILES COST DESIGN CONSTRUCT OF ASPHALT f P,'= *RD 40.; — 'ibiztve RD 31 1I HWY 85 0 1 1.85 I $72,836 * ;fie'.. . RD 31 "1" RD 40 HWY 85 I I 1.9 $74,805 ; ,.H.RD 3 10.5 1 HWY 52 I ! 1.5 $68,899 ;c T-'t £FD 126 � _ ,1 :€ci; CARR I WEST I I 2 I $104,9891 TOTAL 0 7.25 $321,530 I 2002 NEW CONSTRUCTION I LOCATION FROM TO MILES MILES COST DESIGN CONSTRUCT OF ASPHALT RD 126; 'j CARR WEST 0 I 2.2 $115,488 TOTAL 0 2.2 $115,488 NEW CONSTRUCTION MILES PER YEAR 10 g =CURRENT DATA PROJECTIONS ---- a i w 6 171,--• i i , II- 1004 NEW CONSTRUCTION ION NEW CONSTRUCTION 2000 NEW CONSTRUCTION 2001 NEW CONSTRUCTION 20 2 NEW CONSTRUCTION IaPROCO 220 NEW CONSTRUCTION COST COMPARISON 6 LOCATION RO15 SO(0.0%)CONTRACT SERV. 473,361(21.5%)MAT.PURCHASE $2]1,616(16.5%)LABOR.EQUIP.,OTHER /411 LOCATION ! TWO RIVERS PARKWAY(PHASE III) 5320,000(23.5%)CONTRACT SERV.(ROVE) ! ,•-5126,962(9 5%)MAT.PURCHASE 5912,5]2(6]0%)LABOR.EQUIP.,OTHER L CATI N RD 34.5 50(0.011)CONTRACT SERV. , ,.ee2(22 4%)MAT.PURCHASE 552,967(7).6%)LABOR,EQUIP..OTHER Ili I LOCATION I RO50&13 I wWuw CONTRACT SERV. 11204(24.7%)MAT.PURCHASE I 5293,]95(75.3%)LABOR.EOUIP.,OTHER Han 221 11/02198 71 1999 PAVING SUMMARY ROAD LOCATION TOTAL ASPHALT ASPHALT ASPHALT TOTAL MILES THICKNESS TONS COST LAB/EQUIP. COST • x`•392=' %." W a RD 84 TO RD HY 14 3 3.5 8,106 $137,798 I $178,327' • «k,'5 '$rpt r HWY52TO12 1 1.5 1,158 1 $19,6851 $25,475' ;41=CLE E9,11/4iRt(fict-4Yr PINNACLE PARK 0.76 1.5 880 $14,961 I $19,361 1 HWY 66 AND 34 2 4 6,176 $95,726 I $135,868 I *./45 tAreS? 2 AND 4 1 2 I 1,544 I $23,931 I $33,967 I 4416 t 1C�}7:It • 77 AND 79 I 1 I 3 2,316 ! $35,897! $50,951 • *r'* HWY 392 TO RD 66 T 1 4 ! 3,088 I $49,407 $67,934 CASH GRANOEZUB ^.1} - CASA GRANDE SUB I 3 I 1.5 I 3,474 I $59,056 I $76,426 #WESTRIDGE t, " WESTRIDGE SUB I 2 I 1.5 2,316 $39,371 $50,951 ,iNORTHWE. f.= :i SUBDIVISION ! 2 I 3 I 4,632 $78,7421 $101,901 TOTAL 16.76 33,689 $554.575 $741,163 1998-PRG DD 222 11/02/98 8 1999 MAINTENANCE SUMMARY MILES COMPLETED ESTIMATED MILES COST IN YEAR1998 IN YEAR 1999 CHIPSEAL 60 45 $500,000 SLURRY SEAL 31 45 I $500,000 SEAL COAT 20 25 $50,000 CRACKSEAL I 100 El t40 $50,000 • TOTAL 211 15 $1,100000 MAINTENANCE BUDGET , MILES COMPLETED 120 L 1998 BUDGET $1,155,000 1999 BUDGET $1,100,000 100 - I 80 - III I Co w d - IN YEAR1998 60 _ '�, c IN YEAR 1999 2 :: f [ilir o CHIPSEAL SLURRY SEAL SEAL COAT CRACKSEAL 1998-PRG.DD 223 11/02/98 9 ESTIMATED MATERIAL COSTS TO MAINTAIN MILES OF,PREVIOUSLY STABILIZED ROADS. STABILIZATION MAINTAIN MILES CONST. SUPPLIES PLATTEVILE ROADS RD 23 & RD 36 3 $4,800 ROAD 3 HWY 66 TO RD 32 1 $1,600 ROAD 60.5 HWY 37 TO RD 59 2 $3,200 ROAD 37 HWY 52 TO RD 16 2 $3,200 ROAD 68.5 RD 13 TO RD 15 I 1 $1,600 ROAD 47 RD 54 TO RD 50 2 $3,200 ROAD 55 HWY 392 TO RD 74 3 $4,800 ROAD 34 RD 51 TO RD 53 I 1 $1,600 TOTAL 15 $24,000 1998-PRG.DD 224 11/02/98 10 1999 REHAB SUMMARY ROAD LOCATION TOTAL ASPHALT ASPHALT COST MILES THICKNESS TONS 40A1 HWY 392 AND 74 3 I 4 ! 9,264 $157,484 ' 45 " J 4 AND 6 / 8 AND 10 2 4 6,176 $104,989 ,! 59 ,il HWY 34 AND 46 j 3.8 I 4 i 11,734 1 $199,480 TOTAL 8.8 9263.76 $461,953 2000 REHAB SUMMARY I ROAD LOCATION TOTAL ASPHALT ASPHALT COST MILES THICKNESS TONS 16.5x4. ; RD 59 TO RD 63 2 4 6,176 $104,989 -.174' RD 54 TO RD 62 I 4 4 12,352 $209,979 ' TOTAL 6 18527.52 $314,968 REHABILITATION MILES PER YEAR I 10 ilia 8 y 6 W ' = MILES 4 2 0 REHAB 98 REHAB 99 REHAB 2000 1998-PRG.DD 225 11/02/88 I 11 I 1999 SAFETY PROJECTS ROAD LOCATION DESIGN TOTAL CORRECTIVE COST TONS ASPHALT ONTRACT MILES MILES ACTION ASPHALT COST COST : RD 27 AND kb 29 0.7 WIDEN CURVE•RUMBLE STRIPS I 550,000 1,520 $25,840, $1,5001 AT RD 15 0.25 0 WIDEN SHOULDERS AND INSTALL TURN LANES I $75,000 0 50 AT RD 60 0.25 RE ALIGN ROAD I $150,000 890 515,130 MWY85 AND HWY 14 2.5 0 WIDEN SHOULDERS $300.000 0 50 v.4.2413 HWY 34 AND ROAD 48 4 WIDEN SHOULDERS $200,0001 8,186 I $138,829, 212,000 TOTAL 4,91 $775000 10576.4 $179,799 $13,500 2000 SAFETY PROJECTS ROAD LOCATION DESIGN TOTAL CORRECTIVE COST TONS ASPHALT ONTRACT MILES MILES ACTION ASPHALT COST COST iis7 AT 19 I 0.25 0 T INTERSECTION $50.000] 650 I $11,050 1 AT RD 15 0.25 WIDEN SHOULDERS AND INSTALL TURN LANES $75,0001 772 I $13,124 I RD 13 AND EVANS 10 I WIDEN SHOULDERS I$1,000,000' 0 I $0 I $2,000'. HWY 85 AND HWY 14 2,5 WIDEN SHOULDERS I $300,000 7.720 I $131,2371 $9 W.20 TH ST TO HWY 34 1 IMPROVE ALIGNMENT : $250,000 I '-74. RD 13 TO HWY 257 2 0 8 FT PAVED SHOULDERS $500,000 I 4,100 I $69,700 "188 HWY 85 to 41 1 0 WIDEN SHOULDERS I I I '•:i$7,. AT RD 34 I 0.2$ I 0 IMPROVE INTERSECTION ' $100,000! 1,000 $17,0001 $1,000 _ ROAD 48 AND RD 36 Iy 6 , WIDEN SHOULDERS I $300,000' 12,250 $208,243 $14000'. TOTAL 8.71 $2,575.000 26491.38 $450,353 $17,000 2001 SAFETY PROJECTS ROAD LOCATION DESIGN TOTAL CORRECTIVE COST TONS ASPHALT ONTRACT MILES MILES ACTION ASPHALT COST COST ,-74 ST AT 19 I 0.25 T INTERSECTION $50,0001 650 I $11,050 I FERN AVE E.16 STREET I 0.2$ CORRECT ALIGNMENT $75,0001 0 $0 7 AT RD 15 1 1 0.25 -.WIDEN SHOULDERS AND INSTALL TURN LANES I $75,000 I 772 513,124 $93 W.20TH ST TO HWY 341 ' 1 F IMPROVE ALIGNMENT I 2250,0001 3,086 I $52,4951 x,14811.1# RD 13 TO HWY 257 I 0 I 2 I 8 FT PAVED SHOULDERS 2600,0001 4,100 $69,700 X$4 RD 13 AND 17 0 2 WIDEN SHOULDERS $1,000,000 0 $15,000 82,000 HWY 85 AND HWY 14 I 2.5 WIDEN SHOULDERS/PAVE 2300,000' 7,720 ' $131,237 II. HWY 85 to 41 I 1 WIDEN GRAVEL SHOULDERS $100,000 AT RD 34 0.2$ I IMPROVE INTERSECTION $100,000 1,000 I $17,000 36 AND RD 26 I ; 5 1 PAVED SHOULDERS ] $250,000 10,208 I $173,536 $14,000 ' TOTAL 14.25 