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Home My WebLink About20194277.tiff tuNiner/ WELD i 1 11.1. f I ♦ all.4* � - Ile44004_ , lisirt ., :r 4:10„...- lisp - •N - - • I a• .' •1•' 'er 40` .wrr - r_ .1 - , 1 _. . +..•,r s• r r r 4 ' *--t- - .- t -It ; . --,:„ . jp. 40 ,1„,, : .. • • 1 4-bik. , ... !. . , • ., .. , • 4 , ...- . , • ,- c 1 , . .,,.. , . .. . •, .. •. .. . . . . ' • • . ., , a ' t• • 1�• ti '. i .... • • i 4 , ..,,. \ i .a., , %, „,,,t •. . . .5.-- ; . likitN, t --.; . . ,c.. . 44,400. 1� • • 0; N44. i ... ipt ot:: • '411 ' 1 . • . .7. ji' - - �_ = V ir ♦. • ,f ;.t. ,•t ..'11" , - 11 ! N. 4. (4 'hi \\I • e IlfrootIV: " • .., , t, ilk. A at .. . . alP 1/27‘, II • 71Y • C c: 6 ,. *)SE , • Ili , 4, • ID - ) UDG-----JET ) , ojr__ I r ,' ..„,.. aisoarp3.43,2_m_ _ .. • . _ • .. ..t_.T.,. ..f.r.,„_nri.;:_e..._;4!„:„1._.. _t,___. .. . .. . 4 4 • - It . . q• I' All '- Paliffirt.-4. Itil : *pi , • 1 t illtili • •r/-• , ,,R t • 4 i � J � - t •0 41, •allittte ' AL. _ . . • t • ika.. . ai ird 4 • • NII wr d i 1, , . di 1 ' s a . ..... 74, It Or ngi . .4 \ \ • j sip: 4 g.. d I • 11114•0100000eI a�"� ♦.� , t tom• THE FOUR SEASON ' S OF WELD COUNTY 1.-- ; G U N i Y 2019 -4277 EtOOCoa mm ° nico% tions tbioailcl COUNTY OF WELD 2016 PROPOSED BUDGET MESSAGE PRESENTED TO : WELD COUNTY BOARD OF COMMISSIONERS Barbara Kirkmeyer, Chair Mike Freeman, PraTem Sean P . Conway, Commissioner Julie A. Cozad , Commissioner Steve Moreno, Commissioner BY THE DIRECTOR OF FINANCE AND ADMISNITRATION DONALD D . WARDEN September, 2015 861J : *% icSQuf ' TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 16 STRATEGIC PLAN 19 POINTS OF ISSUE AND POLICY MATTERS : 2016 BUDGET STRATEGY 53 2016 BUDGET CALENDAR 56 Explanation of Overview of Budget and Management System 57 Overview of Budget and Management Systern . . . . . . . . . . . . .. . . . . . . . . . . . . . . . .I . . . . . . . . . . . . . . . .. . . . 59 Hierarchy of Budget Information 60 Budget Process 61 Significant Budget and Accounting Policies 62 Explanation of Individual Funds 64 Budget Policies 66 Significant Changes in Policy from Prior Years . 67 Long Range Financial Policies . . . . . w . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . w . . . . . . . . . . . . . . w . . . . . . . . . . . . . . . . 68 Capital Improvement Policy 70 Investment Policy . . . . . . . . 72 Fund Balance and Reserve Policy 73 Policy Directions 74 2016 Guidelines 76 2016 Special Budget Instructions 78 2016 Program Issues 80 Revenue Policies and Assumptions 81 Specific Revenue Assumptions of Significant Revenue 82 Major Revenue Historical Trends and Analysis 84 Organizational Responsibility for Budget Units 91 Policy Matters/Points of Issue with Fiscal Impact 94 EMPLOYEE SALARY SCHEDULE AND BENEFITS : 2016 Salary and Benefit Recommendations 97 2010 Other Benefits 98 Position Authorization Changes Due to 2016 Budget 99 SUMMARY OF FUNDS : Graph - - All Funds Revenue 101 Graph - - All Funds Expenditures 102 Graph - - Mill Levy 103 2016 Summary of Fund Balances 104 2016 Summary of Major Revenues and Expenditures 106 2015 Estimated Summary of Major Revenues and Expenditures 108 2014 Actual Summary of Major Revenues and Expenditures 110 i PAGE SUMMARY OF FUNDS (CONTINUED ) : Governmental Funds - 2014 - 2016 Summary of Estimated Financial Sources and Uses I 112 2015 Assessed Values to be Used for 2016 Budget 114 NetProgram Cost . . . . . . . . . r . . . r . . • w . . . . . . . . . . . . . • w . . . . . . . . . . r . . . . r . . . . . . . . . . . . . . r . . . . . . . r . . . r . . . . . . . . w . . . . . . . . . . • 1 1 5 Seven Year Trend Data : Beginning Fund Balance 117 County Expenditures 118. Weld County - Organizational Chart 119 S ummary of County Funded Positions 120 GENERAL FUND : Graph -- General Fund Revenues I I I . . 123 Graph -- General Fund Expenditures 124 Seven Year Trend Data General Government 125 Public safety . 126 Health and Welfare 127 Narrative Fund Summary 1 8 S ummary of Revenue 130 S ummary of Expenditures 132 Office of the Board 134 County Attorney 136 Public Trustee 138 Clerk to the Board 140 Clerk and Recorder: Recording/Administration 142 Elections 145 Motor Vehicle 147 Treasurer 149 Assessor . . . . . . . . . . . . . . . . . . . . . . . . . . 151 County Council 154 District Attorney : Seven Year Trend Data 155 Budget Unit Summary 157 Juvenile Diversion . . . . . . . . . . . . . . . . . . Juvenile Restorative Justice 159 Victim/Witness Assistance 160 Finance and Administration 161 Accounting 163 Purchasing 165 Human Resources 167 Planning and Zoning . . 170 Buildings and Grounds 175 Weld Plaza Building 178 Information Technology 179 Geographical Information System . . . . . . . . . . . 183 Innovation and Technology Projects . 185 Printing and supplies 187 . . PAGE GENERAL FUND (CONTINUED) : Sheriffs Office : Seven Year Trend Data 189 Budget Unit Summary - All Departments 190 Sheriffs s Administration Patrol 196 Sheriffs Administration Detention . . . . . . 198 S heriffs Professional Standards 200 S heriffs Civil Unit 202 S heriffs Support Services 204 Sheriffs Patrol 206 S heriffs Investigations Unit 208 Municipal Contract Enforcement 210 S heriffs Office Ordinance Enforcement . 212 Regional. Forensic Laboratory 214 Victim Advocate Services 216 Multi-Jurisdictional Drug Task Force . . 218 Inmate Services 220 Security Unit 222 Courts and Transportation 224 Work Release 225 Contract Jail Space 226 Communications - County Wide 227 Communications System Development 230 Criminal Justice Information System 231 Coroner 233 Pm-Trial Services 237 Adult Diversion Services 240 Community Corrections 241 Building Inspection 243 Noxious Weeds 247 Office of Emergency Management 249 General Engineering 252 Missile Site Park 254 Parks and Trails 256 Airport Transfer 257 Senior Programs 258 Waste Water Management 259 Developme ntally D isabled 260 Mental Health 261 Child Advocacy Center 262 Transfers : Retirement 263 Human Services 264 Health Department 265 Economic Development 266 Building Rents . . . . 268 Non-Departmental 270 Retiree (Health Insurance . . . iii . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271 Community Agency Grants 272 Bright Futures 274 Extension Service 276 . .. III PAGE GENERAL FUND ( CONTINUED): County Fair 278 Veterans Services 279 Island Grove Building . 281 Asset and Resource Management 282 Contingency (Salary) 283 PUBLIC WORKS FUND : Graph -- Public Works Revenues 285 Graph Public Works Expenditures 286 Graph -- Seven Year Trend Data 287 Narrative Fund Summary 288 Concerning Local Accountability for Money Used for Highway Purposes 290 Construction Bidding for State-Funded Local Projects 291 Summary of Revenue 292 Summary of Expenditures 293 Summary — All Departments 294 Administration . . 295 Trucking 297 Motor Grader 299 Bridge construction 301 Maintenance Support 303 Other Public Works 305 Mining 307 Pavement Management 309 Grants-in-Aid to cities and Towns 311 Non-Departmental Revenue 312 Contingency (Salary) 313 SOCIAL SERVICES FUND : Graph -- Social Services Revenues 315 Graph -- Social Services Expenditures 316 Graph -- Seven Year Trend Data 317 Fund Narrative 318 EstimatedRevenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i . . . Fti . i . ? . . . . i . . . Fti . i . ? . . . . i . F . . . f ii . . . . . . i . . . i 319 Mandated Programs 320 Summary of Revenue 321 Summary of Expenditures 322 Summary — All Departments 323 County Administration 329 Non-Program Revenue 331 Other Programs 332 Child Support Administration 334 Temporary Assistance to Needy Families 336 Aid to Needy Disabled 338 Childcare . . . . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . r . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340 Old Age Pension 342 Child Welfare and. Administration 344 Core Services 346 Adult Protective Services 348 iv PAGE SOCIAL SERVICES FUND (CONTINUED ) : LEAP Program and Administration 350 General Assistance 352 PUBLIC HEALTH AND ENVIRONMENT FUND : Graph -- Health Fund Revenues 355 Graph Health Fund Expenditures . . . . . . 356 Graph -- seven. Year Trend Data 357 N arrative Fund Summary 358 Summary of Revenue 360 Summary of Expenditures 361 Budget Unit Summary - All Departments 362 Administration 365 N on-Program Revenue 367 Health Communication 368 Public Health Services 370 Environmental Health Services 372 Public Health Preparedness 374 HUMAN SERVICES FUND : Graph -- Seven Year Trend Data 375 N arrative Fund Summary 376 S ummary of Revenue 377 Summary of Expenditures 379 Summary — All Departments 380 Job Service Gag ner/P j r i . . . ii ii i . . . • • . i . i . . . i ii i . . i ii . i i . . . i ii i . . i ii i 381 Summer Job Hunt 382 Workforce Investment Act - Administration 383 Workforce Investment Act - Adult Program 384 Workforce Investment Act - Youth Program 385 10 Incentive Grant ( CIMS ) - ii iii ii ii ii . . ii ii ii ii ii ii i . . . i . . i ii iiii i . . i . . . . i ii i . ii i . . i . . . i i . i . . i iii 386 Workforce Investment Act - Statewide Activities Grant 387 Workforce Investment Act - Dislocated Worker Program 388 Educational Lab 389 AmeriCorps Program 390 AAAAdministration . . . . . . . . i . . . . . . . . . . i . . i . . . . . . . . . . . i . . . . i . . i . . . . iiiii . . iiiiii . . . . . . . i . . . i . . i . . . . . . . . . . . i . . . . . . . . i . i 391 AAA Support Services 392 AAA Congregate Meal I 394 AAA Home Delivered Meals 395 AAA Health Services 396 AAA Colorado Health Foundation 397 AAA Elder Abuse Grant 398 AAA Special Ombudsman 399 AAA Single Entry Point 400 AAA (CT) 401 AAA (VALE ) 402 AAA (State Funds f . . . . . . . . . . . . . . . ii . . i . i . ii iiiii . ii ii ii . i . ii . ii . . ii ii ii i . i . . ii . . . i ii i . . . i . . i ii . . ii . i ii . . . . . 403 Part E Family Caregiver Support 404 Community Services Block Grant 405 v PAGE SPECIAL REVENUE FUNDS : N arrative Summary of Special Revenue Funds 407 Conservation Trust Fund : Summary of Revenue 408 Summary of Expenditures 409 Budget Unit Summary 410 Contingency Fund : Summary of Revenue 413 Summary of Expenditures . . 414 Budget Unit Summary 415 Emergency Reserve Fund : Summary of Revenue 416 Summary of Expenditures 417 Budget Unit Summary 418 Solid Waste Fund : Summary of Revenue 419 Summary of Expenditures 420 Budget Unit Request Summary - Code Enforcement . 421 Budget Unit Fund Summary 422 CAPITAL FUNDS : Graph - - Seven Year Trend 425 N arrative Fund Summary 426 Summary of Revenue 427 Summary of Expenditures 428 Budget Unit Summary 429 Long Range Capital Projects Five-Year Plan 430 PROPRIETARY FUNDS : N arrative Summary of Funds 473 IGS - Motor Pool Fund Summary of Revenue 474 Summary of Expenditures 475 Budget Unit Summary - Motor Pool Administration 476 Budget Unit Summary - Motor Pool Equipment 478 IGS - Health Insurance Fund : Summary of Revenue 481 Summary of Expenditures 482 Budget Unit Summary 483 vi PAGE PROPRIETARY FUNDS (CONTINUED ) : IGS - Insurance Fund : Summary of Revenue . 485 Summary of Expenditures 486 BudgetUnitSummary awn , . . . . . . . . . r . rrrrrrwit „ rr „ r . rsrr . rri . w „ w r . rrrrr • wit stns . . . . . . r wit w per 487 IGS - Phone Services Fund : Summary of Revenue 489 Summary of Expenditures 490 Budget Unit Summary 491 Weld County Finance Authority : Budget Unit Summary 493 GLOSSARY 495 vii vaTE eat rnolittN\I , GouNTy4) �m [ . ik al. GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin g u ished Budget Presentation A w ard PRESENTED TO Weld County Colorado For the Fiscal Year Beginning Januaryl , 2015 "Pefte- eieSatorta? Executive Director 1 �\S 1gC1 11TE 111 COUNTY-- 7) 2 DEPARTMENT OF FINANCE AND ADMINISTRATION ' 1 PHONE : (970) 356-4000 , EXT.4218 ' 1 FAX: (970) 352-0242 i i 1150 O STREET P. O . BOX 758 '� GREELEY , COLORADO 80632 sfLitf2-,_ c--7-o-u NI T Y September 15 , 2015 Weld County Board of Commissioners 1150 O Street Greeley, CO 80631 Board Members: As Weld County begins 2016 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 2016 Final Budget for operations and capital outlay totals a gross amount of $291 , 114 , 640 with a net of $285 , 945 , 391 when interfund nd transfers are excluded . The Internal Service Funds total an additional $30 , 753 , 869 . The budget has been prepared in accordance with your directives developed during the budget process . The budget is funded with revenue estimates of $ 137 , 022 , 933 , anticipated fund balances of $ 105, 550 , 000 , and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $ 177 , 940 , 186 . 2015 BUDGET HIGHLIGHTS Assessed value increased 25 . 6% , or $2 . 292 billion , primarily from oil and gas production . > Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $35 million . > Begin the two year construction of the concrete five-lane CR 49 corridor from U . S . Highway 34 south to 1 -76 as part of a design/build contract. > Begin 2016 with a fully funded pension plan . ,i Implement the Bright Futures program to provide financial aid to Weld County high school graduates, GE recipients, and veterans pursuing post high school education or training . 3 \i> Implement a new integrated public safety information system . ` Restructured the Sheriff's organization and budget to accommodate the new Sheriffs vision for the office . Add eight additional staff in order to expand the capacity of the jail to 734 beds . ` Complete road and bridge mitigation projects resulting from the 2013 flooding . Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration . ` Add staff in the Veteran 's Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services. Begin charging 10% of the actual dispatching costs in 2016 to all agencies, 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 . Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study. Medicaid caseloads have grown by 72% in the past three years, partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act to the point that 25% of county residents are on Medicaid . Accommodate the impact of H B 14- 1317 on the delivery of day care . Continue efforts to control health care costs for county employees and their dependents. FINANCIAL PLAN ECONOMIC CONDITIONS A►ND OUTLOOK The economies of both Weld County and Colorado are strong . Low oil prices are expected to slow the pace of Colorado's expansion in 2016 . Nationwide , low oil prices will be a net positive outside of the oil producing states, boosting growth . The expansion and inflationary pressure will be moderated in 2016 by tightening monetary policy. The biggest risk to expectations for Colorado' s and Weld County's economies is the trajectory of oil prices and its impact on employment and income growth . Oil prices decreased precipitously in the second half of 2014 , from more than $ 100 per barrel in June to around $50-60 per barrel in mid-2015 . The impact of the price drop on future drilling activity in Colorado will depend on the length of time that prices remain at or below current levels . It is forecast that oil prices will begin to rise gradually through 2015 , and that oil production in Weld County and the broader Niobrara formation will remain strong , though at a somewhat reduced level , throughout 2016 . The biggest impact on the Colorado economy will come in the form of reduced investment and capital expenditures by the oil industry. The Denver Post has reported that nine oil companies announced , in March , a combined total of $2 billion in reduced capital expenditures within Colorado . Other sectors of the economy , including the financial and banking sectors , construction , manufacturing , professional and business services, and health care have strong 4 momentum , with low debt, strong earnings , and growing consumer demand . Cutbacks in the oil industry , therefore , are expected to be a moderating influence in employment, wages , and income gains in the Denver metropolitan area and the northern Front Range . History shows that economists and financial markets are dismally bad at predicting even the direction of oil prices . Forecasts published by prominent economists expect a wide variation in prices for the rest of the year, with some predicting them to fall to less than $30 , and others expecting them to steadily recover to $80 by the end of the year. Those predicting that oil prices will continue to fall point to a continuously building oversupply of oil , evidenced by the surge in the nation's stock inventories of crude oil . Production is likely to have fallen off as the number of oil rigs operating in both Colorado and the nation has dropped . Those predicting steady gains in oil prices point to a rebalancing of the market, as a slowly strengthening global economy increases demand , while reductions in global production reduce supply. Weld County continues to boast one of the strongest regional economies in the state . The employment level continues to increase and the unemployment rate, already among the lowest in the state, continues to fall. Growth in retail sales is accelerating while the growth in residential and nonresidential construction continues to be strong . A potential downside is the recent drop in oil prices, which appears to have slowed the pace of oil development in the region . The regional labor market continues to be the strongest in the state , with employment growing nearly five percent in Weld County on a year-over-year basis. The healthy rate of job growth kept the regional unemployment rate among the lowest in the state , averaging in the 4 . 3 to 4 . 0 percent range in Weld County. Regional construction activity continues to grow at a healthy rate . In the last year residential permits increased 18 .5 percent in Weld County. There were 238 nonresidential construction projects started last year, an increase of 53 .5 percent on a year-over-year basis. During this same period , the total value and square footage of projects increased 38 .4 percent . The growth rate for retail sales in Weld County the last three years outpaced both the state and the nation as a whole . In summary , the Weld County economy, like the Colorado economy, is expected to grow at rates at or above its historical trend through 2016 . The labor market continues to improve with more jobs and fewer people looking for work. These labor market improvements have begun to put upward pressure on wages , giving households more money to save and spend . Healthier households will boost consumer spending and business activity, fueling more growth in earnings and investments . Because of momentum in the economy , the Federal Reserve is expected to begin to slowly raise short-term interest rates as we approach 2010 . Economic growth will be moderated by tightening monetary policy and a weak global economy. Although low oil prices are expected to be a boost for the economy nationwide, the boost will be offset by lower production and income in the oil industry . Low oil prices are expected to moderate the pace of Colorado's expansion in 2016 , primarily in the Denver Metropolitan area and the northern Front Range, where Weld County is the center of the energy development activity. 2016 BUDGET PLAN AND FOR THE FUTURE The budget has several major purposes. It converts the County's long-range and strategic plans and policies into services and programs ; serves as a vehicle to communicate these plans to the public; details the costs of County services and programs; and outlines the revenues that support the County' s services . Once adopted by the Board of Weld County Commissioners, it becomes a work plan of objectives to be accomplished during the next fiscal year. As the budget process begins , each department head and elected official needs to examine his or her department' s operations in relationship to the mission and the strategic goals of Weld County . 5 From this examination , budgets to support the programs and services to accomplish the objectives to reach these goals need to be developed . The mission of Weld County is leading with responsive , innovative and cost effective services . The budget process provides a comprehensive method of achieving that mission of Weld County and accountability to the citizens of Weld County . In addition , the budget can assure that the highest standards of stewardship have been adhered to in determining the amount and use of public resources. The ultimate goal of the budget process is to develop a financial operating plan which will provide for and insure the health , safety, and welfare of all residents of Weld County. Further, to facilitate the orderly and efficient delivery of county government services as prescribed by the Home Rule Charter, state statutes, federal and state mandates , and citizen input . Finally , the budget process should promote an organizational culture which fosters access to information and citizen awareness about Weld County. Although the financial health of Weld County government is currently excellent, it is important to look to the future issues, possible problems and alternative solutions to these problems . Besides the traditional role of budgeting to responsibly manage available current year funding , there must be a continued emphasis of long-term planning , recognition of the cumulative of individual decisions, an awareness of changing realities , flexibility , citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. There are a number of future issues and concerns that will be impacting Weld County's budget in 2016 and subsequent fiscal years . The continued impact of oil and gas development in the county touches 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 four to five 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. 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 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 tracking 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 last five years. For the 2016 budget, the growth in the county's assessed value from oil and gas values exceeds 25 % . Oil and gas assessed valuation are close to two-thirds 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 . 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 in 2016 and be prepared for a significant drop in the assessed valuation for 2017 the county will be facing . Any 2016 budget decision needs to be made by keeping in mind the future drop in property tax revenues in 2017. The drop in assessed valuation for the 2017 budget could lower the Weld County assessed valuation 20-25% below the 2015 budget level for property tax . 0 In February, 2012 , staff developed , and the Board of Weld County Commissioners approved , the Strategic Investment Plan for the Future of Weld County . The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the Board of Weld County Commissioners an analysis of the optional uses of the projected property tax revenues from the new oil and gas development in Weld County. The option selected was to develop a long term strategy of investment in the county's infrastructure , technology and innovation , staff 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 . This strategy positions Weld County well financially to deal with the future drop in the oil and gas assessed valuation and lower property tax level to be faced in 2017 . Based upon industry projections hopefully after the 2017 budget year the price of oil and gas will recover and stabilize at price levels that will be somewhere between the low of $40 a barrel and the high of over a $ 100 a barrel . Due to the financial planning done the last four years, Weld County has funded the unfunded liability of the retirement plan , has a fluctuation contingency reserve of $35 million and reserves in the Public Works Fund and Capital Fund . The $35 million contingency fund will provide the financial flexibility to adjust to the volatile property tax revenue patterns in the next two to three years without having to make significant reductions to basic operational spending , which requires just under $ 100 million in property tax revenue to maintain the current spending levels . The capital reserve will leave the County on track to be able to construct the $42 million jail expansion in 2018-2019 . The fund balance in the Public Works Fund should be adequate to accomplish the major capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1-76 , and north from CR 60 . 5 (SH 263 ) to SH 392 over the next three years , requiring over $ 16 . 5 million in property tax per year to fund the road improvements. To accomplish the project, a funding level of $25 million per year for five years has been required . In 2016, to be positioned in 2017 , the proposed budget process provides a comprehensive method of addressing issues faced by the County . Weld County managers must continue to find ways to reduce costs, increase program productivity, find new revenue sources, and raise revenues without increasing taxes beyond the TABOR and Home Rule Charter limits. Weld County government's trend of being more creative and innovative to make better use of resources -- human , financial , and technological -- must continue . It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced . GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions, including General , Special Revenue , Capital Expenditures, Internal Service , and Enterprise Funds, total $314, 963 , 119 in 2016 , an increase of 10 . 53 percent over 2015 , primarily in property taxes , intergovernmental , charges for service , fees , internal service charges, and miscellaneous revenues. The amount of revenue from various sources and the changes compared to 2015 are shown in the following tabulation : 2015 2016 Increase Revenue Sources 2015 Percent 2016 Percent - Decrease Amount of Total Amount of Total from 2015 Property Taxes $ 141 , 724, 346 49. 7% $ 177, 940 , 186 56 . 6% 36 ,215 ,840 Other Taxes 11 , 600, 000 4. 0% 11 , 710, 000 3 .7% 110 ,000 Licenses and Permits 4, 721 , 600 1 .7% 6 , 061 , 000 1 . 9% 1 , 339 ,400 Intergovernmental 7 2015 2016 Increase Revenue Sources 2015 Percent 2016 Percent - Decrease Amount of Total Amount of Total from 2015 Revenues 65,272, 311 22. 9% 69,277, 807 22 .0% 4, 005,496 Charges for Services 9, 103, 378 3.2% 8 ,950 ,798 2 . 8% - 152 , 580 Miscellaneous Revenue 13 , 581 , 877 4. 8% 1 ,992 ,769 0. 6% - 11 , 589, 108 Fee Accounts 10, 353,400 3. 6% 10,276, 690 3 .3% -76 ,710 Internal Service Charges 28 , 596, 336 10. 1 % 28 ,753 ,869 9. 1 % 157 ,533 TOTAL $284, 953,248 100. 0% $314 , 963 , 119 100. 0% $30 , 009 , 871 Expenditures by function for the General , Special Revenue , Capital Expenditures, Internal Services, and Enterprise Funds total $316 , 699 ,260 for 2016 , which is an increase of 3 . 15 percent over 2015 . The amounts by function and the increase over 2015 are as follow 2015 2016 Increase 2015 Percent 2016 Percent - Decrease Expenditure Sources Amount of Total Amount of Total from 2016 General Government $ 36,408, 667 11 . 9% $ 36 ,815 ,819 11 . 6% $ 407, 152 Social Services 31 , 570, 900 10. 3% 34, 521 , 500 10. 9% 2 ,950 , 600 Road and Bridge 84,449, 304 27. 5% 96, 184 ,933 30 .4% 11 , 735, 629 Public Safety 53, 828, 986 17. 5% 55 ,428 , 003 17 .5% 1 , 599, 017 Human Services 8, 102, 531 2. 6% 8 ,602 , 774 2 .7% 500,243 Health 9, 651 , 180 3. 0% 10, 393, 180 3 .3% 742 , 000 Capital 1 , 114, 000 0.4% 16 ,925 ,000 5 .3% 15 , 811 , 000 Public Works 10, 327, 026 3.4% 9,289 ,681 2 .9% - 1 , 037, 345 Contingency 10, 000, 000 3. 3% 10 ,000 ,000 3 .2% 0 Miscellaneous 29 ,472, 024 9 . 6% 6,436, 080 2 .0% -23 , 035, 944 Culture and Recreation 840, 004 0. 3% 776 , 115 0 .3% -63, 889 Auxiliary 420, 131 0.2% 572, 306 0 .2% 152, 175 Internal Services 30 ,846 , 336 10. 0% 30 ,753 ,869 9 . 7% -92,467 TOTAL $ 307, 031 , 089 100. 0% $ 316 ,699 ,260 100 . 0% $ 9, 668, 171 Capital Expenditures Fund : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2016 program is funded at $ 16 , 925 , 000 , with $ 125 , 000 from capital expansion fees, and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works, $750 , 000 for Chase Building improvements, and $ 1 , 195 , 000 for special projects. A carry-over beginning fund balance of $ 16 , 500 , 000 is anticipated , and $31 ,230 , 000 ending reserve fund balance for the future jail expansion ($27 , 880 , 000 ), communications System reserve ( $2 , 850 , 000 ), and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2016 . Debt Administration : The County continues to have no bonded indebtedness . The passage of HB1579 ,1579 , 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 approximately a $340 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 8 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 2016 is $ 1 ,432 ,500 . The County's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly , deposits are either insured by federal depository insurance or collateralized . All collateral on deposits is held either by the government, its agent, or a financial institution's trust department in the government's name. Risk Management: During 2016 , Weld County will continue to be a member of Colorado Counties Casualty and Property Pool., therefore , all casualty insurance coverage is being provided via pooling with other Colorado counties . The pool offers full safety and risk management programs to minimize losses . Losses are funded on a self- insurance option basis. Worker's Compensation will be provided via a state approved self-insurance program . Mill Levy : The mill levy will remain at 15 .800 mills . The assessed value for the 2016 Budget is $ 11 ,202 , 037 , 080 , which is up $2 , 292 , 141 , 750 , or 25 . 6 percent over last year. The assessed value for vacant land is up $ 13 . 32 million , or 21 .28 percent. Residential is up $294 . 5 million , or 25 . 53 percent; and commercial property is up $46 . 9 million , or 6 . 40 percent. Agricultural property is up $33.6 million , or 22 . 60 percent; industrial is up $98 . 5 million , or 18 .22 percent; natural resources is up $3 . 15 million , or 21 . 14 percent; and state assessed property is up $ 35. 3 million , or 4 . 78 percent. The major increase is in oil and gas , up $ 1 . 775 billion , or 30 . 93 percent, which is due to price and production being up with the new energy development. There is an actual value increase of new construction of $474 . 428 million , or 1 . 52 percent. Employee Compensation Pay► : For the 2016 budget, a salary increase of 3 . 0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . Health insurance rates will not increase for the employees or the county for 2016 for the second year in a row. 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 CI NA on a partially self-insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan /Health Reimbursement Account ( HDHP/FIRA) option . No other benefit changes are anticipated . Fund Balances : County fund balances continue to remain very healthy, with an anticipated $ 105 , 550 , 000 to begin 2016 . This 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 $ 103 , 813 , 859 . 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 2016 , 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 2016 budget. All other fund balance amounts are undesignated . With the above projection , ending fund balances should be $ 113 , 813 , 859 . The Contingency Fund also serves as a stabilization reserve for the fluctuating revenues due to Weld County' s heavy 9 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 2016 BUDGET As stated earlier, as Weld County begins 2016 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 2016 budget continue to be dominated by the oil and gas development in Weld County, 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 four to five 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 . 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 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 . The volatility of the oil and gas assessed values continues to be a major impact to the county's budget planning the last five years. For the 2016 budget, the growth in the county's assessed value from oil and gas values exceeds 25 % . Oil and gas assessed valuation are close to two-thirds 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 . 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 in 2016 , and be prepared for a significant drop in the assessed valuation for 2017 the county will be facing . Any 2016 budget decision needs to be made by keeping in mind the future drop in property tax revenues in 2017. The drop in assessed valuation for the 2017 budget could lower the Weld County assessed valuation 20-25 % below the 2015 budget level for property tax. In anticipation of the significant drop in the 2017 assessed valuation , there is approximately $61 million in one-time expenses in the 2016 budget with $28 million going into the contingency reserve , $9 . 75 million in property tax incentive credits , $ 15 million for property tax credits for the Weld County Bright Futures Program , $ 8 . 25 million in capital reserve . This amounts to over a third of the County's 2016 property tax revenues. Thus, allowing for nearly a 50% drop in oil and gas assessed valuation in 2017 without adversely impacting the core county program budgets . A significant long term project will be the capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1-76, and north from CR 60 . 5 (SH 263) to SH 392 , over the next three years, requiring over $40 million per year to fund the road improvements in 2016 and 2017 , and $25 million in 2018 . To accomplish the project , added property tax resources will have to be included in the Public Works Fund for the next three years. On May 20 , 2014 , the Board approved the design/build option for the CR 47149 Corridor at a total cost of $ 125 million . The first section of the project from Highway 34 to CR 60 . 5 will be completed in October, 2016 . A design/build contract for the section from Highway 34 to 1-76 was awarded in August, 2015 , with construction to be completed in 2017 . Savings have been realized by doing a design/build . The schedule is as follows: 10 CIP 2014 2015 2016 aaagia 2019 CR 49 South US 34 to 1 -76 (20 miles) Design/ROW Design/ROW Construction construction Optional Bid CR 47 North CR60 .5 - sH 392 (3 .5 miles) Design/ROW Construction Construction The project will be able to be funded within the resources of the Public Works Fund over the period of 2013-2017 . The property tax for the Public Works Fund has been increased $ 10 , 000, 000 the last three years from $6 . 5 million in 2013 , to $ 16 . 5m1111on in 2016 . No debt has been incurred , nor have funds had to be advanced from other county funds to accomplish this project. Finally, for the fourth year the Strategic Investment Plan for the Future of Weld County recommendations are incorporated into the 2016 Budget. The plan calls for developing a long-term strategy of investment in the county's infrastructure, technology and innovation , staff training and development, economic development for diversification of the local economy , and establishing a fluctuation reserve to deal with the volatility of the peaks and: valleys in energy prices and production . The General Fund is funded at the level of $ 113 , 326 , 680 down $21 , 557 , 163 . The major change is the $25 million for the retirement plan funding last year is not included in this year's budget. The added funding in 2015 made the retirement plan fully funded at the end of 2015 . Without including adjustments for cost of living , and salary step increases, the budget for general government functions is up $407 , 152 . The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election . In the Clerk and Recorder' s Office an Administrative Assistant position was eliminated mid-2015 for a savings of $ 78 , 004 . The Assessor is requesting an additional Data Collector position ($54 , 786), plus the upgrade of two Personal Property Appraisers ($8 , 264 ) . Under the District Attorney the new Juvenile Restorative Justice program added in response to the passage of HB 12- 1254 will be funded at $222 , 003 . The program is fully funded from state court fees . Human Resources' budget is up $97,080 with the mid-year approval of the recruitment position , and the recommendation to add an additional Assistant Recruiter ($56 , 085) to absorb the Human Services HR function . Building and Grounds is up $ 137 , 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($72 ,315) , and additional carpenter position ($ 65 , 013 ) due to workload requirements . With the purchase of the Chase Plaza Building the budget reflects the costs of the entire building ($500 , 000) and revenues from the leased space ($ 990 , 000 ) and social service space reimbursement ($ 85 , 600 ) total $ 1 ,075 , 600 . The building generates a positive cash flow of $485 , 600 , which is being used to upgrade the building in the Capital Fund . Last year was the first budget year that Weld County had an opportunity to completely evaluate the staffing , organizational , and capital needs of the county ' s information technology ( IT) requirements. January 1 , 2014 , Weld County terminated the outsourcing contract for information technology ( IT) services with Xerox and now provides those services with county employees under the leadership of a new Chief Information Officer. This change is a strategic decision to improve technology services, increase customer satisfaction and provide accountability for IT related projects. For the information Technology budget , an additional security position was 11 approved mid-year ($ 104 , 955 ). For 2016 , supplies are down $221 , 588 due to a reduction in small items of equipment, which is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $ 11 , 500 primarily for training . $500 , 000 is allocated for new 2016 IT projects requested by departments. Capital is down $ 1 , 497 ,412 in accordance with the Five Year Capital Improvement Plan with $993 , 500 for computer equipment and $ 183 , 000 for software . Overall the IT budget for 2016 is down $ 1 , 102 , 545 , which was planned when the Five Year Capital Improvement Plan was developed last year. The GIS budget is up $99 , 755 . The major increase is the $ 116 ,400 for imagery to do aerial mapping to update portions of the county . The updated imagery is done every 3-5 years depending upon growth and changes . Innovation and Technology Projects budget is funded at $500 , 000 , which is down $500 , 000 from last year. Public Safety functions are up $ 1 , 599 , 017 in the budget. The Sheriffs Office budget was restructured mid-2015 with the election of a new Sheriff. The overall net Sheriff's Office recommended budget is up $ 1 , 388 , 905 or 4 . 01 % . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase , or 3 . 13% of the 4 . 01 % total increase . Staffing costs for the Sheriff's Office were increased $662 , 020 . It includes an additional Booking Tech ($52 , 987 ) , six Deputy Detention Officer III ($463 , 119) , and two Detention Sergeants ($209 , 806) to accommodate the growing inmate population and the need to increase our facility capacity to 734 beds. In addition in Patrol , there is a request to move the 0 . 75 FTE Desk Clerk to full-time ($31 , 636 ) . The mid-year staffing adjustments reduced the costs by $95 , 528 . Another significant item is the increase of $311 , 568 for inmate medical services made up of $ 164 , 131 related to a cost of living adjustment and $ 152 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . The Weld County Regional Communication Center (WCRCC ) budget is up $58 , 984 for an additional position to do quality assurance for certification programs and professional standards. The CJIS budget is up $40 , 541 primarily due to an added Analyst position because of the installation of the new public safety IT system purchased in 2015 . The Commissioners made the decision , in 2014 , to replace the Spillman public safety information technology system with a new system . Office of Emergency Management is up $29 , 320 for software to monitor chemical facilities, and mobile computing to provide the technological foundation to assist emergency managers in their responsibilities during an incident Engineering is down $ 1 , 037 , 345 because the design fees have decreased for the County Road (CR) 49 south corridor and CR 49/47 north corridor in the 2016 budget. Staff costs increased $213 , 090 to fund a new Survey Tech II position ($82 , 819 ) and a Water Engineer position ($ 130 , 271 ). General Fund 's subsidy to the Public Health Department is up $216 , 806 due to anticipated salary step and cost-of-living increases . Veteran 's Services is up $32 , 235 to move a part-time Office Tech II to full time to deal with the call volume coming into the office due to aging Vietnam veterans and the Iraq and Afghanistan veterans . An increase of $ 1 , 687 , 868 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2016 . Health insurance has no rate increase for employees or the employer in 2016 for two years in a row. A new budget unit with a budget of $ 115 , 940 is 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 12 program for workforce development. Besides the administrative costs, the county is funding $ 15 , 000 , 000 in property tax incentive payments or credits to taxpayers contributing to the program in 2015 . The $ 15 ,000 ,000 will be placed in a trust fund for tax incentives and the donations will be in a separate trust fund restricted for use for the student grants only . The budgeted appropriations for Public Works in 2016 total $ 96, 184 , 933 up $ 11 , 735 , 629 . Municipal share back is funded at $2 , 123 , 594 . The budget reflects no increase in health insurance costs. 2016 salary increases are funds for step increases due employees in 2016 and a 3 .0 percent cost of living salary adjustment is included in this budget for a total of $336 , 611 . Other Public Works budget unit is budgeted at $60 , 187 ,236 based on the Capital Improvement Plan ( CIP ) . Purchased Services increased $ 12 , 580 , 872 primarily for the construction of the Weld Parkway (CR 49 ). There is $40 , 000 , 000 for the CR 49 project, and $3, 100 , 000 for the BH392/CR 47 RAMP project. $2 , 611 ,253 is budgeted for the Haul Route Program ( HARP). For flood related projects there is $6 , 000 , 000 ( FHWA) for Bridge 53/58A, $ 1 , 000 , 000 ( FEMA) for Bridge 87/42 . 5A, $ 1 , 500 ,000 ( FHWA) for Bridge 1 /344B , $ 1 , 500 ,000 ( FEMA ) for Bridge 19146 . 5A, and $500 , 000 ( FEMA) for CR's 100 , 110 , and 108 . Other contract payments are for cement ($265 , 000 ) , chip seal ($ 135 , 000), and asphalt ($250 , 000 ), seeding ($ 50 , 000 ), low volume roads ($293 ,747), BMP projects ($ 125 , 000 ) and bridge rehabilitation ($275 , 000 ). Fixed Charges total $747, 180 for rights-of-way funded at $65 , 000 and , $682 , 180 is carried over from 2015 for Bridge 68159A. Pavement Management is funded at an increased level of $ 121 , 106 due to converting three seasonal employees to full time . The Trucking budget is up $24 , 361 due to an increase in the hauling contract. Mining operations are up $2 ,708 ,880 to fund contract mining and hauling at the Koenig Gravel Pit. Seasonal staffing is down $257 ,926 even with the cost of living adjustment due to converting seven positions to full time status in other departments. Seasonal employees will go from 54 to 47 in 2016 . Motor grader operations are up $224 , 046 primarily due to the increased purchase of dust palliative in 2016 for energy development impacted roads. Bridge Construction is up $47,466 primarily due to converting two seasonal positions to full time . Other operating budgets for road and bridge maintenance are funded at near the 2015 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 . Change continues to be the only constant for the Weld County Department of Human Services . The 2014 and 2015 State Legislative sessions produced several bills that will greatly impact the programs and services provided . HB 14- 1317 implemented numerous changes to the Child Care Assistance Program . To implement the bill, we have expanded the eligibility criteria for the program , modified the client co-pay structure, and are developing a tiered reimbursement process to encourage high quality certification of our providers. BB 15-012 will likely not be fully implemented for several years , due to the changes in technology it requires . However, once implemented , it will significantly impact the workload demanded from our eligibility technicians and Child Support staff, as well as placing further strain on our already depleted Colorado Works Reserve funds. SB 15-242 began the implementation of expanding the Child Welfare staffing , across the State, in reaction to the 2014 Colorado Child Welfare Workload Study. Weld County received funding for four additional Child Welfare Caseworkers and Supervisors . Additionally, the Child Welfare Division will continue to participate in the State-wide Title IV- E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project, designed to provide permanent connections for children entrusted to our care, expanding the scope of the project to include trauma-informed care services. 13 Medicaid caseloads have grown significantly in the past several years , partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act. From January 2013 , to May 2015 , the number of Weld County residents enrolled in Medicaid has grown by from 39 , 360 to 67 , 732 , a 72% increase in just 29 months . Approximately 25 % of Weld County residents are now enrolled in Medicaid . The total social Services Fund budget is $ 34 , 521 , 500 . The programs are funded by property tax of $0,636 ,665 , state and federal funds of $24 , 364 , 035 , and the potential use of fund balance to cover unanticipated cost overruns . The department is requesting a total of twenty-three (23) positions including three (3 ) Customer Navigators, one (1 ) Training and Technology Manager, one ( 1 ) service coordinator, four (4) income Maintenance Technicians, two ( 2 ) Fraud Investigators, one ( 1 ) Operations Manager — North County , and one ( 1 ) Program Resource Specialist in County Administration , one manager in child support, four in Child Welfare , and five in Adult Protection . The Human Services Fund is funded at $8 , 346 , 812 for 2016 , which is up $525 , 337 or 6 .72 percent, from the previous year, even though there are major shifts in funding by program . Community Services Block Grant is up $157 ,987 , and Senior Nutrition programs are up $63 , 354 . Department of Labor programs are down $ 12 , 600 . Area Agency on Aging is up $304 ,245 or 9 . 59 percent. The Department of Public Health and Environment's total 2016 budget is $ 10 , 189, 955 . The department remains challenged to keep pace with service needs as the county population continues to grow and more families are living in poverty. The complexity of work, shortage of qualified Public Health personnel and intermittent surges in activity ( e . g . , disease control and investigation of various communicable diseases endemic to our region , oil and gas expansion , etc .) create unique staffing issues that stress routine operations. The proposed 2016 budget was prepared to ensure adequate resources will be available to efficiently and effectively deliver essential services to the increasing number of residents and businesses in Weld County. On the revenue side of the budget, property taxes are budgeted at $ 177 , 040 , 186 , the maximum amount under the weld County Home Rule Charter's property tax limitation and TABOR. Revenue from interest earnings are up $ 300 , 000 at $1 ,400 , 000 for 2016 , as interest rates are projected to move up during the course of the year. Planning and Building Inspection fees are up $ 1 , 340 , 000 due to all the oil and gas activity in the county and an upturn in development. Intergovernmental revenues are up $ 168, 817 primarily due to higher District Attorney grants of $28 , 163 , and the Juvenile Restorative Justice grant ($06 , 531 ). Charges for Services are down $ 120 , 007 primarily from charges related to the District Attorney discover fees ($42 , 500 ) , Elections ($30 , 000 ) and Sheriff concealed weapons permits. Fines from traffic enforcement are up $ 159,500 due to all patrol staff working traffic and not just the traffic enforcement unit with the new Sheriffs reorganization . Indirect cost recovery is up $ 1 , 815 , 321 due to Social Services' allocation . Revenue from Clerk and Recorder fees are down $ 100 , 000 with the Board's decision to allow free access to Recording documents on-line. All other revenues are relatively stable with little change . The 2016 resources for Public Works total $122 , 152 , 360 , which includes a fund balance of $47 ,000 , 000, in addition to the revenue shown in the budget . Property tax is set at $16 , 500 , 000 same as last year. Specific ownership tax is estimated to be $ 9 , 000 , 000 , up $ 1 , 600 , 000 from 2015, as vehicle sales recover. Total HUT will be $9 , 900,000 up $200 , 000 from 2015 . Permit revenues are budgeted at $500 , 000. Motor vehicle registration fees are $ 340 , 000 ,. and grazing fees are $360 , 000 . Oil and gas revenues are $14 , 000 , 000 . Federal mineral lease revenues are $ 1 ,425 , 000 , and PILT is budgeted at $40 , 000 . 14 Other revenues from project reimbursements total $ 19 , 087 , 360 , which are up $ 3 , 539 , 360 . Transportation impact fees are budgeted at $ 1 , 500 , 000 . There are Energy Impact Assistance grants of $5 , 300 , 000 with $4 , 500, 000 for the CR 49 project and $800 , 000 for four Tier1 projects. There is one state grant to finish Bridge 68159A for $545 , 744 . There are four flood project grants for Bridge 87142 . 5A ($ 1 ,225 , 000 ), Bridge 19/46 . 5A ($ 1 ,200 , 000 ), Bridge 13/44B ($ 1 , 200 , 000 ), and Bridge 53/58A ($5 , 374 , 026 ). FEMA grant of $400 , 000 for CR' s 120 , 110 , and 108 . There is RAMP funding of $ 1 , 842 , 590 for the intersection of CR 47/392 . $2 , 000 , 000 is anticipated from the sale of the Hokestra Gravel Pit Cell 2 . Severance tax is budgeted at $2 , 500 , 000 . In accordance with the policy adopted by the Board of County Commissioners in 2010 , the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. The 2016 Budget contains adequate resources to provide a level of service similar to 2015 . The operational plan supported by the 2016 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 has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. As a final note , I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials , department managers , and employees in recognizing the problems and issues confronting the county and responding with creativity and understanding . The County, as a whole , also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the county , and we pledge our commitment to continue to provide the best in county services possible . Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado . More information may be found on Weld County's website at www. co . weld . co . us . Very truly yours, Donald D . Warden , Director Finance and Administration 15 ABOUT WELD COUNTY Weld County covers an area of 3 , 999 square miles in north central Colorado . It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area . The third largest county in Colorado , Weld County has an area greater than that of Rhode Island , Delaware and the District of Columbia combined . 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 , Big Thompson / Little Thompson / Boulder, St . Vrain , and other smaller _. t* streams , flow into Weld County from the south and west, leaving the ..� county on the east . POPULATION There are 31 incorporated towns in Weld County . The county seat and principal city, Greeley/ is located in the west central part of the county and contains almost half the county ' s population . Generally/ most of the remaining population resides within a 20 to 30 miles radius of Greeley ; the northeastern part of the county is sparsely populated . HISTORY Major Stephen H . Long made an expedition to the area now known as Weld County in 1821 . He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal . In 1835 a government expedition came through the general area ; the next year a member of that party, Lt . Lancaster Lupton , returned to establish a trading post located just north of the present town of Fort Lupton . In about 1837 Colonel Ceran St . Vrain established Fort St . Vrain ; Fort Vasquez was built south of Platteville about 1840 . The latter was rebuilt in the 1930 's by the State Historical Society . 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 La rimer mer 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 Lucius Weld , the first territorial secretary ; St . Vrain became the first county seat . During the first 16 years of Weld County' s history the county seat was moved from St . Vrain to Latham ( three miles east of the 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 1900 ' s . Originally they came as railroad workers ; many soon worked in the productive beet fields and eventually became prosperous landowners . Weld County ' s Spanish -surname population began to arrive during the mid 1920 ' s as laborers for the sugar beet industry . 16 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 . LIVEABILITY 1161.1111.141 Weld County' s livability is just one of the features that make it a great = T place to live . Abundant Colorado sunshine , low humidity , cool summery ,� nights, and mild winters provide a climate where people thrive . rt e"' ,r, R t Recreational opportunities are almost endless . Much of Weld County is � ' ' � I la within an hour ' s distance of the majestic Rocky Mountains . Sports 14614ii fans don 't have far to go to cheer for their favorite professional teams in Denver . Weld County ' s cultural assets include Centennial Village , an authentic recreation of pioneer life on the Colorado plains . The Meeker Museum in Greeley is a national historic site . Fort Vasquez in southern Weld County has an exciting history as an early Colorado trading post . The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the Mississippi . The University of Northern Colorado ' s Little Theatre of the Rockies is one of America ' s premier college dramatic organizations . North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major cancer treatment facility in Colorado . EDUCATION uEducation has always p s been an important part of life in Weld L �� ' Fs County where twelve school districts offer educational opportunities which have earned a reputation for quality . er - _i Greeley is the home of the University of Northern Colorado / a 4 - N year university offering bachelors / masters and doctorate degrees to 11 , 000 students . Aims Community College is a 2 - year liberal arts and vocational college in Greeley with a second campus in Fort Lupton . With 3 , 999 square miles within its borders and a population of over 250 , 000 , Weld County has plenty of room for growth . Its thirty -one incorporated towns offer a variety of lifestyles from urban to rural . 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 businesses . Most importantly it' s a nice place for people . RESOURCES Fertile fields of green can be found in every part County, which ranks as the third leading agricultural area in the United States . Weld County is Colorado ' s leading producer of cattle , grain and sugar beets . An abundance of water has been important to not only the agricultural community / but also to industrial development . 17 Weld County is the second leading area in Colorado in the production of oil and gas . The county ' s many abundant resources provide a sound economic base and a secure future for the area . One of Weld County ' s most valuable resources is its labor force . The people resources provide a healthy labor climate for any corporation or industry . OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees . The available services, recruitability , location , resources and livability make Weld County a desirable place in which to work and live . Weld County has one more important ingredient/ a positive attitude toward growth . We love Colorado and we ' d love having you here , too . INDUSTRY ' - . p L• Numerous industrial sites are located throughout Weld County . Fully r 4 developed rail and non - rail parks ; undeveloped parcels, many V R • a zoned and with rail utilities adjacent to the property ; a variety of 1. industrial and commercial sites ; and availability of both new and N� renovated prime office space are indicative of this area ' s attitude $ v towardgrowth . Convenient access to every type of supply artery ` . yp pp y � facilitates the industrial possibilities in Weld County . I Arias thiltret Major employers who already call Weld County " home " include : Anadarko Petroleum Corporation Burris Company , Inc . Care Stream Health Care Haliburton Harsh International Hensel - Phelps Construction JBS Swift Beef Company Noble Energy Banner Health : Northern Colorado Medical Center Owens- Illinois Roche Constructors Star Tek Inc . State Farm Insurance Vestas Wind Systems PRINCIPAL PROPERTY TAX PAYERS : Noble Energy Anadarko Petroleum Corporation Petroleum Development Corp Public Service of Colorado (Xcel ) Encana Oil and Gas DCP Midstream LP EOG Resources Inc . Vestas Blade America Inc . Kerr-McGee Oil and Gas Patina Oil and Gas Corp 18 STRIIITEGIC pitpjhsrqp 02 0 iO1 �r,�rvr I y��b s , '4 r6 • NA 1861-/ l sow., Ili \IC11!/11. r • ` I\} T" . .. �r0 1 1 re f s l i r? - if Ih' 19 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 �� joi priorities provide the measuring stick we need to determine if Weld County is fulfilling its 11 Ii " responsibilities . Strategic planning also provides for government accountability and continuous improvement . 20 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 21 OUR VISION FOR THE FUTURE This vision statement reflects our vir citizens ' expectations for Weld County '] 1 ' Ht p government into the future . --:-st �` yz srtla /44 F2771' I * , A. ill 44: _ \i„," 1 LEADING WITH RESPONSIVE , INNOVATIVE , AND COST EFFECTIVE SERVICES . 22 WELD COUNTY CULTURE INTEGRITY • We maintain the public's trust through honest and lair 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 23 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 impro ye the quality of life Provide the necessary knowledge, skills, and resources to county employees to carry out our mission and fulfill our vision 24 TRENDS IMPACTING WELD COUNTY We identified the trend and events that may impact our ability to provide and improve services. Analyzed the strengthens and weaknesses of Weld County government to k : meet these challenges. The major trends .1/4 affecting Weld County are : e , • Energy Development • Demographic Changes • Innovation and Technology • Transportation • Economic • County Government Development Financial Trends 25 TRENDS IMPACTING W COUNTY Energy Development Although fossil fuel extraction in Weld County is as old as the county itself, in the last six years Weld County has experienced the biggest oil and gas boom in its history. Weld County has over 20 ,000 active wells — about 40 percent of the state's total — the greatest majority located in the southern part of the county 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 I 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 $50 a barrel a few months later. While drilling will slow, ultimately 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 $40 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 most likely will result in a significant drop in the county's assessed valuation in 2017-2018 . Fortunately, Weld County government has 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 prompting 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 will have lower demand for their product. The housing and retail sectors of the area may also be impacted by the energy slowdown . 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 will be constructing 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 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. 27 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 . 28 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 (2016-2025) $ 178 million , and long -range (2026-2035 ) $ 186 . 4 million . Prior to 2013 , many of the projects in the Weld County 2035 Transportation Plan were unfunded in the budget projections for future years . This changed with the Strategic Investment Plan for the Future of Weld County . In approaching the funding requirement, it will require another $ 5 million going into the Public Works Fund from property taxes, raising the property tax level to $21 . 5 million from 2016 forward . 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 will be 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 next four years requiring over $25 million per year to fund the road improvements . 29 Economic Development The goal of economic development in Weld County is to create and maintain a healthy and sustainable economy that creates wealth , preserves the quality of life and improves the standard of living for county residents. To accomplish this the county and our economic development partners must focus on facilitating and attracting investment, creating new job opportunities , stimulating growth and expanding the county tax base . To increase the number and quality of business enterprises and primary or basic jobs in Weld County, the economic development efforts must focus on enterprises that export goods and services outside the local economy to regional , national , and international clients and , in turn , creating an inflow of capital into the local economy. With a strong agricultural economy complemented by several value added processing companies, like JBS and Leprino , and the energy industry , the county has a strong economic foundation upon which to build . Weld County is pro-growth and has a healthy economy. It has a diverse workforce , room to grow, and easily accessible transportation in regards to roadways and railways . Weld County has seen recent growth in certain industries such as oil and gas exploration and production and renewable energy technology and development. It offers proximity to urban areas while maintaining its agricultural base and protecting water resources . The communities of the county have a small town feel , but still have also seen rapid growth in population and land development. There are also established retail centers and service centers . All of these features create a good economic development environment to attract new businesses. Working with economic development partners, such Upstate Colorado Economic Development, Small Business Development Centers , Colorado Enterprise Fund , and state agencies , Weld County has many economic development incentives to offer and tools to assist existing and new businesses. The county offers a personal property tax incentive program , small business incentives, Larimer/Weld Business Revolving Loan Fund , and Colorado Enterprise Loan Fund . Portions of the county are designated as an Enterprise Zone under the state program . Other state incentives and jobs program are available for businesses looking to locate and expand in Weld County. In addition to the programs cited in 2016, the county will be establishing 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. 30 County Government Financial Trends Adherence to conservative and prudent fiscal management practices have enabled Weld County to maintain balanced budgets and stable reserves, implement proactive strategies to manage county programs, avoid debt entirely through cash financing of capital projects and provide core services to residents. The county's financial discipline has enabled us to embrace the changes that are reshaping all aspects of our lives — from how we live and work to how we share information and communicate — in many ways fundamentally changing the public's expectations of, and relationship with , government. There are a number of future issues and concerns that will be impacting Weld County' s budget in subsequent fiscal years. Some of the issues are shared by many local governments , such as the state ' s structural budget issues long term , federal debt, ever increasing healthcare costs , and growing citizen service demands. Unique to Weld County is the continued impact of oil and gas development touching on many aspects of Weld County currently, and in planning for the future . The energy development presents both challenges and opportunities for Weld County government. As has been the case for the last four to five 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 re-serves 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 strut-tore using this multi-faceted approach is assurance of its commitment to maintaining fiscal health and stability. 31 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified STRENGTHS : WEAKNESSES : • Fiscally responsible and Enhance communications constrained with public • Visionary and proactive • Providegoodand • 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 32 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 33 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 34 STRATEGIC AREA : PUBLIC SAFETY 35 STRATEGICAREA : 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 PS D ' 5 : Reduction ofpaper files and duplicated date entry efforts. • Mission Statement: Provide excellent customer service, improve quality of life, and protect the constitutional rights of all people. (Public Safety Bureau) o Goal PSPSB1 : Protect the well being of the citizens of Weld County. o Goal PSPSB2: Establish and maintain meaningful communication with the citizens of Weld County . • Mission Statement: To provide excellent customer service, improve quality of life, and protect the constitutional rights of all people . (offender Supervision Bureau) o Goal PSOSB 1 : To accept and lawfully hold prisoners in a safe, humane, and wholesome environment that returns people to the community better, or no worse, than when they arrive. o, Goal PSOSB : 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) 36 o Goal PS 1 : To answer 100% of9 11 calls within 15 seconds . • Mission Statement: To provide a responsive, proactive, medico-legal investigation in an efficient and compassionate manner. (Coroner) o Goal P52- 1 Perform all death investigation in a timely manner o Goal P52-2: To provide for a safe work environment o Goal P52-3 : Enhance professionalism and promote department excellence . • 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. (Community Corrections) o Goal PS-3 : Provide safe, constructive and less expensive alternatives to use of jail and prisons ; promote an accountable, coordinated justice system that focuses on present and future needs of Weld County. • Mission Statement: To coordinate emergency preparedness planning in Weld County. (Office of Emergency Management) o Goal PS-4 : Reduce the risk and mitigate the impact to communities and citizens due to all hazard incidents . 37 STRATEGIC AREA : HUMAN SERVICES 38 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 Public Health and Environment) o Goal HHS1 : To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life. o Goal 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 and reinforce "best customer service" standards and commitment within all employees and partners of the Department of Human Services . o Goal HHS6 : Assist in providing veterans access to eligible state and federal benefits to meet their needs . 39 STRATEGIC AREA : HEALTH SERVICES 40 STRATEGIC AREA : HEALTH SERVICES • Mission Statement: In partnership with the communities we serve, Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. (Department of Public Health and Environment) o Goal HS 1 : To improve the health of our diverse communities by assuring individuals, families, and communities gain greater control of factors that influence their health. o Goal HS2 : To lessen adverse public health impacts of disease through preventive measures . o Goal HS3 : To enhance our organization ' s effectiveness by continually monitoring our performance and evaluating our programs . 41 STRATEGIC AREA : TRANSPORTATION 42 STRATEGICAREA : 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 TPW1 : Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. • 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 Mining) o Goal TPW2 : To perform mining, crushing, and screening of aggregate materials and recycled asphalt. • 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 Bridge) o Goal TPW3 : To repair and replace bridges, construct capital improvement projects, assist with snow removal on road system and county parking lots, install and replace culverts and cattle guards and perform tree removal/trimming in county right of ways. • 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 Grader) o Goal TPW4 : To provide for the maintenance of 2, 500 miles of gravel roads. • 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 Trucking) o Goal TPWS : Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road construction and overlay projects . Clear paved roads of snow and ice . 43 • 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 . (Weld County Maintenance Support) o Goal TPW6 : Assure safe travel for the general public by maintaining clearly marked and signed roads and bridges ; assist in plowing of snow from county parking lots and roads ; install and maintain snow fence in selected areas of the county. • 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 . 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) o Goal TPWS : Provide engineering services including design, development, inspections, and all phases of highway engineering, bridge engineering and construction inspection and testing. (Engineering) o Goal TPW9 : Implement and monitor Colorado Weed Management Act (Noxious weed control) on County property and assist land owners with compliance with the law through public education and assistance . (Pest and Weed) 44 STRATEGIC AREA : ECONOMIC DEVILS PMENT 45 STRATEGIC .,TEA : 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 VD3 : Structure land use policies and regulations so they encourage County- wide economic prosperity and economic growth. o Goal ED4 : Recognize and promote specific places and resources in Weld County that can uniquely support economic development. o Goal EDS : 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. 46 STRATEGIC AREA : LAND USE 47 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 LU1 : Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. o Goal LU2 : Plan for the long-term development and legacy of the County to ensure efficiency of services to promote economical investments. o Goal LU3 : Provide consistency, quality, and thoughtful planning. o Goal LU4: Minimize government by implementing common sense approaches to solving problems and adapting to change . o Goal LU5 : Work with, not against, the flowing tide of free markets whereby reducing or eliminating red tape and barriers to entry. o Goal LU6 : Ensure safe construction throughout unincorporated Weld County. o Goal LU7: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education. o Goal LW :: Maintain quality, professional and timely site inspections . 48 STRATEGIC AREA : ENAILING STRATEGIES 49 STRATEGIC AREA : ENABLING STRATEGIES • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery. (Office of the Board) o Goal ES 1 : Enable County departments and its service partners to deliver quality customer service . o Goal ES2: Enhance community access to reliable information regarding services and County government issues . o Goal ES3 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads . (County Attorney) o Goal ES4 : To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. (Clerk to the Board) • Mission Statement: To ensure the process of recording and maintaining permanent records which are accessible to the public . (Clerk & Recorder - Recording) o Goal ESS : Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving. To be accountable and responsible to the public ' s needs . Ensure that the citizens receive professional , timely and quality service at all times . • Mission Statement: To ensure the process of elections is open, error free, convenient and accessible to all eligible voters . (Clerk & Recorder - Elections) o Goal ES6 : Ensure that every eligible voter is given the opportunity to vote either through Vote Center voting, Mail-In Ballots , Early voting or Provisional voting. Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election. Provide a Vote Center that is organized, safe and free of influence . Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office . o Goal ES7 : Ensure every motor vehicle is properly titled and registered according to current Colorado laws . To be accountable and responsible to the public ' s needs within the guidelines of the law. Ensure that the citizens receive professional, timely and quality service at all times . (Clerk & Recorder - Motor Vehicle) o Goal ESS : To provide County treasury and tax collection services in the most accurate, efficient and cost-effective manner possible . (Treasurer) 50 o Goal ES9 : Correctly discover, list, value and defend values for property taxes for Weld taxing authorities. (Assessor) 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 ES13 :1 : 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 E S15 : Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld County. (Building & Grounds) • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery. (Tnformation Services & GIS ) o Goal ES 16 : Capitalize on technology to improve service , increase efficiency and provide greater information access and exchange. o Goal ES 17 :7 : Deliver timely, high quality, and cost-effective printing and supply services to County departments (Printing & Supply) • Mission Statement: To provide phone services expertise and resources to support and facilitate excellent public service delivery. (Phone Services) o Goal ES 18 : Capitalize on phone technology to improve service, increase efficiency and provide greater phone access and exchange . o Goal E S 19 : To provide quality, sufficient, and well-maintained county vehicles to county departments . (.Motor Pool) 51 i861 i lIT]E - , coTy 52 2010 BUDGET STRATEGY The budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches. The budget is based upon the following assumptions and approaches : No local property tax initiative will be approved by the voters and the 15 . 800 mill levy cannot be raised without political fallout in these economic times. In the 2016 budget request, any net county cost increase in a budget unit must be offset with a corresponding decrease in a department's total budget. Unless a change is legally mandated , the county's share of partnership programs will not increase , it will decrease wherever possible . County dollars will not displace federal or state reductions . Program 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 2016 before budget preparations begin . A target of ten percent off the 2015 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 2015 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 2016 classification upgrades will be treated like new position requests in the budget process, with the department funding any requests within the target amount. There will not be any recommended increases in staff in the recommended budget to the Board . Increased workload will be absorbed by existing personnel wherever possible through increased productivity. Outside agencies will be treated like county departments , since most provide contractual services. 53 New or expanded mandates will be absorbed within the 2016 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 2015 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 2016 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 2016 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 2016, while accomplishing a balanced budget. The 2016 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 . GIS , e-government, web based applications and other technologies are employed in cost effective manners in the county. Population growth and development is planned for and accommodated . 54 New initiatives associated with the human capital management strategies are accommodated . Weld County must continue the initiatives required to foster area economic development and to improve the quality of life . The WCR 47149 Corridor South from SH 34 to 1 -76 and North from WCR 60 . 5 (SH263 ) to SH 392 will be funded over 2016-2018 at the level of $25 million . 55 2016 BUDGET CALENDAR April 14 Board reviews the 2016 budget plan . May 11 - May 14 Director of Finance and Administration discusses target budgets and 2016 budget plan with department heads and elected officials . June 16 Elected officials and department heads submit applications for the innovation investment program projects to Finance . June 16 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance . June 16 Elected officials and department heads submit phone service requests to Phone Services. June 16 Elected officials and department heads submit new position requests and any reclassification requests to Personnel . June 16 Elected officials and department heads submit requests for information services requests to Information technology . June 16 Elected officials and department heads submit requests for vehicles to the Controller. July 2 Submit budget request to Director of Finance July 2 - September 14 Finance office review. September 15 Early warning budget work session and community agency requests. September 15 Budget Message to Board and transmit Proposed Budget to Commissioners . October 20 and 22 Budget work session hearings with Commissioners and elected officials and department heads. November 6 Publish notice of final budget hearing . October 21 - December 13 Prepare final budget. December 14 Public Hearing to adopt mill levy. December 14 Public Hearing on Final Budget, 9 : 00 a . m . 56 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 . 57 The budget and management system is supported by the Banner Accounting System , fiscal control and cost accounting by program , and workload and performance management systems and reports . In summary, Weld County's budget process is virtually a year-around process, combining months of planning , analysis , program and policy review, and constant monitoring . The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end , the budget represents a balance between the political process represented by citizen input, policymakers , county departments and offices , and teamwork . The following two pages show the process graphically . 58 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 59 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 60 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 . 61 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basi_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ .. . .. . .. . .. . .. . .. . .. . .. . ......... _ . .. . . .. . . .. . . .. . . .. . . .. . .. . . . . . .. . . .. . . : • :I11od.i Modif ied c. r:cral Ba s:a :Budget i:r� :_ .ccrt allia is- af- udgeti g. . . . overnment: Fund Tarps . . : : . : Pro r.. . . ..y Fund Types:}: : t .... .... .... .... .... .... . . :._..:....:._..:._..:._..;._..;._.. . rtends ef l : .:: :Frd ::..- vtal :; . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. :: ::: :::Publiclit • e.alt :: .: :: : :;::. • :ir.?It:h :::J Iatta ::I a�taE a ork :::: :: : : :Ins ara::i.rc :::: -.1:-:1:1.1:-:1:.-.1:-:1:1.1:-- ocial Hier arti ..=.=:.=.::Phror :e.: : : Insurance ::dervices : :::-::::Services-:.=: Services : of�s..er .�tior , :: hell:: :. :: : : :�:• S.oI:td.Waste: :::::� ::Fi.na;nce .::..• ;:Trutt.::::.::.::::::: .. .. .. .. . :. . corps: :: . 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 . " I leasurable" 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 end available to finance the county's operations , ar of a material amount and not received at the normal time of receipt, primarily consists of 1 ) state highway users tax; property taxes , assessed in 2015, payable in 2016, 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 . 62 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 a l l 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 . 63 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES : Funds generally used to account for tax-supported activities . General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds . Ordinary operations of the County such as public safety , County administration and other activities financed from taxes and general revenues are reflected in this fund . The three percent of fiscal spending reserve established in accordance with the State Constitution Amendment One (TABOR), passed November 3 , 1992 , is included in the General Fund 's fund balance . Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finances specified activities as required by law or administrative action . Public Works Fund : The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance . This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund : The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund : The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition , development, and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery. Contingent Fund : The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures. Public Health Fund : The Weld County Department of Public Health and Environment provides health services to County residents. The fund reflects revenue and expenditures for health care , health education , health monitoring , and other related activities . Human Services Fund : The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL , HHS , and CSA. 64 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. Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County . Capital Expenditures Fund : This fund accounts for various capital improvement projects on County property as required by Section 29- 1 -301 , C . R. S . , 1973 . PROPRIETARY FUND TYPES : Funds that 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. Since the 2013 budget Weld County no longer has any Enterprise Funds with the transfer of the Paramedic Service to the North Colorado Medical Center, Inc. Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis . Motor Vehicle Fund : This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds. Insurance Fund : This fund accounts for all insurance costs for the County. The program is a combination of insured risks and protected self-insurance risks. Phone Services Fund : This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis . Health Insurance Fund : This fund accounts for the self-insured 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 . 65 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 • 2016 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 . 66 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS Begin the two year construction of the concrete five-lane WCR 49 south corridor from US 34 to 1 -76 as part of a design/build contract Begin 2016 with a fully funded pension plan Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $35 million Implement the Bright Futures program to provide financial aid to Weld county high school graduates and veterans pursuing post high school education or training Implement a new integrated public safety information system Restructured the sheriff's organization and budget to accommodate the new sheriff's vision for the office Add eight addition staff in order to expand the capacity of the jail to 734 beds Complete road and bridge mitigation projects resulting from the 2013 flooding Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration Add staff in the Veteran 's Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services Begin charging 10% of the actual dispatching costs in 2016 to all agencies, 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 Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study ` Medicaid caseloads have grown by 72% in the past three years, partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act to the point 25% of county residents are on Medicaid ` Accommodate the impact of HB14- 1317 on the delivery of day care Participate for the third year in the Title IV-E ( Foster Care and Adoption Assistance Entitlement Grant) waiver project Continue efforts to control health care costs for county employees and their dependent 67 LONG RANGE FINANCIAL 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 . 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-Tire 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 to fund assets or other non-recurring expenditures , or to put the one-time revenues in a reserve fund . 68 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 over $330 million . Debt under the debt limit includes all financial obligations over one year in duration , e.g . general obligation bonds, revenue bonds , certificates of participation , notes, lease purchase agreements, letters of credit, revenue warrants , long term lease obligations , or any other multiple-fiscal year direct or indirect debt or other financial obligation . Obligations for pension plans are excluded under Colorado state law. Stabilization Funds : Weld County maintains a prudent level of financial resources in the form of a contingent reserve , plus adequate fund balances for cash flow, to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. See fund balance policy in the policy section of the Budget Message for more details . Operating/Capital Expenditure Accountability: A budgetary control system will be maintained by the Finance Department to ensure accountability and adherence to the budget by restricting the expenditure of funds above the amount appropriated for the spending agency . Monthly financial reports will be available on-line through the accounting system for elected officials and department heads , detailing the progress towards budget compliance. These reports will ,, at a minimum , compare the current budget and year-to-year revenues and expenditures by department . Contingency Planning : Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets , budget policies , cash management, and investment policies , programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens . Strategic Investment Plan for the Future of Weld County : Due to the anticipated oil and gas boom in Weld County from development of the Niobrara formation Weld County property tax revenue will increase . 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 training and development, and economic development for diversification of the local economy can all have a demonstrable long-term payoff. A good county transportation system facilitates the movement of goods and services. Investment in innovation and technology will lay the foundation for new and more efficient governmental services being provided by Weld County government. Staff development ensures that the county's employees have the skills required to provide the very best service possible to the citizens of Weld County. Investment in economic development for the diversity of the local economy will lay a solid foundation for long- term economic growth in the county and allow► Weld County to be competitive in retaining and attracting quality companies and a labor force to support those companies. Weld County has to focus on investing rather than spending in order to ensure long-term economic prosperity not only while the energy boom is happening , but also when it eventually ends . CAPITAL IMPROVEMENT POLICY 1 . Capital Improvement Plan - A plan for capital expenditures to be incurred each year over a fixed period of several years ( normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects. 2 . Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers . The Board of County Commissioners is responsible for approving capital improvement policies, as well as, approving capital improvement programming as a part of the annual budget. 3 . Capital Assets - Capital assets are defined as land , improvements to land , easements, buildings, building improvements, vehicles, machinery , equipment, works of art and historical treasures, infrastructure , and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period . 4 . Capital Projects - Capital projects are defined as those major, non-recurring projects that have a time interval of at least three (3 ) years between such expenditures and have a total cost of at least $ 10 , 000 . Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include : A. New and expanded physical facilities. B . Large scale rehabilitation and replacement facilities. C . Major equipment which has a relatively long period of usefulness . D . The cost of engineering or architectural studies for services related to a major public improvement. E . Acquisition of land and/or buildings. 5 . Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6 . Relationship Between Capital Funding and Operating Budget - Capital assets , which include property , plant equipment, software , rights-of-way , and infrastructure assets ( e .g . , roads, bridges and similar items , ) are reported in the applicable governmental or business-type funds . Capital assets are defined by the County as assets with an initial , individual cost of more than $5 , 000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available . Donated capital assets are recorded at estimated fair market value at the date of donation . 70 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 GAB 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 . 71 INVESTMENT POLICY On March 5 , 2003, the Board of County Commissioners adopted a comprehensive investment policy. A copy of the detailed investment policy can be obtained by contacting the Weld County Treasurer at ( 970 ) 356-4000 , Extension 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 $170 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 1 . 50 percent in 2016 . 72 FUND BALANCE AND RESERVE POLICY Weld county considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County. A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable . The appropriate size of such fund balance reserves depends on the potential viability of the county's revenues and expenses, as well as its working cash needs to handle seasonality of revenues or expenditures . The Board of county commissioners adopted the County Fund Balance Policy on December 14 , 2011 , nunc pro tunc January 1 , 2011 . The policy was created to help reduce the negative impact on the county in times of economic uncertainty , major fluctuations in oil and gas assessed valuations , and potential losses of funding from other governmental agencies . The policy established minimum requirements for reserves and guidelines for the use of certain funds . The reserves and restrictions are also consistent with the requirements under Colorado statute or state constitutional requirements . The County Fund Balance Policy requires the following : • Any remaining fund balance following all restrictions and commitments in the Health Fund shall be assigned for the purpose of future heath 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. • Any 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 ( 10 ) percent of the annual expenditures and maximum of twenty (20) percent of the annual total expenditures as determined by the Director of Finance 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. 73 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 cutting/revenue raising strategies to hold down costs and support County services. This may be accomplished by : -- Organization assessment -- Contraction in services -- Productivity improvement -- Reprivatization and contracting -- Automation -- Energy conservation -- Administrative reorganization -- Innovation/technological transfer -- Continue position sunset review process to assess the need for any vacated positions. -- 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 74 -- 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 Equipment Service Manager 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 . 75 2016 GUIDELINES There will be no recommended increases in personnel in the recommended budget to the Board . Increased workload should be absorbed by existing personnel wherever possible through increased productivity. Resources for new activities should come from increased productivity and 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 Motor Pool Contract Administrator 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 015's budget presentation . Salaries should be budgeted at the 2015 level . Any salary increase for a class unique to a department must be absorbed in target amounts . N;, 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. 76 In reviewing the 2016 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 2016 budget process . Use the following budget population data for performance measures : YEAR POPULATION 2014 (Actual) 275,300 2015 (Estimated) 283,500 2016 (Projected) 292,000 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. 77 2016 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2016 budget. 1 . All budgets ( including Enterprise and IGS ) must be submitted by July 6 , 2015 . 2 . All departments are requested to submit, on or before June 16 , 2015 , the following items that will be part of your 2016 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 Personnel to assess the need . C . Phone Service Requests for phone changes in 2016 . Unplanned moves will only be done if absorbed in the 2016 budget. D . Information Services requests for computer hardware , software , system upgrades or system study. (See April 1 , 2015 memo regarding 2016 IT Project Request process ) E . New or replacement vehicle requests to the Controller for inclusion in the Motor Pool budget. F . Applications for the technology and innovation investment program projects to Finance . 3 . Salary and fringe benefits will be budgeted at the 2015 level . Any anticipated increase over 2015 level must be absorbed in target amount. 4 . For budgetary purposes, please use the 55 . 50 per mile reimbursement rate in developing your 2016 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 . Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles , such as ambulances , patrol cars , etc. Fuel costs should be budgeted as follows : unleaded $2 . 75/gallon , diesel $3 . 00/gallon , and E85 $2 . 75/gallon . 7 . Any new or replacement vehicles should be discussed with the Controller 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 2016 . 8 . Postage costs are anticipated to be 490 in 2016 . 78 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 2016 . See Director of Finance and Administration for exact format. 12 . Any 2016 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 2016 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 , 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 extension 4218 to answer questions , or to get approval for variation to the normal procedures outlined in the special instructions . 79 2016 PROGRAM ISSUES Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 . Implement the Bright Futures program to provide financial aid to Weld County high school graduates and veterans pursuing post high school education or training . Begin the two year construction of the concrete five-lane CR 49 south corridor from US 34 to 1 -76 as part of a design/build contract. Complete road and bridge mitigation projects resulting from the 2013 flooding . Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration . Begin 2016 with a fully funded pension plan . Restructured the Sheriff's organization and budget to accommodate the new Sheriff's vision for the office . Add eight addition staff in order to expand the capacity of the jail to 734 beds. Implement a new integrated public safety information system . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $35 million . Add staff in the Veteran 's Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services. Begin charging 10% of the actual dispatching costs in 2016 to all agencies, 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 . Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study. Medicaid caseloads have grown by 72% in the past three years, partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act to the point 25% of county residents are on Medicaid . Accommodate the impact of HB14- 1317 on the delivery of day care . Participate for the third year in the Title IV-E ( Foster Care and Adoption Assistance Entitlement Grant) waiver project. Continue efforts to control health care costs for county employees and their dependents . 80 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2016 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 2015 , except the reduction in oil prices could impact employment and spending in the county . Assume interest rates averaging 1 .25 percent throughout 2016 . 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 . 81 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 . With construction activity picking up and the recovery of the real estate market along with energy prices in 2014 assessed in 2015 and new exploration in Weld County the assessed value is anticipated grow significantly for the 2016 budget, but drop dramatically in 2017 due to the drop in oil prices in 2015 . Oil and gas values accounts for over two-thirds of the county's assessed valuation in 2016 . As we plan for 2017 and beyond we are assuming that the drop in the price of oil will stabilize in the $60-70 per barrel range . Natural gas prices have also been very volatile the last 2-3 years as more supply comes onto the market, exceeding growth in demand . Even with the drop in the price of oil excitement related to exploration of the Niobrara shale formation in northern Weld County remains high , driving several significant job-creating projects in Weld County and more energy production that will add to the county' s assessed valuation in future years. Oil and gas assessed value for the 2016 budget is up $ 1 . 775 billion or 30 . 93 percent. Overall assessed values are up 25 . 6 percent. Specific Ownership Tax : Personal property tax on vehicles (SOT) is anticipated to be up in 2016 due to increasing vehicle sales as the economy recovers and the new vehicles figure into the five year sliding fee schedule . Building Inspection and Planning Permits : Continued recovery of 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. The investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices. The combination of all activities point to higher inspection and permit fee revenues in 2016 and beyond . 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 . Police Service Contract : Based on signed contractual agreements. 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 1 . 50 percent, times the estimated average daily cash balances . Based upon Federal Reserve projections interest rates will not change dramatically through 2016 . 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 four years , but are anticipated to level off due to lower oil prices. Rental : All rental income is based upon signed leases . 82 Overhead /A-87 Cost Plan : Revenues based upon the 2014 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 $ 1 million in revenues in this area . County Clerk Fees : Calculated on the historical level of activity , and recent legislative changes . Increased oil and gas 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 relatively constant. Highway Users - Special Bridge : Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees : Vehicle sales are projected to continue to increase as the economy improves and individuals who have delayed purchases will need to begin to replace older vehicles . Highway User' s Tax : Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced . With the passage of 5B09- 109 , revenues increase over $ 1 . 5 million starting in 2010 . As fuel prices increase citizens tend to drive less , thus paying less HUTF tax that is based upon a per gallon tax . 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 , 2015 . Health Fees : Based upon historical patient/client caseload with 2016 rates applied . With more and more uninsured patients, utilization continues to increase in county clinic due to affordability. Human Resource Grants : Based upon contract funding level as of October 1 , 2015 . 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 . Paramedic Service Fees : Effective May 7 , 2012 , Weld County transferred the operational and financial responsibility to NCMC , Inc . and Banner Health . Therefore , this operation ' s revenue will not be in future budgets. Internal Service Fund Revenues : Revenues for each IGS 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 ). 83 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2012 2013 2014 2015 2016 Property Taxes $ 89, 713 ,452 $ 107 , 816 ,616 $ 117, 873 , 505 $ 141 , 724 ,346 $ 177, 940 , 186 Other Taxes 9, 934 , 961 8 , 310 ,000 9,450 , 000 11 ,600, 000 11 , 710 , 000 Fees 9, 389 , 307 8 , 777A22 9, 975 , 250 10 , 353,400 10 , 276 ,690 Intergovernmental 48 , 878 , 851 48 , 851 , 520 52 , 977 , 866 65 ,272, 311 69 , 277 , 807 Licenses/Permits 2, 968 , 095 i 2 , 866 ,875 3,450 , 225 4 , 721 ,600 6, 061 ,000 Charges for Services 7, 741 , 896 5 , 800 ,931 8,242 , 560 9 , 103, 378 8, 950 , 798 Internal Services 23 , 341 ,642 26 ,221 , 780 28 , 166 ,292 28 , 596, 336 28 , 753 , 869 Paramedic Fees 1 ,667 , 980 0 0 0 0 Miscellaneous 15 , 369 ,437 11 , 518, 124 13 ,450 ,439 13 , 581 , 877 1 , 992 , 769 TOTAL REVENUES $ 209, 005 ,621 $ 220, 163,268 $ 243, 586 , 137 $ 284, 953 ,248 $ 314, 963 , 119 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 20O 150 Property in o Intergovernmental 100 ei Internal 50 eXaOther A 0 1 I I I i 2012 2013 2014 2015 2016 Property Tax : 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 four to five years growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main influence on the grow 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 five years . For the 2016 budget, the growth in the county's assessed value from oil and gas values exceeds 25% . Oil and gas assessed valuation are close to two-thirds 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 $40-60 per barrel . 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 84 tax base created by the energy development in 2016 and be prepared for a significant drop in the assessed valuation for 2017 the county will be facing . Intergovernmental : State and federal base revenues have grown little the last five years with state funded programs impacted by the state budget reductions due to the recovering economy and the federal budget cuts due to sequestration and deficit reduction measures. The drop in 2012 is due to transferring the Supplemental Foods program to the Weld Food Bank , and the end of the five year Building Healthy Marriages Grant. The 2013 revenue was stable due the increased Child Welfare allocation and the return of state of Colorado Energy Impact Assistance grants. The significant jump 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 continues into 2016 with Public Works projects including $4 . 5 million for WCR 49 and four major bridge replacement projects . Many of these grants are one-time and will be dropped after 2016 . 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 . Internal Services : Predictable revenue based on stable usage . Health insurance costs in the self- insured are slowing , so the increases in this area over the next five years should be more moderate . For example there will be no health insurance rate increase in 2016 for the second year in a row. OTHER REVENUE TRENDS 20 —.— Other 15 —M— Fees 0 10 a- r- Licenses —X— Charge 5 - A aws Paramedic 0 Miscellaneous 2012 2013 2014 2015 2016 Other Taxes : Primarily, specific ownership taxes that track car registrations and severance tax. Increase trend is due to 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 . New legislation increased 2012 Clerk and Recorder fees. Increased oil and gas recording activity in the county is resulting in higher projected revenues in this area over the next few years . Fees from vehicle registration should increase as vehicle sales are projected to continue to increase as the economy improves . Planning fees are growing significantly as the economy recovers and construction activity returns , as well as, activity from oil and gas infrastructure development and drilling activity . Licenses /Permits : As cited in the Revenue Assumption section earlier, there is stronger recovery of construction in the county . Despite the low activity in residential building in the unincorporated part of the county some factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing inventories are low. The investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices. The 85 combination of all activities point to higher inspection and permit fee revenues in the near future . The trend for the next five years should be a gradual increase only. Charges for Services : Revenue is predictable based on contracts for service and reimbursable projects. Paramedic Fees : Effective May 7 , 2012 , Weld County transferred the operational and financial responsibility to NC ca Inc. and Banner Health . Therefore , this operation's revenue will not be in future budgets . Miscellaneous : Revenue predictable, even though some variation in specific years. Interest revenue is found in this category. Public Works contracts are up due to reimbursable road projects in 2015-2016 . Fines from traffic violations are projected to be up in 2016 . Oil and gas royalty payments were up substantially the last three years, but should moderate in the coming five years as bonus amounts drop along with the price of oil remaining lower. The policy decision to charge social services the full amount of indirect costs raised this category over $ 1 million in 2013 and another $1 . 1 million in 2016 . Pad of the drop in 2016 is a change in accounting method for the $ 15 million in tax incentive credits for the Weld County Bright Future program . 86 FIVE YEAR PROJECTED REVENUE AND EXPENDITURE TRENDS 2017 -2021 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. • Due to the drop in oil prices Weld County anticipates a significant drop in assessed valuation in 2017 ($55 million ) and then a leveling off with normal growth as oil prices stabilize . • 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 $60-$76 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 . • Internal Services will be driven primarily by inflation , especially the inflation of health insurance costs. • Internal Services revenues are offset by the same expenditure amount. DESCRIPTION 2017 2018 2019 2020 2021 Property Taxes $ 121 , 000 , 000 $ 126 , 949, 999 $ 133 , 197 ,498 $ 139 , 757, 375 $ 146 ,645 ,242 Other Taxes 11 , 380 , 000 12 , 058, 100 12 ,413 , 543 12 , 779,649 13 , 156 , 739 Fees 10 , 865 ,241 11 , 188, 198 11 , 545 , 844 11 , 888,469 12 , 241 , 373 Intergovernmental 70 , 278 , 513 71 ,231 ,493 72 ,204 , 070 73 , 196,669 74 , 209 , 725 Licenses/Permits 5, 727 ,620 5 , 899 ,239 6, 076 , 006 6 ,258, 076 6,445 ,608 Charges for Services 9, 196 , 791 9 , 193 ,955 9,647 ,467 9 ,657, 511 9, 824 ,279 Internal Services 30 , 512 ,187 32 , 394, 911 34 ,411 , 506 36 , 572, 178 38 , 887 , 936 Miscellaneous 24 , 394 , 721 24 , 824,418 24 , 759 ,472 24 , 750, 044 24 , 946 ,299 TOTAL REVENUES $283 , 355 , 073 $ 293 , 740, 313 $ 304 ,255 ,406 $ 314 , 859, 971 $ 326 , 357 ,201 87 Major Revenue Projections 160 140 120 100 —leProperty Taxes to c 80 Intergovernmental 4"S Es ses-0—esi 60 Internal Service Other Revenue 40 20 0 2017 2018 2019 2020 2021 2017 -202 '1 EXPENDITURE PROJECTIONS DESCRIPTION 2017 2018 2019 2020 2021 General Government $37,422 , 752 $38 , 899 ,029 $39 , 720 , 771 $41 ,418 ,381 $42, 168 , 180 Public Safety 57 , 015 , 099 58 , 725, 552 62 ,297 , 318 64 , 166,238 66 , 091 ,225 Public Works 98 ,457 , 561 79 , 701 ,288 82 , 092 , 327 84 , 555, 096 87 , 091 , 749 Public Health and 45 , 808 , 909 46 , 721 , 023 47 ,651 , 379 48 ,600, 342 49 , 568 ,284 Welfare Human Services 8, 769 , 710 8 , 939 ,985 9, 113 ,666 9 ,290, 820 r 9,471 , 517 Culture and Recreation 785 , 936 i 796, 051 806 ,470 817, 201 828 ,254 Internal Services 32 , 572 , 187 34 , 516, 711 36 , 596 , 960 38 , 823, 195 41 ,206 ,484 Capital 9, 025 , 000 8 , 575 ,000 8, 575 , 000 8 , 575, 000 8, 575 , 000 Miscellaneous 5, 352 , 914 5 , 505 ,600 5,662 , 764 5 , 824, 544 5, 991 ,070 TOTAL EXPENSES $295 ,210 , 068 $ 282,380,239 $ 292, 516 ,655 $ 302 , 070, 817 $ 310 , 991 , 763 88 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 2 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 $800 , 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 . • Internal Services will be driven primarily by inflation , especially the inflation of health insurance costs. • Internal 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 will see a major increase as the 20 mile WCR 49147 Corridor is constructed in 2016-2018 , and oil and gas development continues to impact the roads and bridges . • Due to the funding of W 849147 Corridor project a planned fund balance drop of $25 million in both 2016 and 2017 is built into the projections. Major Expenditure Projections 120 100 .•iGeneral Govt 80 Public Safety sAlrEc Public Works 62 60 .------reassassessase. Public Hlth and Welfare 4i+t Human Services 40 —icy Internal Services Capital 20 Miscellaneous 0 2017 2018 2019 2020 2021 89 2017 -2021 FUND BALANCE PROJECTIONS 2017 2018 2019 2020 2021 Begin Fund Balance 112, 974 ,243 $ 101 , 119,248 $ 112 ,479 , 322 $ 124 , 218, 073 $ 137 , 007 ,227 Total Revenues 283, 355 , 073 293 , 740 , 313 304 ,255 ,406 314 , 859 , 971 326 , 357 ,201 Total Expenses 295, 210 , 068 282 , 380 ,239 292 , 516 ,655 302 , 070 , 817 310 , 991 , 763 Ending Fund Balance $ 101 , 119 ,248 $ 112 ,479, 322 $ 124 ,218 , 073 $ 137 , 007, 227 $ 152 , 372 ,665 Fund Balance Projections 350 300 250 200 Beg Fund Bal -° Revenue 42 150 Expense 100 aiX— End Fund Bal 50 0 2017 2018 2019 2020 2021 90 ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund : Office of the Board Chairman , Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board 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 Director, General Services Printing and Supply Controller Human Resources Director, Human Resources Information Services Chief Information Officer Geographical Information System Chief Information Officer Capital Outlay Director, Finance and Administration Innovation and Technology Projects Chief Information Officer Sheriff Administration Units (21100- 21140 ) Sheriff 91 1 , BUDGET UNIT RESPONSIBLE OFFICIAL Patrol Unit Sheriff Investigation Unit Sheriff Regional Forensic Lab Sheriff Victim Advocates Sheriff Drug Task Force Sheriff Contract Services Sheriff Communications - County-wide Director, Public Safety Communications E-911 Administration Director, Public Safety Communications Criminal Justice Information System Director, Public Safety Communications Communications System Development Director, Public Safety Communications Coroner Coroner Court & Transportations and Work Sheriff Release Units Inmate Services and Security Units Sheriff Community Corrections Director, Justice Services Building Inspection Director, Planning Services Office of Emergency Management Director, Office of Emergency Management Ordinance Enforcement Sheriff Pest and Weed Control Director, Public Works Justice Services Director, Justice Services 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 Child Advocacy Center Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Buildings and Grounds 92 BUDGET UNIT RESPONSIBLE OFFICIAL Parks and Trails Director, Finance and Administration Building Rents Director, Finance and Administration Non-Departmental Director, Finance and Administration Community Agency Grants Director, Finance and Administration Island Grove Building Director, Finance and Administration Asset and Resource Management Director, Finance and Administration County Fair Extension Agent Special Revenue Funds : Public Works Fund Director, Public Works Social Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration Solid Waste Fund Director, Finance and Administration Capital Fund : Capital Expenditure Fund Director, Finance and Administration Proprietary Funds : Motor Pool Fund Controller Insurance Fund Director, Finance and Administration Phone Services Fund Chief Information Officer Health Insurance Fund Director, Finance and Administration 93 POLICY MATTERS/ POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Assessor : Data Collector Position $ 54 , 736 U pgrade of Personal Two Property Appraisers 8 , 264 Appraiser Position Upgrades $33 , 838 District Attorney : Vehicle 22 , 000 U pgrades of Office Administrator 0 U pgrade Community Relations Director 0 Human Resources : Assistant Recruiter 56 , 985 Building and Grounds : Plumber ( Back fill for retirement transition ) 72 , 315 Carpenter 65 , 013 Innovation and Technology Projects : Content Management System for County Website 101 , 671 Weld Imaging Solution 281 , 204 MILO Range Theater and Training Simulator 97 , 125 MILO Range Theater Remodel 20 , 000 Sheriff : S ix Deputy Detention Officer III 463 , 119 Two Detention Sergeants 209 , 806 Booking Technician 52 , 987 Desk Clerk (0 . 75 to 1 . 0 FTE and benefits ) 31 , 636 Medical Contract RN Coverage 24/7 in Booking 152 , 436 Part-time Polygraph Contract 12 , 000 S mall Items of Equipment 10% Reduction 33 , 514 Firearms Supplies 10% Reduction 15 , 853 Travel and Training 10% Reduction 13 , 409 Vehicle Maintenance ( Fuel for extra traffic enforcement) 41 , 125 Two Additional Jail Transport/Medical Vehicles 58 , 000 Lights and Radios for Two Jail Vehicles 25 , 000 Criminal Justice Information System : Analyst Position 106 , 044 Justice Services : Client Services Fund 10 , 773 94 POLICY MATTERS / POINTS OF ISSUE WITH FISCAL IMPACT ( Continued ) FUNDING INCLUDED EXCLUDED Engineering : Water Engineer III ( mid-year) $ 130 , 271 Engineering Technicians 82 ,819 Economic Development : U pstate Colorado Economic Development 90 , 000 $ 10 , 000 U NCBiz Hub Incubator 10 , 000 Community Agencies : Rotary-Poudre Learning Center 15 , 000 211 25 , 000 40 , 000 RSVP 10 , 500 A Woman 's Place 8 , 000 Bright Futures : Bright Futures Administrative Costs $ 115 , 940 Veterans Services : Clerical Support 0 . 5 to 1 . 0 FTE with Benefits $32 , 235 U TOTAL GENERAL FUND $ 2,260,379 $ 348,239 SOCIAL SERVICES FUND : Three Customer Navigators $ 130 , 500 Training and Technology Manager 81 , 000 S ervice Coordinator 70 , 000 Four Income Maintenance Technicians 200 , 000 Two Fraud Investigators 124 , 500 Operations Manager-North County 88 , 600 Program Resource Specialist 62 , 000 Child Support Manager 80 , 000 Four Child Welfare Positions ( HB 15-242 ) 332 , 700 4 . 5 Long Term Care Managers 276 , 000 S ix Position Upgrades/Reclassifications 43 , 800 TOTAL SOCIAL SERVICES FUND $ 1 ,489, 100 $ 0 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 . 95 , 186 „ \!pi GOAT_Y 96 2016 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 2016 budget, a salary increase of 3 . 0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . • Health insurance rates will not increase at all in 2016 . Health coverage will be provided by CIGNA 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 2016 . 97 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 • A►Ipha Dental Plan • Companion Life Dental Plan LIFE : Three times annual salary up to $600 , 000 at $0 . 160/$ 1 , 000/per month LONG TERM DISABILITY ( LTD ) : $ . 32/$ 100 compensation SHORT TERM DISABILITY: $ . 211$ 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 Live Well Solutions . WELLNESS : Wellness program will be enhanced for all County employees with the addition of a full-time Wellness Coordinator and new wellness resources . EXECUTIVE PAY PLAN : Elected Officials and Chief Deputies 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 . 98 POSITION AUTHORIZATION CHANGES DUE TO 2016 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000- 11100 Clerk and Recorder Administrative Assistant None 1000- 13100 Assessor None Data Collector 1000- 13100 Assessor Analyst (Grade 25) Analyst (Grade 30) 1000- 13100 Assessor Appraiser II (Grade 25) Appraiser IT (Grade 26) 1000- 13100 Assessor Appraiser IV (Grade 36) Appraiser IV (Grade 38) 1000- 15100 District Attorney Officer Admin. (Grade 40) Officer Adm. -TBD 1000- 15100 District Attorney Office Tech III Comm. Relations Dir.-TBD 1000- 15200 Juvenile Diversion Director of Diversion TBD 1000- 16400 Human Resources None Recruiter Assistant 1000- 17200 Building and Grounds None Bldg. Maint. Worker IV 1000- 17200 Building and Grounds None Bldg. Maint. Worker I 1000-21110 SO Admin Detention None Booking Technician 1000-21200 SO Patrol 0.75 FTE Desk Clerk 1 .00 FTE Desk Clerk 1000-24415 SO Security Unit None - Detention Deputy III 1000-24415 SO Security Unit None 2- Detention Sergeants 1000-22100 Communications None Quality Assurance Mgr. 1000-22400 O15 None PS Systems Analyst 1000-31100 E ngineering None Water Engineer 1000-31100 Engineering None Survey Tech II 1000-90160 Bright Futures None Office Tech III 1000-90160 Bright Futures None Office Tech IV 1000-96400 Veterans Services 0.50 FTE Office Tech II 1 . 00 FTE Office Tech II 2000-30100 PW Admin None Operations Manager 2000-30100 PW Admin None Budget Manager 2000-32300 Bridge Construction None 2- Service Worker III 2000-32400 Maintenance Support None Service Worker III 2000-32700 Pavement Management None 2- Service Worker III 2100-42110 SS Administration None 3-Customer Navigators 2100-42110 SS Administration None Training 8z Technology Mgr. 2100-42110 SS Administration None Service Coordinator 2100-42110 SS Administration None 4-Income Maintenance Tech 2100-42110 SS Administration None 2-Fraud Investigators 2100-42110 SS Administration None Operations Mgr . No. County 2100-42110 SS Administration None Program Resource Specialist 2100-42200 SS Child Support None Child Support Manager 2100-42410 SS Child. Welfare None 4-Child Welfare Positions 2100-42450 SS Adult protection None 5-Adult Protection Positions 2500-41100 PH Administration 8 . 00 FTE 10.00 FTE 2500-41210 PH Communication 1135 FTE 137'5 FTE 2500-41300 PH Services 43 . 70 FTE 41 .35 FTE 99 \ 1861 / 4. -erte L112" -Ca Li NTS_Y E � l 100 ALL FUNDS REVENUE 200 , 000 , 000 180 , 000 , 000 160 , 000 , 000 140 , 000 , 000 — 0 201 120 , 000 , 000 100 , 000 , 000 ■ ■ 2a16 $ 80 , 000 , 000 $ 60 , 000 , 000 40 , 000 , 000 20 , 000 , 00$0 0 I . os ss orn EL Iabia 60 cao 4:1) 0) CD V) I� X � c - "E Cc chi >bP '-'- ' ist541r) 222 -t co L c cL u) � m cn 2. .4€ > isisom %mow C lqj ° O 2 a) (P- E F2' F. \ 41) ''r Lis 2416 Revenue Total $420 , 513 , 119 ( 2015 $430 , 848 , 248 ) Internal Services $28 , 753 , 869 Fund Balance 7% Property Tax $ 105 , 550 , 000 - - 25% /'lam + �� ` $ 177 , 940 , 186 42% " Miscellaneous NI $ 1 , 992 , 769 Chg for Service � Other Taxes 1 % $8 , 950 , 798 o Intergovernmental $ 11 , 710 , 000 2% $69 , 277 , 807 3% Licenses/Permits 17% Fees $6 , 061 , 000 $ 10 ,276 ,690 1 % 2°10 101 ALL FUNDS EXPENDITURES $120,000,000 $100,000,000 O2016 12015 $80,000,000 $60,000,000 $40,000,000 $20,000,000 1 ill$0 i I I ,-'� amo 11 I I I I • I I I ill I I I C, CD et, o - `' `a" 4.7%•\ Cs soCst N\ e SCE ,tt ` CI C., 2016 EXPENDITURES Total $ 316 , 699 , 260 ( Auxiliary $572,306 0% Public Works Contingency Capital $9,289,681 $10,000,000 $16,925,000 Health 3% 3% _ 5% 7 $10,393,180 3% Social Services $34,521 ,500 Public Safety Internal Services 11% Th $55,428,003 $30,753,869 10% Culture/Recreation , _ Miscellaneous $776,115 $6,436,080 0% 2% Human Services _,..- " ... General Government $8,£02,774 $3£,815,819 3% 12% Road & Bridge $96,184,933 30%/a 102 MILL LEVY 2016 TOTAL 15 . 8 Social Services Insurance 0 . 856 0 . 178 6% Capital 1 % 1 .465 9% General Public Works 9 . 350 1 . 465 • - 59% 9% Contingency 2 .486 16% 2015 TOTAL 15 . 8 Social Services Capital Insurance 0 . 941 � 0 .223 6% 0% 1 % Public Works - - - - 1 . 839 Contingency 12% 0% General 12 . 797 81 % 103 2016 SUMMARY FUN a : ALA S 2015 2015 2016 2016 2016 BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 18 , 437 , 583 12 . 797 $ 12 , 000 , 000 9 . 350 $ 105 , 303 , 621 SPECIAL REVENUE FUNDS : 2000 Public Works 58 , 177 ,470 1 . 839 47 , 000 , 000 1 . 465 10 , 500 , 000 2100 Social Services 3 , 610 , 053 0 . 941 3 , 600, 000 0 . 856 9 , 636 , 565 2200 Conservation Trust 378 , 607 - 340 , 000 - - 2300 Contingent 34 , 988 , 751 - 7 , 000 , 000 2 . 486 28 , 000 , 000 2500 Health Department 3 , 326 , 611 - 5 , 300 , 000 - - 2000 Human Services 758 , 892 - 760 , 000 - - 2700 Solid Waste 2 , 042 , 989 - 1 , 200 , 000 - - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 18 , 636 , 650 - 16 , 500, 000 1 . 465 16 , 500 , 000 GROSS TOTALS 140 , 357 , 606 15 . 577 $ 93 , 700 , 000 15 . 622 $ 175 , 940 , 186 LESS INTER.FUND TRANSFERS - - - - N ET TOTAL $ 140 , 357 , 000 15 . 577 $ 98 , 700 , 000 15 . 622 $ 178 , 940 , 186 - INTERNAL SERVICE FUNDS: 6000 Motor Pool Operating 2 , 339 , 972 - 2 , 300 , 000 - - 6200 Health Insurance 7 , 024 , 679 - 7 , 000, 000 - - 6300 Insurance 2 , 199 , 714 0 . 223 2 , 200 , 000 0 . 178 2 , 000 , 000 6400 Phone Service 1 , 328 , 119 - 350 , 000 - - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 12 , 892 , 484 0 . 223 $ 11 , 850 , 000 0 . 178 $ 2 , 000 , 000 $ 12 , 89 , 484 GROSS TOTAL ALL FUNDS $ 153 , 250 , 090 15 . 800 $ 108 , 550 , 000 15 . 800 $ 177 , 940 , 186 104 Assessed Value $ 11 , 262 , 037 , 080 2016 2016 2016 2016 2016 2016 INTEROV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 4 , 694 ,224 $ 4 , 617 , 527 $ - $ 126 , 615 , 372 $ 113 , 326 , 680 $ 13 , 288 , 692 27 , 727 , 360 30 , 925 , 000 - 122 , 152 , 360 96 , 184 , 933 25 , 967 ,427 24 , 884 , 935 - - 38 , 121 , 500 34 , 521 , 500 3 , 600 , 000 425 , 000 2 , 500 - 767 , 500 419 , 760 347 , 740 - - - 35 , 000 , 000 10 , 000 , 000 25 , 000 , 000 3 , 721 , 827 1 , 311 ,230 5 , 156 , 898 15 ,489 , 955 10 , 189 , 955 5 , 300 , 000 7 , 824 ,461 510 , 000 12 , 351 9 , 106 , 812 8 , 346 , 812 760 , 000 - 1 , 200 , 000 - 2 ,400 , 000 1 , 200 , 000 1 , 200 , 000 - 425 , 000 - 33 ,425 , 000 16 , 925 , 000 16 , 500 , 000 $ 69 , 277 , 807 $ 38 , 991 ,257 $ 5 , 169 , 249 $ 383 , 078 , 499 $ 291 , 114 , 640 $ 91 , 963 , 859 - - (5 , 169 , 249 ) (5 , 169 , 249 ) (5 , 169 ,249 ) - $ 69 , 277 , 807 $ 38 , 991 ,257 $ - $ 377 , 909 ,250 $ 285 , 945 , 391 91 , 963 , 859 - 9 , 221 , 000 - 11 , 521 , 000 9 ,221 , 000 2 , 300 , 000 - 17 , 914 , 044 - 24 , 914 , 044 17 , 914 , 044 7 , 000 , 000 - 210 , 000 - 4 ,410 , 000 2 , 210 , 000 2 , 200 , 000 - 1 , 408 , 825 - 1 , 758 , 825 1 , 408 , 825 350 , 000 $ - $ 28 , 753 , 869 $ - $ 42 , 603 , 869 $ 30 , 753 , 869 11 , 850 , 000 $ 69 , 277 , 807 $ 67 , 745 , 126 $ - $ 420 , 513 , 119 $ 316 , 699 ,260 103 , 813 , 859 105 2016 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2016 2016 2016 2016 2016 BEGINNING PROPERTY INTER GOVT T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 12 ,000 , 000 105 , 303 , 621 $ 4, 694,224 4 , 617 , 527 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 47 ,000 , 000 16 , 500 , 000 27 , 727, 360 30, 925 , 000 - 2100 Social Services 3 ,600, 000 9 , 636 , 565 24 , 884 , 935 - - 2.200 Conservation Trust 340 , 000 - 425 , 000 2 , 500 - 2300 Contingent 7 ,000 , 000 28 , 000 , 000 - - - 2600 Health Department 5 ,300 , 000 - 3 ,721 , 827 1 , 311 , 230 5, 156, 898 2600 Human Services 760 , 000 - 7 , 824 , 461 510 , 000 12 , 351 2700 Solid Waste1 ,200, 000 1 , 200 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 16 ,500 , 000 16500000 0 425 , 000 - GROSS TOTALS $ 93 ,700 , 000 $ 175 , 940 , 186 $ 69 , 277 , 807 $ 38 , 991 , 257 $ 5, 169,249 LESS INTERFUND TRANSFER.` - - - - (5, 169,249) NET TOTAL $ 93 ,700 , 000 $ 175 , 940 , 186 $ 69 , 277 , 807 $ 38 , 991 , 257 $ - INTERNAL SERVICE FUNDS : 6000 Motor Pool Operating 2 , 300 , 000 . - 9 , 221 , 000 - 6200 Health insurance 7 , 000, 000 .- - 17 , 914 , 044 - 6300 Insurance 2,200 , 000 2, 000, 000 - 210 , 000 - 6400 Phone Service 350 , 000 . - 1 , 408 , 825 - 6600 Weld Finance Corp - . - - - NET TOTAL - IS FUNDS $ 11 ,850 , 000 $ 2 , 000 , 000 $ - $ 28 , 753 , 869 $ - GROSS TOTAL ALL FUNDS $ 105 ,550 ,000 $ 177 , 940 , 166 $ 69 , 277 , 807 $ 67 , 746 , 126 $ - 106 Assessed Value $ 11 ,262 , 037, 080 2016 2016 2016 2016 2016 2016 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 126 ,615 ,372 $ 65 ,621 , 134 $ 46 ,216 , 396 $ 1 , 489 , 150 $ 113, 326, 680 $ 13 ,288 , 692 122 , 152 ,360 13 , 180 ,691 83 ,004 ,242 - 96, 184,933 25 , 967 ,427 38 , 121 ,500 23 ,801 ,700 10,719 , 800 - 34 , 521 ,500 3 , 600 , 000 767 , 500 - 419,760 - 419, 760 347, 740 35 ,000 ,000 - 10 , 000 , 000 - 10 , 000,000 25 , 000 , 000 15 ,489 ,955 7 ,895 ,512 2 ,294 ,443 - 10 , 189, 955 5 , 300 , 000 9 , 106 ,812 4 , 743 ,744 3 , 603 , 068 - 8 ,346, 812 760 , 000 2 ,400 ,000 - 1 , 200 , 000 - 1 ,200,000 1 , 200 , 000 33 ,425 ,000 - - 16 ,925 ,000 16 , 925, 000 16 , 500 , 000 $ 383 , 078 ,499 $ 115,242 ,781 $ 157 , 457 , 709 $ 18 ,414 , 150 $ 291 , 114, 640 $ 91 , 963 , 859 (5 , 169 , 249) (5 , 169 ,249) (5, 169,249) - $ 377 , 909 ,250 $ 115,242 ,781 $ 152 , 288 ,460 $ 18 ,414 , 150 $ 285 , 945, 391 $ 91 , 963 , 859 11 , 521 ,000 - 9, 196, 000 25, 000 9 ,221 , 000 2 , 300 , 000 24 , 914 ,044 - 17, 914 , 044 - 17 , 914,044 7, 000 , 000 4 ,410 ,000 - 2 , 210 , 000 - 2,210, 000 2,200, 000 1 ,758 , 825 308 , 795 1 , 000 , 030 100, 000 1 ,408, 825 350, 000 $ 42 ,603 ,869 $ 308 , 795 $ 30 , 320 , 074 $ 125 , 000 $ 30, 753, 869 $ 11 , 850 , 000 $ 420 ,513 , 119 $ 115 ,551 ,576 $ 182 , 608 , 534 $ 18 , 539 , 150 $ 316, 699, 260 $ 103 , 813 , 859 107 2015 ESTIMATE SUMMARY OF MAJOR REVENUES ND EXPENDITURES 2015 2015 2015 2015 2015 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 18 ,437 , 583 $ 114 , 785 , 509 $ 4 , 525 , 407 $ 14 , 960 , 874 $ - S PECIAL REVENUE FUNDS : 2000 Public Works 55 , 177 , 470 16 , 600, 000 25, 988, 000 30, 525 ,000 - 21 00 Social Services 3 ,610 , 053 5,435 , 337 23, 902 , 000 - 2200 Conservation Trust 378 , 607 - 450 , 000 2 ,500 2300 Contingent 34 ,935 , 751 - - 11 ,249 - 2500 Health Department 3 ,326 , 611 - 3, 143, 780 1 ,400 , 881 6 , 903 ,294 2600 Human Seri/ices 758 , 892 - 7,263, 124 546 ,000 12 , 351 2700 Solid Waste 2 ,042 , 039 - - 1 , 100, 000 - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 15 ,636 , 650 - - 525 , 000 - GROSS TOTALS $ 140 ,357 ,606 $ 139 , 724 , 346 $ 65 , 272 , 311 $ 49 , 371 , 504 $ 6 , 9155645 LESS INTERFUND TRANSFERS - - - - (6 , 915 , 645 ) N ET TOTAL $ 140 ,357 ,606 $ 139 , 724 , 346 $ 65 , 272 , 311 $ 49 , 371 ; 504 $ INTERNAL SERVICE FUNDS 6000 Motor Pool Operating 2 ,339 , 972 - - 9, 109 ,543 - 6200 Health insurance 7 ,024 , 679 - - 17, 914 , 044 - 6300 Insurance 2 , 199 , 714 2 , 000 , 000 - 160 ,000 - 6400 Phone Service 1 ,328 , 119 - - 1 ,412 ,749 - 6500 Weld Finance Corp - - - - - N ET TOTAL - IS FUNDS $ 12 , 892 , 454 $ 2 , 000 , 000 $ - $ 28 , 596 , 336 $ - GROSS TOTAL ALL FUNDS $ 153 , 250 , 090 $ 141 , 724 , 346 $ 65 , 272 , 311 $ 77 , 967 , 840 $ - 108 Assessed Value $ 8, 969 , 895 , 330 2015 2015 2015 2015 2015 2015 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 152 , 709 , 373 $ 67 , 334 , 742 $ 70 , 174 , 802 $ 3 , 199 , 829 $ 140 , 709 , 373 $ 12 ,000 , 000 131 , 490 , 470 12 , 573 , 220 71 , 917 , 244 - 84 , 490 ,470 47 ,000, 000 35 , 950, 890 22 , 815 , 400 9 , 535 , 490 - 32 , 350 , 890 3 ,000, 000 831 , 107 - 491 , 107 - 491 , 107 340 , 000 35 , 000 , 000 - 28 , 000 , 000 - 28 , 000 , 000 7 ,000 , 000 14 , 774 , 505 7 , 421 , 910 2 , 052 , 650 - 9 , 474 , 500 5 ,300 , 000 8 , 580 , 367 5 , 0151634 2 , 804 , 733 - 718201367 760 , 000 3 , 142 , 989 - 1 , 942 ,,989 - 1 , 942 ,989 112001000 19 , 161 , 650 - - 2 ,661 , 650 2 , 661 , 650 16 ,500 , 000 $ 401 , 641 , 412 $ 115 , 160 , 918 $ 186 , 919 , 015 $ 5 , 861 , 479 $ 307 , 941 ,412 $ 93 ,700 , 000 (6 , 915 , 645 ) ( 6 , 915 , 645 ) (6 , 915 , 645 ) - $ 394 , 725 , 767 $ 115 , 160 , 918 $ 180 , 003 ; 370 $ 5 ; 861 5479 $ 301 , 025 , 767 $ 93 ,700 , 000 11 , 449 , 515 - 0 , 140, 515 - 9 , 149 , 515 2 ,300 , 000 24 , 938 , 723 - 17'19381723 - 17 , 9381723 7 ,000, 000 4 , 359, 714 - 2 , 159, 714 - 2 , 159 ,714 2 ,200 , 000 2 , 740,868 286 , 504 1 , 154, 364 950 ,000 2 , 390 , 868 350 , 000 $ 43 , 488 , 820 $ 286 , 504 $ 30 , 402 , 316 $ 950 , 000 $ 31 , 638 , 820 $ 11 ,850 , 000 $ 438 , 214 , 587 $ 115 , 447 , 422 $ 210 , 405 , 686 $ 6 , 811 , 479 $ 332 , 664 , 587 $ 105 ,550 ,000 109 2014 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2014 2014 2014 2014 2014 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 16, 533, 398 $ 82 ,495, 357 $ 6 , 925 , 218 $ 30, 517, 533 $ - S PECIAL REVENUE FUNDS : 2000 Public Works 23, 612 ,216 11 ,470, 129 14 , 949 , 885 52 ,203 , 125 5 ,000 ,000 2100 Social Services 3,273, 976 8,418, 892 23, 020 , 426 - 2200 Conservation Trust 370, 619 - 409 , 938 2 , 639 - 2300 Contingent 34, 999, 000 4, 989 , 751 - - - 2500 Health Department 1 , 663, 516 - 2 , 834,235 2 ,649 ,624 4 ,441 , 746 2600 Human Seri/ices 803, 924 - 7, 130 , 352 505 , 550 12 , 351 2700 Solid Waste 1 , 692 , 782 - - 1 ,523 ,081 - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 13, 313, 145 3,229 , 940 - 952 , 219 1 , 400 , 000 GROSS TOTALS $ 106 , 767 , 575 $ 115 , 604 , 069 $ 55 , 320 , 054 $ 33 , 353 , 771 $ 10 , 354 , 097 LESS INTERFUND TRANSFERS - - - - ( 10 , 354 , 097 ) N ET TOTAL $ 106 , 767 , 575 $ 115 , 604 , 069 $ 55 , 320 , 054 $ 88 , 353 , 771 $ - INTERNAL SERVICE FUNDS 6000 Motor Pool Operating 2 ,234, 625 - - 10 ,942 , 193 - 6200 Health insurance 3, 631 ,543 - - 17 ,396, 310 - 6300 Insurance 2, 141 ,416 1 , 995 , 017 - 221 , 825 - 6400 Phone Service 1 ,252 ,466 - - 1 ,306 , 321 - 6500 Weld Finance Corp - - - - - N ET TOTAL - IS FUNDS $ 9 , 260 , 050 $ 1 , 995 , 017 $ - $ 29 , 866 , 649 $ - GROSS TOTAL ALL FUNDS $ 116 , 027 , 625 $ 117 , 599 , 086 $ 55 , 320 , 054 $ 118 , 220 , 420 $ - 110 Assessed Value $ 7, 014 , 609 , 987 2014 2014 2014 2014 2014 2014 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPR0- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 180 , 471 , 500 $ 54 , 405 , 857 $ 52 , 710 , 756 $ 917 , 800 $ 118 , 088 , 928 $ 18 ,487 , 588 112 , 235, 354 11 , 805 , 808 42 , 252 , 016 - 54 , 057 ,884 58 , 177 ,470 84 , 718 , 294 21 , 819 , 128 9 , 284 , 118 - 81 , 108 ,241 8 ,010, 058 7835196 - 404 , 589 - 404 , 589 378 , ►607 89 , 988 , 751 - 5 , 000 , 000 - 550005000 84 ,988 , 751 11 , 589 , 121 6 , 554 , 149 1 , 585 , 982 12 , 379 8 , 252 , 510 8 ,826 , 611 8 , 5021177 5 , 146 , 084 2 , 597 , 201 - 717431285 758 , 892 312151863 - 1 , 172 , 874 - 1 , 172 , 874 2 ,042 , 989 29 , 400 , 804 - - 10 , 763 , 654 10, 708 , 554 18 ,636 , 650 $ 876 , 899 , 508 $ 109 , 740 , 591 $ 115 , 107 , 580 $ 11 , 098 , 888 $ 288 , 541 , 960 $ 140 ,357 ,606 X10 , 854 , 097 ) ( 10 , 854 , 097 ) X10 , 854 ,097 ) - $ 800 , 045 , 409 $ 109 , 740 , 591 $ 104 , 253 , 439 $ 11 , 098 , 888 $ 225 , 087 , 808 $ 140 ,857 ,006 18 , 176 , 818 - 10 , 880 , 840 - 10 , 888 ,840 2 ,339 , 972 21 , 027 , 858 - 14 , 003 , 174 - 14, 003, 174 7 ,024 , 079 4 , 3585258 - 211585544 - 2 , 158 , 544 25199 , 714 2 , 558 , 787 239, 057 991 , 011 - 1 , 280 , 508 113281119 $ 41 , 121 , 716 $ 2391057 $ 27 , 990 , 175 $ - $ 28 , 229 ,282 $ 12 ,892 , 484 $ 407 , 157 , 185 $ 109 , 979 , 648 $ 182 , 248 , 014 $ 11 , 098 , 888 $ 25319 -171095 $ 153 ,250 ,090 111 GOVERNMENT FUNDS 20 '14-2016 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2014 2015 2016 Taxes 130 , 031 ,486 151 , 324 , 346 187 , 650 , 186 Licenses and permits 5 ,434 , 346 4 , 721 , 600 6 , 061 , 000 Intergovernmental 55 , 320 , 054 65 ,272 , 311 69 ,277 , 807 Miscellaneous 43 ,265 , 005 13 , 593 , 126 1 , 992 , 769 Fees 12 ,202 , 782 10 , 353 ,400 10 ,276 , 690 Charges for Services 13 !024 ,221 9 , 103 , 378 8=950,798 Total Estimated Financial Sources $ 259 ,277 , 894 $ 254 , 368 , 161 $ 284 ,209 ,250 EXPENDITURES Current: General govememt 47 ,479 , 034 36 ,408 , 667 36 , 815 , 819 Public safety 52 , 038 , 711 53 , 828 , 986 55 ,428 , 003 Public works 54 , 057 , 884 94 , 817 ,496 105 ,474 , 614 Public health and welfare 39 , 365 , 751 41 , 825 ,456 44 , 914 , 680 Human services 8 ,262 , 510 8 , 102 , 531 8 , 602 , 774 Culture and recreation 771 , 342 840 , 004 776 , 115 Miscellaneous 12 , 948 , 977 34 , 540 , 977 7 , 008 , 386 Capital outlay 10 , 763 , 654 2 , 661 , 650 16 , 925 , 000 Contingency/Reserves $ - $ 28 , 000 , 000 $ 10 , 000 , 000 Total Use of Resources $ 225 , 687 , 863 $ 301 , 025 , 767 $ 285 , 945 , 391 Net Increase (Decrease ) in Fund Balance 33 , 590 , 031 (46 , 657 , 606 ) ( 1 , 736 , 141 ) Fund balance at Beginning of the Year $ 106 , 767 , 575 $ 140 , 357 , 606 $ 93 , 700 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves $ 140 , 357 , 606 $ 93 , 700 , 000 $ 91 , 963 , 859 Contingencies/Reserves Appropriated but Unspent - - 10 , 000 , 000 Fund Balance at End of Year - with Contingencies/Reserves $ 140 , 357 , 606 $ 93 , 700 , 000 $ 101 , 963 , 859 112 PROPRIETARY FUNDS 2014 -2016 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2014 2015 2016 Taxes $ 1 , 995 , 017 $ 2 , 000 , 000 $ 2 , 000 , 000 Intergovernmental - - - Fees - - - Charges for Services 29 , 866 , 649 28 , 596 , 336 28 , 753 , 869 Total Estimated Financial Sources $ 31 , 861 , 666 $ 30 , 596 , 336 $ 30 , 753 , 869 EXPENDITURES Motor Pool $ 10 , 836 , 846 $ 9 , 149 , 515 $ 9 ,221 , 000 Health Insurance 14 , 003 , 174 17 , 938 , 723 17 , 914 , 044 Insurance 2 , 158 , 544 2 , 159 , 714 2 , 210 , 000 Phone Service 1 ,230 , 668 2 , 390 , 868 1 , 408 , 825 Weld Finance Corp - - - Total Use of Resources $ 28 ,229 ,232 $ 31 , 638 , 820 $ 30 , 753 , 869 Net Increase ( Decrease ) in Fund Balance 3 , 632 , 434 ( 1 , 042 ,484 ) - Fund balance at Beginning of the Year 9 ,260 , 050 12 , 892 ,484 11 , 850 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves 12 , 892 , 484 11 , 850 , 000 11 , 850 , 000 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year - with Contingencies/Reserves $ 12 , 892 ,484 $ 11 , 850 , 000 $ 11 , 850 , 000 113 Weld County , Colorado Weld Preliminary Taxable Assessed Value (August 25, 2015) Class 2014 Final Assd Value 2015 Prel Assd Value Change $ Change Vacant $ 62 , 623 ,500 $ 75, 947, 030 $ 13, 323, 530 21 .28% Residential $ 1 , 153,472 ,240 $ 1 ,447, 989, 510 $ 294, 517,270 25. 53% Commercial $ 733, 310 , 060 $ 780, 224, 050 $ 46, 913, 990 6.40% Industrial $ 540, 611 , 520► $ 639, 131 , 980 $ 98, 520,460 18.22 % Agricultural $ 148, 595 , 510 $ 182 , 173, 520► $ 33, 578, 010 22 . 60% Natural Rsc $ 14, 908 ,830 $ 18, 059, 970 $ 3, 151 , 140 21 . 14% Oil & Gas $ 5, 738,450, 910 $ 7, 513, 308, 710 $ 1 , 774, 857, 800 30. 93% State Assd $ 738, 109 ,300 $ 773, 396,400 $ 35,287, 100 4. 78% Total Value: $ 9, 130, 081 , 870 $ 11 ,430,231 , 170 $ 2, 300, 149, 300 25% Less TIF Value $ ( 160 , 186 ,540) $ ( 168, 194 , 090) Net Total : $ 8 ,969 , 896 , 330 $ 11 , 262 , 037, 080 $ 2 , 292 , 141 , 750 26% Value Changes 2014-2015 Weld Assd Value By Type e 2015 Residential 8000 13% State Assd - 7000 7% Vacant 6000 —\\ 1% Commercial 43 7% 5000 Ti Industrial 73 m 4000 5°l0 4 3000 Agricultural 2000 H & Gas ::: 66%: 1. liii: l nit a 0% e cites ti'j „ /ass, '� 5' S• e 2015 Preliminary Assessed Value Source: Weld Assessor 9/3/2015 114 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 952,643 $ 435, 507 $ 1 , 388 , 150 PUBLIC TRUSTEE 0 $ 3211 3211 CLERK & RECORDER (2,944, 158) $ 993,981 ( 1 ,950, 177) ELECTIONS 1 ,272,250 $ 147, 531 1 ,419, 781 TREASURER (2,524,544) $ - (2, 524, 544) ASSESSOR 2 ,917,338 $ 612, 372 3, 529 , 710 COUNTY COUNCIL 48,299 $ 6 ,839 55 , 138 DISTRICT ATTORNEY 5,009,769 $ 604 , 531 5,614 , 300 SHERIFF 4,626,673 $ 2, 198,831 6,825, 504 CORONER 917,265 $ 162,930 1 ,080, 195 CLERK TO THE BOARD 354,892 $ 69,038 423,930 TOTAL $ 10,630,427 $ 5,234, 774 $ 15,865,201 MANDATED:STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY $ 19, 361 , 131 $ 3,218,966 $ 22,580,097 COURTS AND TRANSPORTATION 2,621 ,494 $ 283,000 2,904,494 CONTRACT JAIL SPACE 0 $ - 0 COMMUNITY CORRECTIONS 0 $ 289,075 289 ,075 SOCIAL SERVICES 9 ,636,565 $ 1 ,816, 138 11 ,452, 703 HUMAN RESOURCES 12, 351 $ 502, 340 514,691 PUBLIC HEALTH 4,537, 102 $ 1 , 147, 575 5,684,677 TOTAL $ 36 , 168,643 $ 7,257,094 $ 43,425 , 737 CRITICAL -- NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 687,209 $ 644 $ 687,853 CRIME LAB 449, 130 $ 120, 528 569,658 POLICE SERVICES (LEVEL) 8,287,755 $ 985, 798 9,273, 553 SHERIFF CONTRACT SERVICES 94, 725 $ - 94,725 COMMUNICATIONS-COUNTY-WIDE 4 ,276,230 $ - 4,276 ,230 COMMUNICATION SYSTEM DEVEL 50,000 $ - 50 ,000 OFFICE EMERGENCY SERVICES 319,430 $ 121 , 363 440,793 DRUG TASK FORCE 292,217 $ 3,526 295,743 TOTAL $ 15 ,423,566 $ 1 ,231 ,859 $ 15,688 , 555 115 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION INNOVATION & TECHNOLOGY PROJECTS 500,000 $ - $ 500 ,000 PLANNING & ZONING/BLDG INSP (1 ,774,800) $ 514, 358 ( 1 ,260 ,442) ANIMAL CONTROL/CODE ENFORCEMENT 263,022 $ 6,964 269 ,986 NOXIOUS WEEDS 919,838 $ 49,066 968,904 EXTENSION SERVICE 340,511 $ 108,233 448,744 VETERAN 'S OFFICE 99,215 $ 29, 358 128,573 AIRPORT 0 $ 1 ,312 1 ,312 MENTAL HEALTH 203,225 $ - 203 ,225 MISSILE SITE PARK 72,751 $ 7 ,792 80 ,543 COUNTY FAIR 134, 114 $ 5, 151 139,265 DEVELOPMENTALLY DISABLED 38,225 $ - 38,225 SENIOR COORDINATORS 19,000 $ - 19,000 VICTIM ASSISTANCE 430,683 $ 28 , 520 459 ,203 JUVENILE DIVERSION 31 , 594 $ 14, 747 46 ,341 JUVENILE RESTORATIVE JUSTICE 0 $ - 0 VICTIM ADVOCATES 83,942 $ - 83,942 WASTE WATER MANAGEMENT 10,000 $ 58,290 68,290 ECONOMIC DEVELOPMENT 155,000 $ - 155,000 A KID'S PLACE 0 $ - 0 GEOGRAPHICAL INFORMATION SYSTEM 216,265 $ 36 ,455 252 ,720 COMMUNITY AGENCY GRANTS 43, 737 $ - 43 ,737 PARKS AND TRAILS 29,000 $ - 29,000 ISLAND GROVE BUILDING 117,490 $ - 117,490 PRE-TRIAL SERVICES 817,700 $ 87,421 905, 121 ADULT DIVERSION 59, 538 $ - 59 ,538 BRIGHT FUTURES 115,940 $ - 115 ,940 ASSET & RESOURCE MANAGEMENT 3 ,547,473 $ - 3,547,473 TOTAL $6 ,473,463 $ 947 ,668 $ 7,421 , 131 PUBLIC WORKS $ 16 , 500,000 $ 2 ,456,099 $ 18,956,099 ENGINEERING 9 ,289,681 $ 293,814 9, 583 ,495 TOTAL $ 25, 789,681 $ 2,749,913 $ 28,539, 594 CAPITAL : EQUIPMENT $ - $ - $ - BU ILDINGS 16 , 500,000 $ - 16,500,000 TOTAL $ 16, 500,000 $ - $ 16,500,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 804,704 $ (804, 704) $ - BUILDING & GROUNDS 6 ,216,202 (6,216,202) 0 FINANCE & ADMINISTRATION 355,872 (355,872) 0 ACCOUNTING 765,328 (765 , 328) 0 PURCHASING 268,414 (268,414) 0 HUMAN RESOURCES 1 , 177,669 ( 1 , 177,669) 0 PBX/PHONES 0 0 0 INSURANCE 2 ,000,000 (2,000,000) 0 NON-DEPARTMENTAL 610,535 (610 , 535) 0 BUILDING RENTS 0 0 0 INFORMATION SERVICES 6,991 ,719 (6,991 , 719) 0 PRINTING & SUPPLY 92,846 (92,846) 0 TOTAL $ 19,283,289 $ (19 ,283,289) $ - 116 SEVEN YTREND Beginning Fund Balance 0 0 0 R t 1■ 160,000,000 140,000,000 0 0 0 N p 120,000,000 co Ci LO In 0 o r R e 0) 100,000,000 co C O L6 / V r 80,000,000 ca co cv 0 60,000 ,000 ` 0 cv 40,000,000 20,000,000 zei fT� 0 1 I I I I 2010 2011 2012 2013 2014 2015 2016 117 SEVEN YEA a T a, EN D County Expenditures ❑ Geri Gov $ 100 7 ❑ Public Safety Z;;/' LI Roads & Bridges 1 0 Health /Human Brv/Soc Sry $90 "e" /V $$0 -PV $ 70 -4// $�a -41./ zi"..„ z0 izi.yt VIA r 14"1— o z„,,e- _I7,z ,2,7 ,77 _ laezzezzt f — cv $40 - 0/ Ze- , in N-- Z N: rl Z 41 L r r en C\J (7 cj $ 30 co ,cr 4 Tc;, / pi- �Lin co - Qcri 0) in cf3 en co Ni co ci r $20 (6in Lo r in r co c`: r cv CoCry 7' cv `,CN1 I Cm, Cc $ 1a -A___ _ _ -1 --A - ___A—tre" iere.7 A$0 . 7 _ A ,,,,-. 2010 2011 2012 2013 2014 2015 2016 118 County I I I a , , hritrka - A ::,--- --'Q:- ::: ::::t- ._ - r. €ollections Lava Enforcement a .- m i srdrr r F I� or�d , ,lam �: �'J!: :� _ Animal Control, Forensic Lab, Recording, Motor Vehicle, Elections a. Task Forcer Code Enforcement ik County Department of Department of Attorney Human of Department of Department of Human Services Finance and Public Health and Public Works Planning Services Administration Environment Commissioner Commissioner Commissioner Coordinator Commissioner Commissioner Coordinator Coordinator Coordinator Coordinator • Human Services Health Administration Engineering Planning and Zoning Accounting Social Services Environmental Health [ Roadan nspeco AAA Budget d Bridge Building Inspection ® Public Health Services Board of Adjustment Child Support Capital Projects International Building Code Health Communication, Buildings and Assistance Payments Contract Administration Education and Planning Planning Commission Grounds Child/Adult Protection Grant Administration Board of Public Health _________ Utility Board Finance Division -- Veterans Services Employment Services Human Resources - ICounty Extension Printing and Supply General Services Office Office of Risk Management ----- Coroner — Emergency Special Projects Management Fair Board Justice Services Treasurer's Office Purchasing Clerk to the Board Communications Public Safety IT Housing Authority I Red = Elected Information Services Positions GIS and Mapping Phone Services 119 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE ) 2416 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2015 2016 2016 CHANGE 2014 GENERAL FUND : Office of the Board n 7 . 700 8 . 000 8 . 000 8 . 000 County Attorney n 5 . 000 5 . 000 5 . 000 A 5 . 000 Clerk to the Board 5 . 000 6 . 000 6 . 000 6 . 000 Clerk and Recorder 49 . 000 53 . 000 I 52 . 000 52 . 000 - 1 . 000 Elections 5 . 000 5 . 000 5 . 000 5 . 000 Treasurer 10 . 000 10 . 000 10 . 000 10 . 000 Assessor n 34 . 000 34 . 000 35 . 000 35 . 000 + 1 . 000 County Council 1 . 000 1 . 000 1 . 000 1 . 000 District Attorney 55 . 625 55 . 625 55 . 000 55 . 000 -0 . 625 Juvenile Diversion n 1 . 000 1 . 000 1 . 500 1 . 500 + 0 . 500 Restorative Justice 0 . 000 1 . 000 0 . 500 0 . 500 -0 . 500 Victim Witness 10 . 625 10 . 625 11 . 000 11 . 000 + 0 . 375 Finance and Administration 1 . 750 1 . 000 1 . 000 1 . 000 Accounting 6 . 000 6 . 000 6 . 000 6 . 000 Purchasing 2 . 500 2 . 500 2 . 500 2 . 500 Human Resources 7 . 000 8 . 000 10 . 000 10 . 000 +2 . 000 Planning and Zoning 13 . 000 16 . 000 16 . 000 16 . 000 Buildings and Grounds 28 . 000 23 . 000 25 . 000 25 . 000 +2 . 000 Information Services 35 . 000 45 . 000 46 . 000 46 . 000 + 1 . 000 Printing and Supply 3 . 000 3 . 000 3 . 000 3 . 000 SO Admin Patrol 22 . 000 18 . 000 16 . 000 16 . 000 -2 . 000 SO Admin Detention 0 . 000 29 . 000 30 . 000 30 . 000 + 1 . 000 SO Prof. Standards 0 . 000 6 . 000 6 . 000 6 . 000 SO Civil Unit 0 . 000 6 . 000 6 . 000 6 . 000 SO Support Services 0 . 000 7 . 000 7 . 000 7 . 000 120 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 20152016 2016 CHANGE 2014 S heriff Patrol 64 . 75 51 . 750 52 . 000 52 . 000 +0 .250 S heriff Investigations 0 . 000 17 . 000 17 . 000 17 . 000 Municipal Contract Enforcement 19 . 500 12 . 500 12 . 500 12 . 500 Animal Control/Code Enforcement 3 . 000 3 . 000 3 . 000 3 . 000 Crime Lab 2 . 000 4 . 000 4 . 000 4 . 000 Victim Advocates 2 . 000 2 . 000 2 . 000 2 . 000 Drug Task Force 1 . 000 2 . 000 2 . 000 2 . 000 Inmate Services 204 . 00 14 . 000 14 . 000 14 . 000 Security 0 . 000 155 . 000 163 . 000 163 . 000 + 8 . 000 Courts and Transport 22 . 000 24 . 000 24 . 000 a 24 . 000 Work Release 16 . 000 15 . 000 15 . 000 15 . 000 Communications 61 . 000 i 61 . 000 62 . 000 a 62 . 000 + 1 . 000 Criminal Justice Info . Sys. 7 . 000 7 . 000 8 . 000 8 . 000 + 1 . 000 Coroner 6 . 500 a 7 . 000 7 . 000 a 7 . 000 Justice Services ,, 7 . 500 9 . 500 9 . 500 _ 9 . 500 Adult Diversion 1 . 000 1 . 000 1 . 000 1 . 000 Community Corrections 1 . 000 1 . 000 1 . 000 1 . 000 Building Inspection 11 . 000 12 . 000 12 . 000 12 . 000 N oxious Weeds 2 . 000 2 . 000 2 . 000 2 . 000 Office of Emergency Mgt. 3 . 000 3 . 000 3 . 000 3 . 000 General Engineering 24 . 000 26. 000 28 . 000 28 . 000 +2 . 000 Missile Site 1 . 000 1 . 000 1 . 000 1 . 000 Bright Futures 0 . 000 0 . 000 2 . 000 2 . 000 +2 . 000 Extension Service 10 . 375 10 . 250 12 . 500 12 . 500 2 . 25 Fair 1 . 000 1 . 250 1 .250 1 . 250 Veteran 's Office 1 . 500 1 . 500 2 . 000 2 . 000 + 0 . 500 121 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 20152016 2016 CHANGE 2014 TOTAL GENERAL FUND 774 . 325 804 . 500 825 . 250 825 . 250 20 . 750 PUBLIC WORKS : Maintenance Support 9 . 000 9 . 000 10 . 000 10 . 000 + 1 . 000 Administration 7 . 000 6 . 000 8 . 000 8 . 000 + 2 . 000 Motor Graders 46 . 000 47 . 000 47 . 000 47 . 000 Trucking 33 . 000 33 . 000 33 . 000 33 . 000 Bridge Construction 28 . 000 28 . 000 30 . 000 30 . 000 + 2 . 000 Pavement Management 13 . 000 15 . 000 17 . 000 17 . 000 + 2 . 000 Mining 5 . 000 7 . 000 7 . 000 7 . 000 TOTAL PUBLIC WORKS 141 . 000 145 . 000 152 . 000 152 . 000 7 . 000 HEALTH FUND : Administration 8 . 000 8 . 000 10 . 000 10 . 000 +2 . 000 Health Communication 11 . 650 11 . 750 13 . 750 13 . 750 +2 . 000 Environmental Services 23 . 750 25 . 750 25 . 750 25 . 750 Health Preparedness 2 . 700 2 . 500 2 . 500 2 . 500 Public Health Services 44 . 125 43 . 700 41 . 350 41 . 350 -2 . 350 TOTAL HEALTH FUND 90 . 225 91 . 700 93 . 350 93 . 350 + 1 . 650 SOCIAL SERVICES 306 . 500 315 . 500 338 . 500 338 . 500 +23 . 000 HUMAN SERVICES 83 . 000 82 . 000 82 . 000 82 . 000 PHONE SERVICES 3 . 000 3 . 000 3 . 000 3 . 000 GRAND TOTAL 1 ,398 . 05 1 ,441 . 700 1 ,494. 100 1 ,494. 100 +52 .400 122 GENERAL FUND Revenue Changes $120,000 ,000 - $100,000,000 -- $80,000,000 - 02015 $60,000,000 - O2016 $40,000,000 $20,000,000 - $�Jf� , I _ ! Jill ] 1 7 Jr 1 I I I I it <be dkI) Ate sv 0 .44,fe is co AG et.st e ef it co% do. ail\ ost O4Z 41Cs :a' e to Zs is. de ottSfr le et '44( . tile 4"- le V) ‘CIZ f% 44.4 e 2016Revenue Total $ 1 Other Taxes $210,000 Fee Accounts 0% $10,151 ,690 8% Intergovernmental $4,694,224 Property Tax 4% 549 592 $80,549, 592 0' 64% Licenses/Permits $5,007,000 4% Charges for Services J ,. $6,667,398 ✓- 5°/a Fund Ba ante Miscellaneous $12,000,000Fines/Forfeitures 9% $7,0031468 $332,000 6% 0% 123 GENERAL FUND EXPENDITURE CHANGES $60,000,000 - I $5070007000 $4070007000 ■ 2015 O2016 $3070007000 - 4 $2070007000 4 4 $ 107 0007 000 4 I $0 I 1 I I T I I Public Safety General Gov. Health & Human Serv . Misc . Auxilary Public Works Culture/Rec. Welfare 2016 Expenditures Total $ 113 , 326 , 6802015 $ 135 , 110 , 244) Health & Welfare Misc . $477407327 $5,855,876 4% Human Serv. 5% $268,313 General Gov . Oa/o $36,815,819 Auxilary 33% $572, 306 1 % - - ___ Public Works iqui _ _ - — _� _ __ �_� _, $9,289,681_ ___.3. a _ __ L Culture/Rec. $356,355 -,t., _ 0 _.1 - - a/a Public Safety $5574287003 49% 124 SEVEN YEAR TREND General Government $40 $35 $30 $25 $20 $ 15 $ 10 2010 2011 2012 2013 2014 2015 2016 125 SEVEN YEAR TREND Public Safety $60 $50 $40co $30 $ 10 $0 2010 2011 2012 2013 2014 2015 2016 126 SEVEN YEAR TREND Health & Welfare $60 $50 $40 co zi $30 $ 10 2010 2011 2012 2013 2014 2015 2016 127 GENERAL FUND SUMMARY The General Fund is funded at the level of $ 113 , 326 , 580 down $21 , 557 , 163 . The major change is the $25 million for the retirement plan funding last year is not included in this year's budget. The added funding in 2015 made the retirement plan fully funded at the end of 2015. Without including adjustments for cost of living , and salary step increases , the budget for general government functions is up $407,152 . The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election . In the Clerk and Recorder' s office an Administrative Assistant position was eliminated mid-2015 for a savings of $78 , 094 . The Assessor is requesting an additional Data Collector position ($54 , 736 ) , plus the upgrade of two Personal Property Appraisers ($8 , 264) . Under the District Attorney the new Juvenile Restorative Justice program added in response to the passage of HB 12- 1254 will be funded at $222 , 003 . The program is fully funded from state court fees . Human Resources' budget is up $ 97 , 039 with the mid-year approval of the recruitment position , and the recommendation to add an additional Assistant Recruiter to absorb more of the Human Services HR function . Building and Grounds is up $137, 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($72 , 315 ) , and additional carpenter position ($65 , 013) due to workload requirements. With the purchase of the Chase Plaza Building the budget reflects the costs of the entire building ($590 , 000) and revenues from the leased space ($990 , 000 ) and Social Service space reimbursement ($85 , 600) total $ 1 , 075 , 600 . The building generates a positive cash flow of $485 , 600 , which is being used to upgrade the building in the Capita Fund . Last year was the first budget year that Weld County had an opportunity to completely evaluate the staffing , organizational , and capital needs of the county ' s information technology ( IT) requirements. January 1 , 2014 , Weld County terminated the outsourcing contract for information technology ( IT) services with Xerox and now provides those services with county employees under the leadership of a new Chief Information Officer. This change is a strategic decision to improve technology services, increase customer satisfaction and provide accountability for IT related projects . In the Information Technology budget an additional security position was approved mid-year ( $ 104 , 955 ). For 2016 supplies are down $221 , 588 due to a reduction in small items of equipment is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $ 11 , 500 primarily for training . $ 500 , 000 is allocated for new 2016 IT projects requested by departments . Capital is down $ 1 ,497 , 412 in accordance with the Five Year Capital Improvement Plan with $993 , 500 for computer equipment and $ 183 , 000 for software . Overall the IT budget for 2016 is down $ 1 , 102 , 545 , which was planned when the Five Year Capital Improvement Plan was developed last year . The GIS budget is up $99 ,755 . The major increase is the $ 115,400 for imagery to do aerial mapping to update portions of the county . The updated imagery is done every 3-5 years depending upon growth and changes . Innovation and Technology Projects budget is funded at $ 500 ,000 , which is down $500 , 000 from last year. Public safety functions are up $ 1 ,599 , 017 in the budget. The Sheriff's Office budget was restructured mid-2015 with the election of a new Sheriff. The overall net Sheriff's Office recommended budget is up $ 1 , 388 , 905 or 4 . 01 % . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase or 3 . 13% of the 4 .01 % total increase . Staffing costs for the Sheriff's office were increased $662 , 020 . It includes an additional Booking Tech ($ 52 , 987) , six Deputy Detention Officer Ill ($463 , 119) , and two Detention Sergeants ($209, 806) to accommodate the growing inmate population and the need to increase our facility capacity to 734 beds . In addition in Patrol there is a request to move the 0 .75 FTE Desk Clerk to full -time ( $31 , 636). The mid-year staffing adjustments reduced the costs by $ 95, 528 . Another significant item is the increase of $316 , 567 for inmate medical services made up of $ 164 , 131 128 related to a cost of living adjustment and $ 162 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . The Weld County Regional Communication Center (WCRCC ) budget is up $68 ,984 for an additional position to do quality assurance for certification programs and professional standards . The CJIS budget is up $40 , 641 primarily due to an added analyst position because of the installation of the new public safety IT system purchased in 2015 . The Commissioners made the decision in 2014 to replace the Spillman public safety information technology system with a new system . Office of Emergency Management is up $29 , 320 for software to monitor chemical facilities, and mobile computing to provides the technological foundation to assist emergency managers in their responsibilities during an incident Engineering is down $ 1 ,037 , 346 because the design fees have decreased for the Weld County Road (WCR) 49 south corridor and WCR 49147 north corridor in the 2016 budget. Staff costs increased $213 , 090 to fund a new Survey Tech II position ( $82 , 819 ) and a Water Engineer position ($ 130 ,271 ) . General Fund 's subsidy to the Public Health Department is up $216 , 806 due to anticipated salary step and cost-of- living increases . Veteran 's services is up $32 , 236 tO move a part-time Office Tech II to full time to deal with the call volume coming into the office due to aging Vietnam veterans and the Iraq and Afghanistan veterans . An increase of $ 1 , 687 , 868 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2016. Health insurance has no rate increase for employees or the employer in 2016 for two years in a row. A► new budget unit with a budget of $ 115 , 940 is the Bright Futures Weld County 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. Besides the administrative costs the county is funding $ 10 ,000 , 000 in property tax incentive payments or credits to taxpayers contributing to the program in 2016 . The $ 10 , 000 , 000 will be placed in a trust fund for tax incentives and the donations will be in a separate trust fund restricted for use for the student grants only. The available resources to the General Fund are $ 126 , 616 , 372 compared to $ 146,271 ,790 in 2015, down $ 19 , 656 ,418. Property taxes are budgeted at $ 105 , 303 , 621 with a personal property tax adjustment of ($24 , 764 , 029 ) for a net $80, 649,692 down $22 , 212 , 922 . Revenue from interest earnings are up $300 , 000 at $ 1 ,400 , 000 for 2016 ,. as interest rates are projected to move up during the course of the year. Planning and Building Inspection fees are up $ 1 , 340,000 due to all the oil and gas activity in the County and an upturn in development. Intergovernmental revenues are up $ 168 , 817 primarily due to higher District Attorney grants of $28 , 163 , and the Juvenile Restorative Justice grant ($96 , 531 ) . Charges for services are down $ 120, 907 primarily from charges related to the District Attorney discover fees ($42 , 500 ) , Elections ( $30 , 000) and sheriff concealed weapons permits. Fines from traffic enforcement are up $ 159 , 500 due to all patrol staff working traffic and not just the traffic enforcement unit with the new sheriff's reorganization . Indirect cost recovery is up $1 ,815 , 321 due to Social Services' allocation . Revenue from Clerk and Recorder fees are down $ 100 , 000 with the Board's decision to allow free access to Recording documents on-line . All other revenues are relatively stable with little change . The beginning fund balance is anticipated to be $ 12 , 000 , 000 for 2016 . An estimated ending fund balance of $ 13 , 288 , 692 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 2016 and future years . 129 GENERAL FUND SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acci Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 114,785,509 105,303,621 105,303,621 0 1000 90100 4116 PROPERTY TAX ADJUSTMENT ( 10, 138, 192) (24,754,029) (24,754,029) 0 1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 115, 197 0 0 0 1000 90100 4150 TOBACCO PRODUCTS 200,000 210,000 210,000 0 TOTAL TAXES 104,962,514 80,759,592 80,759,592 0 LICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 7,000 7,000 7,000 0 1000 17100 4221 PERMITS 410,000 500,000 500,000 0 1000 25100 4222 BUILDING 1 ,850,000 2,500,000 2,500,000 0 1000 25100 4224 ELECTRICAL 600,000 1 , 100,000 1 , 100,000 0 1000 25100 4226 PLAN CHECK 800,000 900,000 900,000 0 TOTAL LICENSES AND PERMITS 3,667,000 5,007,000 5,007,000 0 INTERGOVERNMENTAL 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 0 0 0 1000 15100 4336 REIMBURSEMENTS 122, 148 122, 148 122, 148 0 1000 21110 4336 REIMBURSEMENTS 0 16,000 16,000 0 1000 21200 4336 REIMBURSEMENTS 0 25,000 25,000 0 1000 21210 4336 REIMBURSEMENTS 25,000 0 0 0 1000 24410 4336 REIMBURSEMENTS 16,000 0 0 0 1000 15200 4340 GRANTS 65, 504 90,082 90,082 0 10O0 15250 4340 GRANTS 122,973 219,504 219;504 0 1000 15300 4340 GRANTS 141 ,000 140,829 140,829 0 1120 15300 4340 GRANTS 39,784 39,784 39,784 0 1130 15300 4340 GRANTS 125,755 129,011 129,011 0 114006 15300 4340 GRANTS 16, 180 16, 180 16, 180 0 1000 21300 4340 GRANTS 60,800 64,767 64,767 0 1000 24200 4340► GRANTS 108, 195 109,400 109;400 0 116014 24220 4340 GRANTS 2,834,865 0 0 0 116015 24220 4340 GRANTS 0 2,839,996 2,839;996 0 1000 26200 4340 GRANTS 38,000 38,000 38,000 0 1000 96400 4340 GRANTS 2,400 16,640 16,640 0 1000 90100 4352 THORNTON 54,000 63,580 63,580 0 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 348,936 348,936 348,936 0 1000 21200 4354 CITIES AND TOWNS 31 ,040 31 ,040 31 ,040 0 1000 21300 4354 CITIES AND TOWNS 2,500 15,000 15,000 0 1000 24410 4354 CITIES AND TOWNS 250,000 0 0 0 1000 24415 4354 CITIES AND TOWNS 0 250,000 250,000 0 1000 90100 4357 SOUTH FIRESTONE URA 118,327 118,327 118,327 0 TOTAL INTERGOVERNMENTAL 4,525,407 4,694,224 4,694,224 0 CHARGE FOR SERVICES 1000 10400 4410 CHARGE FOR SERVICES 7, 164 7,617 7,617 0 1000 11200 4410► CHARGE FOR SERVICES 300,000 270,000 270,000 0 1000 15100 4410 CHARGE FOR SERVICES 69,000 69,000 69,000 0 1000 15200 4410 CHARGE FOR SERVICES 3,500 4,000 4,000 0 1000 15250 4410 CHARGE FOR SERVICES 0 2,500 2,500 0 1000 17350 4410 CHARGE FOR SERVICES 50,000 50,000 50,000 0 1000 17600 4410 CHARGE FOR SERVICES 243, 500 243,500 243,500 0 10O0 21100 4410 CHARGE FOR SERVICES 420,207 130,000 130,000 0 1000 21110 4410 CHARGE FOR SERVICES 0 328,400 328,400 0 1000 21130 4410 CHARGE FOR SERVICES 0 175,000 175,000 0 1000 21210 4410 CHARGE FOR SERVICES 0 1 ,203,650 1 ,203,650 0 10O0 21220 4410 CHARGE FOR SERVICES 1 , 163,650 0 0 0 1000 22100 4410 CHARGE FOR SERVICES 2,728,961 2,735,395 2,735,395 0 1000 22400 4410► CHARGE FOR SERVICES 311 ,973 327,986 327,986 0 1000 24100 4410 CHARGE FOR SERVICES 30,000 30,000 30,000 0 1000 24150 4410 CHARGE FOR SERVICES 14,000 14,000 14,000 0 1000 24410 4410 CHARGE FOR SERVICES 332,500 4,500 4,500 0 1000 24420 4410 CHARGE FOR SERVICES 964,350 0 0 0 1000 24425 4410 CHARGE FOR SERVICES 0 964,350 964,350 0 1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 0 1000 50100 4410 CHARGE FOR SERVICES 2,000 3,000 3,000 0 1000 90100 4420 PARKING 21 ,000 21 ,000 21 ,000 0 1000 13100 4430 SALE OF SUPPLIES 500 500 500 0 1000 15100 4430 SALE OF SUPPLIES 85,000 42,500 42,500 0 1000 17100 4430 SALE OF SUPPLIES 1 ,000 500 500 0 1000 17600 4430► SALE OF SUPPLIES 34,000 34,000 34,000 0 TOTAL CHARGE FOR SERVICES 6,788,305 6,667,398 6,667,398 0 FINES 1000 21200 4510► FINES 0 300,000 300,000 0 1000 21210 4510 FINES 140,500 0 0 0 1000 90100 4510 FINES 32,000 32,000 32,000 0 TOTAL FINES 172,500 332,000 332,000 0 130 GENERAL FUND SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 1 , 100,000 1 ,400,000 1 ,400,000 0 1000 17250 4624 RENTS FROM BUILDINGS 0 1 ,075,600 1 ,075,600 0 1000 22100 4624 RENTS FROM BUILDINGS 57, 114 58,976 58,976 0 1000 90100 4624 RENTS FROM BUILDINGS 475,909 483,610 483,610 0 1000 90100 4650 OVERHEAD 2,008,787 3,824, 108 3,824, 108 0 1000 21200 4670 REFUND OF EXPENDITURE 10,000 10,000 10,000 0 1000 21260 4670 REFUND OF EXPENDITURE 135,674 135,674 135,674 0 1000 22100 4670 REFUND OF EXPENDITURE 139,680 15,000 15,000 0 1000 23200 4680 OTHER 500 500 500 0 TOTAL MISCELLANEOUS 3,927,664 7,003,468 7,003,468 0 FEES, CABLE FRANCHISE 1000 12100 4720 ADVERTISING FEES 40,000 40,000 40,000 0 1000 10300 4730 OTHER FEES 7,650 13,440 13,440 0 1000 11100 4730 OTHER FEES 6,400,000 6,300,000 6,300,000 0 1000 12100 4730 OTHER FEES 3,500,000 3,500,000 3,500,000 0 1000 13100 4730 OTHER FEES 40,000 50,000 50,000 0 1000 15100 4730 OTHER FEES 2,000 0 0 0 1000 21110 4730 OTHER FEES 0 188,250 188,250 0 1000 24410 4730 OTHER FEES 186,750 0 0 0 1000 90100 4740 FEES, CABLE FRANCHISE 52,000 60,000 60,000 0 TOTAL FEES 10,228,400 10,151 ,690 10,151 ,690 0 TOTAL GENERAL FUND 134,271 ,790 114,615,372 114,615,372 0 131 GENERAL FUND SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 957,673 952,643 952,643 0 1000 10200 COUNTY ATTORNEY 804,251 804,704 804,704 0 1000 10400 CLERK TO THE BOARD 359,722 362,509 362,509 0 1000 11100 COUNTY CLERK 941 ,485 871 ,259 871 ,259 0 1000 11200 ELECTIONS AND REGISTRATION 965,952 1 ,542,250 1 ,542,250 0 1000 11300 MOTOR VEHICLE 2,487,008 2,484, 583 2,484,583 0 1000 12100 TREASURER'S OFFICE 1 ,016,736 1 ,015,456 1 ,015,456 0 1000 13100 ASSESSOR 2,773,534 2,967,838 2,967,838 0 1000 14100 COUNTY COUNCIL 48,299 48,299 48,.299 0 1000 15100 DISTRICT ATTORNEY 5,285,833 5,243,417 5,243,417 0 1000 15200 JUVENILE DIVERSION 88,429 125,676 125,676 0 1000 15250 RESTORATIVE JUSTICE 122,973 222,003 222,003 0 1000 15300 VICTIM WITNESS 538,340 571 , 512 571 ,512 0 1120 15300 VICTIM WITNESS 39,784 39,784 39,784 0 1130 15300 VICTIM WITNESS 125,755 129,011 129,011 0 114006 15300 VICTIM WITNESS 16, 180 16, 180 16, 180 0 1000 16100 FINANCE 355,872 355,872 355,872 0 1000 16200 ACCOUNTING 777, 178 765, 328 765,328 0 1000 16300 PURCHASING 265,927 268,414 268,414 0 1000 16400 PERSONNEL 1 ,040,700 1 , 177,669 1 , 177,669 0 1000 17100 PLANNING OFFICE 1 ,700,842 1 ,916,880 1 ,916,880 0 1000 17200 BUILDINGS AND GROUNDS 6,065, 174 6,216,202 6,216,202 0 1000 17250 WELD PLAZA 0 590,000 590,000 0 1000 17300 INFORMATION SERVICES 8,094,264 6,991 ,719 6,991 ,719 0 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 166, 510 266,265 266,265 0 1000 17375 INOVATION AND TECHNOLOGY PROJECTS 1 ,000,000 500,000 500,000 0 1000 17600 PRINTING AND SUPPLY 370,246 370,346 370,346 0 TOTAL GENERAL GOVERNMENT 36,408,667 36,815,819 36,815,819 0 PUBLIC SAFETY 1000 21100 ADMINISTRATION PATROL 2, 157,878 1 ,416,475 1 ,414,375 0 1000 21110 ADMINISTRATION DETENTION 0 1 ,893,261 1 ,893,261 0 1000 21120 PROFESSIONAL STD 0 791 , 171 777,371 0 1000 21130 CIVIL 0 484,340 484,340 0 1000 21140 SUPPORT SERVICES 0 920,943 894,976 0 1000 21200 PATROL 8,200, 389 6,972,437 6,887,903 0 1000 21205 INVESTIGATIONS 0 1 ,746,092 1 ,740,892 0 1000 21210 CONTRACT SERVICES 1 , 132, 370 1 ,298, 375 1 ,298,375 0 1000 21220 MUNICIPAL CONTRACT SERVICES 1 ,213,810 0 0 0 1000 21230 ORDINANCE ENFORCEMENT 223,698 263,022 263,022 0 1000 21260 REGIONAL LAB 367,829 586,404 584,804 0 1000 21300 VICTIM ADVOCATES 164,823 163,709 163,709 0 1000 21410 DRUG TASK FORCE 121 , 557 292,217 292,217 0 1000 22100 COMMUNICATIONS SERVICE 7,026,617 7,085,601 7,085,601 0 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 50,000 50,000 0 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 974,654 1 ,015, 195 1 ,015, 195 0 1000 23200 COUNTY CORONER 945,914 917,765 917,765 0 1000 24100 JUSTICE SERVICES 836,927 847,700 847,700 0 1000 24150 ADULT DIVERSION 73, 538 73, 538 73,538 0 1000 24200 COMMUNITY CORRECTIONS-ADMIN 108, 195 109,400 109,400 0 116014 24220 COMMUNITY CORRECTIONS-SERVICES 2,834,865 0 0 0 116015 24220 COMMUNITY CORRECTIONS-SERVICES 0 2,839,996 2,839,996 0 1000 24410 INMATE SERVICES 20,883,900 5,748,980 5,745,980 0 1000 24415 SECURITY 0 13,438,050 13,436,350 0 1000 24420 COURTS AND TRANSPORTATION 3,938,901 2,624,494 2,621 ,494 0 1000 24425 WORK RELEASE 0 1 ,397,651 1 ,397,651 0 1000 25100 BUILDING INSPECTION 1 ,326,473 1 ,308,820 1 ,308,820 0 1000 26100 WEED AND PEST 918,538 925,838 925,838 0 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 328, 110 357,430 357,430 0 TOTAL PUBLIC SAFETY 53,828,986 55,568,904 55,428,003 0 132 GENERAL FUND SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final PUBLIC WORKS 1000 31100 ENGINEERING 10,327,026 9,289,681 9,289,681 0 CULTURE AND RECURATION 1000 50100 MISSILE PARK 78,051 75,751 75,751 0 1000 50200 PARKS AND TRAILS 29,000 29,000 29,000 0 TOTAL CULTURE AND RECURATION 107,051 104,751 104,751 0 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 19,000 19,000 19,000 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 203,225 203,225 203,225 0 1000 56160 COUNTY CONTRIBUTIONS 25,000,000 0 0 0 1000 56160 COUNTY CONTRIBUTIONS 4,332,647 4,549,453 4,549,453 0 TOTAL HEALTH AND WELFARE 29,603,097 4,819,903 4,819,903 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 155,000 175,000 155,000 0 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 610,535 610,535 610,535 0 1000 90150 COMMUNITY AGENCIES GRANTS 68,831 109,237 43,737 0 1000 90160 BRIGHTER WELD 0 115,940 115,940 0 1000 96100 EXTENSION 336, 511 340, 511 340,511 0 1000 96200 FAIR 134, 114 134, 114 134, 114 0 1000 96400 VETERANS 83,620 115,855 115,855 0 1000 96500 ISLAND GROVE BUILDINGS 112,319 117,490 117,490 0 1000 96600 ASSET AND RESOURCE MANAGEMENT 3,334,487 3,547,473 3,547,473 0 1000 99999 SALARY CONTINGENCY 0 1 ,687,868 1 ,687,868 0 TOTAL MISCELLANEOUS 4,680,417 6,779,023 6,713,523 0 TOTAL GENERAL FUND 135,110,244 113,553,081 113,326,680 0 132 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. The public information function of the county is funded in this budget unit with two staff members. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 776 ,451 $ 830 , 323 $ 830 , 323 $ 830 , 323 Supplies 1 , 560 1 , 900 1 , 900 1 , 900 Purchased Services 107 , 916 125 ,450 120 ,420 120 ,420 Fixed Charges 0 0 p g Capital 0 0 p 0 Gross County Cost $ 885 , 927 $ 957 , 673 $ 952 , 643 $ 952 , 643 Revenue Net County Cost $ 885 , 927 $ 957 , 673 $ 952 , 643 $ 952 , 643 Budgeted Positions 7 . 70 8 . 00 8 . 00 8 . 00 SUMMARY OF CHANGES : The budget is down $5 , 030 . Local travel is down $5 , 000 based upon usage and memberships are down $ 1 , 030 due to NENA membership . The budget has an offsetting increase in phones of $ 1 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 134 OFFICE OE THE BOARD ( CONTINUED ) 1000 - 10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 280 0 . 282 0 . 274 Per capita cost (county support) $3 . 21 $3 . 38 $3 . 26 Goal ES1 : Enable County departments and its service partners to deliver quality customer service. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 1 - 1 : Clearly- Citizen satisfaction feedback for High High High defined performance service delivery departments expectations and standards ES 1 -2 : Conveniently Resident and visitor satisfaction High High High accessed and easy-to- feedback with County services use services ES 1 -3 : Unity of County service delivery ES 1 -4 : Satisfied customers Goal E52: Enhance community access to reliable information regarding services and County government issues. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES2- 1 : Easily Community satisfaction with High High High accessible information information availability regarding County services and programs Customers awareness of services High High High (priority outcome) provided by Weld County government ES2-2 : Positive image Percent of residents with a positive 90% 90% 90% of County government image of Weld County government 135 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 $ 696 , 591 $ 696 , 187 $ 696 , 187 $ 696 , 187 Supplies 10 , 513 2 , 000 2 , 000 2 , 000 Purchased Services 211 , 513 106 , 064 106 , 517 106 , 517 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 918 , 617 $ 804 ,251 $ 804 , 704 $ 804 , 704 Revenue 0 0 0 0 Net County Cost $ 918 , 617 $ 804 ,251 $ 804 , 704 $ 804 , 704 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : Only change is the charge back from Clerk to the Board for backup coverage of the Paralegal position increased $453 . Funding for attorneys at Human Services is included in the Social Services Fund . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 136 COUNTY ATTORNEY ( CONTINUED ) 1000 - 10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # of new requests for legal assistance 480 500 500 # of new mental health cases 70 70 70 # of new code violations 120 120 120 Efficiency Measures FTE 's per 10 , 000/capita 0 . 182 0 . 176 0 . 171 Per capita cost (county support) $3 . 33 $2 . 84 $2 . 76 Number of agenda requests/NM/mental cases per FTE 175 175 175 Goal ES4 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES4- 1 : Efficient Client satisfaction of elected officials and and effective legal department heads 99% 99% 99% representation of Weld County 137 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 836 0 0 0 Purchased Services 1 , 902 0 0 0 Fixed Charges 0 0 0 0 Capital• 0 0 0 0 Gross County Cost $ 2 , 738 $ 0 $ 0 $ 0 Revenue 147 , 608 7 , 650 13 . 440 13 . 440 Net County Cost $ 144 , 870 $ - 7 , 650 $ - 13 , 440 $ - 13 , 440 Budgeted Positions nla nla nla n/a 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 anticipated that excess revenue , in the amount of $ 13 , 440 , will be transferred to the General Fund in 2016 . The amount has been less the last two years based upon 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 : 138 PUBLIC TRUSTEE BUDGET 2016 INCOME Release income after Recording Fees $ 225 , 000 Foreclosure income from Statutory Fees 130 , 000 Interest Earned on Balances 1 , 000 Total Income $ 356 , 000 EXPENSES Personnel : Public Trustee Salary $ 72 , 500 Staff Salaries 142 , 000 Temporary Labor 0 FICA Contribution 17 , 000 SUTA Taxes 710 Retirement Plans 12 , 500 Medical Insurance 30 , 00►0 Education/Training 1 , 800 Misc ./Other 0 Total Personnel $ 276 , 510 Operating Expenses : Accounting/Auditing/Legal Services $ 17 , 000 Building/Office Rental/Storage 27 , 700 Dues and Meetings 2 , 400 Equipment Maintenance/Rental 3 , 000 IT Support 6 , 500 Office Supplies 3 , 500 Postage 400 Misc/Other 1 , 40►0 Telephone/Utilities 3 , 100 Travel/Mileage 1 , 050 Total Operating $ 66 , 050 Capital Outlay: Software $ 0 Computer Hardware 0 Office Furniture 0 Total Capital Outlay $ 0 Total Expenses $ 342 , 560 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 13 ,440 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CLERK TO THE BOARD BUDGET UNIT TITLE AND NUMBER : Clerk to the Board -- 1000- 10400 DEPARTMENT DESCRIPTION : The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board , and processes liquor licenses. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 338 , 642 $ 323 , 851 $ 323 , 851 $ 323 , 851 Supplies 60 , 650 33 ,435 36 , 675 36 , 675 Purchased Services 12 ,211 9 , 600 9 , 600 9 , 600 Fixed Charges -5 , 949 - 7 , 164 - 7 , 617 - 7 ,617 Capital 0 0 0 0 Gross County Cost $ 405 , 554 $ 359 , 722 $ 362 ,509 $ 362 , 509 Revenue 5 , 159 7 , 164 7 , 617 7 , 617 Net County Cost $ 400 , 395 $ 352 , 558 $ 354 , 892 $ 354 , 892 Budgeted Positions 5 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES : Supplies are up $3 , 240 due to computer software increases . Purchased services are in total the same , but accounts have been adjusted to reflect expenditure patterns changes in specific accounts. The charge back amount to the County Attorney for clerical coverage is up $453 . Revenue from providing phone switchboard services for Phone Services are up $453 at $7 , 617 . Net county cost is up $2 , 334 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 140 CLERKTO THE BOARD ( CONTINUED ) 1000 - 10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings transcribed 200 200 200 Number of images optically scanned 60 , 000 60 , 000 60 , 000 Number of BOE appeals processed 50 750 50 Efficiency Measures FTE 's per 10 , 000/capita 0 . 182 0 . 213 0 . 205 Per capita cost (county support) $ 1 .45 $ 1 . 24 $ 1 . 21 Cost per meeting/hearing $2 , 001 . 98 $ 1 , 762 . 79 $ 1 , 774 .46 Goal ES3 : 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: Timeliness Percent of Commissioner ss ioner and of provision of departmental records (current and public records historical) electronically scanned and 99% 99% 99% 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 141 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 $ 698 , 086 $ 765 , 181 $ 687 , 087 $ 687 , 087 Supplies 55 , 599 87 ,475 87 ,475 87 , 475 Purchased Services 53 , 670 73 , 829 81 , 697 81 , 697 Fixed Charges 7 , 807 15 , 000 15 , 000 15 , 000 Capital 12 , 995 0 0 0 Gross County Cost $ 828 , 157 $ 941 , 485 $ 871 , 259 $ 871 , 259 Revenue 6 , 631 , 357 6 , 400 , 000 6 , 300 , 000 6 , 300 , 000 Net County Cost $ - 5 , 803 ,200 $ - 5 ,458 , 515 $ - 5 ,428 , 741 $ - 5 ,428 , 741 Budgeted Positions 8 FTE Recording 8 FTE Recording 7 FTE Recording 7 FTE Recording 3 FTE Admin. 3 FTE Admin. 2 FTE Admin . 3 FTE Admin . SUMMARY OF CHANGES : An Administrative Assistant position was eliminated mid-2015 for a savings of $78 , 094 . Purchased Services were increased $7 , 868 in phones ($600 ), travel ($3 , 468 ), and training ( $3 , 800 ). Travel training is up to allow more staff to attend conferences and additional management and computer training , since managers are new to their positions . On July 27 , 2015 , the Board agreed to allow more public access to recorded information through the property portal , which will result in a $300 , 000 reduction in Clerk and Recorder fees in 2016 , which means a net decrease in revenues of $ 100 , 000 due to the $200 , 000 increase in motor vehicle revenues projected . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 142 CLERK AND RECORDER ( CONTINUED ) 1000 - 11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of documents recorded 78 ,043 85 , 847 91 , 574 N umber of copies produced 104 , 214 114 , 635 172 , 988 N umber of marriage licenses issued 1 , 584 1 , 742 1 , 636 Efficiency Measures FTE 's per 10 , 000/capita — Recording 0 . 291 0 . 282 0 . 240 Per capita contribution $3 . 01 $3 . 32 $2 . 98 N umber of documents recorded per FTE 7 , 095 7 , 804 9 , 157 143 CLEFT AND RECORDER ( CONTINUED ) 1000 - 11100 Goal ES5 : Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving are met. To be accountable and responsible to the public ' s needs . Maintain a staff of highly-trained professionals who have the responsibility for the administration of the recording office and all duties charged to the office. Ensure that the citizens receive professional, timely and quality service at all times . PRELIMINARY DESIRED PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATORS)* 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 up keep 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 Up keep 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 Military application. Discharges Follow state statute on recording and providing Maintain copies confidentiality Ongoing Ongoing 144 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 $ 537 , 051 $ 424 , 459 $ 570 ,429 $ 570 ,429 Supplies 349 , 534 311 , 314 623 , 946 623 , 946 Purchased Services 130 ,280 218 , 605 330 , 395 330 , 395 Fixed Charges 6 , 011 11 , 574 17 ,480 17 ,480 Capital 0 0 0 0 Gross County Cost $ 1 , 022 , 876 $ 965 , 952 $ 1 , 542 , 250 $ 1 , 542 ,250 Revenue 167 , 786 300 , 000 270 , 000 270 , 000 Net County Cost $ 855 , 090 $ 665 , 952 $ 1 ,272 , 250 $ 1 , 272 ,250 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election . The added costs total $576 , 298 for 2016 . Revenues are estimated at $270 , 000 , since there will not be as much revenue from TABOR elections in a normal election year, versus an off-year. Presidential Year Election — Combined Mail Ballot Election with 18 Voter Service and Polling Centers . Five sites open early and 13 will be open on Election Day. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 145 ELECTIONS ( CONTINUED 1000 - 11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, Number of voter transactions 356 ,492 392 , 141 368, 816 Revenue generated from elections $ 167, 786 $300, 000 $327 , 365 Efficiency Measures FIE'S per 10 ,000/capita 0. 182 0. 176 0 . 171 Per capita cost (county support) $3 . 11 $2 . 35 $4. 36 Transactions per FTE 71 ,298 78,428 73, 763 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 processes and low error ratio Training and maintained . reports State within two years of Integrity of ballot Clear procedures following state law Completion of permanent security State employment. certification National Two to Seven Thorough State and National certification and National within seven years after knowledge of certification years of permanent Election Law permanent employment employment 146 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 , 207 , 665 $ 2 ,274 , 348 $ 2 , 274 , 348 $ 2 , 274 , 348 Supplies 15 , 981 16 , 720 16 , 720 16 , 720 Purchased Services 215 , 959 195 , 940 193 , 515 193 , 515 Fixed Charges 0 0 0 0 Capital Gross County Cost $ 2 , 439 , 605 $ 2 ,487 , 008 $ 2 , 484 , 583 $ 2 , 484 , 583 Revenue 0 0 0 0 Net County Cost $ 2 , 439 , 605 $ 2 ,487 , 008 $ 2 , 484 , 583 $ 2 , 484 , 583 35 Full-time 39 Full-time 39 Full-time 39 Full-time Budgeted Positions 3 Part-time 3 Part-time 3 Part-time 3 Part-time SUMMARY O► F CHANGES : Budget was reduced by $2 , 425 . The reductions were in travel ($ 1 , 200 ), training ($500 ), equipment repairs ($999 ) and printing ($700 ) with an offsetting increase of $974 in phones . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 147 MOTOR VEHICLE ( CONTINUED ) PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 582, 814 641 , 095 605,466 FORT LUPTON BRANCH OFFICE: Number of 140 154 178 marriage licenses issued DEL CAMINO BRANCH OFFICE: Number of 182 200 240 marriage licenses issued Efficiency Measures FTE'S per 10, 000/capita — DMV 1 . 38 1 .48 1 .44 Per capita cost $8 .86 $8 . 77 $8 .51 Number of titles/registrations issued per FTE 15 ,337 15,264 14 ,950 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 DESIRED DESIRED OUTCOMES* DESIRED DESIRED DESIRED OUTCOMES* OUTCOMES* OUTCOMES* OUTCOMES* Educate Educate Educate Educate Customers Customers Customers Customers (public, title clerks, Educate Customers (public, (public, title (public, title (public, title lenders) title clerks, lenders) clerks, lenders) clerks, lenders) clerks, lenders) Improved office functionality Improved office functionality Improved office Improved office Improved office p p p functionality functionality functionality Receive Receive documents for titling Receive Receive Receive documents for and registering documents for documents for documents for titling and re isterin titling and titling and titling and g g registering registering registering Improved. online Improved online services Improved online Improved online Improved online services p p p services services services 148 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 $ 648 ,430 $ 678 , 306 $ 678 , 306 $ 678 , 306 Supplies 14 , 722 111 , 500 112 , 000 112 , 000 Purchased Services 151 , 012 226 , 930 214 , 150 214 , 150 Fixed Charges 149 0 0 0 Capital 0 0 11 , 000 11 , 000 Cross County Cost $ 814 , 313 $ 1 , 016 , 736 $ 1 , 015 ,456 $ 1 , 015 , 456 Revenue 3 , 317 ,491 3 , 540 , 000 3 , 540 , 000 3 , 540 , 000 Net County Cost $ - 2 , 503 , 178 $ -2 , 523 , 264 $ -2 , 524 , 544 $ -2 , 524 , 544 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES : Supplies and Purchased Services have been aligned to actual expenditure amounts from the past. Supplies are up $500 . Many supply costs are recouped through collection expense/costs. Some of these costs are mileage , signs , distrait posting , deed charges for title work and advertising . Purchased Services are down $ 12 , 780 primarily in contract payments for banking services. In capital the department is requesting the purchase of a new Canon All-In-One Printer. The current printer has reached its end of life maintenance . The department also can eliminate other devices in the office by replacing this printer. It would eliminate a separate fax machine , an older HP 4350 , and two HP 2035 printers . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the replacement of the printer. BOARD ACTION : 149 TREASURER ( CONTINUED ) 1000 - 12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $482M $583M $699M Investments $203M $ 180M $ 140M Efficiency Measures FTE 's per 10 , 000/capita 0 . 363 0 . 353 0 . 343 Per capita expenditure $2 . 96 $3 . 59 $3 . 48 Goal ES8 : To provide County treasury and tax collection services in the most accurate, efficient and cost- effective manner possible. DESIRED DESIRED OUTCOMESDESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES ES8- 1 : Effective and cost-efficient Cost per tax bill $5 .28 $5 .26 $5 . 05 County tax collection Number of tax bills per FTE 17,333 17,333 18,900 ES8-2: Investments that are safe, liquid Return on investments 0 . 88% 0 . 88% 0 . 88% and deliver the best yield possible — in that order 150 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 ,411 , 704 $ 2 , 548 , 738 $ 2 , 611 , 738 $ 2 , 611 , 738 Supplies 509 , 944 55 ,296 164 , 000 164 , 000 Purchased Services 170 , 196 169 , 500 192 , 100 192 , 100 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 3 , 091 , 844 $ 2 , 773 , 534 $ 2 , 967 , 838 $ 2 , 967 , 838 Revenue 127 , 379 40 , 500 50 , 500 50 , 500 Net County Cost $ 2 , 964 ,465 $ 2 , 733 , 034 $ 2 , 917 , 338 $ 2 , 917 , 338 Budgeted Positions 34 . 0 34 . 0 35 . 0 35 . 0 SUMMARY OF CHANGES : Personnel Services increased $63 , 000 . The Assessor is requesting an additional Data Collector position ($54 , 736 ), plus the upgrade of two Personal Property Appraisers ($8 ,264 ). The Assessor is also requesting that HR do a salary survey of senior analyst and commercial appraiser classifications. Supplies are up $96 , 804 due to the cost of the annual software maintenance of the new appraisal system . Purchased Services are up $ 11 , 100 for the subscription service of Co-Star appraisal data , and $ 11 , 500 for cell phone charges for field staff not included in the 2015 budget. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Based upon workload the additional data collector position is justifies , as are the reclassifications requested for parity in compensation . The software cost increase to support the new appraisal system , Co- Star subscription fee , and field staff cell phone costs all contribute to the efficiency of the department and are justified . Based upon a salary survey of appraiser positions HR is recommending increasing Appraiser Analysts (Grade 30 to 35 ), Appraiser II (Grade 25 to 26 ), Appraiser IV Commercial (Grade 36- 38 ) and Appraiser IV Supervisor ( Grade 36-38 ). Total cost would be $33 , 838 : (Salaries $28 , 579 , FICA $ 1 , 772 , Retirement $3 , 072 and Medicare $415 ) . HR and Finance recommend approval . Policy issue . 151 ASSESSOR ( CONTINUED ) 1000 - 13100 BOARD ACTION : The Board approved the upgrade of the two Appraiser Analysts positions (Grade 35 ) on August 5 , 2015 , when they were vacant. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of parcels (including personal property 213, 000 215, 000 219, 000 and SA) Telephone Calls Answered 28 ,000 29 ,000 28 ,000 N umber of administrative updates to database 140 , 000 140, 000 145, 000 N umber of walk-ins requesting assistance 3 ,000 5000 3 , 000 N umber of Property Inspections 9 ,000 9 ,000 9 , 000 Sales Verification 9 ,000 11 , 000 12, 000 Efficiency Measures FTE's per 10, 000/capita 1 .25 1 .25 1 .21 Per capita cost (county support) $9. 62 $9. 35 $9 . 99 Cost per parcel $ 12.43 $ 12. 31 $ 13 . 32 Parcels Per FTE 6 , 173 6 , 323 6, 169 Effectiveness Measures (desired results ) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 800 926 873 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to 100% 100% 100% Market value 152 ASSESSOR ( CONTINUED ) 1000 - 13100 Goal ESS : Correctly discover, list, value, and defend values for property taxes for Weld County taxing authorities . DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTI'V'E/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 °f 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 153 BUDGET UNIT RE 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 $ 11 , 872 $ 19 , 333 $ 19 , 333 $ 19 , 333 Supplies 0 300 300 300 Purchased Services 1 ,281 28 , 666 28 , 666 28 , 666 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 13 , 153 $ 48 , 299 $ 48 , 299 $ 48 , 299 Revenue 0 0 0 0 Net County Cost $ 13 , 153 $ 48 , 299 $ 48 , 299 $ 48 , 299 Budgeted Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES : Per the County Council minutes of May 18 , 2015 , there are no changes to this budget for 2016 , other than final salary and benefit adjustments. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 154 SEVEN YEAR TREND District Attorney 6 5 - - 4 u7 z O 3 J 2 1 2010 2011 2012 2013 2014 2015 2016 155 SEVEN YEAR TREND District Attorney Local Cost 5. 1 5 - 4.9 4.8 4. 7 CO z 7, 4.6 J 4. 5 - 4.4 4. 3 - 4.2 2010 2011 2012 2013 2014 2015 2016 156 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 $ 4 , 774 , 176 $ 4 , 955 , 733 $ 4 , 939 , 772 $ 4 , 939 , 772 Supplies 283 ,299 70 , 000 70 , 000 70 , 000 Purchased Services 206 , 965 260 , 100 233 , 645 233 , 645 Fixed Charges 3 , 756 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5 , 268 , 196 $ 5 , 285 , 833 $ 5 ,243 , 417 $ 5 ,243 , 417 Revenue 253 , 644 278 , 148 233 , 648 233 , 648 Net County Cost $ 5 , 014 , 552 $ 5 , 007 , 685 $ 5 , 009 , 769 $ 5 , 009 , 769 Budgeted Positions 55 . 625 55 . 625 55 . 000 55 . 000 SUMMARY OF CHANGES : Personnel Services have been reduced by $ 15 , 961 with the mid- year elimination of Office Tech I -File Clerk ($ 11 , 806) , and reclassification of Paralegal to Office Tech IV ($4 , 155 ). The department has requested reclassifications or pay grade increases for the Office Administrator and Community Relations Director. The two positions are part of a larger classification study, so any changes will be reflected in the final budget. Purchased Services have been adjusted to reflect historical expenditure patterns for a net reduction of $26 ,455 . Postage is up $2 , 000 , books are down $500 , contract payments are down $22 , 500 , and vehicle costs are down $5 , 455 . A new vehicle has been requested for District Attorney . With a change in statute in 2016 there will be a reduction of discovery revenue by $44 , 500 , since starting mid-2016 the state will be providing discover materials at no cost. FINANCE/ADMINISTRATION RECOMMENDATION : The vehicle request ($22 , 000 ) is a policy matter for the Board . Therefore , it has not been included in the recommended budget amounts in this budget or the Motor Pool budget. The requested personnel upgrades will be addressed in the final budget work session when the study is complete . All other items are recommended as requested . 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. 157 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 $ 93 , 183 $ 86 , 096 $ 123 , 567 $ 123 , 567 Supplies 412 633 409 409 Purchased Services 1 , 590 1 , 700 1 , 700 1 , 700 Gross County Cost $ 95 , 185 $ 88 , 429 $ 125 , 676 $ 125 , 676 Revenue 89 ,482 69 , 004 94 , 082 94 , 082 Net County Cost $ 5 , 703 $ 19 , 425 $ 31 , 594 $ 31 , 594 Budgeted Positions 1 1 1 . 5 1 . 5 SUMMARY OF CHANGES : A larger amount of salary funds were requested from DCJ Diversion funds, and awarded . This new amount more accurately reflects the division of work between DCJ Diversion and Restorative Justice Pilot dollars . This change is documented both in this budget and in the Restorative Justice Pilot budget. Diversion participant program fees for juveniles who participate in Restorative Justice will be deposited into 15250 , Restorative Justice . Per our MOU with contracted agent Youth and Family Connections, $50 of each program fee will be paid to them for contracted services performed . These transactions will come out of 15250 and the remainder of those funds will be given to the county to offset the County match/ Net County Cost required of the DCJ Diversion funds. Revenue includes $90 , 082 for the DCJ Diversion funds and $4 , 000 for fees. 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. 158 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 $ 15 ,253 $ 68 , 000 $ 52 ,401 $ 52 ,401 Supplies 0 0 2 , 500 2 , 500 Purchased Services 40 , 935 54 , 973 167 , 102 167 , 102 Gross County Cost $ 56 , 188 $ 122 , 973 $ 222 , 003 $ 222 , 003 Revenue 86 , 243 122 , 973 222 , 003 222 , 003 Net County Cost $ -30 , 055 $ 0 $ 0 $ 0 Budgeted Positions 1 1 . 5 . 5 SUMMARY OF CHANGES : Initially these state dollars funded one case manager position . Based on the scope of the work and the availability of other funds, we've requested that state Restorative Justice dollars fund half of the Diversion Director salary in the coming year. This decreases the amount in salary from this budget. The Purchased Services line item reflects the amount that is given to Youth and Family Connections to provide Restorative Justice facilitation . This amount has increased significantly in response to need and based on advice given by the funder. Diversion participant program fees for juveniles who participate in Restorative Justice will be deposited into 15250 , Restorative Justice. Per our MOU with contracted agent Youth and Family Connections , $50 of each program fee will be paid to them for contracted services performed . These transactions will come out of 15250 and the remainder of those funds will be given to the county to offset the County match/Net County Cost required of the DCJ Diversion funds . This is a pass through and these dollars do not fund any County programming . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Concur with the method to handle the program fees with Youth and Family Connections. 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. 159 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 $ 846 ,210 $ 691 , 123 $ 725 , 702 $ 725 , 702 Supplies 2 ,285 1 , 500 2 , 000 2 , 000 Purchased Services 25 ,416 27 ,436 28 , 785 28 , 785 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 843 , 911 $ 720 , 059 $ 756 , 487 $ 756 ,487 Revenue 423 , 188 322 , 719 325 , 804 325 , 804 Net County Cost $ 420 , 723 $ 397 , 340 $ 430 , 683 $ 430 , 683 Budgeted Positions 10 . 625 10 . 625 11 . 0 11 . 0 SUMMARY OF CHANGES : Office supplies are up $500 , postage is up $622 , phones are up $ 1 , 197 , and printing is down $470 . With reductions in the District Attorney Office's salary budget mid-year the Board authorized an intern position to move to a Victim Witness Assistant position ($34 , 579 ) Revenue for the program comes from the following grants: VALE ($ 129 , 011 ); VOCA ($39 , 784 ); and VAWA ($ 16 , 180 ); Administrative funds from VALE ( $88 , 000 ), and COMP ($46 , 110 ) . VALE Scholarships for COVA and COMP/VALE Conferences ($6 , 719 ). Total revenue is $325 , 804 up $3 , 085 . Net county costs are up $33 , 343 . 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. 160 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 $ 356 ,276 $ 348 , 362 $ 348 , 362 $ 348 , 362 Supplies 634 1 , 000 1 , 000 1 , 000 Purchased Services 4 , 105 6 , 510 6 , 510 6 , 510 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 361 , 015 $ 355 , 872 $ 355 , 872 $ 355 , 872 Revenue 0 0 0 0 Net County Cost $ 361 , 015 $ 355 , 872 $ 355 , 872 $ 355 , 872 Budgeted Positions 1 . 75 1 . 00 1 . 00 1 . 00 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 161 FINANCE AND ADMINISTRATION ( CONTINUED ) 1000 - 16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Qutputs, Excess revenue over expenditures 12 . 79% 3 . 00% 3 . 00% Budgeted fund balance vs. actual variance 7 . 85% 3 . 00% 3 . 00% Efficiency Measures FTE ' S per 10 , 000/capita 0 . 065 0 . 035 0 . 034 Per capita cost (county support) $ 1 . 31 $ 1 . 26 $ 1 . 22 Goal ES9 : 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 .25 % 1 .25% investment strategies ES 10-2 : Plan Percent of cash reserves 60 .4% 46% 30% necessary resources to meet current and future operating and capital needs (priority outcome) Goal ES10 : Deliver on promises and be accountable for performance. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/I EY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 11 - 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 162 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 $ 613 , 807 $ 626 , 178 $ 626 , 178 $ 626 , 178 Supplies 119 , 697 107 , 500 106 , 500 106 , 500 Purchased Services 403 , 723 33 , 500 32 , 650 32 , 650 Fixed Charges 0 0 0 0 Capital 26 , 069 10 , 000 0 0 Gross County Cost $ 1 , 163 , 296 $ 777 , 178 $ 765 , 328 $ 765 , 328 Revenue 0 0 0 0 Net County Cost $ 1 , 163 ,296 $ 777 , 178 $ 765 , 328 $ 765 , 328 Budgeted Positions 6 . 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES : Line items are adjusted due to actual usage . Replacement of scanner was completed in 2015 , so there is no additional capital items needed in 2016 . Overall budget decreased by $ 11 , 850 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 163 ACCOUNTING ( CONTINUED ) 1000 - 16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 14 ,764 15, 000 15 , 000 Average number of employees paid 1 ,492 1 , 500 1 , 500 Number of employees trained on General 256 300 300 Ledger Total County federal funds $37. OM $34 .OM $37. OM Efficiency Measures FTE ' s per 10 , 000/capita .218 .212 .205 Per capita cost (county support) $2. 78 $2 . 70 $2 .62 Account Payable warrants per week per 284 280 280 A/P FTE Employees paid monthly per Payroll FTE 1 ,492 1 , 500 1 , 500 Goal ES11 : Ensure the financial accounting of County funds is accurate. DESIRED PRELIMINARY 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. ES11 -2 : Cohesive, Annual external audit has no major Achieved Achieved Planned standardized issues County-wide financial systems and processes 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER : Purchasing, - - 1000- 16300 DEPARTMENT DESCRIPTION : Is responsible for all purchases whether by formal bid , telephone proposal , or quotation . Maintains vendor bid list for all types of bidding . 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 $ 162 , 982 $ 166 ,482 $ 166 ,482 $ 166 ,482 Supplies 170 350 350 350 Purchased Services 5 ,226 7 , 375 7 , 375 7 , 375 Fixed Charges 85 , 563 91 , 720 94 , 207 94 , 207 Gross County Cost $ 253 , 941 $ 265 , 927 $ 268 ,414 $ 268 ,414 Revenue 0 0 0 0 Net County Cost $ 253 , 941 $ 265 ,297 $ 268 ,414 $ 268 ,414 Budgeted Positions 2 . 5 2 . 5 2 . 5 2 . 5 SUMMARY OF CHANGES : The overall Purchasing budget is proposed to increase by $2 ,487 . The increase is the result of increased costs to Fixed Charges ( Note : The General Services Director's salary and benefits are represented in Fixed Charges ) due to step increases , proposed cost of living increase , insurance , and related retirement costs . Requests for Supplies and Purchases Services remain the same as 2015 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 165 PURCHASING ( CONTINUED ) 1000 - 16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of formal bids presented to BOCC 139 145 145 N umber of bids 203 225 225 N umber of Purchase Orders placed 912 975 975 Efficiency Measures FTE ' S per 10 , 000/capita 0 . 090 0 . 088 0 . 086 Per capita cost (county support) $0 . 922 $0 . 936 $0 . 942 N umber of formal bids presented to BOCC 139 145 145 Goal ES- 13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY (2014) (2015) (20 16) PERFORMANCE INDICATOR(S)* ES- 13 - 1 : To Inclusion of as many vendors as possible On-going and On-going and On-going acquire goods on every bidding opportunity. continual. continual. and and services at continual. the best Evaluation of current practices by possible value. attending appropriate training and review of peer codes. 1 seminar Attendance of Attendance attended. 3 seminars. at 1 seminar. All goods and services acquired via requirements of the Weld County Code. 100 % 100 % 100% Development of guidance documents and other tools so that Departments are S Developed. All developed All confident in their practices. documents developed ES 13 -2 : Ensure updated and 2 documents all procurement additional updated. processes are created. conducted in accordance Purchases will be audited for compliance On-going and On-going and On -going with county, with Weld County Code. continual. continual. and state, and continual. federal rules. 166 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 $ 740 , 572 $ 798 , 380 $ 895 ,419 $ 895 , 419 Supplies 95 , 945 189 , 600 202 , 350 202 , 350 Purchased Services 93 , 319 62 , 600 79 , 900 79 , 900 Fixed Charges 89 -9 , 880 0 0 Capital 0 0 0 0 Gross County Cost $ 929 , 925 $ 1 , 040 , 700 $ 1 , 177 , 669 $ 1 , 177 , 669 Revenue 28 , 551 0 0 0 Net County Cost $ 901 , 374 $ 1 , 040 , 700 $ 1 , 177 , 669 $ 1 , 177 , 669 Budgeted Positions 7 8 10 10 SUMMARY OF CHANGES : Personnel Services are up $97 , 039 with the mid-year approval of the recruitment position , and the recommendation to add an additional Assistant Recruiter (Grade 21 ) to absorb more of the Human Services HR function . Supplies are up $ 12 , 750 solely due to PeopleSoft maintenance contract costs with the upgraded system . Purchased Services are up $ 17 , 300 due to advertising being up with the new recruitment efforts in the county and paying all advertising costs in HR versus some in department budgets. The charge back amount of $9 , 880 to Phone Services is no longer applicable since the Clerk to the Board fulfills this function now . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The two additional positions are justified to accommodate the workload increases caused by the additional FTE 's in IT and Communication and normal growth , plus the Board 's directive to centralize all HR functions that had previously been done in the Sheriffs Office and Human Services . BOARD ACTION : 167 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions ( FTE' S ) 1 , 396 1 ,430 1 , 450 Occupied FTE' S 1 , 350 1 , 390 1 , 410 Employees Terminated/ Resigned/Retired 100 100 100 Employees Hired 100 100 120 Turnover Rate 10% 11 % 0% Efficiency Measures FTE' S per 10 , 000/capita . 263 . 282 . 342 Per capita cost ( county support) $3 .27 $3 . 67 $4 . 03 Personnel served per FTE 199 179 145 Goal ES12 : Attract, develop and retain an effective diverse and dedicated team of employees. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVEIKEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES12- 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 when possible. Continue to personnel positions . enough research recruiting sources qualified to find best candidates. candidates 168 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 PRELIMINARY DESIRED PERFORMAl'N CE OUTCOMES OBJECTIVE/KEY OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES12-2: Enhance PeopleSoft use for Managers put The enhancements created by the upgrade should People Soft our employees & basic info in make PeopleSo ft a much better took 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 & greater value Continue to enhance performance monitor skills year round. Evaluations become for our reporting to Enable better tool for managing performance level Managers and Managers to use discussions had with employees on an ongoing employees ePerformance as a basis. Reporting delivered will enable managers successful management to monitor and hold staff accountable more tool . successfully. ES 12- 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 169 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 , 318 , 692 $ 1 , 596 , 931 $ 1 , 596 , 931 $ 1 , 596 , 931 Supplies 11 , 358 17 , 500 21 , 000 21 , 000 Purchased Services 590 , 054 256 , 119 437 , 364 437 , 364 Contra Account - 147, 322 - 169 , 708 - 138 ,415 - 138 ,415 Gross County Cost $ 1 , 772 , 782 $ 1 , 700 , 842 $ 1 , 916 , 880 $ 1 , 916 , 880 Revenue 579 , 885 411 , 000 500 , 500 500 , 500 Net County Cost $ 1 , 192 , 897 $ 1 ,289 , 842 $ 1 , 416 , 380 $ 1 , 416 , 380 Budgeted Positions 13 . 00 16 . 00 16 . 00 16 . 00 SUMMARY OF CHANGES : Supplies are up $3 , 500 with $2 , 000 for small items of equipment for computer equipment, and food supplies $ 1 , 500 for hosted meeting expenses . Purchased Services are up due to the charge backs from Engineering of $233 , 668 , and the Oil and Gas Liaison position charge from Environmental Health ($ 120 , 346 ). Contra account for charges to Building Inspection is funded at $ 138 , 415 with the restructuring of duties . Revenues are up $89 , 500 based upon anticipated building and land use activity in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . All increases are justified . BOARD ACTION : 170 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2014 ) (2015 ) ( 2016 ) Current Planning Work Outputs N umber of total applications submitted 562 550 500 N umber of administrative land use cases 464 440 425 N umber of Grading Permits 44 50 50 N umber of Geo Hazard Permits 1 1 1 N umber of FHDP (Flood Hazard Dev. Permits) 73 75 75 Long Range Planning Work Outputs, Special Projects 6 10 5 Walk in's 1092 1100 1050 Pre-Application Meetings 308 300 285 Code Revisions 5 10 8 Comp Plan Amendments 0 1 1 Technical Support Work Outputs Total Public Hearings ( PC and BOCC) 98 100 85 Case Clean Up (RE , SE, USR , Subdivisions ) 25 50 50 Town/County Staff Outreach Meetings 12 13 12 Compliance Planning Work Outputs N umber of site visits 567 560 525 N umber of violations issued 246 250 225 N umber of violations to County Attorney 56 60 50 Average number of County Court hearings 15 15 12 (Vouchers) 0 0 5 Efficiency Measures FTE's per 10, 000/capita .472 . 564 . 548 Per capita cost (county support) $4 . 33 $4 . 54 $4 .85 171 PLANNING ANC ZONING. ( CONTINUED ) 1000 - 17100 Goal CEDE Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED1 - 1 : Improved Revise website as needed but no less than 100% 100% 100% community access monthly to land use trend information and implementation of Citizen Access 50% 75% 100% services module in Accella. 25% 50% 75% Implement EDR (Electronic Document Review) CED1 -2 : Prepare a A survey will be sent out to all customers survey to gain that completed an entitlement process feedback from with the County, e.g. RE, SE, SPR, USR, customers on the Subdivision, etc. The purpose of the 25% 25% 50% 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 10 10 relationships with wi Municipal planning staff municipal planning departments and Attend one Annual Summit with excellent municipal staff and. conduct 2020 Forum 1 1 knowledge of as precursor to Comp Plan Amendment current regional issues CED1 -4: A well- Minimum of six Planning Commission 6 6 6 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 Adj u stme nt 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% 172 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 OUTCOMES OBJEC TINE/KEY ACTUAL ESTIMATED PROJECTED PERFORMAN CE INDICATOR(S) CED2- 1 : Updated Completion of any Comprehensive Plan 0 0 2 Regional amendments related to RUA's Urbanization Area Plans CED-2: Provide Staff attendance at HWY 85 Coalition 12 12 staff to support the meetings. HWY 85 Coalition Progress towards a HWY 85 Regional Plan 75%a 95% 80% 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 n/a n a 1 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 PRELEMN ARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED4- 1 : Approval and Authorization of SKIP 1 2 3 plans by the Board of County Commissioners 173 PLANNING AND ZONIN ( CONTINUED ) 1000 - 17100 Goal CED5: Minimize government by implementing common sense approaches to solving problems and adapting to changes. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CEDS- 1 : Routinely reviewing code to determine 2 4 8 applicability and ensuring that the code is consistent with the County' s vision, policies and ideology . Accomplished through code changes 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 : