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COUNTY OF WELD
2020
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Barbara Kirkmeyer, Chair
Mike Freeman, Pro-Tem
Sean P. Conway, Commissioner
Scott James, Commissioner
Steve Moreno, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2019
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 17
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2020 BUDGET STRATEGY 55
2020 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
Significant Budget and Accounting Policies 64
Explanation of Individual Funds 66
Budget Policies 68
Significant Changes in Policy from Prior Years 69
Long Term Financial Planning Policies 70
Capital Improvement Policy 72
Investment Policy 74
Fund Balance and Reserve Policy 75
Policy Directions.... 76
2020 Guidelines ..rr.rrrrr.r®rr war rrr•srrrrr.I.warese..... rrr rrrr.■..■rrrsrr.rr war rr.rr ens ens nun ten rrr r.r war rr Meade 7
8
2020 Special Budget Instructions 80
2020 Program Issues 82
Revenue Policies and Assumptions 83
Specific Revenue Assumptions of Significant Revenue 84
Major Revenue Historical Trends and Analysis 86
Department/Fund Matrix and Organizational Responsibility for Budget Units .r..r.n.n93
Policy Matters/Points of Issue with Fiscal Impact 96
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2020 Salary and Benefit Recommendations
2020 Other Benefits
Position Authorization Changes Due to 2020 Budget
99
100
101
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 103
Graph - - All Funds Expenditures........r....................................................i.....i....i1 04
Graph - - Mill Levy 105
2020 Summary of Fund Balances 106
2020 Summary of Major Revenues and Expenditures 108
2019 Estimated Summary of Major Revenues and Expenditures 110
2018 Actual Summary of Major Revenues and Expenditures 112
Governmental Funds - 2018 - 2020
Summary of Estimated Financial Sources and Uses 114
2019 Assessed Values to be Used for 2020 Budget 116
PAGE
SUMMARY OF FUNDS (CONTINUED):
Net Program Cost
Seven Year Trend Data:
Beginning Fund Balance
County Expenditures
Weld County - Organizational Chart
Summary of County Funded Positions
117
119
120
.121
122
GENERAL FUND:
Graph --- General Fund Revenues
Graph -- General Fund Expenditures
Seven Year Trend Data
General Government
Public Safety
Health and Welfare
General Fund Summary Narrative
Summary of Revenue
Summary of Expenditures ...
Office of the Board
Public Information
County Attorney
Public Trustee
Clerk to the Board
Clerk and Recorder:
Recording/Administration
Elections
Motor Vehicle
Treasurer
Assessor
County Council
District Attorney:
Seven Year Trend Data 159
Budget Unit Summary ...161
Juvenile Diversion 163
Juvenile Restorative Justice 164
Victim/Witness Assistance ..165
Finance and Administration 166
Accounting 168
Purchasing 170
Human Resources ...172
Planning and Zoning ...176
Community Development Block Grant 181
Buildings and Grounds .182
Weld Plaza Building185
Information Technology ..186
Geographical Information System 190
Technology Projects 192
Printing and Supplies 193
125
126
127
128
129
130
132
134
136
138
140
142
144
146
149
151
153
155
158
PAGE
GENERAL FUND (CONTINUED):
Sheriffs Office:
Seven Year Trend Data ...............
Budget Unit Summary - All Departments
Sheriffs Administration Patrol
WS* dd ... ... .. ■ 195
196
202
S heriffs Booking Unit 204
S heriffs Professional Standards 206
Sheriffs Civil Unit .208
Sheriff's Support Services 210
S heriffs Records Unit 212
S heriffs Evidence Unit 214
Sheriff's Patrol 216
Sheriff's Investigations Unit 218
Municipal Contract Enforcement 220
Sheriffs Office Ordinance Enforcement 222
Regional Forensic Laboratory 224
Victim Advocate Services 226
Multi -Jurisdictional Drug Task Force 228
Inmate Services 230
Security Unit 232
Courts and Transportation Unit 234
Contract Jail Space 235
Communications - County Wide 236
Communications System Development 239
Public Safety Information System 240
Public Safety Wireless Communication 242
Coroner 244
Pre -Trial Services 247
Work Release ..250
Adult Diversion Services 252
CommunityCorrections................................................................................... . .. . . .. . 253
Building inspection 255
Oil and Gas Energy ...259
Noxious Weeds ...251
Office of Emergency Management 263
General Engineering .255
Missile Site Park 268
Parks and Trails .269
Airport Transfer ......270
Senior Programs ... . 271
Waste Water Management.. .............272
Developmentally Disabled 273
Mental Health 274
Child Advocacy Center 276
Transfers:
Retirement 277
Human Services 278
Health Department 279
Economic Development 280
Building Rents 281
Non -Departmental 283
iii
PAGE
GENERAL FUND (CONTINUED):
Retiree Health Insurance i
Community Agency Grants
Bright Futures
Extension Service
County Fair
Veterans Services
Island Grove Building
Asset and Resource Management
Contingency (Salary)
284
..285
..287
289
291
293
295
296
297
PUBLIC WORKS FUND:
Graph -- Public Works Revenues
Graph -- Public Works Expenditures
Graph -- Seven Year Trend Data
Public Works Fund Summary Narrative
Concerning Local Accountability for Money Used for Highway Purposes
Construction Bidding for State -Funded Local Projects.
Summary of Revenue
Summary of Expenditures
Summary — All Departments
Administration
Trucking
Gravel Road Management
Bridge Construction
Maintenance Support
Other Public Works
Mining
Pavement Management
Grants -in -Aid to Cities and Towns
Non -Departmental Revenue
Contingency (Salary)
299
300
301
302
304
305
306
307
308
309
311
313
315
317
319
i i. •ii iii ..i i.i •32 1
323
325
326
327
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 329
Graph -- Social Services Expenditures ..330
Graph -- Seven Year Trend Data 331
Social Services Fund Summary Narrative ...... 332
Estimated Revenue 333
Mandated Programs 334
Summary of Revenue 335
m mary of Expenditures 336
Summary — All Departments 337
County Administration 344
Non -Program Revenue 346
Other Programs 347
Child Support Administration ..349
Temporary Assistance to Needy Families ..351
Aid to Needy Disabled • 353
Child Care 355
iv
PAGE
SOCIAL SERVICES FUND (CONTINUED):
Old Age Pension
Child Welfare and Administration
Core Services
Adult Protective Services
LEAP Program and Administration
General Assistance ..
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues
Graph -- Health Fund Expenditures
Graph -- Seven Year Trend Data
Public Health and.. Environment Fund Summary Narrative
Summary of Revenue
Summary of Expenditures
Budget Unit Summary - All Departments
Administration
Non -Program Revenue
Health Communication .,•.......,.,.F, ,,„
61.11666 6 r 0 Ib M S•• Y• i■ 6■■ i■■ i Y, S I• SIM SS W•■ Y•• 6610
357
359
361
363
365
366
369
370
371
372
376
377
378
382
384
6• ■,•Y •Fr rrr wS■ ••IY W•• 66660385
Community Health Services
Environmental Health Services
Public Health Preparedness
Public Clinic Health Sen./ices
387
389
391
393
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data
Human Services Fund Summary Narrative
Summary of Revenue
Summary of Expenditures
Summary — All Departments
Job Service (Wagner/Peyser)
Summer Job Hunt
Workforce Investment Act - Adult Program
Workforce Investment Act - Youth Program
10% Incentive Grant (CIMS)
Workforce Investment Act - Dislocated Worker Program
Educational Lab
AmeriCorps Program
AAA Administration
AAA Support Services
AAA Congregate Meal
AAA Home Delivered Meals
AAA Health Services
AAA Colorado Health Foundation
AAA Elder Abuse Grant
AAA Special Ombudsman
AAA Single Entry Point
AAA (CCT)
AAA (VALE)
AAA (state Funds)
395
396
397
398
ISSSSSSS55a•�s3
99
400
401
402
403
...404
405
406
407
408
409
411
...41
2
413
414
415
416
417
418
419
420
PAGE
HUMAN SERVICES FUND (CONTINUED):
Part E Family Caregiver Support 421
Community Services Block Grant 422
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 423
Conservation Trust Fund:
Summary of Revenue
Summary of Expenditures
Budget Unit Summary
Contingency Fund:
S ummary of Revenue
Summary of Expenditures
Budget Unit Summary.
Emergency Reserve Fund:
S ummary of Revenue
Summary of Expenditures
Budget Unit Summary
Solid Waste Fund:
S ummaryof Revenue...................................................................................435
Summary of Expenditures 436
Budget Unit Request Summary - Code Enforcement 437
Budget Unit Fund Summary .438
.424
.425
426
429
430
431
432
433
434
CAPITAL FUNDS:
Graph - - Seven Year Trend 441
Capital Expenditures Fund Summary Narrative 442
Summary of Revenue 443
Summary of Expenditures ..444
Budget Unit Summary 445
Long Range Capital Projects Five -Year Plan 446
PROPRIETARY FUNDS:
Narrative Summary of Funds
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue
Summary of Expenditures
Budget Unit Summary
IGS — Fleet Services Fund
Summary of Revenue
S ummary of Expenditures
Budget Unit Summary — Fleet Services Administration
Budget Unit Summary — Fleet Services Equipment
IGS - Health Insurance Fund:
S ummary of Revenue .500
489
490
491
492
493
494
495
497
Summary of Expenditures . 501
Budget Unit Summary502
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summaryof Revenue •••••••••••••••••r r••rr••••r••••••r••ides••rrrr••••r•r•rrr•r•••rr••rrrr•5o4
summery of Expenditures 505
Budget Unit Summary 5 6
IGS - Telecom Services Fund:
Summary of Revenue
Summary of Expenditures
Budget Unit Summary
Weld County Finance Authority:
Budget Unit Summary 512
r .'I r r•• r•• r•
508
509
510
GLOSSARY 513
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 529
COJNIT'n
yin
G
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2019
P liftervittate
Executive Director
1
10 lJ
COUNTY
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 o STREET
P.O. BOX 758
GREELEY, COLORADO 80632
December 11, 2019
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As Weld County begins 2020 the county is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan.
The Weld County 2020 Final Budget for operations and capital outlay totals a gross amount of
$325,586,875 with a net of $319,368,454 when interfund transfers are excluded. The Proprietary
Funds total an additional $37,200,303. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$163,155,998, anticipated fund balances of $114,260,000, and the maximum allowed property
tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $232,909,271.
2020 BUDGET HIGHLIGHTS
Assessed value increased 34.21%, or $3.948 billion primarily due to oil and gas.
Add 76.0 FTE in county departments to cope with growth and workload demands.
The new Department of Oil and Gas Energy will be staffed with 15 FTE to regulate oil and
gas operations under SB 19-181 with full cost recovery through permit fees.
The creation of two new District Court judges required increasing the staff of the District
Attorney by FTE, and the Sheriff by 6 FTE for a total cost of $1,138,331.
With the passage of FIB 19-1278 there will be a Presidential Primary, and new election
mandates increasing the costs of elections by nearly $1.5 million in 2020.
Sheriff's Office will transition the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house by January 1,
2021.
The 2020-2024 Capital Improvements Plan for facilities is funded at $76,225,000.
3
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $60.0 million.
Capital investment in the county's information technology infrastructure for data center
storage and fiber redundancy total $2,250,000.
Complete construction of the $45 million jail expansion.
1> With the sale of the NCMC hospital property an endowment of $59.4 million has been
created to fund Bright Future student grants from the earnings of the endowment.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
According to the Colorado Legislative Council staff, the economic forecast is that the U.S. and
Colorado economies will continue to expand in 2019 and 2020. After 2020, momentum is
expected to slow due to global economic slowdown coupled with decelerating energy,
manufacturing, and export industry activity along with the tightening labor markets. Improved job
opportunities and rising wages have lured additional workers into the labor force and supported
growth in consumption. However, labor shortages continue to hamper certain industries, which
will erode business profits as wages rise further. As the stimulative impacts of the federal tax cuts
wear off, growth in business investment and consumer activity is expected to moderate but remain
at elevated levels. Attentive to the rising risks of recession, the Federal Reserve lowered interest
rates twice during the year so as not to create additional impediments.
Nationally, the real estate market has softened, prompting declines in residential construction
activity. In Colorado, home price appreciation along the northern Front Range has cooled with
rising interest rates, while other, more affordable Colorado metro areas continue to see housing
costs accelerate. Housing affordability continues to be a major contributor to net migration across
the state, impacting labor markets, demand for housing, and the regional distribution of
construction activity. These trends are expected to continue through 2019 and into 2020.
Weld County is one of the best performing economies in the state. The Weld County economy is
rebounding on the strength of oil and gas development. The region continues to add jobs at a
faster rate than the state, and the unemployment rate continues to hover near historical lows.
Population growth and a strong labor market have boosted demand for housing and
nonresidential real estate.
The labor market in northern Colorado is among the strongest in the state and continues to
improve. The region's two metropolitan statistical areas (MSAs), Fort Collins -Loveland a n d
Greeley, posted strong job growth over prior -year levels in 2018, increasing 3.1 percent and 4.4
percent, respectively. The Greeley MSA is the epicenter of the oil industry in Colorado, and
employment growth accelerated in 2018 and 2019 as oil production reached unprecedented
levels.
Oil production in Weld County, has dominated statewide production for over a decade. Oil
production increased 13.5 percent in 2017, accelerated to over 30 percent growth through 2018
over year-ago level's, and continues at record levels into 2019. Oil and gas production increased
due to increasing prices. Natural gas production in the northern region continues to increase as
natural gas produced in conjunction with oil wells is captured and sold on the market. Looking
4
ahead to 2020 and beyond oil and gas production in Weld County may be slowed with the impact
of SB 181, which could impose more regulatory restriction on oil and gas drilling activities. The
exact impact is difficult to determine until the new rules are promulgated by state and local
jurisdictions.
Weld County produces nearly a quarter of the value of Colorado's agricultural products due in
large part to the livestock industry in Weld County. Despite tariffs on agricultural commodities and
the reshuffling of global supply chains, the number of cattle and calves on feed increased 4.0
percent between 2018 and 2019.
In summary Weld County's local economy for many of the reasons cited above is very strong.
Weld County's local economy should continue to outperform the rest of Colorado and the nation
in 2020. The one point of caution is the short-term and long-term impact of recently enacted SB
181 on the energy industry in Weld County, which has been a big part of Weld County's economic
success the last decade.
2020 BUDGET PLAN AND FOR THE FUTURE
Weld County spans an area roughly the size of Connecticut (3,999 square miles) that is just as
dynamic and diverse as the residents who live here. As the county's population continues to grow
at a rapid rate this demands Weld County government be dynamic, diverse, and dedicated to
meeting the needs of our residents across the entire county.
Our community continues to grow and prosper, and we currently enjoy a strong economy with low
unemployment rates, robust construction, and energy development. The Milken Institute's 2018
Best Performing Cities report ranked the Greeley Metropolitan Statistical Area, which includes all
of Weld County, second-best in the US for job growth rate in 2018. Jobs grew 5.6 percent to
106,600 from 100,900 the year before.
In 2017, Weld County had the second -highest population growth in the state, behind only El Paso
County. Nationally, the county was ranked the 14th fastest growing county among counties with
populations higher than 100,000. Additionally, at 3.5 percent, the Greeley Metropolitan Statistical
Area was the third fastest growing in the nation.
With tremendous growth at our door step we must be prepared to accommodate it, while at the
same time protect what is important to us, including our natural resources, our farms, and our
agricultural heritage. The challenge is, if we destroy our natural resources and heritage, we take
away the very things that attracts new growth and sustains our way of life. At the same time, we
must continue our economic development efforts to bring and retain jobs and improve our tax
base to have the financial resources to support the service demands required by our residents
without placing heavy demands on our taxpayers.
Even though our local economy is strong now, uncertainty continues over economic growth
nationally, interest rates, threatening trade wars with China, and Britain's exit from the European
Union all could impact our national and local economy. While the 2020 budget will not use
assumptions based upon a recession, our sensible approach to revenue estimates and healthy
reserves help ensure the county can weather an economic downturn.
The Weld County budget continues to be very dependent upon the tax revenue generated by oil
and gas development in the county with over half the property tax revenue coming from oil and
assessed valuation. Oil prices continue to be on a roller coaster, and there are no signs that
5
will stop. There are several reasons for the volatility in the oil market, including fears of a US
recession, strong jobs reports, and OPEC's efforts to reign in production, and the sanctions on
Venezuelan oil. There are too many factors at this point impacting oil prices, so oil prices will be
a volatile place for the foreseeable future.
In addition, legislative proposals and ballot initiatives regulating energy development in Colorado
continue to threaten the long-term viability of the energy industry in the state. In the 2019
legislative session SB 19-181 was passed and signed into law. SB19►-181 is a major rewrite of
Colorado's oil and gas regulations. We will not be able to quantify the bill's full impact on oil and
gas production in Colorado until the state oil and Gas Commission promulgates new rules, and
we see how each city and county responds with its own new rules.
Even with the uncertain of SIB 19-181, Weld County is better positioned financially than many
counties, in part due to its diverse economic base, energy development, productive workforce,
and fiscally prudent management policies. A continued disciplined approach to fiscal
management of the County's limited resources will ensure alignment with countywide strategic
priorities and values. Commitment to the Board of Commissioners' priorities of budget
stabilization, preparation for contingencies, and funding of the county's infrastructure,
accentuates the need for long-term strategic planning including building a reserve balance that
best positions the County to weather future economic variations with minimal impact on the
community it serves. We must continue to maintain our strong fiscal management practices and
recruit for a dedicated workforce to ensure we are prepared to face whatever the future may hold.
The 2020 budget must address both the needs of today and the potential challenges of tomorrow.
A budget is more than just numbers and dollars. The county budget is a policy document that
outlines the organization's efforts to serve the citizens of weld County. It represents an
organizational blueprint for 2020 and beyond. The 2020 budget must reflect continued efforts to
mitigate increasing operational costs, staffing needs and state and federal mandates, with other
methods to provide services. We are mindful of the integral role that all County employees play
in implementing and running mandated and discretionary County programs and services and
applaud the commitment of ouremployees for being innovative, adaptive, creative, and proactive
in the provision of public services. The budget must reflect continued investment in our County
employees by being competitive in wages, retirement, medical insurance rates, and investments
in employee training and the use of technology to strengthen our workforce capabilities.
With the changing demographics and population growth, the needs of residents are shifting and
demand for service is growing. The county provides a wide range of services to county residents.
Many receive direct services from the county — whether in workforce training, food assistance,
health insurance, economic support, child care, child protection, and so many more. These
services are provided at the direction of the state legislature because of our state -supervised,
county administered social services system.
In the areas of public safety, the Weld County jail population is over 700 inmates, and the county
is in the process of completing a $45 million jail expansion. Police protection is provided by the
Weld County Sheriff in the unincorporated areas of the county. The District Attorney provides
prosecution for all crimes, along with victim assistance services. Weld County provides dispatch
services to nearly all public safety agencies in the county.
Everyday people in our county drive on our county roads to their jobs, school, transporting children
to child care, doctor appointments, and recreation. Focused on maintenance of our transportation
infrastructure, the county maintains nearly 3,000 miles of road and over 450 bridges, keeping
6
them open in the winter and repairing them during good weather to ensure residents in the county
can safely get to where they need to go.
Besides all our statutorily mandated program, the county offers many services that impact the
health, well-being and successes of residents. Examples are the county public health and
environment programs, Bright Futures educational grants, extension programs, workforce
training, transportation system, economic development and many more.
It is important to realize that Weld County cannot do everything, and there are limitations on our
ability to affect all the significant changes our resident will face in the future. Nonetheless, our
contributions can and will have a profound impact on improving the quality of life for our residents.
To achieve what is needed is not about always needing new or more money. It is about prudently
and wisely utilizing existing dollars and reallocating these dollars and personnel to programs that
work and monitoring success with outcomes. This approach shows fiscal stewardship and
financial responsibility. To be successful, we must continue to innovate, adjust, and be proactive.
Anything less is not economically sustainable and short-sighted.
We need to plan not only for the present and our sustainability, but our ability to flourish and
support the needs of future residents of our county. We must continue to focus on making our
county resilient- resilient to natural disasters, resilient in the face of technological advancements,
resilient to economic changes, and resilient to the changes around the world.
Weld County has longed worked to be a local government that has earned the public's trust
through effective stewardship of resources, improved performance and processes, and results
that have a positive effect on the lives of all Weld County residents. The 2020 budget must
continue to prioritize strong financial management, as welt as make investments that work to
reduce costs and increase the quality and quantity of services delivered. To do this we must:
• Implement the countywide vision
• Provide for the safety, health, and social service needs of county residents
• Create, maintain, and grow jobs and economic value in the county
• Ensure development of well -planned, balanced and sustainable county (land use,
transportation system)
• Pursue county goals and objectives by working with other
• Operate in a fiscally responsible and business -like manner
• Fund increased costs to maintain current service levels
• Maintain critical services for our citizens and maintain financial resiliency in preparing for
the next recession while addressing our population growth in the county
• Develop recession and oil and gas volatility reserves in case of an economic downturn
• Allocate limited amounts of one-time and ongoing funding to high priority needs across
the county
• Fund the capital improvement plan to provide for county facilities to meet long term service
requirements
• Continue the evaluation and assessment of the County's technological resources and
operations and identify opportunities for departments to improve efficiency and service
delivery through the implementation of proven technological application and innovation
l Invest in technology that will generate efficiencies, improved services or cost savings
Improve government operations (technology, LEAN, employee development)
7
• Continue to control healthcare costs for our employees
• Support the Weld County sheriff with resources to better enable law enforcement efforts
while ensuring officer safety
In the area of organizational improvement/development entities, like Weld County, need to begin
planning now how technology and artificial intelligence (Al) will impact employment, especially
how Al and automation eliminates lower -skill jobs. This will create a key challenge of reskilling
and upskilling workers. We must not only equip our county employees to help them adapt to the
changing skill level demands, but also help prepare our county residents in the workforce with our
workforce development efforts in Human Services, Bright Futures, and schools. For Weld County
to continue to foster economic development and growth we need to keep our workforce
competitive. This will mean supporting the development of training programs and education that
prepares workers in Weld County for the "Al economy".
We must communicate the importance of the coming changes and how they will help county
operations run more efficiently and, in the end, deliver a higher level of service to the public Weld
County government serves. We need to make our employees understand with the modernization
process there is much more to transformation than just new technology. The goal is not to make
the old process faster, but to introduce an entirely new, and better way of doing things. Keeping
up with citizens' demands with a government budget requires leaders and managers with
technical know-how that is complemented with the communication skills to cultivate the buy -in
needed from the workforce for truly transformative change. We need to make sure our employees
know that this change is going to happen, it's for the best and ultimately, it's to deliver better
outcomes for our citizens. Our LEAN process initiated in the last few years is a good start on this
path to the future, but we must also:
• Revise and implement policies, processes, procedures, programs focused on ensuring a
high-performance workforce.
• Encourage participation in the Employee Wellness Program to improve upon individual
health of employees, improve productivity and reduces medical costs.
• Provide supervisory skill building and leadership training opportunities for all supervisory
personnel and those with supervisory potential.
• Expand training and skill development to provide growth opportunities for non -supervisory
staff.
• D►evelop succession planning for key county positions.
We have the greatest chance of success by continuing to create a purpose driven culture. A
culture where engagement, innovation, personal potential and sense of meaning is given to our
work and the importance of everyone's role in support of our mission. Right now, our greatest
challenge is to continue to innovate and change the way government has traditionally delivered
services. We must be proactive in dealing with how we deliver services, workforce development,
community engagement, and making critical investments now for our future.
Weld County Government has long been an award -winning organization aspiring to sustain and
enhance the quality of life in our exceptional community. Balancing the provision of excellent and
innovative services with the principles of good stewardship on behalf of our citizens is
fundamental to our mission. This requires full commitment to continuous improvement in both
organizational efficiency and effectiveness. We are proud of our organization, its history, and its
accomplishments, but we must continue to adapt, grow, and improve.
8
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $396,065,269 in 2020, an increase of
17.19 percent over 2019, primarily in property taxes, licenses and permits, charges for services,
internal service charges, and fees account revenues. The amount of revenue from various
sources and the changes compared to 2O19 are shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2019
Amount
$173,539,158
12,770,000
4,678,000
70,021,975
10,182,870
22,059,361
13,481,000
31,228,972
$337,961,336
2019
Percent
of Total
2020
Amount
51.4% $224,660,533
3.8% 12, 970, 000
1.4% 6,880,000
20.7%
3.0%
6.5%
4.0%
9.2%
67, 679, 862
11,499,426
24,559, 545
14,109, 600
33,706,303
100.0% $396,065,269
2020
Percent
of Total
56.7% $
3.3%
1.7%
17.1%
2.9%
6.2%
3.6%
8.5%
Increase
- Decrease
from 2019►
51,121,375
2 00, 000
2,202,000
-2,342,113
1,316,556
2,500,184
628,600
2,477,331
100.0% $ 58,103,933
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $356,574,757 for 2020, which is a increase of 13.11 percent
over 2019. The major increase is in general government, public safety, public works, and capital.
The amounts by function and the increase over 2019 are as follow:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
2019
Amount
$ 44,255,806
43,480,800
63,100,2 78
70,396,333
8,589,762
121273,107
12,108,200
8,404,319
10,000,000
6,829,350
994,848
845,192
33,978,972
$ 315,256,967
2019
Percent
of Total
14.0% $
13.8%
20.0%
22.3%
2.7%
3.9%
3.8%
2.7%
3.2%
2.2%
0.3%
0.3%
10.8%
100.0%
2020
Amount
51, 702, 785
45, 777, 213
65, 348,108
78, 978, 533
9,207,825
12, 694, 543
22, 057, 000
14,919,812
10, 000, 000
61586,061
1,118,796
977,778
37,206,303
$ 356,574,757
2020
Percent
of Total
Increase
- Decrease
from 2019
14.5% $
12.8%
18.4%
22.1%
2.6%
3.6%
6.2%
4.2%
2.8%
1.8%
0.3%
0.3%
10.4%
7,446, 979
2,296,413
2,247,830
8,582,200
618,063
421,436
9,948,800
6,515,493
0
-243,289
123,948
132,586
3.227.331
100.0% $ 41,317,790
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2020 program is funded at $20,925,000 with
9
$26,200,000 in property tax, $225,000 from capital expansion fees, $500,000 from interest a n d
fund balance reserve. Anticipated projects include $350,000 for Public Works parking lot
improvements and power pole lights, and $200,000 to fence the Public Works complex,
$1,650,000 for an addition to Public Works administration building, $750,000 for Chase Building
improvements, $1,500,000 to upgrade Human Services Buildings, $861,000 for jail expansion
equipment, $2,500,000 for a car wash facility, $2,000,000 to remodel an office building acquired
in 2019, $1,950,000 to remodel an office buildings in the Weld Business Park, $2,000,000 for the
Sheriffs evidence storage building, $1,500,0'00 to remodel theJustice center for new courtrooms,
coroner facility for $3,000,000, $500,000 to remodel Justice Services, and $3,296,000 for special
projects. A carry-over beginning fund balance of $2,000,000 is anticipated, and $6,868,000
ending reserve fund balance for the future jail expansion ($5,518,000), Communications building
reserve ($850,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of
2020.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $465 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
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 Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2020 is $4,563,200.
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 is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management: During 2020, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, 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 remain 15.038 mills. The assessed value for the 2020 Budget is
$15,488,048,362, which is up $3,948,005,966 or 34.21 percent over last year. The assessed
value for vacant land is up $28.8 million, or 36.33 percent. Residential is up $424.5 million, or
22.82 percent; and commercial property is up $218.3 million, or 23.40 percent. Agricultural
property is down $8.9 million, or -4.14 percent; industrial is up $139.9 million, or 14.59 percent;
natural resources is up $3.27 million, or 14.52 percent; and State assessed property is up $66.5
million, or 7.67 percent. The major increase is in oil and gas, up $3.095 billion, or 45.34 percent,
which is due to oil and gas prices and production being up. There is an actual value increase of
new construction of $4.877 billion, or 12.61 percent.
10
Employee Compensation Pay: For the 2020 budget, a salary increase of 3.0 percent to Weld
County employees is included. Employees will get step increases for longevity and performance.
In addition to the recommended 3% cost of living for all county positions there is an additional
2.5% increase for a total of 5.5% for all sheriff deputy and correctional officer career positions to
remain competitive with other law enforcement agencies in the area. The strategy developed in
2018 is to do 5.5% salary increases in 2019, 2020, and 2021 to bring the positions to a more
competitive level for recruitment and retention of law enforcement positions in WeldCounty and
the Front Range of Colorado.
Health insurance rates will remain the same for the employees and the county for 2020. This will
mean over the last six years health insurance rates have dropped 11.8%. Measures to control
health care costs, such as the wellness program, employee clinic, consumer driven plans, and
health reimbursement accounts have been making a positive impact on controlling the health
insurance costs for the county. Health coverage will be provided by Aetna on a partially self-
insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option. No other benefit changes are
anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$114,260,000 to begin 2020. This is up from 2019 and is at one of the highest levels in many
years. The strong fund balance figures have been achieved through conservative budget
practices and the high assessed value from oil and gas revenues. The ending fund balances are
projected at $158,750,512. However, the ending fund balance is actually understated because
$10,000,000 in the Contingency Fund is appropriated, thus not showing up in the ending fund
balance figure. The $10,000,000 is not anticipated to be spent in 2020, and if no emergencies or
unforeseen events happen,. the amount should be in the ending fund balance. There is no fund
balance earmarked in the 2020 budget. All other fund balance amounts are undesignated. With
the above projection, ending fund balances should be $163,750,812. The increase of
approximately $49.5 million in the ending fund balance is primarily attributed to adding $42.0
million to the Contingency Fund, $2.4 million to the General Fund, and $4.9 million to the Capital
Expenditure Fund. The Contingency Fund also serves as a stabilization reserve for the fluctuating
revenues due to Weld County's heavy dependency on oil and gas assessed values that can
fluctuate dramatically from year to year due to production levels and price changes. All fund
balances by fund stay the same or increase during 2020, except the Capital Fund which drops
only slightly.
MAJOR FACTORS IMPACTING THE 2020 BUDGET
As Weld County begins 2020 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan. The major factors impacting the 2020 budget continue to be dominated
by the oil and gas development in Weld County, population growth, state and federal budget
issues, service restructuring in Weld County government, and the execution of the Strategic
Investment Plan for the Future of Weld County.
As has been the case for the last decade, growth and development activity directly, or indirectly,
related to oil and gas exploration seems to be the main economic driver in the majority of positive
economic activities in Weld County. The County has seen several compressor stations, injection
well's, new pipelines, and other oil and gas support and service industries seeking permits. Given
the commitments of large oil and gas companies in Weld County, the County seems primed to
see considerable long-term investment and development in the oil and gas arena. As discussed
11
earlier the volatility of the oil and gas assessed values continue to be a major impact to the
County's budget planning the last several years and will continue to be going forward with all the
long-term energy development planned in the county by energy companies. In addition, as
discussed earlier legislative proposals and ballot initiatives regulating energy development in
Colorado continue to threaten the long-term viability of the energy industry in the state. In the
2019 legislative session SB 19-181 was passed and signed into law. BB19-181 is a major rewrite
of Colorado's oil and gas regulations. We will not be able to quantify the bill's full impact on oil
and gas production in Colorado until the State Oil and Gas Commission promulgates new rules,
and we see how each city and county responds with its own new rules
Finally, the 2020 budget must continue to emphasize long-term planning and investment
consistent with the Weld County Strategic Plan and the Strategic Investment Plan for the Future
of Weld County. The 2020 budget must address: 1) investment in the long term; 2) continue to
strengthen financial management; 3) improve County operations; 4) investment in technology;
and 5) focus on employee engagement and workforce development.
The General Fund is funded at the level of $158,619,734 up $22,435,781. There are several major
expenses as well as salary increases. Without including adjustments for cost of living and salary
step increases, the budget for general government functions is up $5,915,224. Building and
Grounds is up $574,106 for 4.5 additional positions to handle the addition of two new buildings
with 67,735 square feet to maintain and for inflationary building maintenance costs. The Elections
budget is up $1,427,670 due to three scheduled elections,. including the Presidential Primary in
2020, and legislated election mandates requiring an increase in polling locations and hours of
operations. District Attorney is up $575,689 due to the addition of five new positions to
accommodate the addition of two new judges requiring criminal court coverage.
Information Technology (IT) is up $2,975,171 primarily due to funding $1,500,000 for data center
storage, and $750,000 for fiber redundancy. IT capital is funded in accordance with the Five -Year
Capital Improvement Plan. There is the addition of a Data Privacy and IT Risk Manager position
($129,274). Hardware and software costs are up $335,610. $500,000 is included for new
technology and innovation projects, which is the same level as the last six years.
Public Safety functions are up $6,659,563. The overall Sheriff's Office recommended budget is
up in net county costs by $2,830,l7lor 6.24%. The Sheriff's Personnel Services are increasing
by $1,822,021 or 4.7%. The Sheriff's Office is requesting a total increase of 29 positions in 2020
primarily to accompany the addition of two new units (Evidence and Records) to be assumed
January 1, 2021, from the Greeley Police Department, the Peace Officer Standards and Training
(POST) Academy, a fitness program for law enforcement to reach certified fitness standards,
staffing for the addition of two new courtrooms, and adding two sergeants in Patrol. Sheriff
supplies are up $357,445 for new riot gear, new radios, and to stock the two new Evidence and
Records units. Purchased Services for the Sheriff are up $1,167,039 made up of an increase of
$412, 000 for medical services due to inmate growth and staffing the Southwest Booking Intake,
$308,000 for Jail Based Behavioral Health Services, $100,000 for law enforcement officer fitness
program, $52,000 for the increase in inmate food costs, and reallocation of costs from other
categories. Revenues in the Sheriff's Office are up $326,487 primarily from grants.
Communications gross county costs are up $874,892, and net county costs down $364,269 with
the new user rate structure adopted by the Board in May 2019, which will increase the user fee
for fire agencies to 40% of actual costs starting in 2020, and phase in the user fee increase for
law agencies by charging 25% in 2020, 32.5% in 2021, and 40% in 2022. Communications costs
are up primarily for MCM migration ($127,000), Motorola SUA contracts ($438,665), and Century
12
Link-ESSINET Tariff ($100,786). Justice Services is requesting two positions for the pretrial
program due to growing caseloads to hold down the jail inmate population and to accommodate
the two new judges' criminal caseload. The program is more cost effective compared to jail
incarceration. Other Public Safety budgets are stable with little or no increases.
Due to the passage of SB 19-181 making major changes in the regulation of oil and gas
development in the state the Board of County Commissioners created the Oil and Gas Energy
Department on July 16, 2019. The department will be responsible for permitting, regulating and
enforcing surface and air oil -and -gas operations for drilling sites located in unincorporated areas
of Weld County. The department will employ up to 15 staff members including a director, an oil
and gas planner, permitting and enforcement officers, hearing officers, and office techs as well
as co -locating Public Works employees, who work on access permits and storm drainage, and
Public Health and Environment employees, who will monitor air quality and other environmental
factors to ensure the health, safety, and welfare of the environment and Weld County residents.
It is the goal of the county that the department's costs ($1,980,000) will be fully offset by permit
fees ($1,980,000).
Engineering is up $5,871,696 because of the addition of two new positions and position upgrades
costing $268,656, $5.8 million for grants to municipal projects, and the remaining amount for
engineering, design and rights -of way for roads and bridges in 2020. General Fund's subsidy to
the Public Health Department is up $161,691 due to anticipated salary step and cost -of -living
increases. An increase of $2,964,197 is included for other General Fund departments' anticipated
salary step and cost -of -living increases in 2020. Health insurance rates will remain the same for
employees and the employer in 2020. This will mean health insurance rate decreased 11.8% in
the last six years.
The budgeted appropriations for Public Works in 2020 total $65,348,108 up $2,247,830 primarily
due to more construction projects funded in 2020. Municipal share back is funded at $3,868,466.
2020 salary increases are for step increases due to employees, and a 3.0 percent cost of living
salary adjustment in this budget for a total of $104,128.
Other Public Works budget unit is budgeted at $22,444,977 based on the Capital Improvement
Plan (CIP). Personnel Services are up a total of $162,223. Purchased Services increased
$743,323. Contract Payments decreased $876,000 as the 2013 flood projects are complete which
reduced the account by $2,600,000, and additional US 85 Closure Improvement projects were
added at a cost of $1,350,000. Contract Payments saw an increase in bridge maintenance and
rehabilitation of $100,000. Strategic Roads increased $1,893,323 due to the change in road
projects for the year and the addition of the county's proportional share line item for Weld County
Road 58/53 Intersection project ($3,683,323), $1,606,654 for the joint project for CR 37/SH 52,
$1,000,000 for CR 29 from CR 90 to CR 100, $6,000,000 for the intersection CR 64/CR17 project.
$3,000,000 is budgeted for the Haul Route Program (HARP). Other contract payments are for
seeding ($160,000), low volume roads ($2,000,000), BIM projects ($100,000), and $250,000 for
the Master Pollution Prevention Plan, $200,000 for Weld Parkway maintenance, and bridge
rehabilitation ($660,000).
Design and ROW/utility projects include CR/17 intersection utilities ($1,600,000), O Street/35th
Avenue ROW and utilities ($625,000), S1-166/CR 21 ROW ($400,000), CR 29 utilities ($160,000),
CR ► 4141 design and ROW ($400,000), CR 66/41 design and ROW ($400,000), CR 37 design
($400,000), and CR 131 R6 design ($276,000) for a total of $4,160,000. Fixed Charges went
down by $320,000 as Right -of -Way Purchases were moved to Engineering to consolidate all
purchases (reduction of $60,000). Grants & Donations went down by $270,000 as bridge projects
13
with Colorado Department of Transportation were updated.
The total Social Services Fund budget is $45,777,213. The programs are funded by property tax
of $13,811,213, state and federal funds of $32,200,000, and the potential use of fund balance to
cover both anticipated and unanticipated cost overruns.
State Fiscal Year 2018-19 presented significant funding challenges to the Department, particularly
in the Child Welfare Services area. The Child Welfare Services allocation for Weld County was
reduced, significantly, from State Fiscal Year 2017-18 to State Fiscal Year 2018-19. This
happened at the same time counties were required to significantly increase their reimbursement
to providers of Foster Care Services, across the state, to comply with the requirements of Senate
Bill 18-254. Current expenditure patterns would likely cause Weld County to over -expend its Child
Welfare Services allocation, both for State Fiscal Year 2018-19 and State Fiscal Year 2019-20,
by $5 million to $6 million, each year.
In response, the Department is taking active steps to control expenditures and direct existing
expenditures to their most appropriate funding source. We are anticipating that any remaining
over -expenditures will be remediated through redistribution of other counties' under -expenditures
and through the use of TANF funds transferred to the Title XX Funding. However, despite these
remediations, it is possible that the county may be required to expend additional county funds in
order to fully fund the program. The 2020 County Budget does reflect an increase in county
funding of $700,000 for this potentiality, which may or may not cover the requirement. Therefore,
if it becomes necessary, the Department will request a supplemental appropriation of county
funds. We also continue to monitor the fiscal impact of ending the Title IV -E Waiver and the
implementation of the Family First Prevention Services Act on the Federal Funds appropriated to
the Child Welfare Services program.
As anticipated, the adjustment of the Broad -based Categorical Eligibility requirements for the
Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal Poverty
Level has impacted the workload required of county eligibility staff. We have, thus far, been able
to redirect eligibility determination staff, as needed, to meet the increased demands, without hiring
additional staff. We will continue to monitor productivity and timeliness to ensure that adequate
resources are devoted to providing these services to the communities of Weld County.
The addition of the Family Resource Supervisor position has enabled the Family Resource
Division to better organize its staffing structure and service delivery processes to better meet the
needs of the community. The Department's inter -divisional approach to evaluating, meeting, and
funding the needs of clients has resulted in a much more thoughtful and responsive process
whereby emergency needs can be met, while ensuring that the long-term stability of the
household is evaluated. We will continue to fine-tune the staffing alignment within these areas to
ensure that taxpayer dollars are used efficiently and prudently.
The Human Services Fund is funded at $8,924,000 for 2020, which is up $018,800 or 7.45 percent
from the previous year. There are shifts in funding by program. The Community Services Block
Grant is down $170,800, and Senior Nutrition programs are up $56,900. Department of Labor
programs are up $767,100. Area Agency on Aging is up $751,300 or 20.66 percent.
The Department of Public Health and Environment's total 2020 budget is $12,403,543. The Health
Department's budgetary planning for 2020 continues to emphasize strengthening and supporting
strategic activities and community partnerships while controlling costs and meeting budget
targets. While the department has made great strides in working toward the goals established in
14
the department's 2016-2019 strategic plan, the department has learned a lot and recognized that
these are goals that are worthy of continuation in 2020. Therefore, the department is reaffirming
its commitment to continue working toward the same priorities which include: formal integration
of health services into an established and enduring community system of care; supporting the
community in addressing behavioral health issues, including mental health and substance abuse;
and increasing communication channels, both internally and within the community, through
community engagement and by using technology and other means.
On the revenue side of the budget, property taxes are budgeted at $232,909,271 the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund revenue interest earnings are up $500,000 at $4,000,000 for 2020, due to higher
cash balances in the next year. Intergovernmental revenues are up $613,257. Charges for
Services are up $1,013,958 primarily from charges related to Communications change in the
users' fee structure. Fines from traffic enforcement are unchanged. Licenses and permits are up
$2,105,000 with $1,980,000 attributed to the new oil and gas energy► fees and $200,00 for building
inspection fees. Indirect cost recovery is up $788,289 due to Social Services' allocation. Clerk
and Recorder fees are up $150,000. All other revenues are relatively stable with little change.
The 2020 resources for Public Works total $112,540,797 which includes a fund balance of
$47,000,000, in addition to the revenue shown in the budget. Property tax is set at $24,000,000
up $5,000,000 from 2019. Specific ownership tax is estimated to be $11,300,000. Total HUTF
will be $11,000,000, up $300,000 from 2019. Permit revenues are budgeted at $500,000. Motor
vehicle registration fees are $370,000, and grazing fees are $500,000 due to energy development
in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The lease/purchase payment
from the Hoekstra Pit is $215,797. There is $750,000 from Solid Waste for paving of impacted
roads.
Other revenues from project reimbursements total $4,250,000. There are Energy Impact
Assistance grants of $2,400,000 with $2,000,000 for the Tier 2 projects and $400,000 for two Tier
1 projects. There is a state grant for Bridge 19/46.5 for $500,000. There are no flood project grants
in 2020. There is $1,350,000 from CDOT for the US 85 closure improvements. Severance tax is
budgeted at $1,500,000. In accordance with the policy adopted by the Board of County
Commissioners in 2010, the severance tax revenue is budgeted at a five-year leveling average
due to the fluctuations of the revenue created by the price and production levels of oil and gas
commodities.
The 2020 Budget contains adequate resources to provide a level of service like 2019. The
operational plan supported by the 2020 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost, we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing 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 we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long term
structural budget issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
15
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow 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, what we can do for our community, day in and day out, is to give our very best.
We must always strive to improve. Our Board expects it, our organization is committed to it, and
our community deserves it. In conclusion, I would like to thank department heads and elected
officials and their staff for their diligent efforts in the preparation of the 2020 budget. Much time
and effort went into its development.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado
or at https://www.weldgov.comidepartmentsiaccountingibudgeti. More general information
about Weld County may be found on Weld County's website at https://www.weldgov.comf.
Very truly yours,
"idaidalf44-1,
Donald D. Warden, Director
Finance and Administration
16
About Weld County
County Overview
Welcome to beautiful Weld County — home to 32 incorporated
municipalities, including growing cities, charming towns,
thriving businesses and thousands of acres of prime
agricultural land.
As Colorado's third largest county, Weld County covers 3,987
square miles in the northern part of the state and is larger than
the size of Rhode Island, Delaware and the District of Columbia
combined so while 333,000 people call Weld County home, we
still have plenty of room for growth.
The climate is dry and generally mild with warm summers, mild winters and a growing season of
approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low
hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The
South Platte River and its tributaries, the Cache la Poudre, d re, the Big Thompson, the Little
Thompson, the St. 'Frain, and other smaller streams, flow into Weld County from the south and
west, leaving the county on the east. With available services, location, resources and livability,
Weld County offers unbounded opportunity for families to live, work and play. We have one
more important ingredient as well: a positive attitude toward growth. For information regarding
Weld County demographics, please click here and look under the Helpful Information section.
We love being here, and we'd love having you here too!
Population: There are 32 incorporated municipalities in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains
approximately 1/3 of the county's population. Generally, most of the remaining population
resides within a 20-30 mile radius of Greeley; the northeastern part of the county is sparsely
populated.
Industry
Weld County leads the state in the production of sugar beets,
grains, beef and cattle. The county is also a leader in.
the production of dry beans, potatoes, poultry and eggs, milk
and other dairy products. In fact, agriculture is so important in
the county that the Weld County Code includes a specific Right
to Farm Statement.
Also important to the county: the energy industry. Oil and gas
activity has occurred for decades in Weld County, which is
located in the Denver Julesburg Basin and sits above the
Wattenberg Field.
17
The discovery in 1970 of the Wattenberg Field, which extends from
southern Wyoming and the Nebraska panhandle down along much of the
Colorado Front Range, initiated the first true oil boom in Weld County. Oil
and gas production within the county continued at a steady pace for several
decades. Then, in 2009, a horizontally drilled well (called the Jake well)
surprised the oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in Weld
County, and today, Weld has more oil and gas wells than any other county
in the state, approximately 23,000. The positive economic impact oil and
gas has had on the county has been tremendous. Schools, fire districts,
libraries as well as county and municipal governments all benefit from the
energy industry.
In addition to agriculture and energy, Weld County is also
home to thriving businesses — large and small. County
government has a proven track record of working with business
and industry; not creating obstacles. Major employers in the
area include: JBS USA, Leprino Foods, Aurora Organic Dairy,
Anadarko Petroleum, Noble Energy, Halliburton Energy
services, Vestas Blades, Banner Health, Carestream
Colorado, J. M. Smuckers and State Farm Insurance.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places.
The result is that Weld County provides an ideal location for corporations, industry and
business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash, which benefits
taxpayers and residents alike.
Principal Property Tax Payers:
Noble Energy
Anadarko Petroleum
Petroleum Development Corp.
Public Service of Colorado (Xcel)
DCP Midstream LP
Vestas Blade America Inc.
18
History
The history of Weld County, which was established in 1861 when Colorado was still a territory,
is literally rooted in the land.
Weld County ranks number one in the state, and number nine in the country, in the value of
agricultural products sold almost $1.8 billion annually.
So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit
for human habitation and should remain forever the unmolested haunt of the native hunter,
bison and jackal"? The answer is irrigation.
The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the
first ditch in the United States built specifically to grow food."
In 1835, a government expedition came through the
general area; the next year a member of that party,
Lt. Lancaster Lupton, returned to establish a trading
post located just north of the present town of Fort
Lupton.
In about 1837, Colonel Ceran St. Vrain established
Fort St. Vrain; Fort Vasquez was built south of
Platteville in about 1840. The latter was rebuilt in the
1930s under the Federal Works Progress
Administration.
The U.S. Congress took parts of the Territories of
Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts
of Colorado lying east of Larimer County and north of the present Adams County were in the
original Weld County, one of 17 counties established by the first territorial legislature in
September, 1861. Weld County was named for Lewis Ledyard Weld, the first territorial
secretary; St. Vrain became the first county seat.
During the first 16 years of Weld county's history, the county seat was moved from St. Vrain to
Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in
1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900s. Originally they came as railroad workers, but many
soon worked in the productive beet fields and eventually became prosperous land owners. Weld
County's Spanish -surname population began to arrive during the mid 1920s as laborers for the
sugar beet industry.
19
Weld County's sugar beet industry began with the building of sugar factories in Greeley and
Eaton in 1902. In 1903, another was built in Windsor, followed in 1920 by one at Fort Lupton
and another at Johnstown in 1926.
Education
Education has always been an important part of life in Weld County where 12 school districts
offer educational opportunities, all of which have earned a reputation for quality.
Greeley is the home to the University of Northern Colorado, a four-
year university offering bachelors, masters and doctorate degrees
to more than 12,000 students a year. Aims Community Collece,
also located in Greeley (with campuses in Fort Lupton and
Windsor as well), is a two-year liberal arts and vocational college
offering 200 degree and certificate programs.
Livabilit
Weld County's livability is just one of the features that make it a great place to call home.
Abundant Colorado sunshine, low humidity, cool summer evenings and mild winters provide a
climate where people thrive.
Recreational opportunities abound throughout the county
including the 21 -mile Poudre Trail, perfect for walking, running
and biking; St. Vrain State Park and its 604 acres of land and
152 acres of water perfect for camping, fishing and
photography; and the Pawnee Buttes - 193,000 acres of short-
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld county's location make it an idea spot as well, as Denver, Cheyenne, DIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www. d iscoverweld.com,.
20
TRATEGIC
PLAN
2020-Z024
WHY A STRATEGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such the strategic plan
provides Weld County policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
22
OUR PRIORITY STRATEGIC
THEMES
These themes guide field County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation system
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services
• Promote a healthy economy through business development
and economic diversification
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all government
services
23
OUR VISION FOR THE FUTURE
This vision statement reflects our
citizens' expectations for Weld Cou
government into the future.
F -
I
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
WELD COUNTY CULTURE
INTEGRITY
• We maintain the public's trust through honest and fair behavior
• We exhibit the courage to do the right thing for the right reason
• We are accountable to each other and the public for providing good service and
value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use of county
fund
STEWARDSHIP
We ensure responsible stewardship to all that is entrusted to us
• We recognize Weld County has conservative constituents (5% tax limitation)
We operate the county by employing good business practices
• We maintain fiscal stability to ensure services that citizens rely on, in good times
and bad times
• We are a "pay as you go" county with no debt
• We achieve operational efficiency through continuous efforts to improve and
innovate , thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting all other
options
COMMITMENT
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
• We strive to provide superior service to our citizens
• We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens
• We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers
We have dedicated, skilled and adaptable county employees that have a history of
turning plans and resources into achievement and success in serving Weld County
residents
25
OUR GUIDING
PRINCIPLES
These guiding principles are the basic values of every level of Weld
County
government. They guide the way we make our decisions and carry
out our actions every day.
)t‘ Ensure long-term fiscal stability for the county
Customer -focused and customer -driven
� Accountable and responsible to the public
� Provide and develop leadership, cooperation, and
collaboration
aimed at improving service
Focus on viable solutions that improve the quality of life
Provide the necessary knowledge, skills, and resources to
county
employees to carry out our mission and fulfill our vision
26
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
• Energy Development
• Innovation and
Technology
• Economic
Development
• County Government
Financial Trends
27
TRENDS IMPACTING WELD COUNTIV
Energy Development
Although fossil fuel extraction in Weld County is as old as the County itself, in the last few years Weld
County has experienced the biggest oil and gas boom in its history. Weld County has over 20,000 active
wells — about 90 percent of the state's total. The Niobrara Formation is a geologic formation that is
bountiful in fossil fuel reserves within the Denver-Julesburg basin, including nearly all of Weld County's
4000 square miles. New technologies have made the extracting oil and gas through the tight shale that
underlies the formation an economically viable proposition. Energy companies are investing in new wells
and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as I billion to
1.5 billion barrels of oil -equivalent in the Wallenberg Field. The production has translated into a boost for
the local economy, job creation, and tens of millions of dollars in property taxes and severance taxes for
local jurisdictions.
As has been the case for the last decade, growth and development activity directly, or indirectly, related
to oil and gas exploration seems to be the main economic driver in the majority of positive economic
activities in Weld County. The County has seen several compressor stations, injection wells, new
pipelines, and other oil and gas support and service industries seeking permits. Given the commitments
of large oil and gas companies in Weld County, the County seems primed to see considerable long-term
investment and development in the oil and gas arena. The volatility of the oil and gas assessed values
continue to be a major impact to the County's budget planning the last several years and will continue to
be going forward with all the long-term energy development planned in the county by energy companies.
In addition, legislative proposals and ballot initiatives regulating energy development in Colorado continue
to threaten the long-term viability of the energy industry in the state. in the 2019 legislative session SB
19-181 was passed and signed into law. SBI g-°181 is a major rewrite of Colorado's oil and gas
regulations. We will not be able to quantify the bill's full impact on oil and gas production in Colorado until
the State Oil and Gas Commission promulgates new rules, and we see how each city and county
responds with its own new rules.
The additional production of oil and gas has resulted in significant increases in the county's assessed
value with the oil and gas production being nearly two-thirds of the county's total assessed valuation in
2019. Because of the volatility of production levels and price fluctuations of the oil and gas production, the
county must continue to prudently manage the increased property tax base created by the energy
development. In 2012, the Board of Weld County Commissioners approved the Strategic Investment Plan
for the Future of Weld County. The plan is a long term strategy of investment in the county's
infrastructure, technology and innovation, workforce training and development, economic development for
diversification of the local economy, and to establish a fluctuation reserve to deal with the volatility of the
peaks and valleys in energy prices and production. The energy production revenues have allowed for
lower property tax rates, which resulted in savings for all taxpayers in Weld County.
The county and energy industry have forged a relationship that is one of cooperation. The most significant
impact of energy development has been on the county transportation system. The system originally
designed to serve farm -to -market routes has been inundated by trucks servicing oil and gas wells. The
county has worked closely with the energy industry to stay proactive in its approach to road
28
Energy Development
continued
maintenance and improvements. The county has embarked on its Haul Route Program (HARP)
to improve road impacted specifically by oil and gas operations. The program has been
developed in conjunction with the energy industry to identify haul routes that need to be
improved to access new drilling sites. In addition, the county constructed a 26 mile five -lane
concrete corridor on WCR 47/49 (Weld Parkway) between 1-76 and SH 392 in 2016-2018 to
accommodate the growth in the area and heavy truck traffic from the energy industry.
The energy industry will lace future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to ensure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Even with the uncertain of SB 19-181, Weld County is better positioned financially than many
counties, in part due to its diverse economic base, energy development, productive workforce,
and fiscally prudent management policies. A continued disciplined approach to fiscal
management of the County's limited resources will ensure alignment with countywide strategic
priorities and values. Commitment to the Board of Commissioners' priorities of budget
stabilization, preparation for contingencies, and funding of the county's infrastructure,
accentuates the need for long-term strategic planning including building a reserve' balance that
best positions the County to weather future economic variations with minimal impact on the
community it serves. We must continue to maintain our strong fiscal management practices and
recruit for a dedicated workforce to ensure we are prepared to face whatever the future may
hold. The future county budgets must continue to address both the needs of today and the
potential challenges of tomorrow.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld
County population is much more diversified than it was even a decade ago as in migration
has added to the ethnic/cultural diversity with the growing Latino population, and there is
immigration from all parts of the world. Weld County's changing demographics are evident
in the shift from a rural character to an increasingly urbanized population. Land use
patterns are changing. The political make-up of the population will most likely change. The
age of the population is shifting in Weld County, as it is nationwide with the aging baby
boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state
demographer is projecting by 2040 the Southwest Weld County population center could
approach 250,000. This area will also blend with the Denver metropolitan area resulting in
the loss a specific community identity. All these demographic changes impact the kind of
services provided, the manner in which they are provided, and the service levels. It will fall
upon Weld County's elected officials and managers to find more creative and innovative
solutions to better use the limited resources of the county to maximize delivery of services
to the more diverse citizenry of Weld County.
29
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging all of us
as individuals and as organizations and shows no sign of abating. In fact, the pace of change
underway now in our world continues to intensify. Fueled by technological advances, we are
quickly changing and reshaping all aspects of our lives from how we live and work to how we share
information and communicate. These technological advances in many ways are fundamentally
changing the public's expectations of and relationship to their government.
Weld County must continue to achieve operational efficiency through continuous efforts to improve
and innovate, thereby maximizing value for taxpayers. By continuously working to improve the
quality, efficiency, and cost effectiveness of its services, county staff will maximize value for
taxpayers and increase the ability to meet emerging public needs while living within our financial
resources. Weld County must continue to draw on the expertise of its workforce to take advantage
of new ideas and tools to improve service delivery and operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The mission of
the Weld County Information Technology (IT) Department is to provide responsive, adaptive,
transformative, innovative, and cost-effective information technology solutions and services. This
assists county departments and offices to successfully achieve their objectives. IT will assist with
the implementation and support of technology solutions empowering the citizens of Weld County to
access information and mission critical services in a comprehensive, responsive and effective
manner. IT is one of the common threads that enable the county's business units and offices to
accomplish their respective missions. While IT is an essential, foundational element for the county
to provide certain services, IT is also a catalyst for business innovation. The business units and
offices identify goals that can be enabled by IT; and IT can present new technologies that prompt
business units and offices to reconsider how they deliver services.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, secure, integrated information services environment that
meets not only today's needs for communication and business efficiency, but positions the county
to leverage new technology innovations, such as cloud services, and best practices for business
transformation and improved service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
our customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public needs
in innovative, comprehensive ways. It may mean we have to change how we communicate with the
public we serve by expanding the services and information the public can find online and through
social media.
30
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the direct
impact of the oil and gas development, and accommodating the future growth in the county, is in the
long-term investment in the road and bridge infrastructure. Growth in the county has put an ever
increasing demand on the county's infrastructure. The growth has increased the use of county roads
and created congestion on several county roadways which need to be mitigated. Although the county
has made tremendous progress the last thirty years in improving the overall condition of county roads
and bridges, the growth is adding a whole set of new problems. The character of many county roads in
the Greeley -Windsor area and southwest part of the county has changed from rural roads to urbanized
roads due to the traffic volume demanding a higher capacity and level of service.
While the growth in the county's assessed value and economic stimulus of the energy industry in Weld
County is positive, the downside is that the county will have to add significant resources to the Public
Works budget over the next few years to accommodate heavy hauling traffic, address safety issues,
and improve roads impacted by the oil and gas industry's heavy hauling on county roads due to new
exploration. In recent years funds have been added to the Public Works budget to deal with the Haul
Route Program (HARP) to accommodate the energy development impacts. The Weld County 2035
Transportation Plan summarizes existing transportation conditions and recommends policy, funding
and roadway development for Weld County through the 2035 planning horizon. The transportation plan
takes the condition of the current transportation system and uses county land use forecasts and
regional travel demand models to outline a plan that will develop and maintain a safe and efficient
roadway network in Weld County long-term. The plan strives to improve the movement of people and
goods to all Weld County communities by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over $400 million.
When the plan is broken down into ten-year time increments, the short-term (2011-2016) amount is
$39.8 million, mid -range (2016-2025) $178 million, and long-range (2026-2035) $186.4 million. Prior to
2013, many of the projects in the Weld County 2035 Transportation Plan were unfunded in the budget
projections for future years. This changed with the Strategic Investment Plan for the Future of Weld
County. In approaching the funding requirement, it required another $15 million going into the Public
Works Fund from property taxes raising the property tax level to $24 million from 2019 forward. The
additional property tax investment in the transportation system together with the anticipated federal
mineral leasing dollars, and severance tax from energy development, and transportation impact fees
will add many of the necessary resources to fund the Weld County 2035 Transportation Plan. Besides
these resources, the funds will also help provide matching funds to leverage grants from the Energy
Impact Assistance program and NFRMPO and UFRMPO to fund projects in the Weld County 2035
Transportation Plan.
A five-year Public Works Capital Improvement Plan will continue to be updated annually and will
ensure a fair and reasonable determination of project priorities in accordance with the county's overall
transportation needs, especially in dealing with the impact of energy development in the county.
31
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the standard of
living for county residents. To accomplish this the county and our economic development partners
must focus on facilitating and attracting investment, creating new job opportunities, and stimulating
growth and expanding the county tax base. To increase the number and quality of business
enterprises and primary or basic jobs in Weld County, the economic development efforts must focus
on enterprises that export goods and services outside the local economy to regional, national, and
international clients and in turn creating an inflow of capital into the local economy. With a strong
agricultural economy complemented by several value-added processing companies, like JBs and
Leprino, and the energy industry, the county has a strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to grow, and
easily accessible transportation in regards to roadways and railways. Weld County has seen recent
growth in certain industries such as oil and gas exploration and production and renewable energy
technology and development. It offers proximity to urban areas while maintaining its agricultural base
and protecting water resources. The communities of the county have a small-town feel, but still have
also seen rapid growth in population and land development. There are also established retail centers
and service centers. All these features create a good economic development environment to attract
new businesses.
Working with economic development partners, such Upstate Colorado Economic Development, Small
Business Development Centers, Colorado Enterprise Fund, and state agencies, Weld County has
many economic development incentives to offer and tools to assist existing and new businesses. The
county offers a personal property tax incentive program, small business incentives, Larimer/Weld
Business Revolving Loan Fund, and Colorado Enterprise Loan Fund. Portions of the county are
designated as an Enterprise Zone under the state program. Other state incentives and jobs program
are available for businesses looking to locate and expand in Weld County. In addition to the programs
cited in 2016 the county has established through property tax credits, donations, and a $60 million
endowment from the sale of NCMC hospital property a Brighter Weld County Scholarship Program for
all Weld County high school graduates for enhanced workforce development.
The county must have the long-term vision to diversify the economic base and assessed value base
of the county to become less dependent upon oil and gas assessed values. Investment in economic
development for the diversity of the local economy will lay a solid foundation for long-term economic
growth in the county and allow Weld County to be competitive in retaining and attracting quality
companies and a labor force to support those companies. Innovative economic development
initiatives must bring together the synergy that Weld County has, such as, no sales tax, low property
tax rates, leveraging of oil and gas assessed value to nurture other economic development, use of the
natural gas and wind power in the area to provide low cost electricity, and having an infrastructure
that is strategically situated for the location of businesses and high technology installations of the
future. To accomplish long-term economic prosperity and maintain the county's strong fiscal health,
Weld County must use its financial resources to drive innovation to foster more productive, inclusive,
and sustainable growth by better use of the assets and creativity of the county and our private
partners. This could mean looking at current economic development incentives, such as personal
property tax credits, and providing infrastructure to accommodate new companies in innovative and
creative ways. Weld County is fortunate that it has the financial resources to initiate, direct, and
implement innovative economic development ideas when the opportunities present themselves.
32
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects, full
fund its pension plan, and provide core services to residents. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from how
we live and work to how we share information and communicate •-• in many ways
fundamentally changing the public's expectations of and relationship with government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's structural budget issues long term, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government.
The volatility of the oil and gas assessed values continues to be a major impact to the
county's budget planning. Because of the volatility of production levels and price fluctuations
of the oil and gas values, the county must continue to prudently manage the property tax base
created by the energy development. In February 2012, staff developed, and the Board of Weld
County commissioners approved the Strategic investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County commissioners an analysis of the optional uses of the projected
property tax revenues from the new oil and gas development in Weld County. The option
selected was to develop a long-term strategy of investment in the county's infrastructure,
technology and innovation, workforce training and development, economic development for
diversification of the local economy, and to establish a fluctuation reserve to deal with the
volatility of the peaks and valleys in energy prices and production.
The county's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals of
this strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve bemaintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
%4%43/4%%444**3/44ftwata.....
33
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS:
• Fiscally responsible and
constrained
• Visionary and proactive
• Provide good and
effective services to
citizens
Commitment to being a
responsive government
Responsible and
accountable to the citizens
• Coordinated efforts inside
and outside the county
Good use of technology to
communicate internally
and externally
• Strong advocates for our
citizens and their values
• Effective use of
technology to provide
services
•
•
•
WEAKNESSES:
Enhance communications
with public
Im • rove relationships
with other entities
Understand the impacts
f demographic changes
in the county
Focus efforts to recruit
and retain good
employees
Im rove public
perception of Weld
County
Use technology to
advance county services
34
iI
S
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES: CHALLENGES:
• Increasing revenues
equal increased voice
and leverage
• Budget strength equals
political strength
Technology on the
leading edge
• Consolidation/partnersh
ips through government
collaboration and
private community
organizations
Self promotion
nationally and through
industry leaders
Leveraging resources
Diversification of the
total economy
• Education/information
telling our own story
Changing demographics of
county with growth
Immigration from different
areas an cultures
(language)
• Oil and gas volatility and
impact on the economy as
a whole
Biased reporting in the
media
• Distrust of government at
all levels
• Private competition and
public labor market
• Natural disasters,
pan • emic, terrorists, and
cyber security
• Citizen activists lacking up
government
• Federal and state structural
budget problems
35
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
plans, including the mission statement for each strategic area,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective/key performance indicators. The
strategic area are:
•Public Safety
•Health Service
Human Services
Transportation
*Community and Economic Development
•Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD 1: Protect the well-being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
• Mission Statement: To accept and lawfully holdprisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than
they arrived. (Detention Division)'
o Goal SO DD1: : Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County egional Communications Center)
o Goal PS WCRCC1: 1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: C2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: C3: To resolve SeverelImmediate/Urgent Issues 100 % monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5: Implement a new public safety information system.
o Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20
days (including repairs).
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS C1: Continually adjust to meet readiness and service needs
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly -qualified staff to meet the present and future needs
of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
Goal JS -2: To assist the Criminal Justice Advisory Committee (CJAC) to be a
resource to local justice system policy makers to analyze, problem solve and create
efficiencies to overall service delivery. Use this information to regularly update and
maintain long-term resource and capital needs for Weld County. (Justice Services)
Goal JS -3: To provide safe and less expensive sentencing alternatives to the use of
jail; deliver effective offender services for seamless community re-entry. (Justice
Services)
c Goal JS -4: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
• Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and
sustain broad and sincere relationships among individuals and organization to encourage
trust, advocate a team atmosphere, build consensus, and facilitate communication. (Office
of Emergency Management)
o Goal PS OEM 1: Enhance capability necessary to protect the community from all
hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld
County
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community
partners
Goal PS OEM 2: Increase response capability necessary to improve life safety,
property protection and environmental preservation
1. Heighten the level of readiness through emerging technologies
2. Expand public, private, non-profit and faith -based partnerships to
strengthen response capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
o Goal PS OEM 3: Implement initiatives to engage the whole community in order to
more effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
Goal PS OEM 4: Build a more resilient community through innovative mitigation
strategies.
1. Identify and apply new research to accurately assess possible risks and
hazards to the community.
2. Leverage various funding sources to complete mitigation projects.
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS1: : To continuously strengthen services and support innovation that leads
to a culture that empowers people to improve their quality of life.
o Goal HHS Develop and deploy consistent performance management approaches
across the Human Services Department.
o Goal 1111S3: Establish a systematic structure to effectively communicate inside and
outside of the Human Services Department..
o Goal HHS4: To prepare for the future by identifying appropriate actions to
opportunities and challenges that may impact the Department of Human Services.
o Goal HHS: To develop a means to clearly and effectively communicate the value
of Human Service programs to any person inside and outside of the organization
on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Weld County Department of
Human Services.
o Goal VS1: : Perform as advoc ate for veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims.
o Goal VS2: Assist veterans and dependents enroll in Veterans Administration health
care.
o Goal V53: Provide education assistance and burial and survivor benefits for
veterans and dependents services.
STRATEGIC AREA:
HEALTH SERVICES
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health
and environment of the residents of Weld County. (Department of Public Health and
Environment)
o Goal HS 1: Implement a workforce development plan.
o Goal HS2: Support the community by addressing various health issues, including
mental health and substance abuse.
o Goal H3: Develop a culture of quality improvement department -wide.
STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Stat ent: To design, build, and maintain safe and economical roads and bridges,
buildings, and other facilities for the safe and efficient use by the citizens of Weld County and
others. (Public Works Administration)
O Goal TPW 1: Provide effective and efficient administrative and ' anagerial support and
supervision to the Public Works Department. (Public Works Administration)
Goal TPW2: Perform transportation of materials for maintenance and construction projects
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
Goal TPW3: : Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
Goal TPW4: Perform the construction, repair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within the budget, and on time. (Public
Works Bridge Construction)
O Goal TPW : Maintain traffic control devices on County roads and bridges. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, reclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW7: Provide pavement agement to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection, testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: : Implement the Colorado Weed Management Act on County properties and
assist landowners with compliance with the law through public education and assistance.
(Pest and Weed)
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal EIS 1: Encourage the expansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED: Support ort and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal E : ecognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
STRATEGIC AREA:
LAND USE
STRATEGIC AREA: LAND USE
Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our greater
community, so that quality of life and property values are maintained for County residents,
business and property owners through a coordinated and cooperative planning process.
o Goal CELL f : Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
(Building Inspection)
Goal CEDE: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education. (Building Inspection)
Goal ED►9: Maintain quality, professional and timely site inspections. (Building
Inspection)
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STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (office of the Board)
o Goal ES1: : Enable County departments and its service partners to deliver quality
customer service.
Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
Goal E4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
Goal ESS: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving are met. To be accountable and
responsible to the public's needs. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the recording office and all
duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Mail Ballots, Voter Service and Polling Centers or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Voter Service and Polling Center that is organized,
safe and free of influence. Maintain a staff of highly -trained professionals who have
the responsibility for the administration of the election office and all duties charged
to the office.
Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the motor vehicle office and
all duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times. (Clerk & Recorder - Motor Vehicle)
52
Goal ESS: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
c Goal E9: Correctly discover, list, value and defend values for property taxes for
Weld County taxing authorities. (Assessor)
Goal E 10: Ensure the financial viability of the County through sound financial
management practices. (Finance &. Administration)
Goal ES1 Deliver on promises and be accountable for performance. (Finance
Administration)
c Goal ES 12: Ensure the financial accounting of County funds is accurate
(Accounting)
.
Goal E 13: To provide the effective procurement of quality products and services
at the best value to weld County tax payers. (Purchasing)
a Goal E 14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
Goal E 15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
c Goal E 16: Direct planning, design, engineering, construction services, and capital
improvements. (Building & Grounds)
Goal E 17: Ensure a responsive, service -oriented, effective maintenance services.
(Building & Grounds)
Goal E 18: Perform preventative maintenance actions to reduce lifetime
operational cost. (Building & Grounds)
Goal E 19: Deliver timely, high quality and cost-effective printing and supply
services to County departments. (Print Shop)
Goal Eo: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Motor Pool)
Goal E S.1: Capitalize on phone technology to improve service, increase efficiency
and provide greater telecom access and exchange. (Telecom)
•
Mission Statement: Provide responsive, adaptive, transformative, innovative, and cost-
effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation
and support of technology solutions empowering the citizens of Weld County to access
information and mission critical services in a comprehensive, responsive and effective
manner. (Information Technology (IT) Department)
c Goal 1: Information Technology Security
Goal 2: Adopting Cloud Services
Goal 3: Consolidation and Optimization
Goal 4: Budget and Cost Control
o Goal 5: Human Resource / Talent Management
Goal 6: Strategic IT Planning
Goal 7: Mobility
o Goal 8: Disaster Recovery and Business Continuity
Goal 9: Geographic Information Systems (GIS)
Note: Information Technology has a comprehensive strategic plan available online at:
http:ii ci.weld.goviDepartmentLinksiInformationTechnology/inde .htrnl
54
2020
BUDGET STRATEGY
The 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 property tax initiative will be approved by the voters and the 15.038 mill
levy cannot be raised without political fallout in these economic times.
In the 2020 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
displace federal or state reductions.
Program funded with state and/or federal allocation increases must be able to have
a sustainability plan when staff or program costs are increased or be prepared to
reduce staff or program costs, if the allocation declines.
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 2020 before
budget preparations begin.
A target of ten percent off the 2019 budget base will be uniformly applied to
all budget units.
Fringe benefits will be left at the current level of benefit.
No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2019 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.
Any 2020 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
55
Outside agencies that provide contractual services will be treated like county
departments.
New or expanded mandates will be absorbed within the 2020 target amount by all
budget units.
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.
Self-supporting budgets will float at the 2019 funding levels.
A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
P
All vacant positions in 2020 will follow the "sunset review" process to determine if
the position needs to be filled.
Resources for new activities will come from increased productivity and termination
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 2020 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 2020, while accomplishing a balanced budget. The 2020 budget must be structured to
attempt, within available funds, to ensure 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 will be adhered to in the budget.
Legislative and regulatory changes are accommodated.
Technologies are employed in cost effective manners in the county.
56
Population growth and development is planned for and accommodated.
New initiatives associated with the human capital management strategies are
accommodated.
Investment in the transportation system infrastructure as outlined in the Five -Year
Public Works Capital Improvement Plan addressing the strategic roads of the
county and the maintenance of the current road and bridge infrastructure.
Continue the initiatives required to foster area economic development and to
improve the quality of life.
Provide for long term capital planning for facilities, information technology, and
communications infrastructure.
2020
BUDGET CALENDAR
April 15 Board reviews the 2020 budget plan.
May 3 - May 10
June 14
June 14
June 14
June 14
June 14
June 14
July 3
July 3 - September 16
S eptember 17
S eptember 17
September 20
Director of Finance discusses target budgets and 2020 budget
plan with department heads and elected officials.
Elected officials and department heads submit applications for
the innovation investment program projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit telecom service
requests to Telecom Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources.
Elected officials and department heads submit requests for
information technology services requests to Information
Technology.
Elected officials and department heads submit requests for
vehicles to the Fleet Manager.
Submit budget request to Director of Finance and
Administration
Finance office review.
Early warning budget work session and community agency
requests.
Budget Message to Board and transmit Proposed Budget to
commissioners.
Publish notice of availability of Proposed Budget
ctober 22 and 24 Budget work session hearings with commissioners and
elected officials and department heads.
N ovember 1
October 25 - December 10
December 11
Publish notice of final budget hearing.
Prepare final budget.
Public Hearing on Final Budget, and adopt mill levy 9:00 a.m.
58
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend
to be, or as flexible as prioritychanges dictate. In the end, the goal of Weld county's budgeting
process is to produce a "user friendly" document, designed to enhance policy makers', managers',
and citizens' understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide, and
communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review►, and adoption process, includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and social services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year programperformance,reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long-range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives, and relate present operations to the programs planned. The budget is then based
upon the program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
59
The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment tomeet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments and
offices, and teamwork.
The following two pages show the process graphically.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PRO GRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process.
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
\\\
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
DEPARTMENT BUDGET UNITS
62
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services whichfail 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.
Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
Modified Accrual Basis of Budgeting
(Government Fund Types)
General
Fund
Special
Revenue
Public
Works
Social
Services
Conservation
Trust
Health
Human
Services
Solid Waste
Capital
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
Fleet
Services
Insurance
Weld
Finance
Corp
i
Health
Insurance
Telecom
Services
Crime Lab
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 recorded in the year in which it becomes both measurable and available as net
current assets. "Measurable" means the amount of the transaction can be determined and "available„
means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
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 2019, payable in 2020, and 3) various routinely provided services
(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. Due to
Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds.
64
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary management
control device during the year to monitor the individual departments (level of classification which
expenditures may not legally exceed appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within departments
of each fund. Any revisions that alter the total appropriation for each department must be approved by the
Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111, C. R. S., 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, C. R. S., 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
December 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.
65
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
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. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances 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.
Public Health Fund: The Weld County Department of Public Health and Environment
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 OSA.
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.
66
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 -1-301, C.R.S., 1973.
PROPRIETARY FUND TYPES:
Proprietary funds focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third party payers.
NorthernColorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
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.
Fleet Services 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.
Telecom 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 health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
67
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
• 2020 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 goals and workload and performance 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
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance With Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of county commissioners to be
implemented in the county as required by the Board of county
commissioners and insure that the activities of the departments are
consistent with the policies determined and set by the Board of
county Commissioners.
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
p
p
p
The new Department of Oil and Gas Energy will be staffed with 15 FTE to regulate oil and
gas operations under SB 19-181 with full cost recovery through permit fees.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $60.0 million.
Communications will phase in recovering 40% of costs through user fees versus 20%.
Public Trustee function will move under the County Treasurer July 1, 2020, and no longer
be a Governor's appointee.
With the passage of HEM 19-1278 there will be a Presidential Primary, and new election
mandates increasing the costs of elections by nearly $1.5 million in 2020.
The creation of two new District Court judges required increasing the staff of the District
Attorney by 5 FTE, and the Sheriff by 6 FTE for a total cost of $1,138,331.
29.00 FTE in the Sheriff's Office will be added in 2020.
Capital investment in the county's information technology infrastructure for data center
storage and fiber redundancy total $2,250,000.
Open a Southwest Weld Substation booking function to serve south county law
enforcement agencies
Complete construction of the $45 million jail expansion.
Fund increased salary adjustments for all sworn Sheriff officers to be competitive with
other Front Range law enforcement agencies for recruitment and retention of officers.
Sheriffs Office will transition the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house by January 1,
2021.
Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2020 meanings premiums are 11.8% lower than they were six years ago.
A new coroner's morgue will be constructed and staffed.
The public safety information system (Spillman) will be updated or replaced.
The 2020-2024 Capital improvements Plan for facilities is funded at $76,225,000.
With the sale of the NCMC hospital property an endowment of $59.4 million has been
created to fund Bright Future student grants from the earnings of the endowment.
LONG TERM FINANCIAL
PLA NNING POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures cannot
exceed available resources. No debt financing of the operational budget is permitted. Weld
County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current
level of services, including known changes that will occur during the forecast period. If the forecast
does not depict a positive operating condition in all five years of the forecast, the county will strive
to balance the operating budget for all years included in the five-year financial forecast.
Long Term Budget -to -Actual Trends: Annually evaluate trends from a budget -to -actual
perspective and from a historical year-to-year perspective to identify areas where resources have
been over allocated. This will improve the accuracy of revenue and expenditure forecasts by
eliminating the impact of recurring historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and
Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long-
range depletion of the resource in the County.
Fees andCharges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure they are still appropriate. Fees will be available for the public and adopted
by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
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to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county. The current debt capacity is nearly $400 million. Debt
under the debt limit includes all financial obligations over one year in duration, e.g. general
obligation bonds, revenue bonds, certificates of participation, notes, lease purchase agreements,
letters of credit, revenue warrants, long term lease obligations, or any other multiple -fiscal year
direct or indirect debt or other financial obligation. Obligations for pension plans are excluded
under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need to
reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted
one-time expenditures. See fund balance policy in the policy section of the Budget Message for
more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be maintained
by the Finance Department to ensure accountability and adherence to the budget by restricting
the expenditure of funds above the amount appropriated for the spending agency. Monthly
financial reports will be available on-line through the accounting system for elected officials and
department heads, detailing the progress towards budget compliance. These reports will, at a
minimum, compare the current budget and year-to-year revenues and expenditures by
department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the oil and gas boom in Weld
County from development of the Niobrara formation Weld County property tax revenue has
increased. As a result, in February 2012, staff developed and the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. A long-
term strategy of investment in the county's infrastructure, technology and innovation, staff and
workforce development, and economic development for diversification of the local economy can
all have a demonstrable long-term payoff. A good county transportation system facilitates the
movement of goods and services. Investment in innovation and technology will lay the foundation
for new and more efficient governmental services being provided by Weld County government.
Staff development ensures that the county's employees have the skills required to provide the
very best service possible to the citizens of Weld County. Investment in economic development
for the diversity of the local economy will lay a solid foundation for long-term economic growth in
the county and allow Weld County to be competitive in retaining and attracting quality companies
and a labor force to support those companies. Weld County has to focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the energy boom is
happening, but also when it eventually ends.
7 1
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 Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are used
in operations and that have initial useful lives extending beyond a single reporting period.
4. 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.
5. 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.
6. Relationship Between Capital Funding and Operating Budget - Capital assets, which
include property, plant equipment, software, rights -of -way, and infrastructure assets (e.g.,
roads, bridges and similar items,) are reported in the applicable governmental or business -
type funds. Capital assets are defined by the County as assets with an initial, individual
cost of more than $5,000 and a useful life of more than one year. All fixed assets are
valued at historical cost or estimated historical cost if actual historical cost is not available.
Donated capital assets are recorded at estimated fair market value at the date of donation.
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The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation on
all assets is provided on the straight-line basis (asset value divided by years of useful life)
over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 50years
20 years
50 years
20 years
3 - 5 years
lo - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
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 FDIC or FSLIC. Further, any
deposit/investment amount more than $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. 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, C.R.S. 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 nearly $300 million.
Of this amount, approximately $1 million 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.
Interest revenue is projected on the basis of an average interest rate of 2.00 percent in 2020.
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FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund'. balance reserves
depends on the potential viability of the county's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of county commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the negative impact
on the county in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for future health programs for the benefit of the citizens of Weld
County.
• Any remaining fund balance following all restrictions and commitments in the social
Services Fund shall be assigned for future welfare programs for the benefit of the
citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for future welfare, senior, and employment programs
for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one -percent
of annual total expenditures that do not routinely occur. The Contingency Fund shall
be funded by property tax with a half -mill applied to the county's assessed value
annually, unless the Board of Weld County commissioners adjusts the amount in the
annual budget process.
• The three -percent TABOR emergency reserve required by Article X, section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in an
amount equal to eight -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
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.
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 cuttinglrevenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Small
--
Organization assessment
Contraction in services
Productivity improvement
Privatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Made
Made
MINNIE
-
-
—a
--
em
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding 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
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
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 Director of FleetServices for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost-effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the county by flattening the
organization and empowering employees to the maximum extent possible.
Continued deployment of LEAN. The County began to use LEAN, a continuous
improvement methodology in 2017. Significant process improvements have been made in
many departments, including Motor Vehicle, jail booking, and Human Services operations.
The County's Lean efforts are evolving from a centralized group in Information Technology
to broader deployment throughout county departments involving their own staff.
2020 GUIDELINES
Unless fully justified there will be limited recommended increases in personnel in the
recommended budget to the Board. Increased workload should be absorbed by existing
personnel wherever possible through increased productivity.
Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing 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 director of Fleet Services 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 2019's budget presentation.
Salaries should be budgeted at the 2019 level. Any salary increases 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
orother adjustments to match the cost of providing such services.
Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
-tp
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 November. Therefore, all offices and departments
should make conceded 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 and must be completed
by each department.
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In reviewing the 2020 budget request, The Director of Finance and Administration will
develop preliminary recommendations to the Board of County Commissioners. The
Director of Finance and Administration will ask the same basic questions that, hopefully,
each of the departments asked regarding the evaluation of their program activities. These
questions concern need and purpose, objectives, departmental priorities and rank,
achievements and benefits expected, means, if any for measuring results, consequences
of not implementing the request, impact on other agencies or departments, alternative
approaches or service level, resources required, means of financing, and whether or not
all cost cutting and revenue generating strategies have been applied.
Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2020
budget process.
Use the following budget population data for performance measures:
YEAR
2018 (Actual)
2019 (Estimated)
2020 (Projected)
POPULATION
3143350
323,750
333,150
Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
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2020
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2020 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 3, 2019.
2. All departments are requested to submit, on or before June 14, 20101 the following items
that will be part of your 2020 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Human Resources to assess the need.
Telecom Service Requests for phone changes in 2020. Unplanned
moves will only be done if absorbed in the 2020 budget.
D. Information Technology requests for computer hardware, software,
system upgrades or system study. (See memo from the CIO
regarding 2020 IT Project Request process)
E. New or replacement vehicle requests to the Director of Fleet
Services for inclusion in the Fleet Services budget.
F. Applications for the technology and innovation investment program
projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2019 level. Any anticipated increase
over 2019 level must be absorbed in target amount.
4. For budgetary purposes, please use the 550 per mile reimbursement rate in developing
your 2020 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 past years.
6. Fleet Services IGA rates should be ascertained from the Director of Fleet Services for
budget purposes. This is necessary because of the varying rates for unique kinds of
vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$2.00/gallon, diesel $2.25/gallon, and E85 $2.00/gallon.
7. Any new or replacement vehicles should be discussed with the Director of Fleet Services
and a Vehicle Request Form completed. Vehicles being replaced must be identified on
the Vehicle Request Form and will be turned in when the replacement arrives in 2020.
Postage costs are anticipated to be 550 in 2020.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration to coordinate the overall
target amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2020. See Director of Finance and Administration for
exact format.
12. Any 2020 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 2020 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance and
Administration, the way the credit card service fee can be recovered or absorbed in the
fee structure in compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the final
budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
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 970-400-4218 `0-400-4218 to answer
questions, or to get approval for variation to the normal procedures outlined in the special
instructions.
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2020
PROGRAM ISSUES
The new Department of Oil and Gas Energy will be staffed with 15 FTE to regulate oil and
gas operations under SB 19-181 with full cost recovery through permit fees.
The creation of two new District Court judges required increasing the staff of the District
Attorney by 5 FTE, and the sheriff by 0 FTE for a total cost of $1,138,331.
With the passage of HE 19-1278 there will be a Presidential Primary, and new election
mandates increasing the costs of elections by nearly $1.5 million in 2020.
Sheriff's Office will transition the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house by January 1,
2021.
A new coroner's morgue will be constructed and staffed.
The public safety information system (Spillman) will be updated or replaced.
The 2020-2024 Capital
mprovements Plan for facilities is funded at $75,275,000.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $60.0 million.
Communications will phase in recovering 40% of costs through user fees versus 20%.
Public Trustee function will move under the County Treasurer July 1, 2020, and no longer
be a Governor's appointee.
29.00 FTE in the Sheriffs Office will be added in 2020.
> Capital investment in the county's information technology infrastructure for data center
storage and fiber redundancy total $2,250,000.
Open a Southwest Weld Substation booking function to serve south county law
enforcement agencies
complete construction of the $45 million jail expansion.
Fund increased salary adjustments for all sworn sheriff officers to be competitive with
other Front Range law enforcement agencies for recruitment and retention of officers.
Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2020 meanings premiums are 11.8% lower than they were six years ago.
With the sale of the NCMC hospital property an endowment of $59.4 million has been
created to fund Bright Future student grants from the earnings of the endowment.
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REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2020
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.
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 itability of comparable fees.
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.
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.
g Assume a local economy like 2019 with some projected slowdown in the last
quarter of 2020. Assume interest rates averaging 2.00 percent throughout 2020.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
'I #1. 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.
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and considered in forecasting revenue trends.
Property Tax: Weld County's property tax revenue is very dependent upon oil and gas assessed
valuation. The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning, as it has been for the last eight years. in addition, legislative proposals
and ballot initiatives regulating energy development in Colorado continue to threaten the long-
term viability of the energy industry in the state. In the 2019 legislative session SB 19-181 was
passed and signed into law. SB19-181 g-1 1 is a major rewrite of Colorado's oil and gas regulations.
We will not be able to quantify the bill's full impact on oil and gas production in Colorado until the
state oil and Gas Commission promulgates new rules, and we see how each city and county
responds with its own new rules.
For the 2020 budget, the increase in the county's assessed value from oil and gas values was
over 45%. The 2020 assessed valuation level is above the previously high 2019 level due to oil
and gas production and growth in the county. Because of the volatility of production levels and
price fluctuations of the oil and gas values, the County must continue to prudently manage the
increased property tax base created by the energy development. The county has dealt with
fluctuations in the oil and gas assessed valuations by keeping the county budget's base costs
level and using increased property tax in good years for one-time expenses or putting funds into
the fluctuating contingency reserve. In the 2020 budget there is $76.4 million in one-time
expenses. It is anticipated that oil prices will stay► in the $45-65 per barrel range in next few years.
Going forward the county will levy with maximum allowable, per Weld County Home Rule Charter
and Amendment One (lABOR) limitation.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be up slightly
($100,000) in 2020 due to stable vehicle sales and how the new vehicles figure into the five-year
sliding fee schedule.
Building Inspection, oil and Gas Permits, and Planning Permits Continued growth in
construction is being seen. There is more activity in residential building in the unincorporated part
of the County with some factors pointing towards an uptick in activity as rental vacancy rates are
low and housing listing inventories are low. Although the investment in the oil and gas
infrastructure is anticipated to continue for the next few years there has been a leveling off in
drilling activity, which levels building permit revenue. The new oil and gas regulation resulting
from SB 19-181 will increase permit revenues in 2020 by nearly $2 million.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. We can anticipate moderation in non -defense discretionary
spending and some spending cuts in entitlements. Spending and revenue imbalances at the state
and federal levels will most likely result in lower or at best slower growth in intergovernmental
revenues for the county in the future.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts. Increase in 2020 is due to dispatch user fees moving from 20% to 40% of costs.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 2.00
percent, times the estimated average daily cash balances. Based upon Federal Reserve
projected interest rates and increased cash balances in 2020 interest income is increasing.
84
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. These revenues have been up significantly the last five years
but are anticipated to level off due to lower oil prices going forward and the impact of SB 19-181.
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2018 Indirect Cost Plan approved by the
Department of Health and Human Services that results in federal revenue allowable from grants.
Social Services has been charged the full indirect cost allocation amount since July 1, 2012, which
results in approximately an additional $5.3 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years. Increased oil and gas and housing financing recording activity in the county is
resulting in higher projected revenues in this area.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing slight
due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
up slightly in 2020 due to increasing vehicle sales and population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. As vehicles become more fuel
efficient less fuel is purchased, thus paying less HUTF tax that is based upon a per gallon tax.
This is offset by population growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program. The new Child Welfare allocation formula
adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior
formula. However, beginning in 2019 the allocation has declined.
Health Grants: Based upon contracts signed July 1, 201 g.
Health Fees: Based upon historical patient/client caseload with 2020 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2019,
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated
expenditures in user departments' budgets.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100)
85
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2016
2017
2018
2019
2020
Property
Taxes
$ 153,2131068
$ 141,946,827
145,754,379
17 ,539,158
$ 224,660,533
Other
Taxes
11,710,000
11,830,000
13,630,000
12,770,000
12,970,000
Fees
10,376,690
11,148,250
13,059,800
13,481,000
14,109,600
Intergovernmental
69,192,838
67,305,192
73,012,071
70,021,975
67,679,862
Licenses/Permits
6,061,000
5,437,350
4,473,750
4,678,000
6,880,000
Charges
for
Services
8,910,798
8,898,159
9,558,280
10,182,870
11,499,426
Proprietary
Services
28,764,247
31,383,694
32,503,524
31,228,972
33,706,303
Miscellaneous
26,746,798
23,989,103
27,302,514
22,059,361
24,559,545
TOTAL
REVENUES
$ 314,975,439
$ 301,938,575
$ 319,294,318
$ 337,961,336
$ 396,065,269
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
250
200
2 100
50
0
Aranlikaisita
I
Property Taxes
intergovernmental
Proprietary Service
Other Revenue
2016 2017 2018 2019 2020
Proper ► Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which
are growth in actual property value, plus cost -of -living. As has been the case for the last few years'
growth and development activity directly, or indirectly, related to oil and gas exploration seems to
be the main influence on the growth of the property tax base in the county. The volatility of the oil
and gas assessed values continues to be a major impact to the county's budget planning the last
six years. For the 2020 budget, the increase in the county's assessed value from oil and gas
values was over 34%. Oil and gas assessed valuation are close to two-thirds of the county's total
assessed valuation. In addition, legislative proposals and ballot initiatives regulating energy
development in Colorado continue to threaten the long-term viability of the energy industry in the
state. In the 2019 legislative session SB 19-181 was passed and signed into law. SB19-181 is a
major rewrite of Colorado's oil and gas regulations. With the volatility of production levels and
price fluctuations of the oil and gas values, the county must continue to prudently manage the
property tax base created by the energy development. The 2020 assessed valuation level and
resulting property tax is above the previously high 2019 level due to oil and gas production and
growth in the county. With the potential impact of SB 19-181 oil and gas assessed valuation may
have its peak in 2020.
Intergovernmental: The significant jump in state and federal revenues in 2018 was attributed
primarily to the increased state and federal funding for Public Works projects, many associated
with the recovery efforts from the September 2013 epic flooding. Many of these grants were one-
time and dropped after 2018. The drop from 2018 to 2019 and into 2020 was primarily due to
reductions in energy impact and flood recovery related federal grants for road projects. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements. Spending and revenue imbalances at the state and federal levels will most likely
result in lower or at best slower growth in intergovernmental revenues for the county in the future.
Proprietary► Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowing and even dropped 15% in 2019, so the increases in this
area over the next five years should be more moderate. For example, there has been a 11.8%
decrease in health insurance rates in the last six years, but participation in the insurance plan is
up with the addition of county employees and dependents, resulting a net increase.
OTHER REVENUE TRENDS
30
25
20
15
10
5
0
2016 2017 2018 2019 2020
--0-- Other Taxes
--F Fees
Licenses Permits
Charge ForSrvs
Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
The fluctuating trend the last three years is due to a new formula for the direct distribution of
severance tax to cities and counties from the state. Severance tax revenues follow the price of oil
and gas, since that is where they are derived.
Fees: Fees have been increased and new fees added. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase and as the county's population
continues to grow. Planning fees are steady as the county grows and construction activity returns,
as well as, activity fromoil and gas infrastructure development and drilling activity.
Licenses/Permits` As cited in the Revenue Assumption section earlier, there is stronger
recovery of construction in the county. Despite the low activity in residential building in the
unincorporated part of the county some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. The investment in the oil and gas
infrastructure is anticipated to continue for the next few years. A fee change in 2017 regarding oil
and gas well permit fees lowered building inspection revenue more than anticipated. The
combination of all these factors point to a leveling off of inspection and permit fee revenues. As
discussed earlier the new oil and gas regulation resulting from SB 19-181 will increase permit
revenues in 2020 by nearly $2 million.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects. The increase of over $1 million in 2020 is due to dispatch user fees moving from 20% to
40% of cost recovery.
87
Miscellaneous. Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category and was up nearly $1.5 million in 2019 and another $500,000 in
2020. Public Works contracts were down due to reimbursable road projects in 2019, but up nearly
$500,000 in 2020. Fines from traffic violations are projected to be flat in 2020. Oil and gas royalty
payments were up substantially the last five years but should level out in the coming five years
as bonus amounts drop and oil prices stabilize. The policy decision to chargeSocial Services the
full amount of indirect costs raised this category to $5.3 million in 2020, which is up $800,000 from
2019. The one-time reimbursement of $1.9 million for a communications project with Adams
County increased revenues in 2018 and then dropped in 2019.
88
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2021-2025 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually. However,
the impact of SB 19-181 regulating oil and gas production could reduce property tax
revenue starting in 2021-2022.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $45-66 long term.
• Intergovernmental revenues will show only moderate annual changes of 2% as non-
defense discretionary spending slows and some cuts in entitlements occur due to planned
federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount with an
adjustment for the property tax assessed for the Insurance Fund.
DESCRIPTION
2021
2022
2023
2024
2025
Property
Taxes
$ 187,429,267
$ 184,950,730
$ 177,848,266
$ 186,140,680
$ 194,847,714
Other
Taxes
13,709,000
14,458,170
14,886,815
15,328,320
15,783,069
Fees
14,526,138
14,955,172
15,397,077
15,852,240
16,321,057
Intergovernmental
68,518,404
69,672,489
70,850,358
72,052,527
73,279,524
Licenses/Permits
6,442,470
6,635,564
6,834,451
7,039,305
7,250,304
Charges for Services
11,347,099
11,428,206
11,967,989
12,066,700
12,324,596
Proprietary
Services
35,528,199
37,461,502
39,513,525
41,692,082
44,005,516
Miscellaneous
16,072,314
16,151,763
16,233,564
16,317,779
16,404,488
TOTAL REVENUES
$ 353,572,891
$ 355,713,596
353,532,045
$ 366,489,633
$ 380,216,268
Major Revenue Projections
250
200
150
100
50
0
2021 2022 2023 2024 2025
Property Taxes
we- I nte rgove rnme nta I
Internal Service
Other Revenue
2021-2025 EXPENDITURE PROJECTIONS
DESCRIPTION
2021
2022
2023
2024
2025
General Government
$51,295,178
$521869,814
$54,493,466
$56,667,667
$57,908,998
Public
Safety
79,770,736
82,163,858
86,438,774
89,031,937
91,702,895
Public
Works
85,520,225
88,085,832
90,728,407
93,450,259
96,253,767
Public
Welfare
Health
and
59,635,371
60,822,259
62, 032, 884
63,267,721
64, 527,256
Human Services
9,386,317
9,568,379
9,754,082
9,943,499
10,136,705
Culture
and
Recreation
1,059,767
1,072,390
1,085,391
1,098,783
1,112, 576
Proprietary
Services
39,103,240
41,117,720
43,257,673
45,531,594
47,948,577
Capital
9,024,000
9,028,000
2,617,000
2,905,000
8,575,000
Miscellaneous
6,538,525
6,728,340
6,923,783
7,125,017
7,332,214
TOTAL
EXPENSES
$341,333,359
$ 351,456,592
$ 357,331,460
$ 369,021,477
$ 385,497,988
Assumptions used for the expenditure projections are as follows:
Inflation is projected at an average 3 percent over the five-year period for all categories,
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 3-4 percent
growth for Weld County
• Public Health and Welfare, and HumanServices program costs will follow the trend of the
state and federal revenues supporting them. Therefore, the program expenditures will
grow only moderately at 2% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
• In election years, General Government will increase by approximately $500,000, and drop
by the corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
Public Works costs will be increased to accommodate the growth in traffic as the county's
population increases, and energy development continues to impact the road system.
Major Expenditure Projections
120
111
C
0
2
100
80
60
40
20
0
2021 2022 2023 2024 2025
General Govt
Public Safety
Public Works
Public Hlth and Welfare
Human Services
Internal Services
Ca pital
Miscellaneous
91
2021-2025 FUN
BALANCE PROJECTIONS
2021
2022
2023
2024
2025
Begin Fund
Balance
$163,750,512
$175,990,044
$180,247,048
$176,447,633
$173,915,789
Total
Revenues
353,572,891
355,713,596
353,532,045
366,489,633
380,216,268
Total Expenses
341,333,359
351,456,592
357,331,460
369,021,477
385,497,988
Ending Fund Balance
$175,990,044
$180,247,048
$176,447,633
$173,915,789
$168,634,069
400 I
350
300
250
a
ao 200
2
150
100
50
0
Fund Balance Projections
2021 2022 2023 2024 2025
-BegFund Bal
Revenue
Expense
End Fund Bal
DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL
RESPONSIBILITY FOR BUDGET UNITS
BUDGET
UNIT
RESPONSIBLE OFFICIAL
General Fund:
Office
of
the
Board
Chairman,
Board of County
Commissioners
Public
Information
Communications
Director
County
Attorney
County
Attorney
Public Trustee
Treasurer
Planning and Zoning
Director, Planning Services
Clerk to the Board
Clerk
to the Board
Clerk
and
Recorder
Clerk
and
Recorder
Clerk
and
Recorder
Elections
Motor
Vehicle
Clerk
and
Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
a
Director, Buildings and Grounds
County Council
Chairman,
County Council
District
Attorney
District
Attorney
Juvenile
Diversion
District
Attorney
Victim
Witness
District
Attorney
Adult Diversion
District
Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Controller
Printing and Supply
Controller
Human
Resources
Director,
Human Resources
Information Services
Chief
Information
Officer
Geographical
Information System
Chief Information
Officer
Projects
Chief Information
Officer
Technology
Sheriff
21160)sheriff
Administration
Units (1100-
Patrol
Unit
Sheriff
93
BUDGET UNIT
RESPONSIBLE
OFFICIAL
Investigation
Unit
Sheriff
Regional
Forensic
Lab
Sheriff
Victim
Advocates
Sheriff
Drug
Force
Sheriff
Task
Contract Services
Sheriff
Ordinance
Enforcement
Sheriff
Communications - County -wide
Director,
Public Safety
Communications
Public Safety
Wireless Communication
Director, Public
Safety
Communications
Public Safety Information System
Chief
Information
Officer
Communications
System
Development
Director,
Public
Safety
Communications
Coroner
Coroner
Court
Release
&
Transportations
Units
and Work
Sheriff
Inmate
Services and Security
Units
Sheriff
Justice
Services
Director, Justice Services
Community
Corrections
Director, Justice Services
Work Release
Director, Justice Services
Building Inspection
Director, Planning Services
Oil
and Gas
Director, Oil and Gas
Energy
Energy
Office
of
Management
Director,
Office
Management
Emergency
of Emergency
Pest and
Weed
Control
Director,
Public Works
Economic
Development
Director, Finance and Administration
Waste
Water
Management
Director, Finance and Administration
Director,,, Public Works
Engineering
Extension
Service
Extension
Agent
Veteran's
Office
Director,
Buildings
and
Grounds
Mental
Health
Director,
Finance and Administration
Developmentally
Disabled
Director,
Finance and Administration
Seniors Program
Director, Finance and Administration
Missile Site
Director,
Buildings and
Grounds
Parks and Trails
Director,
Finance and
Administration
94
BUDGET UNIT
RESPONSIBLE
OFFICIAL
Building
Rents
Director,
Finance and
Administration
Non -Departmental
Director,
Finance and
Administration
Community
Agency Grants
Director,
Finance and
Administration
Bright Futures
Director, Finance and Administration
Island Grove
Building
Director, Finance and Administration
Asset
and Resource
Management
Director, Finance and Administration
County Fair
Extension Agent
Special Revenue Funds:
Public Works
Fund
Director,
Public
Works
Social Services Fund
Director,
Human
Services
Health Fund
Director, Public Health
and
Environment
Human Services
Fund
Director,
Human
Services
Conservation
Fund
Director,
Finance and Administration
Trust
Contingency
Fund
Director,
Finance and Administration
Solid Waste
Fund
Director,
Finance and
Administration
Capital Fund:
Capital
Expenditure
Fund
Director, Finance and Administration
Proprietary Funds:
Fleet
Services Fund
Director,
Fleet
Services
Insurance Fund
Director,
Finance and Administration
Fund
Chief
Information
Officer
Telecom
Health
Insurance
Fund
Director, Finance and Administration
95
POLICY MA TTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED
Clerk to the Board:
Office Tech IV to Clerk to Board Supervisor (Mid -year) $ 16,287
Elections:
Office Tech III (2)
Motor Vehicle:
Office Tech III from part time to full time (2) (Mid -year)
Four temporary positions
District Attorney:
Five Positions Due to New Judges (mid -year)
Reclassify 4 Office Tech III to Office Tech IV
Reclassify 5 Office Tech IV to DA Secretary
Accounting:
Reclassify Account II to Account III
Planning:
Reclassify Planner Ito Planner II
Building and Grounds:
Electrician
Custodian Assistant
Information Technology:
Projects
Fiber Redundancy
Data Center Storage
Data Privacy and IT Risk Manager
Public Safety Information System:
Public Safety System Analyst
Coroner
Medicolegal Investigator Overfill! Diener
Justice Services:
Pretrial Services Specialist II
Reclassify Pretrial Services Specialist I to II
Reclassify Pretrial Services Supr. To Manager
Retain Court Date Notification
135,406
23,910
139,040
520,562
24,786
18,449
12,720
8,178
95,820
67,108
500,000
750,000
1,500,000
129,274
126,426
0
147,890
2,016
7,686
0
EXCLUDED
$85,422
96
POLICY MATTERS/POINTS OF ISSUE
WITH RSAL IMPACT
(Continued)
FUNDING
Oil and Gas Energy:
Department Creation with 15 FTE (raid -year)
Revenue
Sheriff:
Captain for Administration
Lieutenant for Administration
Sergeant for POST (mid -year)
Two Deputies for Training
Records Unit 12 FTE and Support Costs
Evidence Unit 2 FTE andSupport Costs
Lab Office Tech IV
Reclassify DNA Analyst
Two Sergeants Patrol
Supply Tech Detention
Six Deputies for Court due to New Judges (mid -year)
Law Fitness Evaluation
Engineering:
Engineer I for Oil and Gas (mid -year)
Engineer Tech for Development Reviews
Engineer Tech for ROW Permitting
Reclassify Engineering III to senior Engineer
Noxious Weeds:
Drone
Parks and Trails:
Poudre Trail Repairs
Great Western Trail Authority Maintenance
Development Disabled:
Envision
Mental Health:
NRBH
INCLUDED
$1,980,000
-1,980,000
164,378
141,868
123,500
184,476
1,1 ,634
227,550
66,445
5,012
247,000
62,739
617,769
100,000
98,268
75,218
75,218
19,452
15,000
100,000
10,000
38,225
191,000
EXCLUDED
$85,000
100,000
97
POLICY MATTERS/POINTS OF ISSUE
WITH RSAL IMPACT
(Continued)
FUNDING
Extension:
0.5 FTE 4-H Foundation Position
Community Agencies:
Community Grief Center
Weld's Way Home
211
TOTAL GENERAL FUND
PUBLIC WORKS FUND:
Service Workers for M4 Dust Suppressant
Welder for Bridge Construction
Service Workers for Maintenance Support (2)
TOTAL PUBLIC WORKS FUND
HUMAN SERVICES:
WIOA OA Position
Area Agency on Aging Position
PUBLIC HEALTH:
Deputy Director (mid -year)
Administrative Operations Supervisor (mid -year)
EH Specialists for Oil and Gas Energy (2) mid-y►ear
INCLUDED
$25,500
0
5,000
25 000
7,977,810
$76,321
94,747
169 236
$ 340,304
NIA
NIA
N/A
NIA
N/A
EXCLUDED
$25,000
20,000
25.000
340,422
511
o
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
98
2020 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. 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 job. The comparison is to beginning salary and middle
level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward,
the following recommendations are being made:
For the 2020 budget, a salary increase of 3.0 percent to Weld County employees is
included. Employees will get step increases for longevity and performance. Sworn
officers in the Sheriffs office will get 5.5 percent to remain competitive with other Front
Range law enforcement agencies.
•I
Health insurance rates will remain the same for the employees and the county for 2020.
This means health insurance rates decrease 11.8% in six years. Health coverage will be
provided by Aetna on a partially self -insured basis with a Preferred Provider Organization
(PPO) option and a High Deductible Health Plan/Health Reimbursement Account
(HDHP/HRA) option.
• Retirement costs will remain the same based upon the Board's policy to fully fund the
Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's
actuary each year.
• All other benefits are recommended to remain the same for 2020.
99
OTHER BENEFITS
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
DENTAL PROGRAM:
The County offers three dental plans:
•county Plan
• Alpha Dental Plan
• companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.35/$100 compensation
SHORT TERM DISABILITY: $.1851$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Cigna.
WELLNESS: Wellness program has been enhanced for all county employees with the addition
of a full-time Wellness Coordinator and new wellness resources. Aetna will contribute $100,000
to the wellness program.
EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (12.5 percent of gross salary for county and 9.0 percent
employee contribution.)
PERA - (13.x' percent of gross salary for county contribution and 8.5 percent of gross salary
for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee paid.
100
POSITION AUTHORIZATION CHANGES
DUE TO 2020 BUDGET
FUND AND
DEPARTMENT
1000-10400
1000-11200
1000-11300
1000-11300
1000-15100
1 000-1 51 00
1000-15100
1000-15250
1000-15300
1000-16200
1000-17100
1000-17100
1000-17100
1000-17100
1000-17200
1000-17200
1000-17200
1000-17200
1000-17300
1000-17300
1000-17300
1000-21100
1000-21100
1000-21110
1000-21120
1000-21120
1000-21150
1000-21150
1000-21150
1000-21160
1000-21160
1000-21200
1000-21260
1000-21260
1000-24420
1000-22400
1000-24100
1000-24100
1000-24100
1000-24150
DEPARTMENT
NAME
Clerk to the Board
Elections
Motor Vehicle
Motor Vehicle
District Attorney
District Attorney
District Attorney
Juvenile Restorative Just
Vi ti m Witness Assist
Accounting
Planning
Planning
Planning
Planning
Building and Grounds
Building and Grounds
Building and Grounds
Building and Grounds
Information Technology
Information Technology
Information Technology
SO Admin. Patrol
SO Admin. Patrol
Booking Unit
SO Profession Stand
SO Profession Stand
Records Unit
Records Unit
Records Unit
Evidence Unit
Evidence Unit
Patrol Unit
Regional Lab
Regional Lab
Courts &Transportation
Public Safety IT
Pretrial Services
Pretrial Services
Pretrial Services
Adult Diversion Services
OLD
POSITION
Office Tech IV (Grade 21)
None
Office Tech III (2 PTE)
None
None
None
None
0.25 FTE
None
Accountant II (Grade 37)
Oil & Gas Comm Spc
P lanner I, Oil and Gas
Office Tech IV
P lanner I
Master Plumber,. 0.5 FTE
None
None
None
Application Analyst
Web Developer
None
None
None
None
None
None
None
None
None
None
None
None
None
Criminal Spec (Grade 42)
None
None
None
P retrial Sery Spec I
Pretrial Supvr (Grade 36)
0.25 FTE Director
NEW
POSITION
Clerk the Board Supervisor (Grade 28)
Office Tech IV (Grade 21), 2 FTE
Office Tech III (Grade 15), 2 FTE Permanent
Office Tech III (Grade 15), 4 Temporary
Deputy DA III (Grade 49), 3 FTE
DA Investigator Il (Grade 40), 1 FTE
Office Tech IV (Grade 21), 1 FTE
None
DA VW Assistant (Grade 24) 1 FTE
Accountant III (Grade 43)
None
None
None
Planner II
Master Plumber to 1.0 FTE
Groundskeeper (1)
Electrician (1)
Custodial Assistant (1)
Sr. Application Analyst (Grade 52)
Web Administrator (Grade 41), 2 FTE
Data Privacy & IT Risk Mgr (Grade 52), 1 FTE
Captain (Grade 64), 1 FTE
Lieutenant (Grade 57), 1 FTE
Supply Tech (Grade 16), 1 FTE
Deputy (Grade 37), 2 FTE
Sergeant POST (Grade 51), 1 FTE
Records Manager (Grade 30), 1 FTE
Records Supervisor (Grade 27), 1 FTE
Records Techs (Grade 21), 10 FTE
Evidence Supervisor (Grade 27), 1 FTE
Evidence Tech (Grade 21), 1 FTE
Sergeant (Grade 51), 2 FTE
Office Tech IV (Grade 21), 1 FTE
Sr Forensic Examiner (Grade 44)
Detention Deputies (Grade 37), 6 FTE
Public Safety Sys Analyst (Grade 44), 1 FTE
Pretrial Specialist (Grade 27) 2 FTE
Pretrial Specialist II (Grade 30)
Pretrial Manager (Grade 40)
0.5 FTE Director from Juv Restorative Just
POSITION AUTHORIZATION CHANGES
DUE TO 2020 BUDGET (continued)
FUND AND
DEPARTM ENT
1000-25200
1000-25200
1000-25200
1000-25200
1000-25200
1000-25200
1000-31100
1000-31100
1000-31100
1000-31100
2000-32300
2000-32300
2000-32400
2100-42110
2500-41100
2500-41100
2500-41100
2520-41210
2560-41400
2560-41400
2625-61420
2650-61700
2625-61460
2625-61460
2625-61460
DEPARTMENT
NAME
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Engineering
Engineering
Engineering
Engineering
Bridge Construction
Bridge Construction
Maintenance Support
SS County Admin
PH Admin
PH Admin
PH Admin
Health Communications
Environmental Health
Environmental Health
HS WIOA
HS Area on Aging
Job Service
Job Service
Job Service
OLD
POSITION
None
None
None
None
None
None
Engineer I (Grade 38)
Engineer III (Grade 49)
None
None
None
None
None
NEW
POSITION
Office Tech III (Grade 15), 1 FTE
O&G Enf & Permit Mgr (Grade 47), 1 FTE
O&G Enf & Permit Spec I (Grade 35), 3 FTE
O&G Enf & Permit Spec II (Grade 43), 3 FTE
Planner I, O&G LAP (Grade 35), 1 FTE
Hearing Officer, 2 FTE
Engineer III (Grade 49)
Senior Engineer (Grade 53)
Engineer Tech I (Grade 25), 2 FTE
Engineer I, O&G (Grade 38), 1 FTE
Welder (Grade 32), 1 FTE
Service Worker III (Grade 25), 1 FTE
Service Worker II (Grade 21), 2 FTE
Transfer Spec. (Gr 16) Transfer/Audit Spec. (Grade 21)
None
None
. 75 Courier FTE
. 25 FTE FDA
. 6 FTE EH Tech
None
None
None
Bus Svc Client Spec (2)
Client Svc Tech
WCYCC Coord (Gr 31)
Deputy Director (Grade 73), 1 FTE
Operations Supervisor (Grade 36), 1 FTE
1.0 Courier/Lab Field Tech (Grade 20)
None
EH Tech (Grade 22), 1 FTE
EH Spec I, Oil & Gas (Grade 33) 2 FTE
RESEA Worker (Grade 23) 1 FTE
AAA Coordinator (Grade 19) 1 FTE
Bus Engage Rep (Grade 23) 2 FTE
RESEA Rep (Grade 23) 1 FTE
WCYCC Supervisor (Grade 35) FTE
Note: Positions reclassified or approved midyear are not included in the above listing.
ALL FUNDS REVENUE
$250,000,000
$200,000 ,000
$150,000,000
$100,000 ,000
$50,000 ,000
$0
Miscellaneous
$24,559,545
5%
Net Property Tax
Other Taxes
•
{U
C)
LL
ntergovernmenta
o 2019
• 2020
t c =
Cl)
Ia5 C) c
O CO CD
cn I
a) 0
cf) (0
C a
--
a) -
O
Co
co
to
C
LL
2020 Revenue
Total $570,325,269 (2019 $430,651,336)
Fund Balance
$114,260,000
22%
Proprietary Services
$33,706,303
7i%
Chg for Service
$11,499,426
2%
Licenses/Permits
$6,880,000
1%
Intergovernmental
$67,679,862
13% t Fees
$14,109,600
3%
1
Ct
_a)
P.
o_
Net Property Tax
$224,660,533
44%
Other Taxes
$12,970,000
3%
ALL FUNDS EXPENDITURES
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
e -*
??-
.era'
C
■ 2010
a 2020
tc.; bict es
core
C i` G
oda 4.6
Cis) <,.
2020 EXPENDITURES
Total $356,574,757 (2019 $315,256,967)
Social Services
$45,777,213
13%
Proprietary Services
$37,206,303
10%
Miscellaneous
$6,586,061
2%
Human Services
$9,207,825
3%
Contingency
$10,000,000
3%
Public Works
$14,919,812
4%
Road & Bridge
$65,348,108
18%
Auxiliary
$977,778
a%Q
Capital
$22,057,000 Health
6% $12,694,543
,r 4%
Public Safety
$78,978,533
22%
Culture/Recreation
$1,118,796
0%
General Government
$51,702,785
15%
MILL LEVY
2020 TOTAL 15.038
Social Services
Insurance 6.872
0.226 6%
2%
Public Works
1.55
10%
Social Services
1.066
7%
Capital
1.692
11%
I
Contingency
2.712
18%
Insurance
0.238
2%
2079 TOTAL 75.038
Capital
0.953
6%
1
Public Works
1.647
11%
Contingency
2.773
18%
General
sr 7.986
53%
General
8.361
56%
2020
SUMMARY OF FUND BALANCES
FUND
2019
BEGINNING
BALANCE
2019
MILL
LEVY
2020
BEGINNING
BALANCE
2020
MILL
LEVY
2020
PROPERTY
TAXES
1000 General Fund
S PECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2 500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
$ 24,451,416
43,715,651
1,394,218
638,060
3,970,920
5,749,295
1,287,530
3,111,125
44,587,122
8.361 $ 15, 500,000
1.647
1.066
2.773
EMI
WWI
0.953
47,000,000
2,000,000
600,000
18,000,000
1,750,000
1,500,0►00
2,000,000
2,000,000
7.986 $ 123,598,058
1.550
0.872
2.712
MIN
24,000,000
13,511,213
4230003000
WIMP
1.692 25,200,000
GROSS TOTALS
$ 128,905,337
14.800 $ 90,450,000 14.812 $
2293409,271
LESS INTERFUND TRANSFERS
NMI OWN
N ET TOTAL
$ 128,905,337
14.800 $ 90 450 000 14.812 $
229 409 271
a , !
PROPRIETARY FUNDS:
5200 Regional Crime Lab
60O0 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
159152
3,631,358
19,246,416
315,344
650,-09
0.238
160000
3,000,000
18, 000,000
2,000,000
650,000
WPM
NIP
0.226
WPM
3,500,000
N ET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$ 243002,739
$ 152,908,076
0.238 $ 23,810,000 0.226 $ 3,500,000
15.038 $ 114,260,000 15.038 $ 232,909,271
106
Assessed Value $15,488,048,362
2020
INTERGOV'T
REVENUE
2020
OTHER
REVENUE
2020
INTERFUND
TRANSFER
2020
AVAILABLE
FINANCING
2020
APPRO-
PRIATIONS
2020
ENDING
BALANCE
$ 5,922,465 $ 81,440, 711 $
16,200,000
82,266,000
435,000
4,686,148
8,271,249
MEW
26,840,797
10,000
1,612,325
641,000
2,000,000
7253000
- $ 176, 661,2 84 $ 168, 619,784 $
6,206,070
12,351
112,640,797
47,777,218
1,045,000
60,000,000
14,168, 648
10, 424, 600
4,000,000
$ 28, 925,000
66, 846, 108
46, 777,218
466,677
10, 000,000
12,408,548
8,924,600
230003000
22,057,000
18,041,500
47,192,689
2,000,000
588, 28
50,000,000
1,750,000
1,500,000
2,000,000
638681000
$ 67,679, 862 $
61,769,833
$ 6,218,421 $ 455,527,387 $
325,586,875 $
129,940,512
(6,218,421) (6,218,421)
(6,218,421)
MIN
$ 67,679,862 $ 61,769,833 $
- $ 449,808,966 $
319, 368,464 $
129,940,612
310,000
11, 550, 338
20,267,676
203,200
1,3751089
$
- $ 33,706,808 $
$ 67,679,862 $ 95,476,136 $
G
47 0, 000
14,550,338
38,267,676
5,703,200
2,025,089
61,016,303
510,826,269
810,000
11,680,888
20,267, 676
8,708,200
1,3751089
16 0, 000
3,000,000
18, 000,000
2,000,000
650,000
$ 87,206,803 $ 23,810,000
$ 35615741757 $ 153,750,512
107
2020 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
S PECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
LESS INTERFUND TRANS
N ET TOTAL
P ROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
FE
2020
BEGINNING
BALANCE
16, 600, 000
47, 000, 000
2,000,000
600,000
16, 000, 000
1,750,000
1,500,000
2,000,000
2,000,000
90,450,000
90,450,000
160000
3,000,000
13, 000, 000
2,000,000
650,000
2020
PROPERTY
TAXES
123, 606, 058
24, 000, 000
13,511,213
42, 000, 000
26,200,000
229,409,271
229,409,271
3,500,000
2020
INTEROV'T
REVENUE
5,922,465
16,200,000
32,266,000
435,000
4,585,148
8,271,249
0
67, 679, 362
67, 679, 362
2020 2020
OTHER INTERFUND
REVENUE TRANSFER
31,440,711
25, 340, 707
10,000
1,612,325
641,000
2,000,000
725,000
6,206,070
12,351
61,769,833 6,218,421
(6,216,421)
61,769,833 $
310,000
11,550,338
20, 267, 676
203,200
1,375,089
NET TOTAL - IS FUNDS 23,810,000 3,500,000 - 33,706,303
GROSS TOTAL ALL FUNDS 114, 260, 000 232, 909, 271 67, 679, 362 95, 476,136
Assessed Value $15,488,048,362
r 2020
AVAILABLE
FINANCING
2020
PERSONNEL
2020
SERVICE/
SUPPLIES
176,661,234 99,192,927 56,738,194
112, 540, 797
47, 777, 213
1,045,000
60, 000, 000
14,153,543
10,424, 600
4,000,000
28,925,000
3 455, 527, 387
(6,218,421)
449, 308, 966
470,000
14, 550, 338
38, 267, 676
5,703, 200
2,025,089
16,294,816
30, 347,100
9,407, 352
5,761,950
49,053,292
15,430,113
456,677
10,000,000
2,988,691
3,162, 650
2,000,000
2020
CAPITAL
2020
APPRO-
PRIATIONS
2020
ENDING
BALANCE
2,688,613 158,619,734 18,041,500
7,500
65,348,1.08
45,777,213
456,677
10, 000, 000
12,403,543
8,924,600
2,000,000
22, 057,000 22,057,000
161,004,145 139,829,617 $ 24,753,113 325,586,875
(6,218,421) (6,218,421)
161,004,145 133,6113196 24,753,113 319,368,454
- 310,000
1,606,119 9,744,2..19
20,267,676
3,703,200
317,951 1,057,138
200,000
310,000
11,550,338
20,267,676
3,703,200
1,375,089
47,192,689
2,000,000
588,323
50,000,000
1,750,000
1,500,000
2,000,000
6,868,000
129,940,512
129,940,512
160,000
3,000,000
18,000,000
2,000,000
650,000
61,016,303 1,924,070 35,082,233 200,000 37,206,303 23,810,000
$ 510,325,269 162,928,215 168,693,429 24,953,113 356,574,757 153,750,512
2019 ESTIMATE
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
LESS INTERFUND TRANSFE
NET TOTAL
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
2019
BEGINNING
BALANCE
24,451,416
43, 715, 651
1,394,218
638,060
3,970,920
5,749,295
1,287,530
3,111,125
44, 587,122
2019 2019
PROPERTY INTERGOV'T
TAXES REVENUE
2019
OTHER
REVENUE
2019
INTERFUND
TRANSFER
96,488,601 5,309,208 32,764,350 $
19, 000, 000
12,300,557
32, 000,000
s
11,000,000
23,525,000
31,686, 679
435,000
a
4,399,739
7,666,349
0
128,905,337 170,789,158 73,021,975
24,265,707
10,000
1,620,997
941,535
1,650,000
525,000
2,012,076
12,351
61, 777, 589 2,024,427
(2,024,427)
128, 905, 337 170, 789,158 73, 021, 975 61, 777, 589
159,152
3,631,358
19, 246,416
315,344
650,469
2,750,000
310,000
11, 029, 052
18,389,228
1,874,656
1,292,692
s
NET TOTAL - IS FUNDS 24,002,739 2,750,000 - 32,895,628
GROSS TOTAL ALL FUNDS 152,908,076 173,539,158 $ 73,021,975 94,673,217
s
1
1
1
Assessed Value 11,640,042,396
r 2019
AVAILABLE
FINANCING
2019
PERSONNEL
2019
SERVICE/
SUPPLIES
159,013,575 89,696,859 52,742,488
110, 506, 368
45, 381, 464
1,083,060
36, 970, 920
13,782,107
9,907,765
4,761,125
56,112,122
3 436,518,486
(2,024,427)
434,494,059
469,152
14,660,410
37, 635, 644
4,940,000
1,943,161
15, 631, 234
28, 896, 800
8,920,552
5,893,800
47,975,124
14,484,654
483,060
17,970,920
3,068,355
2,513,965
2,761,125
2019
CAPITAL
2019
APPRO-
PRIATIONS
2019
ENDING
BALANCE
974,228 143,413,575 15,600, 000
63,506,358
43,381,454
483,060
17,970,920
43,200 12,032,107
8,407,765
2,761,125
- 54,112,122 64, 112,122
143,939,246 141,999,691 $ 66, 129,660 346,063,436
(2,024,427) (2,024,427)
148,939,245 139,975,264 55,129,550 344,044,059
309,152
1,407,531 10, 227, 879
19, 635, 644
2,940,000
304,753 988,408
309,152
25,000 11 ,660,410
19, 635,644
2,940,000
1,293,161
47,000,000
2,000,000
600,000
18,000,000
1,750,000
1,500,000
2,000,000
2,000,000
90,450,000
90,450,000
160,000
3,000,000
18,000,000
2,000,000
650,000
69,648,367 1,712,284 34,101,083 25,000 36,838,367 23,810,000
$ 494,142,426 160,661,629 174,076,347 55,154,550 379,882,426 114,260,000
2018 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
S PECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
LESS INTERFUND TRANS
N ET TOTAL
P ROPRIETARY FUNDS:
5200 RegionalCrime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
FE
2018
BEGINNING
BALANCE
24,077,859
30, 551, 705
2,127, 066
601,656
23, 943, 563
2,621,941
1,287,913
3,970,920
2018 2018
PROPERTY INTERGOV'T
'T
TAXES REVENUE
2018
OTHER
REVENUE
92,968,147 6,355,049 41,242,038
16,480,381
11,386,111
11,984,895
s
31,532,875 10,234,603
19,728,416
31,415,147
429,897
s
4,229, 650
7,449,575
35,028,696
10,243
42,462
1,830,626
623,078
2,665,042
0 20, 16,835
2018
INTERFUND
TRANSFER
1,000,000
5,728,476
12,351
129,716,398 143,054,137 69,607,743 101,559,020 6,740,827
(6,740,827)
129,716,398 143,054,137 69,607,743 101,559,020
159,152
3,488,055
15,817,573
427,327
506,239
2,496,469
960,881
229,271
9,959,765
19,731,088
1,319,646
1,515,185
s
NET TOTAL - IS FUNDS 20,398,346 2,496,469 960,881 32,754,955 $
GROSS TOTAL ALL FUNDS 150,114,744 145,550,606 $ 70,568,624 134,313,975
s
s
Assessed Value $9,224,960,710
r 2018
AVAILABLE
FINANCING
2018
PERSONNEL
2018
SERVICE/
SUPPLIES
164,643,093 $ 84,345,415 $ 51,861,495 $
110, 789,198
45,929,224
1,041,796
36, 970, 920
14,410,702
9,372,917
6,635,962
61,884,313
13, 336,460
27, 827, 000
7,162, 664
4,953,733
3 460, 678,126 $ 137,624,172
(6,740,8271
$ 443,937,298 $ 137,624,172
388,423
14,408,701
36, 648, 661
4,243,442
2,021,424
53,708,727
16,708,006
403,736
32,000,000
1,498, 843
3,131,654
3,524,837
410,406
$ 163,247,704 $
(6,740,827)
$ 156,506,877 $
216,776
1,198,250 9,267,799
16,302,245
3,928,098
204,515 1,166,440
2018
CAPITAL
2018
APPRO-
PRIATIONS
2018
ENDING
BALANCE
3,984,767 140,191,677 24,451,416
29,360 67,073,547
44,535,006
403,736
- 32,000,000
- 8,661,407
- 8,085,387
3,524,837
10,049,477 17,297,191
43,715,651
1,394,218
638,060
3,970,920
5,749,295
1,287,530
3,111,125
44,587,122
14,063,604 $ 314,935,480 3 128,905,337
(6,740,827)
14,063,604 $ 308,194,653 $ 128,905,337
12,495
311,294
229,271
10, 777,343
16,302,245
3,928,098
1,370,955
159,152
3,631,358
19,246,416
315,344
650,469
$ 56,610,651 $ 1,402,765 $ 30,881 ,368 $ 323,789 $ 32,607,912 $ 24,002,739
$ 500,547,949 $ 139,026,937 $ 187,388,235 $ 14,387,393 $ 340,802,565 $ 152,908,076
GOVERNMENT FUNDS
2018-2020
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Current:
ACTUAL
2018
157,346,628
5,116,332
68,537,393
48,340,478
14,859,057
13,994,765
PROJECTED
2019
183,559,158
4,678,000
73,021,975
20,665,719
13,481,000
10,182,870
BUDGET
2020
234,130, 533
6,880,000
67, 679, 862
24, 559, 545
14,109, 600
11,499,426
Total Estimated Financial Sources $ 308,194,653 $ 305,588,722 $ 358,858,966
EXPENDITURES
General government
Public safety
Public works
Public health and welfare
Human services
Culture and recreation
Miscellaneous
Capital outlay
Contingency/ Reserves
Total U s e of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 128,905,337 $ 90,450,000 $ 139,940,512
$
52,796,180
66,074,163
73,996,875
53,474,563
10,047,003
1,778,135
4,777,665
14,061,130
32,000,000
$ 309,005,714
(811,061)
$ 129,716,398
$
44,255,806
70,396,333
71,504,597
55,753,907
8,589,762
994,848
20,465,764
54,112,122
17,970,920
$ 344,044,059
(38,455,337)
$ 128,905,337
$
51, 702, 785
78, 978, 533
80,267,920
58,471,756
9,207,825
1,118, 796
7,563,839
22, 057, 000
10, 000, 000
$ 319,368,454
39,490,512
$ 90,450,000
$ 128,905,337 $ 90,450,000 $ 129,940,512
10, 000, 000
PROPRIETARY FUNDS
2018-2020
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2018
PROJECTED
2019
$ 2,496,469 $ 2,750,000 $
960,881
32,754, 955
32,895,628
BUDGET
2010
3,500,000
33,706, 303
Total Estimated Financial Sources $ 36,212,305 $ 35,645,628 $ 37,206,303
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
Total Use of Resources
Net Increase {Decrease} in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
$ 229,271 $
10,777, 343
16,302,245
3,928,098
1,370,955
309,152 $
11, 660,410
19,635,644
2,940,000
1,293,161
310,000
11,550,338
20,267, 676
3,703,200
1,375,089
$ 32, 607, 912 $ 35, 838, 367 $ 37,206, 303
3,604,393
20,398,346
24,002,739
(192,739)
24,002,739
23,810,000
23, 810, 000
23, 810, 000
Fund Balance at End of Year - with
Contingencies/Reserves $ 24,002,739 $ 23,810,000 $ 23,810,000
115
Weld County, Colorado
2019 Taxable Assessed Value
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Total Value:
Less TIF Value
Net Total:
2018 Final
Assessed Value
79,197, 730
1,860,220,890
933,156,520
958, 904,240
214,145,980
22, 544, 990
6,828,903,860
866,954,700
$ 11,764,028,910
$ (223, 986, 514)
$ 11, 540,042, 396
a,
z
I
0
2
12000
10000
8000
8000
4000
2000
Value Changes 2018-2019
II PI
,fir\
C�- c
o � r ya 41 DLC95 °1,,#
Class
Source: Weld Assessor
2019 Final
Assessed Value
107,972,850
2,284,713,810
1,151,473,230
1,098,776,190
205,270,290
25,818,190
9,924,962,280
933,460,400
Change
$ 28,775,120
$ 424,492,920
$ 218,316,710
$ 139,871,950
$ (8,875,690)
$ 3,273,200
$ 3,096,058,420
$ 66,505,700
$ 15,732,447,240 $ 3,968,418,330
$ (244, 398,878)
$ 15,488, 048, 362 $ 3, 948, 005, 966
Change ;
36.33%
22.82%
23.40%
14.59%
-4.14%
14.52%
45.34%
7.67%
33.73%
34.21%
Assessed Value By Class
2019
State Assd
6%
Oil & Gas
63%
Vacant
1% Residential
Commercial
7%
Industrial
1%
`'-- Agricultural
1%
Natural Rsc
0%
12/212019
116
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT
TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
CRITICAL -- NON -MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
$ 934,135 $
(8,965) $
(3,718,348) $
2,290,345 $
(3,853,283) $
3,713,832 $
52,774 $
7,073,853 $
5,091,425 $
1,509,492 $
651,887 $
454,113
1,223
1,100,570
438,831
687,659
6,804
770,197
1,935,280
269,847
146,077
$ 1,388,248
(7,742)
(2,617, 778)
2,729,176
(3,853,283)
4,401,491
59,578
7,844,050
7,026,705
1,779,339
797,964
$ 13, 737,147 $
5,810,600 $ 19,547,747
$ 28,576,145
4,261,064
0
13,511,213
12,351
5,593,324
$ 51,954,097
$
$
$
$
4,827,227 $
289,432
3,234,108
887,537
1,157,453
10, 395,757 $
33,403,372
4,261,064
289,432
16,745,321
899,888
6,750,777
62,349,854
889,075
677,167
12, 026,375
27,163
4,588,427
486,668
329,923
$ 19, 024, 798
$
129,137
2,635,135
169,529
5,415
2,939,215
889,075
806,304
14,661,510
27,163
4,588,427
656,197
335,338
$ 21,964,013
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT
TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
OIL AND GAS ENERGY
COMMUNITY DEVELOPMENT BLOCK GRANT
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION TECHNOLOGY
PRINTING & SUPPLY
TOTAL
500,000
731,236
0
100,000
269,738
1,014,763
451,574
274,343
0
291,000
75,981
159,634
38,225
40,000
617,921
73,213
54,040
10,000
165,000
345,437
141,798
40,000
239,000
182,504
1,322,915
1,044,120
122,900
(655,111) $
249,473 $
4,245,020 $
_ $
666,371
55,310
205,767
43,251
16,093
3,643
9,398
83,472
13,804
772
25,501
512,849
169,645
234,476
500,000
1,397,607
0
0
269,738
1,070,073
657,341
317,594
16,093
291,000
79,624
169,032
38,225
40,000
701,393
87,017
54,040
10,000
165,772
370,938
654,647
40,000
239,000
182,504
1,492, 560
1,278,596
122,900
(655,111)
249,473
4,245,020
$12,144,724 $
2,040,352
$ 14,085,076
$ 24,000,000 $ 4,421,241 $
14,919,812 $ 441,312
28,421,241
15,361,124
$ 38,919,812 $ 4,862,553 $
43,782,365
- $
26, 200,000 $
$
26,200,000
$ 26, 200,000 $
- $ 26,200,000
1,228,137
7,852,753
604,885
1,141,750
342,896
1,903,001
0
3,500,000
943,787
0
11,261,910
161,528
$ (1,228,137) $
(7,852,753)
(604,885)
(1,141,750)
(342,896)
(1,903,001)
0
(3,500,000)
(943, 787)
0
(11,261,910)
(161,528)
$ (28,940,647) $
0
0
0
0
0
0
0
0
0
0
0
$ 28,940,647
SEVEN YEAR TREND
160,000,000
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
zsz
ze/
.4 -
Beginning Fund Balance
\bcc)eP4Q‘it.
\00(2
13,00°
i\i-'‘'13
2014 2015 2016 2017 2018 2019 2020
119
SEVEN YEAR TREND
County Expenditures
❑ Gen Gov
$120
❑ Public Safety
$100
$80
z
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J
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$20
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2019
2020
2017
2018
120
County Citizens
Assessor
County
Attorney
County
Council
Board of County
Commissioners
Department of
Finance and
Administration
Cornm issioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Risk Management
Special Projects
Treasurer's Office
Clerk to the Board
Oil and Gas Energy
Housing Authority
i
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communications
Education and Planning
Board of Public Health
Coroner
Justice Services
Communications
Wireless
Communications
Information Services
GIS and Mapping
Telecom Services
Public Safety IT
Sheriff
t
Corrections, Law Enforcement,
Animal Control, Forensic Lab,
Task Force, Code Enforcement
Department of
Public Works
Commissioner
Coordinator
Engineering1
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
- Fleet Services
Department of
Planning Services
Commissioner
Coordinator
Clerk and
Recorder
Recording, Motor vehicle, Elections
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
County Extension
Office
Fair Board
Red = Elected
Positions
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2020
DEPARTMENT
LAST
ACTUAL
YEAR
2018
CURRENT
YEAR 2019
REQUEST
BUDGET
2020
FINAL
BUDGET
2020
CURRENT TO
FINAL
CHANGE
FUND:
GENERAL
Office of the
Board
6.000
6.000
6.000
6.000
Public Information
4.000
4.000
4.000
4.000
County
Attorney
5.000
5.000
5.000
5.000
Clerk to
the
Board
6.250
7.750
7.750
7.750
Clerk and Recorder
53.000
55.000
59.000
59.000
+4.000
Elections
5.000
5.000
7.000
7.000
+2.000
Treasurer
10.000
10.000
10.000
,
10.000
I
Assessor
35.000
37.500
37.500
37.500
County Council
1.000
1.000
1.000
1.000
District
Attorney
55.000
59.000
64.000
64.000
+5.000
Juvenile Diversion
1.500
1.500
1.500
1.500
Restorative
Justice
0.500
0.250
0.000
0.000
-0.2 50
Victim
Witness
12.375
12.500
13.500
13.500
+1.000
Finance and Administration
1.000
2.000
2.000
2.000
Accounting
7.000
8.000
8.000
8.000
Purchasing
3.000
3.000
3.000
3.000
Human Resources
10.000
15.000
15.000
15.000
Planning and Zoning
17.000
19.000
16.000
16.000
-3.000
Community Develop
(CDBG)
0.000
0.000
0.500
0.500
+0.500
Buildings and Grounds
29.500
30.500
34.000
35.000
+4.500
Information
Services
49.000
49.000
50.000
50.000
+1.000
Printing and Supply
4.000
4.000
4.000
4.000
SO Admin Patrol
16.000
15.000
17.000
v.
17.000
+2.000
SO Admin Detention
29.000
29.000
30.000
30.000
+1.000
SO Prof. Standards
6.000
7.000
10.000
10.000
+3.000
SO Civil Unit
6.000
6.000
6.000
6.000
SO Support
Services
7.000
7.000
7.000
7.000
SO Records Unit
N/A
N/A
12.000
12.000
+12.000
SO Evidence Unit
N/A
N/A
2.000
2.000
+2.000
Sheriff Patrol
60.000
60.000
62.000
62.000
+2.000
Sheriff Investigations
17.000
19.000
19.000
19.000
Municipal
Contract
4.000
2.000
2.000
2.000
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
Crime Lab
4.000
4.000
5.000
5.000
+1.000
Victim Advocates
3.000
3.000
3.000
3.000
122
DEPARTMENT
LAST
ACTUAL
YEAR
2018
CURRENT
YEAR 2019
REQUEST
BUDGET
2020
FINAL
BUDGET
2020
CURRENT TO
FINAL
CHANGE
Drug Task Force
2.000
2.000
2.000
2.000
Inmate Services
16.000
20.000
20.000
20.000
Security
194.000
201.000
201.000
201.000
Courts
and Transport
24.000
29.000
35.000
35.000
+6.000
Communications
71.000
78.000
78.000
78.000
PS Information
Systems
9.000
9.000
10.000
10.000
+1.000
PS Wireless Communications
1.000
1.000
1.000
1.000
Coroner
9.000
10.000
10.000
10.000
Justice
Services
11.500
13.500
15.500
15.500
+2.000
Work Release
17.000
21.000
4
21.000
21.000
Adult
Diversion
1.000
1.250
1.500
1.500
+0.250
Community
Corrections
1.000
1.000 4
1.000
1.000
Building Inspection
12.000
13.000
13.000
13.000
Oil and Gas Energy
N/A
N/A
15.000
15.000
+15.000
Noxious Weeds
2.000
2.000
2.000
2.000
Office of Emergency Mgt.
3.000
4.000
4.000
4.000
General Engineering
28.000
35.000
38.000
38.000
+3.000
Missile Site
1.000
1.000
1.000
1.000
Bright
Futures
2.000
2.000
2.000
2.000
Extension
Service
11.750
12.375
12.875
12.375
Fair
1.250
1.250
1.250
1.250
Veteran's Office
3.000
3.000
3.000
3.000
TOTAL GENERAL FUND
890.625
950.375
1,014.375
1,015.375
65.000
PUBLIC WORKS:
Maintenance
Support
10.000
10.000
12.000
12.000
+2.000
Administration
9.000
9.000
9.000
9.000
Motor
Graders
47.000
51.000
51.000
51.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
30.000
30.000
32.000
32.000
+2.000
Pavement
Management
17.000
21.000
21.000
21.000
Mining
7.000
7.000
7.000
7.000
TOTAL PUBLIC WORKS
153.000
161.000
165.000
165.000
+4.000
123
DEPARTMENT
LAST
ACTUAL
YEAR
2018
CURRENT
YEAR
2019
REQUEST
BUDGET
2020
FINAL
BUDGET
2020
CURRENT TO
FINAL
CHANGE
HEALTH FUND:
Administration
10.000
11.750
14.000
14.000
+2.250
Health
Communication
16.625
17.625
17.375
17.375
-0.250
Environmental
Services
26.250
29.000
31.400
31.400
+2.400
Health
Preparedness
2.000
2.000
2.000
2.000
Public Health
Services
42.200
40.70
41.300
41.300
+0.600
TOTAL
FUND
9T075
101.075
106.075
106.075
+5.000
HEALTH
SOCIAL
SERVICES
358.000
361.000
361.000
361.000
HUMAN
85.000
87.000
89.000
89.000
+2.000
SERVICES
17.000
18.000
18.000
18.000
FLEET SERVICES
3.000
3.000
3.000
3.000
PHONE SERVICES
GRAND TOTAL
1,603.700
1,681.450
1,756.450
1,757.450
+76.000
124
GENERAL FUND
Revenue Changes
$140,0002000
$120,0002000
$100,0002000
$8020002000
$60,0002000
$4020002000
$20,000,000
$0
r �
ff'�
2019 x:2020
I
I
• et xoc,
`ire •��et get
'S (rte ,, cot °
et
Ost 11/4° SC°
`. 0 ,
OP
I
0
to
e 410
tie b
•
e e)
2020 Revenue
Total $176,661,234 (2019 $150,189,246)
Property Tax
$115,449,320
65%
Fund Balance
$15,600,000
9%
Other Taxes
$170,000
0%
Miscellaneous
$11,570,023
7%
Fee Acco u nts
$13,884,600
8%
Intergovernmental
$5,922,465
3%
Licenses/Permits
$5,486,000
3%
Charges for Services
$8,203,826
5%
Fines/Forfeitures
$3751000
0%
125
GENERAL FUND
EXPENDITURE CHANGES
$80,000,000
$70,000,000
$60,0007000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
Public Safety General Gov.
Health &
Welfare
Human Serv.
Misc.
Auxilary
Culture/Rec. Public Works
2020 Expenditures
Total $158,619,734 (2019 $136,183,953)
General Gov.
$51,702,785
33%
Public Safety
$78,978,533
50%
Health & Welfare
$5,884,324
4%
Human Serv. Misc.
$2957576 $5,198,807
0% 3%
Auxilary
$977,778
1%
Culture/Rec.
$662,119
0%
Public Works
$14,919,812
9%
126
SEVEN YEAR TREND
General Government
$60
$55
$50
$35
U)
z
+ $30
J
J
2
$25
$20
$15
$10
$5
$0
2014
2015
2016
2017 2018
2019
2020
127
SEVEN YEAR TREND
Public Safety
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
z
a
J
2
$30
$20
$10
2014 2015 2016 2017 2018 2019
2020
129
GENERAL FUND SUMMARY
The General Fund is funded at the level of $156,610,734 up $22,435,781. There are several major
expense and salary increases. Without including adjustments for cost of living and salary step
increases, the budget for general government functions is up $5,915,224. Building and Grounds
is up $574,106 for 4.5 additional positions to handle the addition of two new buildings with 67,735
square feet to maintain and for inflationary building maintenance costs. The Elections budget is
up $1,427,670 due to three scheduled elections, including the Presidential Primary in 2020, and
legislated election mandates requiring an increase in polling locations and hours of operations.
District Attorney is up $575,689 due to the addition of five new positions to accommodate the
addition of two new judges requiring criminal court coverage.
Information Technology (IT) is up $2,975,171 primarily due to funding $1,500,000 for data center
storage, and $750,000 for fiber redundancy. IT capital is funded in accordance with the Five -Year
Capital Improvement Plan. There is the addition of a Data Privacy and IT Risk Manager position
($129,274). Hardware and software costs are up $335,610. $500,000 is included for new
technology and innovation projects, which is the same level as the last six years.
Public Safety functions are up $6,659,563. The overall Sheriff's Office recommended budget is
up in net county costs by $2,830,171 or 6.24%. The Sheriff's Personnel Services are increasing
by $1,822,021 or 4.7%. The Sheriff's Office is requesting a total increase of 29 positions in 2020
primarily to accompany the addition of two new units (Evidence and Records) to be assumed
January 1, 2021, from the Greeley Police Department, the Peace Officer Standards and Training
(POST) Academy, a fitness program for law enforcement to reach certified fitness standards,
staffing for the addition of two new courtrooms, and adding two Sergeants in Patrol. Sheriff
supplies are up $357,445 for new riot gear, new radios, and to stock the two new Evidence and
Records units. Purchased Services for the Sheriff are up $1,167,039 made up of an increase of
$412,000 for medical services due to inmate growth and staffing the Southwest Booking Intake,
$308,000 for Jail Based Behavioral Health Services, $100,000 for law enforcement officer fitness
program, $52,000 for the increase in inmate food costs, and reallocation of costs from other
categories. Revenues in the Sheriff's Office are up $326,487 primarily from grants.
Communications gross county costs are up $874,692, and net county costs down $364,260 with
the new user rate structure adopted by the Board in May 2019, which will increase the user fee
for fire agencies to 40% of actual costs starting in 2020, and phase in the user fee increase for
law agencies by charging 25% in 2020, 32.5% in 2021, and 40% in 2022. Communications costs
are up primarily for MCM migration ($127,000), Motorola SUA contracts ($438,665), and Century
Link-ESSINET Tariff ($166,786). Justice Services is requesting two positions for the pretrial
program due to growing caseloads to hold down the jail inmate population and to accommodate
the two new judges' criminal caseload. The program is more cost effective compared to jail
incarceration. Other Public Safety budgets are stable with little or no increases.
Due to the passage of SB 19-181 making major changes in the regulation of oil and gas
development in the state the Board of County Commissioners created the Oil and Gas Energy
Department on July 16, 2019. The department will be responsible for permitting, regulating and
enforcing surface and air oil -and -gas operations for drilling sites located in unincorporated areas
of Weld County. The department will employ up to 15 staff members including a director, an oil
and gas planner, permitting and enforcement officers, hearing officers and office techs as well as
co -locating Public Works employees, who work on access permits and storm drainage, and Public
Health and Environment employees, who will monitor air quality and other environmental factors
to ensure the health, safety, and welfare of the environment and weld County residents. It is the
goal of the county that the department's costs ($1,080,000) will be fully offset by permit fees
($1,980,000).
130
Engineering is up $5,815,696 because of the addition of two new positions and position upgrades
costing $268,656, $5.8 million for grants to municipal projects, and the remaining amount for
engineering, design and rights -of way for roads and bridges in 2020. General Fund's subsidy to
the Public Health Department is up $151,691 due to anticipated salary step and cost -of -Wing
increases. An increase of $2,954,197 is included for other General Fund departments' anticipated
salary step and cost -of -living increases in 2020. Health insurance rates will remain the same for
employees and the employer in 2020. This will mean health insurance rate decreased 11.8% in
the last six years.
The available resources to the General Fund are $176,661,234 compared to $150,189,246 in
2019, up $26,471,988. Property taxes are budgeted at $123,698,058 with a personal property tax
adjustment of $8,248,738 for a net of $115,449,320 up $18,960,719. Revenue from interest
earnings are up $500,000 at $4,000,000 for 2020, due to higher cash balances in the next year.
Intergovernmental revenues are up $613,257. Charges for services are up $1,013,908 primarily
from charges related to Communications change in the users' fee structure. Fines from traffic
enforcement are unchanged. Licenses and permits are up $2,105,000 with $1,98Q000 attributed
to the new oil and gas energy fees and $200,00 for building inspection fees. Indirect cost recovery
is up $788,289 due to Social Services' allocation. Clerk and Recorder fees are up $150,000. All
other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $15,600,000 for 2020. An estimated ending fund
balance of $18,041,500 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent with
the anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs
of the citizens of Weld County in 2020 and future years.
131
GENERAL FUND
SUMMARY OF REVENUES
2020
Fund Org
1000 90100
1000 90100
1000 90100
1000 *.100
1000 90100
1000 17100
1000 25200
1000 25100
1000 25100
1000 25100
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1120
1130
11i 0
1000
1000
116018
116019
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
26200
21110
21300
15100
21200
21260
24410
24420
15200
15250
15300
15300
15300
21260
21300
24200
24220
24220
24410
26200
96400
90100
90100
21300
24415
90100
90100
90100
90100
Acct
Account Title
TAXES
4112 CURRENT PROPERTY TAXES
4116 PROPERTY TAX ADJUSTMENT
4117 PERSONAL PROPERTY TAX INCENTIVE
4150 TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
4215 LICENSES, LIQUOR/DANCE
4221 PERMITS
4221 PERMITS
4222 BUILDING
4224 ELECTRICAL
4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERMENTAL
4311 FEMA REIMBURSEMENT
4320 FEDERAL GRANTS
4320 FEDERAL GRANTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4352 THORNTON
4353 BRIGHTON URBAN RENEWAL AUTHORITY
4354 CITIES AND TOWNS
4354 CITIES AND TOWNS
4355 ERIE URBAN RENEWAL AUTHORITY
4357 SOUTH FIRESTONE URA
4358 FORT LUPTON URA
4359 MEAD URA (MURA)
TOTAL INTERGOVERNMENTAL
2019
Budget
96,488,601
(43, 391)
43,391
170,000
2020
Request
117,756,526
(10,651,297)
0
170,000
2020
Recommend
117,756,526
(10,651,297)
0
170,000
2020
Final
123,698,058
(8,248,738 )
0
170,000
96,658,601
107,275,229
107,275,229
115,619,320
6,000
725,000
0
1,300,000
850,000
500,000
6,000
650,000
1,980,000
1,300,000
1,000,000
550,000
6,000
650,000
1,980,000
1,300,000
1,000,000
550,000
6,000
650,000
1,980,000
1,300,000
1,000,000
550,000
3,381,000
5,486,000
5,486,000
5,486,000
60,000
110,000
74,237
124,960
54,000
0
24,000
0
95,359
119,904
151,634
104,822
136,182
0
71,638
119,670
2,900,802
0
75,000
55,000
29,400
65,053
238,270
40,500
420,000
9,584
89,116
15,957
124,120
139,600
0
75,160
124,960
25,000
58,000
20,000
10,000
95,359
95,162
156,334
157,272
136,182
5,000
71,638
121,077
0
3,236,721
308,000
55,000
29 0
65,053
238,270
40,500
420,000
9,584
89,116
15,957
124,120
139,600
0
75,160
124,980
25,000
58,000
20,000
10,000
95,359
95,162
156,334
157,272
136,182
5,000
71,638
121,077
0
3,236,721
308,000
55,000
29,400
65,053
238,270
40,500
420,000
9,584
89,116
15,957
124,120
139,600
0
75,160
124,960
25,000
58,000
20,000
10,000
95,359
95,162
156,334
157,272
136,182
5,000
71,638
121,077
0
3,236,721
308,000
55,000
29,400
65,053
238,270
40,500
420,000
9,584
89,116
15,957
124,120
5,309,208
5,922,465
5,922,465
5,922,465
132
GENERAL FUND
SUMMARY OF REVENUES
2020
Fund Org
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
10400
11200
15100
15200
17350
17600
21100
21110
21130
21200
21210
22100
22400
22500
24100
24125
24150
24410
24420
26100
50100
90100
13100
17600
24100
Acct
Account Title
CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4420 PARKING
4430 SALE OF SUPPLIES
4430 SALE OF SUPPLIES
4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
1000 21200 4510
1000 90100 4510
1000 90100
1000 17250
1000 22100
1000 90100
1000 90100
1000 21110
1000 21260
1000 22100
1000 24410
1000 24420
1000 23200
1000 12100
1000 10300
1000 11100
1000 12100
1000 13100
1000 21110
1000 90100
FINES
FINES
FINES
TOTAL FINES
MISCELLANEOUS
4610 EARNINGS ON INVESTMENTS
4624 RENTS FROM BUILDINGS
4624 RENTS FROM BUILDINGS
4624 RENTS FROM BUILDINGS
4650 OVERHEAD
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4670 REFUND OF EXPENDITURE
4680 OTHER
TOTAL
MISCELLANEOUS
FEES, CABLEFRANCHISE
4720 ADVERTISING FEES
4730 OTHER FEES
4730 OTHER FEES
4730 OTHER FEES
4730 OTHER FEES
4730 OTHER FEES
4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
2019
Budget
8,297
350,000
60,000
4,000
4,500
260,000
21+5, X000
60,003
150,000
34,000
200,800
3,660, 906
462,480
288,335
35,000
964,350
16,000
350,000
10,000
6,000
5,000
18,700
500
22,000
4,000
2020
Request
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
0
225,500
4,661,612
447,967
285,400
35,000
964,350
16,000
400,000
0
6,000
5,000
18,700
500
22,000
4,000
2020
Recommend
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
0
225,500
4,661,612
447,967
285,400
35,000
964,350
16,000
400,000
0
6,000
5,000
18,700
500
22,000
4,000
2020
Final
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
0
225,500
4,661,612
447,967
285,400
35,000
964,350
16,000
400,000
0
6,000
5,000
18,700
500
22,000
4,000
7,189,868
8,203,826
8,203,826
8,203,826
340,000
35,000
340,000
35,000
340,000
35,000
340,000
35,000
375,000
375,000
375,000
375,000
3,500,000
1,279,148
65,946
555,288
4,512,619
0
52,636
25,932
3,000
25,000
0
4,000,000
1,409,060
88,911
486,472
5,300,908
8,500
0
241,422
4,000
30,000
750
4,000,000
1,409,060
88,911
486,472
6,300,908
8,500
0
241,422
4,000
30,000
750
4,000,030
1,409,060
88,911
486,472
5,300,908
8,500
0
241,422
4,000
30,000
750
10,019,569
11,570,023
11,570,023
11,570,023
16,000
0
8,100, 000
4,800,000
50,000
210,000
80,000
8,000
296,600
8,250,000
5,000,000
50,000
200,000
80,000
8,000
296,600
8,250,000
5,000, 000
50,000
200,000
80,000
8,000
296,600
8,250,000
5,000, 000
50,000
200,000
80,000
13,256,000
13,884,600
13,884,600
13,884,600
136,189,246
152,717,143
152,717,143
161,061,234
133
GENERAL FUND
SUMMARY OF EXPENDITURES
2020
Fund Org
1000 10100
1000 10150
1000 10200
1000 10300
1000 10400
1000 11100
1000 11200
1000 11300
1000 12100
1000 13100
1000 14100
1000 15100
1000 15200
1000 15250
1000 15300
1120 15300
1130 15300
1000 16100
1000 16200
1000 16300
1000 16400
1000 17100
1000 17150
1000 17200
1000 17250
1000 17300
1000 17350
1000 17375
1000 17600
1000 21100
1000 21110
1000 21120
1000 21130
1000 21140
1000 21150
1000 21160
1000 21200
1000 21205
1000 21210
1000 21230
1000 21260
1000 21300
1000 21410
1000 22100
1000 22400
1000 22500
1000 23200
1000 24100
1000 24125
1000 24150
1000 24200
116018 24220
116019 24220
1000 24410
1000 24415
1000 24420
1000 25100
1000 25200
1000 26100
1000 26200
Expenditure Function
GENERAL GOVERNMENT
OFFICE OF THE BOARD
PUBLIC INFORMATION
COUNTY ATTORNEY
PUBLIC TRUSTEE
CLERK TO THE BOARD
COUNTY CLERK
ELECTIONS AND REGISTRATION
MOTOR VEHICLE
TREASURER'S OFFICE
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
JUVENILE DIVERSION
RESTORATIVE JUSTICE
VICTIM WITNESS
VICTIM W ITNESS
VICTIM WITNESS
FINANCE
ACCOUNTING
PURCHASING
HUMAN RESOURCES
PLANNING OFFICE
COMMUNITY DEV BLOCK GRANT
BUILDINGS AND GROUNDS
WELD PLAZA
INFORMATION SERVICES
GEOGRAPHICAL INFORMATION SYSTEM
INOVATION AND TECHNOLOGY PROJECTS
PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
TOTAL PUBLIC SAFETY
ADMINISTRATION PATROL
ADMINISTRATION DETENTION
PROFESSIONAL STD
CIVIL
SUPPORT SERVICES
RECORDS UNIT
EVIDENCE UNIT
PATROL
INVESTIGATIONS
CONTRACT SERVICES
ORDINANCE ENFORCEMENT
REGIONAL LAB
VICTIM ADVOCATES
DRUG TASK FORCE
COMMUNICATIONS SERVICE
PUBLIC SAFETY INFORMATION SYSTEM
PUBLIC SAFETY WIRELESS COMM
COUNTY CORONER
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
COMMUNITY CORRECTIONS-ADMIN
COMMUNITY CORRECTIONS -SERVICES
COMMUNITY CORRECTIONS -SERVICES
INMATE SERVICES
SECURITY
COURTS AND TRANSPORTATION
BUILDING INSPECTION
OIL AND GAS ENERGY
WEED AND PEST
OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
2019
Budget
9333820
330,105
917,201
0
589,549
953,111
1,181,762
33296,076
1,172, 930
336273035
52,117
6,396,813
131,145
119,904
7303066
1043822
136,182
5353986
1,117,733
326,809
138663164
234503975
0
6,997,645
6753050
834333242
2473073
5003000
432,491
2020
Request
933,820
330,502
917,201
287,635
609,737
954,149
2,609,432
3,465,294
1,189, 782
3,688, 358
52,117
6,968,502
139,800
95,162
750,441
157,272
136,182
535,986
1,130, 750
326,109
1,938,084
2,357,100
0
7,481,596
753,949
10, 798,126
146,298
500,000
432,491
2020
Recommend
9333820
3303502
917,201
2873635
6093737
954,149
2,609,432
334653294
1,189, 782
336883358
52,117
639683502
1393800
95,162
7503441
1573272
136,182
5353986
1,130, 750
326,109
139383084
233573100
0
7,481, 596
7533949
10, 798,126
1463298
5003000
432,491
2020
Final
934,135
345,437
1,228,137
287,635
624,184
1,010,490
2,640,345
3,521,162
1,154,717
3,764,332
52,774
7,258,813
172,572
95,162
774,255
157,272
136,182
604,885
1,141,750
342,896
1,903,001
2,494,211
100,000
7,852,753
753,949
11,261,910
146,298
500,000
443,528
44,255,806
49, 685,875
49, 685, 875
51,702,785
1,7453440
2,465,917
1,155,711
391,521
1,161,126
0
0
8,971,528
2,223,481
3023855
2683518
702,441
2413579
321,257
8,705,480
1,431, 485
2883335
1,350,904
1,133, 097
2,015,726
100,213
119,670
239003802
0
6,867,287
18, 892,139
3,565,341
135303182
0
982,098
5623200
2,062,123
2,664,954
1,688,024
387,741
1,254,233
1,133,634
22 7, 550
8,369,136
2,198,034
266,570
264,140
775,864
237,111
336,009
93580,372
1,337,042
285,400
1,380,876
1,293,689
2,016, 526
138,900
121,077
0
3,236, 721
7,447,099
18,924,252
4,196,325
1,631,127
1,980,000
999,423
621,944
2,062,123
2,664,954
13688,024
3873741
1,254,233
1,133, 634
2273550
833693136
2,198,034
2663570
264,140
775,864
237,111
3363009
9,580,372
1,3373042
2853400
1,380,876
1,293, 689
2,016,526
138,900
121,077
0
332363721
7,447, 099
18, 924, 252
4,196, 325
1,631,127
119803000
999,423
6213944
2,080,946
2,677,902
1,718,424
416,110
1,240►,945
1,139, 799
228,932
8,745,079
2,277, 565
252,663
269,738
740,167
241,338
329,923
93580,372
13337,042
285,400
1,510,242
1,361,915
2,008,470
138,900
121,077
0
3,236,721
7,416,013
19,902, 730
4,301,064
1,737,025
1,980►,000
1,020, 763
681,268
70, 396, 333
77,055,896
77,055,896
78,978, 533
134
GENERAL FUND
SUMMARY OF EXPENDITURES
2020
Fund Org
Expenditure Function
PUBLIC WORKS
1000 31100 ENGINEERING
1000 50100
1000 50200
1000
1000
1000
1000
1000
56110
56120
56130
56140
56160
CULTURE AND RECURATION
MISSILE PARK
PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
HEALTH AND WELFARE
SENIOR PROGRAMS
WASTE WATER
DEVELOPMENTALLY DISABLED
MENTAL HEALTH
COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
1000
1000
1000
1000
1000
1000
1000
1000
1000
90100
90150
90160
96100
96200
96400
96500
96600
99999
MISCELLANEOUS
NON DEPARTMENTAL
COMMUNITY AGENCIES GRANTS
BRIGHTER WELD
EXTENSION
FAIR
VETERANS
ISLAND GROVE BUILDINGS
ASSET AND RESOURCE MANAGEMENT
SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
2019
Budget
8,404,319
77,233
129,000
2020
Request
9,048,116
77,233
239,000
2020
Recommend
9,048,116
77,233
2 39, 000
2020
Final
14,919,812
80,981
239,000
206,233
316,233
316,233
319,981
40,000
10,000
38,225
241,000
5,453,984
40,000
10,000
123,225
391,000
5,605,675
40,000
10,000
38,225
291,000
5,605,675
40,000
10,000
38,225
291,000
5,605,675
5,783,209
6,169,900
5,984,900
5,984,900
165,000
709,087
40,737
181,179
406,024
173,696
2 57, 989
174,340
5,030,001
0
165,000
793,787
115,737
248,268
476,897
173,696
259,389
182,504
4,245,020
2,954,197
165,000
793,787
45,737
248,268
476,897
173,696
2 59, 389
182,504
4,245,020
2,954,197
165,000
943,787
40,000
249,473
451,562
159,634
276,743
182,504
4,245,020
0
6,973,053
9,449,495
9,379,495
6,548,723
136,183, 953
151,890, 515
151,635,515
158, 619, 734
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
FY
FINAL
FY
BUDGETED
REQUESTED
FY
NEXT
CURRENT
NEXT
Personnel Services
$ 800,482
$ 815,075
$ 815,075
$ 815,390
Supplies
1,434
1,900
1,900
1,900
Purchased Services
104,860
116,845
116,845
116,845
Contra
-5,704
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 901,072
$ 933,820
$ 933,820
$ 934,135
Revenue
0
0
0
0
Net
County
Cost
$ 901,072
$ 933,820
$ 933,820
$ 934,135
Budgeted
Positions
6.00
6.00
6.00
6.00
SUMMARY OF CHANGES: There are no changes to this unit.
Final budget adjustments include an increase in salaries of $315.
FINANCE/ADMINISTRATION RECOMMENDA TION: Recommend approval.
BOARD ACTION: Approved as recommended.
136
OFFICE OF THE BOARD
(CONTINUED)
7000-10700
PERFORMA NCE MEA SURES
Efficiency Measures
I.
ACTUAL ES TIMA TED PROJECTED
0.191
$2.87
0.185 9.180
$2.88 $2.80
per
10,000/capita
cost
(county
support)
FTE's
Per capita
Goal ES1: Enable County
service.
departments
and its service partners to deliver quality
customer
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1:
defined
expectations
standards
Clearly-
performance
and
Citizen
service
satisfaction
delivery
departments
feedback
for
High
High
High
ES1-2:
accessed
to -use
ES1-:
County
delivery
ES1-4:
customers
Conveniently
and
services
Unity
service
Satisfied
easy-
of
Resident
feedback
and
with
visitor
County
satisfaction
services
High
High
High
Goal ES2:
government
Enhance community access to reliable information regarding services and County
issues.
_
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
information
ES2-1:
accessible
regarding
services
programs
outcome)
Easily
County
and
(priority
information
Community
Customers
provided
government
by
satisfaction
availability
awareness of
WeldCounty
with
services
High
High
High
High
High
High
ES2-2: Positive
image of County
government
Percent
positive
government
of residents
image
of Weld
with
a
County
90%
90%
90%
137
BUDGET U/IT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150
DEPARTMENT DESCRIPTION: The public information function of the county is funded in this
budget unit. The function is under the direction of the Board of County Commissioners. The
Director serves as the county's public information officer. The staff of this department assists all
departments in developing and disseminating information to the public about Weld County
government and services.
ACTUAL
LAST
FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel Services
252,902
282,005
$ 282,005
$ 296,940
Supplies
9,408
10,500
18,900
18,900
Purchased
Services
25,701
37,600
29,5197
29,597
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 288,011
$ 330,105
$ 330,502
$ 345,437
Revenue
0
0
0
0
Net
County
Cost
288,011
$ 330,105
330,502
$ 345,437
Budgeted Positions
4.0
4.00
4.00
4.00
SUMMARY OF CHANGES:
The Public Information Department continues to look for innovative and engaging ways to share
county information with Weld County residents. By realigning funds previously allocated to other
line -items, this department is able to incorporate the GovDelivery/Granicus software for the
county's e -newsletters, as well as, the Hootsuite software to manage content for the county's
social media sites (new in 2019) into its budget, and still meet board's public information
requirements as well as ongoing support for the other county departments. Realigning funds not
only enables this department to continue to develop new communication materials and platforms
without a large increase in the budget but also now provides for additional education and training
opportunities for more staff members of this department.
Final budget adjustments include an increase in salaries of $14,035.
FINANCE/ADMINISTRATION RECOMMENDATION: The total operating increase of $397
includes over $7,000 of new software for increased reach. Recommend approval.
BOARD ACTION: Approved as recommend.
138
PUBLIC INFORMATION
(CONTINUED)
7000-10750
PERFORMA NCE MEA SURES
Efficiency Measures
I
ACTUAL ESTIMATED PROJECTED
0.127 0.124 0.120
$0.92 $1.02 $1.04
per
10,000/capita
cost
(county
support)
FTE's
Per capita
Note: Prior to 2017 this function was funded in the Board of County Commissioner's budget unit 1000-10100.
GOALS/DES1RED OUTCOMESIKEY PERFORMANCE INDICATORS: See Public Information
goals in Budget Unit 1000-10100.
139
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. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 775,717
$ 797,294
$ 797,294
$ 858,230
Supplies
795
1,945
1,945
1,945
Purchased Services
398,863
117,962
117,962
367,962
Fixed Charges
-5,782
0
0
0
Capital
0
0
0
0
Cross County
Cost
$ 1,169,
593
$ 917,201
$ 917,201
$ 1,228,137
Revenue
0
0
0
0
Net
County
Cost
$ 1,169,
593
$ 917,201
$ 917,201
$ 1,228,137
Budgeted
Positions
5
5
5
5
SUMMARY OF CHANGES: No changes requested for 2020.
Final budget adjustments include an increase in salaries of $60,936
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The Board added $250,000 in contract services for the air quality attorneys
and consultants the Commissioners have engaged in relationship to oil and gas impacts. All other
items approved as recommended.
140
COUNTY ATTORNEY
(CONTINUED)
7000-10200
PERFORMANCE MEASURES
Work Out
violations
for
health
support)
legal
cases
assistance
ACTUAL
ESTIMATED
PROJECTED
501
120
0.159
$3.72
175
72
500
120
0.154
$2.83
175
500
70
120
0.150
$3.69
175
70
• uts
Number of new requests
Number of new mental
Number of new code
Efficiency Measures
capita
cases
per
10,000/capita
of
cost
agenda
per
(county
FTE
requests/DAN/mental
FTE's
Per
Number
Goal ES3:
department
Ensure the County Attorney
heads.
staff
is meeting
the needs of elected officials and
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
E3-1:
and
legal
representation
Weld
Efficient
effective
County
of
Client
and department
satisfaction
of elected
heads
officials
99%
99%
99%
141
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 Section 38-37-101, C.R.S., et. seq.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 0
$ 0
$ 218,315
$ 218,315
Supplies
285
0
2,500
2,500
Purchased Services
1,341
0
36,820
36,820
Fixed Charges
0
0
30,000
30,000
Capital
0
0
0
0
Gross County Cost
$ 1,626
$ 0
$ 287,635
$ 287,635
Revenue
36,497
0
296,600
296,600
Net
County
Cost
$ -34,871
$ 0
$ -8,965
$ -8,965
Budgeted
Positions
nfa
n/a
nfa
n/a
SUMMARY OF CHANGES: In 2019 HB 19-1295 was approved, which moves the previously
state appointed Public Trustee for the ten largest Colorado counties (by population) by the
Governor into the jurisdiction of the County Treasurer. The change is effective July 1, 2020. The
2020 budget year will be a transition year with the Public Trustee operating as in the past until
July 1, 2020, and then the duties will be assumed by the County Treasurer. The traditional budget
presentation is provided for 2020 on the next page. In addition, the same budget will be
appropriated as part of the General Fund to accommodate the change in 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
142
PUBLIC TRUSTEE
BUDGET 2020
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Workers Comp
Retirement Plans
Medical Insurance
Education/Training
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Audit CRS 38-37-104 (7)
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Misc/Other
Telephone/Utilities
Travel/Mileage
Bank Fees
Total Operating
Capital Outlay:
Software
Computer Hardware
Office Furniture
Total Capital Outlay
Total Expenses
$ 225,000
70,000
1,600
$ 296,600
$ 72,500
105,000
0
12,000
480
335
13,000
15,000
1,500
0
$ 219,815
$ 1,700
12,000
30,000
2,000
2,000
8,000
2,500
500
620
3,500
500
4,500
$ 67,820
0
0
$ 287,635
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 8,965
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD
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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
FY
REQUESTED
FY
NEXT FY
CURRENT
NEXT
Personnel Services
$ 465,089
$ 542,277
$ 558,564
$ 573,011
Supplies
37,429
29,494
30,720
30,720
Purchased Services
30,904
26,075
28,750
28,750
Fixed Charges
-7,787
- 8,297
- 8,297
- 8,297
Capital
0
0
0
0
Gross County
Cost
$ 525,635
$ 589,549
$ 609,737
$ 624,184
Revenue
11,196
8,297
8,297
8,297
Net County
Cost
$ 514,439
$ 581,252
$ 601,440
$ 615,887
Budgeted Positions
6.25
7.75
7.75
7.75
SUMMARY OF CHANGES: Budget request is up $20,188. Personnel Services are up $16,287
for the request to reclassify an Office Tech IV (grade 21) to a Clerk to Board Supervisor (grade
28) to delegate some supervision of staff and provide back-up to the Clerk to the Board.
Supplies are up $1,226 for computer software maintenance. Purchased Services are up $2,675
for phones ($1, 900), MunicCode services ($400), postage ($200), advertising and notices ($375),
with an offsetting reduction of $200 in printing.
Revenues and chargebacks remain unchanged. Final budget adjustments include an increase in
salaries of $14,447.
FINANCE/ADMINISTRATION RECOMMENDATION: The upgrade of the Office Tech IV (grade
21) to a Clerk to Board Supervisor (grade 28) is justified to provide workload relief to the Clerk to
the Board and organizational backup in the office. All other increases are justified based upon
increased workload demands on the office. Recommend approval.
BOARD ACTION: The Board at a work session on August 6, 2019, approved the reclassify of
the Office Tech IV (grade 21) position to Clerk to Board Supervisor (grade 28). All other items
approved as recommended.
144
CLERK TO THE BOARD
(CONTINUED)
7000-10400
PERFORMANCE MEASURES
Work Out
optically
transcribed
support)
processed
scanned
ACTUAL ESTIMATED PROJECTED
200
60,000
0.199
$1.64
$2,572.20
61,000
50
0.239
$1.80
$2,906.26
200 200
62,000
750
0.233
$1.86
$3,079.44
50
• uts
Number
Number
Number
Efficiency
of
of
of
meetings
images
BOE
Measures
appeals
FTE's
Per
Cost
capita
per
per
10,000/capita
meeting/hearing
cost
(county
Goal ES4: To improve
exchange between
service, increase efficiency and
the County Commissioners and the
provide
citizens
greater information
of Weld County.
access and
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-1:
friendly
government
information
services
User
and
Percent
employees,
services
of users
etc.)
and information
(residents,
satisfied
with
visitors,
99%
99%
99%
ES4-2:
Timeliness of
provision of
public records
Percent
departmental
historical)
and
accessible
available
of
electronically
Commissioner
records
upon
via
Tyler
(current
request
Web
and
scanned
or
and
99%
99%
99%
ES4-3:
Processing
and access
records
County
mineral
of
-owned
interests
of,
to,
Percent
accurately
oil and
received
of
gas
for
records
prepared
revenues
processing
which are
for auction, or
which are
99%
99%
99%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 755,686
$ 762,441
$ 762,441
$ 818,782
Supplies
109,464
104,893
107,891
107,891
Purchased Services
41,128
84,277
82,317
82,317
Fixed Charges
325
1,500
1,500
1,500
Capital
35
0
0
0
Gross County Cost
$ 906,638
$ 953,111
$ 954,149
$ 1,010,490
Revenue
7,615,854
8,100,000
8,100,000
8,250,000
Net
County
Cost
$ -6,709,216
$ -7,146,889
$ -7,145,851
$ -7,239,510
Budgeted
Positions
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Increase in Supplies is due to software maintenance costs increasing
$2,998. Purchased Services are reduced in travel and meeting by $1,960.
Revenues are up $150,000 to reflect historical trends.
Final budget adjustments include an increase in salaries of $56,341.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
146
CLERK AND RECORDER
(CONTINUED)
7000-11700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
Number of documents
recorded 95,162
101,030
103,733
Number of copies
produced 186,714
232,284 243,898
Number of marriage licenses issued 1,800
2,080 2,114
Measures
Efficiency
FTE's
per 10,000/capita
— Recording
0.318
0.309 0.300
Per capita
contribution
$2.88 $2.94 $3.03
Number of documents
recorded
per FTE
13,595
14,433 14,819
CLERK AND RECORDER
(CONTINUED)
7000-11700
Goal ES5: Ensure
imaging and electronic
needs. Maintain
administration of
receive professional,
statutory requirements
archiving
a staff of highly
the recording
timely and
-trained
office
are met.
and
quality service
and regulations
To be accountable
professionals
all duties
at all
governing
and responsible
who have the responsibility
charged to the office.
times.
the
recording,
Ensure
to
the
that
indexing,
for
public's
the
the
citizens
PRELIMINARY
DESIRED
OUTCOMES*
PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)*
Educate
Press release, working
Public Education
Ongoing
Ongoing
customers
with
come
public
into
that
the
call or
office.
Campaign
Educate
the
the
system
public
on
needs.
how to
to best
use
serve
Clear
and understandable
Maintain
quality
Ongoing
Ongoing
Provide access
website.
work for accurate
for copies
and availability
of
Assist
the online
with
vendor
the upkeep
system
of
copies
and continue
to improve
Work with
County
Ongoing
Ongoing
the
process with
the
IT and Vendor for
Receive
vendor.
updates
and
documents for
recording and
Upkeep
the recording
training.
electronic
system
with
the
latest
Accept
e -
recording
updates,
on
ways
to
train employees
use
the
recordings, mail,
and in office
Ongoing
Ongoing
vendor system
more
documents
and
effectively.
record. Index 150
documents a day
Acutely
accept,
record,
with
error
Zero
ratios.
percent
Verify
index, and
documents.
verify
documents within
three days after
indexing.
Following state
Issue Marriage
Acutely
process
statute
for filling out
Ongoing
Ongoing
and Civil Union
marriage and civil union
application.
Licenses
applications,
along with
Working with
IT
to
licenses. Follow state
develop
an online
statute.
Develop
online
application
for
application
tool.
people
to
pre -fill out
license application.
Military
Follow state
statute
on
Maintain
Discharges
recording and
copies
providing
confidentiality
Ongoing
Ongoing
148
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, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
Staring in 2020 there will be a Presidential Primary every four years.
ACTUAL
LAST FY
BUDGETED
FINAL
RESOURCES
REQUESTED
CURRENT
FY
NEXT
FY
NEXT FY
Personnel Services
691,090
554,454
1,235,834
1,267,747
Supplies
693,805
389,500
1,017,400
1,017,400
Purchased
Services
240,434
228,198
335,198
335,198
Fixed Charges
3,490
9,600
20,000
20,000
Capital
0
0
0
0
Gross county cost
1,628 820
$ 1,131,762
$ 2,609,432
$ 2,540,345
Revenue
445,315
35+0,000
350,000
350,000
Net
County Cost
$ 1,183,
505
831,762
$ 2,259,432
$ 2,290 345
Budgeted Positions
5
5
7
7
SUMMARY OF CHANGES: The total increase in Elections of $1,427,670 is due to three
scheduled elections, including the Presidential Primary in 2020, and legislated election mandates
requiring an increase in polling locations and hours of operations. Under Personnel Services,
Contract Labor is estimated to increase by $545,964 to meet these requirements, and the
additional $135,406 is for 2.0 FTE (Grade 15, Step 1) based on the growth in Weld County and
the requirements of this division. Supplies is increasing by $627,900, made up entirely of the two
primary mail ballots and Presidential general election ballots as well as envelopes. Postage is
also increasing by $110,000, which accounts for the increase in Purchased Services.
Final budget adjustments include an increase in salaries of $30,913.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval based on legislated
mandates for Elections beginning in 2019. The increase in staffing is a policy issue for the Board.
BOARD ACTION: Board approved the two new positions as Office Tech I
items approved as recommended.
II (Grade 15). All other
149
ELECTIONS (CONTINUED)
7000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out. uts
Number
Revenue
Efficiency
of voter
generated
Measures
transactions
from
364,452
elections $445,315
382,675 394,155
$350,000 $356,666
FTE'S
per 10,000/capita
0.159 0.154
0.210
Per capita
cost
(county
support)
$3.76 $2.57 $6.87
Transactions
per FTE 72,890 76,535 56,308
Goal ES6:
Service
to cast
and free
administration
Ensure
and Polling
a ballot at
of influence.
of
the
the
that every eligible voter is given the opportunity to vote
Centers or Provisional voting. Register all voters that
time of the election. Provide a Voter Service and Polling
Maintain a staff of highly -trained professionals
election office and all duties charged to the office.
either through Mail
have a desire to vote
Center that is
who have the responsibility
Ballots, Voter
and allow them
organized, safe
for the
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATORS}*
Educated
Voters
Press releases, meetings,
high
Voter
Ongoing
Ongoing
school student
council elections,
Education
tours of the
election
office. Availability
Campaign
to
public, clear and understandable
webs ite
.
Opportunities
for
Assessable
Even years
Ongoing
—
every eligible
Maintain
and recruit
Voter
Service
locations,
June,
registered
voter
and Polling Centers,
Drop-off
high
public
October and
to conveniently
locations
and 24 -hour drop
boxes
traffic
areas
November
cast
a vote
locations
throughout
Weld County
Odd years -
during election
time.
October/Nov.
Votes
counted
Returning
and reported
judges,
Ongoing
Ongoing
accurately
and in
Maintain
voting
equipment
and retain
testing
a
timely manner
trained election
judges.
accuracy of
equipment
Integrity
of voter
records
Training and
Ongoing
Ongoing
maintained
Knowledgeable staff on all data
entry
reports
processes and low error ratio
State
within
Integrity
of ballot
two years of
security
Completion
permanent
Clear
procedures following state
law
of State
employment.
Thorough
certification
National
Two
to Seven
knowledge of
and National
within
seven
years after
Election
Law
State
and National
certification
certification
years of
permanent
permanent
employment
employment
150
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: 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, and provides law enforcement agencies
with vehicle registration information.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 2,907 929
$ 2,971,520
$ 3,134,470
$ 3,190,338
Supplies
25,529
39,450
40,502
40,502
Purchased Services
232,490
285,106
290,322
290,322
Fixed Charges
315
0
0
0
Capital
6, 850
0
0
0
Cross County
Cost
$ 3,173,113
$ 3,296,076
$ 3,465,294
$ 3,521,162
Revenue
0
0
0
0
Net
County
Cost
$ 3,173,113
$ 3,296,076
$ 3,465,294
$ 3,521,162
Budgeted Positions
41
2
Full-time
Part-time
43 Full-time
2 Part-time
-
45 Full-time
4 Temporary
45 Full-time
4 Temporary
SUMMARY OF CHANGES: Personnel Services are up $162,950. The Board approved mid -year
the moving of two part-time Office Tech positions to full-time with benefits ($23,910). At a June
17, 2019, work session the Board approved retaining the four temporary positions for the
remainder of 2019 to decrease overtime and help with the backlog with the new state system.
The Board agreed to consider doing the same for 2020, if the workload justified it ($139,040).
$60,000 is again budgeted for overtime.
Supplies are up $1,052 due to increases in software maintenance. Purchased Services are up
$5,216 with postage up $13,216, offset by reductions in training {$4,000} legal notices ($2,500),
and travel {$1,500}.
Final budget adjustments include an increase in salaries of $55,868.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board
approved 4 full-time temporary positions throughout 2019 to decrease overtime and help with the
backlog with the newer state system. The workload going forward to avoid more overtime and
backlog of work appears to support retaining the temporary staff in the 2020 budget.
BOARD ACTION: Approved as recommended, including the full year funding of the four
temporary positions. Board wants to review need for temporary positions in July 2020.
151
MOTOR VEHICLE
(CONTINUED)
7000-11300
PERFORMANCE MEASURES
Work Out • uts
issued
OFFICE:
ACTUAL ESTIMATEDPROJECTED
730,355
Number
of
1.336
$19.09
766,800
201
260
1.359
$10.18
17,040
594,580
220
280
1.351
$19.57
13,213
220
375
Number
FORT
DEL CAMINO
of titles/registrations
LUPTON
of marriage
marriage
Measures
BRANCH
licenses
BRANCH
licenses
issued
OFFICE: Number
Efficiency
issued
— DMV
per
19,
cost
of titles/registrations
000/capita
FTE'S
issued
Per capita
Number
per FTE 16,985
Goal ES7: To ensure every motor vehicle
Colorado laws. To be accountable and responsible
the law. Maintain a staff of highly -trained
administration of the motor vehicle office
citizens receive professional, timely and quality
is
professionals
and
properly
all
titled
to the
who
duties charged
service at
and registered
public's needs
have the responsibility
to the office.
all times
according to current
within the guidelines of
for the
Ensure that the
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
titling
ES7-1:
documents
registering
_
Receive
for
and
100%
indexing
Customer
accuracy
and
satisfaction
with
verification
99%
0 complaints
99%
0 complaints
99%
0 complaints
EST
customers
(public,
banks,
clerks,
-2: Educate
dealers,
title
etc.)
Press releases
Website updates
Posting of
signs
educational
4
4
15
20
36
15
20
40
15
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the county,.
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
ACTUAL
LAST FY
CURRENT
BUDGETED
FY
REQUESTED
FINAL
RESOURCES
NEXT
FY
NEXT
FY
Personnel
Services
$ 743,908
$ 863,999
$ 863,999
$ 828,934
Supplies
162,503
115,883
115,883
115,883
Purchased Services
228,121
193,048
209,900
209,900
Fixed Charges
0
0
0
0
Capital
D
9
0
0
Gross County
Cost
$ 1,134,
532
$ 1,172,
930
$ 1,189,
782
$ 1,154,717
Revenue
4,657,424
4,816,000
5,008,000
5,008,000
Net
County Cost
$ -3,522,892
$ -3,643,070
$ -3,818,218
$ -3,853,283
Budgeted
Positions
10
10
10
10
SUMMARY OF CHANGES: Expenses for the budget are up $10,852 primarily due to the
anticipated increases in postage and printing for tax notices with the growth in the county and
additional oil and gas accounts.
Revenues from Treasurer's lees are up $200,000 at $5,000,000, and advertising revenues for
delinquent taxes are budgeted at $8,009.
Final budget adjustments include a decrease in salaries of - $35,065.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
153
TREASURER
(CONTINUED)
7000-12700
PERFORMANCE MEASURES
Work Out • uts
ACTUAL ESTIMATED
PROJECTED
$688M
$263M
0.318
$3.61
$830M
$270M
0.309
$3.62
$968M
$270M
0.300
$3.47
Property
Investments
Tax
Collected
Measures
Efficiency
FTE's
per
10,000/capita
expenditure
Per capita
Goal ES8: To
and cost-effective
provide County treasury and tax collection
manner possible.
services in the most accurate, efficient
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES8-1:
Effective
and
cost-efficient
Cost
per
tax bill
$5.91
$5.53
$6.09
County
tax
Number of
tax bills
per
18,400
19,800
19,800
FTE
collection
Tax revenue
per FTE
$68M
$84M
$105M
Fee Income
per
FTE
$467,742
$481,600
$500,800
ES8-2:
Investments
that
Return
on investments
1.73%
1.90%
1.60%
are safe, liquid
Return
on investments
$5.951111
$6.481
$5.471
and
best
possible
order
deliver
yield
— in
the
that
154
BUDGET UNIT REQUEST SUMMARY
A ENY/DEPARTMENTNAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and personal
property in Weld County; maintains accurate public records, including ownership history, parcel
values and parcel maps; completes appraisals of all real and personal property using statutory
mandates and mass appraisal techniques; completes statutory reports and certifications for Weld
County taxing authorities for use in the property tax system; and completes and delivers an
accurate tax warrant to the Treasurer for collection of property taxes.
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
RESOURCES
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 2,934,808
$ 3,209,234
$ 3,209,234
$ 3,285,208
Supplies
228,645
213,201
262,730
262,730
Purchased Services
265,249
204,600
216,394
216,394
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 3,428,702
$ 3,627,035
$ 3,668,358
$ 3,764,332
Revenue
223,892
50,500
50,500
50,500
Net
County
Cost
$ 3,204,810
$ 3,576,535
$ 3,637,858
$ 3,713,832
Budgeted
Positions
35.0
37.5
37.5
37.6
SUMMARY OF CHANGES:
Changes in Supplies primarily reflect increases in software maintenance ($49,529). Purchased
Services changes are due to increases in subscriptions to publications/online services with
assessment tools ($10,000) and phones ($1,794).
Final budget adjustments include an increase in salaries of $75,974.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION: Approved as recommended.
155
ASSESSOR
(CONTINUED)
7000-13700
PERFORMANCE MEA S URLS
Work Out
uts
(including
personal
ACTUAL ESTIMATED
PROJECTED
217,000
221,000
225,000
•
Number
property
of
and
parcels
SA)
Telephone
Calls Answered 18,000
18,000
18,000
Number of administrative
updates
to database
148,000 150,000
152,000
Number of walk-ins requesting
assistance
6,000 5,000 5,000
Number of Property
Inspections
10,000
10,500
11,000
Sales Verification
12,000 12,500
12,500
Efficiency Measures
per 1O,000/capita
1.11
1.16
1.13
FTE's
Per capita
cost
(county
support)
$10.02
$11.05
$11.15
Cost
per
parcel $14.79
$16.18
$16.51
Parcels Per FTE
6,200 5,893 6,000
Effectiveness Measures
(desired results)
Deed Processing Time (days)
5 5 5
for Information
per FTE
800 825 835
Requests
Percent
of Properties
Site
5% 5% 5%
Reviewed
Assessment
market
Levels compared
value
to
100% 100%
100%
156
ASSESSOR
(CONTINUED)
7000-13700
Goal ES9: Correctly
taxing authorities.
discover, list, value, and defend values for
property
taxes for Weld County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES9-1:
County
valuation
Effective
property
Complete
warrant
date
Compliance
deadlines
Successful
study
audit
by
submission
the
and
with
report
for
January
requirements
Assessors
all statutory
on the
of
the
10th
annual
statutory
tax
100%
100%
100%
ES9-2:
friendly
e -government
sharing
assessment
property
User
for
and
data
Percent
electronic/technology
services
Percent
programs
access
of users
and
of operations,
available
satisfied with
access to
information
services and
through website
100%
100%
100►%
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
IL
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
LAST FY
NEXT
FINAL
FY
RESOURCES
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
Personnel Services
18,451
21,917
21,917
22,574
Supplies
0
300
300
300
Purchased
Services
745
29,900
29,900
29,900
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross county
cost
19,196
52,117
52,117
52,774
Revenue
0
0
0
0
Net
county cost
19,196
$ 52,117
52,117
52,774
Budgeted
Positions
1
PT
1
PT
1
PT
I PT
SUMMARY OF CHANGES: No change. Final budget adjustments include an increase in salaries
of $657.
•
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
158
SEVEN YEAR TREND
District Attorney
z
O
J
J
2
7
4
3
2014
2015 2016
2017
2018
2019
2020
159
SEVEN YEAR TREND
District Attorney Local Cost
2014 2015 2016 2017 2018 2019 2020
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
LAST FY
BUDGETED
FINAL
NEXT FY
RESOURCES
REQUESTED
NEXT
Fly
CURRENT FY
Personnel
Services
$ 5,950,786
$ 6,113,319
$ 6,677,116
$ 6,963,427
Supplies
35,791
48,253
42,234
42,234
Purchased
Services
233,969
235,241
249,152
253,152
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 6,220,546
$ 6,396,813
$ 6,968,502
$ 7,258,813
Revenue
177,893
184,960
184,960
184,960
Net
County
Cost
$ 6,042,253
$ 6,211,853
6,783,542
$ 7,073,853
Budgeted
Positions
55.00
59.00
64.00
64.00
SUMMARY OF CHANGES: Personnel Services are up due to:
• Mid -Year approval for three additional Deputy DA Ill, Investigator II, and an Office Tech IV to
staff additional district court criminal courtroom ($520,562).
• Reclassification of four Office Tech III (Grade 15) positions to Office Tech IV (Grade 21)
(increase $24,786).
• Reclassification of five Office Tech IV (Grade 21) positions to DA Legal Secretary I position
(Grade 24) (increase $18,449).
Supplies are down $6,019, from office supplies ($2,000), small items of equipment ($3,000) and
software maintenance ($1,019). Purchased Services are up $13,911 due to memberships
($3,000), contract payments ($3,200), and vehicle costs ($9,711) offset by postage being down
$2,000. The request for an additional vehicle for the new investigator was approved mid -year with
the new position. Final budget adjustments include an increase in salaries of $286,311.
FINANCE/ADMINISTRATION RECOMMENDATION: The 5.0 FTE were approved mid -year
based on two additional District Court judges. The reclassifications are a policy issue and being
addressed by an independent salary survey being completed by Human Resources. Recommend
approval, based on the outcome of the salary survey.
161
DISTRICT ATTORNEY
(CONTINUED)
7000-15700
BOARD ACTION: Requested increase of $4,000 under Purchased Services for Colorado DA
assessments approved by the Board. Board approved the reclassification of five Office Tech IV
(Grade 21) positions to DA Legal Secretary I positions (Grade 24), and the reclassification of four
Office Tech III (Grade 15) positions to Office Tech IV (Grade 21). Board approved with no other
changes.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
162
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
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 141,011
$ 129,245
$ 137,900
170,672
Supplies
1,915
200
200
200
Purchased Services
28,443
1,700
1,700
1,700
Fixed Charges
-11,424
0
0
0
Gross County
Cost
$ 159,945
$ 131,145
$ 139,800
$ 172,572
Revenue
133,654
99,359
99,359
99,359
Net County
Cost
$ 26,291
$ 31,786
$ 40,441
$ 73,213
Budgeted
Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES: Personnel Services are up $8,655 due to changes in staff utilizing
county funded health insurance.
Juvenile Diversion funds are in flux currently as a result of SB19-108, the Juvenile Justice Reform
bill and other funding changes at the state. The program is changing from a competitive grant
process to an allocation method. The revenue for this program is funded by the DCJ Juvenile
Diversion grant at the state. At this time, it is unknown how the increase in funding given to DCJ
to fund Diversion programs will impact this revenue. As a result, the current funding level is being
budgeted for 2020, but may change mid -year.
Final budget adjustments include an increase in salaries of $32,772.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document,
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice -- 1000-15250
DEPARTMENT DESCRIPTION: Comply with House Bill 13-1254 to provide diversion from the
criminal court system, case management, and Restorative Justice referral and services, in
collaboration with community partner and contracted provider, Youth and Family Connections.
Served juveniles would otherwise be prosecuted by the Courts.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
FY
NEXT FY
CURRENT
NEXT FY
Personnel Services
$ 24,657
$ 22,838
$ 4,362
$ 4,362
Supplies
50
50
50
50
Purchased Services
77,883
97,016
90,750
90,750
Fixed Charges
11,424
0
0
0
Gross County
Cost
$ 114,014
$ 119,904
$ 95,162
$ 95,162
Revenue
170,943
119,904
95,162
a
95,162
Net
County
Cost
$ -56,929
$ 0
$ 0
$ 0
Budgeted Positions
.5
.25
.0
.0
SUMMARY OF CHANGES: The state restorative justice grant has provided funding for the
program in recent years and has largely been a pass -through for Youth and Family Connections
(YFC) to provide restorative justice programming to diversion youth. This is a funding source that
may not be available or utilized in the future. Once the funding ends the pass through to YFC will
end. The prorated FTE amount is being reallocated to Adult Restorative Justice, Budget Unit
24150.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims
of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime
Victim Compensation and the Victims' Rights Amendment. The VW Program provides services
to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office.
Crime Victim Compensation provides monetary assistance to eligible crime victims who have
reported the crime to a law enforcement agency.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FY
FY
FINAL
FY
REQUESTED
NEXT
CURRENT
NEXT
Personnel Services
$ 628,174
$ 942,390
$ 1,015,390
$ 1,039,204
Supplies
313
550
500
500
Purchased Services
22,973
28,130
28,005
28,005
Fixed Charges
793,571
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,445,031
$ 971,070
$ 1,043,895
$ 1,067,709
Revenue
965,662
392,638
449,788
449,788
Net
County
Cost
$ 479,369
$ 578,432
$ 594,107
$ 617,921
Budgeted
Positions
12.375
12.500
13.50
13.50
SUMMARY OF CHANGES: The Personnel Services increase of $73,000 reflects cost of new
District Court VW Assistant added due to new criminal court division mid -year. Supplies are down
$50 for office supplies. Purchased Services are down $125 with the realignment of expenses to
match expenditure patterns.
Revenue for the program comes from the following grants: VALE ($136,182); VOCANAWA
($157,272); Administrative funds from VALE ($100,067), and COMP ($51,267). VALE
Scholarships for COVA and COMP/VALE Conferences ($x,000). Total revenue is $449,788 up
$57,150.
Note: The Fixed Charges and Revenue listed in the ACTUAL LAST FY column are the direct
program dollars for victims of crime in the Crime Victim Compensation program. These funds are
not part of the Victim Witness Unit and the unit has no access to the funds for budget purposes.
The funds are required to pass through the Weld County Audit.
Final budget adjustments include an increase in salaries of $23,814.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 360,424
$ 525,686
$ 525,686
$ 594,585
Supplies
252
1,000
300
300
Purchased Services
5,580
9,300
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 366,256
$ 535,986
$ 535,986
$ 604,885
Revenue
0
0
0
0
Net
County
Cost
$ 366,256
$ 535,986
$ 535,986
$ 604,885
Budgeted
Positions
1.00
2.00
2.00 1
2.00
SUMMARY OF CHANGES: There are no changes in this budget unit's gross county► cost or net
county cost. Accounts have been realigned to reflect historical usage.
Final budget adjustments include an increase in salaries of $68,899.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
166
FINANCE AND ADMINISTRATION
(CONTINUED)
7000-16700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
Excess revenue over expenditures
2.61%
3.00% 3.00%
Budgeted
Efficiency
fund balance
Measures
vs. actual
variance 4.79% 3.00% 3.00%
FTE'S
per 10,000/capita
0.032 0.062 0.060
Per capita
cost
(county
support)
$1.17
$1.66 $1.82
Goal ES10: Ensure the financial viability of
practices.
the County through sound financial management
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1:
asset
management
and
investment
strategies
financial
Sound
Number of audit
Return on investments
exceptions
0
1.25%
0
1.50%
0
2.50%
ES
necessary
resources
meet
future
and
needs
outcome)
10-2:
current
operating
capital
(priority
Plan
to
and
Percent
of cash reserves
44%
35%
50%
Goal ESI1: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 11-1:
Alignment
services
provided
community's
needs and
desires
of
with
Percent
with
indicators
Community
County
appropriate
of
services
strategic
satisfaction
performance
for
plan outcomes
with
tax dollars
value
of
paid
100%
95%
100%
95%
100%
95%
167
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions and must maintain and produce accurate records for various 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, etcetera.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 833,804
$ 951,433
$ 964,153
$ 975,153
Supplies
184,936
122,800
124,597
124,597
Purchased Services
34,218
43,500
42,000
42,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Cross County
Cost
1,052,958
$ 1,117,733
$ 1,130,750
$ 1,141,750
Revenue
0
0
0
0
Net
County
Cost
$ 1,052,958
$ 1,117,733
$ 1,130,750
$ 1,141,750
Budgeted
Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: Request to upgrade Accountant II to Accountant III, increase of
$12,720. Upgrade is to accommodate succession planning in 2020. Increase in training of $3,000
is being requested with the anticipation of retirement of Controller. Other items shifted to reflect
current expenditure patterns.
Final budget adjustments include an increase in salaries of $11,000.
FINANCE/A DMINISTRA TION RECOMMENDATION: Recommend approval. Increases are
consistent with succession planning approved in 2018.
BOARD ACTION: Approved as recommended, including the upgrade of the Accountant II to
Accountant III.
168
ACCOUNTING
(CONTINUED)
7000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
I.
Work Out • uts
Number of Account
Payable warrants
issued 16,378
16,500
16,500
Average number of employees
paid 1,661
1,700
1,700
Number of employees
trained
on General 300 300
300
Ledger
Total
Intergovernmental
funds $68.OM $70.OM
$72.OM
Efficiency Measures
FTE's
per 10,000/capita
.254 .247
.240
Per capita
cost
(county
support)
$3.35 $3.45
$3.43
Account
Payable warrants
per week per 300 300
300
A/P
FTE
paid
monthly
per Payroll
1,700
1,700
1,750
Employees
FTE
Goal ES12: Ensure the financial accounting
of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
.
PROJECTED
ES12-1:
Compliance
financial
and
accepted
accounting
principles,
generally
laws
etc.
with
Government
Association
Complete
required
submission
agencies
Financial Officers
awards
of CAFR
by July 1st
to
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES12-2:
Cohesive,
standardized
County
financial
and
processes
-wide
systems
Annual external
major issues
audit
has no
Achieved
Achieved
Planned
169
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAE FINANCE AND ADMINISTRATION
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. Department
seeks approval from the Board of County commissioners on all bids over $25,000.
ACTUAL
LAST FY
BUDGETED
CURRENT
F
NEXT
FINAL
FY
RESOURCES
REQUESTED
FY
NEXT
Personnel
Services
$311,656
$3161809
$316,809
$333,596
Supplies
295
250
250
250
Purchased Services
3,013
9,750
9,050
9,050
Fixed Charges
0
0
0
0
Gross count} cost
314,963
326,809
326,109
342,896
Revenue$
0
$
0
$
0
$
0
Net
county cost
314,963
a 3
32 8 09
�
325 10
a
9
342 396
a
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Budget request is down $700 due to a reduction in phone costs. All
other items remain the same,
Final budget adjustments include an increase in salaries of $16,787.
FINANCE/ADMINISTRATION RECD ENDA TION: Recommend approval.
BOARD ACTION: ►pproved as recommended.
170
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
Work Out • uts
bids
Orders
s ure s
presented
support)
presented
placed
ACTUAL
LS TIMA TED PROJECTED
to BOCC
1,003
$1.00
to BOCC
162
.095
54
1,000
$1.01
200
.093
1,000
$1.03
67
200
.090
67
Number
Number
Efficiency
of formal
of Purchase
M ea
FTE'S
capita
of
per
formal
10,000/capita
cost
bids/FTE
(county
Per
No.
Goal
value
-13:
Weld
To
County
provide
tax
the
payers.
effective
procurement
of quality
products
and services at
the
best
ES
to
DESIRED
OUTCOMES*
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE I NDICATOR(S)*
ES 13-1: To
Inclusion of as many vendors as
On -going and
On -going and
On -going and
acquire
goods
possible on every bidding opportunity.
continual.
continual.
continual.
and services at
the best
possible value.
Evaluation of current
practices by
Attendance
Attendance
at
Attendance
attending
appropriate
training and
of 3
1 seminar.
at
1 seminar.
review of
peer codes.
seminars.
ES 13-2:
Ensure all
All goods and services acquired
via
100%
100%
100%
procurement
requirements
of
the Weld County
processes are
Code.
conducted
in
accordance
Development
of guidance documents
All developed
All developed
All developed
with
county,
and other
tools
so that
Departments
documents
documents
documents
state,
and
are confident
in their
practices.
updated.
updated.
updated.
federal rules.
Purchases will be audited
for
On -going and
On -going and
On -going and
compliance
with
Weld County
Code.
continual.
continual.
continual.
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including
supervisors, managers and line employees play an important role in this department. The county's
risk management and wellness programs are also funded in this budget unit.
RESOURCES
ACTUAL
LAST
BUDGETED
CURRENT
FINAL
NEXT
FY
REQUESTED
FY
NEXT
FY
FY
Personnel Services
$ 1,078,274
$ 1,486,890
$ 1,486,890
$ 1,451,807
Supplies
212,924
294,124
368,344
368,344
Purchased Services
72,708
85,150
82,850
82,850
Fixed Charges
310
0
0
0
Capital
..5 549
0
0
0
Gross County Cost
$ 1,358,667
$ 1,866,164
$ 1,938,084
$ 1,903,001
Revenue
0
0
0
0
Net
County
Cost
$ 1,358,667
$ 1,866,164
$ 1,938,084
$ 1,903,001
Budgeted
Positions
10
15
15
15
SUMMARY OF CHANGES: Budget request is up $71,920. Supplies are up $74,220 with
software maintenance being up $75,720 and operating supplies up $2,000 with offsetting
reductions in office supplies ($1,500), and computer equipment ($2,000).
Purchased services are down $2,300 primarily in advertising. Other line items have been
reallocated based upon historical expenditure patterns.
Final budget adjustments include a decrease in salaries of $35,083.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
172
HUMAN RESOURCES
(CONTINUED)
7000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
Authorized
County
positions
(FTE'S) 1,550 1,700 1,756
Occupied
FTE'S 1,440
1,630
1,690
Employees
Terminated/Resigned/Retired
100
130
175
Employees
Hired 120
200 250
Turnover
Rate 10%
10% 10%
Efficiency Measures
FTE'S
per 10,000/capita
.318
.463 .450
Per capita
Personnel
cost
served
(county
per
support)
FTE
$4.32
155
$5.76 $5.71
113 117
Goal ES 14: Attract, develop
and retain an effective diverse and dedicated
team of employees.
PROJECTED
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
ES14-1:
Provide
departments
with
qualified
personnel
best
Continue
our
recruiting
efforts
best
for their
Departments
qualified
to
open
working
and
provide
individuals
hiring
positions.
in
with
the
Testing
interviews,
managers
qualified
candidates
getting
enough
after
done
not
Testing,
filtering,
recruiting
candidates
best
Continue
process.
interviewing
when
to
to test
research
sources
possible.
candidates.
to
Increase
skills
streamline
candidates
recruiting
to find
ability
prior
Continue
best
to
173
HUMAN RESOURCES
(CONTINUED) 7000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
E14-2:
PeopleSoft
ePerformance
system
becomes
greater
for
Managers
employees
our
value
and
Enhance
use
and
Continue
better
data
Continue
reporting
Managers
ePerformance
successful
management
for
our
Managers.
to
evaluations
for all
to
to
PeopleSoft
to
employees
to
create
enhance
Enable
use
see.
as
tool.
and
a
Managers put
basic info in
ePerformance
to look at
PAST
performance
tool
The enhancements
should
for employees,
Managers
management
enable
year round.
for
discussions
ongoing
enable
accountable
make
use
ability
managing
basis.
managers
tool
to
Evaluations
had
more
PeopleSoft
supervisors
ePerformance
track
with
Reporting
throughout
performance
to
successfully.
created
employees
monitor
and
a
become
much
and
monitor
delivered
by
and
the upgrade
better
managers.
as a
the year
skills
better
level
on
hold
an
will
and
to
staff
tool
ES14-3:
Workforce
skills
support
County
priorities
(leadership,
customer
service,
problem-
solving,
County
Training
to
fiscal
etc)
Skills
Continue
programs
needed
development.
and
training
employees
them
successful
and
Work
Departments
outside
offer
all
enhance
abilities
basis.
working
Computer
(Excel
programs
County
initiate
leaders.
to
specific
within
Included
or
for
resources
for
grow
on
with
training
their
in
other
needed),
staff
leadership
our
to
as
employees
an
support
skills
and
our
and
training
IT
Develop
enable
managers
skills
everyday
is
on
be
to
and
to
to
Development
in
process
the
Continue
Supervisors
Ongoing
help
skills
reduce
Leadership
training
and
turnover.
and
employee
Managers
at
Classes
all levels
satisfaction
for
will
enhance
and
E14-4:
Enhance
Wellness
Program
provide
savings
benefits
County
employees
cost
and
to
and
to
Continue
Wellness
partnering
providers
effective
proof
savings.
to
metrics
of County
Program,
with
to
enhance
provide
our
and
cost
Development
in process
Goal
risks
affecting
Insurance
.75%
is to
affecting
annually.
our
continue
claims
as
the
well
to
individuals
as
reduce
for both
Workers
the
Health
thereby
Comp
health
by
174
175
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 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, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
NEXT
FY
FINAL
CURRENT
FY
NEXT FY
Personnel Services
$ 1,692,997
$ 1,876,879
$ 1,602,232
$ 1,739,343
Supplies
16,932
17,500
12,000
12,000
Purchased Services
530,883
721,822
1,034,436
1,034,436
Contra Account
-147,217
-165,226
-291,568
-291,568
Gross County
Cost
$ 2,093,595
$ 2,450,975
$ 2,357,100
$ 2,494,211
Revenue
827,443
725,000
650,000
650,000
Net County
Cost
$ 1,266,152
$ 1,725,975
$ 1,707,100
$ 1,844,211
Budgeted
Positions
17.00
19.00
16.00
16.00
SUMMARY OF CHANGES: Personnel Services are down $274,647 with the transfer of three
positions to the new oil and Gas Energy Department in July 2019, and the reclassification of a
Planner Ito Planner II ($8,178). Supplies are down $5,500 in office supplies ($1,000), small items
of equipment ($1,000), and food ($3,500). Purchased Services are up $312,814 almost all
attributed to the chargeback from Engineering increasing $314,714 and printing ($500) with
offsetting reductions in subscriptions ($750), vehicle maintenance ($350), and membership
($1,500). The Contra Account is up $126,342 with chargebacks to Building Inspection.
Revenues are down $75,000 with WO LA and LAP permits moved to the new Oil and Gas
Energy Department.
Final budget adjustments include an increase in salaries of $137,111.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the Planner Ito Planner II based on the experience and performance of the incumbent.
BOARD ACTION: Approved as recommended, including the reclassification of a Planner I to
Planner II.
176
PLANNING AND ZONING
(CONTINUED)
7000-17700
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
LgQ
LgQ 120
Current Plannin • Work Out
• uts
Number of
total
applications
submitted
887
870
880
Number of administrative
land use cases 450
475
500
SPR's, etc.)
(ZP's,
Number
of Geo Hazard Permits
(GHDP) 4
0
0*
Number of FHDP and FP (Flood Hazard Dev. 126
100
100
Permits)
WOGLA (Oil and Gas Location
Assessments) 193
234
0*
LAP (Location
Long Range
Assessment
Plannin • Work
for Pipelines)
Out
• uts
0
18
0*
Special
Projects
1
2
4
Walk in's 1,549
1,690
1,700
Pre -Application
Meetings
334
350
350
Code Revisions 3
3
1
Comp
Plan Amendments
0
1
1
Technical Support Work Out
• uts
Total Public Hearings (PC and BOCC)
236
252
240
Case Clean Up
(RE,
SE,
US R, Subdivisions) 10
15
10
Town/County Staff Outreach Meetings
Compliance Planning Work Out
2
2
2
• uts
Number of Complaints
287
318
300
Number
of violations
opened
266
360
325
Number
of violations
closed 326
280
285
Average number of County
Court
hearings 12
12
12
(vouchers) 1
2
1
Efficiency Measures
FTE's
per
10,000/capita
1.7
1.7
1.6
*Geo Hazard Development Permits (GHDP's) will no longer be required after July 25, 2019
*WoGLA's and LAP's will be moved under a new department (Oil and Gas Energy Department)
in August 2019
177
PLANNING AND ZONING
(CONTINUED)
7000-17700
Goal CED1: Increase effectiveness by maintaining regular communication with the
agencies, County departments, and the County Planning Commission.
public, outside
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
C E
Improved
community
access
use
information
services
D
trend
1-1:
to
land
and
Revise
less
Implementation
module
Implement
website
than
in
monthly
Accela.
EDR
as needed
of Citizen
(Electronic
but
Access
no
100%
85%
50%
100%
100%
75%
100%
100%
75%
Document
Review)
.
CED1-2:
a survey
feedback
customers
land
use
Prepare
to gain
from
on
process
the
A
customers
entitlement
e.g.
etc.
gain
and
survey
to
RE,
The
feedback
provide
will
SE,
purpose
that
be
process
SPR,
sent
completed
USR,
of
about
suggestions.
out
with
the
level
the
survey
to all
an
County,
Subdivision,
is to
of service
75%
100%
100%
CED1-8:
relationships
municipal
planning
Strong
with
Staff attendance
with Municipal
Attend
one
Annual
of monthly
planning
Summit
staff.
meetings
with
8
4
4
departments
excellent
knowledge
current
issues
regional
and
of
municipal
Forum
Amendment
as
staff
precursor
and conduct
to Comp
2020
Plan
2
2
2
informed
CED1-4:
prepared
A well-
and
training
Minimum of six Planning Commission
sessions
4
4
4
Planning
Commission
A well-informed
and
prepared
Minimum
sessions throughout
of one BOA
training
year
1
1
1
Board of
Adjustment
CED1-5:
Update
Ordinance and Policies
per
100%
100%
100%
Adequate
decision
tools
for
making
BOCC
Commissioner
100% of special
direction
projects requested
by the
Board are completed
100%
100%
100%
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED2:
services to
Plan for the long-term development
promote economical investments.
and legacy of the County to ensure efficiency of
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED2-1:
Updated
Urbanization
Plans
D2-1:
Regional
Area
Completion
Plan
amendments
of any►
Comprehensive
related
to RUA's
2
2
2
CED-2:
staff to
the HWY
Coalition
Provide
support
85
Staff
meetings.
Progress
Regional
attendance
at HWY 85 Coalition
towards a HWY 85
Plan
2
50%
2
50%
2
50%
Goal CED3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
located
infrastructure
CED3-1:
Increased
development,
public
available
where
infill
is
Support
development
intergovernmental
and
urban
new
growth
to
non
-agrarian
occur within
agreement
boundaries
area
nla
1
1
CED3-2:
Continue
develop
evolve
process
minimizes
burdensome
restrictions
and
land
which
to
use
Revision
research
concerning
versus
jurisdictions
of WCC
and applicant
Weld
land use
in response
County's
processes
to
feedback
process
in other
100%
100%
100%
Goal CED4: Develop and maintain incentives for small business development
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED4-1:
Promote
business
development
the County
small
in
Approval
by
Commissioners
and Authorization
the Board of County
of SBIP
1
2
2
179
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED5: Minimize government by implementing
problems and adapting to changes.
common sense approaches
to solving
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ideology
CED5-1:
Continually
County
ensure
the
philosophy
county's
codes
they
review
to
meet
and
that
ideology.
Routinely
determine
County's
changes.
the
reviewing
applicability
code
vision,
Accomplished
is consistent
code
policies
and
and
through
to
ensuring
with
the
code
4
6
6
Goal CED6: Work with,
eliminating red tape and
not against, the flowing tide of free markets whereby reducing or
barriers to entry.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CEDE
and
business
culture
-1:
sustain
Promote
a
friendly
the
Meet
and
Provide
various
offers.
development.
with
economic
Promote
business
outreach
leaders,
development
and
programs
economic
education
that
the
owners
groups.
on
County
100%
100%
100%
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Community Development Block Grant - - 1000-17150
DEPARTMENT DESCRIPTION: Department administers the Community Development Block
Grant program which is fund through an allocation from the US Department of Housing and Urban
Development.
RESOURCES
ACTUAL
BUDGETED
NEXT
FINAL
FY
REQUESTED
CURRENT FY
NEXT
FY
LAST FY
Personnel Services
o
0
$
95,000
$
95,000
Supplies
0
0
2,500
2,500
Purchased Services
0
0
2,500
2,500
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
0
$ 100,000
SI 100,000
Revenue
0
0
0
0
Net
County cost
$ 0
0
100,000
100,000
Budgeted Positions
0
0
1
PT
1 PT
SUMMARY OF CHANGES: 2020 will be the first year of funding for this program as the
department prepares the 2021-2023 Consolidated Plan in order to receive entitlement funding at
an estimated level of $960,000 beginning January 1, 2021. Initially the department will be
administered by one part time position in 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
181
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds 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. This Department performs cleaning tasks
in the Courthouse, Centennial Complex, Human Services Buildings, South County Services
Building, Public Works Headquarters, North County Jail, Health Building, Training Center,
Southwest Weld Administration Building, Public Safety Administration Building, Alternative
Programs Building, Community Corrections Building, Regional Crime Lab, and Weld Business
Park Administrative Buildings.
RESOURCES
FINAL
REQUESTED
CURRENT
BUDGETED
FY
ACTUAL
LAST FY
NEXT FY
NEXT FY
Personnel Services
$ 2,506,498
$ 2,690,647
$ 2,953,459
$ 3,324,616
Supplies
840,263
855,098
863,357
863,357
Purchased
Services
3,469,587
3,729,900
3,942,780
3,942,780
Fixed Charges
13,929
22,000
22,000
22,000
Contra
Account
-249,846
-300,000
-300,000
-300,000
Capital
0
0
0
0
Gross County Cost
$ 6,580 431
$ 6,997,645
$ 7,481,596
$ 7,852,753
Revenue
0
0
0
0
Net
County
Cost
$ 6,580 431
$ 6,997,645
$ 7,481,596
$ 7,852,753
Budgeted
Positions
29.5
30.5
34
35
SUMMARY OF CHANGES: Requested budget is up $483,951 or 6.92%. Square feet of facilities
maintained are up 67,735 square feet or 4.51%. Personnel Service are up by $262,812 for a mid-
year increase for a Plumber from part-time to full-time, and a Groundskeeper ($71,418). An
additional Electrician ($95,820) and a Custodial Assistant ($67,108) are needed in 2020 to keep
pace with service requests.
Supplies are up $8,259 due to increase in software support ($6,759) and additional uniform costs
($1,500). Purchased Services are up $212,880 because of Printing & Duplicating ($500),
Fingerprint & background checks ($500), Utilities ($168,000), phones ($23,000), vehicle
maintenance ($22,000), and trash services ($1,680). Fixed costs are the same for equipment
rental costs. Contra account is the same for grant recovery purposes.
Through Fleet Services, the department is requesting three vehicles. Two are for the new
positions and one is a replacement of an aging vehicle.
Final budget adjustments include an increase in salaries of $371,157.
182
BUILDINGS AND GROUNDS
(CONTINUED)
7000-17200
FINANCE/ADMINISTRATION RECOMMENDATION: Recom mend approval. The new positions
are necessary and cost effective. At an average cost of $5.01 per square foot, the department is
very good by industrial standards. Most entities are $7.00 to $10.00 per square foot range for
buildings and grounds maintenance.
BOARD ACTION: At an October 8, 2019 work session the Board approved an additional Project
Coordinator position (Grade 36) for $90,155. All other items approve as recommended, including
the other position requests and five vehicles, three for the new positions and two replacements.
PERFORMANCE MEA SURES
Work Out • uts
feet
repair
maintained
maintenance
support)
work
ACTUAL
ESTIMATED
PROJECTED
1,502,071
work orders
990
orders 12,100
0.938
$19.85
$4.15
1,502,071
990
12,100
0.942
$21.61
$4.66
1,569,806
990
12,100
1.051
$23.57
$5.01
Number of
Number of
(PMs)
Number of
Efficiency
square
preventative
tracked
Measures
FTE'S
Per
Cost
capita
per
per
10,000/capita
cost
square
(county
foot
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the
needs of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
E S 15-1
Customer
satisfaction
cleanliness
facilities
a
with
of
Maintain
98%
customer
level.
complaints
above
99%
98%
99%
ES15-2b
Eliminate
contributed
facility
deficiencies
injuries
to
Prioritize
deficiencies
100%
requirements
and
of facilities
as
correct
they
meeting
safety
arise
ADA
100%
100%
100%
100%
100%
100%
ES15-3c
Improve
customer
satisfaction
environmental
comfort
with
controls
Respond
minutes
level
to hot/cold calls within
above the 98% response
30
99%
98%
99%
183
BUILDINGS AND GROUNDS
(CONTINUED)
7000-17200
Goal ES16: Direct planning, design, engineering, construction
services, and capital improvements
DESIRED
OUTCOMES
_
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Cost
manage
improvements
and
effectively
building
construction
Ensure construction and improvement
projects stay within budget
100%
100%
100%
Goal ES17: Ensure a responsive, service -oriented, effective maintenance services
DESIRED
OUTCOMES
_
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Maintenance
requests
completed
a
for
timely
customers
are
within
manner
Maintenance issues are cleared within
30 days of work order submission
98%
98%
98%
Goal ES18: Perform
preventative maintenance actions
to reduce lifetime operational cost
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce
operational
costs
effective
preventative
maintenance
program
through
Complete
annual
requirements
manufacturer
industry
periodic
standards
monthly,
in
recommendations
quarterly,
maintenance
accordance
and
with
and
100%
100%
100%
184
BUDGET U/IT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000-17250
DEPARTMENT DESCRIPTION: The Weld Plaza Building was purchased in 2014 for future
justice services and court related county offices. The building has excess space that will be leased
until there is a county need. This budget accounts for the costs and rental revenues of the building.
ACTUAL
LAST FY
BUDGETED
NEXT
FINAL
FY
REQUESTED
RESOURCES
NEXT
FY
CURRENT
FY
Personnel
Services
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
764,739
633,800
711,307
711,307
Fixed
Charges
0
41,250
42,642
42,642
Capital
0
0
0
0
Gross County
Cost
$ 764,739
$ 675,050
$ 753,949
753,949
Revenue
1,389,469
1,279,148
1,409,
060
1,409,060
Net
County cost
$ - 624,730
$ - 604,093
$ - 666,111
$ - 666,111
Budgeted
Positions
nfa
n&a
n/a
r n/a
SUMMARY OF CHANGES: In the final budget the costs and revenues will be updated to reflect
projected 2020 leases and occupancy. The building is managed by a real estate management
firm. Budget reflects the costs of the entire building ($763,949) and revenues from the leased
space ($1,188,844) and social service space reimbursement ($220,216) total $1,409,060. The
building generates a positive cash flow of $655,111. In the capital budget there is $750,000
budgeted for upgrades and improvement to the facility. In January 2017, the Child Welfare unit
with approximately 120 employees relocated to the Plaza Annex, and the first floor of the main
building. They will occupy approximately 29.21% of the building. Elections moved into the first
floor in 2018, but no revenue will be realized in this budget from their occupancy.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
185
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
ACTUAL
LAST
FY
NEXT
FIh[IAIL
FY
BUDGETED
REQUESTED
RESOURCES
NEXT FY
CURRENT
FY
Personnel Services
$ 5,929, 724
$ 6, 068,832
6,198,106
6,516,890
Supplies
2,374,
860
1,80,34
2,467,622
2, 554,622
Purchased Services
516,831
1,634,!056
1,
382,398
1,440,398
Contra Account
-1,546,842
- 1, 00,000
-1,500,000
- 1,500,000
Capital
108,578
350,000
2,250,000
2,250,000
Gross county cost
7,333,157
$ 8,433,242
10,
798,126
11,261,910
Revenue
53,462
0
0
0
Net county cost
7,329,696
8,433,242
10,798,126
$ 11,261,910
Budgeted
Positions
49
49
50
50
SUMMARY OF CHANGES: Budget is up $2,304,884. Personnel Services are up $129,274 for
a Data Privacy and IT Risk Manager position. Supplies and Purchased Services are up $335,610
primarily for software and hardware maintenance costs.
Capital is funded in accordance with the Five -Year Capital Improvement Plan with $1,500,000 for
the data center storage area network and $750,000 for fiber redundancy.
For 2020 compliance projects (legal, vendor or state mandated) and departmental projects there
has been $500,000 funded in account 6570 Miscellaneous. As with the last two years, it is
anticipated that an IT budget work session will be held with IT staff, and requesting departments
presenting their requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2020 funding of each project.
Final budget adjustments include an increase in salaries of $318,784.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The expenditures
are consistent with the Five -Year Capital Improvement Plan. The Data Privacy and IT Risk
Manager position is recommended to insure a proper and comprehensive data privacy and record
retention system is being managed appropriately in the county.
BOARD ACTION: Final request included an increase in Supplies of $87,000 and an increase in
Purchased Services of $58,000 to account for new PCs and software for new employees. All
changes were approved as recommended.
186
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL
A
ESTI
J ED PROJECTED
Work Out
uts
•
Number
of Computing
Devices Supported
3,150 3,250 3,250
Number of Personal
Computer
systems
installed/replaced
497 215 215
Number
of
IT
Managed
Projects
121 60 60
Number of
Support
Calls/Month
1,400 1,400
1,400
Technical
Number of Office
365 Accounts
Migrated
1,000
100
100
Number of Virtual
Servers Managed
175 195
195
Number of Application
Managed
125 125
125
Efficiency Measures
FTE's
per 10,000/capita
1.56 1.51
1.50
Per
capita
cost (county
support)
$23.32 $26.05 $33.80
Mission statement (Information Technology): The mission of the Weld County
Information Technology (IT) Department is to provide responsive, adaptive, transformative,
innovative, and cost-effective information technology solutions and services. This assists county
departments and offices to successfully achieve their objectives. IT will assist with the
implementation and support of technology solutions empowering the citizens of Weld County to
access information and mission critical services in a comprehensive, responsive and effective
manner.
187
INFORMATION TECHNOLOGY
(CONTINUED) 7000-17300
Goal 1: - Information Technolocy Security
IT security is a mission critical function that has a shared accountability across all departments and offices
within the County. Developing and maintaining a robust IT Security framework that is built on industry best -
practice, instills trust and confidence in the departments and offices of the County from the citizens of Weld
County. IT security is an iterative process that we must remain vigilant with our efforts in support of and in
how we communicate the importance of IT Security to all business units and offices within the County.
Goal 2: - Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County IT will use
a thoughtful, blended and transparent approach when implementing these technologies and services and
will guide the County on the uses and benefits of Cloud Computing. This will allow us to leverage the
potential increases in system availability, application stability, security and functionality of services
associated to Cloud Computing.
Goal 3: - Consolidation and Optimization
Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component
of the Weld County IT infrastructure. Traditional data centers have substantial electrical, cooling and
cabling requirements. Hardware and software virtualization technologies provide the ability to consolidate
these environments. This consolidation assists Weld County IT with keeping capital and operational
expenses lower, while still providing a highly available and robust network and server environment.
Consolidating network and voice services allows the County to leverage investments into core network
technologies and provides a more robust and functional County phone system. Implement advanced
features that will optimize call centers for Human Services, Information Technology and other County offices
and departments. Providing a comprehensive application portfolio for the County will assist IT, departments
and offices with planning future upgrades, professional development, potential of consolidating enterprise
applications and staffing levels.
Goal 4: - Budget and Cost Control
Leading with responsive, innovative and cost effective services is a core value of the County. IT is an
important part of this value and focusing on cost control, cost reduction and budget transparency is an
important part of our mission. This should be done internal to IT, but also focusing on other departments
and offices technology to ensure we are investing in proven applications and hardware that integrate into
the existing environment as well as achieving the business need.
Goal 5: - Human Resource I Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism to
County offices and departments. Creating a work environment that is open and communicative assists with
the recruiting of qualified IT professionals. Implementing a flexible schedule allows for team members to
achieve a work/life balance and ultimately expands the hours of support provided by IT to the County.
Working within the County framework, develop a 5 -year compensation plan for the IT department. Having
a compensation plan provides team members the ability to plan and forecast their career path. This plan,
along with investing in team member's professional development builds continuity and a consistent team
knowledge base.
Goal 6: - Strategic IT Planning
Providing a technology roadmap a p and strategic plan for the County will prepare the IT department and other
areas of the county, specifically the BOCC with a framework that can be referenced and measured against
for years to come. IT strategic planning must be a comprehensive process that includes all areas of the
County. Meeting with the business units and understanding their needs is a key component to ensuring
the technology and associated infrastructure aligns with the needs of the County departments and the
citizens they support. The plan is intended to be dynamic in nature, so that as technology changes, so too
can the way we support it. Key items associated to the strategic plan are; annual review of the Capital
Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns with the
overall County mission.
188
INFORMATION TECHNOLOGY
(CONTINUED)
7000-17300
Goal 7: - Mobility
Anytime / anywhere computing is a requirement for all technology enabled organizations. The ability to
have a mobile workforce is critical in today's world along with providing a mobile friendly technology
environment that is functional across all types of mobile devices and operating systems. County
department and offices have the need to move seamlessly from office, to the field, to home and beyond.
This mobility needs to be done in a secure and functional way that is fully supported by the IT department
and the associated application vendors the County uses to perform its specific functions.
Goal 8: - Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services. Disaster
recovery and business continuity planning are a part of every successful organization. Determining mission
critical IT services is a collaborative process and involves all departments and offices within the County.
We must be able to communicate, process critical County functions such as payroll, and deliver services
to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon
hardware, software and key personnel. An environment that is geographically located far enough from the
County is ideal, and should take into count a regional type of disaster. A detailed DR/BC plan should be
developed and then reviewed annually by IT, County departments and the BOCC.
Goal 9: - Geographic Information Systems (GIS)
The G I S domain is a strategic enterprise platform of technology with a high operational impact. Its users
seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and
services. The County will raise the awareness of both the beneficial business applications of GIS and seek
to cultivate the advanced analytical use of the technology amongst its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
h ttp: /lwci .weld .q ov/D epa rtm entLin ks/I nform ationT ech nology/i nd ex.h tm I
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information
system that serves the entire county and some outside entities.
RESOURCES
ACTUAL
LAST FY
FY
FINAL
FY
BUDGETED
REQUESTED
NEXT FY
CURRENT
NEXT
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
205,616
127,603
132,895
132,895
Purchased Services
4,837
9,220
8,740
8,740
Fixed Charges
0
0
0
0
Capital
0
110,250
4,663
4,663
Gross County
Cost
$ 210,453
$ 247,073
$ 146,298
$ 146,298
Revenue
4,309
4,500
4,500
4,500
Net
County
Cost
$ 206,144
$ 242,573
$ 141,798
$ 141,798
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: Budget is down $100,775. Supplies are up $5,292 due to software
maintenance charges. Purchased services are down $480 in printing. Capital is down $105,587
in software costs.
FINANCE/A►DMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
190
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
7000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
# Parcels in
# Parcels Updated
# Available
Database
Coverage
134,557
(Layers) in GIS
139,082 143,600
3,677 4,525
40 50
4,600
60
Efficiency Measures
FTE'S
per 10,000/capita
0.000 0.000 0.000
Per capita
costs
(County
support)
$0.66 $0.75 $0.43
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Technology Projects locus on how to take advantage of
innovative technological solutions for service delivery in county government, help in reengineering
county practices and policies to determine the most efficient ways to conduct business, to help
departments determine how to consolidate the delivery of any redundant services, and to realize
the maximum potential of new technologies that Weld County can implement.
ACTUAL
LAST
FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 0
0
$ 0
0
Supplies
0
0
0
0
Purchased
Services
0
500,000
500,000
500,000
Fixed Charges
0
0
0
0
Capital
28,140
0
0
0
Gross County
Cost
$ 28,140
$ 500,000
$ 500,000
500,000
Revenue
0
0
0
0
Net
County Cost
$ 28,140
$ 500,000
$ 500,000
$ 500,000
Budgeted
Positions
0
0
0
0
SUMMARY OF HANES: As this program moves into its eighth year, it has evolved into a
program with a different character than first envisioned. Also, the amount of funding to support
the concept has proven to be substantially less than theoriginal $2,000,000 funding level. Part of
the change is that many of the technology projects first envisioned are being incorporated into the
Information Technology (IT) budget. In the 2015 budget $1,000,000 was moved to the IT budget,
and in the 2016 budget another $500,000 was moved to the IT budget, as an allocation to be
used for new IT requests from departments.
The $500,000 remaining in the 2020 budget for projects should be adequate to address enterprise
solutions, and technology projects not fitting into the IT budget.
Note prior year expenditures of this budget unit only reflect $28,140. This is because the
appropriation and actual expenses for projects are transferred to the departmental budgets where
the projects are installed or implemented.
FINANCE/ADMINISTRATION RECOMMENDATION: ENDATION: Like last year, it is anticipated that a
Technology project budget work session will be held with IT staff and requesting departments
presenting the requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2020 funding of each project.
BOARD ACTION: Approve as recommended.
192
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support, mail processing,and
courier services to the County.
ACTUAL
LAST FY
BUDGETED
NEXT
FINAL
FY
RESOURCES
REQUESTED
CURRENT
FY
NEXT FY
Personnel
Services
267,301
$ 283,491
$ 283,491
$ 294,528
Supplies
53,999
79,000
79,000
79,000
Purchased Services
57,590
70,000
70,000
70,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 378,890
$ 432,491
$ 432,491
$ 443,528
Revenue
249,454
282,000
282,000
282,000
Net
County
Cost
$ 129,436
$ 150,491
$ 150,491
$ 161,528
Budgeted
Positions
4
4
4
4
SUMMARY OF CHANGES: No change. The supply function will be changing in 2020 with
departments ordering directly from an approved supplier, eliminating going through Printing and
Supplies. This will eventually lower the cost of goods sold and the pass -through revenues. Until
the supply inventory is depleted and there is a year of experience the budget will not be adjusted
until 2021. The reduction in cost of goods sold will result in a corresponding reduction in revenues,
so the change is budget neutral for 2020.
Final budget adjustments include an increase in salaries of $11,037.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
193
PRINTING AND SUPPLIES
(CONTINUED)
7000-17600
PERFORMANCE MEASURES
Work Out • uts
support)
ACTUAL ESTIMATED PROJECTED
2,900
695,000
1,300
0.127
$0.41
3,000
700,000
1,300
0.123
$0.46
3,200
700,000
400
0.120
$0.48
Print
Mail
Supply
Efficiency
Orders
Pieces
Orders
Measures
FTE's
Per
Capita
per
10,000/capita
cost
(county
Goal ES19: Deliver timely, high quality
County departments.
and cost-effective
printing
and supply
services to
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1:
friendly
services
expanding
needs
printing
to
User
user
meet
98%
and timeliness
of users satisfied
of
with
services
quality
99%
99%
99%
194
SEVEN YEAR TREND
Sheriffs Office Local Costs
$55
$50
$45
$40
$35
to $30
z
O
J
J_
2 $25
$20
$15
$10
2014
2015
2016
2017 2018 2019
2020
195
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
FY
LAST
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
FINAL
NEXT
FY
Personnel Services
37,290,35
$ 38,544,518
$ 40,308,540
$ 41,936,271
Supplies
1,297
615
1,530,815
1,894,200
1,894,260
Purchased Services
8,031,254
8,931,010
10,098,049
10,084,057
Fixed Charges
-73,606
41,000
-85,000
-85,000
Capital
35,603
222,798
158,950
149,750
Gross County
Cost
46,581,219
49,270,141
52,432,799
53,979,338
Revenue
3,016 281
2,339 811
2,666 298
2,666,298
Net County
Cost
43,564,938
46,936,330
$ 49,766,501
$ 51,313,040
Budget
Positions
391.0
407.00
436.0
436.0
SUMMARY OF CHANGES: The Sheriffs Office is requesting an increase in Net County Costs
from the 2019 approved budget totaling $2,830,171. This reflects an increase of 6.03% from 2019.
A summary► of the notable changes and brief justifications are listed below.
Revenues:
Revenues are increasing from 2019 by $326,487 or 14%.
• $308,000 accounting for the Jail Based Behavioral Health Services (JBBS) grant revenue,
which is offset by contract payments for the North Range Behavioral Health services at the
jail. Not shown in grant revenue in prior years.
• $18,000 adjustments to accurately reflect small revenue changes such as overtime
reimbursements from outside sources.
Personnel:
Personnel Services are increasing by $1,822,022 or 4.7%. The Sheriff's Office is requesting a
total increase of 29 positions in 2020 primarily to accompany the addition of two new units
(Evidence and Records), the Peace Officer Standards and Training (POST) Academy, a fitness
program for Law Enforcement to reach certified fitness standards and staffing for two additional
courtrooms.
• Ore 21100, Admin Patrol: Addition of 1 FTE Admin Captain, Grade 64 and 1 FTE Admin
Lieutenant, Grade 57, to assist in management of the above -mentioned programs.
• Ore 21110, Booking Unit: Addition of 1 FTE Supply Tech, Grade 16, to assist with the
management of inmate supply inventory and supplies for the 286 employees in Detentions.
Ore 21120, Professional Standards: Addition of 1 FTE POST Sergeant to administer the new
academy (approved midyear 2019), and the addition of 2 FTE Deputies (Grade 37) to cover
increased training unit needs and help develop comprehensive training for reduced liability►.
• Ore 21150, new Records Unit: Addition of 1 FTE Records Manager, Grade 30, and 1 FTE
Records Supervisor, Grade 27, starting July 2020; 10 FTE Records Technicians, Grade 21,
starting October 2020. These are to gear up for a January 1, 20►21 start date.
• Org 21160, new Evidence Unit: Addition of 1 FTE Evidence Supervisor, Grade 27, starting
July 2020; 1 FTE Evidence Technician, Grade 21, starting October 2020 for a start date of
January 1, 2021.
• Org 21260, Regional Lab: Addition of 1 FTE Office Tech IV, Grade 21, to assist with office
management, evidence and lower level responsibilities to free up the Lab Director for
supervisory duties. Reclassify an existing DNA Analyst from a Grade 42 to 44 to match current
position responsibilities to salary classification and local market value.
• Org 21200, Patrol: Addition of 2 FTE Patrol Sergeants, Grade 51, to cover swing shift.
• Ore 24420, courts and Transportation: Addition of 6 FTE Court Deputies, Grade 37. Five
deputies will cover the new courtrooms and one deputy will be stationed for increased security
at the new north jail complex courtroom. This request was approved midyear 2019.
Supplies
supplies are increasing by $357,445 or 23%.
• $124,500 for riot gear to increase officer safety in Patrol.
• $86,400 is allotted for radios to cover new and existing position shortages.
• $24,300 increase in client (inmate) supplies due to overall price increases and population.
• Uniform expense has increased by $29,525 based on new staff needs and historical usage.
• The two new units Evidence and Records account for an estimated $100,000 in supplies.
• $18,000 supply cost is projected for the new POST Academy supplies.
Purchased Services
Purchased Services are increasing by $1,167,039 or 13%.
• $411,272 anticipated increase for inmate medical services based on the needs at the jail and
the Southwest Booking Intake.
• $308,000 for JBBS expenses — offset by incoming grant funds.
• $100,000 to cover the cost for the law enforcement officer fitness program certification.
• $53,040 for increasing Inmate services (food, chaplain, interpretation etc.).
• $58,000 increase in payments to the Greeley Police Department (for use at the Range,
Records & Evidence contracted services, and Task. Force Contribution).
• $27,900 Courts unit security contract service expected increase.
• $24,000 for POST psych evaluations.
• $52,000 for Regional Lab contribution. This line was moved in and reduced Fixed Charges.
• $27,000 for a relocation incentive. This line was moved in and reduced Fixed Charges.
• $40,909 for various line item increases (i.e. $8,000 increase in renewed Humane Society
contract, $10,000 for new Body Scanner maintenance contract and $13,000 for court x-ray
machine maintenance which reduces non -departmental expenditures).
Fixed Charges
Supervisory specific training, the Regional Lab contribution and relocation incentives were moved
from Fixed Charges to the existing Purchased Services for 2020 to accurately reflect the
management of those expenses.
Capital — Equipment Requests
Capital Equipment expenses are decreasing by $63,848 compared to 2019.
The Capital Cost for 2020 is projected as follows:
• 30,000 for 3 total new printers in the Records and Evidence units.
• $8,800 for the DME Forensic Workstation on the rotation schedule at the Regional Lab.
• $18,700 to replace an existing speed trailer and new Sniper night vision lens for Patrol.
• $86,110 to replace three "ten -printer" fingerprint machines in Booking.
• $15,340 for the replacement of two non -serviceable metal detectors at the courthouse.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests.
BOARD ACTION: See individual unit requests.
197
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAUDESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriffs Office Mission
Detentions Division Mission
wholesome environment
Statement:
that
Statement:
returns
"To
people
provide
"To
to
effective
accept
the community
and
public
lawfully
better,
safety
hold
or
services
no
with
prisoners
worse,
honor
in a safe,
than they
and integrity."
humane and
arrived."
Goal SO DD 1: Lawfully hold
prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD
Inmates
facility
regulations
1-1:
comply with
rules and
(1)
(2) The
Average
day in the
number
per day
number
jail.
in
of rule violations
of serious rule violations
the jail.
per
10,
2
10
2
10
2
SO DD 1-2:
(1) The number of meals served
913,059
889,184
901,121
Food service operations
are hygienic, sanitary
and
(2) The number of documented
inmate
0
0
0
provide a nutritional
diet
illnesses
operations.
(3) The
about
inmate
attributed
number
food
in
the
service
past
of
to
inmate
12
food
decided
months.
service
grievances
in favor of
the
26
32
38
SO
Actual
occupancy
reasonable
DO 1-3:
secure bed
is within
operational
(1)
The
the
total
beds
average
past
number
available
daily
12 months
of
in
general
the
jail population
divided
population
past
by
12
the
months
in
88%*
77%
82%
jail capacity
*Based
961 for
(2) The
grievances
conditions.
on increase
maximum
number of
about
in
overcrowding
sustained
crowding
beds from 779
capacity.
inmate
and housing
to
5
7
9
SO DO 1-4: Inmates
have access
to a
(1)
initial
The
number
tests
of inmates
for TB, Hepatitis
with
A,
positive
B, or
C, HIV
39
24
20
continuum
consistent
of
with
health
that
care
or MRSA.
available in
the
(2) The number of inmate
deaths
due
to
0
0
0
community
suicide
(3)
written
or
The number
in the
homicide.
of medical
jail population.
prescriptions
7,059
6,832
6,550
SO DO 1-5: Safe
operation
of
the facility
(1) The number of Deputy
overtime
sign-
3,370
3,684
4,097
with
employees
Inmate
the proper
to
safety.
number of
ensure
up to
work a shift
in the
jail.
198
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO DD I (continued): Lawfully hold
prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
investigation
and
assault
reported
DO
documents
1-6:
or
threats
in
the
An
is
jail.
conducted
sexual
the
(1) Number
jail
(2) Number
assaults
population.
in the
of
of
sexual
reported
jail
population.
assaults
sustained
reported in
sexual
24
0
24
0
24
0
is
the
SO
detected
DO
minimized.
facility.
1-7:
Contraband
It
when
is
present
in
(1)
conducted
(2)
found
on
(3)
on
outside
Percentage
Percentage
intakes
Percentage
inmates
while
of
on
conducting
into
or
booking.
intakes
property
of
of
the
of
times
time
personal
facility.
into
contraband
in
facility.
contraband
personal
jail
searches
population
searches
is
is
found
100%
›.1%
100%
100%
>A %
100%
100%
›.1%
100%
Goal SO DD 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -
adjudication options to secure custody.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DO 2-1: Secure
(1) The average number of offenders
county
jail beds are used
released from jail within
24 hours of
10
10
10
efficiently
and effectively
admission per day.
(2) The
per day
county/district
average
for
pre-trial
courts.
number
detention
of
jail bed
by the
used
439
506
573
(3) The
per day
county/district
average
for
jail
number
sentences
courts.
of jail
by the
beds used
188
198
208
(4) The
per day
county/district
average
for
jail
number
sentences
courts.
of jail
by other
beds
than
used
45
40
30
199
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAUDESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol
integrity."
Division Mission Statement: "To provide effective
public safety
services with
honor and
Goal SO PD 1: Protecting the well-being of the citizens
of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO PD 1-1:
Total
number of UCR Part
I Reported
47.05
50.29
52.04
Proactively
reduce
work
crime
to
Crimes per 10000 population
Total
number of UCR Part II Reported
45.24
44.67
44.17
Arrests
per 10000 population
Total NIBR
unincorporated
population
reported
Weld
crimes
County
for
per 10000
74.29
75.63
76.90
3.1
3.0
2.9
(4)
population
Total
patrol
division FTEs per 10000
SO PD
crime
1-2: Identify
trends and
(1) Total
submissions to
the
crime lab
(1) 1,605
(1) 1,464
(1) 1,300
effectiveness
forensic
of
science
to
(2) Total
cases generated
(2) 1,447
(2) 1,348
(2) 1,200
reduce crime
(3) Total
pieces of evidence processed
(3) 8,036
(3) 7,225
(3) 7,800
SO PD 1-3:
(1) Total
traffic
accidents
in Sheriff's Office
(1) 425
(1) 325
(1) 276
Traffic Safety
Jurisdiction
(2) Total
traffic
tickets
(2) 5,079
(2) 5,186
(2) 5,929
(3) Total
model traffic
tickets
(3) 3,272
(3) 3,524
(3) 4,221
(4) Total
written
warnings
(4) 3,536
(4) 3,366
(4) 2,870
(5) Alcohol related crashes in Sheriffs
(5) 16
(5) 15
(5) 14
Office Jurisdiction
(6) Traffic fatalities
(all Weld County)
(6) 66
(6) 63
(6) 60
SO PD 1-4:
(1) Maximize the
rate of property
recovery
Recovered
Recovered
Recovered
Recover victim
by monitoring
the
reported
value of
$1,455,415
$1,528,186
$1,604,595
property
recovered property
in relation
to
the
0.4%
5% increase
5% increase
reported
in NIBR
value of stolen
for Sheriffs
property
Office jurisdiction)
(reported
decrease
Stolen
Stolen
Stolen
$3,100,189
$2,945,180
$2,797,921
39.9%
5% decrease
5% decrease
decrease
Theft
Theft
Theft
Recovery
Recovery
Recovery
Rate
Rate
Rate
47%
52%
57%
SO PD 1-5:
Service of civil
(1) Total
(2) Total
civil process served/attempted
civil process served by
public
(1) 4,814 N
(1) 6,900
(1) 7,000
process
safety
deputies.
(2) 111
(2) 100
(2) 120
200
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO PD 2: Establish and maintain meaningful communication with the citizens of Weld County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
to
SO
Inform
restorative
services
them
community
PD
2-1:
victims
in
available
the
of
(1) Advocate
Service area
contacts
for Sheriffs Office
1,248
1,100
1,050
SO
Appropriate
dissemination
public
information
PD
safety
2-2:
of
(1) Number
offender
(2) Number
unincorporated
jurisdictions
Sheriff's
notifications.
Office
of required
of registered
serviced
for
Weld
sex
violent
County
by the
offender
sex
Weld
sexual
offenders
and the
registration.
County
for
1
224
1
227
1
231
*Due to the adoption of the Spillman RIBS system, many of the statistical measurements that were
previously reported are no longer readily available and were modified to the listings above.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides for policy development, formulation of written directives and
overall direction by the Sheriff and upper agency staff. Typical activities performed within this
budget unit include, clerical staff support, agency procurement, Human Resources Department
support, agency service billing, and lobby counter service access to the public.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,457,206
$ 1,504,722
$ 1,810,389
$ 1,829,212
Su
a
plies
60,918
87,398
89,276
89,276
Purchased
Services
95,999
153,320
162,458
162,458
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,614,123
$ 1,745,440
$ 2,062,123
$ 2,080,946
Revenue
202,341
215,000
215,000
215,000
Net
County
Cost
$ 1,411,782
$ 1,530,440
$ 1,847,123
$ 1,865,946
Budget
Positions
16.0
15.0
117.0 117.0
SUMMARY OF CHANGES: With the additions of programs, such as an annual Peace Officer
Standards and Training (POST) Academy, the internal needs for Records and Evidence divisions
in Weld County and increases other areas of the Sheriffs Office, such as Booking Intake at the
Southwest Substation and additional County courtrooms, the Sheriff's Office is restructuring and
asking for two (2) command staff positions. The Administrative Lieutenant and Captain requested
account for the increases in this unit, with the Purchased Services increasing by approximately
$10,000 to include the vehicle expenses and phone costs associated with these two positions.
No other changes for this unit.
Final budget adjustments include an increase in salaries of $18,823.
FINANCE/ADMINISTRATION RECOMMENDA TION: Recommend approval. The Person nel
addition of $305,667 for a Captain and a Lieutenant are policy issues for the Board.
BOARD ACTION: Approve as recommended including the addition of the Captain and
Lieutenant positions.
202
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
7000-21700
PERFORMANCE MEASURES
Work Outputs
Permits
Cost
ACTUAL
PROJECTED
ESTIMATED
2,131
1,892
Issued 4,508
0.509
$4.49
42
2,250
1,950
4,600
0.463
$4.73
48
52
2,300
2,200
4,950
0.510
$5.60
Press
Vin Checks
Fingerprints*
Concealed
Releases
Weapon
Measures
Efficiency
per
10,000/capita
Net
County
FTE's
Per Capita
GOALS/DESIRED OUTCOME IKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Booking Unit - - 1000-21110
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides 24 -hour data entry of prisoner information needed to complete
the booking process. Additional responsibilities include managing prisoner property, money;
inmate and staff supplies, inmate mail processing, facilitating personal and professional visitation
for inmates and lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT
FINAL
NEXT FY
REQUESTED
FY
NEXT FY
Personnel Services
$ 1,860,111
$ 1,933,649
$ 1,996,388
$ 2,009,336
Supplies
237,030
292,580
320,205
320,205
Purchased Services
7,343
61,188
262,251
262,251
Fixed Charges
0
0
0
0
Capital
0
178,500
86,110
86,110
Gross County Cost
$ 2,104,484
$ 2,465,917
$ 2,664,954
$ 2,677,902
Revenue
287,903
380,000
268,500
268,500
Net
County
Cost
$ 1,816,581
$ 2,085 917
$ 2,396 454
$ 2,409 402
Budget Positions
29.0
29.0
30.0
30.0
SUMMARY OF CHANGES: Personnel Services are projected to increase by $62,739 due to the
request for 1 FTE Supply Clerk, Grade 16. Revenue decreased by $111,500 because the booking
unit received a federal grant fora body scanner in 2019, and the funding did not extend into 2020.
There is a $27,625 increase in supplies due to growing use and cost of protective equipment in
the jail and increases in inmate supplies due to increased populations. A $201,063 increase in
Purchased Services is explained by needed medical services coverage once the booking service
begins at the Southwest substation in 2020. Capital for 2020 includes the replacement of three
fingerprint machines in the total amount of $86,110. These machines need to be replaced
because they are no longer serviceable after January 2020.
Final budget adjustments include an increase in salaries of $12,948.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Grade 16
Supply Clerk will be a policy issue for the Board and includes an independent evaluation for the
grade classification of this position.
BOARD ACTION: Approve as recommended including the Supply Clerk at grade 16.
204
SHERIFF BOOKING UNIT
(CONTINUED)
7000-21770
PERFORMANCE MEASURES
Work Output
Cost
A C TIJA L ESTIMATED PROJECTED
12,330 12,872
32,365 29,964
31,965 31,424
0.923
$5.77
13,410
27,563
30,883
0.896
$6.44
0.90
$7.23
Booking
Jail mail out
Jail mail in
Efficiency Measures
FTE's
per 10,000/capita
Net
County
Per Capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Professional Standards - - 1000-21120
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the administration of the internal affairs investigative process,
recruitment and screening applicants for employment within the Sheriff's Office. Additionally, this
u nit is responsible for developing, scheduling, facilitating and documenting/tracking training for all
divisions, updating policy and procedure to comply with current case law, best practice and
ensuring the Sheriffs Office practice and procedure are aligned.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT
FINAL
NEXT FY
REQUESTED
FY
NEXT FY
Personnel Services
$ 647,298
$ 758,516
$ 1,065,418
$ 1,089,018
Supplies
36,681
78,881
92,444
92,444
Purchased Services
148,412
318,314
530,162
536,962
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 832,391
$ 1,155,
711
$ 1,688,024
$ 1,718,424
Revenue
0
0
0
0
Net
County
Cost
$ 832,391
$ 1,155,
711
$ 1,688,024
$ 1,718,424
Budget Positions
6.0
7.0
10.0
10.0
SUMMARY OF CHANGES: The Sheriffs Office has requested the addition of a Sergeant
position to run an internal POST (Peace Officer Standards and Training) Academy annually. This
request was approved mid -year 2019. There is an additional request of two training deputies at
Grade 37 for the Training unit to assist in creating and providing quality training in the high liability
areas of law enforcement. The Professional Standards Unit has not grown at the same pace as
the rest of the operational staff of the Sheriff's Office, and these positions will provide sorely
n eeded assistance to this unit. The total cost increase for these three (3) positions is $306,902.
The increases in Supplies of $13,563 is attributed specifically to the needs of the POST academy.
Purchased Services is also increasing by $211,848 and includes the body -worn camera program
($10,000 higher than 2019, based on anticipated costs during testing), POST academy classroom
n eeds and increase in cost for the Greeley Range ($20,000), certification of a new fitness standard
program for all law enforcement personnel (estimated at $100,000) and recruiting and training
expenses previously held under Security and Patrol ($64,000). The other minor increases are
specifically associated with the POST academy such as CRS books at $10,000, phones for the
n ew positions, and advertising expenses, such as a graphic wrapped vehicle for recruiting
purposes.
Final budget adjustments include an increase in salaries of $23,600.
206
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21720
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 2.0 FTE
Training Deputies are a policy issue for the Board.
The $100,000 for a certification of a new fitness standard program for all law enforcement
personnel is to re-evaluating the fitness standards. The Sheriff's current program is becoming
less credible and the founder is un-reliable putting Weld County at risk for legal issues. Funding
this effort would involve bringing in a vendor to do a full job analysis specific to Weld County
deputies along with a fitness standard validation study. This will allow the Sheriff's Office to have
a fitness standard that is specific to the agency and have the documentation to back the standard
if challenged in the courts. The $100,000 to bring in a vendor is a onetime expense. There will
not be ongoing expenses due to this project. Recommend approval for risk management
purposes to have valid fitness standards specific for Weld County to avoid future litigation.
BOARD ACTION: Purchased services was increased by $6,800 to include the total cost of the
body -worn camera financed option to include vehicle routers. All changes were approved as
recommended including the two addition Training Deputies.
PERFOR A CE MEASURES
Work
Output
ACTUAL E TIMA TED PROJECTED
105
2,585
0.191
$2.65
69 50
1,875 1,931
8 5
0.216 0.300
$3.57 $5.16
Hiring
(hours)
Measures
Training
Academies
Efficiency
FTE's
Per
Capita
per 10,000/capita
Net
County
Cost
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Civil Unit - - 1000-21130
DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are generally court issued
documents but may also pertain to small claims, court summons or subpoenas.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT
FINAL
NEXT
FY
REQUESTED
FY
FY
NEXT
Personnel Services
$ 367,164
$ 366,995
$ 366,995
395,364
Supplies
0
2,250
1,500
1,500
Purchased Services
18,237
22,276
19,246
19,246
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Cross County
Cost
$ 385,401
$ 391,521
$ 387,741
$ 416,110
Revenue
158,575
150,000
150,000
150,000
Net County
Cost
$ 226,826
$ 241,521
$ 237,741
$ 266,110
Budget
Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES:
Expenses for the Civil Unit dropped slightly of $3,780 based on actual usage over the past few
years. No significant changes to this unit.
Final budget adjustments include an increase in salaries of $28,369.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
208
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21730
PERFORMANCE MEASURES
Work Outputs
Permits
ACTUAL
TINA
E
TED PROJECTED
6,206
Issued 2,971
0.191
$0.72
548
5
5,961
3,174
544
0.185
$0.75
5,941
3,030
535
6
0.180
$0.80
5
Civil
Concealed
Process Processed
Weapon
Sales
Measures
Evictions
Sheriff's
Efficiency
FTE's
Per
Capita
per 10,000/capita
Net
County
Cost
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page,
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Support Services - - 1000-21140
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the coordination and facilitation of tracking, ordering and
maintaining designated equipment assigned in all divisions. Additionally, a custodial crew is part
of this unit and responsible to clean the North Jail Complex.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FY
REQUESTED
FINAL
NEXT
FY
CURRENT
NEXT FY
Personnel Services
$ 456,394
$ 520,022
$ 520,022
$ 506,734
Supplies
483,389
623,449
698,036
698,036
Purchased Services
74,030
17,655
36,175
36,175
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,013,813
$ 1,161,126
$ 1,254,233
$ 1,240,945
Revenue
0
0
0
0
Net
County
Cost
$ 1,013,813
$ 1,161,126
$ 1,254,233
$ 1,240,945
Budget
Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES: The Support Services area is up a total of $93,107 for 2020. The
increase in Supplies of $74,587 includes $30,000 for new radios for the 6 new positions in
Administration and Patrol, and the remaining $44,587 is split between additional costs in uniforms,
expendable items such as flexicuffs and OC spray, and firearms supplies for the Peace Officer
Standards Training (POST) Academy cadets and newly hired deputy uniform and outfitting
expense.
The increase in Purchased Services of $18,520 includes maintenance contracts for the polygraph
machines ($6,500) and an increase in training and travel expenses this year for renewing and
additional armorer certifications. These certifications are necessary to allow for an internal
armorer program, thus saving money and efficiency by providing this weapon service internally.
Final budget adjustments include a net decrease in salaries of - $13,288.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
210
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21740
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work
out
ut
.
Jail
Incidents
3,578 4,135
4,776
Jail Hearings 668 679 690
Videos
copied
325 356 393
Use of
force 451
513
585
Investigations 111
137
168
Efficiency Measures
FTE's
per 10,000/capita
0.223
0.216 0.210
Per
Capita
Net County Cost $3.23 $3.59 $3.72
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Records Unit - - 1000-21150
DEPARTMENT DESCRIPTION: This budget unit is new to the Sheriff's Office in 2019 with
anticipation of taking on the Law Enforcement Records services currently provided contractually
by Greeley Police Department.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
NEXT
FY
REQUESTED
CURRENT FY
NEXT FY
Personnel Services
$
0
$
0
$ 254,874
$ 261,039
Supplies
0
0
65,000
65,000
Purchased Services
0
0
795,760
795,760
Fixed Charges
0
0
0
0
Capital
0
0
18,000
18,000
Gross County
Cost
$
0
$
0
$ 1,133,
634
$ 1,139, 799
Revenue
0
0
0
0
Net
County
Cost
$
0
$
0
$ 1,133,
634
$ 1,139,
799
Budget Positions
0.0
0.0
12.0
12.0
SUMMARY OF CHANGES:
The Sheriffs Office is taking over the responsibility of providing Records and Evidence services
that have been contracted by Greeley Police Department and charged to the Patrol Unit (Org
21200). For 2020, the Sheriffs Office is asking to hire and train supervisors and staff over the
last half of the year for a start date of January 1, 2021.
The costs of this unit will be partially offset in future years by revenues, and the cost for 2020
includes the $733,360 contracted payments to Greeley Police Department that will not be ongoing
once the unit is functioning. Purchased services also includes $40,000 for transcription services,
which have been removed from the Patrol budget. The remaining costs include some equipment
and training for the staff as they prepare for a 2021 start date. These numbers were taken from
the Records plan submitted to the Board in 2019.
Final budget adjustments include an increase in salaries of $6,166 to account for COLA not
included in original request.
FINANCE/ADMINISTRATION RECOMMENDA TION: Recommend approval.
BOARD ACTION: Approve as recommended.
212
SHERIFF RECORDS UNIT
(CONTINUED)
1000-21750
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
TBD
0 0 0
Efficiency Measures
FTE's
Per
Capita
per
10,000/capita
Net
County
0.00 0.00 0.39
Cost $0.00 $0.00 $3.42
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is new division
for the Sheriffs Office with a start date of January 1, 2021, performance measures will be
determined for the first year of service for the 2021 budget cycle.
213
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Evidence Unit - - 1000-21160
DEPARTMENT DESCRIPTION: This budget unit is new to the Sheriff's Office in 2020 with
anticipation of taking on the Law Enforcement Evidence services currently provided contractually
by Greeley Police Department.
ACTUAL
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
LAST
FY
Personnel Services
C
0
$
56,614
57,996
Supplies
0
0
35,000
35,000
Purchased Services
0
0
123,936
123,936
Fixed Charges
0
0
0
0
Capital
0
0
12,000
12,000
Gross County
Cost
0
0
2275550
2285932
Revenue
0
0
0
0
Net County Cost
$
t
0
227,550
228,932
Budget Positions
0.0
I 0.0
2.0
2.0
SUMMARY OF CHANGES:
The Sheriffs Office is taking over the responsibility of providing Records and Evidence services
that have been contracted by Greeley Police Department and charged to the Patrol Unit (Org
21200). For 2020, the Sheriff's Office is asking to hire and train the supervisor and staff member
over the last half of the year for a start date of January 1, 2021. Training will be imperative as
rules and regulations must be followed for the proper handling of evidence, as well as training
staff to be prepared to testify.
The cost for 2020 includes the $113,736 contracted payments to Greeley Police Department for
2020, which has been removed from the Patrol budget. The remaining costs include some
equipment and training for the staff as they prepare for a 2021 start date.
Final budget adjustments include an increase in salaries of $1,382.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
214
SHERIFF EVIDENCE UNIT
(CONTINUED)
1000-21760
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
TBD
0 0 0
Efficiency Measures
FTE's
Per
Capita
per
10,000/capita
Net
county
0.00 0.00 0.06
cost $0.00 $0.00 $0.69
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is new division
for the Sheriffs Office with a start date of January 1, 2021, performance measures will be
determined for the first year of service for the 2021 budget cycle.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Patrol - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of
county and within municipalities contracting for law enforcement service. Unit provides crime
prevention information and strategy education, serves 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
LAST
FY
BUDGETED
REQUESTED
FINAL
RESOURCES
NEXT FY
CURRENT FY
NEXT FY
Personnel
Services
$ 6,155,239
$ 6,523,672
$ 6,770,672
7,155,815
Supplies
195,
739
265,155
298,991
298,091
Purchased
Services
1,853
989
2,146,703
1
,281
,673
1,281,673
Fixed Charges
0
0
0
0
Capital
0
35,998
18,700
9,560
Gross county cost
8,204,958
8,971,528
$ 8,369,136
$ 8,745,079
Revenue
487,778
428,000
365,000
365,069
Net
county
cost
$ 7,717,180
$ 8,543,528
8,004,136
$ 8,380
Budgeted
Positions
60.0
60.0
62.0
62.0
SUMMARY OF CHANGES: Revenue decreased by $63,000 in Patrol and accounted for in
Administration Patrol to accurately reflect the revenue sources for charges for Services.
The Patrol Division is requesting 2 FTE additional supervisory positions at the rank of Sergeant,
Grade 51, increasing the personnel cost by $247,000. Supply cost is increasing by $32,936 which
includes Mobile Data Terminals for the new vehicles and $127,600 in ballistic helmets and riot
gear for first responding deputies. Purchase Services shows a reduction in cost by $865,030
because the expense was shifted to Records and Evidence under SO Administration and moved
an additional $40,000 to Records from Patrol for transcription services. The capital amount of
$18,766 includes one speed trailer replacement to improve community awareness and have one
trailer in each of the four county districts, and one sniper night vision scope to increase safety for
the sniper and public.
Final budget adjustments include an increase in salaries of $385,143.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The two sergeant
positions are supported by the completed staffing study showing the increased span of control
_ n. d are recommended to be approved.
BOARD ACTION: The request for a speed trailer for $9,290 was moved to Fleet Services and
purchased in 2019. It was removed from the request. The remaining budget request was
approved as recommended.
216
SHERIFF'S PATROL
(CONTINUED)
7000-21200
PERFORMANCE MEASURES
Work Out
ufs
ACTUAL ESTIMATED PROJECTED
•
Adult Arrest
1,750
1,768
1,833
Juvenile Arrest
85 73 55
Total
Traffic Stops
13,108
14,058
15,448
Total
Traffic Warnings 7,550 8,097 8,899
Dispatched
Calls for Service 49,896 50,552 51,631
Efficiency Measures,
FTE's
per 10,000/capita
1.91 1.85 1.86
Per capita
net
cost
$24.55 $26.39 $25.15
GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Investigations Unit- - 1000-21205
DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity
documented by patrol deputies and determine if a criminal act was committed, attempt to
identify and apprehend the person(s) responsible and attempt to recover property that
has been reported stolen. The investigations unit is available 24/7 to respond to the scene
of criminal activity. This unit responds to and investigates any major persons and property
crimes; this includes the collection and preservation of evidence, interviewing victims and
potential suspects and people of interest, writing search and arrest warrants, preparing
written reports, establishing probable cause, apprehending suspects and testifying in
court.
FINAL
RESOURCES
ACTUAL
LAST FY
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,896,341
$ 2,064,647
$ 2,064,647
$ 2,144,178
Supplies
18,531
15,480
14,320
14,320
Purchased Services
100,976
143,354
119,067
119,067
Fixed Charges
0
0
0
0
Capital
16,820
0
0
0
Gross County
Cost
$ 2,032,668
$ 2,223,481
$ 2,198,034
$ 2,277,565
Revenue
29,121
0
0
0
Net
County
cost
$ 2,003,547
$ 2,223,481
$ 2,198,
634
$ 2,277,565
Budgeted
Positions
17.0
19.0
19.0
19.0
SUMMARY OF CHANGES: Purchased Services was reduced $24,287 due to lower tuition cost
and a reduced expense in phone services compared to 2019. No significant changes to this unit.
Final budget adjustments include an increase in salaries of $79,531.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
•
218
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
7000-21205
PERFORMANCE MEA S URES
Work Out.uts
ACTUAL ESTIM r4 TED PROJECTED
208
153
0.541
$6.37
200 200
155 162
0.587 0.570
$6.87 $6.84
Cases Assigned
Cases Solved
Efficiency Measures
per
10,000/capita
net
cost
FTE's
Per capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
ACTUAL
LAST FY
FINAL
NEXT FY
RESOURCES
BUDGETED
REQUESTED
NEXT FY
CURRENT FY
Personnel Services
$ 780,626
$ 243,252
$ 243,252
$ 229,345
Supplies
49
0
0
0
Purchased Services
95,355
59,603
23,318
23,318
Contra
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 876,030
$ 302,855
$ 266,570
$ 252,663
Revenue
533,671
200,800
225,500
225,500
Net County
Cost
$ 342,359
$ 102,055
$ 41,070
$ 27,163
Budget Positions
4.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Purchased Services reflects the actual vehicle expenses of this unit.
As contract services continue to decrease, expenses will continue to decrease as well. The only
remaining full time contract service is with Aims Community College with two deputies.
Final budget adjustments include a net decrease in salaries of - $13,907.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
220
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
7000-21270
PERFORMANCE CE EAS+URLS
Work Out • uts
ACTUAL ESTIMATED
PROJECTED
Calls 861*
18
.127
$1.09
125
0
0*
.062
$0.32
125
1 0
0 0
0* 9*
.060
$0.08
Number of
Adult Arrests
Juvenile
Traffic Citations
Efficiency
Arrests
Dispatched
Measures
per
10,000/capita
net
cost
FTE's
Per capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
*2018 Dispatched Calls reflect assistance to Mead and Severance as they started their own police
departments. Also, traffic enforcement is not conducted at Aims Community College as a pad of
the contract services as designated by the contracting agency. This performance measure will be
going away in future years.
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs -at -large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
This unit is also responsible for handling all calls for illegal dumping of trash/waste within the
county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of motorists
traveling within the county.
ACTUAL
LIST FY
BUDGETED
FINAL
RESOURCES
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 185,154
$ 200,284
$ 200,284
$ 205,882
Supplies
5,304
8,920
7,300
7,300
Purchased Services
104,773
144,314
141,556
141,556
Fixed Charges
-85,000
-85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County
Cost
$ 210,231
$ 268,518
$ 264,140
$ 269,738
Revenue
0
0
0
0
Net
County
Cost
$ 210,231
$ 268,518
$ 264,140
$ 269,738
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: No significant changes to this unit. Decreased request of $4,378 is
based on historical spending.
Final budget adjustments include an increase in salaries of $5,598.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
222
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
Work Out + u is
calls
to Shelter
support)
A TUA L ESTIMATED PROJECTED
2,956
0.095
$9.67
454
2,894 25916
453 443
0.093 0.090
$0,83 $0.81
Number
Animals
Efficienc
of dispatched
Transported
Measures
FTE's
per
10,000/capita
cost
(county
Per capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
223
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence and forensic computer analysis,
latent prints, shoes and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American Society
of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
REQUESTED
FINAL
FY
BUDGETED
FY
CURRENT FY
NEXT
NEXT
Personnel Services
$ 527,150
$ 532,289
$ 603,746
$ 568,049
Supplies
48,619
45, 040
46, 607
46,607
Purchased Services
95,776
54,812
116,711
116,711
Fixed Charges
0
62,000
0
0
Capital
8,407
8,300
8,800
8,800
Gross County
Cost
$ 679,952
$ 702,441
$ 775, 864
$ 740,167
Revenue
37,290
52, 636
63,000
63,000
Net
County
Cost
$ 642,662
$ 649, 805
$ 712,
864
$ 677,167
Budget
Positions
4.0
4.0
5.0
5.0
SUMMARY OF CHANGES: Revenue reflects an increase of $10,364 to account for Colorado
Bureau of Investigation (CBI) overtime reimbursement of the DNA Analyst's backlog work, as well
as grant funds.
The Lab Director has requested the increase of I FTE Office Tech IV, Grade 21 for $66,445. This
position will support procedures in the Lab and provide back-up support to Weld County's new
Evidence facility, handle evidence in the lab which will require the ability to testify, write and report
on grants, fulfill purchasing and coordination functions, and support the Lab Director and other
Lab staff with county rules and CBI requirements. This in turn will free up the director for
supervisory tasks. The Lab also requests the reclassification of a DNA Analyst from a Grade 42
to a Grade 44 to adequately compensate the existing highly specialized and qualified staff
member in that position and was reviewed by Human Resources to determine that the upgrade
was supported in this area for a person with that amount of experience. The reclassification would
total $5,012. The total Personnel Services increase for both requests would be $71,457.
Purchased Services reflects the adjustment moving the $62,000 Weld County Contribution to the
Regional Lab fund from Fixed Charges to Purchased Services. No other significant changes were
requested.
Final budget adjustments include a net decrease in salaries of - $35,679.
REGIONAL FORENSIC LABORATORY
(CONTINUED) 7000-27260
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification is supported. The
increase in position is a policy issue for the Board. There are no shared costs for this position
(100% Weld County).
BOARD ACTION: The reclassification and the additional position were approved by the Board.
All other items approve as recommended.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Out • uts
cases/items
completed
—
drugs, computer
247 12, 551 *284/2,881 *320/2,881
forensics, latent
prints, shoe and
tire tracks,
WCSO/GPD WCSO/GPD WCSO/GPD
DNA
only only only
1,42517,367 95514,943
1,2001
6,205
all lab staff
all
lab
staff
all
lab staff
except
non- except
non- except
non -
DNA
CBI
DNA CBI
DNA
CBI
Court
Testimony
24
30
35
appearances
appearances
appearances
Efficiency Measures
FTE's
per 10,000/capita
.127
.124
.150
Per capita
cost (county support)
$2.04
$2.01
$2.03
Effectiveness Measures
(desired results)
Quality
Audit
35
35
35
Proficiency Testing (Test
Run/Errors)
1510
1510
1510
Note: Two significant changes occurred mid -2018 which greatly impacted the case intake
and output for the lab. These changes surrounded the Biological services discipline. The first
change was the lab no longer accepted touch -based DNA swabs for property crimes. This will
significantly reduce the total number of the submissions to the lab. Research has shown that the
probability of obtaining potential suspect identities from these samples is extremely low and is not
an effective way to process evidence related to property crimes.
The second change is an advancement in the way items with complex DNA mixtures are
processed. In years past, complex mixtures were rejected as technological challenges prevented
processing items containing more than two DNA mixtures in a single sample. Now the technology
allows those same complex samples to be processed, but the process is slower and significantly
more time consuming, resulting in less cases being completed by each analyst. This has caused
and will continue to cause the Biological services sections to run slower than it has in previous
years.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance
(VALE/VOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FY
FINAL
FY
REQUESTED
FY
CURRENT
NEXT
NEXT
Personnel Services
$ 207,031
$ 208,110
$ 208,110
$ 212,337
Supplies
2,794
5,400
5,200
5,200
Purchased Services
26,313
28,069
23,801
23,801
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 236,138
$ 241,579
$ 237,111
$ 241,338
Revenue
175,888
186,375
187,298
187,298
Net
County
Cost
$ 60,250
$ 55,204
$ 49,813
$ 54,040
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES:
Expenses for this unit remain minor as the director continually searches for grant funding to help
offset costs. Net county costs are down slightly.
Final budget adjustments include an increase in salaries of $4,227.
FINANCE`/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
226
VICTIM ADVOCATE SERVICES
(CONTINUED)
7000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out + u is
Number
Victims
Efficiency
of victims
served
Measures
and
per 10,000/capita
witnesses
served 1,679
53.412
1,804
55.722
1,900
57.031
FTE's
per 10,000/capita
0.095 0.093 0.090
Per capita
cost
(county
support)
$0.19
$0.17
$0.16
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 233,957
$ 251,009
$ 251,009
$ 244,923
Supplies
0
0
0
0
Purchased Services
70,248
70,248
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 304,205
$ 321,257
$ 336,009
$ 329,923
Revenue
0
0
0
0
Net
County
Cost
$ 304,205
$ 321,257
$ 336,009
$ 329,923
Budgeted
Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES:
Based on the newly signed inter -governmental agreement with Greeley Police Department, the
Sheriff's Office anticipates that the expenses for the task force will increase $14,752. A
reconciliation will be provided each year going forward to show actual expenses, and the Sheriff's
Office will be responsible for their portion of those expenses, based on the agreed upon
involvement in the task force.
Final budget adjustments include a net decrease in salaries of - $6,086.
FINANCE/ADMINISTRATION RECOMMENDA TION: Recommend approval.
BOARD ACTION: Approve as recommended.
228
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21470
PERFORMANCE MEASURES
A TUA
TED PROJECTED
L E TINA
Work Out . u is
Criminal
Cases
Opened
203 213
224
Drug Arrests
109
114
120
Search Warrants
87 92 97
Executed
Cocaine Seizures (Pounds) 6.1 6.4 6.7
Methamphetamine
Seizures (Pounds) 77.6 82 86
Marijuana Seizures (Pounds)
2,525 2,651 2,784
Meth
Lab Seized 0 1 1
Efficiency Measures
FTE's
per 10,000/capita
0.064 0.062 0.000
Per capita
cost
(county
support)
$0.97 $0.99 $0.99
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410
DEPARTMENT DESCRIPTION: This unit provides and oversees professional jail support
services such as medical care, food preparation, and facility programming to meet statutory
mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate
classification staff and a part-time inmate chaplain who coordinates community volunteer
services. The staff assesses inmate suicide risk, develop case management plans for inmates
with special needs, and provide other programming to include Right to Read, trusty prisoner work
and the coordination of community -based services.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,292,854
$ 1,831,714
$ 1,831,714
$ 1,800,628
Supplies
18,574
39,960
47,584
47,584
Purchased Services
4,856,571
4,995,613
5,567,801
5,567,801
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,167,999
$ 6,867,287
$ 7,447,099
$ 7,416,013
Revenue
790,641
452,000
732,000
732,000
Net
County Cost
$ 533773358
$ 6,415,287
$ 6,715,099
$ 6,684,013
Budgeted Positions
16.0
20.0
20.0
20.0
SUMMARY OF CHANGES:
Revenue reflects an increase that is explained with $308,000 for the Jail Based Behavioral Health
Services (JBBS) grant; however, it is offset by contract payments for the North Range Behavioral
Health services at the jail. The $7,624 increase in supplies is explained by increasing cost for
kitchen utensils in the jail and sit -stand desk converter needs. Purchased services show an
increase by approximately $572,188, including the $308,000 Behavioral Health cost offset
described above, $211,272 in a projected increase for the medical service contract coverage and
a projected increase of $52,700 mainly for the food contract, and includes small increases to bus
passes, interpretation costs and chaplain expenses.
Final budget adjustments include a net decrease in salaries of - $31,086.
FINANCEIADMINIS TRA TION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
230
SHERIFF INMATE SERVICES
(CONTINUED)
1000-24470
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page,
231
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well -maintained jail.
RESOURCES
ACTUAL
FY
LAST
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
FINAL
NEXT
FY
Personnel
Services
18,628,220
18,617,377
$ 18,617,377
$ 19,595,855
Supplies
52,314
57,258
138,869
138,869
Purchased Services
70,550
153,504
168,006
168,006
Fixed Charges
11,594
64,000
0
0
Capital
0
0
0
0
Gross county
cost
$ 18,762,678
$ 18,892,139
$ 18,924,252
$ 19,902,730
Revenue
411,859
420,000
420,000
420,000
Net
County Cost
$ 18,
850, 819
$ 18,472,139
$ 18,504,252
19,482,730
Budgeted Positions
194.0
201.0
201.0
201.0
SUMMARY OF CHANGES:
The Supplies cost is forecasted to increase by $81,611 due to $57,000 in purchases of radios for
the jail deputies to maximize mobility, $25,000 for the purchase of tourniquets (life saving
devices), deputy radio earpieces to improve safety for inmates and deputies, and for a software
program in inventory management. IT will be involved before any purchases are made in software
needs.
The Purchased Services increase of $14,502 includes additional Phones and associated services
for the 14 jail supervisors, and a maintenance contract for a body scanning machine. It also
includes the fleet cost for two additional vehicles.
Final budget adjustments include an increase in salaries of $978,478.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
232
SECURITY UNIT
(CONTINUED)
7000-24475
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL
ESTIMATED
PROJECTED
.Work Out • uts
Avg. Secure Jail
Population
Daily
759 795 833
Number of Offenders Transported
to
22,080 22,686 23,181
Court Appearances
New Detention
Deputies
Entering
74 50 48
Basic Training
Efficienty Measures
Detention
Division FT E's
per
8.430 8.618 8.585
10,000 Capita
Per capita
net
cost
$91.93 $94.22 $99.17
Avg. Medical Cost
Per Inmate
Daily $13.20
$14.37 $13.81
Avg. Food Cost
Per Inmate
Daily $3.04 $2.95 $2.96
Secure Facility
Occupancy
Rate
88% 77% 82%
at
779/961 at
961 at
961
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division
Goals following Sheriffs Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit (21110), Inmate
Services (24410), Security Unit (24415) and Courts and Transportation Unit (24420). These are the numbers used for
calculations:
Total FTE in Detentions Division:
2017: 232
2018: 265
2019: 279
2020: 286
Population:
2017 (Past): 304,600
2018 (Actual): 314 350
2019 (Estimated: 323 750
2020 (Projected): 333 150
Per Capita Net Cost:
2017 Past: $24,972,838
2018 Actual: $28,898,686
2019 Estimated: $30,503,684
2020 Projected $34,280,134
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit 1000-N420
0
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the courts of record in the county. 94 CV 419, Div. I, 19th Judicial
District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse.
This unit provides the transportation of inmates held on Weld County court orders in other
jurisdictions back to Weld County. Additionally, they are responsible to coordinate and facilitate
the transportation of inmates to and from the North Jail Complex to their court appearances at the
court complex. This budget unit supports the resources to comply with all of these requirements.
NEXT
FINAL
FY
RESOURCES
BUDGETED
REQUESTED
ACTUAL
LAST FY
CURRENT
FY
NEXT FY
Personnel Services
$ 2,602,228
$ 2,988,260
$ 3,505,029
$ 3,630,560
Supplies
19,529
15,044
34,828
34,828
Purchased Services
638,792
562,037
641,128
620,336
Fixed Charges
0
0
0
0
Capital
0
0
15,340
15,340
Gross County
Cost
$ 3,260,549
$ 3,565,341
$ 4,190,
325
$ 4,301,064
Revenue
47,019
35,000
40,000
40,000
Net county cost
$ 3,213,530
$ 3,530,341
$ 4,156,325
$ 4,261,064
Budgeted
Positions
24.0
29.0
35.0
35.0
SUMMARY CHANGES:
Personnel requests have increased by six (6) FTE Detention Deputies, Grade 37 to service two
additional new court rooms and additional security needs for court held at the north jail complex.
These positions were approved midyear 2019. Supply cost have increased due to the need of
outfitting the additional FTE with radios, costing $21,324. The increase in Purchased Services is
due to an anticipated increase in 2020 courthouse security contract cost of $38,700, service
agreement for existing x-ray and metal detection equipment of $20,792, previously paid out of the
non -departmental fund, and increased transportation costs of approximately $6,000 because of
the increase in inmate population. The Capital line includes the replacement of two metal
detectors at the courthouse ($15,340) for machines too old to be serviced by a maintenance
agreement.
Final budget adjustments include an increase in salaries of $128,531.
FINAN E ADMINISTRA TION RE OM ENDA TION Recommend approval.
BOARD ACTION: Removed duplicate Purchased Services in the amount of $20,792 at the
Sheriff's Office request. Remaining budget was approved as recommended.
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
ACTUAL
FINAL
NEXT FY
RESOURCES
BUDGETED
REQUESTED
CURRENT
FY
LAST FY
NEXT
FY
Personnel Services
$ 0
$ 0
0
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
0
0
0
0
Revenue
0
0
0
0
Net
County Cost
0
0
0
$ 0
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon reasonable
forecasts about the future and does not account for unforeseen impacts on jail utilization during
2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See Security Unit budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
235
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAE: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: The Weld County Regional Communications Center (WCRCC)
provides dispatch services for 18 law enforcement agencies, 20 fire departments, 3
rescue/ambulance departments, plus local government including Public Works. Weld county
assumed management of the WCRCC on September 2,. 2013.
ACTUAL
LAST FY
NEXT
FINAL
FY
RESOURCES
REQUESTED
BUDGETED
CURRENT
FY
NEXT
FY
Personnel Services
$ 6,326,479
$ 6,999,289
$ 7,123,
320
$ 7,123,320
Supplies
80,437
39,359
38,359
38,359
Purchased
Services
573,922
1,591,832
2,418,693
2,418,693
Fixed Charges
0
0
0
0
Contra
Account
_2,456
0
0
0
Capital
194,639
75,000
0
0
Gross county cost
$ 7,173,021
$ 8,705,480
$ 9,580,372
$ 9,580,372
Revenue
3,229,848
3,752,784
4,991,945
4,991,945
Net County
Cost
$ 3,943,173
$ 4,952,696
$ 4,588,427
$ 4,588,427
Budgeted
Positions
71
78
78
78
SUMMARY OF CHANGES: The gross county cost is up $874,892 and net county costs are down
$364,269. The 3% cost of living is included in the recommended budget to provide users their
2020 charges by June 1st. Greeley Police will be reimbursing for the two dispatchers to allow
additional service of splitting their call channel ($253,760).
Supplies are down $1,000 for general supplies. Purchased Services are up $826,861 primarily
for MCM migration ($127,000), Motorola SUA contracts ($433,665), and Century Link-ESSINET
N ET
Tariff ($166,786). Capital is funded in the E91 -1 budget.
Revenues are based upon the new user rate structure adopted by the Board in May 2019, which
will increase the user fee to fire agencies to 40% starting in 2020, and phase in the user fee
increase for law agencies by charging 25% in 2020, 32.5% in 2021, and 40% in 2022. Fire and
law users will each have their own rate based upon dispatch console assignment. The costs
include the total operational costs and infrastructure depreciation, less what the E911 Authority
contributes. For 2020, users will be paying $2,182,852 under the formula. E911 will pay
$2,226,000. Banner will no longer be paying a user fee, since under the new formula the fire
districts will be covering ambulance dispatch costs. Greeley Police will pay $253,760 to fund two
dispatchers to allow the additional service of splitting their call channel. In addition, there is
revenue from tower rentals of $88,911, the Niwot tower maintenance of $8,000 and loan
repayment of $17,932. Windsor and Windsor -Severance Fire will pay $215,490 for the Tim nath
tower repayment for a total revenue of $4,991,945.
236
COMMUNICATIONS
(CONTINUED)
7000-22700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ES TIMA TED
PROJECTED
Work Outs uts
E-911 Calls
119,003
122,500
126,000
Non -911 Calls 296,460
305,300
314,450
CAD Incidents
for Law and Fire/Ambulance 405,707
417,878
430,000
EMD Calls 20,705
21,300
21,900
Wireless Subscriber Service Tickets
338
1,190
1,800
Efficiency Measures
FT E's
per 102000
per Capita
2.26
2.41
2.34
Per Capita
Cost
- Operating
Budget $12.54
$15.20
$15.20
EMD Call
per FIE 292
300
308
CAD Incident
per FTE 5,714
5,886
6,056
237
COMMUNICATIONS
(CONTINUED)
7000-22700
Goal PS WCRCCI: To answer 90% of 9-1-1 calls during the average busy hour each day within
10 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS
Improve
service
critical
of
dispatch
WCRCC
emergency
customer
in the
components
services.
1-1:
most
Percentage of calls answered
within 10 seconds
88.88%
90%
90%
Goal PS WCRCC 2: To answer 95% of 9-1-1 calls during the average busy hour each day within
20 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS
Improve
service
critical
of
dispatch
WCRCC
emergency
customer
in
components
services.
the
2-1:
most
Percentage
within
20
of calls answered
seconds
98.59%
97%
95%
Goal PS Wireless I: Resolve all Wireless Subscriber Service Requests
repairs)
within 20 days (includes
DESIRED
OUTCOMES
PRELIMI NARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS -Wireless
Improve
service
County
System
to
customer
Weld
Radio
Users.
1-1:
Resolve
requests
(includes
all
with
repair/replacement)
subscriber
20 days
service
of report.
91.6%
95%
95%
238
BUDGET WIT 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 and replacement plan for radios.
ACTUAL
LAST FY
BUDGETED
FINAL
RESOURCES
REQUESTED
CURRENT
FY
NEXT FY
NEXT
FY
Personnel Services
$ 0
$
0
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
3,529,861
0
0
0
Gross County
Cost
$ 3,529,861
$ 0
$ 0
0
Revenue
1,788, 313
0
0
0
Net
County Cost
$ 1,741,548
0
$ 0
$ 0
Budgeted
Positions
0
0
0
SUMMARY OF CHANGES: In 2018, a Ten -Year Capital Plan for the Weld County
Communications infrastructure and facilities was developed. Beginning January 1, 2019, the
increased E911 surcharge from 70 cents to $1.20 per month will raise an additional $1.67 million
per year. From the E911 surcharge amount each year $1,850,000 will be dedicated to fund the
Ten -Year Communications Capital Plan. The capital plan totals $19 million. The county's Capital
Expenditure Fund has $850,000 in reserve for the future communications building needs, but
none for equipment. No funding will be placed in this budget in future years for communications
equipment with the new funding plan for the 2020-2030 Communications Capital Plan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety 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
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,071,873
$ 1,225,
627
$ 1,295,131
$ 1,295,131
Supplies
952,275
889,658
693,307
693,307
Purchased Services
282,351
27,000
28,550
28,550
Fixed Charges
0
0
0
0
Contra Account
-725,890
-770,800
-719,946
-719,946
Capital
20,140
60,000
40,000
40,000
Gross County Cost
$ 1,600,749
$ 1,431,485
$ 1,337,042
$ 1,337,042
Revenue
522,379
462,480
447,967
447,967
Net
County
Cost
$ 1,078,370
$ 969,005
$ 889,075
$ 889,075
Budgeted
Positions
9.0
9.0
10.0
10.0
SUMMARY OF CHANGES: The gross county costs are down $94,443, and net county costs are
down $79,930. The 3% cost of living plus step increases are included in the recommended budget
to provide the Greeley Police and E911 their 2020 charges by June 1st. An additional Public
Safety Systems Analyst position ($126,426) has been added to the budget to accommodate the
workload and the potential upgrade or replacement of Spillman in 2020.
Supplies are down $196,351 with the major drop being in data center backup equipment and
software. Purchased Services are up $1,550. Capital is funded at $40,000.
The contra account for the E911 reimbursement for the CAD portion of the system is $719,946.
Revenues include $447,967 for charges to Greeley Police for the Records portion of the system.
PINANCE/ADMINISTRAT1ON RECOMMENDATION: Recommend approval. If Spillman is
upgraded or replaced in 2020 the funds are reserved and available in the General Fund and E91
fund balance amounts.
BOARD ACTION: Approve as recommended, including the new position.
240
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
A + TUA L ES I IMA TED PROJECTED
Work Out.uts
Service
Tickets
3,523 3,701 3,750
Efficiency Measures
FTES
per 10,000/capita
0.286 0.278 0.300
Per capita
cost (county
support)
$3.43
$2.99 $2.67
Goal
PS WCRCC 3:
To resolve Severe/Immediate/Urgent
Issues 100% monthly.
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS
Improve
customer
to
agencies
public
WCRCC
3-1:
service
safety
issues
Resolve severe/immediate/urgent
100% monthly.
100%
100%
100%
Goal
PS WCRCC 4: To resolve all
Service Requests 90% monthly.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS
Improve
customer
to
agencies
public
WCRCC
service
safety
2-1:
Resolve
monthly.
all service requests
90%
95%
100%
100%
Goal
PS WCRCC 5: Implement a new public safety information system.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
information
PS
Implement
new
safety
system
fCRCC5-1:
public
a
Implementation
0%
0%
50%
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Public Safety Wireless Communications - - 1000-22500
DEPARTMENT DESCRIPTION: Provides wireless communication maintenance of radio
equipment for all Weld County Regional Communications Center (WCRCC) users which are for
18 law enforcement agencies, 20 fire departments, 3 rescue/ambulance departments, plus local
government including public works. Weld County began offering this service in-house June 2018.
ACTUAL
LAST
FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 0
$ 150,642
$ 115,528
$ 115,528
Supplies
0
3,150
8,045
8,045
Purchased Services
0
28,259
20,141
20,141
Fixed Charges
0
100,104
141,686
141,686
Contra
Account
0
0
0
0
Capital
0
6,180
0
0
Gross County
Cost
$ 0
$ 288,335
$ 285,400
$ 285,400
Revenue
0
288,335
285,400
285,400
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
0
1.0
1.0
1.0
SUMMARY OF CHANGES: This is the second year for this budget, so there has been more
experience how the costs will align by account. The gross county costs are $285,400, and net
county costs are up $0. The 3% cost of living plus step increases are included in the
recommended budget to set 2020 service rates.
Supplies total $8,045 for operating supplies. Purchased Services total $20,141 for training
($12,615), memberships ($322), telephone ($1,236), and vehicle costs ($5,850). Fixed costs
include miscellaneous costs of $141,686 for overhead costs, depreciation, contingencies, and
capital reserve.
Revenues include $285,400 for full cost recovery for the radio maintenance services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
242
PUBLIC SAFETY WIRELESS COMMUNICATIONS
(CONTINUED)
1000-22500
PERFORMANCE MEASURES
A + TUA L ES I IMA TED PROJECTED
Work Out.uts
Service
Tickets
0 2,600 2,600
Efficiency Measures
FTES
per 10,000/capita
0.000 0.031 0.030
Per capita
cost (county
support)
$0.00 $0.00 $0.00
243
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER'S OFFICE
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
employs the registered pathologists and laboratory facilities of McKee Medical Center.
ACTUAL
LAST FY
FINAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
Fly
NEXT FY
Personnel Services
$ 1,032,462
$ 954,238
$ 954,238
$ 1,083,604
Supplies
9,629
24,200
$ 32,948
$ 32,948
Purchased Services
413,831
372,466
$ 393,690
$ 393,690
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,455,922
$ 1,350,904
$ 1,380,876
$ 1,510,242
Revenue
0
0
$ 750
$ 750
Net County Cost
$ 1,455,922
$ 1,350,904
$ 1,380,126
$ 1,509,492
Budgeted
Positions
9
10
10
11
SUMMARY OF CHANGES: The requested budget is up $29,972. Supplies are up $8,748 in
operating supplies ($10,448) and computer attachments ($800) with offsetting reductions in office
supplies ($1,000) and small items of equipment ($1,500). Purchased services are up $21,224
primarily in medical services ($9,209) and vehicle costs ($12,040).
As the county's population increases and the number of deaths rises (about 20% from 2015 to
2018), and as the "acuity" of these deaths necessitate more autopsies due to traffic crashes,
suicides and accidental overdose cases (up from 169 autopsies in 2015 to 253 autopsies in 2018).
A new morgue facility will be opened in 2020, which will allow autopsies to be done locally, which
will be much more efficient. There may be a need for a supplemental appropriation in 2020 to
accommodate the new facility for items, such as supplies and equipment. Capital items, such as
x-ray machines, furniture, autopsy tables, coolers, etc. are included as part of the capital project
costs in the Capital Expenditure Fund. Staffing the morgue with a diener position will also be
needed once the facility is opened.
FINANCE/ADMINIS TRA TION RECOM ENDA TION: Recommend approval. During 2019 the
Board approved the Coroner having one overfilled position due to turnover and workload. The
Coroner is requesting a continuation of this arrangement in 2020 until the new morgue opens
when staff time will be reduced for autopsies. The position at that time may be replaced by a
diener position, to assist with autopsies. If the overfilled position is approved to be continued in
2020 $85,422 will need to be added to the 2020 final budget.
244
CORONER
(CONTINUED)
7000-23200
BOARD ACTION: Board approved the overfilling of one position due to turnover and workload
($85,422). Final budget adjustments include an increase in salaries of $43,944. No other changes.
PERFORMANCE MEA SURES
Work
number
Out • uts
investigated
reviewed
support)
toxicology)
ACTUAL ESTIMATED PROJECTED
1,370 1,550
677
253
0.286 0.301
$4.63 $4.17
$1,333 $1,350
750
275
1,625
0.330
$4.53
$1,350
780
245
Total
Number
Number
Efficient
of cases
of cases
of full autopsies
Measures
FTEs
Per
Cost
capita
per
per
10,000/capita
autopsy
cost
(county
(with
STRATEGIC GOALS
Goal PS Cal: Continually adjust
to meet readiness and service needs
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Investigative
cycle
PSC
1-1:
report
time
All
submitted
14
investigative
to
days
the
of
supervisor
assignment.
reports
are
within
75%
85%
90%
PSC 1-2:
7to5PM:
7to5PM:
Improve
times
to
response
scenes
by
Response
times
measured
by
80%
75%
80%
10% from 7AM
to
5
dispatch
time report
information.
After hours:
After
hours:
PM and 15% after
hours
85%
85%
245
CORONER
(CONTINUED)
7000-23200
Goal PS C2: Enhance professionalism and
promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
reporting
Improve
PS 02-1:
case
efficiency
coroner
report
Conversion
-specific
time
from
software,
and duplication
Spillman
saving
of
to
effort
100%
100%
100%
training
PS C2-3:
Formal,
documented
for
members twice
each month,
offered in
asynchronous
format
staff
an
Using
saving
specific
in-house
resources,
and
training
member
to
other
provide
each
cost
job-
staff
-
85%
100%
100%
individualized
structured
improvement
through
participating
Wellness
members
PS
Provide
02-4:
the
staff
an
wellness
County
Program
and
plan
Department
programming
Using
provide
existing
voluntary
individualized
assessments
employee
efficiency
county
and
intended
wellness
participation
resources,
wellness
year
by
to
increasing
-long
improve
in
15%
25%
30%
Goal PS C3: Maintain highly -qualified
staff to meet the
Department
present and future needs of the
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
certification
investigators
PS
National
eligible
C3-1:
for all
Assure
nationally
within
that
-certified
first
all
year
field
or
of employment.
personnel
state
-certified
are
80%
100%
100%
PS
Meet
education
required
state
Standards
Training
03-2:
continuing
hours
by the
Coroner
and
Board
Assure
compliant
Standards
continuing
that
the
with
education
Coroner
required
and Training
requirements
remains
Coroner
Board
100%
100%
100%
246
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services —1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail, and offer recommendations on possible
safe release options of these persons. They also provide supervision methods for selected
defendants released from jail before trial in order to decrease any unnecessary and costly pretrial
incarceration, to assure that they will appear and answer before the Court and to reduce any
future criminal acts. Department also provides administrative support to the Criminal Justice
Advisory Committee (CJAC).
ACTUAL
LAST
FY
NEXT
FINAL
FY
RESOURCES
BUDGETED
REQUESTED
CURRENT
FY
NEXT FY
Personnel Services
$ 899,363
$ 1,048
747
$ 1,200,339
$ 1,274,666
Supplies
11,
684
37,000
40,000
40,000
Purchased Services
62, 940
47,360
47,350
47,350
Gross County
Cost
$ 963, 987
1,133,097
1,293,639
$ 1,361,916
Revenue
40,623
39,000
39,000
39,000
Net
County Cost
$ 923,364
$ 1,094,097
$ 1,254,639
$ 1,322,916
Budgeted
Positions
11.50
13.50
15.50
15.50
SUMMARY OF CHANGES: The Department is requesting an increase in Personnel Services to
fund 2.0 FTE Pretrial Services Specialists ($147,890), reclassify a Pretrial Services Specialist to
a Pretrial Services Specialist II ($2,016), and reclassify the Pretrial Services Supervisor to a
Pretrial Services Manager ($7,666). Due to the state assuming the Court Date Notification (SB 1 -
36) Program it is requested the current incumbent of the program be retained as a Pretrial
Services Office Tech III ($61,320), at the same cost. All the personnel requests result in a net
increase of $157,592.
Supplies costs up $3,000 for software licenses.
Final budget adjustments include an increase in salaries of $68,226.
FINANCE/ADMINISTRATION RECOMMENDATION: With two more judges coming on board to
the 19th Judicial District, the demand for Pretrial Services will continue to intensify and workloads
increase. Additional personnel and redistribution of task assignments will help meet demands.
This program produces cost -avoidance at the jail and efficiencies to assure public safety and
appearance of defendants to court hearings. Therefore, all position requests are recommended.
BOARD ACTION: Approve as recommended, including all position changes.
247
PRETRIAL SERVICES
(CONTINUED)
1000-24700
PERFORMANCE MEASURES
Work Out•uts
Assessments
Supervision
(ADP)
ACTUAL TUAL ESTIMATED
PROJECTED
10,
3,490
970
.366
$2.94
000* 11,000
3,600
1,300
.417
$3.38
3,800
1,450
$3.97
.465
NA
Pretrial
Defendants
Court
Services
Date
Risk
on Pretrial
Call Notifications
Measures
Efficiency
FTE's
per
10,000/capita
net
cost
Per capita
Goal PS
and supervision
contact
JS1:
while
To reduce the
services;
on supervision
cost of
assure defendant
in the
pretrial incarceration
court
community.
appearance
through effective
and no
new
pretrial release
law enforcement
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
PRoErTED
ESTIMATED
PERFORMANCE
INDICATOR(S)
PS JS -1: Pretrial
use evidence -based
3,495
3,600
3,700
To
Services. Assist
practices in defendant
risk
defendant
defendant
projected
county and
assessment
for
pretrial release
bond risk
bond risk
defendant
judicial
officials
and
supervision
of defendants
assessments
assessments
bond risk
by formulating
in the community; assure court
at
the jail
at
the jail and
assessments
release
appearance
and law -abidance.
and 1,200
1,300
at
the
jail
and
recommendations
defendants
defendants
on
1,400
and
providing
on
community
projected
supervision
of
community
supervision
defendants
on
defendants that
supervision
(ADP)
community
reasonably
(ADP)
supervision
assure that those
on conditional
(ADP)
release
return
to
court
and do not
Estimated variable cost
$250925800
$2,267,200
$2,441 , 600
engage in
avoidance to help
manage
criminal activity
high
expense
of operating
the
pending
their trial
jail*..
and/or
* recalculated
based on updated
jail
sentencing.
figures at $109 per day costs
PRETRIAL SERVICES
(CONTINUED)
1000-24700
Goal PS J52: To
local justice system
overall service delivery.
resource and capital
assist the
policy
Use
needs
Criminal Justice
makers to analyze,
this information
for Weld County.
Advisory
to
Committee
problem solve
regularly update
and
(CJAC)
create
and maintain
be a resource to
efficiencies to
long-term
DESIRED
OUTCOMES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS -2: CJAC.
Set meeting
dates,
agendas,
Four
to six
Four
to six
Four to six
Provide
take
meeting minutes and
meetings
meetings
meetings
professional
distribute to members and
the
staffing and
BOCC; administer
CJAC
coordination
to
Bylaws.
the committee;
facilitate,
and
Provide
professional analysis,
Ongoing
Ongoing
Ongoing
advance their
and coordination
with
justice
work.
system
agencies.
PS .1S-3: court
Improve
efficiencies and cost
85%-90%
85-90%
N/A
Date
avoidance at
the
Weld County
Appearance
Appearance
Notifications.
Jail, for
the
19th
Judicial District
Rate
to
Rate
to
Provide call
courts and for
local law
Division A
Division A
ahead
to defendants
scheduled
court
reminders
hearings.
for
enforcement
agencies.
(first
appearance
court,
summons)
via
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 {Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost-effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL LAST
BUDGETED
REQUESTED
FINAL
FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,434,915
$ 1,770,538
$ 1,770,538
$ 1,762,482
Supplies
25,075
28,090
28,890
28,890
Purchased Services
177,383
217,098
217,098
217,098
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,637,373
$ 2,015,726
$ 2,016,526
$ 2,008,470
Revenue
942,975
964,350
964,350
964,350
Net
County Cost
$ 694,398
$ 1,051,376
$ 1,052,176
$ 1,044,120
Budgeted Positions
17.0
21.0
21.0
21.0
SUMMARY OF CHANGES: Budget is up $800 with a $400 reduction in software maintenance,
offset by an increase of $1,200 for postage to meet changes in Victim Rights notifications.
Offender placements have steadily increased for both programs, with performance measures
continuing to indicate the programs are effective
Final budget adjustments include a decrease in salaries of $8,056.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
250
Work Release /Electronic Monitoring
(Continued)
7000-24725
PERFORMANCE MEASURES
ACTUAL L ESTIMATED
PROJEC TE D
Work Out
•uts
Avg. Work Release
Clients - ADP 180 185-190
200
Avg. Electronic
Home Monitoring
- ADP
75 75
85
FTE's
per 10,000/capita
.558 .645
.630
Per capita
net cost
$2.03 $3.23
$3.13
Goal
jail;
PS
deliver
J54:
effective
To
provide
offender
safe
and
services
less
expensive
for
seamless
sentencing
community
alternatives to the use of
re-entry.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS4-1:
Offender
utilization
180
ADP
-
185
- 190
ADP -
200 ADP
-
Alternative
by
providing less
Work
Work Release
Work
Release
Release
Programs
-
costly
sentencing
Provide safe,
alternative
to
jail
70 ADP
75 ADP
85 ADP
—
—
—
community
based
incarceration
for
Electronic
Electronic
Electronic
alternative
adult
convicted
Home
Home
Home
sentencing
offenders;
Monitoring
Monitoring
Monitoring
placement
options
for eligible
adult
offenders ordered
Offenders taking
by the courts, in
part
in educational,
lieu of
traditional
rehabilitative
and/or
100%
100%
100%
jail
sentence.
employment
Ensure
offenders
given
programming; and
are
opportunities
access
to
Estimated
variable
resources;
cost
savings of
treatment
and
programs to
$945,000
$997,500
$1,090,000
employment
taxpayers
for
services, while
clients'
average
living in
a staff-
length
of
stay at
secure
Work
Release
correctional
selling
Facility
(excludes
or on electronic
electronic
home
monitoring
home
monitoring
confinement.
placements).
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services —1000-24150
DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
ACTUAL
LAST FY
FINAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
NEXT FY
Personnel Services
77,950
99,213
137,900
137,900
Supplies
0
500
500
500
Purchased Services
996
500
500
500
Gross County Cost
78,946
$ 100,213
138,900
$ 138,900
Revenue
19,790
16,000
16,000
16,000
Net
County Cost
59,156
84,213
122,900
$ 122,900
Budgeted
Positions
1
1.25
1.50
1.50
SUMMARY OF CHANGES: The budget reflects actual workload of the Diversion Director, of
which half of the job is spent supervising and working on Adult Diversion programming. Personnel
costs were reallocated from Budget Unit 15250 with the elimination of juvenile restorative justice
grant funding. The amount budgeted also accounts for changes in staff utilizing county funded
health insurance.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program cost
effective by reducing time offenders may spend in jail otherwise.
BOARD ACTION: Approve as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a slate official the
District Attorney does not provide workload measures or goals in the budget document
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County,
sub -contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison. Justice Services oversees all aspects to the administration of community
corrections.
ACTUAL
LAST
FY
FINAL
BUDGETED
RESOURCES
REQUESTED
CURRENT
FY
NEXT FY
NEXT
FY
Personnel
Services
$ 60,793
$ 63,730
$ 63,044
$ 63,044
Supplies
6, 000
6,000
6,000
6,000
Purchased Services
2,850 626
2,926,241
3,263,703
3,263,703
Fixed
Charges
25,061
26,061
26,061
26,051
Capital
0
0
0
0
Gross County
Cost
$ 2,942,469
$ 3,020,022
$ 3,367,796
$ 3,367,796
Revenue
2,942,469
3,020,022
3,367,796
3,367,796
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
1
1
1
'1
SUMMARY OF CHANGES: Average daily residential and non-residential offender populations
at the Community Corrections Facility are increasing. State allocation per diem increase for SFY
19/20: $2,390,430 for Residential Services for Diversion, Transition and Condition of Parole
placements; $72,029 for Non -Residential Diversion services, $100,000 for Offender Correctional
Treatment Support Services, $63,196 for Residential Condition of Probation placement services,
$121,065 for Facility Payment funding to mitigate vendor staff turnover and promote evidence
based programming, and $121,078 for Community Corrections Board and Department
administration.
The revenue from the lease amount paid by the vendor to use the Community Corrections Facility
is budgeted at $303,444 per year and is listed under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RDCOM ENDATION: Recommend approval. Program is 100%
paid by the state of Colorado.
BOARD ACTION: Approve as recommended.
253
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
7000-24200 & 24220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
Intervention
Total
Populations
Residential
Diversion
Efficiency
Average
Community
Daily
by Type
Diversion,
and IRT
Measures
Populations
-
Placements
Non
Correction
Residential
-Residential
Services:
of Offender
Transition,
250 250 260
FTE's
per 10,000/capita
0.032 0.031 0.030
Goal PS JS5: To provide safe
administer the Weld County
agreements with the Colorado
vendor and of the Community
and less
Community
Department
Corrections
expensive alternatives to the use of jail and prison;
Corrections Board, various contracts and
of Public Safety►, provide oversight of selected
Facility.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS J53-1:
Cost
savings by providing a less
170
185
204
Community
costly
alternative
jail and prison
residential
residential
residential
Corrections -
incarceration for adult convicted
(capacity)
(capacity)
(capacity)
Provide safe,
offenders.
community
based
40 non-
40 non-
40 non -
correctional
residential
residential
residential
placement
for
Recidivism rates
for offenders,
eligible adult
completing
the community
offenders ordered
by the Courts
corrections
substantially
program is
lower after release
2-3%
2-3%
2-3%
and/or
than
offenders either
released
Department
of
from prison or placed directly
on
Corrections.
parole.
offenders
Ensure
are
given
All offenders participate
in some
210
250
260
opportunities
&
form of educational and/or
access to
reentry
vocational
programming.
resources;
treatment
and
Receive, manage, and process
$2,942,350
$3,020,471
$3,357,798
employment
all allocated community
services, while
corrections
funds from
the State.
living in a staff
-
secure residential
Approximate
variable cost
correctional
avoidance/savings ratio
of
$1,800,000
$2,000,000
$2,000,000+
setting.
to
community
taxpayers.
corrections
program
254
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-251 00
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on -site inspections during each phase of construction to insure minimum requirements
are met. The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
ACTUAL LAST
FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 1,097,107
$ 1,180,033
$ 1,180,033
$ 1,285,931
Supplies
156,359
82,000
74,500
74,500
Purchased Services
80,051
102,923
85,026
85,026
Fixed Charges
147,217
165,226
291,568
291,568
Capital
0
0
0
0
Gross County
Cost
$ 1,480, 734
$ 1,530,182
$ 1,631,127
$ 1,737,025
Revenue
4,187,
978
2,650,000
2,850,000
2,850,000
Net
County
Cost
$ -2,707,244
$ -1,119,818
$ -1,218,873
$ -1,112,975
Budgeted Positions
12.00
13.00
13.00
13.00
SUMMARY OF CHANGES: Expenses for the budget are up $100,945 primarily due to the
increase in the chargebacks from Planning to Building Inspection ($126,342) in Fixed Charges.
Supplies are down $7,500 in office supplies ($2,000) and software maintenance ($5,500).
Purchased Services are down $17,897 in vehicle costs.
Revenues are up $200,000 in Electrical Permits ($150,000) and Plan Checks ($50,000) based on
projected activity and rates remaining the same in 2020. Overall net county costs for the requested
budget are down $99,055.
Final budget adjustments include an increase in salaries of $105,898.
FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
BUILDING INSPECTION
(CONTINUED)
7000-25700
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
2 aln.1198 2002
Field Inspection Work Out
• uts
Number of Building Permits
Issued
2,530 2,300 2,400
Number of inspections
performed 24,063 24,200 24,100
Avg. # of inspections
per Inspector
19.25
19.22 19.5
Number of Inspectors
5 5
5
Number miles driven by Inspectors
145,000 146,000
145,000
Walk-ins 5,709 5,800 5,700
Number of Plan Reviews 2,363 2,200 2,250
Number
of Plan
Examiners
3 3 3
Number of Building Compliance
violations 69 80 70
Number of Building Complaints
62 70 65
Number Compliance
cases closed 71 71 70
Number of Building Compliance
Officers 1
1
1
256
BUILDING INSPECTION
(CONTINUED)
1000-25700
Goal CED 7:
Ensure safe construction
throughout
unincorporated
Weld County.
ACTUAL
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
Attendance
of each
Plans
18
100%
18
100%
100%
18
CED7-1:
inspections
Conduct
and
plan
and
following
adopted
codes
quality
reviews
safe
Examiner/Building
Inspector/Building
ICC
Maintenance
certifications
C
classes
(7
of
staff)
appropriate
Official/Tech
at
2
Goal
CED
8:
Increase knowledge
and
understanding
of adopted
codes to citizens,
homeowners, contractors, and
builders
through
education.
PRELIMINARY
ACTUAL
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
CED 8-1:
To
Revise
website
Host/attend
Trades
per year
Plans
the Building
changes
Provide
field to
by inspectors
examiner
handouts
quarterly
Advisory
"team
ensure
to
two
code
Official
training"
consistency
and
Building
meetings
present
quarterly
any
update
to
in
the
100%
2
4
3
100%
2
4
3
100%
2
4
3
information
ensure
updated
available
public
and
Ensure
website
on
current
to
handouts
routine
is
the
and
communication
builders and
contractors
Ensure inspectors
with
have
handouts
field
technical
Consistent
inspections
conducted
field
more
for
in
a non-
audience
the
in the
BUILDING INSPECTION
(CONTINUED)
1000-25700
Goal CED
9: Maintain quality,
professional and timely site inspections.
DESIRED
OUTCOMES
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
PRELIMINARY
ACTUAL
PROJECTED
ESTIMATED
inspections
CED
Maintain
of
expirations
ensure
are
current.
9-1:
a record
and
to
permits
Percentage
records
of
complete
100%
100%
100%
permit
turnaround
Provide
for inspections.
24
-hour
time
Percentage
turnaround
(measured
of
inspections
by
24 -hour
complaints)
99%
99%
99%
Ensure
entering
timeliness
and
is
Maintain
Accela
updated
to
proficiency
ensure
and
in
information
available
95%
95%
100%
of
inspections
appropriate
follow-up.
Provide
plan
Review
plans
in a timely
review
turnaround
current
time frame.
within
policy
manner
time
complaints
frame
current
—
measurable
with
policy
by
100%
100%
100%
Return
call
questions
24
customers
and
within
hours.
Measurable
complaints
by number
annually
of
100%
100%
100%
levels
Maintain
customer
with
quality
existing
service
staff
Measurable
complaints
by annual
100%
100%
100%
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: OIL AND GAS ENERGY DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Oil and Gas Energy - - 1000-25200
DEPARTMENT DESCRIPTION: Responsible for permitting, regulating and enforcing surface
and air oil -and -gas operations for drilling sites located in unincorporated areas of Weld County.
FINAL
RESOURCES
ACTUAL LAST
BUDGETED
REQUESTED
FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 0
$ 0
$ 1,616,
765
$ 1,616,765
Supplies
0
0
29,241
29,241
Purchased Services
0
0
333,994
333,994
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 1,980,000
$ 1,980,000
Revenue
0
0
1,980,
000
1,980,000
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
0.00
0.00
15.00
15.00
SUMMARY OF CHANGES: The department was formed July 16, 2019, and will employ up to 15
staff members including a director, an oil and gas planner, permitting and enforcement officers,
hearing officers, and office techs as well as co -locating Public Works employees, who work on
access permits and storm drainage, and Public Health and Environment employees, who will
monitor air quality and other environmental factors to ensure the health, safety, and welfare of the
environment and Weld County residents. It is the goal of the county that the department's costs
($1,980,000) will be fully offset by permit fees ($1,980,000).
The full complement of staffing is funded in the 2020 budget, but staff will be hired on a phased
basis as workload justifies the added staff. Initially only nine positions will be filled, and others
added as needed to keep up with the oil and gas industry's permit submissions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
OIL AND GAS ENERGY
(CONTINUED)
7000-25200
PERFORMANCE MEASURES
Work Out
no wells
support)
ACTUAL
ESTI A TED
PROJECTED
,
0
0
0
0
0.00
$0.00
0
0
0
0
0.00
$0.00
$55'000
200
10
1,900
0.450
$0.00
• uts
LAP Permits
WOGLA
WOGLA
Wells
permits
Permits
Measures
with
Efficiency
FTE's
per
10,000/capita
cost
(county
Per capita
260
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
ACTUAL LAST
BUDGETED
FINAL
RESOURCES
REQUESTED
NEXT FY
FY
CURRENT FY
NEXT FY
Personnel Services
$ 503,110
$ 490,362
$ 492,687
$ 514,027
Supplies
63,325
76,850
76,850
76,850
Purchased Services
332,240
414,886
414,886
414,886
Fixed Charges
8,771
0
0
0
Capital
0
0
15,000
15,000
Gross county
cost
$ 907,446
$ 982,098
$ 999,423
$ 1,020,763
Revenue
63,422
6,000
6,000
6,000
Net County
Cost
$ 844,024
$ 976,098
$ 993,423
$ 1,014,763
2 FTE
2 FTE
2 FTE
2 FTE
Budgeted Positions
1O
PT
10
PT
1O
PT
1O
PT
SUMMARY OF CHANGES: Budget request is up $17,325. Personnel Services increased $2,325
for the addition of overtime for two FTE's x 50 hours.
Capital was an added cost for an unmanned aircraft system (drone) to map weeds, inspect roads,
culverts and bridges, and for use during natural disasters at $15,000.
Final budget adjustments include an increase in salaries of $21,340.
FINANCE/ADMINISTRATION RECOMMENDATION: The drone is a policy issue for the Board.
The Sheriff's Office has a drone that possibly could be shared. The other issue is some of the
commissioners in a prior meeting voiced some privacy concerns citizens may raise from a county
drone flying over their property. All other items are recommended.
BOARD ACTION: Board approved the budget as recommended, including the drone.
NOXIOUS WEEDS
(CONTINUED)
7000-26700
PERFORMANCE MEASURES
Work Out • uts
noxious
2017)
support)
weeds
ACTUAL ESTIMATED PROJECTED
2,404
8,186
being 1,574
0.0636
$2.68
2,400
7,500
1,600
0.0618
$3.01
2,400
7,500
1,600
0.0600
$3.05
Mowing
Spraying
Acres
sprayed
Sprayed
Lane Miles
Lane Miles
(Only
beginning in
Measures
Efficiency
FTE's
Per
per
10,000/capita
cost (county
capita
Goal TPW9: Implement
landowners with
compliance
theColorado
with
the
Weed
law
Management
through public education
Act
on County
and
assistance.
properties
and assist
ACTUAL
DESIRED
PRELIMINARY PERFORMANCE
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
TPW9-1:
Respond
and
landowners
within
working
emails
one
day.
to calls
from
98%
generated
within
of
one
citizen
contacts
working
and
landowner
responded
day.
to
100%
100%
100%
TPW9-2:
Perform
weed control
all Weld
owned
properties.
noxious
County
on
95%
owned
otherwise
weeds
of non -roadway
by Weld
controlled
annually.
County
for
properties
sprayed
noxious
or
Yes
Yes
Yes
TPW9-3:
Mowing/spraying
of all roads
maintained
WeldCounty.
by
95% of all Weld
roads and intersections
addressed for
annually.
County
noxious
maintained
will be
weeds
Yes
Yes
Yes
TPW9-4:
Resolve
notices
landowners
noxious
infestations.
all legal
mailed
for
weed
to
90% of
landowners
brought
all
into
legal notices
in Weld
compliance.
mailed
County
will
to
be
100%
90%
90%
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards Planning
and coordination with county departments, agencies and organizations.
ACTUAL LAST
FINAL
RESOURCES
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
FY
NEXT FY
Personnel
Services
$ 296,884
$ 340,505
$ 340,505
$ 399,829
Supplies
24,
629
29,900
33,989
331989
Purchased
Services
102,236
191,795
247,450
247,450
Fixed Charges
-1,095
0
0
0
Capital
8, 590
0
0
0
Gross County
Cost
$ 424,638
$ 562,200
$ 621,944
$ 681,268
Revenue
112,
909►
115,000
196,400
194,600
Net
County
Cost
$ 311,729
$ 447,200
$ 425,544
$ 486,668
Budgeted
Positions
3.6
4.0
4.0
4.0
SUMMARY OF CHANGES: Supplies are up $4,089« with an increase of office supplies for added
staff ($200), and software maintenance ($3,889). Purchased Services are up $55,655 for printing
for Incident action plans, training materials and instruction guide ($2,000), phones ($4,155), and
contract payment ($240500) primarily associated with the Hazardous Materials Emergency
Planning grant costs.
Total estimated grant funding of $194,600 includes the Emergency Management Grant ($55,000),
the Mitigation Grant for our Mitigation Plan ($60,000), and the Hazardous Materials Emergency
Planning Grant ($79,000). Grant funding is always a questionable funding source, the State
DHSEM is currently doing a complete review of all grants funded to local jurisdictions and
developing a "Fair and Equitable Share" standard for funding. This may change the amount of
funding we receive from the Emergency Planning grant, but we could see an increase in the
Hazardous Materials Emergency Planning grant due to the activity we have with the Oil and Gas
industry and our reporting facilities for the Tier II program under the Emergency Planning and
Community Right -to -Know Act.
Our overall budget request shows a decrease of $21,656 because of the increase of grant funding.
Final budget adjustments include an increase in salaries of $59,324.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
263
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
BOARD ACTION: Approve as recommended.
PERFORMANCE MEASURES
ACTUAL ES TIMA TED PR JEC TED
Work Out • uts
Number
Number
Number
Efficiency
of
of
of inspections
drills
people
Measures
and
exercises
participating
and/or
in
reports
drills
12
500
18
12/24
12
500
12
500
24
FTE's
per 10,000/capita
0.095
0.124
0.120
Per capita
cost
$0.99 $1.38
$1.46
Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and sustain
broad and sincere relationships among individuals and organization to encourage trust, advocate
a team atmosphere, build consensus, and facilitate communication.
• GOAL 1. Enhance capability necessary to protect the community from all hazards
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld County
2. Ensure and improve the level of preparedness through training and exercise
opportunities
3. Bolster planning efforts through cooperative collaboration with community partners
• GOAL 2. Increase response capability necessary to improve life safety, property
protection and environmental preservation
1. Heighten the level of readiness through emerging technologies
2. Expand public, private, non-profit and faith -based partnerships to strengthen response
capabilities
3. Assess, identify, maintain and enhance resources for emergency response
• GOAL 3. Implement initiatives to engage the whole community inorder to more
effectively recover from disasters
1. Enhance community partnerships to identify and resolve unmet needs
2. Review and enhance short and long-term recovery methods
3. Pioneer new techniques for more accurate and timely damage assessments
• GOAL 4. Build a more resilient community through innovative mitigation strategies
1. Identify and apply new research to accurately assess possible risks and hazards to
the community
2. Leverage various funding sources to complete mitigation projects
NOTE: OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT: http://wwwsco.weld.co.usiDepartments/OEMindex.html
264
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development
referrals; 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
LAST
FY
NEXT
FINAL
FY
RESOURCES
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
Personnel Services
$ 3,116,697
$ 3,609,902
$ 4,078,558
$ 4,066,554
Supplies
169,166
166,865
211,997
211,997
Purchased
Services
678,737
4,916,870
5,691,576
11,575,276
Capital
1,382
150,000
205,000
205,000
Contra
-331,761
-639,31 8
-1,139,015
-1,139,015
Gross County
Cost
$ 3,634,221
$ 8,404,319
$ 9,048,116
$ 14,919,812
Revenue
0
0
0
0
Net county cost
$ 3,6344,221
$ 8,404,319
$ 9,048,116
$ 14,919,612
Budgeted Positions
28
35
38
38
SUMMARY OF CHANGES: The budget request is up $643,797. Personnel Services are up
$268,656. Requesting the following promotions: Engineer I to Engineer III position (approved
2019 mid -year) and Engineer III to Senior Engineer position for a total cost of $19,452. Addition
of two Engineer Tech I positions for Permitting: one for Development Review -Access Permits,
and one for Right -of -Way Transport Permits for an increase of $150,436. One Engineer I for the
it and Gas Energy Department ($96,268). An increase in outerwear reimbursement for additional
staff totaling $500.
Supplies increased $45,132 for Software Maintenance, mainly due to additional Cartegraph
Licenses. Purchased Services increased $774,706. Memberships, Travel & Meetings, and
Training increased by $9,340 due to additional training and certifications for new staff. Other
Purchased Services are up $338 to include additional Stormwater educational materials and
compliance requirements. Engineering and Architectural increased $116,500 due to additional
surveying and RIW acquisition. Other Professional Services increased $38,528 due to the
addition of the Stormwater Excellence program and annual increases in Geotechnical Services
and NFR Admin Local Match. Strategic Roads increased by $250,000 for the addition of Right -
of -Way purchases which was moved to this account from Other Public Works. Grants and
Donations was added for a total of $360,000 for reimbursement to the Town of Johnstown in
accordance with the Intergovernmental Agreement for the paving of Weld County Road 50.
The Chargeback to Planning division for work supporting their division has increased to $954,032.
The Chargeback to Oil and Gas Energy Department is $184,982 for a total Chargeback of
$1,139,015. Planning Capital increased $55,000 for Office Equipment and three weather stations.
Final budget adjustments include a decrease in salaries of $12,004.
265
GENERAL ENGINEERING
(CONTINUED)
1000-37700
FINANCE/ADMINISTRATION RECOMMENDATION: Workload and staffing requirement should
be reviewed just prior to the October budget work sessions to see if the workload in Permitting
still justifies the two additional Engineering Techs, especially in light of the oil and gas permitting
changes. Other position upgrades are recommended.
All other items recommended.
BOARD ACTION: The Board approved adding $8,827,700 for the WCR 35 project in Greeley,
and $2,000,000 for the Evans 23rd Avenue project. The Capital Expenditure Fund will be
decreased to offset these increases. The Board added $56,000 for the SH 52 PEL grant match.
All other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Outputs
Number of designs
completed
15
14 13
Number
of
construction
projects
completed
10
5 5
Number of land use case reviews 800 800 800
Access Permit 700 800 900
Right -of -Way Permits 600 650 1,200
Efficiency Measures
FTE's
per 10,000/capita
0.8907 1.0811 1.1141
Per capita
cost
$11.56
$25.96 $44.78
*Numbers do not include flood projects.
266
GENERAL ENGINEERING
(CONTINUED)
1000-3.1100
Goal TPW8:
county
road and
Development,
bridge
engineering
design,
inspection,
services
testing,
for both
in-house
planning,
and review
and contracted
of
all
projects.
phases of
PRELIMINARY
ACTUAL
DESIRED
PERFORMANCE
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
TPW8-1:
Develop
Capital
Improvement
Plans
accurate
Plans
after
construction
will
project
not
require
goes
95%
to
changes
of the time
100%
100%
100%
TPW8-2:
Perform
construction
testing
accurate
Construction
require
calculations
repeat
tests
95%
tests
will
of
or
the
not
re-
time
100%
100%
100%
improvement
agreements
TPW8-3:
Present
accurate
Improvement
be
to the
error free
BOCC
agreements
when
98% of
presented
the
will
time
100%
100%
100%
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
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. Also provides security
for the park.
ACTUAL
LAST FY
FINAL
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 60,677
$ 62,583
$ 62,583
$ 66,331
Supplies
1,882
1,750
1,750
1,750
Purchased
Services
3,824
12,900
12,900
12,900
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 65,383
$ 77,233
$ 77,233
$ 80,981
Revenue
8,874
5,000
5,000
5,000
Net
County
Cost
$ 57,509
$ 72,233 i
$ 72,233
$ 75,981
Budget
Positions
1
1
I
1
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $3,748.
No other changes.
FINA NCE/A► DMINISTRA TI ON RECOMMENDA TION: Recommend approval.
BOARD ACTION: Approve as recommended.
PERFORMA NCE MEA SURES
Work Out • uts
support)
ACTUAL ESTIMATED
PROJECTED
600 600 600
0.032 0.031 0.030
$0.183 $0.223 $0.229
Number of visitors
Work Out • uts
per
10,000/capita
cost
(county
FTE's
Per capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects.
ACTUAL
LAST FY
CURRENT
BUDGETED
FY
FINAL
NEXT FY
RESOURCES
REQUESTED
NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
0
Supplies
0
0
0
0
Purchased Services
29,000
129,000
239,000
239,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross county cost
$ 29,000
$ 129,000
$ 239,000
$ 239,000
Revenue
0
0
0
0
Net
County
Cost
29,000
$ 129,000
$ 239,000
239,000
Budgeted Positions
nib
n/a
nla
n/a
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. The Board agreed, in April
2004, to fund the county's share. A new IGA was developed in 2006, which includes full
maintenance and administration of the trail, with each party paying one-third of the costs. The
City of Greeley does the maintenance and administration through its Parks Department. The
Poudre River Trail improvements are over twenty years old and are beginning to require major
repairs. Starting in 2017 $100,000 each year was included for Poudre River Trail repairs. In 2020
the Poudre River Trail Board is requesting funding to repair, the Duran Section estimated at
$200,000. This section of the trail is entirely located in the County. The City of Greeley will
address the Railroad Bend section or the highest priority at that time. Windsor is doing repairs
within their corporate boundaries,
For the first time the Great Western Trail Authority is requesting $10,000 for the trail maintenance
and operations. 11 -miles of the trail are located in the unincorporated portion of the county. The
towns of Windsor, Severance, and Eaton are also contributing $10,000 annually for a total of
$40,000 for the maintenance and operations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Due to the aging
of the Poudre River Trail improvements to keep pace with the repair needs and realignment of
the trail due to river flow changes the county is going to have increase the annual contribution to
the higher level or the trail is going to deteriorate beyond repair eventually.
The Great Western Trail Authority contribution was discussed and reviewed by the Board at a
work session on February 11, 2O19, with members of the trail authority's board. The
Commissioners at the meeting indicated the Board would participate in the funding of the
maintenance and operations at the same level as the towns involved starting in 2020.
BOARD ACTION: Approve as recommended.
269
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley - Weld
County Airport.
ACTUAL LAST
BUDGETED
FINAL
RESOURCES
REQUESTED
NEXT FY
FY
CURRENT FY
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a J
n/a
SUMMARY OF CHANGES: The Airport Board has adopted the policy that they will be self-
sufficient and will no longer request funding for local grant matches for capital FAA projects.
FINANCE/A DMINIS TRA TION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the twenty senior centers
throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
NEXT FY
REQUESTED
NEXT FY
CURRENT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
28,500
40,000
40,000
40,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 28,500
$ 40,000
$ 40,000
$ 40,000
Revenue
0
0
0
0
Net County
Cost
$ 28,500
$ 40,000
$ 40,000
$ 40,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $40,000 is the same as 2019.
FINANCE/ADMINISTRA T1ON RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER 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.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
NEXT FY
REQUESTED
FY
FY
CURRENT
NEXT
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,215
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 9,215
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County
Cost
$ 9,215
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
nla
n/a
SUMMARY OF CHANGES: This budget is the same as 2019 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($10,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the Budget Unit
account 1000-31100-6340 budget, since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
272
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally disabled
citizens of the county.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
CURRENT
FY
NEXT FY
NEXT
Fir
LAST FY
Personnel Services
0
0
$
0
0
Supplies
0
0
0
0
Purchased
Services
48,225
38,225
123,225
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross county cost
$ 48,225
$ 38,225
$ 123,225
$ 38,225
Revenue
0
0
0
0
Net
County
Cost
$ 48,225
$ 38,225
$ 123,225
$ 38,225
Budgeted
Positions
n/a
nib
n/a
nia
SUMMARY OF CHANGES: The requested budget of $123,225 is an increase of $85,000 over
2019. The added amount is being requested to cover a portion of the costs resulting from the
increase of the minimum wage. Theminimum wage for clients created a significant compression
of salaries issue with Case Manager positions. Despite continuous efforts to identify opportunities
for additional funding Envision still needs financial help to cover the operational cost increases
due to the minimum wage change.
FINANCE/ADMINISTRATION RECOMMENDATION: The increase of the $85,000 is a policy
issue for the Board.
BOARD ACTION: Approve as recommended. Board does want social services to work with
Envision regarding child welfare placements and would consider mid -year funding if needed to
better accommodate child welfare.
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition,
this budget funds client treatments in Weld County Adult Treatment Court.
ACTUAL AL LAST
FY
NEXT
FINAL
FY
BUDGETED
RESOURCES
REQUESTED
NEXT
FY
CURRENT
Fly
Personnel
Services
0
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
211,425
241,000
391,000
291,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross county
cost
$ 211,245
241,000
391,000
$ 291,000
Revenue
0
0
0
0
Net
county cost
211,245
241,000
391,000
291,000
Budgeted
Positions
n&a
nia
nia
n/a
SUMMARY OF CHANGES: NRBH is requesting a total of $391,000 for crisis emergency
services, outpatient counseling, withdrawal management (Detox) services, and suicide education
and support services (SESS). The NRBH request is an increase of $150,000 over the 2019
funding level. NRBH indicates the need and demand for behavioral health services continues to
increase. Historically, the county has awarded North Range $121,000 for NRBH general
programs and $20,000 SESS (Suicide Education and support Services). The additional $150,000
is for crisis services throughout Weld County ($100,000 to support current crisis services in place
and $50,000 to allow for crisis expansion offered in Frederick — beginning January 2020).
NRBH has requested the additional funding because the need and demand for behavioral health
services continues to increase. Additionally, the cost of living and necessary increases to retain
appropriate staff also continues to grow.. Any loss of county funds would result in many County
residents going unserved with no options for comprehensive behavioral health treatment until they
land in a local emergency department, the Acute Treatment Unit, Withdrawal Management
Program (Detox), or the county jail.
As the community has become aware of the increased suicide rate among adults, requests for
suicide prevention activities for adults have increased. The demand for SESS services has
dramatically increased while their funding has remained stagnant.
$100,000 is included for the Weld County Adult Treatment Court program to treat clients in with
alcohol, drug and other substance abuse issues. In 2016, the county and courts developed an
ongoing MU for this arrangement.
274
MENTAL HEALTH
(CONTINUED)
7000-56740
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH base
request for $141,000, and an additional $50,000 for the expansion of services in Frederick for a
total of $101,000 in 2020. Based upon the community needs as seen in our county jail for mental
health services, and the growing suicide rate the coroner has been reporting, the additional
funding seems justified. The other additional $100,000 request is a policy issue for the Board.
The $100,000 for Weld County Adult Treatment Courts is recommended. The program is very
cost effective in helping individual get their lives together and avoid jail.
BOARD ACTION: Approve as recommended.
275
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
LAST FY
BUDGETED
FINAL
NEXT FY
RESOURCES
REQUESTED
CURRENT
FY
NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra
Account
0
0
0
0
Gross County cost
0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County
Cost
0
0
0
$ 0
Budgeted Positions
n/e
n/e
nle
n/e
SUMMARY OF CHANGES: This program is now funded in the Social Services budget under
Child Welfare, since the usage justifies Social Services paying 100%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this
program in the Social Services budget under Child Welfare in 2020, since the usage justifies
Social Services paying 100%.
BOARD ACTION: Approve as recommended.
276
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of ad
Weld County Retirement Plan.
ministrative costs for
ACTUAL
LAST
BUDGETED
NEXT
FINAL
FY
RESOURCES
REQUESTED
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$
0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
n/a
nib
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund
for the administrative costs of the program. With the underfunding of the Weld County Retirement
Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan.
The administrative costs include the investment fees and other administrative costs. Annually the
costs are approximately $1,060,000. The County stopped paying the fees in the 1980's. From
2611-2015 the General Funds made substantial contributions to repay the Retirement Fund for
the past administrative costs. As a result as of December 31, 2015, the Weld County Retirement
Plan was fully funded under the new accounting rules of GASB 67 and 68. The level of funding
for this purpose can be reduced in years where the property tax revenues from oil and gas
fluctuate downward and when the retirement fund is fully funded. Due the retirement plan being
totally funded no contribution is required in the 2020 budget.
The investment rate assumption will be reduced to 6.50% for December 31, 2019. As funds are
available the county should consider funding the retirement plan to reduce the investment rate
assumption from 6.50% to 6.60% over time, which is more realistic based upon projected
investment returns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
NEXT FY
REQUESTED
FY
FY
CURRENT
NEXT
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County
Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
n/a
n/a
nla
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/A DMINIS TRA TION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
278
BUDGET UNIT REQUEST SUMMARY
A ENC Y/DEPA R T EN T NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
RESOURCES
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
4,869,653
5,089,441
5,593,324
5,593,324
Capital
0
0
0
0
Gross County
Cost
$ 4,869,653
$ 5,089,441
$ 5,593,324
$ 5,593,324
Revenue
0
0
0
0
Net
County
Cost
$ 4,869,653
$ 5,089,441
$ 5,593,324
$ 5,593,324
Budgeted
Positions
nfa
ft/a
nfa
nfa
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RL COMMENDA TION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOAL S/DESIRED OUTCOMES/KEY PERFORMANCE INDICA TORS: See Health Fund.
279
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 Upstate Colorado Economic Development (Upstate Colorado),
a public/private non-profit organization. Starting in 2009, the County began contributing to the
East Colorado Small Business Development Center (SBDC), in addition to Upstate Colorado
Economic Development.
ACTUAL
LAST
FY
NEXT
FINAL
FY
RESOURCES
BUDGETED
REQUESTED
CURRENT FY
NEXT
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
165,000
165,000
165,000
165,000
Gross County
Cost
$ 165,000
$ 165,000
$ 165,000
$ 165,000
Revenue
0
0
0
0
Net
County Cost
$ 165,000
$ 165,000
$ 165,000
$ 165,000
Budgeted
Positions
nla
n/a
nla
nla
SUMMARY OF CHANGES: East Colorado Small Business Development Center (SBDC) has
requested $65,000, same as 2019. Upstate Colorado requested $150,000, same as 2019.
Upstate wishes to continue the additional $50,000 for the succession programing started in 2019
for the next 3-5 years. The additional amount above the base funding level of $100,000 will assist
in staffing overlap.
FINANCE/ADMINISTRATION RECD 'DNDA TION: Recommend approval of both the SBDC
funding of $65,000, and the base funding for Upstate for $100,000 being funded in this budget
unit. It is recommended that the Upstate $50,000 for succession planning come out of the
Economic Development Trust again in 2020, like it did in 2019.
BOARD ACTION: Approve as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
280
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAMEFINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts for county buildings.
ACTUAL
LAST FY
BUDGETED
FINAL
NEXT FY
RESOURCES
REQUESTED
CURRENT
FY
NEXT
FY
Personnel Services
$ 0
$ 0
0
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
0
$ 0
$ 0
0
Revenue
0
0
0
0
Net
County
Cost
0
0
$ 0
0
Budgeted Positions
nib
nia I
nla
n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
281
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 9-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
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
The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
S
282
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, membership, professional contracts, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT
NEXT
FINAL
REQUESTED
FY
NEXT FY
FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
212,397
70,000
70,000
70,000
Purchased Services
485,949
464,087
523,787
673,787
Fixed Charges
43,057
175,000
200,000
200,000
Gross County
Cost
$ 741,403
$ 709,087
$ 793,787
$ 943,787
Revenue
106,572,711
105,908,308
117,744,409
126,088,500
Net
County
Cost
$ - 105,
831, 308
$ - 105,199,221
$ - 116, 950, 622
$ - 125,144,
713
SUMMARY OF CHANGES: The expense side of this budget is up $84,700 from 2019.
Memberships and dues are down $16,900 with the elimination of DRCOG membership, audit
costs are up $9,600, professional services are up $67,000 primarily due to $62,400 for Capitol
Solutions. Fixed Charges are up $25,000 to fund additional staff training and managerial training
per the staff development initiative in the 2020 budget.
Revenues are up $20,180,192 over the current year. Property taxes are budgeted at
$123,698,058 with a personal property tax adjustment of $8,248,738 for a net of $115,449,320
up $17,818,509. Revenue from interest earnings are up $500,000 at $4,000,000 for 2020. Rents
from Buildings total $486,472 from Social Services ($166,234), Award Alliance ($16,800), and
Community Corrections Building ($303,438). Recovery of indirect costs is $5,300,908 and
revenues from Urban Renewal Authorities (URA) are budgeted at $238,270 for Brighton URA,
$9,584 for the Erie URA, $15,957 from Fort Lupton, $124,120 from Mead, and $89,116 for South
Firestone URA. Other smaller revenues are stable with little change. Total revenues are
$123,544,409.
FINANCEIADMINISTRATION RECOMMENDATION: Recommend approval. There are no
funds for the MPO membership to DRCOG. It is a policy issue if the Board wishes to budget this
in the 2020 budget, since at a work session held on February► 19, 2019, the Board decided not to
pay the DRCOG dues for 2019. $62,400 is funded to continue the contract with Capitol Solutions
approved mid -year with six-month automatic extensions.
BOARD ACTION: Board added $150,000 for Peer Review Counseling program for emergency
services employees. Property taxes were increased to fund Engineering projects by $5,800,000.
Final property tax adjustment for final assessed valuation was $6,700. All other items approved
as recommended.
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
ACTUAL
LAST FY
BUDGETED
CURRENT FY
FINAL
NEXT FY
RESOURCES
REQUESTED
NEXT
FY
Personnel Services
$ 0
0
0
$ 0
Cross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
0
0
$ 0
Budgeted
Positions
nfa
n/a
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers
must account for the actuarial cost of post -employment benefits paid to retirees. Weld County's
only program outside of the retirement program is the payment of health insurance benefits to
retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize
the cost of the benefit in periods related to when services are received by the employer (Weld
County). On July 21, 2010, the Board amended the Other Post -Employment Benefits (OPEB)
Plan to stop coverage for any eligible retiree, effective June 30, 2012, that did not have a signed
retiree health agreement as of July 21, 2010. This change was in response to the passage of the
Patient Protection and Affordable Care Act (PPACA) creating gap insurance coverage for early
retirees through state insurance exchanges, effective January 1, 2014. Retirees impacted can
obtain insurance coverage under COBRA from July 1, 2012, to January 1, 2014. Because of this
Board action, the OPEB Plan was fully funded, as of 2012, and no longer required additional
contributions.
As of January 1, 2020, there will no longer be any retirees or dependents eligible to receive post -
employment benefits under this plan. As a result, on April 10, 2019, the Board of Weld County
Commissioners passed a resolution formally terminating the program effective December 31,
2019. The remaining cash balance in the plan's trust fund will be transferred to the Weld County
Retirement Plan December 31, 2019.
FINANCE/ADMINISTRATION RE OMME DA TION. As a result of Board action, the OPEB
Plan will be terminated December 31, 2019, and this budget unit will no longer be necessary in
future years.
BOARD ACTION: Approve as recommended.
284
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
ACTUAL
LAST
FY
FINAL
RESOURCES
REQUESTED
BUDGETED
C'U'RRENT
FY
NEXT
FY
NEXT
FY
Personnel Services
$ 0
0
$ 0
$ 0
Purchased
Services
40,737
40,737
115,737
40,000
Gross County
Cost
$ 405737
$ 405737
$ 115,737
$ 40,000
Revenue
0
0
0
0
Net
County
Cost
405737
$ 40,737
$ 115,737
40,000
Budgeted Positions
n/a
n/a
nia
n/a
SUMMARY OF HA.N ES: Funding is included for the following community agencies:
AGENCY
Promises for Children
211 Information and Referral
Youth and Family Connection
1451 Collaboration Management
Weld's Way Home
CommunityGrief Center
Audio Information Network
Total
PRIOR YEAR
$ 5,000
25,000
0
0
5,000
0
5, 737
$40,737
REQUEST
$ 10,000
50,000
0
0
25,000
25,000
51737
$115,737
RECOMMEND
$ 10,000
25,000
0
0
5,000
0
51737
$45,737
FINAL
$ 10,000
25,000
0
0
5,000
0
0
$40,000
FIANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May, 2004, made a commitment to fund this
program along with other partners in the community.. A request for $10,000 was made.
This is back to its former level of $10,000 paid by all partners. Recommend approval.
Approved as recommended.
211 Information and Referral program has requested $50,000 for the 211 information
and referral system operated by United Way. This is an increase of $25,000 over the 2019
funding level of $25,000. The recommended budget includes base level funding of
$25,000. Increase in funding is a Board policy issue. Approved as recommended at the
$25,000 funding level.
285
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90750
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Audio Information Network of Colorado (formerly Radio Reading Service of the
Rockies) has requested $5,737 to provide radio reading services for the visually impaired
in Weld County. This is the same as 2019. Recommend approval. Board denied funding
since technology allows for visually impaired to get audio readings via mobile devices and
computers.
Youth and Family Connections (YFC) is not requesting any funding this year. To have
better accountability for the services requested and management of the services, the
sheriff will budget any funds for this service in his budget, if he desires the services. The
Sheriff, after discussion with the YFC Director, determined there were not identifiable
services the sheriff wished to fund in his budget.
Nothing in this budget is requested for the Direct Services Case Management, High
Fidelity Wraparound Support, or Systems Navigation services. Again, to have better
accountability for the service request and management of the service, Human Services
would budget any funds for this service in the Human Services budget. Human Services
is declining funding since none of the current participants are child welfare clients. If the
department does put a youth into this service, it will reimburse for the cost of his/her
participation.
Therefore, no funds are in this budget for either service. Approved as recommended.
Collaborative Management Program (formerly the Interagency Oversight Group) this
will be funded in social Services Fund. No funding from Social Services for state FY 2019-
2020 due to lack of a signed MOU among mandated partners. Approved as
recommended.
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities, A Woman's Place, and Greeley Transitional House did not request General
Fund monies for 2020. Human Services has been doing a $20,000 program with a voucher
process through CSBG for the shelters. If the homeless shelters are funded it should be
by a Human Services allocation of CSBG dollars as vouchers to clients or other Human
Services program funds. Recommend no General Fund funding. Human Services may
fund with CSBG funds, if funds are available. Approved as recommended.
Weld's Way Home has requested $25,000 for 2020. In 2019, the county funded $5,000.
The funding would be for the Weld's Way Home (WWH) effort, which is a long-term
countywide strategic plan to address homelessness and housing instability. WWH does
not intend to offer direct services; instead they aim to support and expand the capacity of
the expert service provider already addressing this challenge in Weld County. Funding is
a policy issue for the Board. Approved as recommended at the $5,000 funding level.
Community Grief Center has requested $25,000 for 2 02 0. This is a new agency that
provides grief counseling to individuals. Funding is a policy issue for the Board. Board
denied funding.
BOARD ACTION: See notes for each agency regarding funding in italics.
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Treasurer
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures
Program and the donations and tax credits that support it. The program offers student grants from
donations to eligible Weld County high school graduates, students earning GEDs and veterans
pursuing post high school education or training. Under SB 15-82 the County is authorized to allow
the use of county property tax incentive payments or credits to taxpayers contributing to the
program for workforce development.
ACTUAL
BUDGETED
REQUESTED
NEXT
FY
FINAL
RESOURCES
LAST FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 45,216
$ 40,181
$ 40,181
$ 41,386
Supplies
23,763
18,500
25,500
25,500
Purchased
Services
52,403
122,498
182,587
182,587
Fixed Charges
72,297
0
0
0
Capital
0
0
0
0
Gross County
Cost
193,679
$
$ 181,179
$ 248,268
$ 249,473
Revenue
0
0
0
0
Net
County
Cost
$ 193,679
$ 181,179
$ 248,268
$ 249,473
Budgeted
Positions
2
2
SUMMARY OF CHANGES: The administration budget for Bright Futures program is up $67,089
for 2020. Treasurer's staff will continue the administrative function, which is up $7,000 for the
post -secondary school enhancement to eScholarship software. Upstate Colorado will be doing
the marketing and fundraising function for the contract amount of $176,587 in 2020, which is up
$60,089. The Upstate contract is up $35,980 for salary and benefits for the Director, printing
($1,500), memberships $1,000), travel and meetings ($2,450), event expenses ($1,500),
AmeriCorp staff ($8,000), office equipment ($3,500), phone costs ($4,821), donor data base
($2,838), and Wet site/marketing ($5,500). The increases are offset by $7,500 reduction in
professional services. The increase is a result of a full-time Director and the planned fundraising
efforts for the program in 2020.
No funding is included in the General Fund for student grants. In 2019, the Board approved to
fund the student grants for a funding plan presented for 2019-2023. The 2019-2023 funding plan
for $15,000,000 in student grants will be financed with $3,000,000 from the Economic
Development Trust Fund, $7,000,000 from the Bright Futures Tax Rebate Trust Fund, $1,000,000
from COSI grants, and $4,000,000 from donations. This plan will allow for a five-year period of
stable funding for the program.
Final budget adjustments include an increase in salaries of $1,205.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding level for administration is a policy
issue for the Board.
287
BRIGHT FUTURES
(CONTINUED)
1000-90160
BOARD ACTION: Approve as recommended. With the sale of the NCMC hospital property in
2019 to Banner Health a Weld Trust in the amount of $59.4 million from the sale proceeds has
been established to endow the funding of Bright Futures student grants long term. The
Commissioners can decide at anytime to change the funding, but the current Board has
committed the annual earnings from the Weld Trust to the Bright Futures program to fund student
grants at an estimated level of $',690,000-$2,400,000 annually.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
students
Investments
Efficiency
in
Program 2,394
$6.12M
Measures
1,583
$2.56M
1,600
$2.60M
FTE's
Per
Per
capita
capita
per 10,000/capita
administrative
student
grant
expenditure
expenditure
0.63
$0.62
$19.48
0.62 0.60
$0.56 $0.75
$7.92 $7.80
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
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
LAST) FY
FINAL
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel Services
$ 363,692
$ 357,324
$ 428,897
$ 403,562
Supplies
9,076
6,300
8,300
8,300
Purchased Services
32,227
42,400
39,700
39,700
Fixed Charges
916
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 405,911
$ 406,024
$ 476,897
$ 451,562
Revenue
0
0
0
0
Net county cost
$ 405,911
$ 406,024
$ 476,897
$ 451,562
Budgeted Positions
11.75
12.375
12.875
12.375
SUMMARY OF CHANGES:
Changes to Personnel Services totaling $71,573 include:
• $4,000 increase for two 4-H summer intern positions from $4,000 to $6,000 each to account
for the increase in minimum wage over the past few years, When these positions were
established, they were paid at $5/hour, which equated to 500 hours of work for each position.
Projected minimum wage in 2020 is $12/hour, which equates to $6,000 for the same 500
hours.
• $5,000 to account for overtime hours incurred during busy times of year, most notably during
County Fair time.
• $37,073 increase to properly represent existing CSU contract staff rates paid and includes
cost of living increases that are accounted for on the State's Fiscal Year, which usually means
increases in July of each year (only includes COLA or step increases).
• $25,500 for a requested addition of .5 FTE support to existing part-time 4-H endowed position,
This proposal is requesting a five-year collaborative arrangement with the county's portion
declining every year and sunsetting after five years. This position allows for the county to
leverage their dollars to gain a full-time position.
An increase in Supplies of $2,000 includes additional toner usage and small items of equipment.
Purchased Services have been decreased in printing and postage ($3,000) due to things moving
electronically, as well as a decrease of $200 in Publications by dropping the Greeley Tribune
subscription. However, this is offset slightly by an increase in $500 for travel and meeting
expenses.
Final budget adjustments include a decrease in salaries of - $25,335.
289
EXTENSION SERVICES
(CONTINUED)
1000-96700
FINANCE/ADMINISTRATION RECOMMENDATION: $25,500 is included for an addition of a 0.5
FTE to support increasing the existing part-time 4-H endowed position to a lull -time position for
up to five years. The 4-H expansion was denied in 2019 by the Board. This expanded position is
a policy issue for the Board. All other items recommended.
BOARD ACTION: The department withdrew the request for $25,500 for an addition of 0.5 FTE
to support increasing the existing part-time 4-H endowed position. Grant funding through CSU
was secured for the position. All other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out f uts
4-H
enrollment
922 1,000
1,000
4-H
outreach
4,976 5,000 6,000
Master
Gardener contacts
2,816 5,000 3,000
Master
Gardener Volunteer
Hours
2,660 2,500 2,750
Master
Food Safety
Advisors
Volunteer
Hours
100
200
Family
& Consumer Science Outreach
1,050
1,500
Efficienc ► Measures
per 10,000/capita
.374 .382 .371
FTE's
Per capita
cost (county support)
$1.29 $1.25
$1.36
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document available through
Colorado State University.
290
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
LAST FY
REQUESTED
FINAL
RESOURCES
BUDGETED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 94,642
$ 84,701
$ 84,701
$ 70,639
Supplies
147,850
20,000
20,000
20,000
Purchased Services
78,995
68,995
68,995
68,995
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 321,487
$ 173,696
$ 173,696
$ 159,634
Revenue
0
0
0
0
Net
County
Cost
$ 321,487
$ 173,696
$ 173,696
$ 159,634
Budgeted
Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: No changes are requested for the 2020 Weld County Fair budget. It
should be noted that purchased services expenses of $68,995 represent only a portion of the total
annual operational costs of the Fair. The Fair Coordinator and Fair Board members work to raise
contributions, both in -kind and cash donations, to support the Fair. Annually, donations raised
represent approximately $125,000.
$20,000 is included in the budget for the purchase of animal pens each year. In the event the
pens are not purchased in a given year the funds are carried over to future budget years.
Final budget adjustments include a decrease in salaries of $14,062.
FINANCE/ADMINISTRATION RECOMMENDA TION: Recommend approval.
BOARD ACTION: Approve as recommended.
291
COUNTY FAIR
(CONTINUED)
7000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uis
Exhibits
registered
5,000 5,000 5,000
Exhibitors registered
1,500
1,500
1,500
Attendees
Efficiency
48,255 48,000 48,000
Measures
FTE's
per 10,000/capita
.040 .039 .038
Per capita
cost (county
support)
$1.02
$0.54 $0.48
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
ACTUAL
FY
FINAL
NEXT FY
RESOURCES
BUDGETED
REQUESTED
LAST FY
CURRENT
FY
NEXT
Personnel Services
$ 210,381
$ 240,039
$ 240,039
$ 257,393
Supplies
6,903
3,500
3,500
3,500
Purchased Services
15,393
14,450
15,850
15,850
Gross County
Cost
$ 232,677
$ 257,989
$ 259,389
$ 276,743
Revenue
24,021
29,400
29,400
29,400
Net
County
Cost
$ 208,656
$ 228,589
$ 229,989
$ 247,343
Budgeted
Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: The budget is up $1,400 in Purchased Services. The amounts in
the Purchased Services accounts have been reallocated based upon historical usage. The bulk
of the savings from the reallocation and the added $1,400 was moved to Travel and Meetings to
cover the $9,000 cost for the four-year training and accreditation through National Association of
County Veterans Service Officers for staff.
Revenue from the state for a portion of one Veteran Service Officer remains at $2,450 per month
or $29,400 for the year.
Final budget adjustments include an increase in salaries of $17,354.
FINANCE/ADMINISTRA►TION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
PERFORMANCE MEASURES
Work Out
support
ACTUAL
ESTIMATED PROJECTED
4,348
2,596
0.095
$0.66
3,800 4,500
2,500 2,700
0.093 0.090
$0.71 $0.74
• uts
Active
Office
Efficiency
files
visits
Measures
FTE's
Per
per
10,000/capita
cost (county
capita
293
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal V 1: Perform
Disability Compensation
as
advocate for Veterans
and NoneServie
and dependents
Pension claims
seeking Service Connected
ACTUAL
ESTIMATED
PRELIMINARY
PERFORMANCE
DESIRED
OBJECTIVE/KEY
PROJECTED
uTCOIIES
PERFORMANCE
INDICATOR(S)
Obtain
appropriate
outcome
veterans
documented
conditions
the
for
claim
the
Ensure accurate
submission of
100%
100%
100%
claim
proper
applications
supporting
that
documents
include
Goal VS2: Assist
veterans and dependents enroll
in Veterans Administration
health care
PRELIMINARY
ACTUAL
ESTIMATED
PERFORMANCE
DESIRED
OUTCOMES
PROJECTED
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
Register
veterans
VA
system
health
eligible
in the
care
Accurately
VA
along
credentials
health
with
complete
care
supporting
applications
appropriate
100%
100%
100%
Goal
and
dependents
VS3:
Provide
education
services
assistance and burial
and survivor
benefits
for veterans
ACTUAL
PRELIMINARY
PERFORMANCE
DESIRED
ESTIMATED
PROJECTED
ouTCoMEOBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
Veteran
dependents
received
education,
and
benefits
entitled
survivor
and/or
they
burial
are
Obtain
credentials
entitlement
and
submit
to
applications
support
appropriate
100%
100%
100%
294
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
FINAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
ACTUAL
LAST FY
NEXT
FY
NEXT
FY
Personnel Services
0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
88,039
174,340
182,504
182,504
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 88,039
$ 174,340
$ 182,504
$ 182,504
Revenue
0
0
0
0
Net
County
Cost
$ 88,039
$ 174,340
$ 182,504
$ 182,504
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2020 is $671,808. Revenue
from rents and facility use fees for 2020 is estimated to be $206,800. The County payment for
the Event Center is proposed to be $182,604 which is up $8,164 or 4.68%, Historically, when the
final costs are reconciled with the City of Greeley at the end of the year the amount paid by the
county is less than budgeted.
In addition, $305,000 is being budgeted by both the County and City of Greeley in the capital fund
for the replacement of lights and replacement of some of the HVAC equipment. An energy impact
grant is being pursued for the lights under the Energy Impact Assistance Renewable Energy
Program.
The City of Greeley will also contribute $182,504 for 2020, per the intergovernmental agreement
between Weld County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
295
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
FINAL
REQUESTED
FY
CURRENT
NEXT FY
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,116,
802
3,666,040
3,424,588
3,424,588
Fixed Charges
366,680
520,050
820,432
820,432
Capital
0
0
0
0
Gross County
Cost
$ 3,483,482
$ 4,186,090
$ 4,245,020
$ 4,245,020
Revenue
0
0
0
0
Net County
Cost
$ 3,483,482
$ 4,186,090
$ 4,245,020
$ 4,245,020
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. $70,000 for engineering for water rights on
gravel pits, and $47,385 for water right assessments owned by the county. $773,047 is funded
for the leases of county assets. $3,364,688 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
296
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - 1000-99999
DEPARTMENT DESCRIPTIONS Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
ACTUAL
LAST FY
BUDGETED
FINAL
RESOURCES
REQUESTED
CURRENT
FY
NEXT FY
NEXT FY
Personnel Services
0
$ 0
2,954,197
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
cost
0
0
$ 2,954,197
$ 0
Revenue
0
0
0
0
Net
county cost
$ 0
0
2,954,197
0
Budgeted
Positions
n/a
n&a
nla
nib
SUMMARY OF CHANGES: Budget reflects no change in health insurance costs. This means
that over the last six years health insurance costs are down 11.8%.
2020 salary increases are a policy issue for the Board, but there are funds for step increases due
to employees in 2020 and 3,0 percent contingency salary amount included in this budget. There
are no other benefit changes.
As agreed in 2019 there is an additional 2.5% increase for a total of 5.5% for all Sheriff deputy
and correctional officer career positions to remain competitive with other lawenforcement
agencies in the area. The strategy developed last year was to do 5.5% salary increases in 2019,
2020 and 2021 to bring the positions to a more competitive level for recruitment and retention of
law enforcement positions in Weld County.
The cost for all salary adjustments for 2020 is $2,954,197.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: Salary adjustments and benefits were approve as recommended.
297
298
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