12100,000 27537.7 $483,141 $16,000 2002 SAFETY PROJECTS ROAD LOCATION DESIGN TOTAL CORRECTIVE COST TONS ASPHALT ONTRACT MILES MILES ACTION ASPHALT COST COST FE E.16 STREET !0.25 CORRECT ALIGNMENT 4a $00,000, 772 213,1$0 4'yN RD 17 AND HWY 257 0 I 2 WIDEN SHOULDERS 1$1,000,0001 0 $0 52,000' 49 1-76 AND RD 26 I 5 PAVED SHOULDERS $250,000, 10.208 $173,536 $14,000 .4 39 RD 28 TO RD 44 ' 8 WIDEN GRAVEL SHOULDERS 2400,000 I I RD 28 AND HWY 52 7.5 WIDEN GRAVEL SHOULDERS I $375,0001 0 $0 TOTAL 2211 52 100 000 10979,98 $188,660 518,000 SAFETY PROJECTS MILES PER YEAR - MILES 25 20 _}, w 15 -. J_ 10 * _alit 5 -LA 1998 1999 2OOO 2OO1 2OO2 YEAR 1998'PRG.DD 226 11/02/98 12 SUPPORT PROJECTS • i-- CONTRACTED PROJ. CONTRACT TRUCKING $1,136,600 EQUIPMENT RENTAL $90,000 MILLIN I $45,000 TREE REMOVAL $80,000 •NSTRUCTION UPPLIE $210,000 TESTING 100 $35,000 A11�d 1'' ',II' $1,386,600 BRIDGE MAINTENANCE MILES • I-- CONTRACTED PROJ. 'APPROX. 10 LOCATIONS $0 $250,000 TOTAL 0 $250,000 CONTRACT TRUCKING ADDITIONAL RIVATE SECTOR TO HAUL CONSTRUCTION MATERIALS. 'EQUIPMENT RENTAL VARIOUS EQUIPMENT NEEDED FOR SHORT DURATION'S TO HANDLE CONSTRUCTION NEEDS. (MILLING NEEDED FOR AREAS WHERE ASPHALT IS TO BE REMOVED OR GRADED. TREE REMOVAL I REMOVAL OF TREES FOR CONSTRUCTION AND SAFETY. ICONSTRUCTION SUPPLIES I VARIOUS SUPPLIES NEEDED TO SUPPLEMENT CONSTRUCTION PROCESSES SUCH AS PAVING AND BASE WORK. 'TESTING STRUCTURAL EVALUATION OF EXISTING PAVED SECTIONS FOR PLANNING AND DESIGN. (BRIDGE MAINTENANCE CONTRACTED CONCRETE BRIDGE REPAIRS. 1998-PRG.DD 227 11/02/98 13 I 1999 SPECIAL PROJECTS l ROAD LOCATION TOTAL ASPHALT ASPHALT ASPHALT CONTRACT REVENUES SUBJECT MILES THICKNESS TONS COST COST -I VYORKSd If -. ,.;I 2.5 3 I 5,264 $89,480 I I DRAINAGE PROJECT , ' 'DOS RI '3 ` /,�'� 330,000MISC.PAVING ��--• 4N GREELEYNVELD NA 4 5,388 391.596 5100.7251 t'tSTRUCTURAL OVERLAY r Td r 11TH AVE 0.36 1.5 861 514,642 u 'j{..}'i •.'•�_'? RD5 AND RD 10 1.5 3 3,517 354,513 $10,000 $45,860 I NEW SUBDIVISION TOTAL 4.36 15,030 $250,231 540,000 $146,585 THE NEW PUBLIC WORKS FACILITY WILL REQUIRE PAVING FOR THE PARKING AREA. ', .:;°+.„_+ DOS RIOSr'rrs.a .1 DOS RIOS IS A DRAINAGE PROJECT WHICH WILL BE MOSTLY CONTRACTED. =AI -•- -TERM es.. zt' THE AIRPORT PROJECT CONSISTS OF BASE WORK, PAVING FOR TAXI WAYS, PARKING AREAS ,AND SOME MAIN LINE PAVING FOR AEXISTING ACCESS ROADS.THIS PPROXIMATLEY$100,750 N REVS PROJECT WILL GENERATE H STREET WEST ANADDITIONAL OVERLAY TO ACCOMODATE TRUCK TRAFFIC GENERATED BY THE COUNTY'S GRAVEL PIT OPERATION. I sI 1;'.MARTIN SUB.' 4 '2.: MARTIN SUBDIVISION IS A JOINT EFFORT BETWEEN WELD COUNTY AND THE DEVOLOPER TO BUILD APPROXIMATELY 1.5 TO MIROAD FOR A NEW SUBDIVISION.THE DEVELOPER HAS AGREED TOWARD THE CONSTRUCTION COSTS PAY$45,860 1999-PRO.00 228 Hello