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Home My WebLink About20194281.tiff \-8-A-ct.1- ..,.. 11 couNTY STATE OF COLORADO so: PROPOSED 13 N BUDGET . . ii . lii I 1 .., , i p it 1 07 - ille 10 rie . It r, _Y Oae II I \ .I Illfr r r * 100110140. At *Itilli,„ lit t IF k l' • • .. ro, , , ' a • • i s. _ _ ... IN - .• a • St sea INS a • 24.1alet. 4111%0 • f , 111 1 Cemrnonic4ti0r's 2019-4281 ( O toe , lq vrzoo7O GI hk GOVERNMENT FINANCE OFFICERS ASSOCIATION D istingu ished .B u dge Presentation w ard PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1 , 2019 Cifearlatteve P 70zervt-Lee Executive Director 1 \ik\ \, 1861 / v� %jJtTrrr , cassTh c.> QU NTY� 2 DEPARTMENT OF FINANCE AND ADMINISTRATION •r PHONE : (970) 400-4218 FAX : (970) 352-0242 VT 4 lip ii96.11_ ! ' kihNi. 1150 O STREET __ P. O . BOX 758 '4 _ ri - rA GREELEY, COLORADO 80632 Ill2,LIoOJNTY September 17 , 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 Proposed Budget for operations and capital outlay totals a gross amount of $314, 232 , 057 with a net of $308 , 013 , 636 when interfund transfers are excluded . The Proprietary Funds total an additional $37 , 206 , 303 . The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of $ 170, 954 , 736 , anticipated fund balances of $ 113 , 660 , 000 , and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $222 , 116 , 442 . 2020 BUDGET HIGHLIGHTS Assessed value increased 34 . 13% , or $3 . 939 billion primarily due to oil and gas . Add 75 . 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 5 FTE , and the Sheriff by 6 FTE for a total cost of $ 1 , 138 , 331 . With the passage of HB 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 $75 , 275 , 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. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK According to the Colorado Legislative Council staff economic forecast while the U . S . and Colorado economies will continue to expand in 2019 and 2020 , momentum is expected to slow due to the 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 slightly in July 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 and 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 levels, 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 the natural gas produced in conjunction with oil wells is captured and sold on the market. Looking ahead to 2020 and beyond oil and gas production in Weld County may be slowed with the impact of BB 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 . 4 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 14. h 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 how 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 gas assessed valuation . Oil prices continue to be on a roller coaster, and there are no signs that will stop. There are several reasons for the volatility in the oil market, including fears of a US recession , strong lobs 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. 5 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. SB 19- 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 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 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 our employees 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 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 6 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 significantchanges 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 well 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 • Invest in technology that will generate efficiencies, improved services or cost savings • Improve government operations (technology, LEAN , employee development) • 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 7 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 " l 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 u p 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 n eeded 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. • Develop succession planning for key county positions. We have the greatest chance of success by continuing to create a purpose driven culture . 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 . GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions, including General , Special Revenue, Capital Expenditures, Internal Service , and Enterprise Funds , total $ 393 , 071 , 178 in 2020 , an increase of 16 . 3 percent over 2019, primarily in property taxes, licenses and permits, charges for services , 8 internal service charges, and fees account revenues. The amount of revenue from various sources and the changes compared to 2019 are shown in the following tabulation : 2019 2020 Increase 2019 Percent 2020 Percent - Decrease Amount of Total Amount of Total from 2019 Revenue Sources Property Taxes $ 173 ,539 , 158 51 .4% $222 , 116,442 56 .5% $ 48, 577,284 Other Taxes 12 ,770 ,000 3 .8% 12 , 970,000 3. 3% 200, 000 Licenses and Permits 4 ,678 ,000 1 .4% 6, 880, 000 1 .8% 2 , 202 , 000 Intergovernmental Revenues 70 ,021 ,975 20 .7% 67, 679, 862 17 .2 % -2 , 342 , 113 Charges for Services 10 , 182 ,870 3 .0% 11 ,499,426 2 .9% 1 , 316, 556 Miscellaneous Revenue 22 ,059 ,361 6 .5% 24, 109, 545 6 . 1 % 2 , 050, 184 Fee Accounts 13 ,481 ,000 4 .0% 14, 109,600 3 .6% 628, 600 Internal Service Charges 31 , 228 ,972 9 .2 % 33 , 706 , 303 8 .6% 2 ,477, 331 TOTAL $337 ,961 ,336 100. 0% $393 , 071 , 178 100. 0% $ 55, 109, 842 Expenditures by function for the General , Special Revenue , Capital Expenditures, Internal Services, and Enterprise Funds total $345 ,219 , 939 for 2020 , which is a increase of 9. 50 percent over 2019 . The major increase is in general government, public safety, and capital . The amounts by function and the increase over 2019 are as follow: 2019 2020 Increase 2019 Percent 2020 Percent - Decrease Expenditure Sources Amount of Total Amount of Total from 2019 General Government $ 44 ,255 ,806 14. 0% $ 49, 685, 875 14 .4% $ 5,430 ,069 Social Services 43 ,480 ,800 13. 8% 45, 777,213 13 .3% 2 ,296,413 Road and Bridge 63 , 100 ,278 20.0% 65, 077, 509 18. 8% 1 ,977 ,231 Public Safety 70 ,396 ,333 22 . 3% 77, 055, 896 22 . 3% 6 ,659 ,563 Human Services 8 ,589 ,762 2 .7% 9,213, 562 2 . 7% 623 , 800 Health 12 ,273, 107 3 .9% 12 , 694, 543 3. 7% 421 ,436 Capital 12 , 108,200 3 .8% 17, 957, 000 5.2% 5 ,848 ,800 Public Works 8 ,404 ,319 2 . 7% 9, 048, 116 2 . 6% 643 , 797 Contingency 10 ,000 ,000 3.2% 10, 000, 000 2 . 9% 0 Miscellaneous 6 ,829 ,350 2 .2 % 9, 390,258 2 . 7% 2 ,560 ,908 Culture and Recreation 994, 848 0 .3% 1 , 129, 110 0. 3% 134 ,262 Auxiliary 845 , 192 0. 3% 984, 554 0. 3% 139 , 362 Internal Services 33,978, 972 10 . 8% 37,206,303 10. 8% 3,227, 331 TOTAL $ 315 ,256 ,967 100 . 0% $ 345,219, 939 100. 0% $ 29 , 962 ,972 Capital Expenditures Fund : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2020 program is funded at $32 , 725, 000 with $32 , 000 , 000 in property tax, $225 , 000 from capital expansion fees, $500 , 000 from interest and 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 , 200 , 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, $3, 000 , 000 for a car wash facility, $2 , 000 , 000 to remodel an office building acquired in 2019 , $ 1 , 300 , 000 to remodel an office building in the Weld Business Park, $2 , 000 , 000 for the 9 Sheriffs evidence storage building , $ 1 , 500 , 000 to remodel the Justice Center for new courtrooms, and $3 ,296 , 000 for special projects. A carry-over beginning fund balance of $2 ,000, 000 is anticipated , and $ 16 , 768 ,000 ending reserve fund balance for the future jail expansion ($ 15 ,416, 000), Communications building reserve ($ 360 ,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 , 478 , 636, 758 , which is up $3 , 938 , 594, 362 or 34 . 13 percent over last year. The assessed value for vacant land is up $29 . 4 million , or 37. 09 percent. Residential is up $423 . 9 million , or 22 . 79 percent; and commercial property is up $211 . 7 million , or 22 . 68 percent. Agricultural property is down $9 . 18 million , or 4 .29 percent; industrial is up $ 143 .79 million , or 14 .99 percent; natural resources is up $3 . 18 million , or 14 . 11 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 . 33 percent, which is due to oil and gas prices and production being up . There is an actual value increase of new construction of $4 . 882 billion , or 12 . 62 percent. 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 Weld County and the Front Range of Colorado . 10 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 ( FPO ) 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 $ 113 , 660,000 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 $ 161 ,511 ,239 . 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 i. n 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 $ 171 , 511 , 239 . The increase of approximately $ 58 million in the ending fund balance is primarily attributed to adding $42. 0 million to the Contingency Fund and $ 14.8 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 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 . As discussed 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 . 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 Finally, the 2020 budget must continue to emphasize long-term planning and investment 11 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 $151 , 635 , 515 up $ 15 ,451 , 562 . There are several major increases , and salary increases . Without including adjustments for cost of living , and salary step increases , the budget for general government functions is up $ 5, 430 , 069 . Building and Grounds is up $483 , 951 for three additional positions to handle the addition of two new buildings with 67 , 735 square feet to maintain and inflationary building maintenance costs. The Election 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 $571 , 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 , 830 , 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 twoSergeants 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 ($438 , 665), and Century Link- ESSINET Tariff ($ 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 BB 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 , a n d 12 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 $ 643 ,797 because of the addition of two new positions and position upgrades costing $268 , 656 , 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-living 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 budgeted appropriations for Public Works in 2020 total $05, 077 , 509 up $ 1 , 977 , 231 primarily due to more construction projects funded in 2020 . Municipal share back is funded at $3, 920 , 029. 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 , 091 , 050 based on the Capital Improvement Plan ( CIP ) . Personnel Services are up a total of $83 , 296 for 3 % cost-of- living . Purchased Services increased $743, 323 . Contract Payments decreased $1 , 150 , 000 as the 2013 flood projects are complete which reduced the account by $2 , 000 , 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 58153 Intersection project ($3 , 683 , 323), $ 1 , 506, 654 for the joint project for CR 37/Sfrl 52 , $ 1 , 000 , 000 for CR 29 from CR 90 to CR 100, $6, 000 , 000 for the intersection CR 54/C R17 project. $3,000 ,000 is budgeted for the Haul Route Program ( HARP ) . Other contract payments are for seeding ($ 150 , 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 ( $275 , 000 ). Design and ROW/utility projects include CR/ 17 intersection utilities ($ 1 , 500 , 000 ), O Street/35th Avenue ROW and utilities ($625 , 000) , SH66,1CR 21 ROW ($400 , 000) , CR 29 utilities ( $ 150 , 000 ) , CR 64/41 design and ROW ($400 ,000 ), CR 66141 design and ROW ($400 , 000 ), CR 37 design ( $400 , 000) , and CR 13/CR6 design ($275 , 000 ) for a total of $4 , 150 , 000 . Fixed Charges went down by $320 , 000 as Right-of-Way Purchases were moved to Engineering to consolidate all purchases (reduction of $50 , 000 ) . Grants & Donations went down by $270 ,000 as bridge projects with Colorado Department of Transportation were updated . Trucking is up $ 37 , 523 with supplies increased $20 ,000 for hard mount of county radios on five trucks . Purchased serviced decreased a total of $ 106 ,993 due to the following : Contract Payments had a $250 , 000 increase for increasing the number of contract trucks hauling material from 10 to 12 plus a 3% CPI increase . Vehicle Expense is down $356 , 093 and Repair and Maintenance Other is down $ 1 ,000 due to anticipated decrease in repair costs due to a newer fleet. Gravel Road Management operations decreased $ 147 , 700 primarily due to vehicle costs being down $410, 973 . Bridge Construction is up $ 186 , 429 primarily due to two additional positions . Maintenance Support is up $200 ,779 with the increase of two Service Worker II positions , and deicer costs. Pavement Management is up $ 160,994 due to increased signer and flagger costs . Other operating budgets for road and bridge maintenance are funded at near the 2019 funding level . With some operational economies to offset some of the inflationary costs , the current service level should be able to be maintained with the funding recommended . 13 The total Social Services Fund budget is $45 , 777 , 213. The programs are funded by property tax of $ 13,511 ,213, state and federal funds of $32 , 266 , 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 X 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 2020County 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 , 600 for 2020 , which is up $618 , 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 the department's 2016-2019 strategic plan , the department has learned a lot and recognized that 14 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. in the revenue side of the budget, property taxes are budgeted at $222 , 110 ,442 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 $013 ,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 , 080, 000 attributed to the new oil and gas energyfees 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 ,090 , 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 ent 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 be funded , must be dealt with by the Board of County Commissioners with citizen input. Hopefully , 15 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. weldcjov . corn/departmentslaccountinq/ budget/ . More general information about Weld County may be found on Weld County's website at https : //www. weldelov. comi. Very truly yours, oxide/ 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, -.L la ,, , thriving businesses and thousands of acres of prime 'ea 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 7 r v. t t �� - In ize of Rhode Island , Delaware District of Columbia _ . 4 the s ad d , De a are and the "" 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 , the Big Thompson , the Little Thompson , the St. Vrain , 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 thecounty and contains approximately 113 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 a to Farm Statement . loiAlso important to the county: the energy industry. Oil and gas ` activity has occurred for decades in Weld County, which is 1' - located in the Denver—Julesburg Basin and sits above the ' " - -- Wattenberg Field . 17 The discovery in 1970 of the Watten berg Field , which extends from Ir. 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 ste ady pace for several "' a �' 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 . 'Y Horizontal drilling has brought new life to the energy industry in Weld - , � e r i;;, County , and today, Weld has more oil and gas wells than any other county " ®h in the state , approximately 23 , 000 . The positive economic impact oil and v� k gas has had on the county has been tremendous. Schools , fire districts , 4Øi - • 1r01; ?I ji : In / % , libraries as well as county and municipal governments all benefit from the ' I energy industry . lb , A In addition to agriculture and energy , Weld County is also - � P - -- `°A home to thriving businesses - large and small . County z�.� fisfr. , k government has a proven track record of working with business I and industry; not creating obstacles. Major employers in the yr area include: JBS USA , Leprino Foods , Aurora Organic Dairy, . Anadarko Petroleum , Noble Energy, Halliburton burton Energy r `„A( Services, Vestas Blades , Banner Health , Carestream - atli,cer4 Colorado , J . M . Smuckers and State Farm Insurance . ride ' 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 a _ 6,,C0 -rre --ZIN.44 C.- er iet6 r 1/1 /1-- / t. Ff 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 i = _'_- general area ; the next year a member of that party, t - - , Lt. Lancaster Lupton , returned to establish a trading _ post located just north of the present town of Fort I Lupton . n . u _ p to In about 1837 , colonel Ceran St . grain established - Fort St. 'gain ; Fort Vasquez was built south of {— lir Platteville in about 1840 . The latter was rebuilt in the ` if I 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. 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 . 19 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. "./(Cr".; I.84• t 4 y r iy Fa Y`7 to ;At: •` y.. <y '• 1. • s _ ,o. , r,I. r - « .. . 4*. . .}: Greeley is the home to the University of Northern Colorado , a four- :u� � if � 4 sm '` raJ��1Jl{.-QL. � • 6. year university offering bachelors , masters and doctorate degrees ' � I F. C I�" ' } e. b ,�r� :. = �L ° � = i� ti __ to more than 12 , 000 students a year. Aims Community College , , v ~q:wit.G - - ,0:y I•"'r t, t,. _ 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. Livability 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 . ,,,.4-,' # j(y�' % , ! r. �• :,t � : Recreational opportunities abound throughout the county a , 1.n° s ¢' �. ,°le , . Vf :;t including the 21 -mile Poudre Trail , perfect for walking , running . A and biking ; St. Vrain State Park and its 604 acres of land and t •4. - ~? r' K - 152 acres of water perfect for camping , fishing and S `ephotography; and the Pawnee Buttes - 103 000 acres of s h ort- �,� �1.:� r ,ir A_ grass prairie perfect for birding , hiking , recreational shooting SA:1tg g � g , g ♦r. and camping . Ac Al' 1 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. discoverweld . com. 20 STItiThosTEGIC pLi.irirsiN 2020 2024 �r . I ' r *, A .- . ' -Peg n 1. I- Ivy. I h K .I it d, s 1'�� i' Til 1 :,----: FP ii.- \----C\ 1 :.. r _k a U v• rlifity! Ell ' dt~'e lt; ' 'f issisplillgra 21 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 Alt AL 4 , priorities provide the measuring stick we need to determine if Weld County is fulfilling its I responsibilities . Strategic planning also provides for government accountability and continuous improvement . issiassases 22 BUR PRIORITY STRATEGIC THEMES These themes guide Weld County towards our vision of the f 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 ik ., / citizens ' expectations for Weld Cou `#; government into the future . '�m�a° a w. �aIS r fahi‘ Thjtratitc LEADING WITH RESPONSIVE , INNOVATIVE , AND COST EFFECTIVE SERVICES . 24 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 PRIi4CIPLES 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. 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 t services. Analyzed the strengthens and '� ; , weaknesses of Weld County government to V:4,4 „ meet these challenges. The major trends affecting Weld County are : -sag, • Energy Development • Demographic Changes • Innovation and Technology • Transportation • Economic • County Government Development Financial Trends 27 TRENDS IMPACTING W COUNTY 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 80 percent of the state's total — the greatest majority located in the Wattenberg Field within the Niobrara Formation . 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 4 , 000 square miles . New technologies have made 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 1 to 1 . 5 billion barrels of oil- equivalent in the Wattenberg 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. However, being the home to a sizable energy industry, Weld County faces some downside risks from the recent slide in oil prices from over $ 100 a barrel in June , 2014 , to under $30 a barrel a few months later. While drilling slowed , due to the oil supply-demand problem the world faces , production in Weld County may continue to keep churning out big production numbers . The reason being is that the wells in the Niobrara are in the "sweet spot" , where break-even costs are $ 35 per barrel according to industry experts . Even if production holds or declines slightly with the lower prices, the revenue generated from the wells will be lower adversely impacting energy companies' revenues and the associated assessed values of many Weld County local government entities, including Weld County government. The additional production of oil and gas has resulted in significant increases in the county's assessed value with the oil and gas production exceeding two -thirds of the county's total assessed valuation in 2014. 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 drop in oil prices resulted in a significant drop in the county's assessed valuation in 20417- 2018 . Fortunately, Weld County government did not expanded core county services in the good times , rather the county has focused on spending much of the additional tax revenues on one-time infrastructure projects , investments in technology, and the accumulation of a sizable cash reserve to weather the down times until the oil prices stabilize . Lower oil prices are prompted energy companies to slow down their drilling , and concentrate mostly on the moneymaker wells. The adverse effects of low oil prices reach beyond those involved directly in the extraction business. Manufacturers supplying the necessary equipment had lower demand for their product. The housing and retail sectors of the area may also be impacted by the energy slowdown . In 2017 the price and industry recovered as prices stabilized in the $ 50- $65 per barrel range . 28 Energy Development continued 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 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 has constructed a 20 mile five-lane concrete corridor on Weld County Road 49 (Weld Parkway) between 1 -76 and US Highway 34 in 2016-2017 to accommodate the growth in the area and heavy truck traffic from the energy industry. The last phase of the project on WCR 47 was completed in 2018 . The energy industry will face 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 insure that good public policies can be achieved to continue to take advantage of the energy development opportunities in Weld County. 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 of 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 , and in fact, 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 enables 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 Transiortation 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 many 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 economic stimulus of the energy industry and resulting growth in the County's assessed value is positive, the downside is that the County will have to add significant resources to the Public Works budget over the next five years to address safety issues and improve roads impacted by the oil and gas industry's heavy hauling 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 Fong-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 -2616 ) amount is $39.8 million , mid-range (2016-2025) $ 178 million , and long-range (2026-2035 ) $ 136 . 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 will require another $ 10 million going into the Public Works Fund from property taxes , raising the property tax level to $ 16 . 5 million from 2015-2018 , and $ 19 million in 2019. The additional property tax investment in the transportation system , together with the anticipated federal mineral leasing dollars, 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. A significant long-term project has been the capital improvements to the WCR 49147 Corridor, south from SH 34 to 1-76 and north from WCR 60 .5 ( SH 263 ) to SH 392 over the period of 2014-2018 requiring over $25 million per year to fund the road improvements. 