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( • t j �)� VI '�'III(((fff///��+ l M 4\ i • ( • i•` 1 I rI nS 11' '1c � r , j 1•! • • I •I f '.rl ` ;SI � . • f r 1 1 ' I ♦ .I tr `Il , 1 ,I 1 '� • I1(ii { � 1 II 7' [•. I'' ' I, • ,y� r .j1 •,11 / +'• // I. , , �� l tl " • /♦ 1 ' i. / r T 1 I• , �111Ir ' ! 1 ( �) 1``� ( 13r hl r !jj 1 ,� (t 1 ,/' 'rl r , J1 I 1 11 ;lit rI� 1 J ` 'k. 1 r • � . / / T J I. •'I t1/2 ,' !' . 'I 1. I . 1 f /iii 1, `I of I / 1 ') � '+ I \1 `p' (. • 'Ii 1 •/ �, 1� ,• • yl�� l ' {{Y• , � ! i I • • '/• �(' ,1 • • I I , l Jrl'/1 iii•/ I J 1. ' 31( I r •-I )7• • � /`Af V l ll '1 f 1jj�/' �w . 1 ,r, M � 1 ►/ !♦ ♦ �• f1�: jItl � '' ( 1 •••YYY'•a�� ... 1 ( '••� TTTI� ♦ I ♦ r' , 1 11 ,••••••-- V6 L , , \fTIlir WELD COUNTY , COLORAD.. _..... _ „ couNY . BUDGET IL, < 2019 -4279 nn nn cr n i Gc -f-- i o n s F" T.C)O Ca g' COUNTY OF WELD 2019 PROPOSED BUDGET MESSAGE PRESENTED TO : WELD COUNTY BOARD OF COMMISSIONERS Steve Moreno, Chair Barbara Kirkmeyer, Pro-Tem Sean P . Conway, Commissioner Julie A. Cozad , Commissioner Mike Freeman, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D . WARDEN September 2018 861J : „tlivr E ��o� NT 2� TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 16 STRATEGIC PLAN 21 POINTS OF ISSUE AND POLICY MATTERS : 2019 BUDGET STRATEGY 55 2019 BUDGET CALENDAR 58 Explanation of Overview of Budget and Management System 59 Overview of Budget and Management System . 61 Hierarchy of Budget Information 62 Budget Process 63 Significant Budget and Accounting Policies 64 Explanation of Individual Funds . 66 Budget Policies 68 Significant Changes in Policy from Prior Years 69 Long Term Financial Planning Policies . . . . . . . . . . . . i . . . i i . . i . i i . . i . . . . . i . i t . . . . . . . i . . . i . i . i i . . . . i i . i . i i i i i 70 Capital Improvement Policy 72 Investment Policy 74 Fund Balance and Reserve Policy 75 Policy Directions 76 2019 Guidelines . . . . . . . . V . i . . . . . . . i . . . . „ nu . . . . .. . . .. . . . . . . i . . . . . . . . . . . . . i . . . . . . .. . . .. . . . . i . i . . . . .. . . .. . . . . i . i . . . . . . . i . . . . 78 2019 Special Budget Instructions 80 2019 Program Issues 82 Revenue Policies and Assumptions 83 Specific Revenue Assumptions of Significant Revenue 84 Major Revenue Historical Trends and Analysis 86 Department/Fund Matrix and Organizational Responsibility for Budget Units . . . . . . . . . . . . i93 Policy Matters/Points of Issue with Fiscal Impact. . „ . . . . . . . . . . . . . Y . . . . . . . . . . . . . . . . . . . . . . . i . . . . i 96 EMPLOYEE SALARY SCHEDULE AND BENEFITS : 2019 Salary`and Benefit Recommendations 99 2019 Other Benefits . i . . . . • • . . . . . . . . . . . . . . . . . iYiii . iiiln . . i . . ii . . iiiii . . . . . . . i . ii . . ii . . . . . . ii . i . ii . • . 100 Position Authorization Changes Due to 2019 Budget 101 SUMMARY OF FUNDS : Graph - - All Funds Revenue 103 Graph - it All Funds Expenditures . . . . i . . . . . . . . . . . i . . . . . . . . . . . . iiiii . . iii . . . . . . . . . i . . i . . . . . . i . . ii . . . . . . . . . ii . Y 104 Graph - Mill Levy 105 2010 Summary of Fund Balances I I 100 2019 Summary of Major Revenues and Expenditures 108 2018 Estimated Summary of Major Revenues and Expenditures 110 2017 Actual Summary of Major Revenues and Expenditures 112 Governmental Funds - 2017 - 2019 Summary of Estimated Financial Sources and Uses 114 2018 Assessed Values to be Used for 2019 Budget 116 r PAGE SUMMARY OF FUNDS (CONTINUED ) : Net Program Cost 117 Seven Year Trend Data : Beginning Fund Balance i i 119 County Expenditures 120 Weld County organizational chart 121 Summary of County Funded Positions 122 GENERAL FUND : Graph -- General Fund Revenues . 1 5 Graph -- General Fund Expenditures 126 Seven Year Trend Data General Government 127 Public Safety 128 Health and Welfare 129 General Fund Summary Narrative 130 Summary of Revenue 132 Summary of Expenditures 134 Office of the Board 136 Public Information 138 County Attorney 140 Public Trustee . 142 Clerk to the Board 144 Clerk and Recorder: Recording /Administration 146 Elections 149 Motor Vehicle 151 Treasurer 153 - - - - - - - - - - - - - - - - - - - - - - - sii ii ii ii i . ie i . . . 155 County Council 158 District Attorney: Seven Year Trend Data 159 Budget Unit Summary 161 Juvenile Diversion . 162 Juvenile Restorative Justice 163 Vi ctim/Witness Assistance iii ii ii ii ii ii ii ii ii ii ii ii iii ii iii ii ii ii ii iiii ii ii ii ii ii ii iii ii ii ii ii ii Y . • 164 Finance and Administration 165 Accounting 167 Purchasing 169 Human Resources 171 Planning and zoning 174 Buildings and Grounds 179 Weld Plaza Building - 182 Information Technology 183 Geographical Information System 1 . 187 Innovation and Technology Projects 189 ■ rinting and Supplies ii ii ii ii iii . ii . iiiiiiiiiii . iiii . iiiiiiiiiii . ii . iii . iiiiiii . iiii . iiiiiiiii . . ii . . ii . . . . • 191 . . PAGE GENERAL FUND (CONTINUED): Sheriff's Office : Seven Year Tread Data . . . „ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , , , , , , , , 19 3 Budget Unit Summary All Departments i . 194 Sheriffs Administration Patrol I 202 Sheriffs Booking Unit 204 S heriffs Professional Standards 206 S heriffs Civil Unit 208 Sheriffs Support Services 210 Sheriffs Patrol 212 Sheriffs Investigations Unit 214 Municipal Contract Enforcement 210 S heriffs Office Ordinance Enforcement 218 Regional Forensic Laboratory 220 Victim Advocate Services 222 Multi-Jurisdictional Drug Task Force 224 Inmate Services 226 Security Unit 228 Courts and Transportation Unit 230 Contract Jail Space 231 Communications - County Wide 232 Communications System Development 235 Public Safety Information System 236 Public Safety Wireless Communication 238 Coroner 240 Pre-Trial Services 243 Work Release 246 Adult Diversion Services 248 Community Corrections . . 249 Building Inspection 251 Noxious Weeds 255 Office of Emergency Management 257 General Engineering 259 Missile Site Park 262 Parks and Trails 264 f Airport Transfer . . . . . . • . . . . . . • . . . � � . . . . . . . . . . . . . . . . . i . i i . . . . . . . . . . . . i . i � . . Fti . i � ? . . . . . ii . . . . . . . . . . . . . i . . . . . f ii . i . . . . i 65 Senior Programs 266 Waste Water Management 267 Developmentally Disabled 268 Mental Health . . 269 ChildAdvocacy Center . . . . ii . . . . . . . . . . . . . . i . . . . i . . . . i . . . . . iiii . . . . . . . . . . . . i . i . . . . . . . . . W . . . i i . . . . . . . . . . . i . . . . . . . . . . . . ■ 1 Transfers: Retirement I 272 Human Services 273 Health Department 274 Economic Development 275 Building Rents . . . . . . . . . i . . . . . . . . . i . . . . . . . . . . . . . . . . . . . . . i . i . . . . . . . i . . . . . . i . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i . . . . . . . . . . . . . . i 27 6 Non-Departmental 278 Retiree Health Insurance 279 Community Agency Grants 280 III PACE GENERAL FUND ( CONTINUED): Bright Futures 282 Extension Service . 234 County Fair i i 286 Veterans Services 288 Island Grove Building 290 Asset and Resource Management 291 Contingency Salary 292 PUBLIC WORKS FUND : Graph -- Public Works Revenues 293 Graph -- Public Works Expenditures 294 Graph Seven Year Trend Data 295 Public Works Fund Summary Narrative 296 Concerning Local Accountability for Money Used for Highway Purposes. . . . . . . . . . . . . . . 298 Construction Bidding for State-Funded Local Projects 299 Summary of Revenue 300 Summary of Expenditures 301 S ummary — All Departments 302 Administration 303 Trucki ng 305 Gravel Road Management . 307 Bridge Construction 309 Maintenance Support 311 Other Public Works 313 Mining 315 Pavement Management 317 Grants-in-Aid to Cities and Towns 319 Non -Departmental Revenue i 320 Contingency (Salary) 321 SOCIAL SERVICES FUND : Graph -- Social Services Revenues 323 Graph -- Social Services Expenditures 324 Graph -- Seven Year Trend Data 325 Social Services Fund Summary Narrative i 326 Estimated Revenue 327 Mandated Programs 328 S ummary of Revenue 329 Summary of Expenditures 339 Summary All Departments . i i . i i i . i i i i i i i i i i i i . i i i . i i i i i i . i i i iF i i i . i i i i i i i i i i i i . i i i . i i i i i i . i i i . i i i . i i - 331 County Administration 338 N on-Program Revenue 340 tither Programs 341 Child Support Administration 343 Temporary Assistance to Needy Families 345 Aid to Needy Disabled 347 Child Care 349 Old Age Pension 351 Child Welfare and Administration 353 iv PAGE SOCIAL SERVICES FUND (CONTINUED ) : Core Services 355 AdultProteiJ'tI ■ e Services i ii ii ii ii 16 ii Ws i. Y ii ii ii 16 iY ! W • i. Y ii i . ii Itiii . . ii . . ii ii i Itiii . . ii ii ii . . ! . . . . . . . . . i 35 57! LEAP Program and Administration iii . ii . . . i . ii . . . ii iii 359 General Assistance 360 PUBLIC HEALTH AND ENVIRONMENT FUND : Graph -- Health Fund Revenues 363 Graph -- Health Fund Expenditures 364 Graph -- Seven Year Trend Data 365 Public Health and Environment Fund Summary Narrative 366 Summary of Revenue 369 Summary of Expenditures . . . 370 Budget Unit Summary - All Departments 371 Administration 374 N on-Program Revenue 376 Health Communication 377 Community Health Services . . 379 Environmental Health Services 382 Public Health Preparedness 384 Public Clinic Health Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ■ ■ . . . ■ . . ■ ■ . . . . . . . . . . ■ ■ . . ■ ■ r . ■ . r ■ ■ ■ ■ . . ■ ■ r . ■ ■ . . ■ 386 HUMAN SERVICES FUND : Graph -- Seven Year Trend Data 389 Human Services Fund Summary Narrative 390 S ummary of Revenue 391 S ummary of Expenditures 392 Summary — All Departments 393 Job Service (Wagner/Peyser) 394 Summer Job Hunt 395 Workforce Investment Act - Adult Program ii . . iiiii . . ii . . ii . iiiiii . . ii . . i 396 Workforce Investment Act - Youth Program 397 10% Incentive Grant (CIMS) 398 Workforce Investment Act - Statewide Activities Grant 399 Workforce Investment Act - Dislocated Worker Program 400 Educational Lab 401 AmeriCorps Program 402 AAA Administration 403 AAA Support Services 404 AAA Congregate Meal 406 AAA Home Delivered Meals 407 AAA Health Services 408 AAA Colorado Health Foundation 409 AAA Elder Abuse Grant 410 AAA Special Ombudsman 411 AAA Single Entry Point 412 AAA ( UI1IIIP) iii . ii . ii . i . iis uss . ii . i iii . i . ii ii . ii . i iii . i . ii sassi . iii iii . . iii ii . ii . . iii . . iii ii . i iii . i . . i iiii iii . ii . i iii . ii 413 AAA (VALE ) 414 AAA (State Funds) 415 Part E Family Caregiver Support 417 Community Services Block Grant 418 PAGE SPECIAL REVENUE FUNDS : Narrative Summary of Special Revenue Funds 419 Conservation Trust Fund : Summary of Revenue 420 Summary of Expenditures 421 Budget Unit Summary 422 Contingency Fund : Summary of Revenue 425 Summary of Expenditures . . 426 Budget Unit Summary 427 Emergency Reserve Fund : Summary of Revenue 428 Summary of Expenditures 429 Budget Unit Summary 430 Solid Waste Fund : Summary of Revenue 431 Summary of Expenditures 432 Budget Unit Request Summary - Code Enforcement 433 Budget Unit Fund Summary 434 CAPITAL FUNDS : Graph - - Seven Year Trend 437 Capital Expenditures Fund Summary Narrative 438 Summary of Revenue 439 Summary of Expenditures 440 Budget Unit Summary 441 Long Range Capital Projects Five-Year Plan 442 PROPRIETARY FUNDS : Narrative Summary of Funds 485 Enterprise — Northern Colorado Regional Forensic Laboratory Fund Summary of Revenue 486 Summary of Expenditures . . . . 487 Budget Unit Summary 488 IGS — Fleet Services Fund Summary of Revenue 489 Summary of Expenditures 490 Budget Unit Summary — Fleet Services Administration 491 Budget Unit Summary — Fleet Services Equipment 493 IGS - Health Insurance Fund : Summary of Revenue 496 Summary of Expenditures 497 Budget Unit Summary 498 vi PAGE PROPRIETARY FUNDS (CONTINUED ) : IGS - Insurance Fund : Summary of Revenue 500 Summary of Expenditures 501 Budget Unit Summary 502 IGS - Telecom Services Fund : Summary of Revenue 504 Summary of Expenditures 505 Budget Unit Summary 506 Weld County Finance Authority: Budget Unit Summary 508 GLOSSARY 509 vii '44‘ Aid \ 1 / -43,4 anaCsuar w ' c q_ T Y ,t7f) von GQVERNMEN D FINANCE OFFICERS ASSOCIATION D is tin g u ished B u dge t P res en ta tion w ard PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1 , 2018 Cietzet:eioadiftza‘ P Arevae Executive Director 1 Z*bi 1 8 6 i%Vvr �E �N ¶ Yt/ 2 DEPARTMENT OF FINANCE AND ADMINISTRATION ' ' 1 ' PHONE : (970) 400-4218 FAX : (970) 352-0242 1150 O STREET ia P. O . BOX 758 GREELEY, COLORADO 80632 Nmaireitislijar _ COL) September 18 , 2018 Weld County Board of Commissioners 1150 O Street Greeley, CO 80631 Board Members: As Weld County begins 2019 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 2019 Final Budget for operations and capital outlay totals a gross amount of $284 ,287 , 557 with a net of $278 , 263 , 835 when interfund transfers are excluded . The Proprietary Funds total an additional $33 , 978 , 972 . The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of $ 154 , 354 , 131 , anticipated fund balances of $95 , 190 , 000 , and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $ 173 , 681 , 368 . 2019 BUDGET HIGHLIGHTS Assessed value increased 25 . 20% , or $2 . 325 billion primarily due to oil and gas . Decrease the mill levy by 0 . 762 mills to 15 . 038 mills with a 7 . 0 mill temporary tax credit. :10 Add 72 . 375 FTE in county departments to cope with growth and workload demands . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $38. 0 million . Perform all wireless radio maintenance in-house for all agencies using Weld County Regional Communications Center. Implement a Body Worn Camera program in the Sheriffs Office. Open a Southwest Weld Substation booking function to serve south county law enforcement agencies Complete construction of the $45 million jail expansion . 3 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 . Add two 4-H positions to grow the 4-H program , and a Master Gardener position in the Extension Service . State increased categorical eligibility requirements for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal Poverty Level , which will result in a growth in the caseload and benefit payments paid . FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK According to the Colorado Legislative Council staff economic forecast the N . S . and Colorado economic activity is expected to continue to improve during the remainder of 2018 and 2019 . The current economic recovery and expansion has reached the second longest on record . In the late stages of expansion , both the national and state economies are feeling the constraints of a tightening labor market. Employment growth continues to slow and wage pressures are mounting . Workers are being lured back into the labor force by more attractive job offerings and higher pay , fueling continued growth . However, the constraints of the tight labor market and demographic drag from a larger share of the population moving into retirement will persist, dampening longer-term business growth prospects. Business activity continues to rebound , as indicated by further improvements in industrial production , manufacturing activity, and exports . Stronger global economic activity will continue to put upward pressure on commodity prices , supporting agricultural and energy industries. A depreciating U . S . dollar and rising global demand will spur additional growth in U . S . exports. However, geopolitical risk and trade policy uncertainty continue to pose downside risks to the forecast. The passage of the federal Tax Cuts and Jobs Act (TCJA) has provided a boost to business investment, which is expected to produce future productivity gains. Rising wages and tax cuts to households are expected to support consumer activity in the near-term . However, the near-term stimulus from the TWA could come at the cost of longer-term growth . Inflationary pressures are mounting and signal increasing risk that the economy is overheating . Additional interest rate hikes are expected to reign in inflationary pressures . However, the timing and pace of rate hikes could cause shifts in investor holdings that kindle financial market volatility. In Colorado, high housing costs will continue to constrain in-migration to the state , contributing to an even tighter labor market. Unless wage gains can offset the rising cost of living , consumer spending will slow. Weld County and Northern Colorado continue to have one of the best performing economies in the state . After weathering weakness in the oil and gas sector in 2016 , the regional economy regained momentum in 2017 . The region added jobs at the fastest pace in 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 the strongest in the state . Dependent on a broad base 4 of industries , the region 's two metropolitan statistical areas ( MSA), Fort Collins-Loveland and Greeley, posted the fastest metro area job growth rates in the state, increasing 31 percent and 3 . 3 percent in 2017 , respectively . Employment growth rebounded in the Greeley MSA as energy industries increased investment in the Denver-Juleburg Basin in response to stabilizing oil prices. Area unemployment continues to fall as employment gains outpace growth in the labor force. The Fort Collins-Loveland unemployment rate is the lowest among metro areas in the state at 2 . 3 percent, while reeley's is not far behind at 2 . 5 percent. Agriculture is one of the top industries in the county. The industry has struggled over the past few years . An excess supply of agricultural commodity supplies has kept prices low. However, an improving global economy and weak U .S. dollar have modestly increased commodity prices, as demand for U . B . agricultural products has improved . New tariffs may adversely impact the agricultural product demand . Oil production in Weld County has dominated statewide production for over a decade. In 2017 and 2018 oil production levels have improved after a decline in 2016. Energy companies active in the county significantly slowed their investments in 2015 and 2016 in response to low oil prices , which has a lagged effect on production . While the number of active drilling rigs is only about half the number that were operating in Colorado before oil prices collapsed , it is 95 percent higher than levels a year-ago . Natural gas production in the county has modestly increased in 2017 and 2018 . Oil and gas production has picked up in 2018 . The county's residential real estate market remains robust . A strong labor market, high net in- migration to the region , and the availability of land for development have supported strong demand for new residential construction . Residential construction in Weld County , which declined in 2016 with the slowdown in energy activity , rebounded in 2017 , growing 16 .4 percent from the prior year, and continues to recover in 2018 . Activity in the nonresidential construction industry also fared well in 2017 and 2018 . 2019 BUDGET PLAN AND FOR THE FUTURE Weld county's elected officials and manage team have demonstrated strong financial and strategic leadership through challenging times. There has been a commitment by the leadership of the county to create a vision for the future and carefully manage the resources required to achieve the vision . This has established Weld County as a State and national leader in financial stewardship , innovation and collaboration , economic and workforce development, and community engagement and investment. The residents of Weld County benefit by this steadfast adherence to the county's adopted financial management policies , and investment in maintaining core programs and services . Although the economy continues to thrive , and the oil prices have stabilized recently, ensuring adequate and stable long-term funding for county programs and services will remain a challenge . The reliance on the assessed value generated by oil and gas production in the county requires continued caution when expanding ongoing operational costs , and ensuring an adequate contingency reserve is maintained to deal with oil and gas price and production fluctuations over time. County governments' reliance on federal and State funding bears careful monitoring given the specter of election-driven policy changes and fiscal challenges at both the State and federal levels that could result in funding cuts or further shift of program responsibilities to counties without adequate financial resources. Weld County residents rely on many important County provided health , public safety, economic 5 assistance services , and the county transportation system . Long-term financial issues such as meeting the needs of the increased population in the county, growing transportation system needs, capital projects, ensuring we do not defer major maintenance needs, the growing jail inmate population , increased cost of health care, employee salary and benefits, and economically sensitive revenue sources will continue to challenge our limited discretionary resources. Careful assessment of existing services , diligent review of proposed services and strategic decisions about the use of available resources will be vitally important over the next few years to focus on effective and efficient service delivery and long-term financial stability . The 2019 budget must continue to emphasize long-term planning and investment consistent with the Weld County Strategic Plan and the Strategic Investment Plan for the Future of Weld County . The 2019 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. Investment in the long term includes: • 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 . • The Five-Year Capital Expenditure budget addresses facility needs of the county with a major one being the $45 million jail expansion . In addition , the plan includes resources to fund major maintenance to the general government buildings. • Insure the long term sustainable funding for the Bright Futures program to help develop the future workforce for Weld County . Continue to strengthen financial management includes : • Maintaining a healthy contingency reserve of $ 38 million to deal with economic downturns and/or the volatility of oil and gas prices and production . • Maintain a strong fund balance in the Public Works Fund to be able to respond to emergency situations , such as the 2013 flood . • Continue to plan to fund capital projects on a cash basis . • Maintain a fully funded pension plan and move towards reducing the valuation interest assumption from 6 .50% to 6 . 00% by 2020 . • Continue the policy of no debt, no sales tax, and one of the lowest mill levies in the state. Improve County operations includes: • 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. • Continue our success with the County's wellness program and other efforts to manage employee health care costs . • Continue to fund the innovation program for identified innovative programs in county departments . 6 • Ongoing evaluation of best practices and maximizing the value of our county vehicle fleet with the Fleet Services now being operated with in-house staff and management. • Weld County has long been committed to being one of the best run governments in the State and nationally by being a government that earns trust through effective stewardship of resources, improved performance , and processes and results that create positive outcomes for all Weld County residents. Further advancement towards the best run government requires a strong focus on measurable results; collaboration with other entities , customers, and partners in the community; engaged and innovative employees; and continuous improvements in operations. Investment in technology includes: • Maintain a robust IT security framework that is built on industry best-practice . • Embrace the spirit and potential value-add of Cloud Computing to allow the County to leverage the potential increase in system availability, application stability, security , and functionality of services associated with Cloud Computing . • Consolidation and optimization of the network, voice , data center, enterprise applications and storage environments to keep capital and operational expenses low , while still providing a highly available and robust network and server environment. • Provide for a Five-Year IT Capital Plan to keep the County's IT infrastructure state of the art. • Create an annual IT strategic planning process to ensure resources are available at the appropriate time and the appropriate level in all areas of the county. • Provide a mobile technology environment that is functional across all types of mobile devices and operating systems to provide anytime/anywhere computing for the appropriate job functions in Weld County. • Develop and fund a five-year public safety IT capital improvement plan . • Develop and fund a five-year capital improvement plan for the Weld County Regional Communications Center. Focus on employee engagement and workforce development includes: • Invest in our workforce to encourage stronger employee engagement by creating a workplace culture that allows current employees to develop and thrive , and as well as attract and retain dedicated employees. • Expand access to employee training and development. The county needs to expand leadership training for managers and supervisors to build their capability for coaching and developing employees , fostering continuous improvement, and modeling leadership . • Create career pathways that better support employees' growth and development. An example is the recent changes in the Sheriffs Office promotion and pay step policies. • Give more employees opportunities to access training and development programs . • Provide and support mentorship programs and programs to support emerging leaders and provide for succession planning . • Continue the invest in recruitment and retention programs for correctional officers. • Where appropriate allow departments to implement flexible schedules to allow employees to achieve a work/life balance while still providing appropriate hours of service to customers and users . 7 • Plan ahead for the opening of an expanded jail by having correctional officers trained and in place for the opening of the expansion in late 2020 . In light of the challenges faced by departments, the 2019 budget development process must continue to be a collaborative effort by staff, department heads, and elected officials. The strategic plan , core values, and the financial policies of Weld County provide the cornerstone for the financial plan to achieve the county's goals and objectives . The Board of Weld County Commissioners provide the consistent leadership and fiscal oversight that maintains Weld County's financial stability and reputation . In support of this fiscal management, the team of department heads , elected officials , and finance staff provide the foundation of the system . The Weld County team continues to mitigate challenging budget obstacles, the fluctuation of energy prices , and the state and federal fiscal realignments to insure strong leadership and stewardship of Weld County's long-term fiscal and operational integrity. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions , including General , Special Revenue , Capital Expenditures, Internal Service , and Enterprise Funds, total $338 , 035 ,499 in 2019 , an increase of 5 . 87 percent over 2018 , primarily in property taxes , charges for services, and fees account revenues . The amount of revenue from various sources and the changes compared to 2018 are shown in the following tabulation : 2019 2018 Increase 2019 Percent 2018 Percent - Decrease Amount of Total Amount of Total from 2017 Revenue Sources Property Taxes $ 173 ,681 , 368 51 .4% $ 145, 754 379 45. 6% $ 27 , 926 989 Other Taxes 12 ,770 ,000 3 .8% 13, 630 000 4. 3% -860 , 000 Licenses and Permits 4 ,678 ,000 1 .4% 4,473, 750 1 .4% 204,250 Intergovernmental Revenues 70 ,053 ,928 20 . 7% 73, 012, 071 22 .9% -2, 958, 143 Charges for Services 10 , 182 ,870 3 .0% 9, 558 280 3. 0% 624, 590 Miscellaneous Revenue 21 , 959, 361 6 .5% 27 ,302 , 514 8. 5% -5, 343, 153 Fee Accounts 13 ,481 , 000 4 . 0% 13, 059 800 4. 1 % 421 ,200 Internal Service Charges 31 ,228,972 9 .2% 32, 503, 524 10.2% - 1 , 274552 TOTAL $338 ,035 ,499 100 .0% $319,294, 318 100. 0% $ 18, 741 , 181 Expenditures by function for the General , Special Revenue , Capital Expenditures, Internal Services , and Enterprise Funds total $312 , 242 , 807 for 2019 , which is a decrease of 4 . 64 percent over 2018 . The major decrease is in Road and Bridge since the Weld Parkway was completed in 2018 . The amounts by function and the increase over 2018 are as follow: 8 2019 2018 Increase 2019 Percent 2018 Percent - Decrease Expenditure Sources Amount of Total Amount of Total from 2017 General Government $ 43 , 084 , 015 13. 8% $ 41 , 662, 912 12 .7% $ 1 ,421 , 103 Social Services 43 ,480 , 800 13. 9% 40, 935, 653 12. 5% 2 , 545 , 147 Road and Bridge 63, 369, 925 20. 3% 82, 808, 926 25. 3% - 19 ,439 ,001 Public Safety 69 , 054 , 990 22. 1 % 68, 886, 032 21 . 0% 168 , 958 Human Services 8 ,578 ,262 2 . 8% 7,493, 838 2. 3% 1 ,084 ,424 Health 12 ,273 , 107 3 . 9% 11 , 790, 668 3. 6% 482 ,439 Capital 9 ,608 , 200 3 . 1 % 10, 775, 000 3. 3% - 1 , 166 ,800 Public Works 8, 315, 347 2. 7% 9, 065, 907 2. 8% -750 ,560 Contingency 10 , 000 , 000 3 .2% 10, 000, 000 3. 1 % 0 Miscellaneous 8 ,535 , 804 2 . 7% 7, 108, 958 2. 2% 1 ,426 ,846 Culture and Recreation 991 , 908 0 . 3% 1 , 106, 795 0. 3% - 114 , 887 Auxiliary 971 ,477 0. 3% 803, 007 0. 2% 168 ,470 Internal Services 33 ,978 ,972 10. 9% 35, 003, 524 10 .7% - 1 , 024 , 552 TOTAL $ 312,242 , 807 100. 0% $ 327,441 ,220 100. 0% $ - 15, 198 ,413 Capital Expenditures Fund : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2019 program is funded at $9 , 608 , 200 , with $ 10 , 000 , 000 in property tax, $225 , 000 from capital expansion fees , $300 , 000 from interest and fund balance reserve . Anticipated projects include $ 1 , 500 , 000 for a Public Works facility in Johnstown , $ 1 , 200 , 000 for an addition to Public Works headquarters building , $900 , 000 for Chase Building improvements , $ 190 , 000 for communications equipment, $500 , 000 to upgrade the Human Services section of the Southeast Weld Building , and $2 , 300 , 000 to upgrade Human Services Buildings , $ 1 , 300 , 000 for a coroner facility, and $ 1 , 718 ,200 for special projects . A carry- over beginning fund balance of $3 , 000 , 000 is anticipated , and $3 , 916 , 800 ending reserve fund balance for the future jail expansion ($2 , 560 , 800 ) , Communications System reserve ($850 , 000 ) , and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2019 . 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 $350 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 2019 is $3 , 850 , 000 . 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 9 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 2019 , 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 drop to15 .038 mills. The assessed value for the 2019 Budget is $ 11 ,549,499, 130 , which is up $2 , 324 , 538 ,420 or 25 . 20 percent over last year. The assessed value for vacant land is down $10 .4 million , or 11 . 61 percent. Residential is up $70 .99 million , or 3 . 97 percent ; and commercial property is up $27 . 81 million , or 3 . 07 percent. Agricultural property is up $2 . 72 million , or 1 . 30 percent; industrial is up $31 . 50 million , or 3 . 40 percent; natural resources is up $3 . 62 million , or 19 . 10 percent; and State assessed property is up $24 . 15 million , or 2 .84 percent. The major increase is in oil and gas, up $2 .216 billion , or 48. 05 percent, which is due to oil and gas prices and production being up . There is an actual value increase of new construction of $2 . 693 billion , or 7 .69 percent. Employee Compensation Pay : For the 2019 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% increase for a total of 5% at a cost of $601 , 260 for all sheriff deputy and correctional officer career positions to remain competitive with other law enforcement agencies in the area . The strategy would be to do 5% salary increases in 2019 , 2021 , 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 . Health insurance rates will decrease 15 % for the employees and the county for 2019 . This will mean over the last five years health insurance rates have dropped 11 . 8 % . Measures to control health care costs, such as the wellness program , employee clinic, consumer driven plans , and health reimbursement accounts have been making a positive impact on controlling the health insurance costs for the county. Health coverage will be provided by Aetna on a partially self- insured basis with a Preferred Provider Organization ( PPO ) option and a High Deductible Health Plan /Health Reimbursement Account (HDHP/HRA ) option . No other benefit changes are anticipated . Fund Balances : County fund balances continue to► remain very healthy , with an anticipated $95 , 190, 000 to begin 2019 . This is a slight drop from 2018 due to the funding of the $45 million jail expansion , but still remains 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 $ 120,982 , 692 .. However, the ending fund balance is actually understated because $ 10 , 000 , 000 in the Contingency Fund is appropriated , thus not showing up in the ending fund balance figure . The $ 10 , 000 ,000 is not anticipated to be spent in 2019, 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 2019 budget. All other fund balance amounts are undesignated . With the above projection , ending fund balances should be $ 130 , 982 , 692 . The increase of approximately $36 million in the ending fund balance is primarily attributed to adding $ 32 . 0 million to the Contingency Fund , nearly $ 1 million to the Capital Fund , and nearly $2 million to the General Fund 's fund balance . The Contingency Fund also serves as a stabilization reserve for the fluctuating revenues 10 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 MAJOR FACTORS IMPACTING THE 2019 BUDGET As Weld County begins 2019 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 2019 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. Finally, the 2019 budget must continue to emphasize long-term planning and investment consistent with the Weld County Strategic Plan and the Strategic Investment Plan for the Future of Weld County . The 2019 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 $ 135 ,400 , 140 up $3 , 855,413 . The two major increases are in general government, and salary increases . Without including adjustments for cost of living , and salary step increases, the budget for general government functions is up $2 , 545 , 147 . Motor Vehicle is up $ 156 , 100 with the addition of two positions. The Assessor is up $ 180 , 377 due to 2019 being a reappraisal year and the addition of two new appraisers . Building and Grounds is up $205 , 097 for an additional carpenter position and inflationary building maintenance costs . Finance is up $ 138 , 861 to add a Budget Manger as pad of the succession planning in the department. With the growth in the county workforce and the tight labor market for recruitment and retention Human Resources in up $ 153 , 082 . Planning is up $337 , 712 for two mid-year positions, and the additional chargeback from Engineering of $ 191 , 987 . The Election budget is down $ 523 , 064 since there will only be a consolidated general election in 2019 . Information Technology ( IT) is up $ 619 , 334 primarily due to increases in software maintenance ( $260 , 116 ), and computer equipment ($290 , 500 ). Charge backs in the contra account are down $ 100 , 000 due to recent usage trends by grant funded departments. IT capital is funded in accordance with the Five-Year Capital Improvement Plan with $350 , 000 for computer equipment. $500 , 000 is included for new technology and innovation projects , which is the same level as the last five years . Public Safety functions are up $ 108 , 988. However, if you adjust for the one-time expense for communications equipment in 2018 of $3 , 738 , 985 Public Safety is up $ 3 , 907 , 843 . The overall net Sheriffs Office recommended budget is up in net county costs by $2 , 011 , 324 or 4 . 62% . The Sheriffs Office has requested a total increase of 16 .25 positions in 2019 . Other positions within the sheriffs office are requested to be reclassified or moved to improve productivity instead of 11 eliminating positions . The purpose of the increase is to meet staffing shortages based on the completed staffing studies of Patrol and Detentions as well as implement two new programs for the agency . One program is the Body Worn Camera ( BWC) program , and the other is the Southwest Substation Booking Intake . As a result, Sheriff personnel costs are up $ 1 , 5997 , 731 . In addition to the recommended 3 % cost of living for all county positions there is an additional 2% increase for a total of 5 % at a cost of $001 , 280 for all Sheriff deputy and correctional officer career positions to remain competitive with other law enforcement agencies in the area . The strategy would be to do 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 . Supplies for the Sheriff are up $ 155 , 478 with $ 120 , 000 being for MDT computer replacements . Purchased Services are up $404 , 165 for inmate medical care ($228 , 333) , records contract with the city of Greeley ($92 ,832), Body Worn Camera program ($85 , 000) and $88 ,000 for miscellaneous items. Capital is funded at $241 , 567 with the largest expense being a body scanner for North Jail . Fixed costs are down $ 170 , 190 for retention incentive payments. Revenues in the Sheriffs Office are up $273,400 primarily from grants. Coroner' s budget is up $ 143 , 606 primarily for the addition of one Deputy Coroner positions mid- year to deal with the office's workload , and autopsy costs. Communications is up $475 , 701 with the addition of four dispatchers and three call takers due to E-91I call volume. However, the need for the positions is being reviewed and may not be recommended in the final budget. The E911 Authority requested an increase in the E911 surcharge from 70 cents to $ 1 .20 per phone per month to fund future capital needs. The State PUG approved the increase effective January 1 , 2019. This will be in the E911 Authority budget but relieve the General Fund of these costs going forward . Office of Emergency Management is up $ 185 , 659 for an addition EM Coordinator position , and funds for a contractor to update the HazMat mitigation plan . Justice Services is requesting two positions for the pretrial program and two for the work release program due to growing caseloads to hold down the jail inmate population . Both programs are more cost effective compared to jail incarceration . Other Public Safety budgets are stable with little or no increases. Engineering is down $ 750 ,560 because the engineering and design fees have decreased for the Weld County Road WCR 49 south corridor and WCR 49/47 north corridor in the 2019 budget. General Fund 's subsidy to the Public Health Department is up $352 , 192 due to anticipated salary step and cost-of-living increases. The County Fair is down $ 137, 850 with the elimination of $ 127, 850 for a one-time expense for livestock panels, and $ 10 , 000 in one-time costs to celebrate the 100th Anniversary of the Weld County Fair in 2018. An increase of $ 1 , 105 , 194 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2019 . Health insurance rates will decrease 15% for employees and the employer in 2019 . This will mean health insurance rate decrease 11 . 8% in the last five years . The budgeted appropriations for Public Works in 2019 total $63 , 369 , 925 down $ 19 ,439 , 001 primarily due the completion of the construction of the Weld Parkway (WCR47 and 49) in 2018 . Municipal share back is funded at $3 , 373 , 000 . 2019 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 $654 , 542 . Other Public Works budget unit is budgeted at $21 , 584 ,431 based on the Capital Improvement Plan (CIP). Personnel Services are up a total of $254 , 357 for five additional seasonal workers ($205 , 222) and $49 , 135 for cost of living for 52 seasonal employees. Purchased Services decreased $25 ,350 ,401 primarily due to the completion the construction of the Weld Parkway (WCR 47 and 49 ) in 2018 . There is $4 , 700 , 000 for the CR34/CR13 project, and $ 1 , 506 , 654 for the joint project for CR 37/SH 52 . $4 , 000 , 000 for CR 29 from SH 15 to CR90 . $ 3 , 000 , 000 is 12 budgeted for the Haul Route Program (HARP). For flood related projects there is $2 , 600 , 000 (FHWA) for Bridge 53/58k Other contract payments are for seeding ($50 ,000 ), low volume roads ($2 , 000 ,000 ) , BMP projects ($ 100 , 000 ), $200 , 00 for the design of the CR 52 connector, $90 , 000 for the Poudre Trail , $250 ,000 for the Master Pollution Prevention Plan , $200,000 for Weld Parkway maintenance, and bridge rehabilitation ($275 , 000 ) . Fixed Charges total $920 , 000 for rights-of-way funded at $50, 000, and $870,000 for a CDOT project for Bridge 44/33A. Trucking is up $350 , 000 to increase the number of weeks the contract trucks will be required to haul . Mining operations increased $2 ,497, 973 for the purchase of surface gravel , and crushing at the Hokestra Pit, and the North Pierce Diversion Channel . Gravel Road Management operations are up $996, 508 primarily due to dust palliative material costs, the addition of four positions and vehicles to increase road maintenance due to growth and energy traffic . Bridge Construction is up $388 , 394 primarily due to increased tonnage and material costs. Pavement Management is down $ 196 , 188 due to reduced material costs offset by increases for four positions and equipment to create a concrete crew to maintain Weld Parkway . Other operating budgets for road and bridge maintenance are funded at near the 2018 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 . The Weld County Department of Human Services continues to adapt to the Legislative and Programmatic changes imposed by State and Federal levels . The funding for additional caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2018- 19 , providing Weld County with funding for three additional positions , enabling the Department to assess and meet the needs of the community in a more deliberate and thorough manner. Concerns have been raised , both by counties and by the State of Colorado , as to the long -term sustainability of these activities, once the IV-E Waiver period is completed . The passage of the Family First Act provides a framework which may allow us to continue the creative practices we've implemented in recent years, without jeopardizing funding . The passage of SB 18-254 provides both opportunities and challenges in funding Child Welfare activities . Weld County is taking an active role in mitigating the challenges associated with the substantial increases in provider reimbursement that may result from the bill , while taking full advantage of the flexibility and emphasis on permanency included in the bill . Likewise , HB 18- 1335 fundamentally transforms the way Low-Income Child Care services are authorized and funded . Weld County will continue to avail itself of all available resources to ensure that high quality care is available and affordable to families, as we both recruit new providers and encourage development of existing providers in the community. The total Social Services Fund budget is $43 , 480 , 800 . The programs are funded by property tax of $ 12 , 300 , 557 , state and federal funds of $31 , 686 , 679 , and the potential increase of fund balance of $505 ,436 to cover both anticipated and unanticipated cost overruns . The State of Colorado has recently adjusted its Broad -based Categorical Eligibility requirements for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal Poverty Level . We are anticipating significant increases in both the benefits paid out to families and the workload required of county eligibility staff, as a result. Likewise , the State recently approved a 10% increase in the monthly Basic Cash Assistance benefit payments to recipients under the Temporary Assistance for Needy Families (TANF) Program . This increase in expenditures, combined with the existing pressures of providing supportive funding for Child Welfare activities could mean a significant drain on the County TANF Reserves we've accumulated in the past few years . We will be watching this closely in order to adjust our usage of these funds for other purposes, such as Supportive Services and funding of Child Care 13 activities , in order to avoid full depletion of the Reserve balance . Approximately 25% of Weld County residents are now enrolled in Medicaid . The Department's focus on Prevention and Early Intervention continues and has resulted in a more inter-divisional approach to evaluating , meeting , and funding the needs of clients. The addition of a Family Resource Supervisor position will enable the Family Resource Division to better organize its staffing structure and service delivery processes to better meet the needs of the community . The Human Services Fund is funded at $8 , 505 , 800 for 2019 , which is up $ 1 , 084 ,424 or 15 .02 percent from the previous year . There are shifts in funding by program . The Community Services Block Grant is up $105 ,524 , and Senior Nutrition programs are up $240 , 864 . Department of Labor programs are up $767, 100 . Area Agency on Aging is up $240 , 864 or 7 . 09 percent. These programs are returning to the 2017 funding level , which is more typical than the 2018 funding level was . The Department of Public Health and Environment's total 2019 budget is $ 12 , 032 , 107 . The Health Department' s 2019 budget continues to reflect the Department's commitment to strong fiscal management, recruitment and development of a competent and engaged workforce , elimination of redundancies by modernizing processes , and reinvestment of the savings realized from these activities into targeted initiatives geared toward achieving the goals of preserving , promoting and protecting the health and environment of current residents and future generations in Weld County. The 2019 budget continues to align with our department-wide 2016-2019 strategic plan that focuses primarily on the key priority of integrating select core public health services in our community to better achieve sustainability , enhance quality, and control costs. During the past three years , the Health Department has been diligently working toward three strategic goals : 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, using technology and other means . Consistent with our strategic goals, budgetary planning for 2019 continues to emphasize funding technology additions and improvements in both our Greeley and Southwest Weld locations , strengthening and supporting strategic activities and community partnerships focused on behavioral health in our community , and expanding access to our services in convenient, efficient, and effective ways to engage and support all citizens of Weld County while controlling costs and meeting budget targets . On the revenue side of the budget, property taxes are budgeted at $ 173 , 531 , 368 , the maximum amount under the Weld County Home Rule Charter's property tax limitation and TABOR . Revenue from interest earnings are up $ 1 , 500 , 000 at $ 3 , 500 , 000 for 2019 , as interest rates are projected to increase in the next year. Intergovernmental revenues are up slightly by $245, 331 . Charges for services are up $313 , 357 primarily from charges related to Communications and sheriffs Office revenues . Fines from traffic enforcement are up $40 , 000 . Indirect cost recovery is down $2 ,292 , 759 due to social services' allocation . Clerk and Recorder fees are up $400 , 000 . All other revenues are relatively stable with little change . The 2019 resources for Public Works total $ 108 , 690 , 797 , which includes a fund balance of $45 , 000 , 000, in addition to the revenue shown in the budget . Property tax is set at $ 19 , 000, 000 14 up $2 , 500 , 000 from 2018 . Specific ownership tax is estimated to be $ 11 ,200 , 000 . Total HUTF will be $ 10 , 700 , 000 , up $50 , 000 from 2018 . Permit revenues are budgeted at $550 , 000 . Motor vehicle registration fees are $365 , 000 , and grazing fees are $500 , 000 due to energy development in the Pawnee Grasslands . Oil and gas revenues are $9 , 500 , 000 . The Ieaselpurchase payment from the Hoekstra Pit is $215 , 797 . There is $200 , 000 from Solid Waste for paving CR 28 , and $ 100 , 000 reimbursement from the Town of Mead for CR 13 paving . Other revenues from grant project reimbursements total $8 , 920 , 000 . There are Energy Impact Assistance grants of $3 , 600 , 000 with $3 , 000 , 000 for the Tier 2 projects and $600 , 000 for three Tier 1 projects. There are two state grants to finish Bridge 44/33A for $ 100 , 000 and Bridge 68/59A for $50 , 000 . There is one flood project grant for Bridge 53/58A ($3 , 770 , 000 ). There is NFRMPO funding of $ 1 , 000 , 000 , and UFRMPO funding of $400 , 000 . Severance tax is budgeted at $ 1 ,400 , 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 2019 Budget contains adequate resources to provide a level of service like 2018 . The operational plan supported by the 2019 budget maintains Weld County Government's commitment to excellence and efficiency in carrying out our continued responsibilities to taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources that have earned the County the excellent reputation it has for financial management with no bonded indebtedness. The County will continue our commitment to the highest standards of service , continuing to focus on improving service and communication with our citizens within our resources. Demands in many areas continually exceed resources available . To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service . Many uncertainties face county governments like Weld County, as we operate in an environment of constant change that has never been more apparent. The State of Colorado faces long term structural budget issues and the federal government continues to wrestle with a major deficit issue . Many tough decisions associated with implementation of programs, and how they are to be funded , must be dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget document will allow the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note , I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials , department managers , and employees in recognizing the problems and issues confronting the County and responding with creativity and understanding . The County, as a whole , also recognizes the Weld County taxpayers who provide the economic resources to the County , and we pledge our commitment to continue to provide the best in county services possible . Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado . More information may be found on Weld County' s website at www. co . weld . co . us . Very truly yours, AridS144141, Donald D . Warden , Director Finance and Administration 15 About Weld County County Overview Welcome to beautiful Weld County home to 32 incorporated aism municipalities , including rowin cities, charming towns , • . „ I I thriving businesses and thousands of acres of prime 1' hti a agricultural land . 4r As Colorado's third largest county, Weld County covers 3 , 987 ; ® square miles in the northern pad of the state and is larger than �--, _ r. the size of Rhode Island , Delaware and the District of Columbia isiour combined so while 325 , 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 the county 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 • to Farm Statement . Also important to the county: the energy industry . Oil and gas .444.0. An, . activity has occurred for decades in Weld County , which is e, tit located in the Denver Julesburg Basin and sits above the Wattenberg Field . 16 The discovery in 1970 of the Wattenberg Field , which extends from southern Wyoming and the Nebraska panhandle down along much of the Colorado Front Range , initiated the first true oil boom in Weld County . Oil and gas production within the county continued at a steady pace for several decades. Then , in 2009 , a horizontally drilled well ( called the Jake well) i surprised the oil industry by producing 50 , 000 barrels of oil in 90 days . .;L Horizontal drilling has brought new life to the energy industry in Weld county , and today, Weld has more oil and gas wells than any other county 'b : is: is t ,,, , 1 in the state , approximately 23 , 000 . The positive economic impact oil and kç± ' ` , ,,s.,,,... gas has had on the county has been tremendous . Schools, fire districts, tl a -1\ISs. ._.. libraries - well county and municipal governments all benefit from the ' it' d. as as p energy industry . 1 1 4 , . 4 ! _ r In addition to agriculture and energy , Weld County is also - . tea "i, ' home to thriving businesses — large and small . County : : _ ; ' government has a proven track record of working with business 1 and industry; not creating obstacles. Major employers in the nertatair 4i. � area include : JIBS USA, Leprino Foods , Aurora Organic Dairy , i Anadarko Petroleum , Noble Energy, Halliburton Energy n . ,r I+ a - Services , Vestas Blades , Banner Health , Carestream �" y it: x raj Colorado , J . M . Smuckers and State Farm Insurance . To make certain Weld county maintains its quality of life , a comprehensive plan has been developed and implemented . The plan , simply stated , puts the right things in the right places . The result is that Weld County provides an ideal location for corporations, industry and business. Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared to neighboring counties, and is able to pay for long -term projects with cash , which benefits taxpayers and residents alike . Principal Property Tax Payers : Noble Energy Anadarko Petroleum Petroleum Development Corp. Public Service of Colorado ( Xcel ) DCP Midstream LP Vestas Blade America Inc . History e m Y - 1 1 gir%63/4U":r C; r r ' sris eAr-4-4 Cre/Trair --elle e7g iertnied-:( gikt 0 _ / . _ it" ._ .. , _ L.n_____, : Ki al; all t - eSCVL5Le / . rify - 7 _ .., 4 f 7, 17 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 . " rr - In 1835 , a government expedition came through the general area ; the next year a member of that party, I Lt. Lancaster Lupton , returned to establish a trading I I I Pair , r ' post located just north of the present town of Fort 4 � � Lupton . I+ `� �;` ' Iw In about 1837 , Colonel Ceran St. Frain established i'' Fort St. Vrain ; Fort Vasquez was built south of Ai _ Platteville in about 1840 . The latter was rebuilt in the ,L� Twit- 1930s under the Federal Works Progress y M Y I - 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. 'Frain 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 midi 920s 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 . 18 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. 5' f" N 'r . ` } 4. Greeley is the home to the University of Northern Colorado , a four- year university offering bachelors , masters and doctorate degrees 44.5- , .•, .c r . 1. �� Q ".� ' e/ 8tA ` to more than 12 , 000 students a year. Aims Community College , { , •Y� t4 : ` Xt=` r i.?t 1 ' a"� k , also located in Greeley cam uses in Fort Luton and p Lupton Aidt 'k` .o-. • � Windsor as well ), is a two-year liberal arts and vocational college f ` - r`r; ' ` °I111`fi 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 . 3 % 4'�}�5ff rdr r� Recreational opportunities abound throughout the county V F " Ir a including the 21 -mile Poudre Trail , perfect for walking , running �� y r �-.per : y 4 .44; ap� >n � �r • � ! ₹� is tl '�• ` and bikin • St. Vrain State Park and its 604 acres of land and .0„, -tc. , . - r1 g II , ` : - -, 152 acres of water perfect for camping , fishing and h - ,. photography ; and the Pawnee Buttes - 193 , 000 acres of shart- rass prairieperfect for birding , recreational shooting .v -kini.trat ' kfrior--- - g p 0 g and camping . r� n . f 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. 19 vireSt: 18617 ,h_ r ma �alp ouNTY .J 20 SirrtiliTIE GIC pluiririT 2 0 1 9 2 1 2 3 44 ! ll- inviin 0 "fritg1-1"nit a 41; CIiii::%‘"el I _L.4rq,r 1 4- i InI rim 6- , r # I ' rrI A Y . a eaR r I V Ike) , _ P I ____.....ssor 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 LI. 44 priorities provide the measuring stick we need to determine if ti � ^ Weld County is fulfilling its � .res onsibilities Strategic p planning also provides for government accountability and continuous improvement . 22 OUR PRIORITY STRATEGIC THEMES These themes guide field County towards our vision of the future. • Operate in a fiscally responsible and stable manner • Improve the quality life for all residents • Protect the safety and quality of Weld County • Develop and maintain an effective transportation system • Continuously improve the performance and capabilities of Weld County operations by maximizing technology, fostering innovation , and increasing access to and information regarding services • Promote a healthy economy through business development and economic diversification • Promote responsible and comprehensive policy development through effective planning for land use , transportation , and growth management • Protect and preserve our unique environment • Promote cooperation and coordination among all government services 23 OUR VISION FO ' THE FUTURE This vision statement reflects our citizens ' expectations for Weld County ! ± t government into the future . Jar ik;frek 1(4: C 4: a I Wirt 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 PRINCIPLE S 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. insure 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 )ib 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 WEL t COUNTY We identified the trend and events that may _ - - - impact our ability to provide and improve services. Analyzed the strengthens and NIMIEMa- weaknesses of Weld County government to meet these challenges. The major trends _= - - - affecting Weld County are : • Energy Development • Demographic Changes • Innovation and Technology • Transportation • Economic • County Government Development Financial Trends 27 TRENDS IMPACTING WE 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 2017- 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 $60- $66 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 Transportation The most obvious need for future investment in Weld County , which allows for dealing with the direct impact of the oil and gas development, and accommodating the future growth in the county, is in the long-term investment in the road and bridge infrastructure . Growth in the county has put an ever increasing demand on the county's infrastructure . The growth has increased the use of county roads and created congestion on 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 long-term . The plan strives to improve the movement of people and goods to all Weld County communities by enhancing regional arterial roadways . The total projected costs identified in the Weld County 2035 Transportation Plan are over $400 million . When the plan is broken down into ten -year time increments, the short-term (2011 -2016 ) amount is $39 . 8 million , mid-range (2015-2025) $ 178 million , and long - range (2025-2035 ) $ 186 .4 million . Prior to 2013 , many of the projects in the Weld County 2035 Transportation Plan were unfunded in the budget projections for future years . This changed with the Strategic Investment Plan for the Future of Weld County . In approaching the funding requirement, it 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 49/47 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 Development The goal of economic development in Weld County is to create and maintain a healthy and sustainable economy that creates wealth , preserves the quality of life and improves the standard of living for county residents. To accomplish this the county and our economic development partners must locus 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 JIBS 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 CountyGovernment 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 staters 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 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 • Hea.l.th 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) o Goal PSDA 1 : Systematic reduction of gang violence in our community. o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County. o Goal PSDA 3 : Reduction of recidivism of changed offenders . o Goal PSDA 4 : Increase communication with the public and other customers of the District Attorney ' s Office. o Goal PSDAS : Reduction of paper files and duplicated date entry efforts . • Mission Statement: To provide effective public safety services with honor and integrity (Patrol Division) o Goal SO PD 1 : Protect the well being of the citizens of Weld County. o Goal SO PD2 : Establish and maintain meaningful communication with the citizens of Weld County. • Mission Statement: To accept and lawfully 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) o Goal PS WCRCC 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 : 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 C1 : Continually adjust to meet readiness and service needs o Goal PS C2: Enhance professionalism and promote department excellence . o Goal PS C3 : Maintain highly qualified 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) c 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 STRATEGICAREA : HEALTH SERVICES • Mission Statement: In partnership with the communities we serve, Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. (Department of Public Health and Environment) o Goal HS 1 : 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 H2 : 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 STRATEGIC AREA : TRANSPORTATION • Mission Statement: To design, build, and maintain safe and economical roads and bridges, buildings, and other facilities for the safe and efficient use by the citizens of Weld County and others. (Public Works Administration) o Goal TPW 1 : Provide effective and efficient administrative and i nagerial support and supervision to the Public Works Department. (Public Works Administration) o Goal TPW 2 : 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 TPW3 : Provide regularly scheduled maintenance of all HUTF roads, continuous improvement of road conditions, and opening all non-paved roads within 72 hours after a snow event. (Public Works Grader) 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 snout and ice. (Public Works Trucking) o Goal TPW7 : Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted services as assigned. (Pavement Management) c 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 ED : 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 CED 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 CED 8 :: 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 ES5 : 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: 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: 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 ES1 : 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) Goal ES 19 : To provide quality, sufficient, and well-maintained county vehicles to county departments . (Motor Pool) o Goal ES2O : 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.gov/DepartmentLinks/InformationTechnology/index.htinl 53 vireSt: 18617 ,h_ r ma �alp ouNTY .J 54 2019 BUDGET STRA 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 . 800 mill levy cannot be raised without political fallout in these economic times. In the 2019 budget request, any net county cost increase in a budget unit must be offset with a corresponding decrease in a department's total budget. \Ai> 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 2019 before budget preparations begin . A target of ten percent off the 2018 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 2018 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 2019 classification upgrades will be treated like new position requests in the budget process, with the department funding any requests within the target amount. There will not be any recommended increases in staff in the recommended budget to the Board . Increased workload will be absorbed by existing personnel wherever possible through increased productivity. 55 Outside agencies that provide contractual services will be treated like county departments . New or expanded mandates will be absorbed within the 2019 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 2018 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 2019 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 2019 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 2019 , while accomplishing a balanced budget. The 2019 budget must be structured to attempt, within available funds , to ensure that: Basic services are funded at adequate levels. Revenue has been estimated at realistic levels. Reserves that afford protection for the future are funded . �\ Productivity improvement programs are continued . Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. TABOR Amendment limits will be adhered to in the budget. Legislative and regulatory changes are accommodated . Technologies are employed in cost effective manners in the county. 56 Population growth and development is planned for and accommodated . New initiatives associated with the human capital management strategies are accommodated . Investment in the transportation system infrastructure as outlined in the Five-Year Public Works Capital Improvement Plan addressing the strategic roads of the county and the maintenance of the current road and bridge infrastructure . �\ Continue the initiatives required to foster area economic development and to improve the quality of life . Provide for long term capital planning for facilities, information technology , and communications infrastructure . 57 2019 BUDGET CALENDAR April 17 Board reviews the 2019 budget plan . May 14 - May 18 Director of Finance discusses target budgets and 2019 budget plan with department heads and elected officials . June 15 Elected officials and department heads submit applications for the innovation investment program projects to Finance . June 15 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance . June 15 Elected officials and department heads submit telecom service requests to Telecom Services . June 15 Elected officials and department heads submit new position requests and any reclassification requests to Human Resources . June 15 Elected officials and department heads submit requests for information technology services requests to Information Technology . June 15 Elected officials and department heads submit requests for vehicles to the Fleet Manager. July 6 Submit budget request to Director of Finance and Administration July 6 - September 15 Finance office review. September 18 Early warning budget work session and community agency requests. September 18 Budget Message to Board and transmit Proposed Budget to Commissioners . October 23 and 25 Budget work session hearings with Commissioners and elected officials and department heads . November 2 Publish notice of final budget hearing . October 23 - December 11 Prepare final budget. December 12 Public Hearing to adopt mill levy. December 12 Public Hearing on Final Budget, 9 : 00 a . m . 58 EXPLANA 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, polio makers , 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 CCOUNTING POLICES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting Accrual Basis of Budgeting (Government Fund Types) (Proprietary Fund Types) I General Special Capital Internal Fund Revenue Service Funds rraIPublicHealth Fleet Health Services Insurance ti Social Human Telecom Services Services Insurance Services l(I 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 2018 , payable in 2019 , 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 2g- 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 . Genera! 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 . Capita! 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 • 2019 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 POLI Y PROM PRIOR YEARS Decrease the mill levy by 0 . 762 mills to 15 . 038 mills with a 7 . 0 mill temporary tax credit `r Complete bridge mitigation projects resulting from the 2013 flooding . `,f Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $38 . 0 million . Update the Hazard Mitigation Plan in 2019 . Increase the WCRCC staff by 7 FTE to cope with the E911 call volume . "fr Perform all wireless radio maintenance in-house for all agencies using WCRCC . `' Reallocate two Sheriff Contract Service deputies to Investigations to increase law enforcement services in the field . "fr Add 16 .25 FTE in the Sheriff's Office `' Implement a Body Worn Camera program in the Sheriffs Office `\ 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 to implement SB 15-242 which expands the Child Welfare staffing by three in reaction to the 2014 Colorado Child Welfare Workload Study. `\ Add two 4-H positions to grow the 4-H program , and a Master Gardener position in the Extension Service . Continue efforts to control health care costs for county employees and their dependents . ` Fund two positions in Justice Services and two in Work Release to produce cost- avoidance at the jail and efficiencies in the criminal justice system to assure public safety. Add seven positions in Engineering and two in Planning to deal with growth in development and the Local Assessment for Pipelines ( LAP) permitting . `\ State increased categorical eligibility requirements for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% , which will result in a growth in the caseload and benefit payments paid . 69 L • NG 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 five-year capital plan with a balanced financial base for renewal , replacement, and new projects. The capital budget shall be adequate to maintain capital assets at a level sufficient to protect infrastructure and minimize future maintenance and replacement costs. Revenue Diversification : Weld County encourages a diversity of revenue sources in order to improve the County' s ability to handle fluctuations in individual revenue sources year to year and long-term . Due to the high percentage of oil and gas assessed values, Weld County also encourages the diversification of revenues for long range planning to minimize the dependence of the County's budget on oil and gas revenue fluctuations in production and price , and long range depletion of the resource in the County . Fees 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 that 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 will pay cash for major projects rather than borrowing . Any existing debt will be retired at the earliest possible time during the life of the debt unless circumstances change significantly. Weld County's debt level per Weld County's Home Rule Charter and state law cannot exceed three percent of the current assessed value of the county. The current debt capacity is approximately $300 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 pre d i cted 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 ou my 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 th.e 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 1 . Capita! Improvement Plan - A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects . 2 . Capita! 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 . Capita! 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 . a 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 Capita! 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 . 72 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized . All reported capital assets, except for gravel roads, are depreciated . Improvements are depreciated over the remaining useful lives of the related capital assets . Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASS 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 ( 1 ) safety , (2 ) liquidity, and (3 ) yield . In compliance with statutes, deposits/investments are made only in "qualified" financial institutions, i .e . , those which are federally insured by either FDIC or FSLIC . Further, any deposit/investment amount in excess of $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 over $230 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 . 50 percent in 2019 . 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 : • A►ny remaining fund balance following all restrictions and commitments in the Health Fund shall be assigned for the purpose of 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 the purpose of future welfare programs for the benefit of the citizens of Weld County. • A►ny remaining fund balance following all restrictions and commitments in the Human Services Fund shall be assigned for the purpose of 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 X10) 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 Weld County into the budget. -- Continue revenue maximization policy to support County services to users . -- Continue policy of identifying ways to minimize the reliance upon property tax funding . -- Advocate legislative positions. -- Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce . -- Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations . -- Utilize cost cuttingirevenue 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 2019 GUIDELINES Unless full justified there will be no recommended increases in personnel in the recommended budget to the Board . Increased workload should be absorbed by existing personnel wherever possible through increased productivity. Resources for new activities should come from increased productivity and termination of existing activities wherever possible . No new non- mandated programs should be proposed without proportionate cutbacks in other programs . Any new programs or expansion of existing programs will be highlighted as a policy issue for the Board . All newly mandated program costs should be clearly identified for the Board . .> Unless a change is legally mandated , the county's share of partnership programs should not be increased , the share should be decreased wherever possible . Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation , productivity improvements, or cost cutting strategies. Capital outlay expenses for equipment should only be recommended when the need has been fully justified , the useful life of equipment cannot be extended , and it has been determined that salvage equipment is unavailable for use . Vehicle replacement must be recommended by the Director of Fleet Services for consideration in the budget process . Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 2018's budget presentation . Salaries should be budgeted at the 2018 level . Any salary► increase for a class unique to a department must be absorbed in target amounts . All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services . 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 concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted . Ranking forms will begin at 90% of target, and must be completed by each department. 78 In reviewing the 2019 budget request , The Director of Finance and Administration will develop preliminary recommendations to the Board of County Commissioners. The Director of Finance and Administration will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose , objectives, departmental priorities and rank, achievements and benefits expected , means , if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level , resources required , means of financing , and whether or not all cost cutting and revenue generating strategies have been applied . Unless a significant organizational change has occurred , upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2019 budget process . Use the following budget population data for performance measures : YEAR POPULATION 2017 ( Actual ) 304,600 2018 ( Estimated) 315,300 2019 ( Projected) 325,800 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 2019 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2019 budget. 1 . All budgets ( including Enterprise and IGS ) must be submitted by July 6 , 2018 . 2 . All departments are requested to submit, on or before June 15 , 2018 , the following items that will be part of your 2019 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 2019 . Unplanned moves will only be done if absorbed in the 2019 budget. D . Information Technology requests for computer hardware , software , system upgrades or system study. (See 2018 memo regarding 2019 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 2018 level . Any anticipated increase over 2018 level must be absorbed in target amount. 4 . For budgetary purposes , please use the 52 . 50 per mile reimbursement rate in developing your 2019 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 , natural gas $ 1 . 50/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 2018 . 8 . Postage costs are anticipated to be 500 in 2019. 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 in order 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 2019 . See Director of Finance and Administration for exact format. 12 . Any 2019 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 2019 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 manner in which 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 2019 PROGRAM ISSUES Complete construction of the $45 million jail expansion . ` Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $38 million . Reallocate two Sheriff Contract Service deputies to Investigations to increase law enforcement services in the field . Create a Budget Manager position for succession planning . Continue to implement SB 15-242 which expands the Child Welfare staffing by three in reaction to the 2014 Colorado Child Welfare Workload Study . Update the Hazard Mitigation Plan in 2018 . Increase the WCRCC staff by ? FTE to cope with the E911 call volume . ` Perform all wireless radio maintenance in-house for all agencies using WCRCC . Add 16 .25 FTE in the Sheriff's Office Implement a Body Worn Camera program in the Sheriffs Office Open a Southwest Weld Substation booking function to serve south county law enforcement agencies 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 . Add two 4-H positions to grow the 4-H program , and a Master Gardener position in the Extension Service . Continue efforts to control health care costs for county employees and their dependents . Fund two positions in Justice Services and two in Work Release to produce cost- avoidance at the jail and efficiencies in the criminal justice system to assure public safety. Add seven positions in Engineering and two in Planning to deal with growth in development and the Local Assessment for Pipelines ( LAP) permitting . State increased categorical eligibility requirements for the Supplemental Nutrition Assistance Program (SNAP ) from 130% to 200% , which will result in a growth in the caseload and benefit payments paid . 82 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2019 budget. 1 . Wherever possible , those receiving the benefits of a government service should pay for what they receive in full through current fees , charges , and other assumptions. 2 . Continual search for new sources of revenue shall be made to diversify the County's financing plan . 3 . The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source . 4. Estimated revenues are conservatively projected . 5 . Proposed rate increases are based upon : A. Fee policies applicable to each activity. B . Related cost of the service provided . C . The impact of inflation in the provision of services. D . Equitability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated . Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need . 7 . Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program . 8 . Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date . 9 . Assume a local economy similar to 2018 with some projected slowdown in the last quarter of 2019 . Assume interest rates averaging 2 . 50 percent throughout 2019 . 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 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Where appropriate , the local economic conditions and forward -looking economic indicators have been noted and taken into account in forecasting revenue trends . Property Tax : Levy with maximum allowable , per Weld County Home Rule Charter and Amendment One (TABOR ) limitation . 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 six years. For the 2019 budget, the increase in the county' s assessed value from oil and gas values was over 25% . The 2019 assessed valuation level is slightly above the previously high 2016 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 was prepared for the significant drop in the assessed valuation for the 2017 and 2018 budgets. In anticipation of the drop in the county's assessed valuation in the 2016 budget of $ 178 million in property tax revenue there was $62 million in one-time budget items, for 2017 there was nearly $30 million in one-time costs, and $ 18 million in 2018 . This was achieved by keeping the county's net operational spending requirement around $ 125- 140 million in property tax revenue to maintain the current spending levels in 2017 and 2018 . In the 2019 budget there is $35 million in one-time expenses . It is anticipated that oil prices will stay in the $50-70 per barrel range in next few years . Specific Ownership Tax : Personal property tax on vehicles (SOT) is anticipated to be level in 2019 due to stable vehicle sales and how the new vehicles figure into the five-year sliding fee schedule . Building Inspection 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 . A fee change in 2017 regarding oil and gas well permit fees has lowered building inspection revenue more than anticipated . 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 . Earning on Investments : Interest revenue is calculated on the average earnings rate of 2 . 50 percent, times the estimated average daily cash balances . Based upon Federal Reserve projections interest rates will go up some in 2019 . 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 . Rental : All rental income is based upon signed leases . 84 Overhead /Cost Plan : Revenues are based upon the 2017 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 $4 . 5 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 2019 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 . Health Grants : Based upon contracts signed July 1 , 2018 . Health Fees : Based upon historical patient/client caseload with 2019 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 , 2018 , 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. Work Release Inmate Fee : Based upon average of 200 work release inmates per day. 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 2015 2016 2017 2018 2019 Property Taxes $ 141 , 724 , 346 $ 153 ,213 , 068 $ 141 , 946 , 827 $ 145 , 754, 379 $ 173 ,681 , 368 Other Taxes 11 ,600 , 000 11 , 710 , 000 11 , 830 , 000 13 ,630 , 000 12 , 770 , 000 Fees 10 , 353 ,400 10 , 376 ,690 11 , 148 ,250 13 , 059 , 800 13 ,481 , 000 Intergovernmental 65 ,272 , 311 69 , 192 , 838 67 , 305 , 192 73 , 012 , 071 70 , 053 , 928 Licenses/Permits 4 , 721 ,600 6 , 061 , 000 5 ,437 , 350 4 ,473 , 750 4 ,678 , 000 Charges for Services 9 , 103 , 378 8 , 910 , 798 8 , 898 , 159 9 , 558 ,280 10 , 182 , 870 Proprietary Services 28 , 596 , 336 28 , 764,247 31 , 383 ,694 32 , 503 , 524 31 ,228 , 972 Miscellaneous 13 , 581 , 877 26 , 746 , 798 23 , 989 , 103 27 , 302 , 514 21 , 959 , 361 TOTAL REVENUES $ 284 , 953 ,248 $ 314 , 975,439 $ 301 , 938 , 575 $ 319 ,294 , 318 $ 338, 035 ,499 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 200 150 Property Taxes 100 el.— Intergovernmental Proprietary Service 50 Other Revenue 0 • T I I I 7 2015 2016 2017 2018 2019 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 2019 budget, the increase in the county' s assessed value from oil and gas values was over 25% . Oil and gas assessed valuation are close to 60% of the county's total assessed valuation . Since November 2014 , due to the oversupply of oil worldwide the price of oil has dropped from over $ 100 a barrel to the price range of $40-50 per barrel . 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 2019 assessed valuation level and resulting property tax is slightly above the previously high 2016 level due to oil and gas production and growth in the county. 86 Intergovern mental : The significant jump in state and federal revenues of over 20% in 2015 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 . The higher funding level continued into 2016 with Public Works projects including $4 . 5 million for WCR 49 and four major bridge replacement projects . Many of these grants were one-time and dropped after 2016 . The drop from 2018 to 2019 was primarily due to energy impact 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 five years, but participation in the insurance plan is up some . OTHER REVENUE TRENDS 30 25 Other Taxes 20 4—M— Fees 0 15 Licenses Permits 10 —X— Charge For Srvs 5 Miscellaneous 0 2015 2016 2017 2018 2019 Other Taxes : Primarily , specific ownership taxes that track car registrations and severance tax. The increasing 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 pad 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 has lowered building inspection revenue more than anticipated The combination of all these factors point to a leveling off of inspection and permit fee revenues in 2019 . Charges for Services : Revenue is predictable based on contracts for service and reimbursable projects . Miscellaneous : Revenue predictable , even though some variation in specific years. Interest revenue is found in this category and is up nearly $ 1 .5 million in 2019 . Public Works contracts are up due to reimbursable road projects in 2018-2019 . Fines from traffic violations are projected to be up slightly in 2019 . Oil and gas royalty payments were up substantially the last three years but 87 should level out in the coming five years as bonus amounts drop and oil price stabilize. The policy decision to charge social services the full amount of indirect costs raised this category to $4 . 5 million in 2019 , which is down $2 . 3 million from 2018 . 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 . More property tax will be devoted to the Public Works Fund for road projects starting in 2020. • 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 $46-66 long term . • Intergovernmental revenues will show only moderate annual changes of 2% as non- defense discretionary spending slows and some cuts in entitlements occur due to planned federal deficit reductions. • Fees, licenses , charges for service , and miscellaneous revenues will grow at the rate of inflation and population growth . • Proprietary Services will be driven primarily by inflation . • Proprietary Services revenues are offset by the same expenditure amount. DESCRIPTION 2020 2021 2022 2023 2024 Property Taxes $162 , 700 , 078 $ 170 ,222 , 582 $176 , 121 ,211 $ 184 ,414 , 771 $193 , 123 , 010 Other Taxes 13 ,606 , 000 14 , 352 , 080 14 , 777 , 542 15 ,215 , 769 15 ,667 , 142 Fees 13 , 878 ,680 14 ,288 ,290 14 , 710 , 189 15 , 144 , 745 15 , 592 , 337 Intergovernmental 70 , 844 , 068 71 , 967 , 970 73 , 115 , 058 74 ,285 , 838 75 ,480 , 823 Licenses/Permits 4 ,251 ,660 4 , 379 , 030 4 , 510 ,221 4 ,645 , 347 4 , 784 , 528 Charges for Services 10 , 045 , 596 10 , 090 , 775 10 , 593 ,621 10 ,654 , 356 10 , 873 ,208 Proprietary Services 32 , 901 ,410 34 ,675 , 512 36 , 557 , 930 38 , 555 , 772 40 ,676 ,626 Miscellaneous 14 , 074 , 038 14 , 024 ,634 13 , 976 , 703 14 , 030 ,287 14 , 085 ,432 TOTAL REVENUES $322 , 301 , 530 $ 334,000,873 $ 344 , 362 ,475 $ 356 ,946,885 $ 370 ,283 , 106 89 Major Revenue Projections 250 200 150 --4. • Property Taxes 0 c o —IN— Intergovernmental EIS 100 A ' Internal Service Other Revenue 50 0 2020 2021 2022 2023 2024 2020 -2024 EXPEN D ITU RE PROJECTIONS DESCRIPTION 2020 2021 2022 2023 2024 General Government $44, 253 ,462 $45 ,259 ,459 $47 , 147 , 156 $48 , 243 , 055 $50 , 073 ,458 Public Safety 71 , 023 ,420 73 , 154 , 123 77 , 158 , 747 79 ,473 , 509 81 , 857 , 714 Public Works 84 , 369 , 059 86 , 900 , 131 89 , 507 , 135 92 , 192 , 349 94 , 958 , 119 Public Health and 56 , 864 , 165 57 , 996 ,628 59 , 151 , 741 60 , 329 , 956 61 , 531 , 735 Welfare Human Services 8 , 744 , 378 8 , 913 , 816 9 , 086 ,643 i 9 ,262 , 927 9 ,442 , 736 Culture and Recreation 934 , 870 947 , 046 959 , 587 972, 505 985 , 810 Proprietary Services 35 ,680 ,615 37 ,484 , 798 39 , 398 , 000 41 ,427 , 955 43 , 581 ,679 Capital 13 , 754 , 000 3 , 898 , 000 8 , 867 , 000 8 , 655, 000 8 , 575 , 000 Miscellaneous 7 , 170 , 854 7 , 379 ,640 7 , 594 , 821 7 , 815, 979 8 , 043 , 906 TOTAL EXPENSES $322, 794 , 823 $ 321 ,933,641 $ 338, 870 , 830 $ 348 , 373,235 $ 359,050 , 157 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 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 $350 , 000- $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 starting in 2020 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 _2 em401General Govt 80 Public Safety Public Works 60 Public Hlth and Welfare Human Services 40 2 ~ Internal Services Capital 20 Miscellaneous '4 0 2020 2021 2022 2023 2024 91 2020-2024 FUND BALANCE PROJECTIONS 2020 2021 2022 2023 2024 Begin Fund Balance $130 , 982,692 $ 130 ,489 , 399 $142 , 556 ,631 $ 148 , 048 ,276 $156 ,621 , 926 Total Revenues 322 , 301 , 530 334 , 000 , 873 344 , 362 ,475 356 , 946 , 885 370 , 283 , 106 Total Expenses 322 , 794 , 823 a 321 , 933 ,641 338 , 870 , 830 348 , 373, 235 359 , 050 , 157 Ending Fund Balance $130 ,489 , 399 $ 142 , 556 ,631 $148 , 048 ,276 $ 156 ,621 , 926 $167 , 854 , 875 Fund Balance Projections 400 350 300 250 itin Beg Fund Bal 200 ell— Revenue 150 Expense onsamitimi = End Fund Bal 100 50 0 2020 2021 2022 2023 2024 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- 21140 ) Sheriff 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 Sheriff Release Units 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 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 Airport Director, Finance and Administration Mental Health Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Buildings and Grounds Parks and Trails Director, Finance and Administration 94 BUDGET UNIT RESPONSIBLE OFFICIAL Building Rents Director, Finance and Administration N on- 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 S ocial 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 S olid 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 : 1 . 5 FTE Office Tech III { Mid-year} $ 81 , 176 Motor Vehicle : Office Tech III (2 ) 122 , 087 Assessor : Appraisers (2 ) 155 , 213 County Council : Whistleblower Software 0 $7 , 000 Justice Services : Pretrial Specialists (2 ) 154 , 651 Work Release : Client Manager (2 ) 154 , 651 Building and Grounds : Carpenter Tech 69 , 673 Technology Projects : Projects 500 , 000 District Attorney : Upgrade Assistant DA and 4 Chief Deputies 43 , 115 Finance and Administration : Budget Manager 136 , 071 Human Resources : Office Tech III (mid-year) 55 , 748 HR Generalist 91 , 593 Planning : Planner I to Planner II 15 , 620 Planner II to Planner III 4 , 899 Office Tech IV to Planning Tech { mid -year} 6, 592 Office Tech III ( mid-year) 55 , 754 Planner I ( mid -year) 87 , 520 Building Inspection : Plans Examiner I { mid-year} 90 , 600 Noxious Weeds : Field Operations Coordinator to Foreman 6 , 200 96 POLICY MATTERS / POINTS OF ISSUE WITH FISCAL IMPACT ( Continued ) FUNDING INCLUDED EXCLUDED Sheriff : Two Investigators from Contract Services 164 , 378 Inmate Services 2 Counselor III 182 , 898 Inmate Services 2 Classification Specialists 174 , 602 Deputy II Body Worn Camera Program 92 , 296 Body Worn Camera Resource Costs 85 , 000 ✓ ictim Advocates 0 . 25 FTE with Benefits and Upgrades 54 , 719 S outhwest Security 3 Corporals and 5 Detention Deputies 830 , 320 Courts 4 Detention Deputies (Grade 36 ) 391 , 347 Administration Patrol 8 Office Techs to Grade 18 58 , 663 S O Equipment ( See Sheriff Summary) 241 , 567 S alary Parity for Sworn Officers 601 , 260 Communications : Call Takers (3 ) and Dispatchers (4 ) 499 , 851 Coroner : Medicolegal Investigator ( 1 ) -Midyear 83 , 941 Bright Futures : Long Term Financial Sustainability 0 $3 , 000 , 000 Office of Emergency Management : Hazardous Mitigation Plan $80 , 000 Office Tech III to EM Specialist 6 , 210 EM Coordinator 90 , 456 Engineering : Engineer I for Development Reviews ( mid-year) 93 , 482 3 Engineer Tech for Permitting ( mid-year) 245 , 679 Engineer Tech for Improvements { mid-year} 70 , 394 Engineer Tech for Permitting/Inspections { mid-year} 70 , 394 Engineer Tech for Stormwater { mid-year} 70 , 394 Reclassify Engineering Technician I to II 4 , 056 U pgrade MS4 Administrator from Grade 37 to 41 7 , 076 Economic Development : U pstate Colorado Succession Planning 0 $50 , 000 Mental Health : NRBH 12 , 775 Extension : 2 . 0 FTE 4-H Program Assistants 116 , 971 0 . 05 FTE Colorado Master Gardener 19 , 812 97 POLICY MATTERS / POINTS OF ISSUE WITH FISCAL IMPACT ( Continued ) FUNDING INCLUDED EXCLUDED Community Agencies : Youth and Family Connections 0 68 , 646 Weld 's Way Home 5 , 000 20 , 000 RSVP 0 5 , 000 211 25 , 000 15 , 000 TOTAL GENERAL FUND $ 6,209,704 $ 3, 165,646 PUBLIC WORKS FUND : 4 Service Workers for Gravel Road Maintenance $269 , 702 4 Service Workers for Concrete Crew 269, 702 $0 TOTAL PUBLIC WORKS FUND $ 539,404 $ 0 HUMAN SERVICES : Child Welfare Positions (4 FTE ) ( mid -year) N/A County Administration Position ( 1 FTE ) ( mid -year) N/A Adult Protection Position (2 FTE ) { mid-year} N/A Area Agency on Aging Positions (2 FTE ) ( mid-year) N/A PUBLIC HEALTH : Reclassify Office Tech IV to Accounting Clerk V N/A Reclassify PH Office Tech Ill ' s Grade 15 to 16 N/A Healthy Eating/Active Living Health Educator N/A Epidemiologist ( mid-year) N/A Courier for Lab N/A EH Lab Specialist N/A Home Child Care Health and Safety Specialist { 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 2019 SALARY AND BENEFIT RECOMMENDATIONS Weld County has always strived to pay competitive and equitable salaries and benefits. To maintain this competitive position , Weld County participates in various salary surveys . Salaries are set by the Board of County Commissioners after full consideration is given to : • Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific job . The comparison is to beginning salary and middle level salary . Weld County does not compare to maximum salary range amounts . • Ability to pay and the sustainability of the pay long term . • Benefits and supplemental pay policies. • Supply/demand situations for personnel needs. • Supply/demand situation in the labor market. • Employees' expectations. • Retention of career employees. • Taxpayers' perceptions of pay and benefits . • Economic conditions locally and nationally. Salary Surveys Utilized : Mountain States Employers' Council — Public Employers Mountain States Employers ' Council — Front Range In light of the economic conditions and Weld County's own financial situation as we look forward , the following recommendations are being made : • For the 2019 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 percent to remain competitive with other Front Range law enforcement agencies. • Health insurance rates will decrease 15% for the employees and the county for 2019 . This means health insurance rate decrease 11 . 8% in five 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 2019 . 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 ) : $ . 36/$ 100 compensation SHORT TERM DISABILITY : $ . 186/$ 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 - ( 10 . 75 percent of gross salary for County and 10 . 75 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 2019 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000- 13100 Assessor None Commercial Appraiser 1000-13100 Assessor None Residential Appraiser 1000-11300 Motor Vehicle None Office Tech 111 (2) 1000- 15100 District Attorney 4 Chief Deputies (Grade 63) 4 Chef Deputies (Grade 65) 1000- 15100 District Attorney Assistant DA Assistant DA ( 10% increase) 1000- 16100 Finance & Admin. None Budget Manager 1000- 16400 Human Resources None HR Generalist 1000-17100 Planning Planner II Planner HI 1000- 17100 Planning Planner I Planner II 1000- 17200 Building and Grounds None Carpenter Tech 1000-21100 SO Admin. Patrol 8 Office Tech (Grades 15 , 18 &21 ) 8 Office Tech (Grades 18) 1000-21100 SO Admin. Patrol Booking Position Move to 21110 1000-21100 SO Admin. Patrol Booking Position Move to 24420 1000-21120 SO Profession Stand. None Deputy II 1000-21140 SO Support Services Support Services Director None 1000-24415 Security None Correction Officer (5) 1000-24415 Security None Corporal (3) 1000-24420 Courts &Transportation None Detention Deputies (4) 1000-24420 Courts &Transportation Office Tech Transportation Supervisor (Grade 27) 1000-21300 Victim Advocate Victim Advocates (Grade 23) Victim Advocates (Grade 24) 1000-21300 Victim Advocate 0.50 FTE Victim Advocates 0. 75 FTE Victim Advocates 1000-21210 Contract Services Deputy II (2) None 1000-21205 Investigations None Investigators (2) 1000-24410 Inmate Services None Counselor III 1000-24410 Inmate Services None Classification Specialist 1000-22100 Communications None Dispatchers (4) 1000-22100 Communications None Call Takers (3) 1000-24100 Pretrial Services None Pretrial Specialist (2) 1000-24125 Work Release None Client Managers (2) 1000-26100 Noxious Weeds Field Op Coordinator (Grade 29) Foreman (Grade 38) 1000-26200 OEM None EM Coordinator 1000-26200 OEM Office Tech Iil (Grade 15) EM Specialist (Grade 21 ) 1000-31100 Engineering Engineer Tech I Engineer Tech II 1000-31100 Engineering MS4 Administrator (Grade 37) MS4 Administrator (Grade41 ) 1000-96100 Extension Services None 4-H Program Associates (2) 1000-96100 Extension Services None Master Gardner (030 FTE) 2000-32200 Road Maintenance None Service Workers (4) 2000-32700 Paving Maintenance None Service Workers (4) 2500-41100 PH Admin Office Tech Iv Accounting Tech 2500-41100 PH Admin PH Office Tech III (Grade 15) PH Office Tech HI (Grade 16) 2520-41210 PH Communications None HEAL Health Educator 2560-41100 Environmental Health None Lab Courier 2560-41100 Environmental Health None EH Lab Specialist 2560-41100 Environmental Health None Home Child Care Health & Safety Spec. Note: Positions reclassified or approved midyear are not included in the above listing. 101 1861 A" TE 112,-G 0 N y 102 ALL FUNDS REVENUE 200 , 000 , 000 160 , 000 , 000 160 , 000 , 000 140 , 000 , 000 O2018 120 , 000 , 000 100 , 000 , 000 ■ 2019 80 , 000 , 000 60 , 000 , 000 40 ,000 , 000 20 , 000 000 $ 0 x cf)co a) • _ r _ ti) 03 CD F- E <U C) C 751 a C. a ID 43 to -0 2 V- it O C 2019 Revenue Total $433 , 225 ,499 (2018 $441 , 154 , 318 ) Proprietary Services $31 ,228 , 972 7% Net Property Tax $ 173 ,681 , 368 Fund Balance 40 /0 $95 , 190 , 000 - - 22% Miscellaneous fi $21 , 959 , 361 Other Taxes 5% Chg for Service _ . ".- $ 12 , 770 , 000 $ 10 , 182 , 870 3% 3% _ Fees Intergovernmental $70 , 053 , 928 $ 13 ,481 , 000 1 ° a 3% Licenses/Permits $4 ,678 , 000 1 % 103 ALL FUNDS EXPENDITURES $90,000,000 $80,000,000 $70,000,000 ■ 20 1 8 • 2019 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 I II 1 I -- II I I I I I a— I I I ill ill et .`, C3 Q, ,�,,�' ,r raj C7i r,� ' ,\ .ti p' r ' .,,,ri .St-‘). CP e . 2019 EXPENDITURES Total $ 312 , 242 , 807 2018 $ 327 , 441 , 220 ) Capital $9,608,200 Contingency $10,000,000 Auxiliary 3% 3% $971 ,477 —\\ if Public Works [ 0% $8,315,347 Health $12 3° Q Social Services ,73,107 ' $43,480,800 ,, 14% NN Public Safety $69,054,990 22% Proprietary Services $33,978,972 11 % Culture/Recreation $991 ,908 Miscellaneous -' ' 0% $8,535,804 3% General Government $43,084,015 Human Services 14% $8,578,262 3% Road & Bridge $63,369,925 20% 104 MILL LEVY 2019 TOTAL 15 . 038 Insurance Social Services 0 . 238 1 . 666 Capital 2% 7% 0 . 866 6% I General - i< 8 .453 Public Works 1 . 645 4 66% 11 % Contingency 2 . 771 18% 2018 TOTAL 15 . 800 Capital Social Services 1 . 111 1 . 236 ?0 Insurance I _ 6 .2? 1 - j 2°l0 General Public Works 10 . 092 1 . 789 64% 11 % Contingency 1 . 301 8% 105 2019 SUMMARY OF FUND BALANCES ir 2018 2018 2019 2019 2019 BEGINNING MILL BEGINNING MILL PROPERTY FUNS BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 21 , 038, 017 10 .092 $ 14, 000 , 000 8 .453 $ 97 , 630, 811 SPECIAL REVENUE FUNDS : 2000 Public Works 40 , 902 , 306 1 . 789 45 , 000 , 000 1 .645 19 , 000 , 000 2100 Social Services 1 , 770, 894 1 .236 2 , 500, 000 1 .065 12 ,300, 557 2200 Conservation Trust 583, 599 - 600 , 000 - - 2300 Contingent 23 , 943, 563 1 . 301 6 , 000 , 000 2 .771 32 , 000, 000 2500 Health Department 974, 878 - 900 , 000 - - 2600 Human Services 1 ,270, 003 - 1 , 200, 000 - - 2700 Solid Waste 3, 728, 320 - 1 , 700 , 000 - - CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 27, 800, 752 1 . 111 3 , 000 ,000 0 .866 10 ,000, 000 GROSS TOTALS $ 122 , 018, 398 15 . 529 $ 74 , 900 , 000 14 .800 $ 170 , 931 , 368 LESS INTERFU N D TRANSFERS - - - NET TOTAL $ 122 , 018, 398 15. 529 $ 74 , 900 , 000 14 . 800 $ 170 , 931 , 368 PROPRIETARY FUNDS : 5200 Regional Crime Lab 86038 - 90000 - - 6000 Fleet Services 4, 114, 984 - 2 , 000 , 000 - - 6200 Health Insurance 15, 790, 044 - 15, 00,000 - - 6300 Insurance 441 , 055 0.271 2 ,000 , 000 0 . 238 2, 750, 000 6400 Telecom Service 411 ,466 - 400 ,000 - - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 20 , 850 , 187 0 .271 $ 20 , 290 , 000 0 .238 $ 2 , 750, 000 GROSS TOTAL ALL FUNDS $ 142 , 868 , 585 15 . 800 $ 95 , 190 , 000 15 .038 $ 173 , 681 , 368 106 Assessed Value $ 11 , 549,499 , 130 2019 2019 2019 2019 2019 2019 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 5 , 341 , 161 $ 34 , 391 ,437 $ - $ 151 ,363 , 409 $ 135,400, 146 $ 15 , 963 , 263 20 , 525 ,000 24 , 165, 797 - $ 106 , 690 , 79 7 63, 369, 925 $ 451320 , 872 31 , 686 ,879 - - $ 46 , 487 , 236 43,480, 800 $ 3, 006,436 435 ,000 10, 000 - $ 1 , 045 , 000 440, 579 $ 604 , 421 - - - $ 38 , 000 , 000 10, 000, 000 $ 28 , 000 , 000 4 , 399 , 739 1 , 620, 997 6, 0111371 $ 121932 , 107 12 , 032 , 107 $ 90 0, 000 7 , 666 , 349 708, 000 12, 351 $ 9 , 586, 700 8, 305, 800 $ 1 , 280, 900 - 1 , 650 , 000 - $ 3 , 350, 000 1 , 650, 000 $ 1 , 700 , 000 525, 000 - $ 13 , 525 , 000 9, 606,200 3 , 916 , 800 i $ 70 , 053 , 928 $ 63 , 071 ,231 $ 6, 023, 722 $ 384 , 980 , 249 $ 284,287, 557 $ 100 , 692 , 692 - - (6, 023, 722) (6 , 023 , 722 ) (6, 023, 722 ) - $ 70 , 053 , 926 $ 63 , 071 ,231 $ - $ 376 , 956 , 527 $ 276,263, 635 $ 100 , 692 , 692 - 310, 000 $ 400 , 000 310, 000 90 , 000 11 , 047,052 - $ 13, 047, 052 11 , 047, 052 2 , 000, 000 - 18 , 389 ,228 - $ 34 , 169 , 226 18, 389,228 15 , 600 , 000 - 190,000 - $ 4 , 940 , 000 2 , 940, 000 2 , 000, 000► 1 ,292,692 - $ 1 , 692 , 692 1 ,292, 692 40 0 , 00 0 - - - $ - - - $ - $ 31 ,226 , 972 $ - $ 54 , 266, 972 $ 33, 978, 972 $ 20 , 290 , 000 $ 70 , 053 , 926 $ 94 , 300,203 $ - $ 433 ,225,499 $ 312 ,242 , 807 $ 120 , 962 , 692 107 2019 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2019 2019 2019 2019 2019 BEGINNING PROPERTY INTER GOVT T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 14 , 000 , 000 97 , 630 , 811 $ 5 , 341 , 161 34 , 391 ,437 - SPECIAL REVENUE FUNDS : 2000 Public Works 45 , 000 , 000 19 , 000 , 000 20 , 525 , 000 24 , 165 , 797 - 2100 Social Services 2 ,500 , 000 12 , 300 , 557 31 , 686 , 679 - - 2200 Conservation Trust 600 , 000 - 435 , 000 10 , 000 - 2300 Contingent 6 , 000 , 000 32 , 000 , 000 - - - 2500 Health Department 900 , 000 - 4 , 399 , 739 1 , 620 , 997 6 , 011 , 371 2600 Human Services 1 ,200 , 000 - 7 , 666 , 349 708 , 000 12, 351 2700 Solid Waste 1 ,700 , 000 1 , 650 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 3 , 000 , 000 10 , 000 , 000 0 525, 000 - - - GROSS TOTALS 74 , 900 , 000 170 , 931 , 368 70 , 053 , 928 63 , 071 ,231 6 , 023 , 722 LESS INTERFUND TRANSFE E - - - - (6 , 023 , 722 ) NET TOTAL S 74 , 900 , 000 170 , 931 , 368 S 70 , 053 , 928 63 , 071 ,231 - PROPRIETARY FUNDS : 5200 Re0i0nal Crime Lab 90000 - - 310 , 000 - 6000 Fleet Services 2 , 000 , 000 - - 11 , 047, 052 6200 Health Insurance 15 , 800 , 000 - - 18 , 389 ,228 - 6300 Insurance 2 , 000 , 000 2, 75 , 000 - 190 , 000 - 6400 Telecom Service 400 , 000 - - 1 , 292 , 692 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS S 20 ,290 , 000 2 , 750 , 000 - 31 ,228 , 972 - GRO TOTAL ALL FUNDS 95 , 190 , 000 178 , 081 , 808 70 , 053 , 928 94 , 300 ,203 - 108 Assessed Value $11 ,549 ,499 , 130 2019 2019 2019 2019 2019 2019 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SU PPLI E PRIATIONS BALANCE $ 151 , 363 ,409 $ 91 , 701 , 403 $ 42 , 688 , 946 $ 1 , 009 , 797 135 , 400 , 146 $ 15 , 963 , 263 - 108 , 690 , 797 15 , 531 ,234 47 , 838 , 691 - 63 , 369 , 925 45 , 320 , 872 46 ,487 ,236 28 , 893 , 500 14 , 587 , 300 - 43 , 480 , 800 3 ,006 ,436 1 , 045 , 000 - 440 , 579 - 440 , 579 604 ,421 38 , 000 , 000 - 10 , 000 , 000 - 10 , 000 , 000 28 , 000 , 000 12 , 932 , 107 8 , 920 , 552 3 , 068 , 355 43 , 200 12 , 032 , 107 900 , 000 9 , 586 , 700 5 , 893 , 800 2 ,412 , 000 - 8 , 305 , 800 1 ,280 , 900 3 , 350 , 000 - 1 , 650 , 000 - 1 , 650 , 000 1 , 700 , 000 13 ,525, 000 - - 9 , 608 , 200 9 , 608 , 200 3 , 916 ,800 $ 384 , 980 ,249 $ 150 , 940 , 489 $ 122 , 685 , 871 $ 10 , 661 , 197 $ 284 , 287 , 557 $ 100 , 002 , 692 (6 , 023 , 722 ) (6 , 023 , 722 ] (6 , 023 , 722 ) - $ 378 , 956 , 527 $ 150 , 940 , 489 $ 116 , 662 , 149 S 10 , 661 , 197 $ 278 , 263 , 835 $ 100 , 692 , 692 400 , 000 - 310 , 000 - 310 , 000 90 ,000 13 , 047 , 052 1 , 407 , 531 9 , 614, 521 25 , 000 11 , 047,052 2 , 000 , 000 34 , 189 ,228 - 18 , 389 ,228 - 18 , 389 ,228 15 , 800 , 000 4 , 940 , 000 - 2 , 940 , 000 - 2 , 940 , 000 2 , 000 , 000 1 , 692, 692 304 , 753 987 , 939 - 1 , 292 , 692 400 ,000 - - - - - $ 54 ,268 , 972 $ 1 , 712 , 284 $ 32 , 241 , 688 $ 25 , 000 $ 33 , 978 , 972 $ 20 ,290 , 000 $ 433 ,225 ,499 $ 152 , 652 , 773 $ 148 , 903 , 837 S 10 , 686 , 197 $ 312 , 242 , 807 $ 120 , 982 , 692 109 2018 ESTIMATE SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2018 2018 2018 2018 2018 BEGINNING PROPERTY INTERGOVT T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 21 , 038 , 017 93 , 101 , 051 S 5 , 095 , 660 $ 36 , 289 ,471 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 40 , 902 , 306 16, 500 , 000 21 , 680 , 000 39 , 993 , 797 - 2100 Social Services 1 , 770 , 894 11 ,403 , 328 29 , 532 , 325 729 , 106 - 2200 Conservation Trust 583 ,599 - 425 , 000 9 , 017 - 2600 Contingent 23 , 943 , 563 12 , 000 , 000 - - - 2500 Health Department 974 , 878 - 4 , 309 , 165 1 , 524,802 5 , 728,476 2600 Human Services 1 ,276 , 063 - 6 , 591 , 751 567,274 12, 351 2700 Solid Waste 3 ,728 , 326 1 , 500 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 27, 800 ,752 10,250 , 000 0 18 , 525, 000 - - - GROSS TOTALS $ 122 , 018 , 398 $ 143 , 254 , 379 $ 67 , 634 , 071 $ 99 , 138 ,467 $ 5 , 740 , 827 LESS INTERFUND TRAM FE - - - - (5 , 740 , 627 ) NET TOTAL $ 122 , 018 , 398 $ 143 , 254 , 379 S 67 , 634 , 071 $ 99 , 138 ,467 $ - PROPRIETARY FUNDS : 5200 Regional Crime Lab 86 , 038 - - 310 , 000 - 6000 Fleet Services 4 , 114 , 984 - - 10 , 945 , 000 - 6200 Health Insurance 15 , 796 , 644 - - 19 , 731 , 088 - 6600 Insurance 441 , 055 2 , 500, 000 - 1 , 713 , 945 - 6400 Telecom Service 411 ,466 - - 1 , 365 , 792 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS S 20 , 850 , 187 $ 2 , 500 , 000 $ - $ 34 , 065 , 825 $ - GROSS TOTAL ALL FUNDS $ 142 , 868 , 585 $ 145 , 754 , 379 $ 67 , 634 , 071 $ 133 ,204 ,292 $ - 110 Assessed Value $ 9 ,224 , 960 , 710 2018 2018 2018 2018 2018 2018 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SU PPLI E PRIATIONS BALANCE $ 155 , 524 , 369 $ 82 , 774 , 025 $ 53 , 400 , 416 $ 5 , 349 , 928 1441 , 4 , 009 $ 14 , 000 , 000 119 , 076, 103 14 , 038 , 755 60 , 037 , 348 - 741076;103 45 ,000 , 000 43 ,435 , 653 27 , 827 , 000 13, 108 , 653 - 40 , 935 , 653 2,500 , 000 1 , 017 , 616 - 417 , 616 - 417 , 616 600 , 000 35 , 943 , 563 - 29 , 943 , 563 - 29 , 940 , 563 0 , 000 , 000 12,537, 321 8,071 , 077 2 , 917 , 944 47 , 700 11 , 637 , 321 900 , 000 8 ,447 ,439 4, 953 , 733 2 ,293 , 706 - 7 , 247 , 439 1 ,200 , 000 5 ,228 , 326 - 3, 528 , 320 - 3 , 528 , 326 1 , 700 , 000 56 , 575, 752 - - 53 , 575, 752 53 , 575 , 752 3 , 000 , 000 $ 437 , 786 , 142 $ 138 , 265 , 190 $ 165 , 047 , 572 S 58 , 973 , 380 $ 362 , 886 , 142 $ 74 , 9005000 (5 , 740 , 827 ) (5 , 740 , 827 ) (5 , 740 , 827 ) - $ 432 , 045 , 315 $ 138 , 265 , 190 $ 159 , 906 , 745 S 58 , 973 , 380 $ 357 , 145 , 315 $ 74 , 900 , 000 396,038 - 306 , 038 - 306 , 038 90 ,000 15 , 059, 984 - 10 , 920 , 000 2, 139 , 984 13 , 059 , 984 2 , 000 , 000 35 , 527 , 732 - 19 , 727 , 732 - 19 , 727 , 732 15 , 800 , 000 4,655 , 000 - 2 , 655 , 000 - 2 , 655 , 000 2 , 000 , 000 1 , 777,258 315 , 545 1 , 001 , 710 - 1 , 377 ,258 400 , 000 - - - - - - $ 57 ,410 , 012 $ 315 , 545 $ 34 , 670 , 483 $ 2 , 139 , 984 $ 37 , 120 , 012 $ 20 ,290 , 000 $ 489 ,401 , 327 $ 138 , 580 , 735 $ 194 , 577 , 228 S 61 , 113 , 364 $ 394 , 271 , 327 $ 95 , 190 , 000 111 2017 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2017 2017 2017 2017 2017 BEGINNING PROPERTY INTEROV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 19 , 892 , 049 92 , 537 , 350 $ 4 , 980 , 513 $ 41 , 637 , 651 $ - S PECIAL REVENUE FUNDS : 2000 Public Works 35 ,470 , 518 16 , 485 , 983 21 , 114 , 284 35 , 561 , 930 - 2100 Social Services 5 , 331 , 996 11 , 532 , 977 27 , 147 , 257 - - 2200 Conservation Trust 510 , 053 - 436 , 368 6 , 196 - 2300 Contingent 29 , 556 , 342 7 , 987 , 221 - - - 2500 Health Department 510 , 047 - 3 , 625 , 404 1 , 826 , 014 3 , 747 , 651 2600 Human Services 548 , 846 - 7 , 811 , 009 342 , 978 12 , 351 2700 Solid Waste 2 , 549 , 622 2 , 138 , 399 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 23 , 681 , 172 11 , 361 , 598 15490 578 , 656 - GROSS TOTALS $ 118 , 050 , 645 $ 139 , 905 , 129 $ 65 , 130 , 325 $ 82 , 091 , 824 $ 3 , 760 , 002 LESS INTERFUND TRANSFE - - - - (3 , 760 , 002 ) N ET TOTAL $ 118 , 050 , 645 $ 139 , 905 , 129 $ 65 , 130 , 325 $ 82 , 091 , 824 $ - PROPRIETARY FUNDS : 5200 Regional Crime Lab 0 - - 207 , 933 - 6000 Fleet Services 4 , 797 , 783 - - 10 , 519 , 059 - 6200 Health Insurance 12 ,286 , 723 - - 20 ,413 , 334 - 6300 Insurance 963 , 696 2 , 001 , 293 - 416 , 527 - 6400 Telecom Service 418 , 798 - - 1 ,492 , 973 - 6500 Weld Finance Corp - - - - - N ET TOTAL - IS FUNDS $ 18 ,467 , 000 $ 2 , 001 ,293 $ - $ 33 , 049 , 826 $ - GROSS TOTAL ALL FUNDS $ 136 , 517 , 645 $ 141 , 906 , 422 $ 65 , 130 , 325 $ 115 , 141 , 650 $ - 112 Assessed Value $8 , 983 , 975 , 390 2017 2017 2017 2017 2017 2017 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO - ENDING FINANCING SUPPLIES PR IATIONS BALANCE $ 159 , 047, 563 $ 76 , 544 , 184 $ 59 , 965 , 977 $ 1 , 499 , 385 138 , 009 , 546 $ 21 ,038, 017 $ 108 , 632 , 715 12 , 930 , 251 54 , 579 ,576 220 , 572 57 , 730 , 409 40 ,902 , 306 $ 44 , 012 , 230 28 , 132 , 080 14 , 109 ,256 - 42 , 241 , 330 1 ,770 , 894 $ 952 , 617 - 309 , 018 - 369, 018 583 , 599 $ 37 , 543 , 553 - 13 , 600 , 000 - 13 , 600, 000 23 , 943 , 553 $ 9 , 709 , 116 7 , 274 , 358 1 , 459 , 880 - 8 , 734 , 238 974 , 878 $ 8 , 715 , 184 5 , 176 , 528 2 , 262 ,593 - 7 , 439 , 121 1 , 276 , 063 $ 4 , 688 , 021 - 959 , 695 - 959 , 695 3 , 728 , 326 $ 35 , 636 , 916 - - 7 , 836 , 164 7 , 836 , 164 27 , 800 , 752 $ 408 , 937 , 925 $ 130 , 057 , 411 $ 147 , 305 , 995 $ 9 , 556 , 121 $ 286 , 919 , 527 $ 122 , 018 , 398 (3 , 750 , 002 ) ( 3 , 760 , 002 ) (3 , 750 , 002 ) - $ 405 , 177 , 923 $ 130 , 057 , 411 $ 143 , 545 , 993 $ 9 , 556 , 121 $ 283 , 159 , 525 $ 122 , 018 , 398 207 , 933 - 121 , 895 - 121 , 895 86 , 038 15 , 316, 842 293 , 029 10 , 774 , 785 134 , 044 11 , 201 , 858 4 , 114 , 984 32 , 700, 057 - 16 , 903 ,413 - 16 , 903 , 413 15 , 796 , 644 3 , 381 , 516 - 2 , 940 ,461 - 2 , 940, 461 441 , 055 1 , 911 , 771 276 , 689 1 ,223 , 616 1 , 500 , 305 411 , 466 $ 53 , 518 , 119 $ 569 , 718 $ 31 , 964 , 170 $ 134 , 044 $ 32 , 667 , 932 $ 20 , 850 , 187 $ 458 , 696 , 042 $ 130 , 627 , 129 $ 175 , 510 , 163 $ 9 , 690 , 165 $ 315 , 827 , 457 $ 142 , 868 , 585 113 GOVERNMENT FUNDS 20 '17-2019 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2017 2018 2019 Taxes 168 , 836 , 829 151 , 776 , 827 183 , 701 , 368 Licenses and permits 3 , 342 , 147 5 , 437 , 350 4 , 678 , 000 Intergovernmental 65 , 130 , 325 67 , 634 , 071 70 , 053 , 928 Miscellaneous 24 , 023 , 108 65 , 132 ,260 21 , 959 , 361 Fees 14 , 520 , 726 11 , 148 ,250 13 ,481 , 000 Charges for Services 11 ,274 , 143 8 , 898 , 159 10 , 182 , 870 Total Estimated Financial Sources $ 287 , 127 ,278 $ 310 , 026 , 917 $ 304 , 056 , 527 EXPENDITURES Current: General govememt 47 , 306 , 184 41 , 662 , 912 43 , 084 , 015 Public safety 62 , 895 , 851 68 , 886 , 032 69 , 054 , 990 Public works 82 , 670 , 384 83 , 142 , 010 71 , 685 ,272 Public health and welfare 50 , 975 , 574 52 , 572 , 974 55 , 753 , 907 Human services 7 ,439 , 121 7 , 247 ,439 8 , 578 ,262 Culture and recreation 1 , 556 , 093 1 , 106 , 795 991 , 908 Miscellaneous 8 , 880 , 154 19 , 007 , 838 9 , 507 ,281 Capital outlay 7 , 836 , 164 53 , 575 , 752 9 , 608 ,200 Contingency/Reserves $ 13 , 600 , 000 $ 29 , 943 , 563 $ 10 , 000 , 000 Total Use of Resources $ 283 , 159 , 525 $ 357 , 145 , 315 $ 278 ,263 , 835 Net Increase (Decrease ) in Fund Balance 3 , 967 , 753 (47 , 118 , 398 ) 25 , 792 , 692 Fund balance at Beginning of the Year $ 118 , 050 , 645 $ 122 , 018 , 398 $ 74 , 900 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves $ 122 , 018 , 398 $ 74 , 900 , 000 $ 100 , 692 , 692 Contingencies/Reserves Appropriated but Unspent - - 10 , 000 , 000 Fund Balance at End of Year - with Contingencies/Reserves $ 122 , 018 , 398 $ 74 , 900 , 000 $ 110 , 692 , 692 114 PROPRIETARY FUNDS 2017 -2019 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2017 2018 2019 Taxes $ 2 , 001 ,293 $ 2 , 500 , 000 $ 2 , 750 , 000 Intergovernmental - - - Fees - - - Charges for Services 33 , 049 , 826 34 , 065 , 825 31 , 228 , 972 Total Estimated Financial Sources $ 35 , 051 , 119 $ 36 , 565 , 825 $ 33 , 978 , 972 EXPENDITURES Regional Crime Lab $ 121 , 895 $ 306 , 038 $ 310 , 000 Fleet Services 11 ,201 , 858 13 , 059 , 984 11 , 047 , 052 Health Insurance 16 , 903 ,413 19 , 727 , 732 18 , 389 ,228 Insurance 2 , 940 ,461 2 , 655 , 000 2 , 940 , 000 Telecom Service 1 , 500 , 305 1 , 377 , 258 1 , 292 , 692 Weld Finance Corp - - - Total Use of Resources $ 32 , 667 , 932 $ 37 , 126 , 012 $ 33 , 978 , 972 Net Increase ( Decrease ) in Fund Balance 2 , 383 , 187 { 560 , 187 } - Fund balance at Beginning of the Year 18 ,467 , 000 20 , 850 , 187 20 , 290 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves 20 , 850 , 187 20 , 290 , 000 20 , 290 , 000 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year - with Contingencies/Reserves $ 20 , 850 , 187 $ 20 , 290 , 000 $ 20 , 290 , 000 115 Weld County , Colorado Weld 2018 Preliminary Taxable Assessed Value (812512018) 2018 Preliminary Assd Class 2017 Final Assd Value Value Change $ Change % Vacant $ 89, 627 ,330 $ 79,224, 890 $ ( 10,402 ,440) - 11 . 61 % Residential $ 1 , 788, 938,260 $ 1 , 859, 925, 820 $ 70, 987, 560 3. 97% Commercial $ 905, 659 , 640 $ 933,465,420 $ 27, 805, 780 3. 07% Industrial $ 927, 106 ,280 $ 958, 603, 030 $ 31 ,496, 750 3.40% Agricultural $ 209, 694 , 960 $ 212 ,413, 690 $ 2 , 718, 730 1 . 30% Natural Rsc $ 18, 943 ,470 $ 22 , 562 , 170 $ 3, 618, 700 19. 10 % Oil & Gas $ 4, 611 ,244, 810 $ 6, 826, 818, 650 $ 2 ,215, 573, 840 48. 05% State Assd $ 849, 916 , 610 $ 874, 064, 500 $ 24, 147, 890 2 . 84% Total Value: $ 9,401 , 131 , 360 $ 11 , 767, 078, 170 $ 2, 365,946, 810 25. 17% Less TIF Value $ ( 176 , 170 ,650) $ (217, 579, 040) Net Total : $ 9 ,224 , 960 , 710 $ 11 ,549 ,499 , 130 $ 2 ,324 , 538 , 420 25.20 % Value Changes 2017-2018 Weld Prelim Assd Value By Type 2018 co 8000 r ° 7000 IState Assd Vacant Residential 6000 7r° 1% 16% 43 Ti 5000Illis — 4000 - Commercial in ,0 3000 $° 2000 Di' & Gas 1114----__ Industrial 58% 8% 1000 . ibi Agricultural 0 � � n� I I J 2% \I `� O.C% \sti dd � aSt4ir� o` # Natural Rsc 0% Source: Weld Assessor 116 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 924, 190 $ 369,624 $ 1 ,293,814 PUBLIC TRUSTEE 0 $ 1 ,246 1 ,246 CLERK & RECORDER (4,055,686) $ 743,024 (3,312,662) ELECTIONS 826,965 $ 618,815 1 ,445,780 TREASURER (3, 702,006) $ - (3,702,006) ASSESSOR 3, 558,960 $ 549,821 4, 108,781 COUNTY COUNCIL 51 ,223 $ 6,581 57,804 DISTRICT ATTORNEY 6, 188, 190 $ 604,906 6, 793,096 SHERIFF 3,877,812 $ 1 ,408,841 5,286,653 CORONER 1 , 354,628 $ 183,499 1 ,538, 127 CLERK TO THE BOARD 530,057 $ 113, 198 643,255 TOTAL $ 9, 554,333 $ 4, 599,555 $ 14, 153,888 MANDATED :STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY $ 26,666,797 $ 3,947,458 $ 30,614,255 COURTS AND TRANSPORTATION 3, 329,302 $ - 3, 329,302 COMMUNITY CORRECTIONS 0 $ 238,766 238,766 SOCIAL SERVICES 12, 300,557 $ 2,473, 169 14, 773,726 HUMAN RESOURCES 12,351 $ 517,245 529,596 PUBLIC HEALTH 5,441 ,633 $ 1 , 193,882 6,635,515 TOTAL $ 47, 750,640 $ 8, 370,521 $ 56, 121 , 161 CRITICAL -- NON-MANDATED COUNTY COST PUBLIC SAFETY INFORMATION SYSTEM $ 969,005 $ - $ 969,005 CRIME LAB 629,683 $ 118,914 748,597 POLICE SERVICES (LEVEL) 10, 322, 174 $ 1 ,778,265 12, 100,439 SHERIFF CONTRACT SERVICES 81 ,508 $ - 81 ,508 COMMUNICATIONS-COUNTY-WIDE 4,952,696 $ - 4,952,696 OFFICE EMERGENCY SERVICES 531 ,269 $ 130,439 661 ,708 DRUG TASK FORCE 296,006 $ 4,687 300,693 TOTAL $ 15,423,566 $ 2,032,306 $ 19,814,647 117 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION INNOVATION & TECHNOLOGY PROJECTS 500,000 $ - $ 500,000 PLANNING & ZONING/BLDG INSP 555,017 $ 663,227 1 ,218,244 ANIMAL CONTROL/CODE ENFORCEMENT 256,241 $ - 256,241 NOXIOUS WEEDS 961 ,025 $ 39,783 1 ,000,808 EXTENSION SERVICE 533,946 $ 127, 125 661 ,071 VETERANS SERVICES 228,589 $ 29,623 258,212 AIRPORT 0 $ 7,023 7,023 MENTAL HEALTH 241 ,000 $ - 241 ,000 MISSILE SITE PARK 69,682 $ 77947 77,629 COUNTY FAIR 173,307 $ 8,077 181 ,384 DEVELOPMENTALLY DISABLED 38,225 $ - 38,225 SENIOR COORDINATORS 28,500 $ - 28,500 VICTIM/WITNESS ASSISTANCE 520,477 $ 33,089 553,566 JUVENILE DIVERSION 31 ,786 $ 10,795 42,581 VICTIM ADVOCATES 86,947 $ - 86,947 WASTE WATER MANAGEMENT 10,000 $ - 10,000 ECONOMIC DEVELOPMENT 165,000 $ 1 , 158 166, 158 PUBLIC INFORMATION 290,625 $ 13,268 303,893 GEOGRAPHICAL INFORMATION SYSTEM 242,573 $ 632,909 875,482 COMMUNITY AGENCY GRANTS 40,737 $ - 40,737 PARKS AND TRAILS 129,000 $ - 129,000 ISLAND GROVE BUILDING 174,340 $ - 174,340 JUSTICE SERVICES 1 , 167,917 $ 144,374 1 ,312,291 WORK RELEASE 795,978 $ 192,298 988,276 ADULT DIVERSION 84,213 $ - 84,213 WELD PLAZA BUILDING (604,098) $ - (604,098) BRIGHT FUTURES 179,542 $ - 179,542 ASSET & RESOURCE MANAGEMENT 5,030,000 $ - 5,030,000 TOTAL $ 11 ,930,569 $ 1 ,910,695 $ 13,841 ,264 PUBLIC WORKS $ 19,000,000 $ 3,232,885 $ 22,232,885 ENGINEERING 8,315,347 $ 332,248 8,647,595 TOTAL $ 27, 315,347 $ 375657133 $ 30,880,480 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 10,000,000 $ - 10,000,000 TOTAL $ 10,000,000 $ - $ 10,000,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 887,004 $ (887,004) $ - BUILDING & GROUNDS 6,889, 189 (6,889, 189) 0 FINANCE & ADMINISTRATION 523, 167 (523, 167) 0 ACCOUNTING 998,813 (998,813) 0 PURCHASING 319,191 (319, 191 ) 0 HUMAN RESOURCES 1 ,519,228 ( 1 , 519,228) 0 TELECOM SERVICES 0 0 0 INSURANCE 2,750,000 (2, 750,000) 0 NON-DEPARTMENTAL 709,087 (709,087) 0 BUILDING RENTS 0 0 0 INFORMATION TECHNOLOGY 8, 385,260 (8, 385,260) 0 PRINTING & SUPPLY 146,942 ( 146,942) 0 TOTAL $ 23, 127,881 $ (23, 127,881 ) $ - 118 SEVEN YEAR TREND Beginning Fund Balance C C Cs w M 160,000,000 Rt r co Q N: lii, (Cis c co 140,000,000e4 cq, ins e r si 0 r 0 et 0 19 40" - (-1 MP I 0 W Csi Oa 120,000,000 473 0 r Cr 0 ran �'. • - riyl dem100,000,000 ,'1y1� , co I !+ r `' t 80,000,000 .. 1 - r -1 _ I N f_ 60,000,000 40,000,000 ,— �� ,r_1 1 i 20,000,000 .., , .) ...„ „ AV ) 1 i I I I I 2013 2014 2015 2016 2017 2018 2019 SEVEN YEAR TREND County Expenditures o Gen Gov$120 7D Public Safety o Roads & Bridges O Health/Human Srv/Soc Sry Z7 $100 --"" r O 4/7 za",./.0 I ZVI 80 CO CO 7,, w O $60 -i7 ictszy n' r J Z7 g 4ZAz sZ Zz I I r- ;7) co — LO •--I DS OC; C\i Z r—. CO co $40 -71 O Lei (In %7t L 0 7 <C38 CC `� P. 4 Nif` Z-- [ r6 4 in La co 1 - Jr on C co $20 / r QD a co O Cco SC �t co co � Ce J .i f coOci a N._ 4 Co CO '$0 -47 7 7 A fa V' 7/ - 2013 2014 2015 2016 2017 2018 2019 120 WELD COUNTY HOME RULE GOVERNMENT County Citizens it___ . A bBoard of Co County Sheriff : s or n1 n rs corrections, Law Enforcement, ;i Ii 'i i _i 1 i � '. �. _-!.-�L J!ti � L omAnimal Control, Forensic Lab, Task Forcer Code Enforcement ;Recording, Motor Vehicle, Elections at a_ c _ a a lir County Department of Department of Department of Department of 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 7 I!I 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 Contract Administration Health Communication, I International Building Code Buildings and Assistance Payments Grant Administration Education and Planning Planning Commission Grounds Child/Adult Protection Finance Division Board of Public Health --------- Utility Board - - Veterans Services li Employment Services Human Resources Printing and Supply - - County Extension Coroner Office Purchasing Office of EmergencyRisk Management Fair Board Management Special Projects Justice Services Treasurer's Office Fleet Services Communications - - Clerk to the Board Wireless L - - Communications e. R. Information Services Red = Elected GIS and Mapping Positions Telecom Services Public Safety IT Housing Authority 121 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE ) 2419 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2018 2019 2019 CHANGE 2017 GENERAL FUND : Office of the Board 6 .000 6 .000 6. 000 6 .000 Public Information 2 . 000 4 .000 4. 000 4 .000 County Attorney 5 . 000 i 5 .000 5. 000 5 .000 Clerk to the Board 6 .250 6 .250 7. 750 7 .750 1 . 500 Clerk and Recorder 53 .000 53 .000 55. 000 55 .000 +2. 000 Elections 5 .000 5 . 000 5. 000 5 .000 Treasurer 10 .000 10 .000 10. 000 10 .000 Assessor 35 .000 35 .000 37. 000 37 .000 +2. 000 County Council 1 .000 1 .000 1 . 000 1 .000 District Attorney 55 . 000 59 .000 59. 000 59 .000 Juvenile Diversion 1 . 500 1 .500 1 . 500 1 .500 Restorative Justice 0 .500 0 .500 0.250 0 .250 -0. 250 Victim Witness 12 .375 12 .375 12. 375 12 .375 Finance and Administration 1 . 000 1 .000 2. 000 2 .000 + 1 . 000 Accounting 6 .000 7 .000 7. 000 7 . 000 Purchasing 2 .500 3 .000 3. 000 3 .000 Human Resources 10 .000 10 .000 12. 000 12 .000 +2. 000 Planning and Zoning 16 .000 17 .000 19. 000 19 .000 +2. 000 Buildings and Grounds 25 .000 29 .500 30. 500 30 .500 + 1 . 000 Information Services 46 .000 49 .000 49. 000 49 .000 Printing and Supply 4 .000 4 .000 4. 000 4 .000 SO Admin Patrol 16 .000 16 .000 15. 000 15. 000 - 1 . 000 SO Admin Detention 29 .000 29 .000 29. 000 29 .000 SO Prof. Standards 6. 000 6 . 000 7. 000 7 . 000 + 1 . 000 SO Civil Unit 6 .000 6 .000 6. 000 6 .000 SO Support Services 7 .000 7 .000 6. 000 6 .000 - 1 . 000 Sheriff Patrol 52 .000 60 .000 60. 000 60. 000 Sheriff Investigations 17 .000 17 .000 19. 000 19 . 000 +2. 000 Municipal Contract 8 .000 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 4. 000 4 .000 Victim Advocates 3 . 000 3 . 000 3.250 3 .250 +0.250 Drug Task Force 2. 000 2. 000 2. 000 2 .000 Inmate Services 14. 000 16. 000 20 . 000 20. 000 +4 . 000 Security 163 .000 194 .000 202. 000 202 .000 + 8. 000 122 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 2018 2019 2019 CHANGE 2017 Courts and Transport 24 .000 24 .000 29. 000 29 .000 + 5. 000 Communications 62 .000 71 .000 78. 000 78 .000 + 7. 000 PS Wireless Communications _ 0. 000 1 . 000 _ 1 . 000 _ 1 . 000 Criminal Justice Info . Sys . 8 .000 9 . 000 9. 000 9 . 000 Coroner 7 .000 9 .000 10. 000 10. 000 + 1 . 000 Justice Services 9 .500 11 .500 13. 500 13 .500 +2. 000 Work Release 16 .000 17 .000 19. 000 19 .000 +2. 000 Adult Diversion 1 .000 1 . 000 1 .250 1 .250 + 0. 250 Community► Corrections 1 . 000 1 .000 1 . 000 1 .000 Building Inspection 12 .000 12 .000 13. 000 13 .000 + 1 . 000 Noxious Weeds 2 .000 2 .000 2. 000 2 .000 Office of Emergency Mgt. 3 .000 3 .000 4. 000 4 . 000 + 1 . 000 General Engineering 28 .000 28 .000 35. 000 35 .000 + 7. 000 Missile Site 1 . 000 1 .000 1 . 000 1 .000 Bright Futures 2 .000 2 .000 2. 000 2 .000 Extension Service 11 . 000 11 .750 14. 375 14 .375 +2. 625 Fair 1 .250 1 .250 1 .250 1 .250 Veteran's Office 2 . 000 3 .000 3. 000 3 .000 0 TOTAL GENERAL FUND 823 . 875 894 . 625 946 . 000 946 . 000 51 . 375 PUBLIC WORKS : Maintenance Support 10 .000 10 .000 10. 000 10 .000 Administration 8 .000 9. 000 9 . 000 9. 000 Motor Graders 47 . 000 47 . 000 51 . 000 51 . 000 +4. 000 Trucking 33 .000 33 .000 33. 000 33 .000 Bridge Construction 30 .000 30 .000 30. 000 30 .000 Pavement Management 17 .000 17 .000 21 . 000 21 .000 +4. 000 Mining 7 .000 7. 000 7 .000 7. 000 TOTAL PUBLIC WORKS 152 . 000 153 . 000 161 . 000 161 . 000 +8. 000 HEALTH FUND : Administration 10 . 000 10 . 000 11 . 750 11 .750 + 1 . 750 Health Communication 13 .750 16 .625 17. 625 17 .625 + 1 . 000 Environmental Services 25 .750 26 .250 29. 000 29 . 00 +2. 750 Health Preparedness 2 . 500 2. 000 2 .000 2. 000 Public Health Services 41 . 350 42 .200 40 .70 40. 70 - 1 . 500 TOTAL HEALTH FUND 93 . 350 97 . 075 101 . 075 101 . 075 +4 . 000 123 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 2018 2019 2019 CHANGE 2017 SOCIAL SERVICES 352 . 000 358 . 000 364 . 000 364 . 000 +6 . 000 HUMAN SERVICES 83 . 000 85 . 000 87 . 000 87 . 000 +2 . 000 FLEET SERVICES 0 . 000 17 . 000 18 . 000 18 . 000 + 1 . 000 PHONE SERVICES 3 . 000 3 . 000 3 . 000 3 . 000 GRAND TOTAL 1 ,507 .225 1 ,607 . 700 1 , 680 .075 1 ,680 . 075 +72 .375 124 GENERAL FUND Revenue Changes $ 120,000,000 - $ 100,000,000 -- $80,000,000 - O2018 c2019 $60,000,000 - $40,000,000 $20,000,000ilkoN e <cc - i --,_, li l n aire A1/4) Re net' e° # APA 'SIP cp Ase "et 4O flp ege # Nkezt \ t, eN el ea' ko to c4 / ci) c e e e ose. 2019 Revenue Total $ 151 , 3631409 ( 2018 $ Other Taxes $170,000 / 0% Fee Acco u nts $13,256,000 Sao Intergovernmental Property Tax $5,341 ,161 $97,6301811 4% 64% .^ Licenses/Permits $3,3811000 2% ..� Charges for Services $7, 189,868 5% Fines/Forfeitures Fund Balance Miscellaneous $375,000 $14,000,000 $10,019,569 0% 9% 7% 125 GENERAL FUND EXPENDITURE CHANGES $80,000,000 - $70,000,000 $6070007000 • 2018 $50,0007000 O2019 $40,000,000 $30,000,000 41 $20,000,000 I $ 10,0007000 a $0 Public Safety General Gov. Health & Human Serv. Misc . Auxilary Culture/Rec. Public Works Welfare 2019 Expenditures Total $ 135 , 400 , 146 ( Health & Welfare $5,682,633 4% a Human Serv . $284,813 General Gov. 0% $43,084,015 32% Misc . $7,455,542 6% i Auxilary _- _ $971 ,477 1 % _ �-_ _ Culture/Rec. $5517329 0% Public Safety Public Works $697054,990 $873157347 51 % 6% 126 SEVEN YEAR TREND General Government $50 $45 $40 $35 $30 co $25 $20 $ 15 $ 10 $5 2013 2014 2015 2016 2017 2018 2019 127 SEVEN YEAR TREND Public Safety $80 $70 $60 $50 cn :3 $40 $30 $20$ 10 2013 2014 2015 2016 2017 2018 2019 128 SEVEN YEA ' TREND Health & Welfare $70 $60 $50 $40 - z O J J $30 $20 $ 10 2013 2014 2015 2016 2017 2018 2019 129 GENERAL FUND SUMMARY The General Fund is funded at the level of $ 135 ,400 , 146 up $3 , 855 ,413 . The two major increases are in general government, and salary increases . Without including adjustments for cost of living , and salary step increases, the budget for general government functions is up $2 , 545 , 147. Motor Vehicle is up $ 156 , 100 with the addition of two positions. The Assessor is up $ 186 , 377 due to 2019 being a reappraisal year and the addition of two new appraisers . Building and Grounds is up $205 , 097 for an additional carpenter position and inflationary building maintenance costs . Finance is up $ 138 ,861 to add a Budget Manger as part of the succession planning in the department. With the growth in the county workforce and the tight labor market for recruitment and retention Human Resources in up $153 ,052 . Planning is up $ 337 , 712 for two mid-year positions, and the additional chargeback from Engineering of $ 191 , 987 . The Election budget is down $ 523 , 064 since there will only be a consolidated general election in 2019 . Information Technology ( IT) is up $619 , 334 primarily due to increases in software maintenance ($260 , 116 ), and computer equipment ( $290 , 500 ). Charge backs in the contra account are down $ 100, 000 due to recent usage trends by grant funded departments. IT capital is funded in accordance with the Five-Year Capital Improvement Plan with $350 , 000 for computer equipment. $500 , 000 is included for new technology and innovation projects , which is the same level as the last five years . Public Safety functions are up $ 168 , 958. However, if you adjust for the one-time expense for communications equipment in 2018 of $3 , 738 , 985 Public Safety is up $ 3 , 907 ,843. The overall net Sheriffs Office recommended budget is up in net county costs by $2 , 011 , 324 or 4 . 62% . The Sheriffs Office has requested a total increase of 16 .25 positions in 2019 . Other positions within the Sheriffs Office are requested to be reclassified or moved to improve productivity instead of eliminating positions . The purpose of the increase is to meet staffing shortages based on the completed staffing studies of Patrol and Detentions as well as implement two new programs for the agency . One program is the Body Worn Camera ( BWC ) program , and the other is the Southwest Substation Booking Intake . As a result, Sheriff personnel costs are up $ 1 , 5997 , 731 . In addition to the recommended 3% cost of living for all county positions there is an additional 2% increase for a total of 5% at a cost of $601 , 260 for all Sheriff deputy and correctional officer career positions to remain competitive with other law enforcement agencies in the area . The strategy would be to do 5% salary increases in 2019 , 2021 , 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 . Supplies for the Sheriff are up $ 155 , 478 with $ 120 , 000 being for MDT computer replacements . Purchased Services are up $464 , 153 for inmate medical care ($228 , 333) , records contract with the City of Greeley ($92 , 832 ) , Body Worn Camera program ( $85 , 000) and $58 , 000 for miscellaneous items. Capital is funded at $241 , 567 with the largest expense being a body scanner for North Jail . Fixed costs are down $ 176 , 196 for retention incentive payments. Revenues in the Sheriffs Office are up $273,400 primarily from grants. Coroner's budget is up $ 143 , 606 primarily for the addition of one Deputy Coroner positions mid- year to deal with the office's workload , and autopsy costs. Communications is up $475 , 701 with the addition of four dispatchers and three call takers due to E-911 call volume . However, the need for the positions is being reviewed and may not be recommended in the final budget. The E911 Authority requested an increase in the E911 surcharge from 70 cents to $ 1 . 20 per phone per month to fund future capital needs. The State PUC approved the increase effective January 1 , 2019 . This will be in the E911 Authority budget but relieve the General Fund of these costs going forward . Office of Emergency Management is up $ 185 , 659 for an addition EM Coordinator position , and funds for a contractor to update the HazMat mitigation plan . Justice Services is requesting two positions for the pretrial program and two for the work release program due to growing caseloads to hold down the jail inmate population . Both programs are more cost effective compared to jail incarceration . Other Public Safety budgets are stable with little or no increases. 130 Engineering is down $750 , 560 because the engineering and design fees have decreased for the Weld County Road WCR 49► south corridor and WCR 49/47 north corridor in the 2019 budget. General Fund 's subsidy to the Public Health Department is up $352 , 192 due to anticipated salary step and cost-of-living increases. The County Fair is down $ 137, 850 with the elimination of $ 127, 850 for a one-time expense for livestock panels, and $ 10 , 000 in one-time costs to celebrate the 100th Anniversary of the Weld County Fair in 2018 . An increase of $ 1 , 105 , 194 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2019 . Health insurance rates will decrease 15% for employees and the employer in 2019 . This will mean health insurance rate decreased 11 . 8% in the last five years. The available resources to the General Fund are $151 ,353 ,409 compared to $ 140,485 ,352 in 2018, up $4 ,877 , 057 . Property taxes are budgeted at $97 ,530, 811 up $4 , 529 , 760 . Revenue from interest earnings are up $ 1 ,500 , 000 at $3 ,500, 000 for 2019 , as interest rates are projected to increase in the next year . Intergovernmental revenues are up slightly by $245 ,331 . Charges for Services are up $ 313 , 357 primarily from charges related to communications and Sheriffs Office revenues . Fines from traffic enforcement are up $40 , 000 . Indirect cost recovery is down $25292 , 759 due to Social Services' allocation . Clerk and Recorder fees are up $400 , 000 . All other revenues are relatively stable with little change . The beginning fund balance is anticipated to be $ 14 ,000 , 000 for 2019 . An estimated ending fund balance of $ 15 ,903, 253 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 2019 and future years . 131 GENERAL FUND SUMMARY OF REVENUES 2019 2018 2019 2019 2019 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 93, 101 ,051 97,630,811 97,630,811 0 1000 90100 4116 PROPERTY TAX ADJUSTMENT (56,781 ) 0 0 0 1000 90100 4117 PERSONAL PROPERTY TAX INCENTIV 56,781 0 0 0 1000 90100 4150 TOBACCO PRODUCTS 230,000 170,000 170,000 0 TOTAL TAXES 93,331 ,051 97,800,811 97,800,811 0 LICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 7,000 6,000 6,000 0 1000 17100 4221 PERMITS 615,000 725,000 725,000 0 1000 25100 4222 BUILDING 1 ,300,000 1 ,300,000 1 ,300,000 0 1000 25100 4224 ELECTRICAL 850,000 850,000 850,000 0 1000 25100 4226 PLAN CHECK 500,000 500,000 500,000 0 TOTAL LICENSES AND PERMITS 3,272,000 3,381 ,000 3,381 ,000 0 INTERGOVERNMENTAL 1000 26200 4311 FEMA REIMBURSEMENT 60,000 60,000 60,000 0 1000 21110 4320 FEDERAL GRANTS 0 110,000 110,000 0 1000 21300 4320 FEDERAL GRANTS 0 91 ,946 91 ,946 0 1000 15100 4336 REIMBURSEMENTS 124,024 124,960 124,960 0 1000 21200 4336 REIMBURSEMENTS 54,000 54,000 54,000 0 1000 24410 4336 REIMBURSEMENTS 15,000 24,000 24,000 0 1000 15200 4340 GRANTS 91 ,359 95, 359 95,359 0 1000 15250 4340 GRANTS 1427742 119,904 119,904 0 1000 15300 4340 GRANTS 142,298 151 ,634 151 ,634 0 1120 15300 4340 GRANTS 95,293 104,822 104,822 0 1130 15300 4340 GRANTS 136, 182 136, 182 136, 182 0 1000 21300 4340 GRANTS 133,650 71 ,638 71 ,638 0 1000 24200 4340 GRANTS 118,882 119,670 119,670 0 116017 24220 4340 GRANTS 2,823,587 0 0 0 116018 24220 4340 GRANTS 0 2,900,802 2,900,802 0 1000 24410 4340 GRANTS 0 75,000 75,000 0 1000 26200 4340 GRANTS 55,000 55,000 55,000 0 1000 96400 4340 GRANTS 24,232 29,400 29,400 0 1000 90100 4352 THORNTON 65,052 65,053 65,053 0 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHOI I 314,213 314,213 314,213 0 1000 21300 4354 CITIES AND TOWNS 31 ,500 40, 500 40,500 0 1000 24415 4354 CITIES AND TOWNS 380,000 420,000 420,000 0 1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 96,305 10, 500 10,500 0 1000 90100 4357 SOUTH FIRESTONE URA 73,933 48,000 48,000 0 1000 90100 4358 FORT LUPTON URA 14, 181 14, 181 14, 181 0 1000 90100 4359 MEAD URA (MURA) 104,397 104, 397 104,397 0 TOTAL INTERGOVERNMENTAL 5,095,830 5,341 , 161 5,341 ,161 0 CHARGE FOR SERVICES 1000 10400 4410 CHARGE FOR SERVICES 7,787 8,297 8,297 0 1000 11200 4410 CHARGE FOR SERVICES 400,000 350,000 350,000 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 261 , 100 260,000 260,000 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 55,000 34,000 34,000 0 1000 21210 4410 CHARGE FOR SERVICES 490,325 200,800 200,800 0 1000 22100 4410 CHARGE FOR SERVICES 3,282,409 3,660,906 3,660,906 0 1000 22400 4410 CHARGE FOR SERVICES 502,040 462,480 462,480 0 1000 22500 4410 CHARGE FOR SERVICES 0 288, 335 288,335 0 1000 24100 4410 CHARGE FOR SERVICES 30,000 35,000 35,000 0 1000 24125 4410 CHARGE FOR SERVICES 964,350 964, 350 964,350 0 1000 24150 4410 CHARGE FOR SERVICES 14,000 16,000 16,000 0 1000 24410 4410 CHARGE FOR SERVICES 300,000 350,000 350,000 0 1000 24420 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 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 16,000 187700 18,700 0 1000 13100 4430 SALE OF SUPPLIES 500 500 500 0 1000 17600 4430 SALE OF SUPPLIES 24,000 22,000 22,000 0 1000 24100 4430 SALE OF SUPPLIES 9,000 4,000 4,000 0 TOTAL CHARGE FOR SERVICES 6,871 ,011 7,189,868 7, 189,868 0 132 GENERAL FUND SUMMARY OF REVENUES 2019 2018 2019 2019 2019 Fund Org Acct Account Title Budget Request Recommend Final FINES 1000 21200 4510 FINES 300,000 340,000 340,000 0 1000 90100 4510 FINES 33,000 35,000 35,000 0 TOTAL FINES 333,000 375,000 375,000 0 MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 2,000,000 3,500,000 3, 500,000 0 1000 17250 4624 RENTS FROM BUILDINGS 1 ,279, 148 1 ,279, 148 1 ,279, 148 0 1000 22100 4624 RENTS FROM BUILDINGS 65,911 65,946 65,946 0 1000 90100 4624 RENTS FROM BUILDINGS 557,684 555,288 555,288 0 1000 90100 4650 OVERHEAD 6,805,378 4,512,619 4, 512,619 0 1000 21260 4670 REFUND OF EXPENDITURE 52,636 52,636 52,636 0 1000 22100 4670 REFUND OF EXPENDITURE 25,932 25,932 25,932 0 1000 22200 4670 REFUND OF EXPENDITURE 1 ,934,471 0 0 0 1000 24410 4670 REFUND OF EXPENDITURE 2,000 3,000 3,000 0 1000 24420 4670 REFUND OF EXPENDITURE 25,000 25,000 25,000 0 1000 23200 4680 OTHER 500 0 0 0 TOTAL MISCELLANEOUS 12,748,660 10,019,569 10,019,569 0 FEES, CABLE FRANCHISE 1000 12100 4720 ADVERTISING FEES 19,800 16,000 16,000 0 1000 11100 4730 OTHER FEES 7,700,000 8, 100,000 8, 100,000 0 1000 12100 4730 OTHER FEES 4,800,000 4,800,000 4,800,000 0 1000 13100 4730 OTHER FEES 50,000 50,000 50,000 0 1000 21110 4730 OTHER FEES 190,000 210,000 210,000 0 1000 90100 4740 FEES, CABLE FRANCHISE 75,000 80,000 80,000 0 TOTAL FEES 12,834,800 13,256,000 13,256,000 0 TOTAL GENERAL FUND 134,486,352 137,363,409 137,363,409 0 133 GENERAL FUND SUMMARY OF EXPENDITURES 2019 2018 2019 2019 2019 Fund Or g Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1 000 10100 OFFICE OF THE BOARD 924, 190 924, 190 924, 190 0 1000 10150 PUBLIC INFORMATION 290,625 290,625 290,625 0 1000 10200 COUNTY ATTORNEY 887,004 887,004 887,004 0 1000 10400 CLERK TO THE BOARD 457 ,688 538, 354 538, 354 0 1000 11100 COUNTY CLERK 951 ,923 936,413 936,413 0 1000 11200 ELECTIONS AND REGISTRATION 1 ,700,029 1 , 176,965 1 , 176,965 0 1000 11300 MOTOR VEHICLE 2,936,291 3,092, 391 3,092, 391 0 1000 12100 TREASURER'S OFFICE 1 ,093,994 1 , 113,994 1 , 113,994 0 1000 13100 ASSESSOR 3,423,083 3,609,460 3,609,460 0 1000 14100 COUNTY COUNCIL 51 ,223 51 ,223 51 ,223 0 1000 15100 DISTRICT ATTORNEY 6,337,559 6, 373, 150 6, 373, 150 0 1000 15200 JUVENILE DIVERSION 113,556 131 , 145 131 , 145 0 1000 15250 RESTORATIVE JUSTICE 142,742 119,904 119,904 0 1000 15300 VICTIM WITNESS 682, 102 672, 111 672, 111 0 1120 15300 VICTIM WITNESS 95,293 104,822 104,822 0 1130 15300 VICTIM WITNESS 136, 182 136, 182 136, 182 0 1000 16100 FINANCE 384,306 523, 167 523, 167 0 1000 16200 ACCOUNTING 991 , 113 998,813 998,813 0 1000 16300 PURCHASING 319, 191 319, 191 319, 191 0 1000 16400 PERSONNEL 1 ,366, 176 1 , 519,228 1 , 519,228 0 1000 17100 PLANNING OFFICE 2, 102,457 2,440, 169 2,440, 169 0 1000 17200 BUILDINGS AND GROUNDS 6,684,092 6,889, 189 6,889, 189 0 1000 17250 WELD PLAZA 675,050 675,050 675,050 0 1000 17300 INFORMATION SERVICES 7,765,926 8, 385,260 8, 385,260 0 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 225,895 247,073 247,073 0 1000 17375 INOVATION AND TECHNOLOGY PROJECTS 500,000 500,000 500,000 0 1000 17600 PRINTING AND SUPPLY 425,222 428,942 428,942 0 TOTAL GENERAL GOVERNMENT 41 ,662,912 43,084,015 43,084,015 0 PUBLIC SAFETY 1000 21100 ADMINISTRATION PATROL 1 ,563,361 1 ,661 ,801 1 ,661 ,801 0 1000 21110 BOOKING UNIT 2, 182, 170 2, 388,919 2, 388,919 0 1000 21120 PROFESSIONAL STD 913,394 1 , 117, 755 1 , 117, 755 0 1000 21130 CIVIL 444,258 449,206 449,206 0 1000 21140 SUPPORT SERVICES 1 , 163,094 1 ,014,050 1 ,014,050 0 1000 21200 PATROL 8,341 ,259 8,629, 561 8,629, 561 0 1000 21205 INVESTIGATIONS 1 ,962,566 2, 120,613 2, 120,613 0 1000 21210 CONTRACT SERVICES 490,325 282, 308 282, 308 0 1000 21230 ORDINANCE ENFORCEMENT 231 ,487 256,241 256,241 0 1000 21260 REGIONAL LAB 688,459 682, 319 682 , 319 0 1000 21300 VICTIM ADVOCATES 226,081 291 ,031 291 ,031 0 1000 21410 DRUG TASK FORCE 296,006 296,006 296,006 0 1000 22100 COMMUNICATIONS SERVICE 8,229,779 8, 705,480 8, 705,480 0 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 3,738,985 0 0 0 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1 ,348,080 1 ,431 ,485 1 ,431 ,485 0 1000 22400 PUBLIC SAFETY WIRELESS COMMUNICATIONS 0 288, 335 288, 335 0 1000 23200 COUNTY CORONER 1 ,243,771 1 , 354,628 1 , 354,628 0 1000 24100 JUSTICE SERVICES 1 ,063,311 1 ,206,917 1 ,206, 917 0 1000 24125 WORK RELEASE 1 ,605,677 1 , 760, 328 1 , 760, 328 0 1000 24150 ADULT DIVERSION 76,612 100,213 100,213 0 1000 24200 COMMUNITY CORRECTIONS-ADM IN 118,882 119,670 119,670 0 116017 24220 COMMUNITY CORRECTIONS-SERVICES 2 ,823,587 2,900,802 2 , 900,802 0 1000 24410 INMATE SERVICES 6,218,513 6,821 ,231 6,821 ,231 0 1000 24415 SECURITY 18,079, 778 18, 708,647 18,708,647 0 1000 24420 COURTS AND TRANSPORTATION 2,998,504 3, 364, 302 3, 364, 302 0 1000 25100 BUILDING INSPECTION 1 ,412,558 1 ,489,848 1 ,489,848 0 1000 26100 WEED AND PEST 964,925 967,025 967,025 0 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 460,610 646,269 646,269 0 TOTAL PUBLIC SAFETY 68,886,032 69,054,990 69,054,990 0 134 GENERAL FUND SUMMARY OF EXPENDITURES 2019 2018 2019 2019 2019 Fund Orq Expenditure Function Budget Request Recommend Final PUBLIC WORKS 1000 31100 ENGINEERING 9,065,907 8,315,347 8, 315, 347 0 CULTURE AND RECURTATION 1000 50100 MISSILE PARK 74,682 74,682 74,682 0 1000 50200 PARKS AND TRAILS 129 ,000 129,000 129,000 0 TOTAL CULTURE AND RECURATION 203,682 203, 682 203, 682 0 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 28, 500 28,500 28, 500 0 1000 56120 WASTE WATER 10,000 10,000 10,000 0 1000 56130 DEVELOPMENTALLY DISABLED 38,225 38,225 38,225 0 1000 56140 MENTAL HEALTH 228,225 241 ,000 241 ,000 0 1000 56160 COUNTY CONTRIBUTIONS 5, 101 ,792 5,453,984 5,453,984 0 TOTAL HEALTH AND WELFARE 5,406,742 5, 771 , 709 5, 771 , 709 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 165,000 165,000 165,000 0 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 639, 127 709,087 709, 087 0 1000 90150 COMMUNITY AGENCIES GRANTS 40, 737 149, 383 40, 737 0 1000 90160 BRIGHTER WELD 179 ,542 179, 542 179, 542 0 1000 96100 EXTENSION 387, 163 533,946 533,946 0 1000 96200 FAIR 311 , 157 173, 307 173, 307 0 1000 96400 VETERANS 236,302 257,989 257,989 0 1000 96500 ISLAND GROVE BUILDINGS 174,340 174, 340 174, 340 0 1000 96600 ASSET AND RESOURCE MANAGEMENT 4, 186,090 5,030,001 5,030,001 0 1000 99999 SALARY CONTINGENCY 0 1 , 706,454 1 , 706,454 0 TOTAL MISCELLANEOUS 6,154,458 8,914,049 8,805,403 0 TOTAL GENERAL FUND 131 , 544, 733 135, 508, 792 135,400 ,146 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 $ 810 ,416 $ 805, 445 $ 805 , 445 $ 805 , 445 Supplies 1 , 208 1 , 900 1 , 900 1 , 900 Purchased Services 100 , 367 116 , 845 116 , 845 116 , 845 Fixed Charges 0 0 p 0 Capital Gross County Cost $ 911 , 991 $ 924 , 190 $ 924 , 190 $ 924 , 190 Revenue 0 0 0 0 Net County Cost $ 911 , 991 $ 924 , 190 $ 924 , 190 $ 924 , 190 Budgeted Positions 6 . 00 6 . 00 6 . 00 6 . 00 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 136 OFFICE OE THE BOARD ( CONTINUED ) 1000 - 10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 197 0 . 190 0 . 184 Per capita cost (county support) $2 . 99 $2 . 93 $2 . 83 Goal ESI : Enable County departments and its service partners to deliver quality customer service. PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED OUTCOMES PERFORMANCE INDICATOR(S) ES 14 : 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 $ 176 , 716 $ 242, 525 $ 242 , 525 $ 242 , 525 Supplies 1 , 321 9 , 500 10 , 500 10, 500 Purchased Services 26 , 002 38 , 600 37 , 600 37, 600 Fixed Charges 0 0 p 0 Capital 0 0 0 p Gross County Cost $ 204 , 039 $ 290 , 625 $ 290 , 625 $ 290 , 625 Revenue 0 0 0 0 Net County Cost $ 204 , 039 $ 290 , 625 $ 290 , 625 $ 290 , 625 Lp_udgeted Positions 2 . 0 4 . 00 4 . 00 4 . 00 SUMMARY OF CHANGES : No change in the overall budget, but line-items have been realigned to match expenditure patterns. In Other Purchased Services the budget includes $ 16 , 000 for the tourism publication , and $ 10 , 500 for miscellaneous items, like Facebook boosts, and any special project, like videos, the Board identifies in 2019 . There is also $ 10 , 000 for GovDeliver in computer software . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 138 PUBLIC INFORMATION ( CONTINUED ) 1000 - 10150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 066 1 .267 1 . 223 Per capita cost (county support) $0 . 67 $0 . 93 $0 . 89 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 $ 755 , 938 $ 767 , 097 $ 767 , 097 $ 767 , 097 Supplies 6 , 988 2 , 900 1 , 945 1 , 945 Purchased Services 396 , 969 117 , 007 117 , 962 117 , 962 Fixed Charges -8 , 804 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 151 , 091 $ 887 , 004 $ 887 , 004 $ 887 , 004 Revenue 0 0 0 0 Net County Cost $ 1 , 151 , 091 $ 887 , 004 $ 887 , 004 $ 887 , 004 Budgeted Positions SUMMARY OF CHANGES : No change in the total budget. Line-items were realigned to reflect historical expenditure patterns . 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 495 500 500 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 . 164 0 . 159 0 . 153 Per capita cost (county support) $3 . 78 $2 . 81 $2 . 72 Number of agenda requests/D &N/mental cases per FTE 174 175 175 Goal E Ensure the County Attn o ey staff is a eeting 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 N 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 . Salaries and operating costs are funded by public trustee fees outside of County budget. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 204 0 0 0 Purchased Services 2 , 091 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Cross County Cost $ 2 ,295 $ 0 $ 0 $ 0 Revenue 183 ,214 0 0 0 Net County Cost $ - 180 , 919 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a nla nla SUMMARY OF CHANGES : Per Section 37-37- 104( 3 ), C . R. S . , all expenses of the office are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one year's operating costs are accumulated . It is not anticipated that any excess revenue will be transferred to the General Fund in 2019 . The amount has been less the last three years based upon an anticipated drop in foreclosure and refinancing activity. In 2012 , HB 12- 1329 was approved and now requires the Public Trustee to prepare and submit an annual budget to the Board of County Commissioners for review. It also subjects the Public Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state and/or the county procurement process. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The Weld County Public Trustee's office has always submitted the office's budget to the county . HB 12- 1329 states that the budget shall be "reviewed " by the Board of County Commissioners , but does not state "approved " . HB 12- 1329 does not appear to change what has been the practice in Weld County for some time . BOARD ACTION : 142 PUBLIC TRUSTEE BUDGET 2019 INCOME Release income after Recording Fees $ 270 , 000 Foreclosure income from Statutory Fees 70 , 000 Interest Earned on Balances 1 , 600 Total Income $ 341 , 600 EXPENSES Personnel : Public Trustee Salary $ 72 , 500 Staff Salaries 110 , 000 Temporary Labor 0 FICA Contribution 14 , 000 SUTA Taxes 550 Workers Comp 600 Retirement Plans 13 , 000 Medical Insurance 36 , 000 Education/Training 1 , 50►0 Misc ./Other 0 Total Personnel $ 248 , 150 Operating Expenses : Accounting/Auditing/Legal Services $ 1 , 700 Audit CRS 38-37- 104 (7 ) 15 , 000 Building/Office Rental/Storage 30 , 000 Dues and Meetings 2 , 000 Equipment Maintenance/Rental 4 , 000 IT Support 8 , 100 Office Supplies 3 , 600 Postage 230 M isc/Other 80►0 Telephone/Utilities 3 , 800 Travel/Mileage 1 , 500 Bank Fees 3,500 Total Operating $ 74 , 230 Capital Outlay : Software $ 0 Computer Hardware 0 Office Furniture 0 Total Capital Outlay $ 0 Total Expenses $ 322 , 380 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 19 , 220 143 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 Commissi0ners , 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 $ 378 , 084 $ 409 , 906 $ 491 , 082 $ 491 , 082 Supplies 22 , 058 29 ,494 29 ,494 29, 494 Purchased Services 20 , 065 26 , 075 26 , 075 26, 075 Fixed Charges 0 - 7 , 787 - 8 ,297 - 8 ,297 Capital 0 0 0 0 Gross County Cost $ 420 , 207 $ 457 , 688 $ 538 , 354 $ 538 , 354 Revenue 19 , 249 7 , 787 8 ,297 8 , 297 Net County Cost $ 400 , 958 $ 449 , 901 $ 530 , 057 $ 530 , 057 Budgeted Positions 6 .25 6 .25 7 . 75 7 . 75 SUMMARY OF CHANGES : The net budget is up $80 , 156 . Personnel Services are up $81 , 176 for an additional Office Tech III ($57, 112 ), and increasing a part time Office Tech III from 20 hours per week to 40 hours per week. The increased staffing is necessary to handle the land use case workload from new development. The Board approved the increased staffing at a work session on May 30 , 2018 . Supplies and Purchased Services are unchanged with some line item adjustment to reflect expenditure patterns . Chargebacks are up $510 to the County Attorney and the same for Telecom Services. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOA BOARD ACTION : 144 CLERKTO 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 574 50 750 Efficiency Measures FTE 's per 10 , 000/capita 0 . 197 0 . 190 0 .223 Per capita cost (county support) $ 1 . 32 $ 1 . 43 $ 1 . 63 Cost per meeting/hearing $2 , 04 . 79 $2 , 249 . 51 $2 , 650 .29 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 - 1 : 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 ofpublic historical) electronically scanned and 99% 99% 99% records available upon request or accessible via Tyler Web ES3 -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 $ 748 ,440 $ 745 , 743 $ 745 , 743 $ 745 , 743 Supplies 76 , 296 121 , 933 104, 893 104 , 893 Purchased Services 57 , 784 82 , 747 84, 277 84 ,277 Fixed Charges 30 1 , 500 1 , 500 1 , 500 Capital 8 , 500 0 0 0 Gross County Cost $ 891 , 050 $ 951 , 923 $ 936 , 413 $ 936 ,413 Revenue 7 , 895 , 910 7 , 700 , 000 8 , 100 , 000 8 , 100 , 000 Net County Cost $ 7 , 004, 860 $ -6 , 748 , 077 $ -7 , 163 , 587 $ -7 , 163 , 587 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 : Supplies are down $ 17 , 040 with a reduction in office supplies of $ 10 , 000 , and $ 10 , 000 in computer attachments with an offsetting increase of $2 , 960 in software maintenance . Purchased Services are up $ 1 , 530 with an increase of $70 for memberships, and $ 1 ,460 for travel . Revenues are anticipated to be up $400 , 000 based upon growth in vehicle registrations . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 146 CLERK AND RECORDER ( CONTINUED ) 1000 - 11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded 92 , 650 95 , 162 101 , 030 N umber of copies produced 133 ,227 186 , 714 232 ,284 N umber of marriage licenses issued 1 , 792 1 , 800 2 , 080 Efficiency Measures FTE's per 10 , 000/capita — Recording 0 . 328 0 . 317 0 . 307 Per capita contribution $2 . 93 $3 . 02 $2 . 88 N umber of documents recorded per FTE 11 , 581 13 , 595 14 ,433 147 CLEFT AND RECORDER ( CONTINUED ) 1000 - 11100 Goal ESS : Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving are met. To be accountable and responsible to the public 's needs. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the recording office and all duties charged to the office. Ensure that the citizens receive professional, timely and quality service at all times. 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 430 , 789 $ 810 , 777 $ 549 , 667 $ 549 , 667 Supplies 219 , 515 605 , 840 389 , 500 389 , 500 Purchased Services 97 , 364 275 , 312 228 , 198 228 , 198 Fixed Charges 1 ,495 8 , 100 9 , 600 9 , 600 Capital 510 , 771 0 0 0 Gross County Cost $ 1 , 259, 934 $ 1 , 700 , 029 $ 1 , 176 , 965 $ 1 , 176 , 965 Revenue 134 , 334 400 , 000 350 , 000 350 , 000 Net County Cost $ 1 , 125 , 600 $ 1 , 300 , 029 $ 826 , 965 $ 826 , 965 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : Decrease in Elections is due to only one scheduled election in 2019 . The department is requesting proximity card access for Elections office in the Chase building . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 149 ELECTIONS ( 1000 - 11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 378 , 487 364 , 452 382 , 675 Revenue generated from elections $300 , 000 $400 , 000 $350 , 000 Efficiency Measures FTE 'S per 10 , 000/capita 0 . 164 0 . 159 0 . 153 Per capita cost (county support) $3 . 70 $4 . 12 $2 . 54 Transactions per FTE 75 , 697 72 , 890 76 , 535 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 , 604 ,459 $ 2 , 645 , 748 $ 2 , 767 , 835 $ 2 , 767 , 835 Supplies 18 , 501 29 , 834 39 ,450 39 ,450 Purchased Services 223 , 974 260 , 709 285 , 106 285 , 106 Fixed Charges 216 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 847, 150 $ 2 , 936 ,291 $ 3 , 092 , 391 $ 3 , 092 , 391 Revenue 0 0 0 0 Net County Cost $ 2 , 847 , 150 $ 2 , 936 , 291 $ 3 , 092 , 391 $ 3 , 092 , 391 41 Full-time 41 Full-time 43 Full-time 43 Full-time Budgeted Positions 2 Part-time 2 Pad-time 2 Part-time 2 Part-time SUMMARY OF CHANGES : Personnel Services have increased $ 122 , 087 for two additional Office Tech III positions due to the growth in activity . Supplies are up $9 , 616 due to increase in Office Supplies ( $3 , 600 ), Computer Software and Attachments ( $ 1 , 899 ) and Software Maintenance ($4 , 117 ). Purchased Services are up $24 , 397 with the increase in Postage of $23 , 771 due to continued growth in Weld County. There is an increase in Repair and Maintenance of $4 , 160 for secure shredding , with the implementation of a new Motor Vehicle system , the department is now responsible for the secured destruction of all Motor Vehicle documents that come across the counter. The department increased Training by $5 , 000 to send Motor Vehicle managers to continued Professional/Leadership Coaching . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . An analysis of workload similar to the one done last year appears to justify the increase in positions. BOARD ACTION : 151 MOTOR VEHICLE ( CONTINUED ) PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 700,435 73 0, 35 5 766 , 800 FORT LUPTON BRANCH OFFICE : Number of 181 201 220 marriage licenses issued DEL CA► MINO BRANCH OFFICE: Number of 217 260 280 marriage licenses issued Efficiency Measures FTE'S per 10, 000/capita — DMV 1 .41 1 .36 1 . 32 Per capita cost $9 .38 $9 .31 $9.49 Number of titles/registrations issued per FTE 16 ,677 16 , 985 17, 040 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 PERFORMANCE INDICATOR(S) ES7- 1 : Receive 100% accuracy with 99% 99% 99% documents for indexing and verification titling and registering Customer satisfaction 0 complaints 0 complaints 0 complaints ES7-2 : Educate Press releases 4 4 20 customers (public, dealers, banks, title Website updates 4 4 36 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 $ 754 , 593 $ 805 , 063 $ 805 , 063 $ 805 , 063 Supplies 123 , 467 115 , 383 115 , 883 115 , 883 Purchased Services 150 , 568 173 , 548 193 , 048 193 , 048 Fixed Charges 144 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 028, 772 $ 1 , 093 , 994 $ 1 , 113 , 994 $ 1 , 113 , 994 Revenue 4 , 494 , 094 4 , 819 , 800 4 , 816 , 000 4 , 816 , 000 Net County Cost $ -3 ,465 , 322 $ 3 , 725 , 806 $ -3 , 702 , 006 $ -3 , 702 , 006 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES : Staffing has been adjusted by converting one position into a seasonal position . Department was carrying an addition 0 . 75 FTE due to an employee on long term FMLA. Professional services are up $20 , 000 to purchase a self-service module in the Tyler software for tax sale investors . Supplies are up $500 for small items of equipment with an offsetting $500 reduction in repair and maintenance of equipment. No other changes . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 153 TREASURER ( CONTINUED ) 1000 - 12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $642 M $688 M $712 M Investments $255M $336M $336M Efficiency Measures FTE 's per 1O , OOO/capita 0 . 328 0 . 317 0 . 307 Per capita expenditure $3 . 38 $3 . 47 $3 .42 Goal ES8 : To provide County treasury and tax collection services in the most accurate, efficient and cost- effective manner possible. DESIRED DESIRED U T1'VIES DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES ES8 - 1 : Effective and cost-efficient Cost per tax bill $ 5 .42 $ 5 . 91 $ 5 .30 County tax collection Number of tax bills per FTE 18,400 20, 100 21 ,000 ES8 -2 : Investments that Return on investments 1 .04% 1 .60% 2 .50% are safe, liquid and 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 , 789 ,463 $ 3 , 036 ,446 $ 3 , 191 , 659 $ 3 , 191 , 659 Supplies 190 , 944 198 , 037 213 ,201 213 , 201 Purchased Services 170 , 671 188 , 600 204 , 600 204 , 600 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3 , 151 , 078 $ 3 , 423 , 083 $ 3 , 609 , 460 $ 3 , 609 , 460 Revenue 97 ,271 50 , 500 50 , 500 50, 500 Net County Cost $ 3 , 053 , 807 $ 3 , 372 , 583 $ 3 , 558 , 960 $ 3 , 558 , 960 Budgeted Positions 35 . 0 35 . 0 37 . 0 37 . 0 SUMMARY OF CHANGES : Personnel Services are up $ 155 , 213 for one residential appraiser and one commercial appraiser due to growth in the county, and increased complications for commercial properties . Supplies are up $ 15 , 164 due to increases in software maintenance . Purchased Services are up $ 16 , 000 . Membership costs are up $3 , 000 , postage for NOV's are up $7 , 500 , subscription for CoStar increased $3 , 000 , and training is up $5 , 000 . The Assessor has requested IT projects for a mobile field solution , a Realware enhancement for mass filing leasing accounts, and an online service for finding sales comparables. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the two additional positions due to growth and workload requirements . IT projects are also recommended to enhance the capabilities and efficiencies of the department. BOARD ACTION : 155 ASSESSOR ( CONTINUED ) 1000 - 13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of parcels ( including personal 221 , 000 223 , 000 181 , 000 property and SA) , Telephone Calls Answered 27 , 000 26 , 000 25 , 000 N umber of administrative updates to database 148 , 000 150 , 000 152 , 000 N umber of walk-ins requesting assistance 5 , 000 4 , 000 4 , 000 N umber of Property Inspections 9 , 000 10 , 000 11 , 000 N ales Verification 12 , 000 12 , 500 12 , 500 Efficiency Measures FTE' s per 10 , 000/capita 1 . 15 1 . 12 1 . 14 Per capita cost (county support) $ 10 . 03 $ 10 . 70 $ 10 . 92 Cost per parcel $ 13 . 82 $ 15 . 12 $ 19 . 66 Parcels Per FTE 6 ,225 6 ,281 4 , 891 Effectiveness Measures (desired results ) Deed Processing Time (days ) 5 5 5 Requests for Information per FTE 901 845 783 Percent of Properties Site Reviewed 5% 5% 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 REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER : County Council - - 1000- 14100 DEPARTMENT DESCRIPTION : Weld County's Home Rule Charter provides for a five-member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16 , 787 $ 21 , 023 $ 21 , 023 $ 21 , 023 Supplies 105 300 300 300 Purchased Services 49 , 863 29 , 900 29 , 900 29 , 900 Fixed Charges 64 0 0 0 Capital 0 0 0 0 Gross County Cost $ 66 , 819 $ 51 , 223 $ 51 ,223 $ 51 ,223 Revenue 0 0 0 0 Net County Cost $ 66 , 819 $ 51 , 223 $ 51 ,223 $ 51 ,223 Budgeted Positions I PT 1 PT I PT I PT SUMMARY OF CHANGES : No change . The County Council at their July 16 , 2018 meeting requested $7 , 000 for a whistleblower software system . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the $51 ,223 . The three options for the Board are a policy issue : • Add an additional $7 , 000 to the County Council 's 2019 budget for a whistleblower software system . • In Professional Services there is $25 , 000 for audits, so the $7 , 000 could come from this account. • Do not approve the County Council 's request to acquire a whistleblower software system , since the Board has been working on implementing a system under the County Commissioners for all departments and offices. BOARD ACTION : 158 SEVEN YEAR TREND District Attorney 7 6 4 Z J J 3 2 1 _ 0 2013 2014 2015 2016 2017 2018 2019 159 SEVEN YEAR TREND District Attorney Local Cost 7 6 f 5 4 _ Z J J 3 2 2013 2014 2015 2016 2017 2018 2019 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 , 338 , 366 $ 6 . 046 , 541 $ 6 , 089 , 656 $ 6 , 089 , 656 Supplies 44 , 109 50 , 756 48 , 253 48 , 253 Purchased Services 203 ,403 240 ,262 235 , 241 235 ,241 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5 , 585, 878 $ 6 , 337 , 559 $ 6 , 373 , 150 $ 6 , 373 , 150 Revenue 169 , 997 184 , 024 184 , 960 184 , 960 Net County Cost $ 5 ,415 , 881 $ 6 , 153 ,535 $ 6 , 188 , 190 $ 6 , 188 , 190 Budgeted Positions 55 . 00 59 . 00 59 . 00 59 . 00 SUMMARY OF CHANGES : Personnel Services are up $43 , 115 due to the request to increase the paygrade of four chief deputy district attorney positions and the Assistant District Attorney. Supplies are down $2 , 503 due to software maintenance being reduced . Purchased Services are down $5 , 021 due to printing ($3 , 000 ), memberships ( $3 , 000 ), and repair and maintenance ($2 , 000) offset by increases in vehicle costs ($679 ), books ($500 ), and contract payment ( $ 1 , 800 ). Revenues are up $936 for the reimbursement of the District Attorney's salary and benefit costs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the pay adjustments for the four chief deputy district attorney positions by 5% , and the Assistant District Attorney by 10% based upon a salary survey among large counties . 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 $ 114 , 946 $ 111 , 456 $ 129 , 245 $ 129 , 245 Supplies 489 400 200 200 Purchased Services 5 , 530 1 , 700 1700 1700 Cross County Cost $ 120 , 865 $ 113 , 556 $ 131 , 145 $ 131 , 145 Revenue 110 , 157 95 , 359 99 , 359 99, 359 Net County Cost $ 10 , 808 $ 18 , 197 $ 31 , 786 $ 31 , 786 Budgeted Positions 1 . 5 1 . 5 1 . 5 1 . 5 SUMMARY OF CHANGES : Personnel Services are up $ 17 , 789 . Because of grant funding in the Juvenile Diversion and Restorative Justice budgets 2019 salary and benefit adjustments are also included in the Personnel Services amount. In order to accurately reflect the work that is occurring , $ 18 , 341 of the Diversion Directors salary will be funded through Adult Diversion Services budget unit 1000-24150 . Funding a portion of the Diversion Director salary through Adult Diversion Services allows the Director to be more responsive to the needs of the community and more accurately account for where time is spent on a program basis. A portion of the position formerly funded by Juvenile Restoration ($29 , 563 ) will also be funded in this budget unit to more accurately account for where time is spent on a program basis. Net change in FTE is zero among the three budget units, the only change is the allocation of salary and benefit costs. Revenues are up $4 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the new allocation of staff funding between the District Attorney diversion budget units . 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 $ 44 , 592 $ 52 ,401 $ 22 , 838 $ 22 , 838 Supplies 18 0 50 50 Purchased Services 148 , 821 90 , 341 97 , 016 97 , 016 Gross County Cost $ 193 ,431 $ 142 , 742 $ 119 , 904 $ 119 , 904 Revenue 174 , 375 142 , 742 119 , 904 119 , 904 Net County Cost $ 19 , 056 $ 0 $ 0 $ 0 Budgeted Positions . 5 . 5 . 25 . 25 SUMMARY OF CHANGES : In order to accurately reflect the work that is occurring the equivalent of 0 .25 FTE ($29 , 563 ) formerly funded in this budget unit will be funded through Juvenile Diversion Services . The change in funding will more accurately account for where time is spent on a program basis . Purchased Services is up $6 , 675 for contracted services provided by Youth and Family Connection . The program is 100% funded by state funding . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the new allocation of staff funding between the District Attorney diversion budget units . 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 DA Office . Crime Victim Compensation provides services to any crime victim who has filed a police report. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 967 , 211 $ 884 ,435 $ 884 , 435 $ 884 , 435 Supplies 372 700 550 550 Purchased Services 23 , 998 28 ,442 28 , 130 28 , 130 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 991 , 581 $ 913 , 577 $ 913 , 115 $ 913 , 115 Revenue 461 , 672 373 , 773 392 , 638 392 , 638 Net County Cost $ 529 , 909 $ 539 , 804 $ 520 ,477 $ 520 ,477 Budgeted Positions 11 . 0 12 . 375 12 . 375 12. 375 SUMMARY OF CHANGES : Net county costs are down $ 18 , 865 . Supplies are down $ 150 for office supplies. Purchased Services are down $312 primarily in postage ($362 ) , and phones ($2 , 525) with offsetting increases in printing ($200 ), memberships ($75 ) and travel ( $2 , 300 ). Revenue for the program comes from the following grants: VALE ($ 136 , 182 ); VOCA/VAWA ($ 104 , 822 ); Administrative funds from VALE ($95 , 754 ) , and COMP ($51 , 880 ). VALE Scholarships for COVA and COMP/VALE Conferences ($4 , 000 ). Total revenue is $392, 638 up $ 18 , 865 . 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 $ 350 , 236 $ 376 , 796 $ 512 , 867 $ 512 , 867 Supplies 42 1 , 000 1 , 000 1 , 000 Purchased Services 4 , 971 6 , 510 9 , 300 9 , 300 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 355 , 249 $ 384 , 306 $ 523 , 167 $ 523 , 167 Revenue Net County Cost $ 355 , 249 $ 384 , 306 $ 523 , 167 $ 523 , 167 Budgeted Positions 1 . 00 1 . 00 2 . 00 2 . 00 SUMMARY OF CHANGES : In accordance with the departments succession plan approved by the Board in May 2017 , a Budget Manager position is being created in 2019 to allow the person to work with the current Director of Finance and Administration 2-4 years prior to retirement. The position would be at grade 55 and cost $ 136 , 071 . With the addition of the Budget Manager membership and dues will increase $500 , phones $800 , and travel $ 1 , 000 for conferences and training of the new position . Printing is up $490 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . 165 FINANCE AND ADMINISTRATION ( CONTINUED ) 1000 - 16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 6 . 11 % 3 . 0% 3 . 00% Budgeted fund balance vs. actual variance 2 .46% 3 . 00% 3 . 00% Efficiency Measures FTE 'S per 10 , 000/capita 0 . 034 0 . 033 0 . 061 Per capita cost (county support) $ 1 . 17 $ 1 . 22 $ 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 10- 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 46% 35% 30% 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 $ 747 , 731 $ 832 , 513 $ 832 , 513 $ 832 , 513 Supplies 99 . 448 118 , 800 122 , 800 122 , 800 Purchased Services 58 , 254 39 , 800 43 , 500 43 , 500 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Cross County Cost $ 905 ,433 $ 991 , 113 $ 998 , 813 $ 998 , 813 Revenue 0 0 0 0 Net County Cost $ 905 , 433 $ 991 , 113 $ 998 , 813 $ 998 , 813 Budgeted Positions 6 . 0 7 . 0 7 . 0 7. 0 SUMMARY OF CHANGES : Supplies are up $4 , 000 for software . Purchased Services are up $3 , 700 with $ 1 , 000 for publications and subscriptions, and $2 , 700 for legal notices to publish salaries and warrants. No other changes . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 167 ACCOUNTING ( CONTINUED ) 1000 - 16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 15 , 356 15 , 500 15 , 500 Average number of employees paid 1 , 579 1 , 600 1 , 600 Number of employees trained on General 300 300 300 Ledger Total County federal funds $32 . 1 M $33 . 0M $33 . 0M Efficiency Measures FTE 's per 10 , 000/capita . 230 . 222 . 222 Per capita cost (county support) $3 .28 $3 . 17 $3 . 07 Account Payable warrants per week per 300 300 300 A/P FTE Employees paid monthly per Payroll FTE 1 , 579 1 , 600 1 , 600 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 $ 10 , 000 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 222 , 078 $ 309 , 191 $ 309 , 191 $ 309 , 191 Supplies 202 250 250 250 Purchased Services 3 , 686 9 , 750 9 , 750 9 , 750 Fixed Charges 101 , 834 0 0 0 Gross County Cost $ 327 , 800 $ 319 , 191 $ 319 , 191 $ 319 , 191 Revenue 0 0 0 0 Net County Cost $ 327 , 800 $ 319 , 191 $ 319 , 191 $ 319 , 191 Budgeted Positions 2 . 5 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : No change . 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 165 225 225 Number of Purchase Orders placed 999 15000 1 , 000 Efficiency Measures FTES per 105000/capita . 082 .095 . 092 Per capita cost ( county support) $ 1 .08 $ 1 . 01 $0 . 98 No. of formal bidsfFTE presented to BOCC 6 47 �0 Goal ES-13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers. DESIRED PRELIMLNARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES * OBJECTIVE/KEY PERFORMANCE IN DICATOR(S)* 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 1 seminar Attendance of 3 Attendance at of peer codes. attended. seminars . 1 seminar. ES 13 -2 : Ensure All goods and services acquired via all procurement requirements of the Weld County Code. 100% 100% 100% processes are conducted in Development of guidance documents and accordance with other tools so that Departments are 5 developed All developed All developed county, state, confident in their practices. and updated . documents documents and federal updated . updated. rules. Purchases will be audited for compliance On-going and On-going and On-going and With Weld CountyCode. 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 , 032 , 697 $ 992 , 613 $ 1 , 139 , 954 $ 1 , 139 , 954 Supplies 94 , 896 306 , 463 294 , 124 294 , 124 Purchased Services 63 , 836 67 , 100 85 , 150 85 , 150 Fixed Charges 206 0 0 0 Capital 9 , 500 0 0 0 Gross County Cost $ 1 , 201 , 135 $ 1 , 366 , 176 $ 1 , 519 , 228 $ 1 , 519 ,228 Revenue 0 0 0 0 Net County Cost $ 1 , 201 , 135 $ 1 , 366 , 176 $ 1 , 519 , 228 $ 1 , 519 , 228 Budgeted Positions 10 10 12 12 SUMMARY OF CHANGES : Personnel Services are up $ 147 , 341 for the addition of a HR Generalist ($91 , 593 ) and an Office Tech III ($55 , 748 ). The Office Tech III position was approved by the Board mid-year. The HR Generalist is requested due the growing workforce in Weld County , more effort required for recruitment because of the tight labor market, and growing complications of such regulation compliance for FMLA, ADA, etc . Supplies are down $ 12 , 339 due to software maintenance costs. Purchased Services are up $ 18 , 050 . The major increase is $20 , 000 for advertising required to recruit in the tight labor market. In addition , subscriptions are up $ 1 , 500 , memberships $350 , mileage $500 , tuition $300 , and postage $ 1 , 600 with offsetting decreases in printing $ 1 , 000 , phones $2 , 800 , travel $2 , 400 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The additional HR Generalist position is justified , especially to deal with increased recruitment efforts to fill critical county positions in this tight labor market. One example is going from a monthly to weekly application testing process for Correctional Officers to expedite the hiring process . In the 2019 budget, there are over 70 new positions being created . 171 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions ( FTE' S ) 1 , 505 1 , 550 1 , 700 Occupied FTE' S 1 , 440 1 , 440 1 , 630 Employees Terminated/ Resigned/Retired 100 100 130 Employees Hired 120 120 200 Turnover Rate 10% 10% 10% Efficiency Measures FTE' S per 10 , 000/capita . 328 . 317 . 368 Per capita cost ( county support) $3 . 94 $4 . 33 $4 . 66 Personnel served per FTE 151 155 142 Goal ES14 : Attract, develop and retain an effective diverse and dedicated team of employees. PRELIMINARY DESIRED PERFORMANCE CE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE CE INDICATORS) 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 ( CONTINUED ) 1000 - 16400 PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE 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. ES12-3 : 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 ACS 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 Workers Comp 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 , 501 ,266 $ 1 , 695 , 689 $ 1 , 866 , 073 $ 1 , 866 , 073 Supplies 6 ,246 17 , 500 17 , 500 17 , 500 Purchased Services 571 , 742 536 , 485 721 , 822 721 , 822 Contra Account - 174 , 027 - 147 ,217 - 165, 226 - 165 , 226 Gross County Cost $ 1 , 905 , 227 $ 2 , 102 ,457 $ 2 , 440 , 169 $ 2 , 440 , 169 Revenue 600 , 527 615 , 000 725 , 000 725 , 000 Net County Cost $ 1 , 304 , 700 $ 1 ,487 , 457 $ 1 , 715 , 169 $ 1 , 715 , 169 Budgeted Positions 16 . 00 17 . 00 19 . 00 19 . 00 SUMMARY OF CHANGES : Personnel Services are $ 170 , 384 . The department requested the following promotions be included in the 2019 budget: • Planner Ito a Planner II (Grade 35 to Grade 43 at cost of $ 15 , 620) • Planner II to a Planner III (Grade 43 to Grade 45 at cost of $4 , 899 ) In addition , the department requested the reclassification of an Office Tech IV to Planning Tech II . (Grade 21 to Grade 25 at a cost of $6 , 592 ) and the addition of an Office Tech III position ($55 , 754 ). These two requests were approved at a work session July 10 , 2018 , effective immediately. At a work session on July 23 , 2018 , the Board approved an addition Planner I ($87 , 520 ) effective immediately . Purchased Services are up $ 185 , 337 in postage ($ 1 , 000 ), printing ( $500 ), and chargebacks from Engineering ( $ 191 , 987 ) with offsetting reductions in vehicle maintenance ($8 , 150 ), Chargebacks to Building Inspection are up $ 18 , 009 . Revenues are up $ 110 , 000 at $725 , 000 due to increased activity in the department. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The two new positions have previously been approved by the Board and the promotions are justified based on the professional growth and performance of the incumbents. Increase for chargebacks from Engineering are justified based on the additional positions in Engineering handling development related workload . BOARD ACTION : 174 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2017 ) (2018 ) (2019 ) Current Planning Work Outputs, N umber of total applications submitted 783 890 950 Number of administrative land use cases 400 450 500 (ZP' s, SPR' s, etc ) N umber of Geo Hazard Permits 2 4 4 N umber of FHDP and FP ( Flood Hazard Dev. 85 90 95 Permits) WOG LA (Oil and Gas Location Assessments) 115 140 160 LAP { Location Assessment for Pipelines) 0 30 100 Long Range Planning Work Outputs N pecial Projects 1 1 3 Walk in 's 1 , 315 1 , 700 1 , 800 Pre-Application Meetings 282 385 400 Code Revisions 6 9 5 Comp Plan Amendments 1 2 1 Technical Support Work Outputs Total Public Hearings ( PC and BOCC ) 175 200 200 Case Clean Up ( RE , SE , USR, Subdivisions) 20 20 20 Town/County Staff Outreach Meetings 2 2 2 Compliance Planning Work Outputs N umber of Complaints 245 300 300 N umber of violations opened 385 290 300 N umber of violations closed 290 330 275 Average number of County Court hearings 12 12 12 (Vouchers ) 2 2 2 Efficiency Measures FTE 's per 10 , 000/capita . 558 . 539 . 583 Per capita cost ( county support) $4 .28 $4 . 72 $5 .26 175 PLANNING ANC ZONING. ( CONTINUED ) 1000 - 1 7100 Goal CEDI : Increase effectiveness by maintaining regular communication with the public, outside agencies, County depart ents, and the County Planning Commission. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY CTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED1 - 1 Improved Revise website as needed but no less than 100% 100% 100% community unity access monthly to land use trend information and Implementation of Citizen Access 50% 85% 100% services module in Accela. Implement EDR (Electronic Document 25% 50% 75% Review) CEL) 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, U R, customers on the Subdivision, etc . The purpose of the 50% 75% 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 12 4 relationships with with Municipal planning staff. municipal planning departments and Attend one Annual Summit with excellent municipal staff and conduct 2020 Forum 1 2 2 knowledge of as precursor to Comp Plan Amendment current regional issues CED1 -4: A well- Minimum of six Planning Commission 6 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 of Adjustment CED1 -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% 176 PLANNING AND - -- IN ( CONTINUED ) 1000 - 17100 Goal CED2 : Plan for the long-term development and legacy of the County to ensure efficiency of services to promote economical investments. DESIRED PRELIMINARY PERFORMANCE CE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED2- l : Updated Completion of any Comprehensive Plan 0 0 Regional amendments related to RUA's Urbanization Area Plans CED-2: Provide Staff attendance at HWY 85 Coalition 12 4 2 staff to support the meetings . HWY 85 Coalition Progress towards a HWY 85 Regional Plan 50% 50% 50% Goal CED3 : 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 nl a infill development, to occur within intergovernmental located where agreement area and urban growth public infrastructure boundaries is available CED3-2: Continue Revision of WCC in response to research 100% 100% 100 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 EY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED4- 1 : Approval and Authorization of DI ' 1 1 2 Promote small plans by the Board of County business Commissioners development in the County 177 PLANNING AND - -- IN ( CONTINUED ) 1000 - 17100 Goal CEIIS : 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) CED5- 1 : Routinely reviewing code to determine 2 4 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 CED6: Work with, not against, the flowing tide of free markets whereby reducing or eliminating red tape and barriers to entry. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) 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�re 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 , 165 , 798 $ 2 , 512 , 518 $ 2 , 582 , 191 $ 2 , 582 , 191 Supplies 840 ,263 749 , 824 855 , 098 855 , 098 Purchased Services 3 ,469 , 587 3 , 674 , 750 3 , 729 , 900 3 , 729 , 900 Fixed Charges 13 , 929 22 , 000 22 , 000 22 , 000 Contra Account -249 , 846 -275 , 000 -300, 000 -300 , 000 Capital 0 0 0 0 Gross County Cost $ 6 , 239 731 $ 6 , 684 , 092 $ 6 , 889 , 189 $ 6 , 889 , 189 Revenue 0 0 0 0 Net County Cost $ 6 , 239 , 731 $ 6 , 684 , 092 $ 6 , 889 , 189 $ 6 , 889 , 189 Budgeted Positions 25 29 . 5 30 . 5 30. 5 SUMMARY OF CHANGES : Requested budget is up $ 192, 823 or 2 . 88% . Personnel Services are up $69 , 673 for a Carpenter Tech to help keep pace with the user requests in this area . Supplies are up $ 105 ,274 primarily for janitorial supplies and services ($65 , 000 ), software ($ 15 , 274 ), and small items of equipment ($25 , 000 ) with offsetting savings in other accounts . Purchased Services are up $55 , 150 because of utilities ($45 , 000 ), phones ( $5 , 000 ), and training ($5 , 000 ). Phones are up for iPhones for field staff. Line items in both categories have been adjusted to reflect historical expenditure patterns . Fixed costs are the same for equipment rental costs. Contra account is up $25 , 000 for charge back amounts to departments for grant recovery purposes . In Fleet Services the department will be requesting five vehicles with three being replacements and two are new for staff added the last two years . Also , 21 iPads , and the " Mobile TMA-Go " application is being requested through IT. For staff efficiency all the vehicles and IT requests are recommended and funded . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . New position is both necessary and cost effective . At an average cost of $4 . 59 per square foot, the department is very good by industrial standards . Most entities are in the $7 . 00 to $ 10 . 00 per square foot range for building and grounds maintenance . 179 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 1 , 502, 071 1 , 502 , 071 1 , 502, 071 Number of preventative maintenance work orders (PMs) 990 990 990 Number of tracked repair work orders 12, 047 12 , 100 12 , 100 Efficiency Measures FTE' S per 10, 000/capita 0 .820 0. 904 0 . 936 Per capita cost ( county support) $20 .49 $21 .20 $21 . 15 Cost per square foot $4. 15 $4 .45 $4. 59 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) ES 17- 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 AND GROUNDS ( CONTINUED ) 1000 - 17200 Goal ES18 : 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% 100% 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 ES20 : Perform preventative maintenance actions to reduce lifetime operational cost DESIRED PRELIMINARY PERFORMANCE ACTUAL 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 626 , 768 633 , 800 633 , 800 633 , 800 Fixed Charges 0 41 , 250 41 , 250 41 , 250 Capital 0 0 0 0 Gross County Cost $ 626 , 768 $ 675 , 050 $ 675 , 050 $ 675 , 050 Revenue 1 , 283 , 753 1 , 279 , 148 1 ,279 , 148 1 ,279 , 148 Net County Cost $ -656 , 985 $ -604 , 098 $ -604 , 098 $ -604 , 098 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : No change in the recommended budget. However, in the final budget the costs and revenues will be updated to reflect projected 2019 leases and occupancy►. The building is managed by a real estate management firm . Budget reflects the costs of the entire building ($675 , 050 ) and revenues from the leased space ($ 1 , 087 , 340 ) and Social Service space reimbursement ($ 191 , 808 ) total $ 1 ,279 , 148 . The building generates a positive cash flow of $604 , 098 . 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 22 . 51 % 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 , 433 ,413 $ 6 , 020 , 850 $ 6 , 020 , 850 $ 6 , 020 , 850 Supplies 1 , 934 , 375 1 , 345 , 738 1 , 880 , 354 1 , 880 , 354 Purchased Services 507 , 135 1 ,428 , 838 1 , 634 , 056 1 , 634 , 056 Contra Account - 1 ,483 , 913 - 1 , 600 , 000 - 1 , 500 , 000 - 1 , 500 , 000 1 Capital 126 , 044 570 , 500 350 , 000 350 , 000 Gross County Cost $ 6 , 517 , 054 $ 7 , 765 , 926 $ 8 , 385 , 260 $ 8 , 385 , 260 Revenue 0 0 0 0 Net County Cost $ 6 , 517 , 054 $ 7 , 765 , 926 $ 8 , 385 , 260 $ 8 , 385 , 260 Budgeted Positions 46 49 49 49 SUMMARY OF CHANGES : Supplies are up $534 , 616 primarily due to increases in software maintenance ($260 , 116 ), and computer equipment ( $290 , 500 ), which is in accordance with the Five-Year Capital Improvement Plan . Purchased Services are up $205 , 218 primarily for computer and software maintenance. Charge backs in the contra account are down $ 100 , 000 due to recent usage trends by grant funded departments . Capital is funded in accordance with the Five-Year Capital Improvement Plan with $350 , 000 for computer equipment. For 2019 , compliance projects (legal , vendor or state mandated ) and departmental projects there has been $500 , 000 funded in account 6570 Miscellaneous. Like last year, it is anticipated that a 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 2019 funding of each project. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The expenditures are consistent with the Five-Year Capital Improvement Plan . BOARD ACTION : 183 INFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Qutpuis N umber of Computing Devices Supported 3 , 000 3 , 150 3 , 250 N umber of Personal Computer systems installed/replaced 300 497 215 N umber of IT Managed Projects 50 121 60 N umber of Technical Support Calls/Month 1 ,400 1 , 400 1 , 400 N umber of Office 365 Accounts Migrated 500 1 , 000 100 N umber of Virtual Servers Managed 225 175 195 N umber of Application Managed 125 125 125 Efficiency Measures FTE 'S per 10 , 000/capita 1 . 510 1 . 54 1 . 50 Per capita cost (county support) $21 . 36 $24 . 63 $25 . 74 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 work/life balance and ultimately expands the hours of support provided by IT to the County . Working within the County framework, develop a 5 year compensation plan for the IT department. Having a compensation plan provides team members the ability to plan and forecast their career path. This plan, along with investing in team member' s professional development builds continuity and a consistent team knowledge base. Goal 6 : — Strategic IT Planning Providing a technology roadmap 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 FORMATION TECHNOLOGY ( CONTINUED ) 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 — Disaster Recovery and Business Continuity Information Technology provides the foundation for many of the County ' s critical services . Disaster recovery and business continuity planning are a part of every successful organization. Determining mission critical IT services is a collaborative process and involves all departments and offices within the County . We must be able to communicate,. process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon hardware, software and key personnel. An environment that is geographically located far enough from the County is ideal, and should take into count a regional type of disaster. A detailed DR/BC plan should be developed and then reviewed annually by IT, County departments and the BOCC. Goal — 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/Department.Links/InformationTechnology/ind:ex.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 74 , 854 125 , 675 127 , 603 127 , 603 Purchased Services 8 , 393 9 , 220 9 , 220 9 , 220 Fixed Charges 0 Capital 0 91 , 000 110 ,250 110 , 250 Gross County Cost $ 83 , 247 $ 225 , 895 $ 247 , 073 $ 247 , 073 Revenue 5 , 256 4 , 500 4 , 500 4 , 500 Net County Cost $ 77 , 991 $ 221 , 395 $ 242 , 573 $ 242 , 573 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Supplies are up $ 1 , 928 for software maintenance . Capital is up $ 19 ,250 for software , especially ESRI ELA. Revenue is unchanged . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 187 GEOGRAPHICAL INFORMATION SYSTEM ( CONTINUED ) 1Q00 - 17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 129 , 500 130 , 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 .26 $0 . 70 $0 . 74 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 67 , 115 0 0 0 Purchased Services 499 500 , 000 500 , 000 500 , 000 Fixed Charges 0 0 0 0 Capital 73 , 080 0 0 0 Gross County Cost $ 140 , 694 $ 500 , 000 $ 500 , 000 $ 500 , 000 Revenue 0 0 0 0 Net County Cost $ 140 , 694 $ 500 , 000 $ 500 , 000 $ 500 , 000 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : As this program moves into its seventh 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 2019 budget for projects should be adequate to address enterprise solutions , and technology projects not fitting into the IT budget. 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 2019 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 and courier services to the County. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 262 ,455 $ 279 , 942 $ 279 , 942 $ 279 , 942 Supplies 61 , 146 82 , 500 79 , 000 79, 000 Purchased Services 88 , 738 62 , 780 70 , 000 70, 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 412 , 339 $ 425 , 222 $ 428 , 942 $ 428 , 942 Revenue 237 , 636 285 , 100 282 , 000 282 , 000 Net County Cost $ 174 , 703 $ 140 , 122 $ 146 , 942 $ 146 , 942 Budgeted Positions 4 4 4 4 SUMMARY OF CHANGES : Net budget is up $6 , 820 . Supplies and Purchased Services combined are up $3 , 720 with line-items realigned based upon spending patterns. The primary increase is for the maintenance of the copiers, which is driven by usage from print order demand . Revenues are down slightly by $3 , 100 due to sale of supplies being down based upon usage by county departments. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 191 PRINTING AND SUPPLIES ( CONTINUED ) 1000 - 17600 PERFORMANCE MEASURES ,ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 2 , 885 2 , 900 2 , 900 Mail Pieces 700 , 000 700 , 000 700 , 000 Supply Orders 1 ,296 1 , 300 1 , 300 Efficiency Measures FTE 's per 10 , 000/capita 0 . 131 0 . 127 0 . 123 Per Capita cost ( county support) $0 . 574 $0 .444 $0 . 451 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 $50 $45 $4Q $35 $30 in $25 $20 , $ 15 $ 10 $5 2013 2014 2015 2016 2017 2018 2019 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 . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXTFY NEXTFY Personnel Services $ 33 , 500 , 793 $ 35 , 717 , 067 $ 37 , 316 , 798 $ 37 , 316 , 798 Supplies 919 , 884 1 , 381 , 337 1 , 536 , 815 1 , 536 , 815 Purchased Services 8 , 233 , 956 8 , 466 , 856 8 , 931 , 009 8 , 931 , 009 Fixed Charges -84 , 585 217 , 196 41 , 000 41 , 000 Capital 27 , 647 16 , 800 258 , 367 258 , 367 Gross County Cost $ 42 , 597 , 695 $ 45 , 799 ,256 $ 48 , 083 , 989 $48 , 083 , 989 Revenue 3 , 402 , 917 2 , 264 , 111 2 , 537 , 520 2 , 537 , 520 Net County Cost $ 39 , 194 , 778 $ 43 , 535 145 $ 45 , 546 , 469 $45 , 546 ,469 Budget Positions 358 . 0 391 . 0 407 .25 407 .25 SUMMARY OF CHANGES : The Sheriff's Office is requesting an increase in Net County Costs from the 2018 approved budget totaling $2 , 011 , 324 . This reflects an increase of 4 . 6% from 2018 . A summary of the notable changes and brief justifications are listed below. Revenues: Revenues are increasing from 2018 by approximately $273 ,400 . • The Patrol Division continues to reduce municipal contracts , with the expectation that the Town of Severance will form a police department by early 2019 . This will leave only two (2 ) contract positions remaining with Aims Community College , and accounts for a decrease in Contract Services (Org 21210 ) revenue of $289 , 525 . • Weld County continually places in the top three counties for traffic accidents and fatalities. The increase in focus to make the roads safer has been paramount. The County has allowed for an increase in Patrol deputies over the past few years , as well as the implementation of the e-Ticketle-Crash software . These resources have not only been shown to improve the roadways of Weld County, but has also increased traffic fine revenue . It is anticipated fines collected will increase by approximately $40 , 000 in 2019 . • The Sheriffs Office has successfully written numerous grants over the past few years. For 2019 , it is anticipated that there will be over $200 , 000 of additional revenue to offset expenses for the Victim Services Unit (Org 21300 ) and for equipment for the Booking Unit (Org 21110 ). The budget includes $75 , 000 in Inmate Services (Org 24410 ) in anticipation of an upcoming SCAAP grant program that has recently been reinstated . • The increase in the average jail population also means an increase in revenues from inmates or the municipalities from where they are charged . These range from municipal charges being billed to local entities, medical co-pays , booking fees, commissary and telephone charges that come back to offset expenses for the Sheriffs Office. With the implementation of the Southwest Substation Booking Intake , it is anticipated municipality revenues will increase as it will be more efficient for local law enforcement entities to process an inmate on local charges and get back on the street. 194 SHERIFF OFFICE SUMMARY ( CONTINUED ) Personnel : The Sheriffs Office has requested a total increase of 16 .25 positions in 2019 . Other positions within the Sheriff' s Office are requested to be reclassified or moved to improve productivity instead of eliminating positions . The purpose of the increase is to meet staffing shortages based on the completed staffing studies from Patrol and Detentions as well as implement two new programs for the agency . One program is the Body Worn Camera ( BWC ) program , and the other is the Southwest Substation Booking Intake . Below are the staffing changes recommended for 2019 by the Sheriffs Office . • Orq 21100 , Admin Patrol : Reclassify Office Techs from Grades 15 , 18 and 21 to Grade 18 to allow for consistency, cross-training of duties and moves within the unit. All positions handle cash , work with the public, verify legal documents and work in multiple positions . • Orq 21120 , Professional Standards: Add one Patrol Deputy II (Grade 36 ) for the implementation and management of the Body Worn Camera program . • Orq 21140 , Support Services: Reallocate the current Support Services Director (Grade 43 ) position to a Booking Unit Corporal (Grade 43 ) in Org 24415 . This would allow for one Corporal per shift each on Red Side and Blue Side , and the need has been documented . • Org 21300 , Victim Services Unit Contingent on grant funding to offset costs . Increase one position from a 0 . 5 FTE to a 0 . 75 FTE to allow for benefits and increased hours to help retain an employee . Reclassify existing Advocate positions from Grade 23 to Grade 24 . • Orq 21210 , Contract Services : Pending the elimination of the Town of Severance's Contract Service needs, reclassify the two Grade 36 deputies to Detectives at Grade 38 in the Investigations Unit (Org 21205 ) . • Org 24410 , Inmate Services : Based on the 2017 completed staffing study, inmate population and American Jail Association standards, the unit is understaffed by two (2 ) Classification Specialists at Grade 33 . • Orq 24410 , Inmate Services : Based on the 2017 completed staffing study, inmate population and American Jail Association standards , the unit is understaffed by two (2 ) Counselor III positions at Grade 35 . • Orq 24415 , Security Unit For the needs required at the Southwest Substation Booking Intake , the request is to hire two (2 ) Corporals at a Grade 43 , and five (5 ) Detention Deputies III at a Grade 36 , to allow for staffing one shift per day , seven days a week at the Southwest Substation with two deputies and a Corporal each shift. • Org 24420 , Courts Unit: Based on increases of inmates, court appearances also have increased , and the unit is requesting four (4 ) Detention Deputy III (Grade 36 ) positions to meet the expanding needs and requests of the courtroom judges. • Org 24420 , Courts Unit Reclassifying civilian positions to bring in line with the Jail Booking Staff. Moving one from Org 21110 to Courts , reclassifying one position from a Grade 18 to a Grade 27 Transport Supervisor position and reclassifying the Grade 15 and Grade 21 to Grade 18 , as they do similar work and the positions are then in line with the existing Booking civilian staff. This also allows for moves within Booking and Courts without future reclassifications , as the job duties can be cross-trained to improve the effectiveness of both units . Supplies (total increase of $ 155 ,478 ): • The increase is made up of an increase of $ 120 , 000 for the MDT replacement program that was budgeted under IT in prior years . This brings the Sheriff's Office in line with other departments around the County. • There is also approximately $40 , 000 for additional radios and non-lethal weapons for the additional positions requested . This more than makes up for the Supplies increase . 195 SHERIFF OFFICE SUMMARY ( CONTINUED ) Purchased Services (total increase of $404 , 183) : • The inmate medical contract is anticipated to increase by $228,333 and includes an additional nurse under the contract, based on the needs at the jail and Southwest Booking Intake . This increase is contractually allowed and has been exercised by the vendor based on the inmate population . • Patrol pays Greeley approximately 30% of the operational costs for the Records and Evidence divisions managed by Greeley . This contract did not see an increase in 2018 , so based on the numbers provided by Greeley , we budgeted for an additional $92 , 832 for the Records and Evidence contracts with Greeley. • The Body Worn Camera program is anticipated to cost approximately $85 , 000 per year, based on the vendor and services provided . This is included as a part of the Services increase . • The remaining $58 , 000 is made up of small increases throughout the agency to account for additional training for the new positions, agency subscriptions for necessary databases and subscriptions that were provided by outside funding in prior years. Fixed Charges (total decrease of $ 176 , 196 ) : • The Sheriffs Office offered a one-time retention incentive in 2018 to help alleviate staffing shortages at the jail . This was removed for 2019 , and accounts for $ 174 , 000 of the decrease. • There was also the removal of a reoccurring $2 , 196 rental of equipment that has not been charged to the Sheriff's Office in the past three years. Capital — Equipment Requests (total increase of $241 ,567 ): • $ 110 , 000 for a Body Scanner for the North Jail Complex. This is offset by grant revenue . • $45 , 000 for a new Ten-printer (fingerprinting ) machine for the Southwest Substation Booking Intake . Must communicate with the existing RMS and used to identify inmates . • $ 12 , 000 for two (2 ) large capacity all-in-one printers for Booking at the recommendation of the Print Shop. This will allow Booking to keep 24- hour service even if one machine is down . • $ 11 ,500 for a replacement Ten-printer (fingerprinting) machine for the Admin Patrol unit at the Southwest Substation . The existing machine is at end-of-life and was recommended by IT to be replaced in 2019 . • $35 ,569 for three (3 ) speed trailers for the Patrol Unit. As mentioned earlier, Weld County rates in the highest three counties consistently for traffic accidents and fatalities . Any resources that can be implemented to help address this concern is highly valuable . • $24 , 000 for SWAT to purchase a "throw phone" for the negotiators. The team provided multiple examples in the past year where this technology would have been helpful with the camera capability and microphones to understand what is happening inside a facility they have not been able to enter, or before SWAT breaches a building . • $ 11 ,998 for two (2 ) FLIR systems for the K-9 units. This allows for each Red Side and Blue Side to have the capability of thermal imaging to find suspects or operate search and rescue in all weather conditions. Because of the large amount of land in Weld County , this tool is proven to be a very effective resource . • $8 , 300 for the DME Forensic Workstation on the rotation schedule at the Regional Lab. 196 SHERIFF OFFICE SUMMARY ( CONTINUED ) FINANCE/ADMINISTRATION RECOMMENDATION : See individual budget units . BOARD ACTION : See individual budget units. 197 SHERIFF ' S OFFICE DETENTIONS DIVISION COMBINED GOAL /DESIRED OUTCOMES KEY PERFORMANCE INDICA I OR 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 community better, or no worse, than they arrived . " Goal SO DD 1 : Lawfully hold prisoners in a safe and humane environment. DESIRED PRELIMINARY PERFORMANCE OUT I MES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE ! ICATOR(S) SO DD 1 - 1 : ( 1 ) Average number of rule violations per day 5 7 Inmates comply with facility in the jail. rules and regulations (2) The number of serious rule violations per day in the jail. SO DD 1 -2: ( 1 ) The number of meals served 863, 828 907,019 952,370 Food service operations are hygienic, sanitary and (2) The number of documented inmate 0 0 l 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 52 55 58 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 total9 S3. 1 ° * occupancy is within number of general population beds 1 . + �fl 79. 1 % * reasonable operational jail available in the past 12 months capacity *Based on increase in beds from 779 to 961 for maximum overcrowding capacity. (2) The number of sustained inmate grievances 5 7 9 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 3 8 10 health care consistent with MRSA. that available in the community (2) The number of inmate deaths due to suicide 1 0 0 or homicide. (3) The number of medical prescriptions 6,794 7, 134 7,490 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 ,270 3 , 884 4,497 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. 25 2 66 28 and documents sexual assault or threats reported in (2) Number of reported sustained sexual the jail. assaults in the jail population. 0 2 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 . 19% . 14% . 14% into the facility. (3 ) Percentage of time contraband is found on 100% 100% 100% inmates or property in jail population outside of booking. 198 SHERIFF ' SOFFICE 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 DESIRED VIE S OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED OUCO 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 13 15 used efficiently and effectively (2) The average number of jail bed used per day for pre-trial detention by the county/district 372 380 400 courts. (3) The average number of jail beds used per day for jail sentences by the county/district 178 188 200 courts. (4) The average number of jail beds used per day for jail sentences by other than 45 40 30 county/district courts. 199 SHERIFF ' S OFF PATROL DIVISION COMBINED GOAL /DESIRED OUTCOMES KEY PERFORMANCE INDICATORS 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 PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ( 1 ) Total number of UCR Part I Reported ( 1 ) 47 . 05 (1 ) 50 .29 (1 ) 52 . 04 SO PIS 1 - 1 : Crimes per 10000 population Proactively work to reduce crime (2) Total number of UCR Part II Reported (2) 45 .24 (2) 44 .67 (2) 44 . 17 Arrests per 10000 population (3) Total NIBR reported crimes for unincorporated Weld County per 10000 (3) 74 .29 (3) 75 .63 (3) 76 . 90 population (4) (4) Total patrol division FTEs per 10000 (4) 3 . 1 (4) 3 . 0 (4 ) 2 . 9 population SO PD 1 -2: Identify ( 1 ) Total submissions to the crime lab ( 1 ) 1605 ( 1 ) 1464 ( 1 ) 1300 crime trends and effectiveness of (2) Total cases generated (2) 1447 (2) 1348 (2) 1200 forensic science to reduce crime (3) Total pieces of evidence processed (3) 8036 (3) 7225 (3) 7800 ( 1 ) Total traffic accidents in Sheriffs Office ( 1 ) 425 ( 1 ) 325 ( 1 ) 276 SO PD 1 -3 : Jurisdiction Traffic Safety (2) Total traffic tickets (2) 5079 (2) 5186 (2) 5929 (3) Total model traffic tickets (3) 3272 (3 ) 3524 (3) 4221 (4) Total written warnings (4) 3536 (4) 3366 (4) 2870 (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 ( 1 ) Maximize the rate of property recovery by Recovered Recovered Recovered SO PD 1 -4: Recover monitoring the reported value of recovered $ 1 ,455,415 $1 ,528, 186 $ 1 ,604,595 victim property property in relation to the reported value of 0.4% 5% increase 5% increase stolen property (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 ) 4814 ( 1 ) 6900 ( 1 ) 7000 Service of civil (2) Total civil process served by public safety process deputies. (2) 111 (2) 100 (2 ) 120 200 SHERIFF ' SOFFICE 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/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ( 1 ) Advocate contacts for Sheriff's Office (1 ) 1248 (1 ) 1100 ( 1 ) 1050 SO PD 2- 1 : Inform Service area victims of restorative services available to them in the community ( 1 ) Number of required violent sexual offender ( 1 ) 1 ( 1 ) 1 ( 1 ) 1 SO PD 2-2: notifications. Appropriate dissemination of (2) Number of registered sex offenders for (2) 224 (2) 227 (2) 231 public safety unincorporated Weld County and the information jurisdictions serviced by the Weld County Sheriffs 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. 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFF' S OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Administration Patrol - - 1000-21100 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriffs Office . This budget unit provides for policy development, formulation of written directives and overall direction by the Sheriff and upper agency staff. Typical activities performed within this budget unit include , clerical staff support, agency procurement, Human Resources Department support, agency service billing , and lobby counter service access to the public. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 459 , 833 $ 1 , 362 ,420 $ 1 , 421 , 083 $ 1 , 421 , 083 Supplies 54 , 736 74 , 035 87 , 398 87 , 398 Purchased Services 82 , 686 126 , 906 153 , 320 153 , 320 Fixed Charges 415 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 597 , 670 $ 1 , 563 , 361 $ 1 , 661 , 801 $ 1 , 661 , 801 Revenue 139 , 156 215 , 000 215 , 000 215 , 000 Net County Cost $ 1 , 458 , 514 $ 1 , 348 , 361 $ 1 , 446 , 801 $ 1 , 446 , 801 Budget Positions 16 . 0 16 . 0 15 . 0 15 . 0 SUMMARY OF CHANGES : Overall change includes moving one position from Org 21100 to Admin Detentions — Org 21110 . Slight increase in salaries of $58 , 663 includes reclassification of eight (8 ) office tech positions to put them in line with other positions doing similar work around the County. There is a slight increase in Supplies ($ 13 , 363 ) to account for the increase in office supplies for increased staff, community outreach being completed by the PIO and Sheriff, as well as needs such as ergonomic desk stands requested by Admin and Patrol . The increase in Purchased Services ($26 , 414 ) is made up of small increases charged from other County divisions such as B&G , Print Shop and Fleet. There also are small increases in maintenance contracts for printers and copiers, postage , advertising , tuition and travel for the PIO and Administrative staff, and to reflect the command staff needs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 202 SHERIFF ADMINISTRATION PATROL ( CONTINUED ) 1000 - 21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Press Releases 48 46 47 Vin Checks 2 , 260 2 , 096 2 , 166 Fingerprints* 1 , 949 2 , 264 2 , 340 Concealed Weapon Permits Issued 2 , 937 5 , 057 5 , 227 Efficiency Measures FTE' s per 10 , 000/capita 0 . 525 0 . 507 0 . 460 Per Capita Net County Cost $4 . 79 $4 .28 $4 . 44 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . * Fingerprints are lower since the department is now only tracking Administrative Patrol fingerprints taken by staff at the Patrol Admin Building and SE substation . The Detentions Security Unit is accounting for the fingerprints taken by their administrative staff starting in 2017 . 203 BUDGET UNIT REQUEST SUMMARY 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 , 627 , 769 $ 1 , 877 ,415 $ 1 , 856 , 651 $ 1 , 856 , 651 Supplies 116 , 959 279 ,490 292 , 580 292 , 580 Purchased Services 5 , 382 25 , 265 61 , 188 61 , 188 Fixed Charges 0 0 0 0 Capital 0 0 178 , 500 178 , 500 Gross County Cost $ 1 , 750 , 110 $ 2 , 182 , 170 $ 2 , 388 , 919 $ 2 , 388 , 919 Revenue 270 , 846 250 , 000 380 , 000 380 , 000 Net County Cost $ 1 , 479 ,264 $ 1 , 932 , 170 $ 2 , 008 , 919 $ 2 , 008 , 919 Budget Positions 29 . 0 29 . 0 29 . 0 29 . 0 SUMMARY OF CHANGES : Revenues increased due to the anticipated award of a Federal Justice Assistance Grant (JAG ) for $ 110 , 000 and other slight increases due to the higher inmate population . Personnel changes due to the movement of one position in from Admin Patrol — Org 21100 , and one position being requested to move to the Courts unit — Org 24420 . There is an increase of $31 , 263 in Purchased Services from Org 21140 for the maintenance contracts of the Ten Printers , used specifically for official fingerprinting of the public and inmates. The remaining increases , are specifically related to setting up the Southwest Substation to allow for Booking intake in 2019 . The Equipment being requested here is as follows : • $ 12 , 000 for two large capacity printers at the Print Shop's recommendation . This will allow for 24-hour service even if a machine goes down . • $ 110 , 000 will be offset by the grant revenue for a Body Scanner for the North Jail Complex. • $45 , 000 for a large Ten-printer used for fingerprinting inmates for identification and booking into the Spillman RMS at the Southwest Substation . • $ 11 , 500 for the replacement of a smaller Ten-printer machine used by the Admin Patrol Office Tech at the Southwest Substation . The machine is considered at end-of-life by the IT unit, and is used for fingerprinting citizens as a part of the Concealed Carry Permit process , or registering sex offenders, among other reasons . 204 SHERIFF BOOKING UNIT ( CONTINUED ) 1000 - 21110 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Booking 11 , 874 12 , 195 12 , 805 Jail mail out 34 ,468 36 , 191 38 , 001 Jail mail in 32 , 389 34 , 008 35 , 708 Efficiency Measures FTE ' s per 10 , 000/capita 0 . 952 0 . 920 0 . 890 Per Capita Net County Cost $4 . 86 $6 . 13 $5 . 83 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 unit 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 $ 610 , 391 $ 628 , 264 $720 , 560 $720 , 560 Supplies 30 , 595 68 , 796 78 , 881 78 , 881 Purchased Services 153 , 670 216 , 334 318 , 314 318 , 314 Fixed Charges o 0 0 0 Capital 0 0 0 0 Gross County Cost $ 794 , 656 $ 913 , 394 $ 1 , 117 , 755 $ 1 , 117 , 755 Revenue 3 ,238 0 0 0 Net County Cost $ 791 ,418 $ 913 , 394 $ 1 , 117 , 755 $ 1 , 117 , 755 Budget Positions 6 . 0 6 . 0 7. 0 7 . 0 SUMMARY OF CHANGES : The increase in Professional Standards is made up of the Body Worn Camera program ( BWC ). This includes a Grade 36 , Patrol Deputy II position under Internal Affairs to manage the program , including creating policy, managing and releasing video footage to courts and public and more . The remaining increases are specifically made up of the additional equipment, supplies, training and software needed for the BWC program , and the annual contract anticipated to be around $85 , 000 per year based on the research completed to date . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Approval of the Body Worn Camera program ( BWC ) is a policy issue , but based on the current environment law enforcement operates in it is recommended from a public safety and risk management perspective . It is simply part of the cost of doing business in law enforcement today. BOARD ACTION : 206 SHERIFF PROFESSIONAL STANDARDS ( CONTINUED ) 1000 - 2112Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Hiring 122 153 158 Training ( hours) 3 , 886 4 , 099 4 , 237 Academies 7 9 10 Efficiency Measures FTE' s per 10 , 000/capita 0 . 197 0 . 190 0 . 215 Per Capita Net County Cost $2 . 60 $2 . 90 $3 . 43 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 207 BUDGET UNIT REQUEST SUMMARY 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 $ 459 , 505 $ 424 , 680 $ 424 , 680 $ 424 , 680 Supplies 676 0 2, 250 2 , 250 Purchased Services 16 , 564 19 , 578 22 , 276 22 , 276 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 476 , 745 $ 444 , 258 $ 449 ,206 $ 449 , 206 Revenue 154 , 522 150 , 000 150 ,000 150 , 000 Net County Cost $ 322 ,223 $ 294 , 258 $ 299 ,206 $ 299 , 206 Budget Positions 6 . 0 6 . 0 6. 0 6 . 0 SUMMARY OF CHANCES : Minor changes in Supplies and Services based on requests from staff. No significant changes to this unit. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 208 SHERIFF CIVIL UNIT ( CONTINUED ) 1000 - 21130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Processed 6 , 314 6 , 536 6 , 754 Concealed Weapon Permits Issued 2 , 937 3 , 500 3 , 525 Evictions 515 533 550 Sheriffs Sales Efficiency Measures FTE' s per 10 , 000/capita 0 . 197 0 . 190 0 . 184 Per Capita Net County Cost $ 1 . 06 $0 . 93 $0 . 92 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 : 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 $ 475 , 606 $ 515 , 458 $ 372 , 946 $ 372 , 946 Supplies 310 , 071 580 , 666 623 , 449 623 , 449 Purchased Services 41 , 568 64 , 774 17 , 655 1 7 , 655 Fixed Charges 0 2 , 196 0 0 Capital 0 0 0 0 Gross County Cost $ 827 ,245 $ 1 , 163 , 094 $ 1 , 014 , 050 $ 1 , 014 , 050 Revenue 6 , 144 0 0 0 Net County Cost $ 821 , 101 $ 1 , 163 , 094 $ 1 , 014 , 050 $ 1 , 014 , 050 Budget Positions 7 . 0 7 . 0 6. 0 6 . 0 SUMMARY OF CHANGES : The Sheriffs Office continues to improve operations and move items to more appropriate units. The Personnel request is to move a Grade 43 position as the Support Services Director ( $ 142 , 512 ) from this Org to be a Booking Corporal under Security — Org 24415 . The increase in supplies covers a portion of the Tasers and radio pack sets needed for the new positions and programs, including the increase in Courts , the Southwest Substation Booking intake and Body Worn Camera programs. There is also an increase of $ 12 , 000 in Firearms supplies as the authorized weapons carrier numbers continue to grow and must have the ability to train and maintain their weapons by the agency. The decrease in Purchased Services is the move of equipment maintenance to the Detentions Division with the removal of the position . The $2 , 196 under Fixed Charges was removed as it is continually budgeted but never charged . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 210 SHERIFF SUPPORT SERVICES ( CONTINUED ) 1000 - 2114Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work output Jail Incidents 3 , 277 3 , 658 3 , 781 Jail Hearings 552 617 637 Videos copied 294 281 291 Use of force 490 462 478 Investigations 96 83 86 Efficiency Measures FTE's per 10 , 000/capita 0 . 230 0 . 222 0 . 184 Per Capita Net County Cost $2 . 70 $3 . 69 $3 . 11 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 211 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 $ 5 , 600 , 656 $ 6 , 146 , 136 $ 6 , 146 , 136 $ 6 , 146 , 136 Supplies 86 , 560 176 , 579 265 , 155 265 , 155 Purchased Services 1 , 961 , 973 2 , 018 , 544 2 , 146 , 703 2 , 146 , 703 Fixed Charges 0 0 0 r0 Capital 0 0 71 , 567 71 , 567 Gross County Cost $ 7 , 649 , 189 $ 8 , 341 ,259 $ 8 , 629 , 561 $ 8 , 629 , 561 Revenue 388 , 974 409 , 000 428 , 000 428 , 000 Net County Cost $ 7 , 260 ,215 $ 7 , 932 ,259 $ 8 ,201 , 561 $ 8 , 201 , 561 Budgeted Positions 52 60 . 0 60 . 0 60 . 0 SUMMARY OF CHANGES : Revenues increased in the Patrol Division due to the increase of traffic fines as Patrol continues to make safety on the roads a high priority. The increase in Supplies ($88 , 576 ) is more than offset by including $ 120 , 000 of MDT's that used to be budgeted under IT. Now the Sheriff's Office is more in line with how the rest of the County is budgeted for the computer replacement program . The increase in Purchased Services ( $ 128 , 159 ) is made up of an increase in Contract Services with Greeley for Records and Evidence services ($92 , 832 ) and smaller subscriptions for programs, such as Lumen and CISC , which have proven to be valuable crime solving tools for deputies and have increased Patrol 's effectiveness . The Equipment requested by Patrol includes three (3 ) speed trailers for a total of $35 , 569 , specialty unit equipment such as thermal imaging for the K-9 teams for $ 11 , 998 , and a Negotiations throw phone for SWAT, with wireless microphone and camera capability for $24 , 000 . More detail for these requests is included on the Sheriffs Office Summary page . 212 SHERIFF ' S PATROL ( CONTINUED ) 1000 - 21200 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 1 ,471 1 , 523 1 , 573 Juvenile Arrest 70 72 75 Total Traffic Stops 8 , 614 8 , 917 9 ,214 Total Traffic Warnings 3 , 536 3 , 660 3 , 782 Dispatched Calls for Service 48 , 392 49 , 524 50 , 734 Efficiency Measures FTE's per 10 , 000/capita 1 . 97 1 . 90 1 . 84 Per capita net cost $23 . 84 $25 . 16 $25 . 17 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 213 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 24/7 to respond to the scene of criminal activity. This unit responds to and investigates any major persons and property crimes ; this includes the collection and preservation of evidence, interviewing victims and potential suspects and people of interest, writing search and arrest warrants, preparing written reports , establishing probable cause, apprehending suspects and testifying in court . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 861 , 018 $ 1 , 797 ,401 $ 1 , 961 , 779 $ 1 , 961 , 779 Supplies 19 , 128 17 , 050 15 ,480 15 ,480 Purchased Services 82 , 890 140 , 115 143 , 354 143 , 354 Fixed Charges 0 0 0 0 Capital 0 8 , 000 0 0 Gross County Cost $ 1 , 963 , 036 $ 1 , 962 , 566 $ 2 , 120 , 613 $ 2 , 120 , 613 Revenue 0 0 0 0 Net County Cost $ 1 , 963 , 036 $ 1 , 962 , 566 $ 2 , 120 , 613 $ 2 , 120 , 613 Budgeted Positions 17 . 0 17 . 0 19 . 0 19 . 0 SUMMARY OF CHANGES : As in prior years, the Patrol Division is requesting to reallocate positions from elsewhere to increase effectiveness instead of eliminating positions. As the Contract Services continues to be reduced , there are two (2 ) anticipated positions that will no longer be needed for the Town of Severance in 2019 . The request is that those two positions be reallocated as Grade 38 Detectives for the Investigations Unit. The increases in calls handled by Patrol over the past few years have led to an increase in caseload for the Detectives. Because Detectives tend to take more complex cases , the skillset is increased and the team becomes more effective . Supplies and Purchased Services combined are up $ 1 , 669 due to historical expenditure patterns . 214 SHERIFF ' S INVESTIGATIONS UNIT ( CONTINUED ) 1000 - 21205 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The move of the two positions from Contract Services is consistent with the staffing study done two years ago that called for the increase in patrol and investigation staff as contact staff declined . Result is the net county costs go up as the positions are no longer paid for by the contracting municipalities BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases Assigned 155 160 165 Cases Solved 151 156 161 Efficiency Measures FTE's per 10 , 000/capita 0 . 558 0 . 539 0 . 583 Per capita net cost $6 .44 $6 . 22 $6 . 51 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 : 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 $ 1 , 042, 063 $ 424 , 459 $ 222 , 705 $ 222 , 705 Supplies 184 0 0 0 Purchased Services 104 , 727 65 , 866 59 , 603 59 , 603 Contra 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 146 , 974 $ 490 , 325 $ 282 , 308 $ 282 , 308 Revenue 753 , 760 490 , 325 200 , 800 200 , 800 Net County Cost $ 393 ,214 $ 0 $ 81 , 508 $ 81 , 508 Budget Positions 8 . 0 4 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : Contract Services is decreasing by two (2 ) FTEs due to the elimination of the Town of Severance contract. The request is that instead of these positions being eliminated , they be moved to the Investigations Unit as Detectives to help the increased workload in that unit. Revenue decreases with the loss of the contract positions . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval as explained earlier in budget unit 1000-21205 . BOARD ACTION : 216 MUNICIPAL CONTRACT ENFORCEMENT ( CONTINUED ) 1000 - 21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Dispatched Calls 1035 130* 123* Adult Arrests 32 1 * 1 * Juvenile Arrests 9 0* 0* Traffic Citations 146 0" 0* Efficiency Measures FTE's per 10 , 000/capita . 263 . 127 . 061 Per capita net cost $ 1 .29 $0 . 00 $0 .25 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . * Denotes no longer serving the Town of Severance in 2019 217 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 $ 190 ,277 $ 188 , 007 $ 188 , 007 $ 188 , 007 Supplies 3 , 516 5 , 250 8 , 920 8 , 920 Purchased Services 127 , 073 123 , 230 144 , 314 144 , 314 Fixed Charges -85 , 000 -85 , 000 -85 , 000 -85 , 000 Capital 0 0 0 0 Gross County Cost $ 235 , 866 $ 231 ,487 $ 256 ,241 $ 256 ,241 Revenue 1 , 737 0 0 0 Net County Cost $ 234 , 129 $ 231 ,487 $ 256 , 241 $ 256 , 241 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Increase in Supplies is to account for the increase in tranquilizer drugs and outreach materials . The increase is Purchased Services is due to the renegotiation and increase for the Humane Society of Weld County contract, and vet expenses as spent in prior years . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 218 ORDINANCE ENFORCEMENT ( CONTINUED ) 1000 - 21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2 , 000 2 , 041 2 , 049 Animals Transported to Shelter 511 525 528 Efficiency Measures FTE's per 10 , 000/capita 0 . 098 0 . 095 0 . 092 Per capita cost (county support) $0 . 77 $0 . 73 $0 . 79 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : 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 in forensic computer analysis, latent prints , shoe 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 $ 495 , 350 $ 512 , 167 $ 512 , 167 $ 512 , 167 Supplies 45 , 615 53 , 594 45 , 040 45 , 040 Purchased Services 55 , 180 51 , 898 54 , 812 54 , 812 Fixed Charges 0 62 , 000 62 , 000 62 , 000 Capital 8 , 800 8 , 800 8 , 300 8 , 300 Gross County Cost $ 604 , 945 $ 688 ,459 $ 682 , 319 $ 682 , 319 Revenue 78 , 000 52 , 636 52 , 636 52 , 636 Net County Cost $ 526 , 945 $ 635 , 823 $ 629 , 683 $ 629 , 683 Budget Positions 4 . 0 4. 0 4 . 0 4 . 0 SUMMARY OF CHANGES : There are no significant changes to the Regional Lab expenses from 2018 to 2019 . Expenditures are down $7 , 809 . Spending is reviewed quarterly and adjusted based on prior expenditures. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 220 REGIONAL FORENSIC LABORATORY ( CONTINUED ) 1000 - 2126Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases/items completed — drugs , computer 374 12 , 395 400 ! 2 , 561 450/2 , 881 forensics, latent prints, shoe and tire tracks , WCSO/GPD WCSO/GPD WCSO/GPD DNA only only only 1 ,286 ! 9 , 136 1 , 300 / 9 ,235 1 , 400 / 9 , 945 all lab staff all lab staff all lab staff except non- except non- except non- DNA CBI DNA CBI DNA CBI Court Testimony 22 24 27 appearances appearances appearances Efficiency Measures FTE' s per 10 , 000/capita . 131 . 127 . 123 Per capita cost ( county support) $ 1 . 73 $2 . 02 $ 1 . 93 Effectiveness Measures (desired results ) Quality Audit 27 32 35 Proficiency Testing (Test Run/Errors ) 16 / 0 15 / 0 15 / 0 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 : 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 $ 186 , 775 $ 202 , 843 $ 257 , 562 $ 257 , 562 Supplies 5 , 907 5 , 044 5 , 400 5 , 400 Purchased Services 21 , 892 18 , 194 28 , 069 28 , 069 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 214 , 574 $ 226 , 081 $ 291 , 031 $ 291 , 031 Revenue 151 ,488 165 , 150 204 ,084 204 , 084 Net County Cost $ 63 , 086 $ 60 , 931 $ 86 , 947 $ 86 , 947 Budgeted Positions 3 . 0 3 . 0 3 . 25 3 . 25 SUMMARY OF CHANGES : The requested increase for Personnel is contingent on VOCA federal grant funding , and was discussed during a work session earlier in 2018 . The purpose is to increase one of the 0 . 5 FTE to a 0 . 75 FTE and offer the position benefits to help improve retention for the position . It would also bring the Advocates up by one Grade to put them in line with similar positions . The increase in Purchased Services is due to the grant requirement of attending the national training for victim services staff. This is covered by the grant funding and will be removed if the grant is not awarded . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Board approved the grant and the increases reflected in this budget at a work session mid-year in 2018 . BOARD ACTION : 222 VICTIM ADVOCATE SERVICES ( CONTINUED ) 1000 - 21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1 , 777 1 , 400 1 ,447 Victims served per 10 , 000/capita 45 . 37 45 . 45 44 .41 Efficiency Measures FTE's per 10 , 000/capita 0 . 098 0 . 095 0 . 100 Per capita cost (county support) $0 .21 $0 . 19 $0 .26 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 : 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 $ 228 , 109 $ 225 , 758 $ 225 , 758 $ 225 , 758 Supplies p p 0 0 Purchased Services 70 ,248 70, 248 70 , 248 70 , 248 Fixed Charges p p 0 0 Capital 0 p 0 0 Gross County Cost $ 298 , 357 $ 296 , 006 $ 296 , 006 $ 296 , 006 Revenue g p 0 0 Net County Cost $ 298 , 357 $ 296 , 006 $ 296 , 006 $ 296 , 006 Budgeted Positions 2 . 01 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : The Sheriff's Office has agreed to help support the financial obligations of the Weld County Drug Task Force , and participates by designating 2 deputies to the Task Force Operations. The amount in Purchased Services reflects the payments made to support the Task Force as agreed by MOU . There are no changes, and approval is recommended at the requested amount. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 224 MULTI - JURISDICTIONAL DRUG TASK FARCE ( CONTINUED ) 1000 - 2141Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 128 140 144 Drug Arrests 133 128 132 Search Warrants Executed 52 31 32 Cocaine Seizures ( Pounds) 2 . 9 2 . 1 2 .2 Methamphetamine Seizures ( Pounds) 34 . 6 21 21 . 7 Marijuana Seizures ( Pounds) 292 . 7 93 . 5 96 . 6 Meth Lab Seized 1 1 1 Efficiency Measures FTE's per 10 , 000/capita 0 . 066 0 . 063 0 . 061 Per capita cost (county support) $0 . 98 $0 . 94 $0 . 91 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 : 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 A►CTUAAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 179 , 309 $ 1 , 412 , 619 $ 1 , 785 , 658 $ 1 , 785 , 658 Supplies 32, 842 32 , 511 39 , 960 39 , 960 Purchased Services 4 , 796 , 715 4 , 773 , 383 4 , 995 , 613 4 , 995 , 613 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Cross County Cost $ 6 , 008 , 866 $ 6 , 218 , 513 $ 6 , 821 ,231 $ 6 , 821 , 231 Revenue 607 , 845 317 , 000 452 , 000 452 , 000 Net County Cost $ 5 ,401 , 021 $ 5 , 901 , 513 $ 6 , 369 ,231 $ 6 , 369 , 231 Budgeted Positions 14 . 0 16 . 0 20 . 0 20 . 0 SUMMARY OF CHANGES : The continuing increase in inmate population reflects increases in revenues from an increase in bond fees, commissary , phones and medical co-pays to help offset expenses . There is also $75 , 000 of grant revenue from the anticipated SCAAP ( State Criminal Alien Assistance Program ) grant that was recently reinstated . Personnel reflects an increase of four (4 ) positions, made up of two (2 ) Counselor III positions and two (2 ) Classification Specialists . This need is based on statistical evaluations of inmate population and workload from the 2017 staffing study as well as the American Jail Association published standards . The increase in purchased services is due to the increase in the inmate medical contract of $228 , 333 and includes the option of an additional medical person available based on inmate population levels. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Positions are recommended based upon the workload demands as the inmate population grows. Medical contract costs are also driven by the growing inmate population . BOARD ACTION : 226 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 . 227 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 RECOMMEN D FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15 , 747, 713 $ 17 , 603 , 565 $ 18 , 433 , 885 $ 18 ,433 , 885 Supplies 154 ,268 66 ,210 57 , 258 57 , 258 Purchased Services 48 , 620 110 , 003 153 , 504 153 , 504 Fixed Charges 0 300 , 000 64 , 000 64 , 000 Capital 0 0 0 0 Gross County Cost $ 15 , 950, 601 $ 18 , 079 , 778 $ 18 , 708 , 647 $ 18 , 708 , 647 Revenue 463 , 600 380 , 000 420 , 000 420 , 000 Net County Cost $ 15 , 487, 001 $ 17 , 699 , 788 $ 18 , 288 , 647 $ 18 ,288 , 647 Budgeted Positions 163 . 0 194 . 0 202 . 0 202 . 0 SUMMARY OF CHANGES : Major changes in the Security Unit include an increase in Revenue anticipated from the opening of the Southwest Substation Booking Intake , which will increase local municipalities' charges for inmates housed in the Weld County facilities. There is also an increase in Revenue due to the increase in jail population from many local municipalities as well . Personnel has increased by 8 . 0 FTE . This is distributed as three (3 ) Grade 43 Booking Corporals — one of which is a lateral move from the Support Services Unit ( Org 21140 ). The increase is for supervision needed at the newly opening Southwest Substation Booking Intake for 2019 . The request also includes five (5 ) new Grade 36 Detention Deputy III to work at the Southwest Substation Booking Intake . This will allow for two deputies and one corporal to work one shift per day, 7 days a week at the Southwest, with one deputy built in for relief based on the 2017 Detentions staffing study completed . When that position is not at the Southwest Substation , it will be used at the NJC to fill the continual staffing shortages. The increase in Purchased Services is mainly reflected in the SOG training needs, as turnover has necessitated the continual training of new members of the unit. Because of the high liability of this particular unit, the training has proven to be mandatory . The decrease in Fixed Charges is because the Retention Incentive offered in 2018 will not be repeated , however there is still money requested specifically for a relocation incentive to hire new recruits , and for Supervisor specific training for the Detentions Sergeants . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Increases are justified based on growing inmate population . 228 SECURITY UNIT ( CONTINUED ) 1000 - 24415 BOARD ACTION : COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Secure Jail Population Daily 713 748 785 Number of Offenders Transported to 22, 009 23 , 109 24 ,264 Court Appearances New Detention Deputies Entering 99 100 110 Basic Training Efficiency Measures Detention Division FTE's per 7. 62 8 .37 8 .59 10, 000 Capita Per capita net cost $81 . 99 $90. 38 $90. 13 Avg . Medical Cost Per Inmate Daily $ 13 . 76 $ 13. 52 $ 13. 53 Avg . Food Cost Per Inmate Daily $2. 88 $2 .88 $2. 82 Secure Facility Occupancy Rate 91 . 5% 77. 8% 81 .6% at 713 at 961 at 961 Work Outputs Avg . Secure Jail Population Daily 713 748 785 Number of Offenders Transported to 22, 009 23 , 109 24 ,264 Court Appearances New Correctional Officers Entering 99 100 110 Basic Training GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's 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 : 2017 : 232 2017 (Actual ): 304 ,600 2018 : 265 2018 (Estimated ): 315, 300 2019 : 280 2019 (Projected ): 325, 800 Per Capita Net Cost : 2017 Actual : $24, 972, 838 2018 Estimated : $28 ,496 ,965 2019 Projected : $29 ,365 ,757 229 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 . 329 , 174 $ 2 , 395 , 874 $ 2 , 787 ,221 $ 2 , 787 ,221 Supplies 35 , 605 22 , 112 15 , 044 15 , 044 Purchased Services 605 , 036 580, 518 562 , 037 562 , 037 Fixed Charges 0 0 0 0 Capital 19 , 380 0 0 0 Gross County Cost $ 2 , 989 , 195 $ 2 , 998 , 504 $ 3 , 364 , 302 $ 3 , 364 , 302 Revenue 31 , 176 35 , 000 35 , 000 35 , 000 Net County Cost $ 2 , 958 , 019 $ 2 , 963 , 504 $ 3 , 329 , 302 $ 3 , 329 , 302 Budgeted Positions 24 . 0 24 . 0 29 . 0 29 . 0 SUMMARY OF CHANGES : Personnel requests have increased by four (4 ) Grade 36 positions based on the increase of needs requested at the Courthouse . The other position is a requested move from the Booking Unit — Org 21110 to reclassify the position , and reallocate it where it belongs. The rest of the budgeted amounts decrease slightly based on past expenditures and moving requests like non-lethal weapons to the Quartermaster position under Org 21140 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES : Included in Security Unit ( 1000-24410 ) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 230 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 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Current trends do not indicate there will be a need for contracted jail space to supplement on-site jail capacity . This indication , however, is based upon reasonable forecasts about the future and does not account for unforeseen impacts on jail utilization during 2019 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 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 . 231 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 $ 5 , 981 , 710 $ 6 ,413 , 922 $ 6 , 999 ,289 $ 6 , 999 ,289 Supplies 70 , 849 36 , 502 39 , 359 39 , 359 Purchased Services 988 , 921 1 , 508 , 712 1 , 591 , 832 1 , 591 , 832 Fixed Charges 11 , 943 0 0 0 Contra Account 0 0 0 0 Capital 0 270 , 643 75 , 000 75 , 000 Gross County Cost $ 7 , 053 , 423 $ 8 ,229 , 779 $ 8 , 705 ,480 $ 8 , 705 ,480 Revenue 2 , 655 , 528 3 , 374 , 252 3 , 752 , 784 3 , 752 , 784 Net County Cost $ 4 , 397 , 895 $ 4 , 855 , 527 $ 4 , 952 , 696 $ 4 , 952 , 696 Budgeted Positions 62 71 78 78 SUMMARY OF CHANGES : The gross county cost is up $475 , 701 and net county costs are up $97 , 169 . The major increase is for seven FTE 's comprised of four dispatch positions, and three call takers for a total of $499 , 851 . The 3% cost of living is included in the recommended budget to provide users their 2019 charges by June 1st. Greeley Police will be reimbursing for the two dispatchers to allow additional service of splitting their call channel ($237 , 719 ). Supplies are up $2 , 857 for membership and general supplies . Purchased Services are up $83 , 120 primarily for Spillman ($44 , 910 ), and software . Capital is funded at $75 , 000 for the radio maintenance and inventory management software . 232 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 SUMMARY OF CHANGES (CONTINUED) : Revenues are based upon the new user rate structure adopted by the Board on December 29 , 2014 , which began charging all agencies for 10% of the actual cost in 2016 and progressively increasing the actual cost by 2 . 5% each year until 2020 , when the user rates will be 20% of actual costs for dispatching based on the prior four year average of call volume . 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 2019 , users will be paying 17 . 5% of actual costs, so they will be charged $ 1 , 207 , 682 under the formula . E911 will pay $ 1 , 815 , 000 and Banner will pay $400 , 505 . Greeley Police will pay $237 , 719 to fund two dispatchers to allow the additional service of splitting their call channel . In addition , there is revenue from tower rentals of $65 , 946 , the Niwot tower maintenance of $8 , 000 and loan repayment of $ 17 , 932 for total revenue of $3 , 752 , 784 . FINANCE/ADMINISTRATION RECOMMENDATION : The increase of seven FTE 's comprised of four dispatch positions , and three call takers for a total of $499 , 851 is a policy issue for the Board . Based upon a re-evaluation of the workload data in July it appears the seven positions are not needed at this time . This would result in a reduction of $499 , 851 in expenses, and a reduction of $87 ,474 in revenues ( 17 . 5% ) for a net reduction of $412 , 377 . All other items are recommended . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs E-911 Calls 110 ,675 116, 208 122, 000 Non-911 Calls 297 ,442 312, 314 320, 000 CAD Incidents for Law and Fire/Ambulance 493 ,272 505, 000 520, 000 EMD Calls 28 , 306 29 ,500 30, 000 Wireless Subscriber Service Tickets 328 600 900 Efficiency Measures FTE' s per 10, 000 per Capita 2 . 10 2 .25 2 . 39 Per Capita Cost - Operating Budget $ 14.44 $ 15.40 $ 15.20 EMD CaII per FTE 456 416 385 CAD Incident per FTE 7, 956 7, 110 6, 670 233 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 Goal PS WCRCC1 : To answer 90% of 9-1-1 calls during the average busy hour each day within 10 seconds. DE SIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 1 - 1 : Percentage of calls answered within 90 . 04% 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. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEYACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Percentage of calls answered within 98 .45% 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 95 .4% 95 % 95 % Improve customer requests with 20 days of report. service to Weld (includes repair/replacement) County Radio System Users . 234 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 Capital 49 , 938 3 , 738 , 985 0 0 Gross County Cost $ 49 , 938 $ 337383985 $ 0 $ 0 Revenue 0 1 , 934 ,471 0 0 Net County Cost $ 49 , 938 $ 1 , 804 , 514 $ 0 $ 0 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Since 2013 , Weld County has funded $950 , 000 per year, for the Communications System Reserve for future communications systems upgrades. In 2011 , the Board approved budgeting Communications system upgrade funding in the Capital Expenditure Fund . The E911 Authority also has a capital funding and capital reserve program to replace E911 capital items that they fund annually. 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 for a total of $2 ,225 , 000 for capital dedicated to fund the 2019-2028 Communications Capital Plan . The county's Capital Expenditure Fund will fund $ 190 , 000 per year for equipment and fund the building facilities, which are estimated to be $6 million over the ten-year period averaging $ 600 , 000 per year. No funding will be placed in this budget in future years with the new funding plan for the 2019-2028 Communications Capital Plan . At the end of 2019, there will be a reserve of $850 , 000 in the Capital Expenditure Fund for communications equipment, and the E911 Authority will have a reserve of approximately $615 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . 235 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 025 , 819 $ 1 ,211 , 989 $ 1 , 225 , 627 $ 1 , 225 , 627 Supplies 345 , 058 15 , 355 889 , 658 889 , 658 Purchased Services 758, 763 684 , 626 27 , 000 27 , 000 Fixed Charges 0 0 0 0 Contra Account -622 , 048 -725 , 890 -770 , 800 -770 , 800 Capital 554 , 252 162 , 000 60 , 000 60 , 000 Gross County Cost $ 2 , 061 , 844 $ 1 , 348 , 080 $ 1 , 431 ,485 $ 1 , 431 ,485 Revenue 373 , 229 502 , 040 462 , 480 462 , 480 Net County Cost $ 1 , 688 , 615 $ 846 , 040 $ 969 , 005 $ 969 , 005 Budgeted Positions 8 . 0 9 . 0 9 . 0 9 . 0 SUMMARY OF CHANGES : The gross county costs are up $83 , 405 , and net county costs are up $ 122 , 965 . The 3% cost of living plus step increases are included in the recommended budget to provide the Greeley Police and E911 their 2019 charges by June 1st. Supplies and Purchased Services under the IT organization have been restructured to align with IT accounts . Supplies and Purchased Services are up $216 , 677 . New and replacement equipment is funded at $208 , 000 , software for Spillman is $615 , 858 and other software of $64 , 800 . Miscellaneous services and supplies are $4 ,800 . Capital is funded at $60 , 000 . The contra account for the E911 reimbursement for the CAD portion of the system is $770 , 800 . Revenues include $462 , 480 for charges to Greeley Police for the Records portion of the system . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 236 PUBLIC SA INFORMATION SYSTEM ( CONTINUED ) 1000 - 22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 3, 523 3 ,701 3, 750 Efficiency Measures FTE' S per 10 , 000/capita 0.295 0 .285 0.276 Per capita cost (county support) $5 . 54 $2. 68 $2 .97 Goal PS WCRCC 3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE 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 OU TCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Resolve all service requests 90% 95% 100% 100% Improve customer monthly . service to public safety agencies Goal PS WCRCC 5 : Implement a new public safety information system. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS W CRC CS - 1 : Implementation 0% 0% 50%0 Implement a new public safety information system 237 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 150 , 642 $ 150 , 642 Supplies 0 0 3 , 150 3 , 150 Purchased Services 0 0 28 , 259 28 , 259 Fixed Charges 0 0 100 , 104 100 , 104 Contra Account 0 0 0 0 Capital 0 0 6 , 180 6 , 180 Gross County Cost $ 0 $ 0 $ 288 , 335 $ 288 , 335 Revenue 0 0 288 , 335 288 , 335 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 0 1 . 0 1 . 0 1 . 0 SUMMARY OF CHANGES : This is the first year for this budget. The gross county costs are $288, 335 , and net county costs are up $0 . The 3% cost of living plus step increases are included in the recommended budget to set 2019 service rates. Supplies total $3 , 150 for operating supplies . Purchased Services total $28 ,259 for training ($ 14 , 793 ), memberships ($230 ) , telephone ($ 1 ,236 ) , and vehicle costs ($ 12 , 000 ). Capital includes computer costs of $6 , 180 . Fixed costs include miscellaneous costs of $ 100 , 104 for overhead costs , contingencies , and capital reserve . Revenues include $288 , 335 for full cost recovery for the radio maintenance services. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 238 PUBLIC SAFETY WIRELESS COMMUNICATIONS ( CONTINUED ) 1000 - 22500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 0 0 2, 600 Efficiency Measures FTE' S per 10 , 000/capita 0. 000 0 .032 0. 031 Per capita cost (county support) $0 . 00 $0. 00 $0 .00 239 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 $ 794 ,246 $ 874 , 021 $ 957 , 962 $ 957 , 962 Supplies 10 , 280 25 , 800 24 ,200 24 , 200 Purchased Services 405 , 827 343 , 950 372 , 466 372 , 466 Fixed Charges 6 0 0 0 Capital 6 0 0 0 Cross County Cost $ 1 , 210 , 352 $ 1 , 243 , 771 $ 1 , 354 , 628 $ 1 , 354 , 628 Revenue 60 500 0 0 Net County Cost $ 1 , 210 , 293 $ 1 , 243 ,271 $ 1 , 354 , 628 $ 1 , 354 , 628 Budgeted Positions 7 9 10 10 SUMMARY OF CHANGES : Personnel Services are up $83 , 941 due to a mid-year Medicolegal Investigator position approved by the Board on March 28 , 2018 , due to workload . Supplies are down $ 1 , 600 primarily in small items of equipment ( $2 , 600 ) with an offsetting increase of $ 1 , 000 in medical supplies. Purchased Services are up $28 , 516 primarily in medical services for autopsies ($55 , 916 ) and memberships ($ 1 ,200 ) with offsetting reduction in vehicle costs ($25 , 000 ), and travel ($2 , 600 ). The requested change reflects the increase in the total number of cases and total autopsies . While holding per-autopsy costs at current levels, the first six months of 2018 has seen an increase of 7% in total scene-response cases and a 22% increase in autopsies. In Fleet Maintenance , there is $37 , 600 for the replacement of Truck 165 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The Board previously approved the added position . Other line item changes appear justified based upon the increased number of cases and historical expenditure patterns. BOARD ACTION : 240 CORONER ( CONTINUED ) 1000 - 23200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs Total number of cases reviewed 1 ,422 1 , 500 1 , 550 Number of cases investigated 676 730 812 Number of full autopsies 227 253 270 Efficiency Measures FTEs per 10,000/capita 0 .293 0 .285 0 .276 Per capita cost (county support) $3. 86 $4. 21 $4. 16 Cost per autopsy (with toxicology) $ 1 ,333 $ 1 ,333 1 , 333 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 14 : All investigative reports are submitted Investigative report to the supervisor within 14 days of 55% 85% 90% cycle time assignment. PSC 1 -2 : 7to5P1Vi: 7to5P11�2: Impresponse rove60% 70% times to scenes by Response times measured by dispatch New 10% during from 7 time report information. After hours: After hours : AM to 5 PM and 15° 0 85% 85% after hours 241 CORONET ( 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 New 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 to each staff member month, offered in an asynchronous format PS C2-4 : Provide participating Using existing county resources, staff members an provide voluntary participation in individualized and individualized wellness assessments New New 75% 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 : National certification Assure that every investigator is for all eligible nationally-certified or state-certified 90% 100% 100% within first year of employment. investigators PS C3 -2 : Meet continuing Assure that the Coroner remains education hours compliant with required Coroner required by the state Standards and Training Board 100% 100% 100% Coroner Standards continuing education requirements and Training Board 242 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 $ 797 , 961 $ 967 , 916 $ 1 , 122 , 567 $ 1 , 122 , 567 Supplies 8 , 043 48 , 045 37 , 000 37 , 000 Purchased Services 50 , 790 47 , 350 47 , 350 47 , 350 Gross County Cost $ 856 , 794 $ 1 , 063 , 311 $ 1 ,206 , 917 $ 1 , 206 , 917 Revenue 33 , 744 39 , 000 39 , 000 39 ,000 Net County Cost $ 823 , 050 $ 1 , 024 , 311 $ 1 , 167 , 917 $ 1 , 167 , 917 Budgeted Positions 9 . 5 11 . 50 13 . 50 13 . 50 SUMMARY OF CHANGES : The department is requesting an increase in Personnel Services to fund 2 . 0 FTE Pretrial Services Specialists , both at Grade 27 , Step I ($ 154 , 651 ) . The positions are needed to handle continued high demand and associated workloads to assist the Courts and judicial officials determine the release of certain defendants from jail and in the supervision of defendants in the community on bond . Supplies costs down $ 11 , 045 due to software maintenance costs. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the budget including the two additional positions. The caseload increase justifies the increase in personnel . Positions produce cost-avoidance at the jail and efficiencies to assure public safety and appearance of defendants to court hearings . BOARD ACTION : 243 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs Pretrial Services Risk Assessments 3 , 426 3 ,490 3 , 600 Defendants on Pretrial Supervision (ADP ) 900 970 1 , 000 Court Date Call Notifications 4 , 000 4 , 000 4 , 300 Efficiency Measures FTE 's per 10 , 000/capita . 377 . 364 . 414 Per capita net cost $2 . 70 $3 .25 $3 . 58 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 : To use evidence based 3 ,426 3 , 490 3 , 600 Pretrial practices in defendant risk defendant defendant risk projected Services . Assist assessment for pretrial release risk assessments defendant risk county and and supervision of defendants assessment at the jail and assessments judicial officials in the community ; assure court s at the jail 970 at the jail and by formulating appearance and public safety ; and 900 defendants on 1 , 000 release and defendants supervision projected recommendation on average defendants on s and providing daily supervision supervision of supervision defendants that reasonably $4 , 187 ,295 $4 ,275 ,495 assure that those on $4 , 032 , 945 conditional Estimated variable cost release return to avoidance/savings to help court and do not manage high expense of engage in operating the jail . criminal activity pending their trial and/or sentencing . 244 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 Goal PS J 2 : 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 PROJECTE DESIRED OUTCOMES ACTUAL, ESTIMATED 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 ; maintain CJAC Bylaws . coordination to Provide analysis, and the committee ; coordination with justice system facilitate , and agencies . advance their work. PS JS-3 : Court Improve efficiencies and cost 85%-90% 85-90% 85-90% Date avoidance at the Weld County Appearance Appearance Appearance Notifications . Jail , for the 19th Judicial District Rate to Rate to Rate to Provide call courts and for local law Division A Division A Division A ahead reminders enforcement agencies . (first to defendants appearance scheduled for court, via court hearings. summons) 245 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 , G . 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 , 376 , 487 $ 1 , 390 , 489 $ 1 , 545 , 140 $ 1 , 545 , 140 Supplies 18 , 114 27 , 690 28 , 090 28 , 090 Purchased Services 166 , 789 187 , 498 187 , 098 187 , 098 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 561 , 390 $ 1 , 605 , 677 $ 1 , 760 . 328 $ 1 , 760 . 328 Revenue 744 , 820 964 , 350 964 , 350 964 , 350 Net County Cost $ 816 , 570 $ 641 , 327 $ 795 , 978 $ 795 , 978 Budgeted Positions 16 . 0 17 . 0 19 . 0 19 . 0 SUMMARY OF CHANGES : Offender placements are increasing . The department is requesting an increase in Personnel Services of 2 . 0 FTE Client Managers (security-line staff), both at Grade 27 , Step 1 ($ 154 , 651 ) to handle high demand and associated workloads to assist the Courts and main jail for alternative sentencing placement options. Supplies are up $400 for software maintenance . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the budget including the two additional positions. The caseload increase justifies the increase in personnel . Positions produce cost-avoidance at the main jail , efficiencies for the Courts and the safe reentry of lower risk offenders in the community. BOARD ACTION : 246 Work Release I Electronic Monitoring ( Continued ) 1000 - 24125 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Work Release Clients - ADP 160 180 185- 190 Avg . Electronic Home Monitoring - ADP 70 75 75 FTE 's per 10 , 000/capita . 558 . 558 . 583 Per capita net cost $4 . 80 $3 . 77 $4 .44 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 PERFORNIAN CE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS JS4-1 : Offender 160 ADP - Work 180 ADP - Work 185 - 190 ADP - Alternative utilization by Release Release Work Release Programs - providing less Provide safe, costly sentencing community based alternative to jail 70 ADP — 75 ADP — 75 ADP — alternative incarceration for Electronic Electronic Electronic sentencing adult convicted Monitoring Monitoring Monitoring placement options offenders ; for eligible adult offenders ordered by the Courts, in lieu of traditional Offenders 100% 100% 100% jail sentence . participating in Ensure offenders educational and/or are given employment opp ortuni ti e s S. programming ; and access to resources ; Estimated variable $ 840,000 $945 ,000 $ 997,500 treatment and cost savings of employment programs to services, while taxpayers for living in a staff- clients ' average secure correctional length of stay at setting or on Work Release electronic Facility (excludes monitoring home electronic home confinement. monitoring placements) . 247 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 $ 73 , 186 $ 75 , 612 $ 99 ,213 $ 99 ,213 Supplies o 500 500 500 Purchased Services 1 , 134 500 500 500 Gross County Cost $ 74 , 320 $ 76 , 612 $ 100 , 213 $ 100 ,213 Revenue 16 , 779 14 , 000 16 , 000 16 , 000 Net County Cost $ 57 , 541 $ 62 , 612 $ 84 , 213 $ 84 ,213 Budgeted Positions 1 1 1 . 25 1 . 25 SUMMARY OF CHANGES : As indicated earlier in the Juvenile Diversion budget unit 1000- 15200 in order to accurately reflect the work that is occurring , $ 18 , 341 of the Diversion Directors salary will be funded through Adult Diversion Services. Funding a portion of the Diversion Director salary through Adult Diversion Services allows the Director to be more responsive to the needs of the community and accurately account for where time is spent on a program basis. Revenue increase of $2 , 000 is based on increase in caseload in Adult Diversion , which results in increases program fees. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the inclusion of the $ 18 , 341 of the Diversion Director's salary . 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. 248 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 $ 59 , 742 $ 60 , 793 $ 63 , 730 $ 63 , 730 Supplies 2 , 770 6 , 000 6 , 000 6 , 000 Purchased Services 2 , 856 , 856 2 , 850 625 2 , 925 ,241 2 , 925 241 Fixed Charges 0 25 , 051 25 , 501 25 , 501 Capital 0 0 0 0 Gross County Cost $ 2 , 919, 368 $ 2 , 942 469 $ 3 , 020 ,472 $ 3 , 020 472 Revenue 2 , 865 , 874 2 , 942 469 3 , 020 ,472 3 , 020 472 Net County Cost $ 53 , 494 $ 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 remain stable . State allocation for SFY 18/ 19 : $2 , 564 , 829 for Residential Services for Diversion , Transition and Condition of Parole placements ; $55 , 013 for Non-Residential Diversion Services, $ 100, 000 for Offender Correctional Treatment Support Services , $47 , 205 for Residential Condition of Probation Placement Services, $ 119 , 854 for Facility Payment funding to mitigate vendor staff turnover and promote evidence based programming , $ 13 , 901 for Offender Subsistence Support and $ 119 , 670 for Community Corrections Board and department administration . Lease amount to vendor to use the Community Corrections Facility at $296 , 616 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 : 249 COMMUNITY CORRECTIONS A ( CONTINUED ) 1000 - 24200 & 24220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Intervention Community Correction Services : Total Average Daily Populations of Offender Populations by Type - Residential Transition , Residential Diversion , Non-Residential Diversion and I RT Placements : 250 250 250 Efficiency Measures FTE's per 10 ,000/capita 0 .032 0 .032 0 .031 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 and the Department of Corrections, provide oversight of selected vendors 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 160 residential 160 residential 160 residential Community alternative jail and prison (ADP) (ADP) (ADP) Corrections - incarceration for adult convicted Provide safe, offenders; 50 non- 50 non- 50 non- community based residential residential residential correctional placement for Recidivism rates for offenders, eligible adult completing the Community 2-3 % 2-3% 2-3% offenders ordered Corrections Program is substantially by the Courts lower after release than offenders and/or Department either released from prison or placed of Corrections. directly on parole. Ensure offenders are given All offenders participate in some form 240 240 240 opportunities & of educational and/or vocational access to resources; programming. treatment and employment Receive, manage, and process all $2,903 ,305 $2,942,350 $3 ,020,471 services, while community corrections funds from the living in staff- State; secure correctional setting Cost avoidance/savings ratio of $ 1 ,800,000 $ 1 ,800,000 $ 1 ,800,000 Community Corrections Programs to County . 250 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 , 012 , 462 $ 1 , 049 , 099 $ 1 , 139 , 699 $ 1 , 139 , 699 Supplies 72 ,209 107 , 738 82 , 000 82 , 000 Purchased Services 95 , 956 108 , 504 102 , 923 102 , 923 Fixed Charges 174 , 027 147 ,217 165, 226 165 , 226 Capital 0 0 0 0 Gross County Cost $ 1 , 354 , 654 $ 1 ,412, 558 $ 1 ,489 , 848 $ 1 ,489 , 848 Revenue 2 , 694 , 148 2 , 650 , 000 2 , 650 , 000 2 , 650, 000 Net County Cost $ - 1 , 339 ,494 $ - 1 , 237 , 442 $ - 1 , 160 , 152 $ - 1 , 160 , 152 Budgeted Positions 12 . 00 12 . 00 13 . 00 13 . 00 SUMMARY OF CHANGES : Personnel Services are up $90 , 600 . The department requested an additional Plans Examiner I . Recent numbers and building department activity have picked up and there is a need for the position . This position will also assist on the inspections division which has also seen an uptick in inspection activity. The Board approved the position mid-year at a work session on July 10 , 2018 , effective immediately. Supplies are down $25 , 738 for software maintenance . Purchased Services are down $5 , 581 primarily in vehicle costs ( $ 11 , 581 ) with offsetting increases in publications and subscriptions for code books ($4 , 500 ), and travel ($ 1 , 500 ). Fixed Costs for chargebacks from Planning are up $ 18 , 009 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The new position has been approved mid-year by the Board . Other line-item changes are reflective of historical spending patterns . BOARD ACTION : 251 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2017), (20181, I22.i .1 Field Inspection Work Outputs Number of Building Permits Issued 2258 2 , 270 2 , 300 N umber of inspections performed 23 ,474 24 , 200 25 , 500 Avg . # of inspections per Inspector 18 . 85 19 . 17 19 . 5 Number of Inspectors 5 5 5 N umber miles driven by Inspectors 143 , 000 145 , 000 146 , 000 Walk-ins 5 , 553 6 , 000 6 , 200 N umber of Plan Reviews 2 , 118 2 ,200 2 , 350 N umber of Plan Examiners 2 2 3 N umber of Building Compliance violations 63 70 72 N umber of Building Complaints 64 68 70 N umber Compliance cases closed 65 70 71 N umber of Building Compliance Officers 1 1 1 I 252 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 OBJECTIVE/KEY OBJECTIVE/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 website Ensure routine Host/attend two Building Trades 2 2 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 3 inspections ensure consistency by inspectors conducted in the field 253 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 4-hour turnaround 99% 99% 9* 'a 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 timeframe. 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 254 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 $ 427 , 786 $ 469 , 089 $ 475 , 289 $ 475 ,289 Supplies 23 , 102 76 , 850 76 , 850 76 , 850 Purchased Services 347 , 681 418 , 986 414 , 886 414 , 886 Fixed Charges 14 , 321 0 0 0 Capital 0 0 0 0 Gross County Cost $ 812 , 890 $ 964 , 925 $ 967 , 025 $ 967 , 025 Revenue 75 , 355 6 , 000 6 , 000 6 , 000 Net County Cost $ 737 , 535 $ 958 , 925 $ 961 , 025 $ 961 , 025 Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE 7 PT 10 PT 10 PT 10 PT SUMMARY OF CHANGES : Budget is up $2, 100 . The department has requested the reclassification of the Field Operations Coordinator to Foreman ($6 , 200 ). Tree trimming and tub grinding of trees has been increased $5 , 000 , and grants have been reduced $9 , 100 with the removal of Diffuse Knapweed costs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the reclassification of the Field Operations Coordinator to Foreman . BOARD ACTION : 255 NOXIOUS WEEDS ( CONTINUED ) 1000 - 26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Mowing Lane Miles 2 , 400 2 ,400 2 ,400 Spraying Lane Miles 7 , 500 7 , 500 7 , 500 Acres Sprayed (Only noxious weeds being 2 , 100 2 , 100 2 , 100 sprayed beginning in 2017 ) Efficiency Measures FTE 's per 10 , 000/capita . 064 . 062 . 061 Per capita cost (county support) $2 . 42 $3 . 04 $2 . 95 Goal TPW9 : Implement the Colorado Weed Management Act on County properties and in assist landowners with compliance with the law through public education and assistance. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED 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 . 256 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 BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 283 , 595 $ 288 , 915 $ 394 , 574 $ 394 , 574 Supplies 30 , 524 29 , 900 29 , 900 29 , 900 Purchased Services 24 , 463 141 , 795 221 , 795 221 , 795 Fixed Charges -807 0 0 0 Capital 0 0 0 0 Gross County Cost $ 337 , 775 $ 460 , 610 $ 646 ,269 $ 646 ,269 Revenue 65 , 000 115 , 000 115 , 000 115 , 000 Net County Cost $ 272 , 775 $ 345 , 610 $ 531 ,269 $ 531 ,269 Budgeted Positions 3 . 0 3 . 0 4 . 0 4 . 0 SUMMARY OF CHANGES : Personnel Services are up $96 , 666 . The main focus and change to the OEM budget is the request of an additional EM Coordinator position to support the Hazmat and Chemical Facility requirements. This position will help in the planning with Tier II facilities, WOGLA emergency Planning , Pipeline Emergency Planning and coordination of exercises/drills with all of our operators . This position may be supported with grant funding from the State , but funding is limited . The cost for the position is $90 , 456 . In addition , the department is requesting an upgrade of the Office Tech III position (Grade 15 ) within OEM to an Emergency Management Specialist position ( Grade 21 ). This will adapt the OEM operations to be able to assign her specific tasks related to OEM functions , and allow a better overall organizational structure . Cost for the upgrade is $6 , 210 . The other major item requested is funding to support the update to the Weld County Hazard Mitigation Plan . This is a federal requirement, even though this is an update OEM will need to follow all the federal requirement, as if it is a new plan . The contractor hired to complete the 2016 plan charged $79 , 000 . The department estimates it can get the update completed with nearly the same level of funding at $80 , 000 , and may be able to seek available grants from the State . Other budget items will stay consistent. OEM will get $50 , 000 in additional grant funding to support the EM program , including support for training and exercises. 257 OFFICE OF EMERGENCY MA ( CONTINUED ) 1000 - 26200 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the additional EM Coordinator position , and upgrade of the office tech position . Funding for the Weld County Hazard Mitigation Plan is recommended , since the update is needed and required . BOARD ACTION : 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 18 12/24 Efficiency Measures FTE's per 10 , 000/capita 0 . 101 0 . 095 0 . 123 Per capita cost $0 . 90 $ 1 . 10 $ 1 . 63 Mission Statement: To support Weld County and its citizens in Preparedness , Prevention , Mitigation , Response , and Recovery using an All-Hazards approach , and to develop and sustain broad and sincere relationships among individuals and organization to encourage trust, advocate a team atmosphere , build consensus, and facilitate communication . • GOAL 1 . Enhance capability necessary to protect the community from all hazards 1 . Enrich outreach initiatives to create "Culture of preparedness" in Weld County 2 . Ensure and improve the level of preparedness through training and exercise opportunities . 3. Bolster planning efforts through cooperative collaboration with community partners • GOAL 2 . Increase response capability necessary to improve life safety, property protection and environmental preservation 1 . Heighten the level of readiness through emerging technologies 2. Expand public, private , non-profit and faith based partnerships to strengthen response capabilities . 3. Assess , identify, maintain and enhance resources for emergency response . • GOAL 3. Implement initiatives to engage the whole community 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/OEM/index .html 258 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 BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 886 358 $ 3 , 108 , 312 $ 3 , 720 930 $ 3 , 720 930 Supplies 85 , 936 159 , 245 166 , 865 166 , 865 Purchased Services 12 , 234 , 614 6 , 127 , 921 4 , 916 , 870 4 , 916 , 870 Capital 83 , 312 0 150 , 000 150 , 000 Contra -350 , 245 -329 , 571 -639 , 318 -639 , 318 Gross County Cost $ 14, 939 975 $ 9 , 065 907 $ 8 , 315 347 $ 8 , 315 347 Revenue 0 0 0 0 Net County Cost $ 14 , 939 , 975 $ 9 , 065 , 907 $ 8 , 315 , 347 $ 8 , 315 , 347 Budgeted Positions 28 28 35 35 SUMMARY OF CHANGES : Net county costs are down $750 , 560 . Personnel Services are up $612 , 618 with overtime being up $48 , 000 , and six additional positions and two reclassifications totaling $564 , 618 . The request is for one Engineer for Development Review; one Engineering Tech for Permitting (convert one seasonal employee to full-time ); one Engineering Tech I for Stormwater/Construction ; one Engineering Tech Improvement, one Engineering Tech for Permit/Inspections ; and two Engineering Tech for Permitting . One existing Engineering Tech I will be reclassified as an Engineering Tech II ; and the MS4 Administrator position will be moved from a Grade 37 to Grade 41 . Supplies are up $7 , 620 for the following reasons : Office Supplies increased $ 1 , 000 for anticipated purchases; Small Items of Equipment decreased $20 , 000 based on needs; Software Maintenance was increased $44 , 620 due to an increase in licensing fees and software for new employees ; Road Construction Supplies decreased $ 18 , 000 based on historical expenditures for survey monuments. 259 GENERAL ENGINEERING ( CONTINUED ) 1000 - 31100 SUMMARY OF CHANGES (continued ) : Purchased Services decreased $ 1 , 211 , 051 due to Postage and Freight decreased $4 , 000 based on historical expenditures; Printing and Duplicating increased $3 , 000 for printing flyers and packets for various meetings; Publications and Subscriptions decreased $3 , 000 based on historical spending ; Advertising and Legal Notices was decreased by $2 , 000 and eliminated as job advertisements are paid from another budget; Other Purchased Services increased $ 14 , 107 for State permitting fees ; Engineering and Architectural was increased $ 160 , 000 for anticipated consulting needs and for on-call right-of-way acquisition services as needed ; Other Professional Services increased $ 151 , 642 due to an increase in the number of environmental studies and the addition of Roadway Profilograph ; Repair and Maintenance Equipment increased $500 for increased nuclear gauge calibration fees; Training increased $ 14 , 100 due to training needs for additional employees; Strategic Roads decreased $395 ,400 based on scheduled projects; Grants and Donations was reduced $ 1 , 150 , 000 and eliminated as there are no anticipated grants for 2019 . The Contra Account was increased $309 , 747 for the charge-back to the Planning Department. Machinery and Equipment was added for $ 150 , 000 for the purchase of radar traffic counters and weather stations. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Five of the positions were approved by the Board on May 21 , 2018 for an additional Engineer I and four Engineer Tech . On June 19 , 2018 , the Board approved two additional Engineering Tech positions. The positions were justified based upon the workload coming from Planning for development reviews and the pipeline activity . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of designs completed 10 15 15 N umber of construction projects completed 7 6 8 N umber of land use case reviews 778 800 800 Access Permit 671 700 800 Right-of-Way Permits 539 600 650 Efficiency, Measures FTE's per 10 , 000/capita 0 . 919 0 . 889 1 . 074 Per capita cost $49 . 05 $28 . 75 $25 . 52 *Numbers do not include flood projects. 260 GENERAL ENGINEERING ( CONTINUED ) 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/IKEY 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 261 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 , 334 $ 60 , 032 $ 60 , 032 $ 60 , 032 Supplies 1 , 673 1 , 750 1 , 750 1 , 750 Purchased Services 3 , 759 12 , 900 12 , 900 12 , 900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 65 , 766 $ 74 , 682 $ 74 , 682 $ 74 , 682 Revenue 5 ,404 5 , 000 5 , 000 5 , 000 Net County Cost $ 60 , 362 $ 69 , 682 $ 69 , 682 $ 69 , 682 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 262 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 . 033 0 . 032 0 . 031 Per capita cost { county support) $0 . 198 $0 . 221 $0 . 214 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Building and Grounds Budget Unit ( 1000- 17200 ). 263 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 , 000 129 , 000 129 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 000 $ 129 , 000 $ 129 , 000 $ 129 , 000 Revenue 0 0 0 0 Net County Cost $ 29 , 000 $ 129 , 000 $ 129 , 000 $ 129 , 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. This represents $ 15 , 000 towards the staff position and $ 11 , 000 towards maintenance . The budget is the same as last year. 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. Starting in 2017 an additional $ 100 , 000 each year was included for trail repairs. Weld County, Windsor, and Greeley each committed to funding the $ 100 , 000 annually for trail repairs again in 2019 . Therefore , the additional $ 100 , 000 is included again in the 2019 budget. In the Public Works budget unit 2000-32500 there is $90 , 000 for a carry-over TAP grant included for Poudre River Trail repairs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 264 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 n/a SUMMARY OF CHANGES : The Airport Board has adopted the policy that they will be self- sufficient and will no longer request funding for local grant matches for capital FAA projects. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 265 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 nineteen 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 19 , 000 28 , 500 28 , 500 28 , 500 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 19 , 000 $ 28 , 500 $ 28 , 500 $ 28 , 500 Revenue 0 0 0 0 Net County Cost $ 19 , 000 $ 28 , 500 $ 28 , 500 $ 28 , 500 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Recommended budget of $28 , 500 is the same as 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 266 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, and Big Thompson Watershed Forum . 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 nIa nIa nIa n/a SUMMARY OF CHANGES : This budget is the same as 2018 for the North Front Range Water Quality Planning Organization ( NFRWQPO ) ($9 , 000 ), and the Big Thompson Watershed Forum ($ 1 , 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 : The last two years the Big Thompson Watershed Forum has requested $2 , 000 , but the Board only agreed to pay $ 1 , 000 again in 2018 with the understanding the Board would evaluate whether to fund anything in the future , since Weld County has no water shares and is not really a stakeholder in Big Thompson Watershed . Policy issue . BOARD ACTION : 267 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 38 , 225 38 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 48 , 225 $ 38 , 225 $ 38 ,225 $ 38 ,225 Revenue 0 0 0 0 Net County Cost $ 48 , 225 $ 38 , 225 $ 38 , 225 $ 38 ,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Requested budget of $38 , 225 is the same as 2018 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 268 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 221 , 730 228 ,225 241 , 000 241 , 000 Fixed Charges Capital 0 0 0 0 Gross County Cost $ 221 , 730 $ 228 , 225 $ 241 , 000 $ 241 , 000 Revenue ( 0 0 0 Net County Cost $ 221 , 730 $ 228 ,225 $ 241 , 000 $ 241 , 000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : NRBH is requesting a total of $ 141 , 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 $ 12 , 775 over the 2018 funding level . NRBH has requested the additional funding because the need and demand for behavioral health services continues to increase . Additionally, the cost of living and necessary increases to retain appropriate staff also continues to grow. Any loss of County funds would result in many County residents going unserved with no options for comprehensive behavioral health treatment until they land in a local emergency department, the Acute Treatment Unit, Withdrawal Management Program ( Detox) , or the county jail . As the community has become aware of the increased suicide rate among adults , requests for suicide prevention activities for adults have increased . The demand for SESS services has dramatically increased while their funding has remained stagnant. $100 , 000 is included for the Weld County Adult Treatment Court program to treat clients in with alcohol , drug and other substance abuse issues . In 2016 , the county and courts developed an ongoing MOU for this arrangement. 269 MENTAL HEALTH ( CONTINUED ) 1000 - 5614Q FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the NRBH request for $ 141 , 000 . 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 $ 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 : 270 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 nIa n/a nIa 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 2019 , since the usage justifies Social Services paying 100% . BOARD ACTION : 271 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 A►CTUA►L LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 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 : 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 2019 budget. The investment rate assumption will be reduced to 6 . 50% for December 31 , 2018 . 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 : 272 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 nIa nIa nIa 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 : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services Fund . 273 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 , 441 , 633 5 , 441 , 633 Capital 0 0 0 0 Gross County Cost $ 4 , 869 , 653 $ 5 , 089 ,441 $ 5 ,441 , 633 $ 5 ,441 , 633 Revenue 0 0 0 0 Net County Cost $ 4 , 869 , 653 $ 5 , 089 ,441 $ 5 , 441 , 633 $ 5 , 441 , 633 Budgeted Positions nla n1a nla n/a SUMMARY OF CHANGES : See Health Fund for details. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health Fund . 274 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 196 , 703 165 , 000 165 , 000 165 , 000 Gross County Cost $ 196 , 703 $ 165 , 000 $ 165 , 000 $ 165 , 000 Revenue 74 , 980 0 0 0 Net County Cost $ 121 , 723 $ 165 , 000 $ 165 , 000 $ 165 , 000 Budgeted Positions nla nla nla nia SUMMARY OF CHANGES : East Colorado Small Business Development Center (SBDC ) has requested $65 , 000 , same as 2018 . Upstate Colorado requested $ 150 , 000 , same as 2018 . Upstate wishes to continue the additional $50 , 000 for the succession programing started in 2018 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 2019 , like it did in 2018 . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See County's overall Economic Development goals in the Strategic Plan Section of the Budget Message . 275 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 nIa n/a n/a 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 : 276 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 property $ -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- 277 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Non-Departmental - - 1000-90100 DEPARTMENT DESCRIPTION : Central budget unit containing county-wide costs that are not allocated to program budgets , e . g . training , audit fees, etc . RESOURCES ACTUALLAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 158 , 647 70 , 000 70 , 000 70 , 000 Purchased Services 614 , 128 449 , 127 464 , 087 464 , 087 Fixed Charges 21 , 031 120 , 000 175 , 000 175 , 000 Gross County Cost $ 793 , 806 $ 639 , 127 $ 709 , 087 $ 709 , 087 Revenue 103 , 292 ,452 103 ,493 , 194 107 , 383 , 394 107 , 064 , 762 Net County Cost $ - 102 ,498 , 646 $ - 102 , 854 , 067 $ - 106 , 674 , 307 $ - 106 , 355 , 675 SUMMARY OF CHANGES : The expense side of this budget is up $69 , 960 from 2018 . Memberships and dues are down $400 , and phone costs are down $5 , 000 . Professional services are up $20 , 360 for recruitment testing , and training has been increased $55 , 000 to fund additional staff training and managerial training per the staff development initiative in the 2019 budget. Revenues are up $3 , 571 , 568 over the current year. Property taxes are budgeted at $97 , 630 , 811 up $4 , 529 , 760 . Revenue from interest earnings are up $ 1 , 500 , 000 at $3 , 500 , 000 for 2019 . Fines are up $2 , 000 , and cable fees are up $5 , 000 . Rents from Buildings total $555 ,288 from Social Services ($ 166 , 234 ) , PS Trophy ($ 16 , 800 ), Community Corrections Building ($296 , 616 ), ambulance station ( $5 , 200 ) and Fredrick library building lease/purchase ($70 ,438 ). Recovery of indirect costs is $4 , 512 , 619 , and revenues from Urban Renewal Authorities ( URA) are budgeted at $314 , 213 for Brighton URA, $ 10 , 500 for the Erie URA,. $ 14 , 181 from Fort Lupton , $ 104 , 397 from Mead , and $48 , 000 for South Firestone URA . Other smaller revenues are stable with little change . Total revenues are $ 106 , 137 , 773 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . $ 16, 900 is funded for the MPO membership to DRCOG . It is a policy issue if the Board wishes to budget this in the 2019 budget, since at a work session held on January 16 , 2018 the Board decided not to pay the DRCOG dues for 2018 . BOARD ACTION : 278 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 nla nla nla nla 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 ). However, with the changes described below, funding is no longer needed in this budget unit. Based upon the reserve amount in the Other Post Employment Benefits (OPEB ) Trust and the amount paid out each year for active retirees in department budgets , the reserve requirement is being met. FINANCE/ADMINISTRATION RECOMMENDATION : 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 . As a result of this Board action , the OPEB Plan was fully funded , as of 2012 , and no longer requires additional contributions. BOARD ACTION : 279 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 35 , 737 40 , 737 149 , 383 40 , 737 Gross County Cost $ 35 , 737 $ 40 , 737 $ 149 , 383 $ 40 , 737 Revenue 0 0 0 0 Net County Cost $ 35 , 737 $ 40 , 737 $ 149 , 383 $ 40 , 737 Budgeted Positions nfa nib nla nla SUMMARY OF CHANGES : Funding is included for the following community agencies : AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL Promises for Children $ 5 , 000 $ 5 , 000 $ 5 , 000 $ 0 211 Information and Referral 25 , 000 40 , 000 25 , 000 0 Youth and Family Connection 0 68 , 646 0 0 1451 Collaboration Management 0 0 0 0 Catholic Charities 0 0 0 0 Greeley Transitional House 0 0 0 0 A Woman 's Place 0 0 0 0 Weld 's Way Home 5 , 000 25 , 000 5 , 000 0 RSVP 0 5 , 000 0 0 Audio Information Network 5 , 737 5 , 737 5 , 737 0 Total $40,737 $ 149, 383 $40, 737 $ 0 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 $5 , 000 was made . This is the same as 2018 . Recommend approval . 211 Information and Referral program has requested $40 , 000 for the 211 information and referral system operated by United Way . This is an increase of $ 15 , 000 over the 2018 funding level of $25 , 000 . The recommended budget includes base level funding of $25 , 000 . Increase in funding is a Board policy issue . 280 COMMUNITY AGENCY G ( 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 2018 . Recommend approval . Youth and Family Connections (YFC ) is requesting a total $08 , 045 . $31 , 323 is Weld County's share of law enforcement support from the Sheriff. 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. $37 , 323 is requested for the Direct Services Case Management, High Fidelity Wraparound Support, and 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 2018- 2019 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 2019 . 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 2019 . In 2018 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 . RSVP has requested $5 , 000 for 2019 . Board funded the $5 , 500 request on a one-time basis in 2015 only. The funding is to help the agency with increased costs associated with service provided seniors in the community . Funding is a policy issue for the Board . BOARD ACTION : 281 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 $ 42 , 236 $ 38 , 544 $ 38 , 544 $ 38 , 544 Supplies 18 , 948 18 , 500 18 , 500 18 , 500 Purchased Services 54 , 875 122 ,498 122 ,498 122 ,498 Fixed Charges 250 , 316 0 0 0 Capital 0 0 0 0 Gross County Cost $ 366 , 375 $ 179 , 542 $ 179 , 542 $ 179 , 542 Revenue 0 0 0 0 Net County Cost $ 366 , 375 $ 179 , 542 $ 179 , 542 $ 179 , 542 Budgeted Positions 2 2 2 2 SUMMARY OF CHANGES : No change . Treasurer's staff will continue the administrative function , and Upstate Colorado will be doing the marketing and fundraising function for the same contract amount of $ 116 , 498 in 2019 . No funding is included in the General Fund for student grants. If funding is required for the student grants the amount should come from the Economic Development Trust Fund for one more year. The exact amount of ongoing financial support will depend upon what impacts the changes being made for the 2018-2019 academic year will make , such as limiting grants to $2 , 000 per year, last dollar in for financial assistance versus first dollar, and limiting payment to only students attending institutions in Colorado and adjacent states . FINANCE/ADMINISTRATION RECOMMENDATION : Funding level for administration , and funding level for student grants is a policy issue for the Board . BOARD ACTION : 282 BRIGHT FUTURES ( CONTINUED ) 1000 - 9016Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 1 , 359 2 , 394 1 , 600 Investments $3 . 34M $6 . 00 $3 . OOM Efficiency Measures FTE' s per 10 , 000/capita 0 . 66 0 . 63 0 . 61 Per capita administrative expenditure $ 1 .20 $0 . 57 $0 . 55 Per capita student grant expenditure $ 10 . 96 $ 19 . 03 $9 . 21 283 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 $ 308 , 774 $ 338 , 463 $ 475 ,246 $ 475 , 246 Supplies 4 , 166 6 , 300 10 , 300 10 , 300 Purchased Services 28 , 195 42 , 400 48 ,400 48 , 400 Fixed Charges 542 0 0 0 Capital 0 0 0 0 Gross County Cost $ 341 , 677 $ 387 , 163 $ 533 , 946 $ 533 , 946 Revenue 0 0 0 0 Net County Cost $ 341 , 677 $ 387 , 163 $ 533 , 946 $ 533 , 946 Budgeted Positions 11 . 00 11 . 75 14. 375 14 . 375 SUMMARY OF CHANGES : The Weld County Extension Advisory Council and Extension staff developed a strategic plan to expand 4-H programming and participation in Weld County. This plan addresses concerns expressed by the Council that 4-H programming was reaching only about six percent ( 6% ) of youth in the county who are 4-H aged (5- 18 ). In developing this plan , discussions were held with other youth-serving organizations in the county to gain input and perspective of the need for more positive youth development opportunities in Weld County. The plan recommends the addition of two (2 ) FTE 4-H Program Associates ($ 116 , 971 ) who will work from within their communities to grow 4-H community clubs , members, and volunteers , and to substantially increase outreach activities, including STEM based out-of-school , school enrichment, and other community based activities. Increases in Supplies ($4 , 000 ) and Purchased Services ($6 , 000 ) for mileage and travel to support these positions are also included . Also in Personnel Services , the addition of $ 19 , 812 for a . 5 FTE , Weld Colorado Master Gardener (CMG ) Coordinator was added ( includes benefits ). The Coordinator position will support the Horticulture/Agriculture Extension Agent in general and clerical management duties of the CMG program , allowing the Agent to focus on educational programming and customer service . The demand for CMG information , and the size of the CMG volunteer base and activities has grown significantly. The addition of the Coordinator position will allow the Extension Agent to focus on the educational programs and technical assistance requests she receives. FINANCE/ADMINISTRATION RECOMMENDATION : Funds for the 2 . 625 FTE are included . However, it is a policy issue for the Board as to whether to expand both the 4- H program and the Master Gardener program in accordance with the recommendation of the Weld County Extension Advisory Council . 284 EXTENSION SERVICES ( CONTINUED ) 1000 - 96100 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4- H enrollment 942 1 , 000 1 , 000 4- H outreach 3 , 000 4 , 000 5 , 000 Master Gardener contacts 4 , 103 1 , 500 5 , 000 Master Gardener Volunteer Hours 2 , 296 2 , 000 2 , 500 Efficiency Measures FTE's per 10 , 000/capita . 361 . 373 .441 Per capita cost (county support) $ 1 . 12 $ 1 .23 $ 1 . 64 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. 285 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 $ 85 , 772 $ 84 , 312 $ 84 , 312 $ 84 , 312 Supplies 3 , 347 147 , 850 20 , 000 20 , 000 Purchased Services 55 , 661 78 , 995 68 , 995 68, 995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 144 , 780 $ 311 , 157 $ 173 , 307 $ 173 , 307 Revenue 0 0 0 0 Net County Cost $ 144 , 780 $ 311 , 157 $ 173 , 307 $ 173 , 307 Budgeted Positions 1 .25 1 .25 1 .25 1 .25 SUMMARY OF CHANGES : In 2018 , Supplies included additional funds to purchase new livestock panels for the Livestock Building at Island Grove Park. With this purchase complete , this line item is being reduced back to $20 , 000 , with the intent that this is an annual contribution towards capital improvements. Any unused funds will be carried forward for use in future years. Purchased services is reduced $ 10 , 000 as that was a one-time contribution in 2018 towards the 100th Anniversary Fair. It should be noted that the Purchased Services expenses represent a fraction 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 , that amount to approximately $ 125 , 000 annually . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 286 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 37 , 000 45 , 000 45 , 000 Efficiency Measures FTE's per 10 , 000/capita . 0410 . 0396 . 0384 Per capita cost (county support) $0 .475 $0 . 97 $0 . 53 287 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 $ 159 ,200 $ 220 , 802 $ 240 , 039 $ 240 , 039 Supplies 9 , 657 3 , 000 3 , 500 3 , 500 Purchased Services 8 , 199 12 , 500 14 , 450 14 , 450 Gross County Cost $ 177 , 056 $ 236 , 302 $ 257 , 989 $ 257 , 989 Revenue 18 , 282 24 , 232 29 , 400 29 ,400 Net County Cost $ 158 , 774 $ 212 , 070 $ 228 , 589 $ 228 , 589 Budgeted Positions 2 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Budget is up $21 , 687 primarily due to the mid-year restructuring approved by the Board to upgrade an Office Tech II to a Veterans Services Officer at a cost of $ 19 ,237 . Supplies are up $500 for computer software and attachments . Purchased Services are up $ 1 , 950 for travel for mandatory training ( $ 1 , 500 ), and contract payments to cover the annual fee for three staff to have access to the VetraSpec system at the Veteran 's Administration ($ 1 , 350 ). Those increase were offset by a decrease in phone costs of $900 . Revenues were increased to $2 ,450 per month or $29 ,400 for the year from the state for a portion of one Veteran Service Officer's salary per state statute . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : ACTUAL ESTIMATED PROJECTED Work Outputs Active files 3 , 747 3 ,200 3 , 800 Office visits 5 , 925 6 ,400 6 , 000 Efficiency Measures FTE 's per 10 , 000/capita 0 . 066 0 . 095 0 . 092 Per capita cost (county support $0 . 521 $0 . 673 $0 . 702 288 VETERANS S ( CONTINUED ) 1000 - 96400 Goal VS1 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and N on-Service Pension claims DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/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 PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES 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 289 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 95 , 557 174 , 340 174 , 340 174 , 340 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 95 , 557 $ 174 , 340 $ 174 , 340 $ 174 , 340 Revenue 0 0 0 0 Net County Cost $ 95 , 997 $ 174 , 340 $ 174 , 340 $ 174 , 340 Budgeted Positions n&a nla nla n/a SUMMARY OF CHANGES : The Event Center's proposed budget for 2019 is $509 , 681 , which is the same as 2018 . Revenue from rents and facility use fees for 2019 will remain at $201 , 000 . The County payment for the Event Center is proposed to be $ 154 , 340 , which is also the same as 2018 . 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 $20 , 000 is being budgeted by both the county and City of Greeley to begin a five year replacement program for the HVAC units. Therefore , the total 2019 county cost is $ 174 , 340 . The City of Greeley will also contribute $ 174 , 340 for 2019 , 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 : 290 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 ,476 , 133 3 ,476 , 133 Fixed Charges 366 , 680 520 , 050 1 , 553 , 868 1 , 553 , 868 Capital 0 0 0 0 Gross County Cost $ 3 , 483 ,482 $ 4 , 186 , 090 $ 5 , 030 , 001 $ 5 , 030 , 001 Revenue 0 0 0 0 Net County Cost $ 3 , 483 ,482 $ 4 , 186 , 090 $ 5 , 030 , 001 $ 5 , 030 , 001 Budgeted Positions n/a nla nla n/a SUMMARY OF CHANGES : This budget consolidates the funding of costs associated with the management of county property assets and leases . $65 , 000 for engineering for water rights on gravel pits, and $45 , 492 for water right assessments owned by the county . $508 , 376 is funded for the leases of county assets. $3 , 411 , 133 is funded for depreciation of county assets . $ 1 , 000 , 000 is being transferred to the Fleet Services Funds for new equipment. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 291 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 $ 1 , 706 ,454 $ 1 , 706 ,454 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 $ 1 , 706 ,454 $ 1 , 706 , 454 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1 , 706 ,454 $ 1 , 706 , 454 Budgeted Positions n/a nla nia nla SUMMARY OF CHANGES : Budget reflects a 15% decrease in health insurance costs. This means that over the last five years health insurance costs are down 11 . 8% . 2019 salary increases are a policy issue for the Board , but there are funds for step increases due to employees in 2019 and 3 . 0 percent contingency salary amount included in this budget. There are no other benefit changes. The cost for 2019 is $ 1 , 105 , 194 . There is an additional 2% increase for a total of 5% at a cost of $601 , 260 for all Sheriff deputy and correctional officer career positions to remain competitive with other law enforcement agencies in the area . The strategy would be to do 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. FINANCE/ADMINISTRATION RECOMMENDATION : Salary adjustment amount is a Board policy issue . BOARD ACTION : 292 Hello