31 Economic Dev & oprnent 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 , 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 of 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 established through property tax credits and donations , 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 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. As has been the case for the last six to seven years, 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. Given the commitments of the 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 . Although the future of energy development in Weld County appears bright, it is not without risks. Oil and gas production in Colorado has risks associated with the potential of more government regulations and voter initiatives trying to restrict or limit fracking in Colorado communities. These regulatory risks , if implemented , could dramatically impact future oil and gas development in Colorado . The volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning . The dramatic drop in oil prices due to global supply and demand , beginning in late 2014 , shows the vulnerability the county faces due to the high percentage of assessed valuation tied to oil production and prices . 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 , with the purpose of providing 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 be maintained 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 . 33 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified STRENGTHS : WEAKNESSES : • Fiscally responsible and Enhance communications constrained with public • Visionary and proactive • Provide good and • Improve relationships effective services to with other entities citizens • Understand the impacts • Commitment to being a responsive government of demographic changes • Responsible and in the county accountable to the citizens . Focus efforts to recruit • Coordinated efforts inside and retain good and outside the county • Good use of technology to employees communicate internally • Improve public and externally perception of Weld • Strong advocates for our citizens and their values County • Effective use of • Use technology to technology to provide advance county services services 34 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified OPPORTUNITES : CHALLENGES : • Increasing revenues • Changing demographics of equal increased voice county with growth and leverage • Immigration from different • Budget strength equals areas and cultures political strength ( language ) • Oil and gas volatility and • Technology on the impact on the economy as leading edge a whole • Consolidation/ partnersh • Biased reporting in the ips through government media collaboration and • Distrust of government at private community all levels organizations • Private competition and • Self promotion public labor market nationally and through • Natural disasters, industry leaders pandemic, terrorists, and • Leveraging resources cyber security • Citizen activists locking up • Diversification of the government local economy • Federal and state structural • Education / information budget problems telling our own story iissosisses 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 37 STRATEGIC AREA : PUBLIC SAFETY • Mission Statement: To seek justice, promote public safety and fight for our community. (District Attorney) Goal PS DA 1 : Systematic reduction of gang violence in our community. 1 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 PSDAS :: .eduction 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 hold prisoners 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 DD 1 :: 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 Regional Communications Center) Goal PS W+ RC 1 : To answer 90% of 9- 1 - 1 calls during the average busy hour each day within 10 seconds. 38 o Goal PS WCRCC2 : To answer 95% of 9- 1 - 1 calls during the average busy hour each day within 20 seconds . o Goal PS WCRCC3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. o Goal PS WCRCC4 : To resolve all Service Requests 90% monthly. o Goal PS WCRCC5 :C5 : Implement a new public safety information system. • Mission Statement: To provide a responsive, proactive, medico-legal investigation in an efficient and compassionate manner. (Coroner) o Goal PS C l : 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 investigation staff prepared 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) 0 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) o Goal JS-3 : 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) 39 • Mission Statement: To coordinate emergency preparedness planning in Weld County. (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 o 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 . o 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 . 40 STRATEGIC AREA : HUMAN SERVICES 41 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 HHS 1 : To continuously strengthen services and support innovation that lead to a culture that empowers people to improve their quality of life. o Goal HHS2 : Develop and deploy consistent performance management approaches across the Department of Human Services . o Goal HHS3 : Establish a systematic structure to effectively communicate inside and outside of the Department of Human Services . o Goal HHS4: To prepare for the future by identifying appropriate actions to external threats that may impact the Department of Human Services . o Goal HHS5 : 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 Department of Human Services . o Goal HHS7 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and Non- Service Pension claims . o Goal HHS8 : Assist veterans and dependents enroll in Veterans Administration health care . o Goal HHS9 : Provide education assistance and burial and survivor benefits for veterans and dependents services . 42 STRATEGIC AREA : HEALTH SERVICES 43 STRATEGiC 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) u Goal HS 1 : To improve the health of our diverse communities by assuring individuals, families, and communities gain greater control of factors that influence their health. o Goal HS2 : To lessen adverse public health impacts of disease through preventive measures . o Goal H 3 : To enhance our organization' s effectiveness by continually monitoring our performance and evaluating our programs . 44 STRATEGIC AREA : TRANSPORTATION 45 STRATEGiCAREA : TRANSPORTATION • Mission Statement: To design, build, and i , intain 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 managerial support and supervision to the Public Works Department. (Public Works Administration) o 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) o Goal TPW : 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) o 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 TPW5 : 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 TPW6: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road construction and overlay projects . Clear paved roads of snow and ice. (Public Works Trucking) o Goal TPW7 : Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration on 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) 46 STRATEGIC AREA : ECONOMIC DEVELOPMENT 47 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 ED 1 : Encourage the expansion of existing businesses and the location of new industries that will provide employment opportunities in Weld County. o Goal ED2 : Support and facilitate public and private economic development efforts that are consistent with the Goals and Policies of Weld County. o Goal E P 3 : Structure land use policies and regulations so they encourage County- wide economic prosperity and economic growth. o Goal ED Recognize 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. 48 STRATEGIC AREA : LAND USE 49 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 C ED 1 : Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. o Goal CED2 : Plan for 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 CEDS : 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. o Goal CEDE : Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education. o Goal CED9: Maintain quality, professional and timely site inspections . 50 STRATEGIC AREA : ENABLING ST ' A TEGIES 51 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 ES 1 : Enable County departments and its service partners to deliver quality customer service . o 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) o Goal ES4 : 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) o Goal ESS : Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving. To be accountable and responsible to the public ' s needs . 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 Vote Center voting, Mail-In Ballots , Early voting 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 Vote 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. o 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. Ensure that the citizens receive professional, timely and quality service at all times . (Clerk & Recorder - Motor Vehicle) o Goal ESS : To provide County treasury and tax collection services in the most accurate, efficient and cost-effective manner possible . (Treasurer) o Goal ES9 : Correctly discover, list, value and defend values for property taxes for Weld taxing authorities . (Assessor) 52 o Goal ES 10 :O : Ensure the financial viability of the County through sound financial management practices. (Finance & Administration) o Goal ES 11 : Deliver on promises and be accountable for performance . (Finance Administration) o Goal ES 12 :2. : Ensure the financial accounting of County funds is accurate ( Accounting) o Goal ES 13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers . (Purchasing) o Goal ES 14: Attract, develop and retain an effective diverse and dedicated team of employees. (Human Resources) o Goal ES 15 : Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld County. (Building & Grounds) o Goal ES 16 : Direct planning, design, engineering, construction services, and capital improvements . (Building & Grounds) o Goal ES 17 :7 Ensure a responsive, service-oriented, effective maintenance services. (Building & Grounds) o Goal ES 18 : Perform preventative maintenance actions to reduce lifetime operational cost. (Building & Grounds) o Goal ES 19 : To provide quality, sufficient, and well-maintained county vehicles to county departments . (Motor Pool) o Goal E520: Capitalize on phone technology to improve service , increase efficiency and provide greater phone access and exchange . to 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) Note: Information Technology has a comprehensive strategic plan available online at : http: //wci. weld. goviDepartmentLinks/InformationTechnologyindex.html 53 ig6i i lIT]E - , coTy 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. Outside agencies that provide contractual services will be treated like county 55 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 . 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 . Population growth and development is planned for and accommodated . 56 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 . 57 2020 BUDGET CALENDAR April 15 Board reviews the 2020 budget plan . May 6 - May 10 Director of Finance discusses target budgets and 2020 budget plan with department heads and elected officials . June 14 Elected officials and department heads submit applications for the innovation investment program projects to Finance . June 14 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance . June 14 Elected officials and department heads submit telecom service requests to Telecom Services . June 14 Elected officials and department heads submit new position requests and any reclassification requests to Human Resources . June 14 Elected officials and department heads submit requests for information technology services requests to Information Technology. June 14 Elected officials and department heads submit requests for vehicles to the Fleet Manager. July 3 Submit budget request to Director of Finance and Administration July 3 - September 16 Finance office review. September 17 Early warning budget work session and community agency requests. September 17 Budget Message to Board and transmit Proposed Budget to Commissioners. September 20 Publish notice of availability of Proposed Budget October 22 and 24 Budget work session hearings with commissioners and elected officials and department heads. November 1 Publish notice of final budget hearing . October 25 - December 10 Prepare final budget. December 11 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 priority changes 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 program performance , 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 to meet 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 Analyze Community Needs Develop County- Wide Goals Community Assess Prior Year' s Long Range Planning Assessment �"' Performance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy SUPPORT PROGRAM Accounting System PROGRAM EVALUATION Fiscal Control PLANNING Cost Accounting Program Analysis By Program Assess Program Alternatives Review Program Design Program Performance Define Program Objectives Performance Relate to Present Examine and. Evaluate Measurement Alternatives Operations Systems and. Reports Revise as Necessary Service Delivery BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 61 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS Budgct Policies Implementation and Results of Budgct Process Strategic Objectives Revenue Policies Major Program Goals Policy Directions Specific Revenue Assumptions Accounting Policies Policy Matters/ Investment Policies Points of Issue Capital Improvement Workload Data Politics Department Objectives Budget Guidelines Significant Changes Allocation of Resources \\N DEPARTMENT BUDGET UNITS 62 BUDGET PROCESS OBJECTIVES : 1 . Identify the cost of existing activities within the county. 2 . 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 which fall within a marginal range of funding . 4 . Aggressively analyze major revenue sources. 5 . Eliminate procedures which were not fully utilized in the decision-making process of the budget. 6 . Identify optional programs and service levels which may be reduced if necessary. 7 . Continue refinement of the budget process with the key aspects of planning , evaluation , priority setting , rational resources allocation process, and creative management approaches. 8 . Utilize the target budget approach . 9 . Continue a strategic planning process. 63 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting Accrual Basis of Budgeting (Government Fund Types) (Proprietary Fund Types) General Special Capital Internal a Public Health Fleet Health Works Services Insurance Social Human Telecom Services Services Insurance Services Conservation Weld Solid Waste Finance Crime Lab Trust Corp. BUDGETARY ACCOUNTING BASIS : The Weld County budgetary procedure uses the following Basis of Accounting . Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements . Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied . The governmental funds and expendable trust funds utilize the modified accrual basis of accounting . Under this method revenue is 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 CSA. Solid Waste Fund : This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. 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 29- 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 . Northern Colorado 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. 68 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS fi 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 HB 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. 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 . 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 $75 , 275 , 000 . 69 LONG TERM FINANCIAL PLANNING 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 live-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 and Charges : 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 70 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 wilt 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. 71 CAPITAL IMPROVEMENT POLICY Capital Improvement Plan - ► 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. 1 . 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 . 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 . 72 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 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 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. 73 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 01 ) 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 . 74 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. 75 POLICY DIRECTIONS -- Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget submission . -- Incorporate the Strategic Investment Plan for the Future of WeldCounty 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 cutting/revenue raising strategies to hold down costs and support County services . This may be accomplished by: -- 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: -- 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 76 -- 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 Fleet Services 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. 77 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 dearly 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 or other 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 . 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. 78 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 . r 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 PoPU'LA►TION 2018 (Actual ) 314,350 2019 ( Estimated) 323, 75►0 2020 ( Projected) 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. 79 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 IOS ) must be submitted by July 3 , 2019 . 2 . All departments are requested to submit, on or before June 14 , 2019 , 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 . C . 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 560 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 . 8 . Postage costs are anticipated to be 550 in 2020 . 80 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 to answer questions , or to get approval for variation to the normal procedures outlined in the special instructions. 81 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 6 FTE for a total cost of $ 1 , 138 , 331 . With the passage of HB 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 Improvements 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 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. 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. The public safety information system ( Spillman ) will be updated or replaced . 82 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. 2 . Continual search for new sources of revenue shall be made to diversify the County's financing plan . 3 . The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source . 4 . Estimated revenues are conservatively projected . 5 . Proposed rate increases are based upon : A. Fee policies applicable to each activity. B . Related cost of the service provided . C . The impact of inflation in the provision of services. D . Equitability of comparable fees. 6 . Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated . Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need . 7 . Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program . 8 . Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date . 9 . Assume a local economy 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 . 11 . Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding . 83 SPECIFICREVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Where appropriate , the local economic conditions and forward - looking economic indicators have been noted andconsidered 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 . SB 19- 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 . 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 $66 . 4 million in one-time expenses. It is anticipated that oil prices will stay in the $45-65 per barrel range in next few years . Going forward the county will levy with maximum allowable, per Weld County Home Rule Charter and Amendment One (TABOR) limitation . Specific Ownership Tax : Personal property tax on vehicles ( SOT) is anticipated to be up slightly ($ 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 , 2019 . 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 $ 153213 , 068 $ 141 , 946, 827 $ 145 , 754 ,379 $ 173 , 539 , 158 $ 222 , 116 ,442 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 , 109 , 545 TOTAL REVENUES $ 314 ,975 ,439 $ 301 , 938575 $ 319 ,294 , 318 $ 337 , 961 ,336 $ 393 ,071 , 178 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 — Property Taxes 150 —I.— Intergovernmental 100 Proprietary Service Other Revenue 50 0 ft ft 2016 2017 2018 2019 2020 Property 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. SB 19- 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 86 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 -- - Other Taxes 20 —I— Fees 0 15 ea Licenses Permits ._ 10 Charge ForSrvs 5 ire -• MiscelMiscellaneous 2016 2017 2018 2019 2020 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 from oil 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 . 87 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. 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 charge social 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 2020 -2024 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 $45-65 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 ,428206 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 15 , 622 , 314 15 ,701 , 763 15 , 783 , 564 15 , 867 , 779 15 , 954 ,488 TOTAL REVENUES $ 353, 122 ,891 $ 355,263, 596 $ 353 , 082,045 $ 366, 039,633 $ 379,766 ,268 89 Major Revenue Projections 250 200 150 Property Taxes IA c •. —e— Intergovernmental 100 Internal Service Other Revenue 50 0 2021 2022 2023 2024 2025 2021 -2025 EXPEN 1 !TIME PROJECTIONS DESCRIPTION 2021 2022 2023 2024 2025 General Government $ 49 ,215 ,442 $ 50 , 72 5,285 52,282, 118 S 54 , 387 ,407 $ 55 , 557 ,670 Public Safety 77 , 790 ,420 80, 124, 132 84,337,856 86,867,992 89,474 , 032 Public Works 85 ,606 ,053 88 , 174, 234 90,819,461 93,544,045 96350 , 367 Public Health and 59 ,635 ,371 60,822,259 62,032 , 884 63 ,267 , 721 64 , 527,256 Welfare Human Services 9,392,054 9,574,116 9,759,819 9,949 ,236 10, 142 ,442 Culture and Recreation 1 , 055 , 906 1 , 068 ,413 1 , 081 , 296 1 , 094 ,565 1 , 108 , 231 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 , 392 ,245 6 , 577 ,674 6 , 768,595 6,965, 174 7 , 167 , 575 TOTAL EXPENSES $337 ,214 , 731 S347 ,211 , 833 $ 352,956 ,702 $ 364,512,734 $ 380 , 851 , 150 90 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 Human Services 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 120 100 General Govt Public Safety 80 - I r Public Works c 42 60 c__- Public Hlth and Welfare Human Services 40 Internal Services Capital 20 Miscellaneous NA/ 0 2021 2022 2023 2024 2025 91 202 '1 -2025 FUND BALANCE PROTECTIONS 2021 2022 2023 2024 2025 Begin Fund Balance $ 171 , 511 ,239 $ 187 ,419 , 399 $ 195 ,471 , 162 $ 195 , 596 ,505 $ 197 , 123A04 Total Revenues 353 , 122, 891 355 ,263 , 596 353 , 082 , 045 366 , 039 ,633 379 , 766 ,268 Total Expenses 337 ,214, 731 347 ,211 , 833 352 , 956 , 702 364 , 512 , 734 380 , 851 , 150 Ending Fund Balance $ 187 ,419 ,399 $ 195 ,471 , 162 $ 195 , 596 ,505 $ 197 , 123 ,404 $ 196 ,038 , 522 Fund Balance Projections 400 - 350 r* ---- 300 250 —4— Beg Fund Bal CA .. 200 Revenue i -a- Expense 150 — End Fund Bal 100 50 0 2021 2022 2023 2024 2025 92 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 Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Clerk to the Board Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Grounds 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 Technology Projects Chief Information Officer Sheriff Administration Units (21100- Sheriff 21160 ) Patrol Unit Sheriff 93 BUDGET UNIT RESPONSIBLE OFFICIAL Investigation Unit Sheriff Regional Forensic Lab Sheriff Victim Advocates Sheriff Drug Task Force Sheriff 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 & Transportations and Work Release Units 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 Energy Director, Oil and Gas Energy Office of Emergency Management Director, Office of Emergency Management Pest and Weed Control Director, Public Works Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran's Office Director , 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 Trust Fund Director, Finance and Administration 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 Telecom Fund Chief Information Officer Health Insurance Fund Director, Finance and Administration 95 POLICY MATTERS/ POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Clerk to the Board : Office Tech IV to Clerk to Board Supervisor ( Mid-year) $ 16 , 287 Elections : Office Tech III ( 2) 135 , 406 Motor Vehicle : Office Tech III from part time to full time (2 ) ( Mid-year) 23 , 910 Four temporary positions 139 , 040 District Attorney : Five Positions Due to New Judges { mid-year} 520 , 562 Reclassify 4 Office Tech III to Office Tech IV 24 , 786 Reclassify 5 Office Tech IV to DA Secretary 18 ,449 Accounting : Reclassify Account II to Account III 12 , 720 Planning : Reclassify Planner I to Planner II 8 , 178 Building and Grounds : Electrician 95 , 820 Custodian Assistant 67 , 108 Information Technology : Projects 500 , 000 Fiber Redundancy 750 , 000 Data Center Storage 1 , 500 , 000 Data Privacy and IT Risk Manager 129 , 274 Public Safety Information System : Public Safety System Analyst 126 , 426 Coroner : Medicolegal Investigator Overfill/ Diener 0 $85 , 422 Justice Services : Pretrial Services Specialist II 147 , 890 Reclassify Pretrial Services Specialist I to II 2 , 016 Reclassify Pretrial Services Supr. To Manager 7 , 686 Retain Court Date Notification 0 96 POLICY MATTERS/ POINTS OF ISSUE WITH FISCAL IMPACT ( continued ) FUNDING INCLUDED EXCLUDED Oil and Gas Energy : Department Creation with 15 FTE ( mid-year) $ 1 , 980, 000 Revenue - 1 , 980, 000 Sheriff : captain for Administration 164 , 378 Lieutenant for Administration 141 , 868 Sergeant for POST ( mid-year) 123 , 500 Two Deputies for Training 184, 476 Records Unit 12 FTE and Support Costs 1 , 133 , 634 Evidence Unit 2 FTE and Support Costs 227 , 550 Lab Office Tech IV 66 , 445 Reclassify DNA Analyst 5 , 012 Two Sergeants Patrol 247 , 000 Supply Tech Detention 62 , 739 Six Deputies for Court due to New Judges ( mid-year) 617 , 769 Law Fitness Evaluation 100 , 000 Engineering : Engineer I for Oil and Gas ( mid-year) 98 , 268 Engineer Tech for Development Reviews 75 , 218 Engineer Tech for ROW Permitting 75 , 218 Reclassify Engineering III to Senior Engineer 19 , 452 Noxious Weeds : Drone 15 , 000 Parks and Trails : Poudre Trail Repairs 100 , 000 Great Western Trail Authority Maintenance 10 , 000 Development Disabled : Envision 38, 225 $85 , 000 Mental Health : NRBH 191 , 000 100 , 000 97 POLICY MATTERS/ PAINTS OF ISSUE WITH FISCAL IMPACT ( Continued ) FUNDING INCLUDED EXCLUDED Extension : 0 . 5 FTE 4-H Foundation Position $25 , 500 Community Agencies : Community Grief Center 0 $25 , 000 Weld 's Way Home 5 , 000 20, 000 211 25, 000 25 , 000 TOTAL GENERAL FUND $ 7,977,810 $ 340,422 PUBLIC WORKS FUND : Service Workers for MS4 Dust Suppressant $76 , 321 Welder for Bridge Construction $94 , 747 Service Workers for Maintenance Support (2 ) 169 , 236 $0 TOTAL PUBLIC WORKS FUND $ 340,304 $ 0 HUMAN SERVICES : WIOA Position N/A Area Agency on Aging Position N/A PUBLIC HEALTH : Deputy Director ( mid-year) N/A Administrative Operations Supervisor ( mid -year) N/A EH Specialists for Oil and Gas Energy (2 ) mid-year N/A 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 ENEFIT 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. • 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. 7 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 OLD NEW DEPARTMENT NAME POSITION POSITION 1000-10400 Clerk to the Board Office Tech IV (Grade 21 ) Clerk the Board Supervisor (Grade 28) 1000-11200 Elections None Office Tech IV (Grade 21 ) , 2 FTE 1000-11300 Motor Vehicle Office Tech III (2 PTE) Office Tech III (Grade 15) , 2 FTE Permanent 1000-11300 Motor Vehicle None Office Tech III (Grade 15) , 4 Temporary 1000-15100 District Attorney None Deputy DA III (Grade 49), 3 FTE 1000-15100 District Attorney None DA Investigator II (Grade 40), 1 FTE 1000-15100 District Attorney None Office Tech IV (Grade 21 ) , 1 FTE 1000-15250 Juvenile Restorative Just 0 .25 FTE None 1000-15300 Vitim Witness Assist None DA VW Assistant (Grade 24) 1 FTE 1000-16200 Accounting Accountant II (Grade 37) Accountant III (Grade 43) 1000-17100 Planning Oil & Gas Comm Spc None 1000-17100 Planning Planner I , Oil and Gas None 1000-17100 Planning Office Tech IV None 1000-17100 Planning Planner I Planner II 1000-17200 Building and Grounds Master Plumber, 0 ..5 FTE Master Plumber to 1 . 0 FTE 1000-17200 Building and Grounds None Groundskeeper (1 ) 1000-17200 Building and Grounds None Electrician ( 1 ) 1000-17200 Building and Grounds None Custodial Assistant (1 ) 1000-17300 Information Technology Application Analyst Sr. Application Analyst (Grade 52) 1000-17300 Information Technology Web Developer Web Administrator (Grade 41 ) , 2 FTE 1000-17300 Information Technology None Data Privacy & IT Risk Mgr (Grade 52), 1 FTE 1000-21100 SO Admin . Patrol None Captain (Grade 64), 1 FTE 1000-21100 SO Admin . Patrol None Lieutenant (Grade 57) , 1 FTE 1000-21110 Booking Unit None Supply Tech (Grade 18) , 1 FTE 1000-21120 SO Profession Stand None Deputy (Grade 37), 2 FTE 1000-21120 SO Profession Stand None Sergeant POST (Grade 51 ) , 1 FTE 1000-21150 Records Unit None Records Manager (Grade 30) , 1 FTE 1000-21150 Records Unit None Records Supervisor (Grade 27), 1 FTE 1000-21150 Records Unit None Records Techs (Grade 21 ), 10 FTE 1000-21160 Evidence Unit None Evidence Supervisor (Grade 27), 1 FTE 1000-21160 Evidence Unit None Evidence Tech (Grade 21 ), 1 FTE 1000-21200 Patrol Unit None Sergeant (Grade 51 ), 2 FTE 1000-21260 Regional Lab None Office Tech IV (Grade 21 ) , 1 FTE 1000-21260 Regional Lab Criminal Spec (Grade 42) Sr Forensic Examiner (Grade 44) 1000-24420 Courts &Transportation None Detention Deputies (Grade 37), 6 FTE 1000-22400 Public Safety IT None Public Safety Sys Analyst (Grade 44) , 1 FTE 1000-24100 Pretrial Services None Pretrial Specialist (Grade 27) 2 FTE 1000-24100 Pretrial Services Pretrial Sery Spec I Pretrial Specialist II (Grade 30) 1000-24100 Pretrial Services Pretrial Sup/re (Grade 36) Pretrial Manager (Grade 40) 1000-24150 Adult Diversion Services 0 .25 FTE Director 0 . 5 FTE Director from Juv Restorative Just 101 POSITION AUTHORIZATION CHANGES DUE TO 2020 BUDGET ( continued FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000-25200 Oil & Gas Energy None Office Tech Ill (Grade 15) , 1 FTE 1000-25200 Oil & Gas Energy None O&G Enf & Permit Mgr (Grade 47), 1 FTE 1000-25200 Oil & Gas Energy None O&G Enf & Permit Spec I (Grade 35), 3 FTE 1000-25200 Oil & Gas Energy None O&G Enf & Permit Spec II (Grade 43), 3 FTE 1000-25200 Oil & Gas Energy None Planner I , O&G LAP (Grade 35) , 1 FTE 1000-25200 Oil & Gas Energy None Hearing Officer, 2 FTE 1000-31100 Engineering Engineer I (Grade 38) Engineer III (Grade 49) 1000-31100 Engineering Engineer III (Grade 49) Senior Engineer (Grade 53) 1000-31100 Engineering None Engineer Tech I (Grade 25) , 2 FTE 1000-31100 Engineering None Engineer I , O&G (Grade 38) , 1 FTE 1000-96100 Extension Services . 5 FTE 4-H Director 1 . 0 FTE , 4-H Director 2000-32300 Bridge Construction None Welder (Grade 32), 1 FTE 2000-32300 Bridge Construction None Service Worker III (Grade 25), 1 FTE 2000-32400 Maintenance Support None Service Worker II (Grade 21 ), 2 FTE 2500-41100 PH Admin None Deputy Director (Grade 73), 1 FTE 2500-41100 PH Admin None Operations Supervisor (Grade 36) , 1 FTE 2500-41100 PH Admin . 75 Courier FTE 1 . 0 Courier/Lab Field Tech (Grade 20) 2520-41210 Health Communications .25 FTE FDA None 2560-41400 Environmental Health .6 FTE EH Tech EH Tech (Grade 22) , 1 FTE 2560-41400 Environmental Health None EH Spec I , Oil & Gas (Grade 33) 2 FTE 2625-61420 HS WIOA None WIOA Position , 1 FTE 2650-61700 HS Area on Aging None Area Agency on Aging Position , 1 FTE Note: Positions reclassified or approved midyear are not included in the above listing. 102 ALL FUNDS REVENUE $ 250 , 000 , 000 $ 200 , 000 , 000 02019 sio , 000 , 000 • 2020 $ 100 , 000 , 000 $50 , 000 , 000 $0 Er. I x 713 CO (1) ci) I— >a§ ci) is;zE CS 2 IT) >I Fmk IT) (t) c 0_ GO ca co a .c a_ O o oh, .tio ._ u- (15 (.) Loi z E ..J 2020 Revenue Total $ 506 , 731 , 178 (2019 $430 , 651 , 336) Proprietary Services $33 , 706 , 303 7% Net Property Tax $222 , 116 ,442 _ 44% Fund Balance $ 1131660 ! 000 sr 22% Miscellaneous $24 , 109 , 545 5% Chg for Service Other Taxes $ 11 ,499 ,426 Intergovernmental $ 12 , 970 , 000 2 © 3% $67 ,679 , 862 Fees Licenses/Permits 13% $ 14 , 109 ,600 $6 , 880 , 000 1 % 3% 103 ALL FUNDS EXPENDITURES $90,000,000 ■ 2019 $80,000,000 a 2020 $70,000,000 II $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $ 10,000,000 1$0 I I I I I I I + I I I I I ge, II d 11 W yk- ~\ `t ` . e cgs (4 d's 4q O O 4 , 0 Ott .flett we e so .s‘ ets\. si- er- is)p es: 0 e C Is 2020 EXPENDITURES Total $ 345 , 219 , 939 (2019 $ 315 , 256 , 967 ) Contingency $10,000,000 Capital Auxlary 3% Public ks $984i ,i554 $17,957,000 $9,048,11 0% 5� ° Health Social Services 3% $12,694,543 $45,777,213 4% 13% Public Safety $77,055,896 22% Proprietary Services $37,206,303 11 % Miscellaneous _.,---- ' Culture/Recreation $9,390,258 7 $1 ,129,110 3% 0% Human Services General Government $9,213,562 $49,685,875 Road & Bridge 3 /o $65,077,509 14% 19% 104 MILL LEVY 2020 TOTAL 15 . 038 Social Services 06o7a3 Capital Insurance 2 . 067 0 . 226 14% 1 % I _ __ - - ---- General , .... dr 7. 608 Is Public Works 51 %1 . 551 10% Contingency 2 . 713 18% 2019 TOTAL 15 . 038 Social Services 1 . 066 7% Capital Insurance 0. 953 0 . 238 6% 2% I - _ - -- General Public Works -'' 8 . 361 1 . 647 - 56% 11 % Contingency 2 . 773 18% 105 2020 SUMMARY OF FUND BALANCES 2019 2019 2020 2020 2020 BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 24 ,451 ,416 8. 361 $ 13, 000 ,000 7. 608 $ 117 ,756 , 526 SPECIAL REVENUE FUNDS : 2000 Public Works 43 ,7151651 1 . 647 44, 000 ,000 1 . 551 24 ,000, 000 2100 Social Services 1 , 394,218 1 . 066 2 , 000 ,000 0. 873 13 , 511 ,213 220►0 Conservation Trust 638, 060 - 600 ,000 - 2300 Contingent 3 , 970,920 2 . 773 18,000 ,000 2 . 713 42 , 000 , 000 2500 Health Department 5, 749,295 - 1 ,750 ,000 - 200 Human Services 1 ,237, 630 - 1 ,500 ,000 - - 2700 Solid Waste 3 , 111 , 125 - 2 ,000 ,000 - - CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 44,587, 122 0. 953 2 , 000 ,000 2 . 067 32 , 000 , 000 GROSS TOTALS $ 128 , 905, 337 14 .800 $ 39 ,360 , 000 14. 812 $ 229 , 267 , 739 LESS INTERFUND FUND TRANSFERS - - - NET TOTAL $ 128 , 905, 337 14.800 $ 89 ,850 , 000 14. 812 $ 229 , 267 , 739 PROPRIETARY FUNDS: 5200 Regional Crime Lab 159152 - 160000 - - 6000 Fleet Services 3 , 631 , 358 - 3, 000 ,000 - 6200 Health Insurance 19 ,246,416 - 18, 000 ,000 - - 6300 Insurance 315, 344 0. 238 2 , 000 ,000 0.226 3 ,500 , 000 6400 Telecom Service 650,469 - 650 ,000 - - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 24 , 002 , 739 0.238 $ 23, 810 ,000 0.226 $ 3 ,500 , 000 GROSS TOTAL ALL FUNDS $ 152 , 908, 076 15. 038 $ 113, 660 ,000 15. 038 $ 232 ,767 , 739 106 Assessed Value $ 15,478 ,636 , 758 2020 2020 2020 2020 2020 2020 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 5 , 922 ,465 $ 29, 038 , 152 $ - $ 170, 717, 143 $ 101 , 030 , 010 $ 19, 081 ,628 16,200 ,000 24 ,890, 797 - $ 109,090 ,797 65, 077 ,509 $ 44, 013,288 32 ,2 00, 000 - - $ 47, 777 ,2 13 40 , 777 ,213 $ 2 , 000 ,000 435, 000 10, 000 $ 1 , 0451000 456 ,677 $ 588 ,323 - - - $ 60, 000 ,000 10 , 000 , 000 $ 50, 000 ,000 4 , 585, 148 1 ,612 , 325 6,206,070 $ 14, 153 ,543 12 , 403 , 543 $ 1 , 750 ,000 8 ,271 ,249 641 , 000 12 , 351 $ 10,424 ,000 8 , 924 , 600 $ 1 , 500 ,000 - 2 ,000 , 000 - $ 4,000 ,000 2 , 000 , 000 $ 2 , 000 ,000 - 725 , 000 - $ 34, 725 ,000 17 , 957 , 000 16, 768 ,000 $ 07 , 079, 802 $ 58 ,917 , 274 $ 6,218,421 $ 451 , 933 ,296 $ 314 , 232 , 057 $ 137, 701 ,239 - - (6,218,421 ) (6, 218 ,421 ) ( 6 , 218 ,421 ) - $ 67 , 679, 862 $ 58 ,917 , 274 $ - $ 445, 714 ,875 $ 308 , 013 , 636 $ 137, 701 , 239I 310 ,000 $ 470, 000 310, 000 160, 000 11 , 550 ,338 - $ 14, 000, 338 11 , 550 , 338 3, 000, 000 - 20,267 ,676 - $ 38,267, 676 20 , 267, 676 18, 000, 000 - 203 ,200 - $ 5, 703,200 3 , 703 , 200 2 , 000, 000 1 , 375 ,089 - $ 2 , 025, 089 1 , 375, 089 650, 000 - - - $ - - - $ - $ 33, 706 ,303 $ - $ 61 , 016, 303 $ 37 , 206 , 303 $ 23, 810 ,000 $ 67 , 679 , 862 $ 92 , 623 ,077 $ - $ 506, 731 , 178 $ 345 , 219 , 939 $ 161 , 511 ,239 107 2020 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2020 2020 2020 2020 2020 1 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 18,000,000 117 ,756 , 526 $ 5, 922 ,465 $ 29 , 038 , 152 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 44, 000 , 000 24 , 000 , 000 16 ,200 , 000 24,890 , 797 - 2100 Social Services 2 , 000 , 000 13 , 511 ,213 32 ,266 , 000 - 2200 Conservation Trust 600 ,000 - 435 , 000 10 , 000 2300 Contingent 18,000, 000 42, 000,000 - - - 2500 Health Department 1 , 750 , 000 4 , 585 , 148 1 , 612 , 325 6,206, 070 2600 Human Services 1 , 500 , 000 - 8 ,271 ,249 641 , 000 12, 351 2700 Solid Waste 2,0100, 000 2, 000 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 2 , 000 ,000 32 , 000 , 000 0 725 , 000 - GROSS TOTALS $ 89 , 850 , 000 $ 229 ,267 , 739 $ 67 , 679 , 862 3 58 , 917 , 274 $ 6 , 218 , 421 LESS INTERFUND TRANSFE - - - - (6 , 218 , 421 ) NET TOTAL $ 89 , 850 , 000 $ 229 ,267 , 739 $ 67 , 679 , 862 3 58 , 917 , 274 $ - PROPRIETARY FUNDS : 5200 Regional Crime Lab 160000 - - 310, 000 - 6000 Fleet Services 3 , 000 , 000 - 11 , 550 , 338 - 6200 Health Insurance 18 , 000 , 000 - 20,267 , 676 - 6300 Insurance 2 , 000 , 000 3 , 500,000 - 203 ,200 - 6400 Telecom Service 650 , 000 - - 1 ,375, 089 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 23 , 810 , 000 $ 3 , 500 , 000 $ - $ 33 , 706 , 303 $ GROSS TOTAL ALL FUNDS $ 113 , 660 , 000 $ 232 , 767 , 739 $ 67 , 679 , 862 S 92 , 623 , 577 $ - 108 Assessed Value $ 15 ,478 , 636 , 758 2020 2020 2020 2020 2020 2020 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO - ENDING FINANCING SUPPLI E PRIATIONS BALANCE 170,717, 143 S 93 , 017,400 50 , 329 , 430 2,688,613 151 , 335 , 515 19 , 031 , 628 - 109 , 090 , 797 15, 531 ,234 49 , 546 , 275 65 , 077, 509 44 , 013 , 288 47 , 777 ,213 30 , 347 , 100 15 ,430 , 113 - 45, 777 ,213 2 , 000 , 000 1 , 045 , 000 456 , 677 - 456 , 677 677 588 , 323 60, 000 , 000 10 , 000 , 000 10 , 000 , 000 50 , 000 , 000 14 , 153 , 543 9,407, 352 2 , 988 , 691 7 , 500 12 ,403, 543 1 , 750 , 000 10 ,424 , 000 5, 761 , 950 3 , 162 , 650 - 8 , 924 , 600 1 , 500 , 000 4 , 000 , 000 - 2 , 000 , 000 2 , 000 , 000 2 , 000 , 000 34 , 725 , 000 - - 17, 957 , 000 17 , 957 , 000 16, 768 , 000 451 , 933 ,290 159 , 665 , 102 133 , 913 , 842 20 , 653 , 113 314 , 232 , 057 137 , 701 , 239 ( 6 ,218 ,421 ) (6 , 218 ,421 ] (6 , 218 , 421 ) - $ 445 , 714 , 375 S 159 , 665 , 102 127 , 695 , 421 20 , 653 , 113 308 , 013 , 636 137 , 701 , 239 470 , 000 - 310 , 000 - 310 , 000 160 , 000 14 , 550 , 338 1 , 606 , 119 9 , 744 ,219 200 , 000 11 , 550 , 338 3 , 000 , 000 38 ,267 , 676 - 20 , 267 , 676 - 20 ,267 , 676 18 , 000 , 000 5 , 703 ,200 - 3 , 703 , 200 - 3 , 703,200 2 , 000 , 000 2,025 , 089 317 , 951 1 , 057 , 138 1 , 375 , 089 650 , 000 61 , 016 , 303 S 1 , 924 , 070 35 , 082 , 233 200 , 000 37 , 206 , 303 23 , 810 , 000 506 , 731 , 178 $ 161 , 589 , 172 5 162 , 777 , 654 20 , 853 , 113 345 , 219 , 939 161 , 511 , 239 109 2019 ESTIMATE SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2019 2019 2019 2019 2019 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 24,451 ,416 96 , 488 , 601 5 , 309 , 208 35 , 164, 350 - SPECIAL REVENUE FUNDS : 2000 Public Works 43 , 715 , 651 19 , 000 , 000 20 , 525 , 000 24 , 265 , 707 - 2100 Social Services 1 , 394 ,218 12 , 300 , 557 31 , 686 , 679 - - 2200 Conservation Trust 638 , 060 - 435 , 000 10 , 000 - 2300 Contingent 3 , 970 , 920 32 , 000 , 000 - - - 2500 Health Department 5 , 749 ,295 - 4 , 399 , 739 1 ,620 , 997 2 , 012 , 076 2600 Human Services 1 ,287 ,530 - 7 , 666 , 349 941 , 535 12,351 2700 Solid Waste 3, 111 , 125 1 ,650 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 44 , 587 , 122 11 , 000 , 000 0 525,000 - GROSS TOTALS 128 , 905 , 337 170 , 789 , 158 70 , 021 , 975 64 , 177 , 589 2 , 024 ,427 LESS INTERFUND TRANSFE - - - - (2, 024 ,427 ) NET TOTAL 128 , 905 , 337 170 , 789 , 158 70 , 021 , 975 04 , 177 , 589 - PROPRIETARY FUNDS : 5200 Regional Crime Lab 159 , 152 - - 310 , 000 - 6000 Fleet Services 3 , 631 , 358 - - 11 , 029 , 052 - 6200 Health Insurance 19,246 ,416 - - 18 , 389 , 228 - 6300 Insurance 315, 344 2, 750, 000 - 1 , 874 , 656 - 6400 Telecom Service 650 ,469 - - 1 ,292 , 692 - 500 Weld Finance Corp - - - 1 NET TOTAL - IS FUNDS 24 , 002 , 739 S 2 , 750 , 000 - 32 , 895 , 628 1 GROSS TOTAL ALL FUNDS 152 , 908 , 076 173 , 539 , 158 70 , 021 , 975 97 , 073 , 217 1 110 Assessed Value $ 11 , 540 , 042 , 396 2019 2019 2019 2019 2019 2019 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO - ENDING FINANCING SUPPLI E PRIATIONS BALANCE 161 ,413 ,575 S 89 , 696 , 859 52 , 742 ,488 974,228 143 ,413 , 575 18 , 000 , 000 a 107, 506 , 358 15 , 531 ,234 47 , 975 , 124 - 63 , 506 , 358 44 , 000 , 000 45 , 381 ,454 28 , 896 , 800 14 , 484 , 654 43 , 381 ,454 2 , 000 , 000 1 , 083 , 060 483 , 060 483 , 060 600 , 000 35 , 970 , 920 - 17 , 970 , 920 17 , 970 , 920 18 , 000 , 000 13 , 782 , 107 8 , 920 , 552 3 , 068 , 355 43,200 12 , 032 , 107 1 , 750 , 000 9, 907 ,755 5 , 893 , 800 2 , 513 , 965 - 8 , 407 , 765 1 , 500 , 000 4 , 761 , 125 2 , 761 , 125 2 , 761 , 125 2, 000 , 000 56, 112, 122 - - 54 , 112 , 122 54 , 112, 122 2 , 000 , 000 435 , 918 ,486 148 , 939 , 245 141 , 999 , 691 55 , 129 , 550 346 , 068 , 486 89 , 850 , 000 (2, 024 ,427) (2 , 024 ,427) (2 , 024 ,427) - 433 , 894 , 059 S 148 , 939 , 245 139 , 975 , 264 55 , 129 , 550 344 , 044 , 059 89 , 850 , 000 469, 152 309 , 152 - 309 , 152 160 , 000 14 , 660 ,410 1 ,407, 531 10 , 227 , 879 25 , 000 11 , 660 , 410 3 , 000 , 000 37, 035 , 044 - 19 , 035 , 044 - 19 , 035 , 044 18 , 000 , 000 4 , 940 ,000 - 2 , 940 , 000 - 2 , 940 , 000 2 , 000 , 000 1 , 943 , 161 304 ,753 988 , 408 - 1 ,293 , 161 650 , 000 - - - - - - 59 , 648 , 367 S 1 , 712 , 284 34 , 101 , 083 25 , 000 35 , 838 , 367 23 , 810 , 000 493 , 542 ,426 150 , 651 , 529 5 174 , 076 , 347 55 , 154 , 550 $ 379 , 882 , 426 113 , 660 , 000 111 2018 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2018 2018 2018 2018 2018 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 24, 077 , 859 92 , 968 , 147 $ 6 , 355 , 049 41 ,242 , 038 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 39 ,551 ,705 16,480 , 381 19, 728,416 35 , 028 , 696 - 2100 Social Services 2 , 127, 966 11 , 386 , 111 31 ,415 , 147 - 1 , 000 , 000 2200 Conservation Trust 601 , 656 - 420 , 807 10 ,243 - 2300 Contingent 23 , 943 , 563 11 , 984 , 895 - 42 ,462 - 2600 Health Department 2 , 621 , 041 - 4 , 229 , 659 1 , 830 , 626 6 , 728 , 476 2600 Human Services 1 ,287,913 - 7 , 449 , 676 623 , 078 12,351 2700 Solid Waste 3,970, 920 2 , 665 , 042 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 31 , 532 , 875 10 , 234 , 608 0 20, 116 , 835 - GROSS TOTALS $ 129 , 716 , 398 $ 143 , 054 , 137 $ 69 , 607 , 743 $ 101 , 559 , 020 3 6 , 740 , 827 LESS INTERFUND TRANSFE - - - - (6 ,740 , 827 ) NET TOTAL $ 120 , 716 , 308 $ 143 , 064 , 137 $ 60 , 607 , 743 $ 101 , 559 , 020 S - PROPRIETARY FUNDS : 5200 Regional Crime Lab 159 , 152 - - 229,271 - 6000 Fleet Services 3 ,488 , 055 - 960 , 881 9, 959 , 765 - 6200 Health Insurance 15 , 817 , 573 - 19 ,731 , 088 - 6300 Insurance 427 , 327 2 , 496 , 469 - 1 , 319 , 646 - 6400 Telecom Service 506 ,239 - - 1 , 515 , 185 - 6600 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 20 , 398 , 346 S 2 , 496 , 469 $ 960 , 881 $ 32 , 754 , 955 $ - GROSS TOTAL ALL FUNDS $ 160 , 114 , 744 $ 146 , 660 , 606 $ 70 , 668 , 624 $ 134 , 313 , 076 $ - 112 Assessed Value $9 , 224 , 960 , 710 2018 2018 2018 2018 2018 2018 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO - ENDING FINANCING SUPPLI E PRIATIONS BALANCE 164 , 643 , 093 S 84 , 345,415 51 , 861 , 495 3 , 984 ,767 140 , 191 , 677 24,451 ,416 110 , 789 , 198 13, 335,460 53 , 708 , 727 29 , 360 67, 073, 547 43, 715 , 651 45,929 ,224 27,827 , 000 16 , 708 , 006 - 44 , 535 , 006 1 , 394 , 218 1 , 041 , 796 - 403 , 736 - 403 , 736 638 , 060 35 , 970 , 920 - 32, 000 , 000 - 32 , 000 , 000 3 , 970 , 920 14 ,410 , 702 7 , 162 , 564 1 ,498 , 843 - 8 , 661 , 407 5 , 749 , 295 9, 372 , 917 4 , 953 , 733 3 , 131 , 654 - 8 , 085 , 387 1 , 287 , 530 5,5355 952 - 3 , 524 , 837 - 3 , 524 , 837 3 , 111 , 125 61 ,884 , 313 - 410 , 406 10 , 049 , 477 17 , 297 , 191 44 , 587, 122 450 , 678 , 125 137 , 624 , 172 163 , 247 , 704 14 , 063 , 604 314 , 935 , 480 128 , 905 , 337 ( 6 ,740 , 327) (6 , 740 , 327) (6 , 740 , 327) - 443 , 937 ,293 137 , 624 , 172 156 , 506 , 377 14 , 063 , 604 303 , 194 , 653 123 , 905 , 337 388 ,423 216 , 776 12 , 495 229 , 271 159 , 152 14 ,408 , 701 1 , 198 ,250 9 , 267 , 799 311 ,294 10 , 777, 343 3 , 631 , 358 35 , 548 , 661 - 16 , 302 , 245 16 , 302,245 19 , 246 ,416 4 ,243 ,442 - 3 , 928 , 098 - 3 , 928 , 098 315 , 344 2 , 021 ,424 204, 515 1 , 166 , 440 - 1 , 370 , 955 650 , 469 56 , 610 , 651 S 1 , 402 , 765 30 , 881 , 358 323 , 789 32 , 607 , 912 24 , 002 , 739 500 , 547 , 949 $ 139 , 026 , 937 S 187 , 388 , 235 14 , 387 , 393 340 , 802 , 565 152 , 908 , 076 113 GOVERNMENT FUNDS 20 '18 -2020 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2018 2019 2020 Taxes 157 , 346 , 628 183 , 559 , 158 231 , 586 ,442 Licenses and permits 5 , 116 , 332 4 , 678 , 000 6 ,880 , 000 Intergovernmental 68 , 537 , 393 70 , 021 , 975 67 , 679 , 862 Miscellaneous 48 , 340 ,478 23 , 065 , 719 24 , 109 , 545 Fees 14 , 859 , 057 13 ,481 , 000 14 , 109 , 600 Charges for Services 13 , 994 , 765 10 , 182 , 870 11 ,499 ,426 Total Estimated Financial Sources $ 308 , 194 , 653 $ 304 , 988 , 722 $ 355 , 864 , 875 EXPENDITURES Current: General government 52 , 796 , 180 44 , 255 , 806 49 , 685 , 875 Public safety 66 , 074 , 163 70 , 396 , 333 77 , 055 , 896 Public works 73 , 996 , 875 71 , 504 , 597 74 , 125 , 625 Public health and welfare 53 ,474 , 563 55 , 753 , 907 58 ,471 , 756 Human services 10 , 047 , 003 8 , 589 , 762 9 ,213 , 562 Culture and recreation 1 ,778 , 135 994 , 848 1 , 129 , 110 Miscellaneous 4 , 777 , 665 20 ,465 , 764 10 , 374 , 812 Capital outlay 14 , 061 , 130 54 , 112 , 122 17 , 957 , 000 Contingency/Reserves $ 32 , 000 , 000 $ 17 , 970 , 920 $ 10 , 000 , 000 Total Use of Resources $ 309 , 005 , 714 $ 344 , 044 , 059 $ 308 , 013 , 636 Net Increase (Decrease ) in Fund Balance (811 , 061 ) (39 , 055 , 337) 47 , 851 ,239 Fund balance at Beginning of the Year $ 129 , 716 , 398 $ 128 , 905 , 337 $ 89 , 850 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves $ 128 , 905 , 337 $ 89 , 850 , 000 $ 137 , 701 ,239 Contingencies/Reserves Appropriated but Unspent - - 10 , 000 , 000 Fund Balance at End of Year - with Contingencies/Reserves $ 128 , 905 , 337 $ 89 , 850 , 000 $ 147 , 701 ,239 114 PROPRIETARY FUNDS 2018 -2020 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2018 2019 2010 Taxes $ 2 ,496 , 469 $ 2 , 750 , 000 $ 3 , 500 , 000 Intergovernmental 960 , 881 - - Fees - - - Charges for Services 32 ,754 , 955 32 , 895 , 628 33 , 706 , 303 Total Estimated Financial Sources $ 36, 212 , 305 $ 35 , 645 , 628 $ 37 ,206 , 303 EXPENDITURES Regional Crime Lab $ 229 , 271 $ 309 , 152 $ 310 , 000 Fleet Services 10 , 777 , 343 11 , 660 , 410 11 , 550 , 338 Health Insurance 16 , 302 , 245 19 , 635 , 644 20 ,267 , 676 Insurance 3 , 928 , 098 2 , 940 , 000 3 , 703 , 200 Telecom Service 1 , 370 , 955 1 , 293 , 161 1 , 375, 089 Weld Finance Corp - - - Total Use of Resources $ 32 , 607 , 912 $ 35 , 838 , 367 $ 37 ,206 , 303 Net Increase ( Decrease ) in Fund Balance 3 , 604 , 393 ( 192 , 739 ) - Fund balance at Beginning of the Year 20 , 398 , 346 24 , 002 , 739 23 , 810 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves 24 , 002 , 739 23 , 810 , 000 23 , 810 , 000 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year - with Contingencies/Reserves $ 24 , 002 , 739 $ 23 , 810 , 000 $ 23 , 810 , 000 115 Weld County, Colorado 2019 Preliminary Taxable Assessed Value (812112019 ) 2018 Final 2019 Preliminary Class Assessed Value Assessed Value Change $ Change % Vacant $ 79, 197, 730 $ 108, 572 ,550 $ 29, 374 ,820 37. 09% Residential $ 1 ,860,220 ,890 $ 2 ,284, 105 ,630 $ 423, 884 ,740 22 . 79% Commercial $ 933, 156, 520 $ 1 , 144, 816 ,910 $ 211 , 660 ,390 22 . 68% Industrial $ 958, 904,240 $ 1 , 102 , 691 ,410 $ 143, 787 , 170 14. 99% Agricultural $ 214, 145, 980 $ 204, 962 ,980 $ ( 9, 183 ,000) -4.29% Natural Rsc $ 22 , 544, 990 $ 25, 725 ,340 $ 3 , 180 ,350 14. 11 % Oil & Gas $ 6 ,828, 903, 860 $ 9, 924,273 ,010 $ 3, 095 ,369 , 150 45. 33% State Assd $ 866, 954 ,700 $ 933,460 ,400 $ 66, 505 ,700 7. 67% Total Value : $ 11 ,764, 028,910 $ 15, 728, 608,230 $ 3,964, 579,320 33. 70% Less TIF Value $ (223, 986, 514) $ (249, 971 ,472) Net Total : $ 11 , 540 , 042, 396 $ 15 ,478, 636 , 758 $ 3 , 938, 594 , 362 34. 13% Value Changes 2018-2019 Preliminary Assd Value By Class 2019 12000 - State� Assd Vacant Q 1% Residential 10000 15% 8000 a / commercial z TO7- 7% > O 6000 -- aa :. Z 4000 ,: _ - Industrial to 7% m 4 2000 Agricultural I I Al i Oil & Gas _.-- ` 1% 0% Class Source: Weld Assessor 8/28/2019 116 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 933,820 $ 432,640 $ 1 ,366,460 PUBLIC TRUSTEE (8,965) $ 1 , 165 (7,800) CLERK & RECORDER (3,830,557) $ 1 ,048,527 (2,782,030) ELECTIONS 2,259,432 $ 418,080 2,677,512 TREASURER (3,818,218) $ - (3,818,218) ASSESSOR 3,637,858 $ 655, 141 4,292,999 COUNTY COUNCIL 52, 117 $ 6,482 58,599 DISTRICT ATTORNEY 6, 783,542 $ 733,776 7,51 7,318 SHERIFF 5,027, 121 $ 1 ,843,767 6,870,888 CORONER 1 , 380, 126 $ 257,087 1 ,637,213 CLERK TO THE BOARD 601 ,440 $ 139, 170 740,610 TOTAL $ 13,017,716 $ 5, 535,834 $ 18,553,550 MANDATED:STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY $ 27,615,805 $ 4, 598,962 $ 32,214,767 COURTS AND TRANSPORTATION 4, 156,325 $ - 4, 156,325 COMMUNITY CORRECTIONS 0 $ 275,746 275,746 SOCIAL SERVICES 13, 511 ,213 $ 3,081 , 176 16,592,389 HUMAN RESOURCES 12,351 $ 845,568 857,919 PUBLIC HEALTH 5, 593,324 $ 1 , 102,721 6,696,045 TOTAL $ 50,889,018 $ 9,904, 173 $ 60,793, 191 CRITICAL -- NON-MANDATED COUNTY COST PUBLIC SAFETY INFORMATION SYSTEM $ 889,075 $ - $ 889,075 CRIME LAB 712,864 $ 123,031 835,895 POLICE SERVICES (LEVEL) 11 ,563,354 $ 2, 510,527 14,073,881 SHERIFF CONTRACT SERVICES 41 ,070 $ - 41 ,070 COMMUNICATIONS-COUNTY-WIDE 4, 588,427 $ - 4,588,427 OFFICE EMERGENCY SERVICES 425,544 $ 161 ,512 587,056 DRUG TASK FORCE 336,009 $ 5, 158 341 , 167 TOTAL $ 18,556,343 $ 2,800,229 $ 21 ,356,572 117 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION INNOVATION & TECHNOLOGY PROJECTS 500,000 $ - $ 500,000 PLANNING & ZONING/BLDG INSP 488,227 $ 634,860 1 , 123,087 OIL AND GAS ENERGY 0 $ - 0 ANIMAL CONTROL/CODE ENFORCEMENT 264, 140 $ - 264,140 NOXIOUS WEEDS 993,423 $ 52,694 1 ,046, 117 EXTENSION SERVICE 476,897 $ 196,037 672,934 VETERANS SERVICES 229,989 $ 41 ,206 271 , 195 AIRPORT 0 $ 15,332 15,332 MENTAL HEALTH 291 ,000 $ - 291 ,000 MISSILE SITE PARK 72,233 $ 3,470 75,703 COUNTY FAIR 173,696 $ 8,953 182,649 DEVELOPMENTALLY DISABLED 38,225 $ - 38,225 SENIOR COORDINATORS 40,000 $ - 40,000 VICTIM/WITNESS ASSISTANCE 594, 107 $ 79,525 673,632 JUVENILE DIVERSION 44,441 $ 13, 152 57,593 VICTIM ADVOCATES 49,813 $ - 49,813 WASTE WATER MANAGEMENT 10,000 $ 10,000 ECONOMIC DEVELOPMENT 165,000 $ 735 165,735 PUBLIC INFORMATION 330,508 $ 24,295 354,803 GEOGRAPHICAL INFORMATION SYSTEM 141 ,798 $ 488,598 630,396 COMMUNITY AGENCY GRANTS 45,737 $ - 45,737 PARKS AND TRAILS 239,000 $ - 239,000 ISLAND GROVE BUILDING 182,504 $ - 182,504 JUSTICE SERVICES 1 ,254,689 $ 161 ,623 1 ,416,312 WORK RELEASE 1 ,052, 176 $ 223,388 1 ,275,564 ADULT DIVERSION 122,900 $ - 122,900 WELD PLAZA BUILDING (655, 111 ) $ - (655, 111 ) BRIGHT FUTURES 248,268 $ - 248,268 ASSET & RESOURCE MANAGEMENT 4,245,020 $ - 4,245,020 TOTAL $ 11 ,638,680 $ 1 ,943,870 $ 13,582,550 PUBLIC WORKS $ 24,000,000 $ 4,212, 174 $ 28,212, 174 ENGINEERING 9,048, 116 $ 420,444 9,468,560 TOTAL $ 33,048, 116 $ 4,632,617 $ 37,680,733 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 32,000,000 $ 32,000,000 TOTAL $ 32,000,000 $ - $ 32,000,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 917,201 $ (917,201 ) $ - BUILDING & GROUNDS 7,481 ,596 (7,481 ,596) 0 FINANCE & ADMINISTRATION 535,986 (535,986) 0 ACCOUNTING 1 , 130,750 (1 , 130,750) 0 PURCHASING 326, 109 (326, 109) 0 HUMAN RESOURCES 1 ,938,084 (1 ,938,084) 0 TELECOM SERVICES 0 0 0 INSURANCE 3,500,000 (3, 500,000) 0 NON-DEPARTMENTAL 793,787 (793,787) 0 BUILDING RENTS 0 0 0 INFORMATION TECHNOLOGY 10, 798, 126 ( 10, 798, 126) 0 PRINTING & SUPPLY 150,491 ( 150,491 ) 0 TOTAL $ 27, 572, 130 $ (27, 572, 130) $ - 118 SEVEN YEAR TREND Beginning Fund Balance 160,000,000 Z 95 ' CI° l S i - Ze CO 140,000,000 c:1>' CP 1 -.. act0, Aso - y .,n' �r iiii3Nrkssi 120,000,000 V I /,� c.S O 0 .A: , car1 " 100,000,000 50,000,000 I 60,000,000 "der. • 40,000,000 , _ 20,000,000 - 0 /se 1 r I I 1 2014 2015 2016 2017 2018 2019 2020 119 SEVEN YEAR TREND County Expenditures ❑ Gen Gov $ 120 ❑ Public Safety Zet/7 $ 100 7 y - - 71_ __—__ 7.47 $80 -A-' o 41 ./.7H CNI - 7 Z <0,0% CO Z77,7 e t fetc Zi C° I —i zz Z / 7. Fer CD Z. 7I- t I it i,,, 'I' r-- po co � T r 0:5 � ODco I in in III Cf'cy-$40 1 Li2; 41i co ) . • a? I r co co t H C r ' Cl Co L6 4t ) N- co M co o ill is-) CV co 7; " co cci n 05 c*) a C) 41 . iii # co jr, 6� $0 I fr L 2014 2015 2016 2017 2018 2019 2020 120 County Citizens , I I - r Sherifflik Clerk ' �. -:. .Ilr 15.1 . J,1jlwl_ I t:.. ty Assessor _ 8 Corrections, Law Enforcement, ,'e �r .II�.I'. (c,(2:),.,17.):.:1 _ �: � I�`_I L� 'Jt rI Animal Control, Forensic Lab, Recording, Motor Ue 1 I ` ,.l=[: r3-` Task Force, Code Enforcement 2 T r Department of punt ► Department of I Department of Department of p p Department of Human Services Attorney Finance and Public Health and Public Works Planning Services Administration Environment Commissioner Commissioner Commissioner Coordinator Commissioner Commissioner Coordinator Coordinator Coordinator Coordinator �- Human Services Accounting Health Administration Engineering Planning and Zoning Social Services Budget Environmental Health Road and Bridge Building Inspection AAA Capital Projects Public Health Services - ` Board of Adjustment Child Support International Building Code Contract Administration Health Communication, Buildings and Assistance Payments Grant Administration Education and Planning Planning Commission Grounds Child/Adult Protection Finance Division Board of Public Health --- Utility Board N Veterans Services - Employment Services Human Resources Printing and Supply County Extension I Coroner A Office Purchasing Office of Emergency Risk Management ency Fair Board Management Special Projects Justice Services Treasurer's Office Fleet Services Communications Clerk to the Board Wireless Communications ;n Oil and Gas Energy Red = Elected Information Services Positions S GIS and Mapping Telecom Services Public Safety IT Housing Authority a 121 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE ) 2020 LAST REQUEST FINAL CURRENT TO DEPARTMENT BUDGET CURRENT BUDGET BUDGET FINAL YEAR YEAR 2019 2020 2020 CHANGE 2018 GENERAL FUND : 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 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. 250 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 Buildings and Grounds 29 .500 30. 500 34. 000 34. 000 +3. 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 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 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET FINAL YEAR YEAR 2019 BUDGET 2018 2020 2020 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 21 . 000 21 . 000 Adult Diversion 1 .000 1 .250 1 . 500 1 . 500 +0.250 Community Corrections 1 .000 1 .000 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 . 875 +0. 500 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 , 014 . 375 64 . 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 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET FINAL YEAR YEAR 2019 BUDGET 2018 2020 2020 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 HEALTH FUND 97 . 075 101 . 075 106 . 075 106 . 075 +5 . 000 SOCIAL SERVICES 358 . 000 361 . 000 361 . 000 361 . 000 HUMAN SERVICES 85 . 000 87 . 000 89 . 000 89 . 000 +2 . 000 FLEET SERVICES 17 . 000 18 . 000 18 . 000 18 . 000 PHONE SERVICES 3 . 000 3 . 000 3 . 000 3 . 000 GRAND TOTAL 1 , 603 .700 1 , 681 .950 1 ,756 .450 1 , 756 .45 +75. 000 124 GENERAL FUND Revenue Changes $120,000,000 - $100,000,000 $80,000,000 2019 ■ 2020 $60,000,000 $40,000,000 $20,000,000 $0 �`I I II I I --- i I I I I - - et ese* i � .sue, 44 yet O + se e \\ c1 Ns?' o OrNC : a liihr I ea- ' I 44 9 k \ e N lIC" Ns 4.% • cot e e ‘vw C.14 2020 Revenue Total $ 17 201 $ 15011891246 ) Other Taxes $170,000 Fee Accounts 0% $13,884,600 8% Intergovernmental $5,922,465 Property Tax 3 ° $107, 105,229 ,� Licenses/Permits 63% $5,486,000 3% Charges for Services $8,203,82+6 5% Fines/Forfeitures Miscellaneous $375,000 Fund Balance $18,000,000 $11 , 5 0,023 0% 7% 11 % 125 GENERAL FUND EXPENDITURE CHANCES $80,000,000 - $707000,000 $6070002000 ■ 2a1 9 o 202 $507000,000 $407000,000 $3070002000 $207000,000 $107000,000 $0 f I I I I Public Safety General Gov. Health & Hurnan Serv . Misc. Auxilary Culture/Rec. Public Works Welfare 2020 Expenditures Total $ 151 , 635 , 515 (2019 $ Health & Welfare $5,884,324 44'° man3 . General Gov. Hu$301 ,31 Sery Misc . $49,685,875 0% $8,003,004 33% 5% Auxilary — - $984,554 1 % Culture/Rec. - _ _ $672,433 A . Public Works $9,0482116 Public Safety 6% $77,055,896 51 % 126 SEVEN YEAR TREND General Government $45 $40 $35 $30 co $25 $20 $ 15 $ 10 $5 $0 2014 2015 2016 2017 2018 2019 2020 127 SEVEN YEAR TREND Public Safety $80 $70 $60 $50 co CI $40 $30 $20 $ 10 2014 2015 2016 2017 2018 2019 2020 128 SEVEN YEAR TREND Health & Welfare $70 $60 $50 $40 co z 0 J 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 $ 151 , 635 , 515 up $ 15 ,451 ,562 . 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 ,430 , 069 . Building and Grounds is up $483 , 951 for three 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 $ 571 , 639 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 , 530 , 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 $874,892 , 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 ($438, 665 ) , and Century Link- ESSINET INET Tariff ($ 166 , 736 ). 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 , 960,000) will be fully offset by permit fees ( $ 1 , 960 , 000 ) . 130 Engineering is up $ 643 ,797 with the addition of two new positions and position upgrades costing $268 , 656 , 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 ,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 $ 170 , 717 , 143 compared to $ 150, 189 , 246 in 2019 , up $20, 527 ,897 . Property taxes are budgeted at $ 117, 756 ,826 with a personal property tax adjustment of $10 , 661 , 297 for a net of $ 107 , 106 , 229 up $10 , 616 ,628. 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, 267. Charges for Services are up $ 1 , 013, 968 primarily from charges related to communications change in the users' fee structure . Fines from traffic enforcement are unchanged . Licenses and permits are up $2 , 106 , 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 $ 160 , 000 . All other revenues are relatively stable with little change. The beginning fund balance is anticipated to be $ 18 , 000 , 000 for 2020 . An estimated ending fund balance of $ 19 , 081 , 628 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 2019 2020 2020 2020 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 96,488,601 117,756, 526 117, 7567526 0 1000 90100 4116 PROPERTY TAX ADJUSTMENT (43,391 ) (10,651 ,297 ) ( 10,651 ,297) 0 1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 43,391 0 0 0 1000 90100 4150 TOBACCO PRODUCTS 170,000 170,000 170,000 0 TOTAL TAXES 96,658,601 107,275,229 107,275,229 0 LICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 6,000 6,000 6,000 0 1000 17100 4221 PERMITS 725,000 650,000 650,000 0 1000 25200 4221 PERMITS 0 1 ,980,000 1 ,980,000 0 1000 25100 4222 BUILDING 1 ,300,000 1 ,300,000 1 , 300,000 0 1000 25100 4224 ELECTRICAL 850,000 1 ,000,000 1 ,000,000 0 1000 25100 4226 PLAN CHECK 500,000 5 50,000 550,000 0 LICENSES AND PERMITS 3,3812000 5,486,000 51486,000 0 INTERGOVERNMENTAL 1000 26200 4311 FEMA REIMBURSEMENT 60,000 139,600 139,600 0 1000 21110 4320 FEDERAL GRANTS 110,000 0 0 0 1000 21300 4320 FEDERAL GRANTS 74,237 75, 160 75, 160 0 1000 15100 4336 REIMBURSEMENTS 124,960 124,960 124,960 0 1000 21200 4336 REIMBURSEMENTS 54,000 25,000 25,000 0 1000 21260 4336 REIMBURSEMENTS 0 58,000 58,000 0 1000 24410 4336 REIMBURSEMENTS 24,000 20,000 20,000 0 1000 24420 4336 REIMBURSEMENTS 0 10,000 10,000 0 1000 15200 4340 GRANTS 95,359 95, 359 95,359 0 1000 15250 4340 GRANTS 119,904 95, 162 95, 162 0 1000 15300 4340 GRANTS 151 ,634 156, 334 156,334 0 1120 15300 4340 GRANTS 104,822 157,272 157,272 0 1130 15300 4340 GRANTS 136, 182 136, 182 136, 182 0 1000 21260 4340 GRANTS 0 5,000 5,000 0 1000 21300 4340 GRANTS 71 ,638 71 ,638 71 ,638 0 1000 24200 4340 GRANTS 119,670 121 ,077 121 ,077 0 1E+05 24220 4340 GRANTS 2,900,802 0 0 0 1E+05 24220 4340 GRANTS 0 3,236, 721 3,236,721 0 1000 24410 4340 GRANTS 75,000 308,000 308,000 0 1000 26200 4340 GRANTS 55,000 55,000 55,000 0 1000 96400 4340 GRANTS 29,400 29,400 29,400 0 1000 90100 4352 THORNTON 65,053 65,053 65,053 0 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 238,270 238,270 238,270 0 1000 21300 4354 CITIES AND TOWNS 40,500 40, 500 40,500 0 1000 24415 4354 CITIES AND TOWNS 420,000 420,000 420,000 0 1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 9,584 9, 584 9,584 0 1000 90100 4357 SOUTH FIRESTONE URA 89, 116 89, 116 89, 116 0 1000 90100 4358 FORT LUPTON URA 15,957 15,957 15,957 0 1000 90100 4359 MEAD URA (MURA) 124, 120 124, 120 124, 120 0 TOTAL INTERGOVERNMENTAL 5,309,208 5,922,465 5,922,465 0 CHARGE FOR SERVICES 1000 10400 4410 CHARGE FOR SERVICES 8,297 8,297 8,297 0 1000 11200 4410 CHARGE FOR SERVICES 350,000 350,000 350,000 0 1000 15100 4410 CHARGE FOR SERVICES 60,000 60,000 60,000 0 1000 15200 4410 CHARGE FOR SERVICES 4,000 4,000 4,000 0 1000 17350 4410 CHARGE FOR SERVICES 4,500 4, 500 4,500 0 1000 17600 4410 CHARGE FOR SERVICES 260,000 260,000 260,000 0 1000 21100 4410 CHARGE FOR SERVICES 215,000 215,000 215,000 0 1000 21110 4410 CHARGE FOR SERVICES 60,000 60,000 60,000 0 1000 21130 4410 CHARGE FOR SERVICES 150,000 150,000 150,000 0 1000 21200 4410 CHARGE FOR SERVICES 34,000 0 0 0 1000 21210 4410 CHARGE FOR SERVICES 200,800 225, 500 225,500 0 1000 22100 4410 CHARGE FOR SERVICES 3,660,906 4,661 ,612 4,661 ,612 0 1000 22400 4410 CHARGE FOR SERVICES 462,480 447,967 447,967 0 1000 22500 4410 CHARGE FOR SERVICES 288,335 285,400 285,400 0 1000 24100 4410 CHARGE FOR SERVICES 35,000 35,000 35,000 0 1000 24125 4410 CHARGE FOR SERVICES 964,350 964, 350 964,350 0 1000 24150 4410 CHARGE FOR SERVICES 16,000 16,000 16,000 0 1000 24410 4410 CHARGE FOR SERVICES 350,000 400,000 400,000 0 1000 24420 4410 CHARGE FOR SERVICES 10,000 0 0 0 1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 0 1000 50100 4410 CHARGE FOR SERVICES 5,000 5,000 5,000 0 1000 90100 4420 PARKING 18,700 18, 700 18,700 0 1000 13100 4430 SALE OF SUPPLIES 500 500 500 0 1000 17600 4430 SALE OF SUPPLIES 22,000 22,000 22,000 0 1000 24100 4430 SALE OF SUPPLIES 4,000 4,000 4,000 0 TOTAL CHARGE FOR SERVICES 7,189:868 8!203,826 8,2031826 0 132 GENERAL FUND SUMMARY OF REVENUES 2020 2019 2020 2020 2020 Fund Org Acct Account Title Budget Request Recommend Final FINES 1000 21200 4510 FINES 340,000 340,000 340,000 0 1000 90100 4510 FINES 35,000 35,000 35,000 0 TOTAL FINES 375,000 375,000 375,000 0 MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 3,500,000 4,000,000 4,000,000 0 1000 17250 4624 RENTS FROM BUILDINGS 1 ,279, 148 1 ,409,060 1 ,409,060 0 1000 22100 4624 RENTS FROM BUILDINGS 65,946 88,911 88,911 0 1000 90100 4624 RENTS FROM BUILDINGS 555,288 486,472 486,472 0 1000 90100 4650 OVERHEAD 4,512,619 5,300,908 5, 300,908 0 1000 21110 4670 REFUND OF EXPENDITURE 0 8, 500 8,500 0 1000 21260 4670 REFUND OF EXPENDITURE 52,636 0 0 0 1000 22100 4670 REFUND OF EXPENDITURE 25,932 241 ,422 241 ,422 0 1000 24410 4670 REFUND OF EXPENDITURE 3,000 4,000 4,000 0 1000 24420 4670 REFUND OF EXPENDITURE 25,000 30,000 30,000 0 1000 23200 4680 OTHER 0 750 750 0 TOTAL MISCELLANEOUS 10,019,569 11 ,570,023 11 , 570,023 0 FEES, CABLE FRANCHISE 1000 12100 4720 ADVERTISING FEES 16,000 8,000 8,000 0 1000 10300 4730 OTHER FEES 0 296,600 296,600 0 1000 11100 4730 OTHER FEES 8, 100,000 8,250,000 8,250,000 0 1000 12100 4730 OTHER FEES 4,800,000 5,000,000 5,000,000 0 1000 13100 4730 OTHER FEES 50,000 50,000 50,000 0 1000 21110 4730 OTHER FEES 210,000 200,000 200,000 0 1000 90100 4740 FEES, CABLE FRANCHISE 80,000 80,000 80,000 0 TOTAL FEES 13,256,000 13,884,600 13,884,600 0 TOTAL GENERAL FUND 136,189,246 152,717, 143 152717,143 0 133 GENERAL FUND SUMMARY OF EXPENDITURES 2020 2019 2020 2020 2020 Fund Org Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 933 , 820 933 , 820 933 ,820 0 1000 10150 PUBLIC INFORMATION 330 , 105 330 , 502 330 ,502 0 1000 10200 COUNTY ATTORNEY 917 ,201 917 ,201 917201 0 1000 10300 PUBLIC TRUSTEE 0 287 ,635 287 ,635 0 1000 10400 CLERK TO THE BOARD 589 , 549 609 , 737 609 ,737 0 1000 11100 COUNTY CLERK 953 , 111 954 , 149 954 , 149 0 1000 11200 ELECTIONS AND REGISTRATION 1 , 181 , 762 2,609 ,432 2,609 ,432 0 1000 11300 MOTOR VEHICLE 3,296 , 076 3,465 ,294 3,465 ,294 0 1000 12100 TREASURER'S OFFICE 1 , 172,930 1 , 189 , 782 1 , 189 , 782 0 1000 13100 ASSESSOR 3,627 , 035 3,688 , 358 3,688 , 358 0 1000 14100 COUNTY COUNCIL 52 , 117 52 , 117 52 , 117 0 1000 15100 DISTRICT ATTORNEY 6, 396 , 813 6, 968 , 502 6, 968 , 502 0 1000 15200 JUVENILE DIVERSION 131 , 145 139 , 800 139 ,800 0 1000 15250 RESTORATIVE JUSTICE 119 , 904 95 , 162 95 , 162 0 1000 15300 VICTIM WITNESS 730 , 066 750 ,441 750 ,441 0 1120 15300 VICTIM WITNESS 104 , 822 157 ,272 157 ,272 0 1130 15300 VICTIM WITNESS 136 , 182 136 , 182 136 , 182 0 1000 16100 FINANCE 535 , 986 535 , 986 535 , 986 0 1000 16200 ACCOUNTING 1 , 117 , 733 1 , 130 , 750 1 , 130 , 750 0 1000 16300 PURCHASING 326 , 809 326 , 109 326 , 109 0 1000 16400 HUMAN RESOURCES 1 ,866, 164 1 , 938 , 084 1 , 938 , 084 0 1000 17100 PLANNING OFFICE 2,450 , 975 2, 357 , 100 2, 357 , 100 0 1000 17200 BUILDINGS AND GROUNDS 6 ,997,645 7 ,481 , 596 7,481 , 596 0 1000 17250 WELD PLAZA 675 , 050 753 , 949 753 , 949 0 1000 17300 INFORMATION SERVICES 8 ,433,242 10 ,798, 126 10, 798 , 126 0 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 247, 073 146,298 146 ,298 0 1000 17375 INOVATION AND TECHNOLOGY PROJECTS 500, 000 500 , 000 500 , 000 0 1000 17600 PRINTING AND SUPPLY 432,491 432 ,491 432 ,491 0 TOTAL GENERAL GOVERNMENT 44,255,806 49,685,875 49,685,875 0 PUBLIC SAFETY 1000 21100 ADMINISTRATION PATROL 1 ,745,440 2 ,062, 123 2, 062 , 123 0 1000 21110 ADMINISTRATION DETENTION 2 ,465,917 2 ,664, 954 2,664 , 954 0 1000 21120 PROFESSIONAL STD 1 , 155, 711 1 ,688, 024 1 ,688 , 024 0 1000 21130 CIVIL 391 ,521 387 ,741 387 ,741 0 1000 21140 SUPPORT SERVICES 1 , 161 , 126 1 ,254 ,233 1 ,254233 0 1000 21150 RECORDS UNIT 0 1 , 133 ,634 1 , 133 ,634 0 1000 21160 EVIDENCE UNIT 0 227 , 550 227 ,550 0 1000 21200 PATROL 8, 971 ,528 8 , 369 , 136 8 , 369 , 136 0 1000 21205 INVESTIGATIONS 2,223 ,481 2, 198 ,034 2 , 198 ,034 0 1000 21210 CONTRACT SERVICES 302 ,855 266 , 570 266 ,570 0 1000 21230 ORDINANCE ENFORCEMENT 268 , 518 264 , 140 264 , 140 0 1000 21260 REGIONAL LAB 702 ,441 775 , 864 775 ,864 0 1000 21300 VICTIM ADVOCATES 241 , 579 237 , 111 237 , 111 0 1000 21410 DRUG TASK FORCE 321 ,257 336 , 009 336 , 009 0 1000 22100 COMMUNICATIONS SERVICE 8 ,705,480 9 ,580 , 372 9, 580 , 372 0 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1 ,431 ,485 1 , 337, 042 1 , 337 , 042 0 1000 22500 PUBLIC SAFETY WIRELESS COMM 288, 335 285 ,400 285 ,400 0 1000 23200 COUNTY CORONER 1 ,350,904 1 , 380 , 876 1 , 380 , 876 0 1000 24100 JUSTICE SERVICES 1 , 133 , 097 1 ,293 ,689 1 ,293 ,689 0 1000 24125 WORK RELEASE 2, 015 , 726 2, 016 , 526 2, 016 , 526 0 1000 24150 ADULT DIVERSION 100,213 138 , 900 138 , 900 0 1000 24200 COMMUNITY CORRECTIONS-ADMIN 119,670 121 , 077 121 , 077 0 116018 24220 COMMUNITY CORRECTIONS-SERVICES 2 ,900, 802 0 0 0 116019 24220 COMMUNITY CORRECTIONS-SERVICES 0 3 ,236, 721 3 ,236 , 721 0 1000 24410 INMATE SERVICES 6 ,867,287 7 ,447, 099 7,447 , 099 0 1000 24415 SECURITY 18 ,892, 139 18, 924 ,252 18, 924 ,252 0 1000 24420 COURTS AND TRANSPORTATION 3 ,565, 341 4 , 196, 325 4 , 196, 325 0 1000 25100 BUILDING INSPECTION 1 ,530, 182 1 ,631 , 127 1 ,631 , 127 0 1000 25200 OIL AND GAS ENERGY 0 1 ,980, 000 1 ,980 , 000 0 1000 26100 WEED AND PEST 982, 098 999,423 999 ,423 0 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 562 ,200 621 , 944 621 , 944 0 TOTAL PUBLIC SAFETY 70,396,333 77,055,896 77,055,896 0 134 GENERAL FUND SUMMARY OF EXPENDITURES 2020 2019 2020 2020 2020 Fund Org Expenditure Function Budget Request Recommend Final PUBLIC WORKS 1000 31100 ENGINEERING 8,404,319 9,048,116 9,048,116 0 CULTURE AND RECURATION 1000 50100 MISSILE PARK 77 ,233 77 ,233 77 ,233 0 1000 50200 PARKS AND TRAILS 129 , 000 239 ,000 239 ,000 0 TOTAL CULTURE AND RECURATION 206,233 316,233 316,233 0 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 40 , 000 40 , 000 40 ,000 0 1000 56120 WASTE WATER 10 , 000 10 , 000 10 ,000 0 1000 56130 DEVELOPMENTALLY DISABLED 38 ,225 123 ,225 38 ,225 0 1000 56140 MENTAL HEALTH 241 , 000 391 , 000 291 ,000 0 1000 56160 COUNTY CONTRIBUTIONS 5 ,453, 984 5,605 ,675 5,605 ,675 0 TOTAL HEALTH AND WELFARE 5,783,209 6,169,900 5,984,900 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 165,000 165,000 165,000 0 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 709, 087 793 , 787 793 , 787 0 1000 90150 COMMUNITY AGENCIES GRANTS 40, 737 115 , 737 45 , 737 0 1000 90160 BRIGHTER WELD 181 , 179 248 ,268 248 ,268 0 1000 96100 EXTENSION 406 , 024 476 , 897 476 , 897 0 1000 96200 FAIR 173 ,696 173 ,696 173 ,696 0 1000 96400 VETERANS 257,989 259 , 389 259 , 389 0 1000 96500 ISLAND GROVE BUILDINGS 174, 340 182, 504 182 , 504 0 1000 96600 ASSET AND RESOURCE MANAGEMENT 5 , 030, 001 4 ,245, 020 4 ,245, 020 0 1000 99999 SALARY CONTINGENCY 0 2 ,954, 197 2 ,954 , 197 0 TOTAL MISCELLANEOUS 6,973, 053 9,449,495 9,379,495 0 TOTAL GENERAL FUND 136,183,953 151 ,890,515 151 ,635,515 0 135 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 800 , 482 $ 815 , 075 $ 815, 075 $ 815 , 075 Supplies 1 , 434 1 , 900 1 , 900 1 , 900 Purchased Services 104 , 860 116 , 845 116, 845 116 , 845 Contra -5 , 704 Capital 0 0 0 0 Gross County Cost $ 901 , 072 $ 933 , 820 $ 933, 820 $ 933 , 820 Revenue 0 0 0 0 Net County Cost $ 901 , 072 $ 933 , 820 $ 933, 820 $ 933 , 820 Budgeted Positions 6 . 00 6 . 00 6 . 00 6 . 00 SUMMARY OF CHANGES : There are no changes to this unit. FINANCE/ADMINISTRATIO► N RECOMMENDATION : Recommend approval . BOARD ACTION : 136 OFFICE OF THE BOARD ( CONTINUED ) 1000 - 10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 . 191 0 . 185 0 . 180 Per capita cost ( county support) $2 . 87 $2 . 88 $2 . 80 Goal ES1 : Enable County departments and its service partners to deliver quality customer service. PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/ICEY ACTUAL ESTIMATED PROJECTED OUTCOMES PERFORMANCE INDICATOR(S) ES 1 - 1 : Clearly- Citizen satisfaction feedback for High High High defined performance service delivery departments expectations and standards ES 1 -2 : Conveniently Resident and visitor satisfaction High High High accessed and easy-to- feedback with County services use services ES 1 -3 : Unity of County service delivery ES 1 -4 : Satisfied customers Goal ES2 : Enhance community access to reliable information regarding services and County government issues. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES2- 1 : Easily Community satisfaction with High High High accessible information availability information regarding County services and Customers awareness of services High High High programs (priority provided by Weld County outcome) government ES2-2 : Positive Percent of residents with a positive 90% 90% 90% image of County image of Weld County government government 137 BUDGET UNIT 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 252 , 902 $ 282 , 005 $ 282 , 005 $ 282 , 005 Supplies 9 ,408 10 , 500 18, 900 18 , 900 Purchased Services 25 , 701 37 , 600 29 , 603 29, 603 Fixed Charges 0 0 0 0 Capital 0 p 0 0 Gross County Cost $ 288 , 010 $ 330 , 105 $ 330 , 508 $ 330 , 508 Revenue p 0 0 0 Net County Cost $ 288 , 010 $ 330 , 105 $ 330 , 508 $ 330 , 508 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. FINANCE/ADMINISTRATION RECOMMENDATION : The total operating increase of $403 includes over $7 , 000 of new software for increased reach . Recommend approval . BOARD ACTION : 138 PUBLIC INFORMATION ( CONTINUED ) 1000 - 10150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 . 127 0 . 124 0 . 120 Per capita cost ( countysupport) $0 . 92 $ 1 . 02 $0 . 99 Note : Prior to 2017 this function was funded in the Board of County Commissioner' s budget unit 1000-10100 . GOALS/DESIRED OUTCOMES/ KEY 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 775 , 717 $ 797 ,294 $ 797 ,294 $ 797, 294 Supplies 795 1 , 945 1 , 945 1 , 945 Purchased Services 398 , 863 117 , 962 117, 962 117 , 962 Fixed Charges -5 , 782 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 169 , 593 $ 917 , 201 $ 917 ,201 $ 917, 201 Revenue 0 0 0 0 Net County Cost $ 1 , 169 , 593 $ 917 , 201 $ 917 ,201 $ 917 , 201 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : No changes requested for 2020 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 140 COUNTY ATTORNEY ( CONTINUED ) 1000 - 10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of new requests for legal assistance 501 500 500 N umber of new mental health cases 72 70 70 N umber of new code violations 120 120 120 Efficiency Measures FTE's per 10 , 000/capita 0 . 159 0 . 154 0 . 150 Per capita cost ( county support) $3 . 72 $2 . 83 $2 . 75 N umber of agenda requests/D& N/mental cases per FTE 175 175 175 Goal ES3 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES4- 1 : Efficient Client satisfaction of elected officials and and effective legal department heads 99% 99% 99% representation of Weld County 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 RECOMMEND 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 nla nia nfa n/a SUMMARY OF CHANGES : In 2019 HB19- 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 : 142 PUBLIC TRUSTEE BUDGET 2020 INCOME Release income after Recording Fees $ 225, 000 Foreclosure income from Statutory Fees 70 , 000 Interest Earned on Balances 1 , 600 Total Income $ 296 , 600 EXPENSES Personnel : Public Trustee Salary $ 72 , 500 Staff Salaries 105 , 000 Temporary Labor 0 FICA► Contribution 12 , 000 SUTA► Taxes 480 Workers Comp 335 Retirement Plans 13 , 000 Medical Insurance 15 , 000 Education/Training 1 , 500 Misc ./Other 0 Total Personnel $ 219, 815 Operating Expenses : Accounting/Auditing/Legal Services $ 1 , 700 Audit CRS 38-37- 104 (7 ) 12 , 000 Building/Office Rental/Storage 30, 000 Dues and Meetings 2 , 000 Equipment Maintenance/Rental 2 , 000 IT Support 8 , 000 Office Supplies 2 , 500 Postage 500 Misc/Other 620 Telephone/Utilities 3 , 500 Travel/Mileage 500 Bank Fees 4 ,500 Total Operating $ 67 , 820 Capital Outlay: Software $ 0 Computer Hardware 0 Office Furniture 0 Total Capital Outlay $ 0 Total Expenses $ 287 ,635 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 8 , 965 143 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 465 , 089 $ 542 ,277 $ 558 , 564 $ 558, 564 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 $ 609, 737 Revenue 11 , 196 8 , 297 8 ,297 8 ,297 Net County Cost $ 514 , 439 $ 581 , 252 $ 601 ,440 $ 601 , 440 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 . 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 ) . 144 CLI_RK TT THE BOARD ( CONTINUED ) 1000 - 10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of meetings transcribed 200 200 200 N umber of images optically scanned 60 , 000 61 , 000 62 , 000 N umber of BOE appeals processed 50 750 50 Efficiency Measures FTE's per 10 , 000/capita 0 . 199 0 .239 0 . 233 Per capita cost ( county support) $ 1 . 64 $ 1 . 80 $ 1 . 81 Cost per meeting/hearing $2 , 572. 20 $2 , 906 . 26 $3 , 007 .20 Goal ES4 : To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES3 - l : User Percent of users (residents, visitors, friendly employees, etc.) satisfied with services government and information 99% 99% 99% information and services ES3 -2 : Percent of Commissioner and Timeliness of departmental records (current and provision of public historical) electronically scanned and 99% 99% 99% records available upon request or accessible via Tyler Web ES 3 -3 :-3 : Processing Percent of records which are accurately of, and access to, prepared for auction, or oil and gas records of County- revenues which are received for 99% 99% 99% owned mineral processing interests 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 755 , 686 $ 762 ,441 $ 762 ,441 $ 762 , 441 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 $ 954 , 149 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 ,295 , 851 Budgeted Positions 7 FTE Recording 7 FTE Recording 7 FTE Recording 7 FTE Recording 3 FTE Admin. 3 FTE Admin. 3 FTE Admin. 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 146 CLERK AND RECORDER ( CONTINUED ) 1000 - 11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of documents recorded 95 , 162 101 , 030 103 , 733 N umber of copies produced 186 , 714 232 ,284 243 , 898 N umber of marriage licenses issued 1 , 800 2 , 080 2 , 114 Efficiency Measures FTE's per 10 , 000/capita — Recording 0 . 318 0 . 309 0 . 300 Per capita contribution $2 . 88 $2 . 94 $2 . 86 N umber of documents recorded per FTE 13 , 595 14 ,433 14 , 819 147 CLERK AND RECORDER ( CONTINUED ) 1 000 - 1 1 1 00 Goal ES5 : 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. PRELIMINARY DESIRED PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educate customers Press release, working with Public Education Ongoing Ongoing public that call or come into Campaign the office. Educate on how to use the system to best serve the public needs. Clear and understandable website . Provide access for Maintain quality Ongoing Ongoing copies Assist with the upkeep of the work for accurate online vendor system and and availability of continue to improve the copies process with the vendor. Work with County Ongoing Ongoing Receive Upkeep the recording system IT and Vendor for documents for with the latest updates, train updates and recording and employees on ways to use the training. electronic vendor system more recording effectively. Accept e- recordings, mail, Ongoing Ongoing and in office Acutely accept, record, index, documents and and verify documents. record. Index 150 documents a day with Zero percent error ratios. Verify documents within three days after indexing. Issue Marriage and Acutely process marriage and Following state Civil Union civil union applications, statute for filling Ongoing Ongoing Licenses along with licenses . Follow out application. state statute. Develop online Working with IT application tool . to develop an online application for people to pre- fill out license application. Military Follow state statute on Discharges recording and providing Maintain copies 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 691 , 090 $ 554 ,464 $ 1 , 236, 834 $ 1 , 236 , 834 Supplies 693 , 806 389 , 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 , 181 , 762 $ 2 , 609, 432 $ 2 , 609 , 432 Revenue 445 , 315 350 , 000 350 , 000 350 , 000 Net County Cost $ 1 , 183 , 505 $ 831 , 762 $ 2 , 259, 432 $ 2 , 259 , 432 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 $546 , 964 to meet these requirements, and the additional $ 135 , 406 is for 2 . 0 FTE (Grade 21 , 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. 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 : 149 ELECTIONS ( 1000 - 11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, Number of voter transactions 364, 452 382 , 675 394 , 155 Revenue generated from elections $445 , 315 $350 , 000 $350 , 000 Efficiency Measures FTE' S per 10 , 000/capita 0 . 159 0 . 154 0 . 210 Per capita cost ( county support) $3 . 76 $2 . 57 $6 . 78 Transactions per FTE 72 , 890 76 , 535 56 , 308 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. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educated Voters Press releases, meetings, high school Voter Ongoing Ongoing student council elections, tours of the Education election office. Availability to public, Campaign clear and understandable website. Opportunities for Maintain and recruit Voter Service and Assessable Even years — Ongoing every eligible Polling Centers, Drop-off locations and locations, high June, October registered voter to 24-hour drop boxes locations throughout public traffic and November conveniently cast a Weld County during election time. areas Odd years- vote October/Nov. Votes counted and Maintain voting equipment and retain Returning Ongoing Ongoing reported accurately trained election judges . judges, testing and in a timely accuracy of manner equipment Integrity of voter Knowledgeable staff on all data entry Ongoing Ongoing records maintained processes and low error ratio Training and reports State within Integrity of ballot two years of security Clear procedures following state law Completion of permanent State employment. Thorough certification National Two to Seven knowledge of State and National certification and National within seven years after Election Law 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 907 , 929 $ 2 , 971 , 520 $ 3 , 134, 470 $ 3 , 134 , 470 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 Gross County► Cost $ 3 , 173 , 113 $ 3 , 296 , 076 $ 3 , 465, 294 $ 3 , 465 , 294 Revenue 0 0 0 0 Net County Cost $ 3 , 173 , 113 $ 3 , 296 , 076 $ 3 , 465, 294 $ 3 ,465 , 294 Budgeted Positions 41 Full-time 43 Full-time 45 Full-time 45 Full-time 2 Part-time 2 Part-time 4 Temporary 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 fulltime 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 ). 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 : 151 MOTOR VEHICLE ( CONTINUED ) 1000 - 11300 PERFORMANCE MEASURES ACTUAL ,ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 730, 355 766, 800 594, 580 FORT LUPTON BRANCH OFFICE : Number of 201 220 220 marriage licenses issued DEL CAMINO BRANCH OFFICE : Number of 260 280 375 marriage licenses issued Efficiency Measures FTE'S per 10, 000/capita — DM's 1 . 336 1 . 359 1 . 351 Per capita cost $ 10. 09 $ 10. 18 $ 10.40 Number of titles/registrations issued per FTE 16, 985 17 ,040 13,213 Goal ES7 : To 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 PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMAN CE INDICATOR(S) ES7- 1 : Receive 100% accuracy with indexing 99% 99% 99% documents for and verification titling and registering Customer satisfaction 0 complaints 0 complaints 0 complaints ES7-2 : Educate Press releases 4 20 20 customers (public, dealers, banks, title Website updates 4 36 40 clerks, etc .) Posting of educational signs 15 15 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 743 , 908 $ 863 , 999 $ 863 , 999 $ 863 , 999 Supplies 162 , 503 11 5 , 883 115 , 883 115, 883 Purchased Services 228 , 121 193 , 048 209 , 900 209, 900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 134 , 532 $ 1 , 172 , 930 $ 1 , 189 , 782 $ 1 , 189, 782 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 , 818 ,218 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES : Expenses for the budget are up $ 16 , 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 fees are up $200 , 000 at $5, 000 , 000 , and advertising revenues for delinquent taxes are budgeted at $8, 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 153 TREASURER ( CONTINUED ) 1000 - 12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $688M $830M $968M Investments $263M $270M $270M Efficiency Measures FTE's per 10 , 000/capita 0 . 318 0 . 309 0 . 300 Per capita expenditure $3 . 61 $3 . 62 $3 . 57 Goal ESS : To provide County treasury and tax collection services in the most accurate, efficient and cost- effective manner possible. DESIRED DESIRED OUTCOMESDESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES E88- 1 : Effective and cost-efficient Cost per tax bill $5 . 91 $5 . 53 $6. 09 County tax Number of tax bills per FTE 18 ,400 19,800 19,800 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 133 % 1 .90% 1 .60% are safe, liquid and Return on investments $5 .95M $6 .48M $5 .47M deliver the best yield possible — in that order 154 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 934 , 808 $ 3 , 209 , 234 $3 , 209 , 234 $3 , 209 , 234 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 , 688 , 358 $ 3 , 688, 358 Revenue 223 , 892 50 , 500 50 , 500 50 , 500 Net County Cost $ 3 , 204 , 810 $ 3 , 576 , 535 $3 , 637 , 858 $3 , 637 , 858 Budgeted Positions 35 . 0 37 . 5 37 . 5 37 . 5 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 ). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend Approval . BOARD ACTION : 155 ASSESSOR ( CONTINUED ) 1000 - 13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of parcels ( including personal 217 , 000 221 , 000 225 , 000 property and SA) Telephone Calls Answered 18 , 000 18 , 000 18 , 000 N umber of administrative updates to database 148, 000 150 , 000 152 , 000 N umber of walk-ins requesting assistance 6, 000 5 , 000 5 , 000 N umber of Property Inspections 10 , 000 10 , 500 11 , 000 Sales Verification 12 , 000 12 , 500 12 , 500 Efficiency Measures FTE 's per 10 , 000/capita 1 . 13 1 . 16 1 . 13 Per capita cost ( county support) $9 . 16 $9 . 66 $9 . 83 Cost per parcel $ 14 . 77 $ 16 . 18 $ 16 . 16 Parcels Per FTE 6 , 113 5 , 893 6 , 000 Effectiveness Measures (desired results ) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 800 825 835 Percent of Properties Site Reviewed 5% 510 5% Assessment Levels compared to 100% 100% 100% market value 156 ASSESSOR ( CONTINUED ) 1000 - 13100 Goal ES9 : Correctly discover, list, value, and defend values for property taxes for Weld County taxing authorities. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ADJUST ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES9- 1 : Effective Complete submission of the tax warrant County property by the January 10th statutory date valuation Compliance with all statutory deadlines 100% 100% 100% and requirements Successful report on the annual study audit for Assessors ES9-2 : User Percent of users satisfied with friendly e- electronic/technology access to services government and information sharing for 100% 100% 100% assessment and Percent of operations, services and property data programs available through website access 157 BUDGET UNIT RI_QUEST SUMMARY AGENCY/DEPARTMENT NAME : COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER : County Council - - 1000- 14100 DEPARTMENT DESCRIPTION : Weld County's Home Rule Charter provides for a five-member, unsalaried County Council chosen in non- partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 18 , 451 $ 21 , 917 $ 21 , 917 $ 21 , 917 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 , 117 Revenue 0 0 0 0 Net County Cost $ 19 , 196 $ 52 , 117 $ 52 , 117 $ 52 , 117 Budgeted Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 158 SEVEN YEAR TREND District Attorney 8 7 5 z O 4 J 3 - 2 - 1 0 2014 2015 2016 2017 2018 2019 2020 159 SEVEN YEAR TREND District Attorney Local Cost 7 5 4 Z 0 J J 3 2 1 0 2014 2015 2016 2017 2018 2019 2020 160 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 950 , 786 $ 6 , 113 , 319 $ 6 , 677 , 116 $ 6 , 677 , 116 Supplies 35 , 791 48 , 253 42 , 234 42 , 234 Purchased Services 233 , 969 235 , 241 249 , 152 249 , 152 Fixed Charges 0 0 0 0 Capital 0 p 0 0 Gross County Cost $ 6 , 220 , 546 $ 6 , 396 , 813 $ 6 , 968 , 502 $ 6 , 968 , 502 Revenue 177 , 893 184 , 960 184 , 960 184 , 960 Net County Cost $ 6 , 042 , 253 $ 6 , 211 , 853 $ 6 , 783 , 542 $ 6 , 783 , 542 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 III , 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 ). p 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 . 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 HR . Recommend approval , based on the outcome of the salary survey . BOARD ACTION : GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 161 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 141 , 011 $ 129 , 245 $ 137, 900 $ 137 , 900 Supplies 1 , 915 200 200 200 Purchased Services 28 ,443 1700 1700 1700 Fixed Charges - 11 , 424 0 0 0 Cross County Cost $ 159 , 945 $ 131 , 145 $ 139, 800 $ 139 , 800 Revenue 133 , 654 99 , 359 99 , 359 99, 359 Net County Cost $ 26 , 291 $ 31 , 786 $ 40 ,441 $ 40 ,441 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 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 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY 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 $ 154 , 014 $ 119 , 904 $ 95, 162 $ 95 , 162 Revenue 170 , 943 119 , 904 95 , 162 95 , 162 Net County Cost $ - 16 , 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 : 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 : 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 628 , 174 $ 942 , 390 $ 1 , 015 , 390 $ 1 , 015, 390 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 , 043 , 895 Revenue 965 , 662 392 , 638 449, 788 449 , 788 Net County Cost $ 479 , 369 $ 578 ,432 $ 594 , 107 $ 594 , 107 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 ); VOCA/VAWA ($ 157 , 272) ; Administrative funds from VALE ($ 100 , 067 ), and COMP ($51 , 267 ). VALE Scholarships for COVA and COMP/VALE Conferences ($5 , 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 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 : 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 360 , 424 $ 525, 686 $ 525, 686 $ 525, 686 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 , 257 $ 535 , 986 $ 535 , 986 $ 535, 986 Revenue 0 0 0 0 Net County Cost $ 366 , 257 $ 535 , 986 $ 535 , 986 $ 535 , 986 Budgeted Positions 1 . 00 2 . 00 2 . 00 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 165 FINANCE AND ADMINISTRATION ( CONTINUED ) 1000 - 16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work, Outputs Excess revenue over expenditures 2 . 61 % 3 . 00% 3 . 00% Budgeted fund balance vs. actual variance 4 . 79% 3 . 00% 3 . 00% Efficiency Measures FTE' S per 10 , 000/capita 0 . 032 0 . 062 0 . 060 Per capita cost ( county support) $ 1 . 17 $ 1 . 66 $ 1 . 61 Goal ES10 : Ensure the financial viability of the County through sound financial management practices. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 1 0- 1 : Sound Number of audit exceptions 0 0 0 asset management and financial Return on investments 1 .25% 1 . 50% 2 . 50% investment strategies ES 10-2 : Plan Percent of cash reserves 44% 35% 50% necessary resources to meet current and future operating and capital needs (priority outcome) Goal ES11 : Deliver on promises and be accountable for performance. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES11 - 1 : Percent of strategic plan outcomes with 100% 100% 100% Alignment of appropriate performance indicators services provided with community' s Community satisfaction with value of 95 % 95% 95% needs and desires County services for tax dollars paid 166 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 833 , 804 $ 951 , 433 $ 964 , 153 $ 964 , 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 Gross County Cost 1 , 052 , 958 $ 1 , 117, 733 $ 1 , 130 , 750 $ 1 , 130 , 750 Revenue 0 0 0 0 Net County Cost $ 1 , 052 , 958 $ 1 , 117, 733 $ 1 , 130 , 750 $ 1 , 130 , 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Increases are consistent with succession planning approved in 2018 . BOARD ACTION : 167 ACCOUNTING ( CONTINUED ) 1000 - 16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 16 , 378 16 , 500 16 , 500 Average number of employees paid 1 , 651 1 , 700 1 , 700 Number of employees trained on General 300 300 300 Ledger Total Intergovernmental funds $68 . 0M $70 . 0M $72 . 0M Efficiency Measures FTE's per 10 , 000/capita . 254 . 247 .240 Per capita cost ( countysupport) $3 . 35 $3 .45 $3 . 39 Account Payable warrants per week per 300 300 300 A!P FTE Employees paid monthly per Payroll FTE 1 , 700 1 , 700 1 , 750 Goal ES12 : Ensure the financial accounting of County funds is accurate. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 11 - 1 : Government Financial Officers Achieved Achieved Planned Compliance with Association awards financial laws and generally accepted Complete submission of CAFR to Achieved Achieved Planned accounting required agencies by July 1st principles, etc. ES 11 -2 : Annual external audit has no major Achieved Achieved Planned Cohesive, issues standardized County-wide financial systems and processes 168 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 $26 , 000 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $311 , 656 $316 , 809 $316 , 809 $316 , 809 Supplies 295 250 250 250 Purchased Services 3 , 013 9 , 750 9 , 050 9 , 050 Fixed Charges 0 0 0 0 Gross County Cost 314 , 963 326 , 809 326 , 109 326 , 109 Revenue $ 0 $ 0 $ $ 0 0 Net County Cost 314 , 963 326 , 809 326 , 109 326 , 109 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 169 PU CHASING ( CONTINUED ) 1000 - 16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of formal bids presented to BOCC 162 200 200 Number of Purchase Orders placed 1 , 003 1 , 000 1 , 000 Efficiency Measures FTE}s per 10 , 000/capita .095 .093 . 090 Per capita cost ( county support) $ 1 ,00 $ 1 . 01 $0. 98 No. of formal bids/FTE presented to BOCC C 4 67 67 Goal ES-13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers . DESIRED FRELIhVIUNRY PERFORMANCEACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMA1N CE 1NDICATO )* ES- 13- 1 : To Inclusion of as many vendors as possible On-going and On-going and On-going and acquire goods on every bidding opportunity. continual. continual. continual. and services at the best possible Evaluation of current practices by value. attending appropriate training and review Attendance of Attendance at 1 Attendance at of peer codes. 3 seminars . seminar. 1 seminar. ES 13 -2 : Ensure All goods and services acquired via all procurement requirements of the Weld County Code. 100% 1009/0 100% processes are conducted in Development of guidance documents and accordance with other tools so that Departments are All developed All developed All developed county, state, confident in their practices . documents documents documents and federal updated . updated. updated. rules. Purchases will be audited for compliance On-going and On-going and On-going and with Weld County Code . continual. continual, continual. 170 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 078 , 274 $ 1 ,486 , 890 $ 1 , 486 , 890 $ 1 , 486 , 890 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 , 938 , 084 Revenue 0 0 0 0 Net County Cost $ 1 , 358 , 667 $ 1 , 866 , 164 $ 1 , 938 , 084 $ 1 , 938 , 084 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 171 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 cost (county support) $4 . 32 $5 . 76 $5 . 82 Personnel served per FTE 155 113 117 Goal ES14 : Attract, develop and retain an effective diverse and dedicated team of employees. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 12- 1 : Continue working with our Testing done Testing, Continue to streamline Provide Departments in recruiting after filtering, process . Increase ability to departments and hiring efforts to interviews, recruiting best test skills prior to with best provide the best qualified managers not candidates interviewing candidates qualified individuals for their open getting enough when possible . Continue to personnel positions . qualified research recruiting sources candidates to find best candidates . 172 HUMAN RESOURCES ( CONTINUE ' ) 1000 - 16400 PRELIMINARY DESIRED PERFORMASN CE OUTCOMES OBJECTIVE/KEY ACTUAL, ESTIMATED PROJECTED PERFORMANCE CE INDICATOR(S) ES 12-2 Enhance PeopleSoft use Managers put The enhancements created by the upgrade should PeopleSoft for our employees and basic info in make PeopleSoft a much better tool for ePerformance Managers. Continue to ePerformance employees, supervisors and managers. Managers system create better evaluations to look at use ePerformance as a management tool becomes and data for all to see. PAST throughout the year to enable ability to track and greater value Continue to enhance performance monitor skills year round . Evaluations become for our reporting to Enable better tool for managing performance level and. Managers and Managers to use discussions had with employees on an ongoing employees ePerformance as a basis. Reporting delivered will enable managers successful management to monitor and hold staff accountable more tool. successfully. ES 12 -3 :2 -3 : Continue training programs Development Continue Leadership Classes for Supervisors and Workforce in skills needed for staff in process Managers skills to development. Develop and support County initiate leadership training priorities for our employees to (leadership, enable them to grow and customer be successful as managers service, fiscal and leaders. problem- solving, etc) County Skills Work within our Ongoing training at all levels will enhance the Training Departments and outside skills and employee satisfaction and help reduce resources to offer specific turnover. training to all County employees to enhance their skills and abilities on an everyday basis . Included is working with IT on Computer support (Excel or other programs needed), ES12-4 Continue to enhance Development Goal is to continue to reduce the health risks Enhance Wellness Program? in process affecting the individuals thereby affecting our Wellness partnering with our claims for both Health Insurance as well as Program to providers to provide WorkersComp by .75% annually. provide cost effective metrics and proof savings and of County cost savings. benefits to County and. employees 173 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 BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 692 , 997 $ 1 , 876 , 879 $ 1 , 602 ,232 $ 1 , 602, 232 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 , 357 , 100 Revenue 827 , 443 725 , 000 650 , 000 650 , 000 Net County Cost $ 1 , 266 , 152 $ 1 , 725 , 975 $ 1 , 707 , 100 $ 1 , 707, 100 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 , 614 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 WOGLA and LAP permits moved to the new Oil and Gas Energy Department. 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 : 174 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2018 ) ( 2019 ) (2020 ) Current Planning Work Outputs Number of total applications submitted 887 870 880 N umber of administrative land use cases 450 475 500 (ZP's, SPR' s, etc. ) N umber of Geo Hazard Permits (GHDP) 4 0 0* N umber of FHDP and FP ( Flood Hazard Dev. 126 100 100 Permits) WOGLA ( Oil and Gas Location Assessments) 193 234 0* LAP { Location Assessment for Pipelines) 0 18 0* Long Range Planning Work Outputs N pecial 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 Outputs Total Public Hearings ( PC and BOCC) 236 252 240 Case Clean Up ( RE , SE , USR , Subdivisions ) 10 15 10 Town/County Staff Outreach Meetings 2 2 2 Compliance Planning Work Outputs N umber of Complaints 287 318 300 N umber of violations opened 266 360 325 N umber 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 175 PLANNING AND ZONING ( CONTINUE ' ) 1000 - 17100 Goal CEDI : Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED1 - 1 : Improved Revise website as needed but no less than 100% 100% 100% community access monthly to land use trend. information and hnplementation of Citizen Access 85% 100% 100% services module in Accela. Implement EDR (Electronic Document 50% 75 % 75% Review) CEDE 1 -2 : Prepare a A survey will be sent out to all customers survey to gain that completed an entitlement process feedback from with the County, e .g. RE, SE, SPR, USR, customers on the Subdivision, etc. The purpose of the 75% 100% 100% land use process survey is to gain feedback about level of service and to provide suggestions . CED1 -3 : Strong Staff attendance of monthly meetings 8 4 4 relationships with with Municipal planning staff. municipal planning departments and Attend one Annual Summit with excellent municipal staff and conduct 2020 Forum 2 knowledge of as precursor to Comp Plan Amendment current regional issues CED1 -4: A well- Minimum of six Planning Commission4 4 4 informed and training sessions prepared Planning Commission A well-informed. Minimum of one BOA training sessions 1 1 1 and prepared Board throughout year o f Adj usanent CEDE 1 -5 : Adequate -Update Ordinance and Policies per 100% 100% 100% decision making Commissioner direction tools for BOCC 100% of special projects requested by the Board are completed 100% 100% 100% 1 76 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 Goal CED2 : Plan for the long-ter a development and legacy of the County to ensure efficiency of services to promote economical investments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROTECTED PERFORMANCE INDICATOR(S) CED2- i : Updated Completion of any Comprehensive Plan 2 2 2 Regional amendments related to RUA's Urbanization Area Plans CED-2 : Provide Staff attendance at HWY 85 Coalition 2 2 2 staff to support the meetings. HWY 85 Coalition Progress towards a HWY 85 Regional Plan 50% 50% 50% Goal ED3 : Provide consistency, quality, and thoughtful land use and transportation planning. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED3- 1 : Increased Support new non-agrarian development nla. 1 1 inf ll development, to occur within intergovernmental located where agreement area and urban growth public infrastructure boundaries is available CED3-2: Continue Revision ofWCC in response to research 100% 1000% to develop and and applicant feedback concerning Weld. evolve land use County's process versus land use process which processes in other jurisdictions minimizes burdensome restrictions Goal CED4 : Develop and maintain incentives for small business development DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED4- 1 : Approval and Authorization of SINT 1 2 2 Promote small plans by the Board of County business Commissioners development in the County 177 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 Goal CEOS : Minimize government by implementing common sense approaches to solving problems and adapting to changes. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CEDS- 1 : Routinely reviewing code to determine 4 6 6 Continually review applicability and ensuring that the code is County codes to consistent with the County's vision, ensure they meet policies and ideology. Accomplished the county's through code changes. philosophy and ideology Goal CED0 : Work with, not against, the flowing tide of free i arkets whereby reducing or eliminating red tape and barriers to entry. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR( ) CEDE- 1 : Promote Meet with business leaders, owners and 100% 100% 100% and sustain a economic development groups. Provide business friendly outreach and education on the various culture programs that the County offers. Promote economic development. 178 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 506 ,498 $ 2 , 690, 647 $ 2 , 953 ,459 $ 2 , 953 ,459 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 , 239 , 731 $ 6 , 997 , 645 $ 7 , 481 , 596 $ 7 , 481 , 596 Revenue 0 0 0 0 Net County Cost $ 6 , 239 , 731 $ 6 , 997 , 645 $ 7 , 481 , 596 $ 7 , 481 , 596 Budgeted Positions 29 . 5 30. 5 34 34 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 ($600 ), 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 . 179 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 FINANCEIADMINISTRATION RECOMMENDATION : Recommend approval . The new positions are necessary and cost effective . At an average cost of $4 . 77 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 : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 1 ,502 ,071 1 , 502 , 071 1 ,569, 806 Number of preventative maintenance work orders (PMs) 990 990 990 Number of tracked repair work orders 12 , 100 12 , 100 12 , 100 Efficiency Measures FTE 'S per 10, 000/capita 0 .938 0. 942 1 .021 Per capita cost (county support) $ 19 . 85 $21 . 61 $22 .46 Cost per square foot $4. 15 $4 .66 $4. 77 Goal ES17: Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld County. _ - DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES17- la Customer Maintain customer complaints above satisfaction with 98% level . 99% 98% 99% cleanliness of facilities ES 17-2b Prioritize and correct safety deficiencies 100% 100% 100% Eliminate injuries as they arise contributed to facility 100% of facilities meeting ADA 100% 100% 100% deficiencies requirements ES 17-3c Improve Respond to hot/cold calls within 30 99% 98% 99% customer minutes above the 98% response level satisfaction with environmental comfort controls 180 BUILDINGS A GROUNDS ( CONTINUE ' ) 1000 - 17200 Goal ES1S: Direct planning, design, engineering, construction services, and capital improvements DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Cost effectively Ensure construction and improvement 100% 00% 100% manage building projects stay within budget improvements and construction Goal ES19: Ensure a responsive, service-oriented, effective maintenance services DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Maintenance Maintenance issues are cleared within 30 98% 98% 98% requests are days of work order submission completed within a timely manner for customers Goal ES2O : Perform preventative maintenance actions to reduce lifetime operational cost DESIRED PRELIMINARY PERFORMANCE ACT UAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Reduce Complete monthly, quarterly, and annual 100% 100% 100% operational costs periodic maintenance requirements in through effective accordance with manufacturer preventative recommendations and industry standards maintenance program 181 BUDGET UNIT 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT 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 , 098 $ 655 , 111 $ 655 , 111 Budgeted Positions n/a n/a n/a 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 ( $753, 949 ) and revenues from the leased space ($ 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 : 182 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 929 , 724 $ 6 , 068, 832 $ 6 , 198 , 106 $ 6 , 198 , 106 Supplies 2 , 374 , 866 1 , 880 , 354 2 , 467 , 622 2 , 467 , 622 Purchased Services 516 , 831 1 , 634 , 056 1 , 382 , 398 1 , 382 , 398 Contra Account - 1 , 546 , 842 - 1 , 500, 000 - 1 , 500, 000 - 1 , 500, 000 Capital 108 , 578 350 , 000 2 , 250 , 000 2 , 250 , 000 Gross County Cost $ 7 , 383 , 157 $ 8 , 433 ,242 $ 10 , 798 , 126 $ 10 , 798 , 126 Revenue 53 , 462 Net County Cost $ 7 , 329 , 695 $ 8 , 433 , 242 $ 10 , 798 , 126 $ 10 , 798 , 126 Budgeted Positions 49 49 50 50 SUMMARY OF CHANGES : Budget is up $2 , 364 , 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. Like last two year, it is anticipated that an IT 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. 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 : 183 IN FORINFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Qutputs N umber of Computing Devices Supported 3 , 150 3 ,250 3 ,250 N umber of Personal Computer systems installed/replaced 497 215 215 N umber of IT Managed Projects 121 60 60 N umber of Technical Support Calls/Month 1 , 400 1 ,400 1 ,400 N umber of Office 365 Accounts Migrated 1 , 000 100 100 N umber of Virtual Servers Managed 175 195 195 N umber of Application Managed 125 125 125 Efficiency Measures FTE' S per 10 , 000/capita 1 . 56 1 . 51 1 . 47 Per capita cost ( county support) $23 . 32 $25 . 05 $32 .41 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. 184 INFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 Goal 1 : — Information Technology 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 also 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 1 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 workilife 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 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. 185 INFORMATION TECHNOLOGY ( CONTINUE ' ) 1000 - 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 far 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 ofWeld 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 GIS 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: http ://wci . weld . gov/D ep artmentLinks/InformationTechnology/indcx.html 186 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY 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. FINANCEADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 187 GEOGRAPHICAL INFORMATION SYSTEM ( CONTINUED ) 1000 - 17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 130 , 000 130, 000 130 , 000 # Parcels Updated 600 600 600 # Available Coverage ( Layers) in GIS 3 , 200 3 ,200 3 , 200 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 . 188 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER : Technology Projects - - 1000- 17375 DEPARTMENT DESCRIPTION : Technology Projects focus 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT 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 CHANGES : As this program moves into its eight year the program 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 the original $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 . 189 TECHNOLOGY PROJECTS ( CONTINUED ) 1000 - 17375 FINANCE/ADMINISTRATION RECOMMENDATION : 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 : 190 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 267 , 301 $ 283 ,491 $ 283 ,491 $ 283 , 491 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 $ 432 , 491 Revenue 249 , 454 282 , 000 282, 000 282 , 000 Net County Cost $ 129 , 436 $ 150 ,491 $ 150 ,491 $ 150 , 491 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 191 PRINTING A SUPPLIES ( CONTINUED ) 1000 - 17600 PERFORMANCE MEASURES ACTUAL ESTIMATED! PROJECTED Work Outputs, Print Orders 2 , 900 3 , 000 3 , 200 Mail Pieces 695 , 000 700 , 000 700 , 000 Supply Orders 1 , 300 1 , 300 400 Efficiency Measures FTE's per 10 , 000/capita 0 . 127 0 . 123 0 . 120 Per Capita cost ( county support) $0 . 41 $0. 46 $0 . 45 Goal ES16 : Deliver timely, high quality and cost-effective printing and supply services to County departments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 13 - 1 : User 98% of users satisfied with quality and 99% 99% 99% friendly printing timeliness of services services to meet expanding user needs 192 SEVEN YEAR TREND Sheriffs Office Local Costs $55 $50 $45 $40 $35 u) $30 z D J J 2 $25 $20 $ 15 $ 10 $5 $0 2014 2015 2016 2017 2018 2019 2020 193 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER : Summary All Departments DEPARTMENT DESCRIPTION : See individual budget units. RESOU RC ES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 37 , 290 , 353 $ 38 , 544 , 518 $ 40 , 366 , 540 $ 40 , 366 , 540 Supplies 1 , 297 , 615 1 , 536 , 815 1 , 894 ,260 1 , 894 , 260 Purchased Services 8 , 031 ,254 8 , 931 , 010 10 , 098 , 049 10 , 098 , 049 Fixed Charges -73 , 606 41 , 000 -85 , 000 -85 , 000 Capital 35 , 603 222 , 798 158 , 950 1 58 , 950 Gross County Cost $ 46 , 581 ,219 $ 49 , 276 , 141 $52 , 432 , 799 $52 , 432 , 799 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 $ 49 , 766 , 501 Budget Positions 391 . 0 407 . 00 436 . 0 436 . 0 SUMMARY OF CHANGES : The Sheriff' s 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. • Org 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. • Org 21110 , Booking Unit: Addition of 1 FTE Supply Tech , Grade 18 , to assist with the management of inmate supply inventory and supplies for the 286 employees in Detentions. • Org 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. • Ors 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 , 2021 start date . 194 • 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 . • Orq 21200 , Patrol : Addition of 2 FTE Patrol Sergeants, Grade 51 , to cover swing shift. • Orq 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 . • $62 , 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 , 900 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 DIME 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 : 195 SHERIFF ' S OFFICE DETENTIONS DIVISION COMBINED GOAL / DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Sheriff' s Office Mission Statement: "To provide effective public safety services with honor and integrity?' Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe , humane and wholesome environment that returns people to the comer unity better, or no worse, than they arrived,.." Goal SO DD 1 : Lawfully hold prisoners in a safe and humane environment. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1 - 1 : ( 1 ) Average number of rule violations per day 10 10 10 Inmates comply with facility in the jail. rules and regulations (2) The number of serious rule violations per ,2 2 day in the jail. 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 {1 0 0 provide a nutritional diet illnesses attributed to food service operations. (3) The number of inmate grievances about food service decided in favor of the inmate in 26 32 38 the past 12 months SO DD 1 -3 : ( 1 ) The average daily jail population in the Actual secure bed past 12 months divided by the total8 g° 4 , 77% 82% occupancy is within number of general population beds reasonable operational jail available in the past 12months capacity eased on increase in beds from 779 to 961 for maximum overcrowding capacity. (2) The number of sustained inmate grievances 7 about crowding and housing conditions. SO DD 1 -4 : Inmates have ( 1 ) The number of inmates with positive initial access to a continuum of tests for TB, Hepatitis A, B, or C, HIV or 39 24 20 health care consistent with MRSA. that available in the community (2) The number of inmate deaths due to suicide 0 0 0 or homicide. (3) The number of medical prescriptions 7,059 6, 832 6, 550 written in the jail population. SO DD 1 -5 : Safe operation of the facility with the ( 1 ) The number of Deputy overtime sign -up to 3 ,370 3 , 684 4,097 proper number of employees work a shift in the jail . to ensure Inmate safety. SO DD 1 -6: An ( 1 ) Number of sexual assaults reported in the investigation is conducted jail population. 24 24 24 and documents sexual assault or threats reported in (2) Number of reported sustained sexual the jail. assaults in the jail population. 0 0 0 SO DD 1 -7 : Contraband is ( 1 ) Percentage of personal searches conducted minimized. It is detected on intakes into facility. 100% 100% 100% when present in the facility. (2) Percentage of times contraband is found while conducting personal searches on intakes >A % >A % >A % into the facility. (3) Percentage of time contraband is found on 100% 100% 100% inmates or property in jail population outside of booking. 196 SHERIFF ' S OFFICE DETENTIONS DIVISION COMBINED GOALS/ DESIRED OUTCOMES KEY PERFORMANCE INDICATORS 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 OUTCOMESOBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 2- 1 : Secure ( 1 ) The average number of offenders released county jail beds are from jail within 24 hours of admission per day. 10 10 10 used efficiently and effectively (2) The average number of jail bed used per day for pre-trial detention by the county/district 439 506 573 courts. (3 ) The average number of jail beds used per day for jail sentences by the county/district 188 198 208 courts. (4) The average number of jail beds used per day for jail sentences by other than 45 40 30 county/district courts. 197 SHERIFF ' S OFFICE PATROL DIVISION_COMBINED GOAL / DESIRED OUCOMES KEY PERFORMANCE INDICA 1 OR Patrol Division Mission Statement: "To provide effective public safety services with honor and integrity." Goal SO PD 1 : Protecting the well-being of the citizens of Weld County. DESIRED PREL I INARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) SO PD 1 - 1 : Total number of UCR Part I Reported Crimes 47.05 50.29 52.04 Proactively work to per 100 * I population reduce crime Total number of UCR Part II Reported Arrests 45.24 44.67 44. 17 per 10000 population Total NIBR reported crimes for unincorporated 74.29 75 .63 76.90 Weld County per 10000 population (4) Total patrol division FTEs per 10000 3 . 1 3.0 2.9 population SO PIS 1 -2: Identify ( 1 ) Total submissions to the crime lab ( 1 ) 1 ,605 ( 1 ) 1 ,464 (1 ) 1 ,300 crime trends and effectiveness of (2) Total cases generated (2) 1 ,447 (2) 1 ,348 (2) 1 ,200 forensic science to 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 Sheriffs 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 warninus (4) 3 ,536 (4) 3,366 (4) 2,870 (5) Alcohol related crashes in Sheriff's Office ( 5 ) 16 (5) 15 (5) 14 Jurisdiction (6) Traffic fatalities (all Weld County) (6) 66 (6) 63 (6) 60 SO PD 1 -4: Recover (1 ) Maximize the rate of property recovery by Recovered Recovered Recovered victim property monitoring the reported value of recovered $ 1 ,455 ,415 $ 1 ,.528, 186 $ 1 ,604,595 property in relation to the reported value of 0.4% 5°A increase 5% increase stolen prt petty (reported in NIBR for Sheriff' s decrease Office jurisdiction) 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 : ( 1 ) Total civil process served/attempted ( 1 ) 4, 814 (1 ) 6,900 ( 1 ) 7,000 Service of civil (2) Total civil process served by public safety process deputies. (2) 111 (2) 100 (2) 120 198 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 PRELIMINARY PERFORMANCE OUTCOMESOBJECTIVE/KEYACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO PD 2- 1 : Inform ( 1 ) Advocate contacts for Sheriff's Office 1 ,248 1 , 100 1 ,050 victims of Service area restorative services available to them in the community SO PD 2-2 : ( 1 ) Number of required violent sexual offender 1 1 l Appropriate notifications. dissemination of public safety (2) Number of registered sex offenders for 224 227 231 information unincorporated Weld County and the jurisdictions serviced by the Weld County Sheriff's Office for sex offender registration. * Due to the adoption of the Spillman RMS system , many of the statistical measurements that were previously reported are no longer readily available and were modified to the listings above. 199 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 457 , 206 $ 1 , 504 , 722 $ 1 , 810 , 389 $ 1 , 810 , 389 Supplies 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, 062 , 123 Revenue 202 , 341 215 , 000 215 , 000 215 , 000 Net County Cost $ 1 , 411 , 782 $ 1 , 530 , 440 $ 1 , 847 , 123 $ 1 , 847 , 123 Budget Positions 16 . 0 15 . 0 17 . 0 17 . 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 Sheriff's 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The Personnel addition of $305 , 667 for a Captain and a Lieutenant are policy issues for the Board . BOARD ACTION : 20►0► SHERIFF ADMINISTRATION PATROL ( CONTINUED ) 1 000 - 21 1 00 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Press Releases 42 48 52 Vin Checks 2 , 131 2 , 250 2 , 300 Fingerprints* 1 , 892 1 , 950 2 , 200 Concealed Weapon Permits Issued 4 , 508 4 , 600 4 , 950 Efficiency Measures FTE 's per 10 , 000/capita 0 . 509 0 .463 0 . 510 Per Capita Net County Cost $4 . 49 $4 . 73 $5 . 54 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 201 BUDGET UNIT R AGENCY/DEPARTMENT NAME : SHERIFFS 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 BUDGETED REQUESTEDN RECOMMEND FY CURRENT FY EXT FY NEXT FY Personnel Services $ 1 , 860 , 111 $ 1 , 933 , 649 $ 1 , 996 , 388 $ 1 , 996 , 388 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 , 664 , 954 Revenue 287 , 903 380 , 000 268 , 500 268 , 500 Net County Cost $ 1 , 816 , 581 $ 2 , 085 , 917 $ 2 , 396 ,454 $ 2 , 396 , 454 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 I FTE Supply Clerk, Grade 18. Revenue decreased by $ 111 , 500 because the booking unit received a federal grant for a 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The Grade 18 Supply Clerk will be a policy issue for the Board and includes an independent evaluation for the grade classification of this position . BOARD ACTION : 202 SHERIFF BOOKING UNIT ( CONTINUED ) 1 000 - 21 1 1 0 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Booking 12 , 330 12 , 872 13 ,410 Jail mail out 32 , 365 29 , 964 27 , 563 Jail mail in 31 , 965 31424 30 , 883 Efficiency Measures FTE 's per 10 , 000/capita 0 . 923 0 . 896 0 . 90 Per Capita Net County Cost $5 . 77 $6 .44 $7 . 19 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 203 BUDGET UNIT R AGENCY/DEPARTMENT NAME : SHERIFFS 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 Sheriffs 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 Sheriff's Office practice and procedure are aligned . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 647 ,298 $ 758, 516 $ 1 , 065 , 418 $ 1 , 065 , 418 Supplies 36 , 681 78 , 881 92 ,444 92 , 444 Purchased Services 148 , 412 318 , 314 530 , 162 530 , 162 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 832 , 391 $ 1 , 155 , 711 $ 1 , 688 , 024 $ 1 , 688 , 024 Revenue 0 0 0 0 Net County Cost $ 832 , 391 $ 1 , 155 , 711 $ 1 , 688 , 024 $ 1 , 688 , 024 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 . 204 SHERIFF PROFESSIONAL STANDARDS ( CONTINUED ) 1000 - 21120 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 : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Hiring 105 69 50 Training ( hours) 2 , 585 1 , 875 1 , 931 Academies 8 5 5 Efficiency Measures FTE 's per 10 , 000/capita 0 . 191 0 . 216 0 . 300 Per Capita Net County Cost $2 . 65 $3 . 57 $5 . 07 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 205 BUDGET UNIT R AGENCY/DEPARTMENT NAME : SHERIFFS 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 367 , 164 $ 366 , 995 $ 366 , 995 $ 366 , 995 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 Gross County Cost $ 385 , 401 $ 391 , 521 $ 387 , 741 $ 387 , 741 Revenue 158 , 575 150 , 000 150 , 000 150 , 000 Net County Cost $ 226 , 826 $ 241 , 521 $ 237 , 741 $ 237 , 741 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 206 SHERIFF CIVIL UNIT ( CONTINUED ) 1 000 - 21 1 30 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Processed 6 , 206 5 , 961 5941 Concealed Weapon Permits Issued 2 , 971 3174 3030 Evictions 548 544 535 Sheriff's Sales 5 6 5 Efficiency Measures FTE 's per 10 , 000/capita 0 . 191 0 . 185 0 . 180 Per Capita Net County Cost $0 . 72 $0 . 75 $0 . 71 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 207 BUDGET UNIT R AGENCY/DEPARTMENT NAME : SHERIFFS 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 456 , 394 $ 520 , 022 $ 520 , 022 $ 520 , 022 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 ,254 , 233 Revenue 0 0 0 0 Net County Cost $ 1 , 013 , 813 $ 1 , 161 , 126 $ 1 , 254 ,233 $ 1 ,254 , 233 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 208 SHERIFF SUPPORT SERVICES ( CONTINUED ) 1000 - 21140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work output 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 . 76 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 209 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 254 , 874 $ 254 , 874 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 , 133 , 634 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1 , 133 , 634 $ 1 , 133 , 634 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 Sheriff's 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 210 SHERIFF RECORDS UNIT ( CONTINUED ) 1 000 - 21 1 50 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs TBD 0 0 0 Efficiency Measures FTE 's per 10 , 000/capita 0 . 00 0 . 00 0 . 39 Per Capita Net County Cost $0 . 00 $0 . 00 $3 .40 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : As this is a 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 . 211 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 56 , 614 $ 56 , 614 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 $ 227 , 550 $ 227 , 550 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 227 , 550 $ 227 , 550 Budget Positions 0 . 0 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 . FINANCE/ADMINISTRATIO► N RECOMMENDATION : Recommend approval . BOARD ACTION : 212 SHERIFF EVIDENCE UNIT ( CONTINUED ) 1 000 - 21 1 60 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs TBD 0 0 0 Efficiency Measures FTE 's per 10 , 000/capita 0 . 00 0 . 00 0 . 06 Per Capita Net County Cost $0 . 00 $0 . 00 $0 . 68 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : As this is a 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 : SHERIFFS 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6 , 155 , 239 $ 6 , 623 , 672 $ 6 , 770 , 672 $ 6 , 770 , 672 Supplies 195 , 739 265 , 166 298 , 091 298 , 091 Purchased Services 1 , 853 , 980 2 , 146 , 703 1 ,281 , 673 1 , 281 , 673 Fixed Charges 0 0 0 0 Capital 0 35 , 998 18 , 700 18 , 700 Gross County► Cost $ 8 , 204 , 958 $ 8 , 971 528 $ 8 , 369 , 136 $ 8 , 369 , 136 Revenue 487 , 778 428 , 000 365 , 000 365 , 000 Net County Cost $ 7 , 717 , 180 $ 8 , 543 528 $ 8 , 004 136 $ 8 , 004 , 136 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 , 000 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 , 700 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The two sergeant positions are supported by the completed staffing study showing the increased span of control and are recommended to be approved . BOARD ACTION : 214 SHERIFF ' S PATROL ( CONTINUED ) 1000 - 21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 $24 . 03 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 215 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 2417 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 . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 896 , 341 $ 2 , 064 , 647 $ 2 , 064 , 647 $ 2 , 064 , 647 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 , 198 , 034 Revenue 29 , 121 0 0 0 Net County Cost $ 2 , 003 , 547 $ 2 ,223 , 481 $ 2, 198 , 034 $ 2 , 198 , 034 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 216 SHERIFF ' S INVESTIGATIONS UNIT ( CONTINUED ) 1000 - 21205 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases Assigned 208 200 200 Cases Solved 153 155 162 Efficiency Measures FTE 's per 10 , 000/capita 0 . 541 0 . 587 0 . 570 Per capita net cost $6 . 37 $6 . 87 $6 . 60 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 780 , 626 $ 243, 252 $ 243 , 252 $ 243 , 252 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 $ 266 , 570 Revenue 533 , 671 200, 800 225 , 500 225 , 500 Net County Cost $ 342 , 359 $ 102 , 055 $ 41 , 070 $ 41 , 070 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 218 MUNICIPAL CONTRACT ENFORCI_MENT ( CONTINUED ) 1000 - 21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, Number of Dispatched Calls 861 * 125 125 Adult Arrests 18 1 0 Juvenile Arrests 0 0 0 Traffic Citations 0* 0* 0* Efficiency Measures FTE 's per 10 , 000/capita . 127 . 062 . 060 Per capita net cost $ 1 . 09 $0 . 32 $0 . 00 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 part of the contract services as designated by the contracting agency. This performance measure will be going away in future years . 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 185 , 154 $ 200, 284 $ 200 ,284 $ 200 ,284 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 $ 264 , 140 Revenue 0 0 0 0 Net County Cost $ 210 , 231 $ 268 , 518 $ 264 , 140 $ 264 , 140 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 220 ORDINANCE ENFORCEMENT ( CONTINUED ) 1000 - 21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2 , 956 2 , 894 2 , 916 Animals Transported to Shelter 454 453 443 Efficiency Measures FTE 's per 10 , 000/capita 0 . 095 0 . 093 0 . 090 Per capita cost ( county support) $0 . 67 $0 . 83 $0 . 79 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 221 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 527 , 150 $ 532, 289 $ 603 , 746 $ 603 , 746 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 $ 775 , 864 Revenue 37 , 290 52 , 636 63 , 000 63 , 000 Net County Cost $ 642 , 662 $ 649, 805 $ 712 , 864 $ 712 , 864 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 1 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 . FINANCEIADMINISTRATION 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). 222 REGIONAL FORENSIC LABORATORY ( CONTINUED ) 1000 - 21260 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work OutJuts Cases/items completed — drugs, computer 247 / 2 , 561 *284/2 , 881 *320/2 , 881 forensics, latent prints, shoe and tire tracks, WCSO/GPD WCSO/GPD WCSO/GPD DNA only only only 1 ,425/ 7 , 367 956 / 4 , 943 1 , 200 / 6, 205 all lab staff all l a b 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 . 14 Effectiveness Measures (desired results ) Quality Audit 35 35 35 Proficiency Testing (Test Run/Errors) 15 / 0 15 / 0 15 / * 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 . 223 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 207 , 031 $ 208, 110 $ 208 , 110 $ 208 , 110 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 $ 237 , 111 Revenue 175 , 888 186 , 375 187 , 298 187 , 298 Net County Cost $ 60 , 250 $ 55 , 204 $ 49 , 813 $ 49 , 813 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 $5 , 391 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 224 VICTIM ADVOCATE SERVICES ( CONTINUED ) 1000 - 21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1 , 679 1 , 804 1 , 900 Victims served per 10 , 000/capita 53 . 412 55 . 722 57 . 031 Efficiency Measures FTE 's per 10 , 000/capita 0 . 095 0 . 093 0 . 090 Per capita cost (county support) $0 . 19 $0 . 17 $0 . 15 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 : SHERIFFS 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 233 , 957 $ 251 , 009 $ 251 , 009 $ 251 , 009 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 $ 336, 009 Revenue 0 0 0 0 Net County Cost $ 304 , 205 $ 321 , 257 $ 336 , 009 $ 336 , 009 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 226 MULTI - JURISDICTIONAL DRUG TASK FORCE ( CONTINUED ) 1000 - 21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 203 213 224 Drug Arrests 109 114 120 Search Warrants Executed 87 92 97 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 . 060 Per capita cost ( county support) $0 . 97 $0 . 99 $ 1 . 01 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 : SHERIFFS 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 RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 292 , 854 $ 1 , 831 , 714 $ 1 , 831 , 714 $ 1 , 831 , 714 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 , 447 , 099 Revenue 790 , 641 452 , 000 732 , 000 732 , 000 Net County Cost $ 533773358 $ 6 , 415 ,287 $ 6 , 715 , 099 $ 6 , 715 , 099 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 228 SHERIFF INMATE SERVICES ( CONTINUED ) 1000 - 24410 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 . 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 18 , 628 , 220 $ 18 , 617 , 377 $ 18 , 617 , 377 $ 18 , 617 , 377 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 $ 18 , 924 ,252 Revenue 411 , 859 420 , 000 420 , 000 420 , 000 Net County Cost $ 18 , 350 , 819 $ 18 , 472 , 139 $ 18 , 504 , 252 $ 18 , 504 ,252 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 iPhones 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 230 SECURITY UNIT ( CONTINUED ) 1000 - 24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs 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 I Efficiency Measures Detention Division FTE 's per 8 . 430 8 . 618 8 . 585 10, 000 Capita Per capita net cost $91 . 93 $94 . 22 $95 . 37 Avg . Medical Cost Per Inmate Daily $ 13 . 26 $ 14 . 37 $ 13 . 81 Avg . Food Cost Per Inmate Daily $3 . 04 $2 . 95 $2 . 96 Secure Facility Occupancy Rate 88% 77% 82% at 7791961 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 : Population : Per Capita Net Cost: 2017 : 232 2017 (Past) : 304 ,600 2017 Past: $24 , 972 , 838 2018 : 265 2018 (Actual) : 314 350 2018 Actual : $28 , 898 ,686 2019 : 279 2019 (Estimated : 323 750 2019 Estimated : $30 , 503 ,684 2020 : 286 2020 (Projected): 333 150 2020 Projected $31 , 772, 130 231 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Courts and Transportation Unit - - 1000-24420 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 602 ,228 $ 2 , 988, 260 $ 3 , 505 , 029 $ 3 , 505 , 029 Supplies 19 , 529 15 , 044 34 , 828 34 , 828 Purchased Services 638 , 792 562 , 037 641 , 128 641 , 128 Fixed Charges 0 0 0 0 Capital 15 , 340 15 , 340 Gross County Cost $ 3 , 260 , 549 $ 3 , 565 , 341 $ 4 , 196 , 326 $ 4 , 196 , 326 Revenue 47 , 019 35 , 000 40 , 000 40 , 000 Net County Cost $ 3 , 213 , 530 $ 3 , 530, 341 $ 4, 166 , 326 $ 4 , 166 , 326 Budgeted Positions 24 . 0 29 . 0 35 . 0 35 . 0 SUMMARY OF 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 $36 , 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 ( $ 16 , 340 ) for machines too old to be serviced by a maintenance agreement. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 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 . 232 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $• 0 Supplies 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. 233 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT 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 ( $438 , 665 ), and Century Link-ESSINET ET Tariff ( $ 166 , 786 ). Capital is funded in the E911 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 , 225 , 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 Timnath tower repayment for a total revenue of $4 , 991 , 945. 234 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 FTE 's per 10 , 000 per Capita 2 .26 2 .41 2 . 34 Per Capita Cost - Operating Budget $ 12 . 54 $ 15. 20 $ 15.20 EMD Call per FTE 292 300 308 CAD Incident per FTE 5, 714 5, 886 6, 056 235 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 Goal PS WCRCCI : To answer 90% of 9-1-1 calls during the average busy hour each day within 10 seconds. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 1 - 1 : Percentage of calls answered within 88 . 88% 90% 90% Improve customer 10 seconds service in the most critical components of emergency dispatch services . Goal PS WCRCC 2: To answer 95% of 9-1-1 calls during the average busy hour each day within 20 seconds. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Percentage of calls answered within 98 . 59% 97% 95% Improve customer 20 seconds service in the most critical components of emergency dispatch services. Goal PS Wireless 1 : Resolve all Wireless Subscriber Service Requests within 20 days (includes repairs) PRELIMINARY DESIRED PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS -Wireless 1 - 1 : Resolve all subscriber service 91 . 6% 95 % 95 % Improve customer requests with 20 days of report. service to Weld (includes repair/replacement) County Radio System Users. 236 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER : Communication System Development - - 1000-22200 DEPARTMENT DESCRIPTION : Capital outlay for development of the county-wide communications system and replacement plan for radios. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 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 0 SUMMARY OF CHANGES : In 2018 a Ten-Year Capital Plan 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 . FINANCEIADMINISTRATI0N RECOMMENDATION : Recommend approval . BOARD ACTION : 237 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . If Spillman is upgraded or replaced in 2020 the funds are reserved and available in the General Fund and E911 fund balance amounts . BOARD ACTION : 238 PUBLIC SAFETY IN F RM TION SYSTE ( CONTINUE ' ) 1000 - 22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 FS WCRCC 3 : To resolve Severe/Immediate/ Urgent Issues 100% monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFOR_M_AN CEE INDICATOR(S) PS WCRCC 3 - 1 : Resolve severe/immediate/urgent issues 100% 100% 100% Improve customer 100% monthly. service to public safety agencies Goal PS WCRCC 4 : To resolve all Service Requests 90 % monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC - 1 : Resolve all service requests 90% 95% 100% 100% Improve customer monthly. service to public safety agencies Goal PS WCRCC 5: I ple ent a new public safety information system. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC - 1 : Implementation 0% 0% 50% Implement a new public safety information system 239 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 : 240 PUBLIC SAFETY WIRELESS COMMUNICATIONS ( CONTINUED ) 1000 - 22500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 0 2 , 600 2 , 600 Efficiency Measures FTE 'S per 10 , 000/capita 0 . 000 0 . 031 0 . 030 Per capita cost (county support) $0 . 00 $0 . 00 $0 . 00 241 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 032 , 462 $ 954 ,238 $ 954, 238 $ 954 , 238 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 , 380 , 876 Revenue 0 0 $ 750 $ 750 Net County Cost $ 1 , 455 , 922 $ 1 , 350 , 904 $ 1 , 380 , 126 $ 1 , 380 , 126 Budgeted Positions 9 10 10 10 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/ADMINISTRATION RECOMMENDATION : 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. 242 CORONER ( CONTINUED ) 1000 - 23200 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total number of cases reviewed 1 , 370 1 , 550 1 , 625 Number of cases investigated 677 750 780 Number of full autopsies 253 275 245 Efficiency Measures FTEs per 10 , 000/capita 0 . 286 0 . 301 0 . 299 Per capita cost (county support) $4 . 63 $4 . 17 $4 . 34 Cost per autopsy (with toxicology) $ 1 , 333 $ 1 , 350 $ 1 , 350 STRATEGIC GOALS Goal PS Cl : Continually adjust to meet readiness and service needs DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PSC 1 - 1 : All investigative reports are submitted Investigative report to the supervisor within 14 days of 75% 85% 90% cycle time assignment. PSC 1 -2 : Improve response 7 to 5�P.1�1.: 7 to 5�P.M: times to scenes by Response times measured by dispatch 75a 0a 10% during from 7 time report information. O% A : to 5 P . and 15 % After hours : After hours : after hours 85% 85 % 243 CORONER ( CONTINUED ) 1000 - 23200 Goal PS C2 : Enhance professionalism and promote department excellence. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS C2 - 1 : Conversion from Spillman to coroner- Improve case specific software, saving report time 100% 100% 100% reporting efficiency and duplication of effort PS C2 -3 : Formal, documented Using in-house and other cost-saving training for staff resources, provide job-specific training 85% 100% 100% members twice each -� p month, offered in an to each staff member asynchronous format PS C2 -4 : Provide participating Using existing county resources, staff members an provide voluntary participation in individualized and individualized wellness assessments 15 % 25% 30% structured wellness and year-long programming intended to improvement plan improve Department efficiency by through the County increasing employee wellness Wellness Program Goal PS C3 : Maintain highly-qualified staff to meet the present and future needs of the Department DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS C3 - 1 : Assure that all field personnel are National certification nationally-certified or state-certified 80% 100% 100% for all eligible within first year of employment. investigators PS C3 -2 : Meet continuing Assure that the Coroner remains education hours compliant with required Coroner 100% 100% 100% required by the state Standards and Training Board Coroner Standards continuing education requirements and Training Board 244 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 ) . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 899 , 363 $ 1 , 048 747 $ 1 , 206 339 $ 1 , 206 339 Supplies 11 , 684 37 , 000 40, 000 40 , 000 Purchased Services 52 , 940 47 , 350 47 , 350 47 , 350 Gross County Cost $ 963 , 987 $ 1 , 133 , 097 $ 1 , 293 , 689 $ 1 , 293 , 689 Revenue 40 , 623 39 , 000 39 , 000 39 , 000 Net County Cost $ 923 , 364 $ 1 , 094 , 097 $ 1 , 254 , 689 $ 1 , 254 , 689 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 , 686) . Due to the state assuming the Court Date Notification 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. 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 : 245 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Pretrial Services Risk Assessments 3 , 490 3 , 600 3 , 800 Defendants on Pretrial Supervision (ADP) 970 1 , 300 1 , 450 Court Date Call Notifications 10 , 000* 11 , 000 NA► Efficiency Measures FTE's per 10 , 000/capita . 366 . 417 . 465 Per capita net cost $2 . 94 $3 . 38 $3 . 76 Goal PS JS1 : 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. DESIRED DESIRED OUTCOMES ACTUAL ESTIMATED PROJECTED OUTCOMES PS JS-1 : Pretrial To use evidence- based 3 , 495 3 , 600 3 , 700 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 (ADP) on conditional release return to court and do not engage in Estimated variable cost $2 , 092 , 800 $2 , 267 ,200 $2 , 441 , 600 criminal activity avoidance to help manage pending their trial high expense of operating the and/or jail . sentencing . * recalculated based on updated jail figures at $ 109 per day costs 246 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 Goal PS JS2 : To assist the Criminal Justice Advisory Committee (CJAC) 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. DESIRED DESIRED OUTCOMES ACTUAL ESTIMATED PROJECTED OUTCOMES 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 JS-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 reminders enforcement agencies. (first to defendants appearance scheduled for court, via court hearings. summons ) 247 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 RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 ,434 , 915 $ 1 , 770 , 538 $ 1 , 770 , 538 $ 1 , 770 , 538 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 , 016 , 526 Revenue 942 , 975 964 , 350 964 , 350 964 , 350 Net County Cost $ 694 , 398 $ 1 , 051 , 376 $ 1 , 052 , 176 $ 1 , 052 , 176 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 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : BOARD ACTION : 248 Work Release / Electronic Monitoring ( Continued ) 1000 - 24125 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 . 16 Goal PS JS4: To provide safe and less expensive sentencing alternatives to the use of jail; deliver effective offender services for seamless community re-entry. PRELIMINARY DESIRED PERFORMAN CE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS J54-1 : Offender utilization 180 ADP - Work 185 - 190 ADP - 200 ADP - Work Alternative by providing less Release Work Release Release Programs - costly sentencing Provide safe, alternative to jail community based incarceration for 70 ADP — 75 ADP — 85 ADP — adult convicted alternative offenders ; Electronic Home Electronic Home Electronic Home sentencing Monitoring Monitoring Monitoring placement options for eligible adult Offenders taking offenders ordered part in educational , by the Courts, in rehabilitative lieu of traditional and/or 100% 100% 100% jail sentence. employment Ensure offenders programming ; and are given opportunities & Estimated variable access to cost savings of resources; programs to treatment and taxpayers for $945000 $997 , 500 $ 1 , 090 , 000 employment clients' average services, while length of stay at living in a staff- Work Release secure correctional Facility (excludes setting or on electronic home electronic monitoring placements) . monitoring home confinement. 249 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY 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 is cost effective by reducing time offenders may spend jail otherwise . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document . 250 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 , 850 625 2 , 925 , 241 3 ,263 , 703 3 ,263 , 703 Fixed Charges 25 , 051 25 , 051 25 , 051 25, 051 Capital 0 0 0 0 Gross County Cost $ 2 , 942 469 $ 3 , 020 022 $ 3 , 357 798 $ 3 , 357 , 798 Revenue 2 , 942 469 3 , 020 022 3 , 357 798 3 , 357 , 798 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, 890 ,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, $53 , 198 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 RECOMMENDATION : Recommend approval . Program is 100% paid by the State of Colorado . BOARD ACTION : 251 COMMUNITY ( CONTINUEs ) 1000 - 24200 & 24220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Intervention Cornmunity Correction Services : Total Average Daily Populations of Offender Populations by Type - Residential Transition , Residential Diversion , Non-Residential Diversion and IRT Placements : 250 250 260 Efficiency Measures FTE's per 10 , 000/capita 0 .032 0 . 031 0 .030 Goal PS JS5. 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, provide oversight of selected vendor and of the Community Corrections Facility. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS JS3-1 : Cost savings by providing a less costly 170 residential 185 residential 204 residential Community alternative jail and. prison (capacity) (capacity) (capacity) Corrections - incarceration for adult convicted. Provide safe, offenders . 40 non- 40 non- 40 non- community based residential residential residential correctional placement for Recidivism rates for offenders, eligible adult completing the community corrections 2-3% 2-3% 2-3% offenders ordered program is substantially lower after by the Courts release than offenders either released. and/or Department from prison or placed directly on of Corrections . parole. Ensure offenders are given All offenders participate in some form 210 250 260 opportunities & of educational and/or vocational access to reentry programming. resources; treatment and Receive, manage, and process all S2, 942,350 $3 ,020,471 $3 ,357,798 employment allocated community corrections services, while funds from the State. living in a staff secure residential Approximate variable cost $ 1 ,800,000 $2,000,000 $2,000, 000+ correctional setting. avoidance/savings ratio of community corrections program to taxpayers . 252 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER : Building Inspection 1000-25100 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 097 , 107 $ 1 , 180, 033 $ 1 , 180 , 033 $ 1 , 180 , 033 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 , 631 , 127 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 , 218, 873 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 253 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED lar_118 MTh .122M Field Inspection Work Outputs Number of Building Permits Issued 2 , 530 2 , 300 2 , 400 N umber 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 N umber miles driven by Inspectors 145 , 000 146 , 000 145 , 000 Walk-ins 5 , 709 5 , 800 5 , 700 N umber of Plan Reviews 2 , 363 2 , 200 2 , 250 N umber of Plan Examiners 3 3 3 N umber of Building Compliance violations 69 80 70 N umber of Building Complaints 62 70 65 N umber Compliance cases closed 71 71 70 N umber of Building Compliance Officers 1 1 1 254 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 7 : Ensure safe construction throughout unincorporated Weld County, DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED7- 1 : Attendance of each Plans 18 18 18 Conduct safe and Examiner/Building Inspector/Building quality plan Official/Tech at 2 ICC classes (7 staff) reviews and inspections Maintenance of appropriate certifications 100% 100% 100% following adopted codes Goal CED 8 : Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education . DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECT /KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 8- 1 : To Revise handouts and update website 100% 100% 100% ensure current and quarterly updated information is available to the public on handouts and websitc Ensure routine Host/attend two Building Trades communication Advisory meetings per year with builders and contractors Ensure inspectors Plans examiner present to the Building 4 4 4 have more Official any changes to code quarterly handouts in the field for a non- technical audience Consistent Provide "team training" in the field to 3 inspections ensure consistency by inspectors conducted in the field 255 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 9: Maintain quality, professional and timely site inspections. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 9- 1 : Percentage of complete records 100% 100% 100% Maintain a record of permit expirations and inspections to ensure permits are current. Provide 24-hour Percentage of 24-hour turnaround 99% 99% 99% turnaround time inspections (measured by complaints) for inspections . Ensure timeliness Maintain proficiency in Accela to ensure 95% 95% 100% of entering information is updated and available inspections and appropriate follow-up. Provide plan Review plans in a timely manner current 100% 100% 100% review turnaround with policy time frame — measurable by within current complaints policy time frame. Return customers Measurable by number of complaints 100% 100% 100% call and questions annually within 24 hours. Maintain quality Measurable by annual complaints 100% 100% 100% customer service with existing staff levels 256 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND 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 : 257 OIL AND GAS ENERGY ( CONTINUED ) 1000 - 25200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Wark. Outputs LAP Permits 0 0 $55 , 000 WOGLA permits 0 0 200 WOGLA Permits with no wells 0 0 10 Wells 0 0 1 , 900 Efficiency Measures FTE's per 10 , 000/capita 0 . 00 0 . 00 0 . 450 Per capita cost { county support) $0 . 00 $0 . 00 $0 . 00 258 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 503 , 110 $ 490 , 362 $ 492 , 687 $ 492 , 687 Supplies 63 , 325 76 , 850 76 , 850 76 , 850 Purchased Services 332 , 240 414 , 886 414 , 886 414 , 886 Fixed Charges 8 , 771 Capital 0 0 15 , 000 15 , 000 Gross County Cost $ 907 , 446 $ 982 , 098 $ 999 , 423 $ 999 ,423 Revenue 63 , 422 6 , 000 6 , 000 6 , 000 Net County Cost $ 844 , 024 $ 976 , 098 $ 993 , 423 $ 993 ,423 Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE 10 PT 10 PT 10 PT 10 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 . 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 : 259 NOXIOUS WEEDS ( CONTINUE ' ) 1000 - 26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Mowing Lane Miles 2 , 404 2 , 400 � , �� Spraying Lane Miles 8 , 186 7 , 500 7 , 500 Acres Sprayed ( Only noxious weeds being 1 , 574 1 ,600 1 , 600 sprayed beginning in 2017 ) Efficiency Measures FTE's per 10 , 000/capita 0. 0636 0. 0618 0. 0600 Per capita cost ( county support) $2 . 68 $3.01 $2 . 98 Goal TPW9: Implement the Colorado Weed Management Act on County properties and assist landowners with compliance with the law through public education and assistance. DESIRED PRELIMINARY PERFORMANCE ACTUAL "TIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW9- 1 : 98% of citizen and landowner generated. 100%%% 100% 100% Respond to calls contacts responded to within one working and emails from day. landowners within one working day . TPW9-2 95% of non-roadway properties owned by Yes Yes Yes Perform noxious Weld County sprayed or otherwise controlled weed control on all for noxious weeds annually . Weld County owned properties. TPW9-3 : 95% of all weld County maintained roads Yes Yes Yes Mowing/spraying and intersections will be addressed for of all roads noxious weeds annually. maintained by Weld County . TPW9-4: 90% of all legal notices mailed to landowners 100% 90% 90% Resolve all legal in Weld County will be brought into notices mailed to compliance . landowners for noxious weed infestations. 260 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. RESOURCES ACTUAL LAST BU DG ETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 290 , 884 $ 340 , 505 $ 340 , 505 $ 340 , 505 Supplies 24 , 029 29 , 900 33 , 989 33 , 989 Purchased Services 102 , 230 191 , 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 $ 621 , 944 Revenue 112 , 909 115 , 000 196 , 400 196 , 400 Net County Cost $ 311 , 729 $ 447 , 200 $ 425 , 544 $ 425 , 544 Budgeted Positions 3 . 0 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 ($24 , 500 ) 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, 600 ). 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend Approval . BOARD ACTION : 261 OFFICE OF EMERGENCY MANAGEMENT ( CONTINUED ) 1000 - 26200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of drills and exercises 12 12 12 N umber of people participating in drills 500 500 500 N umber of inspections and/or reports 18 12/24 24 Efficiency Measures FTE 's per 10 , 000/capita 0 . 095 0 . 124 0 . 120 Per capita cost $0 . 99 $ 1 . 38 $ 1 . 28 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 I . 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 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 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://www. co.weld . co. us/Departments/OEMlindex. html 262 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 . RESOURCES ACTUAL LAST BU DG ETED REQUESTED RECOM ME N FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3 , 116 , 697 $ 3 , 809 , 902 $ 4 , 078 , 558 $ 4 , 078 , 558 Supplies 169 , 166 166 , 865 211 , 997 211 , 997 Purchased Services 678 , 737 4 , 916 , 870 5 , 691 , 576 5 , 691 , 576 Capital 1 , 382 150 , 000 205 , 000 205 , 000 Contra -331 , 761 -639 , 318 - 1 , 139, 015 - 1 , 139, 015 Gross County Cost $ 3 , 634 221 $ 8 ,404 , 319 $ 9, 048 , 116 $ 9 , 048 116 Revenue 0 0 0 0 Net County Cost $ 3 , 634 221 $ 8 ,404 , 319 $9, 048 , 116 $9 , 048 , 116 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 Ito Engineer III position ( approved 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 Oil and Gas Energy Department ($98 ,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 ROW 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 charge-back 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. 263 GENERAL ENGINEERING ( CONTINUED ) 1000 - 31100 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 : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of designs completed 15 14 13 N umber of construction projects completed 10 5 5 N umber 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 $27 . 16 `Numbers do not include flood projects . 264 GENERAL ENGINEERING ( CONTINUEs ) 1000 - 31100 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. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW8- 1 : Plans will not require changes after 100% 100% 100% Develop accurate project goes to construction 95% of the Capital Improvement time Plans TPW8-2 : Construction tests will not require 100% 100% 100% Perform accurate repeat tests or re-calculations 95% of construction testing the time TPW8-3 : Improvement agreements will be error 100% 100% 100% Present accurate free when presented to the BOCC 98% improvement of the time agreements 265 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 60 , 677 $ 62 , 583 $ 60 , 032 $ 62 , 583 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 $ 74 , 682 $ 77 ,233 Revenue 8 , 874 5 , 000 5 , 000 5, 000 Net County Cost $ 57 , 509 $ 72 , 233 $ 69 , 682 $ 72 ,233 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 266 MISSILE SITE PARK ( CONTINUED ) 1000 - 50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 600 600 600 Work Outputs FTE's per 10 , 000/capita 0 . 032 0 . 031 0 . 030 Per capita cost (county support) $0 . 183 $0 . 223 $0 . 217 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Building and Grounds Budget Unit ( 1000- 17200 ). 267 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY 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 n/a n/a n/a 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 , 2019 , 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 : 268 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY 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 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 nla 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/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 269 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT 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/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 270 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY 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 nla 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 : 271 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT 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 nfa n/a nfa nfa 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 . The minimum 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 : 272 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY 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 nla nla nla nla 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 unnerved 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 MOU for this arrangement. 273 MENTAL HEALTH ( CONTINUED ) 1000 - 56140 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 $ 191 , 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 : 274 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 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 nla n/a nla n/a 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 : 275 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 administrative costs for Weld County Retirement Plan . RESOURCES ACTUAL LAST BU DG ETED REQUESTED RECOM ME N FY 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 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 nfa n/a nla 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 , 000 , 000 . The County stopped paying the fees in the 1980's. From 2011 -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 . 00% over time , which is more realistic based upon projected investment returns. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 276 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY 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 nla 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/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services Fund . 277 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : TRANSFERS BUDGET UNIT TITLE AND NUMBER : Health Department Transfer - - 1000-56160 DEPARTMENT DESCRIPTION : General Fund contribution to Health Department operations. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 n/a a n/a n/a SUMMARY OF CHANGES : See Health Fund for details . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health Fund . 278 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT 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 n/a n/a n/a n/a 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 RECOMMENDATION : 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 : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See County's overall Economic Development goals in the Strategic Plan Section of the Budget Message . 279 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Building Rents - - 1000-60300 DEPARTMENT DESCRIPTION : General Fund Department used to fund lease/purchase contracts for county buildings . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 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 nla n/a 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 : 280 LEASE - PURCHASE AGREEMENTS The following supplemental data regarding lease- purchase agreements involving real property is required under Section 29- 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 $ -O- 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 $ -0- C . The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real properly $ -O- 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- 281 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 ACTUALLAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 212 , 397 70 , 000 70 , 000 70 , 000 Purchased Services 485 , 949 464 , 087 523 , 787 523 , 787 Fixed Charges 43 , 057 175 , 000 200 , 000 200 , 000 Gross County Cost $ 741 ,403 $ 709 , 087 $ 793 , 787 $ 793 , 787 Revenue 106 , 572 , 711 105 , 908 , 308 117 , 744 , 409 117 , 744 , 409 Net County Cost $ - 105 , 831 , 308 $ - 105 , 199 , 221 $ - 116 , 950 , 622 $ - 116 , 950 , 622 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 $ 11 , 836 , 101 over the current year. Property taxes are budgeted at $ 117 , 756 , 526 with a personal property tax adjustment of $ 10 , 651 , 297 for a net of $ 107 , 105, 229 up $ 10 , 616 , 628 . 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 $ 117 ,438 , 729 . FINANCE/ADMINISTRATION 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 : 282 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 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 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 RECOMMENDATION : 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 : 283 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 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 40 , 737 40 , 737 115 , 737 45 , 737 Gross County Cost $ 40 , 737 $ 40 , 737 $ 115 , 737 $ 45 , 737 Revenue 0 0 0 0 Net County Cost $ 40 , 737 $ 40 , 737 $ 115 , 737 $ 45 , 737 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL IAW 1 Promises for Children $ 5 , 000 $ 10 , 000 $ 10 , 000 $ 0 211 Information and Referral 25 , 000 50 , 000 25 , 000 0 Youth and Family Connection 0 0 0 0 1451 Collaboration Management 0 0 0 0 Weld 's Way Home 5 , 000 25 , 000 5 , 000 0 Community Grieve Center 0 25 , 000 0 0 Audio Information Network 5 , 737 51737 5 , 737 0 Total $40, 737 $ '115,737 $45, 737 $_12 FINANCE/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 . 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 . 284 COMMUNITYY AGENCY GRANTS ( CONTINUED ) 1000 - 90150 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 . 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. 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 . 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 . Social Services may fund with CSBG funds, if funds are available . 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 . Community Grief Center has requested $25 , 000 for 2020 . This is a new agency that provides grief counseling to individuals . Funding is a policy issue for the Board . BOARD ACTION : See notes for each agency regarding funding in italics . 285 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 45 , 216 $ 40 , 181 $ 40 , 181 $ 40 , 181 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 $ 248 ,268 Revenue 0 0 0 0 Net County Cost $ 193 , 679 $ 181 , 179 $ 248 , 268 $ 248 ,268 Budgeted Positions 2 2 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 Websitefmarketing ( $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 . FINANCE/ADMINISTRATION RECOMMENDATION : Funding level for administration is a policy issue for the Board . BOARD ACTION : 286 ARIGHT FUTURES ( CONTINUED ) 1000 - 90160 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 2 , 394 1 , 583 1 , 600 Investments $6 . 12M $2 . 56M $2 . 60M Efficiency Measures FTE 's per 10 , 000/capita 0 . 63 0 . 62 0 . 60 Per capita administrative expenditure $0 . 62 $0 . 56 $0 . 75 Per capita student grant expenditure $ 19. 48 $7 . 92 $7 . 80 287 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 363 , 692 $ 357 , 324 $ 428 , 897 $ 4283897 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 $ 476 , 897 Revenue 0 0 0 0 Net County Cost $ 405 , 911 $ 406 , 024 $ 476 , 897 $ 476 , 897 Budgeted Positions 11 . 75 12 . 375 12 . 875 12 . 875 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 $8/hour, which equated to 500 hours of work for each position . Projected min 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 . 5FTE 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 . FINANCE/ADMINISTRATION RECOMMENDATION : $25 , 500 is included for an addition of . 5 FTE to support increasing the existing part-time 4-H endowed position to a full-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 . 288 EXTENSION SERVICES ( CONTINUED ) 1000 - 96100 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 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 Efficiency Measures FTE 's per 10 , 000/capita . 374 . 382 . 386 Per capita cost (county support) $ 1 . 29 $ 1 .25 $ 1 . 43 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. 289 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 94 , 642 $ 84 , 701 $ 84 , 701 $ 84, 701 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 $ 173 , 696 Revenue 0 0 0 0 Net County Cost $ 321 , 487 $ 173 , 696 $ 173, 696 $ 173 , 696 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 290 COUNTY FAIR ( CONTINUED ) 1000 - 96200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 5 , 000 5 , 000 5 , 000 Exhibitors registered 1 , 500 1 , 500 1 , 500 Attendees 48 , 255 48 , 000 48 , 000 Efficiency Measures FTE 's per 10 , 000/capita . 040 . 039 . 038 Per capita cost (county support) $ 1 . 02 $0. 54 $0 . 52 291 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 210 , 381 $ 240 , 039 $ 240 , 039 $ 240 , 039 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 $ 259 , 389 Revenue 24 , 021 29 , 400 29 ,400 29 , 400 Net County Cost $ 208 , 656 $ 228 , 589 $ 229 , 989 $ 229 , 989 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. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : ACTUAL ESTIMATED PROJECTED Work Outputs Active files 4 , 348 3 , 800 4 , 500 Office visits 2 , 596 2 , 500 2 , 700 Efficiency Measures FTE's per 10 , 000/capita 0 . 095 0 . 093 0 . 090 Per capita cost (county support $0 . 66 $0 . 71 $0 . 69 292 VETERANS SERVICES ( CONTINUED ) 1000 - 96400 Goal VS1 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and Non-Service Pension claims DESIRED PRELIMINARY PERFORMANCE OUTCOMESOBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Obtain the appropriate Ensure accurate submission of claim 100% 100% 100% claim outcome for the applications that include proper veterans documented supporting documents conditions Goal VS2 : Assist veterans and dependents enroll in Veterans Administration health care DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Register eligible Accurately complete appropriate VA 100% 100% 100% veterans in the VA health care applications along with health care system supporting credentials Goal VS3 : Provide education assistance and burial and survivor benefits for veterans and dependents services DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Veteran and/or Obtain and submit appropriate credentials 100% 100% 100% dependents received to support entitlement applications education, burial and survivor benefits they are entitled 293 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). RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT 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 nla nla nla n/a SUMMARY OF CHANGES : The Event Center's proposed budget for 2020 is $571 , 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 , 504 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 : 294 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY 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 J $ 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, 354 , 588 is funded for depreciation of county assets . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : . 295 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER : Contingency - - 1000-99999 DEPARTMENT DESCRIPTION : Funds to cover reasonably unforeseen expenditures. In the proposed budget, this includes appropriations for points of issue . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 2 , 954 , 197 $ 2 , 954 , 197 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 $ 2 , 954 , 197 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 2 , 954 , 197 $ 2 , 954, 197 Budgeted Positions nfa nla nfa nla 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 law enforcement 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 : 296 Hello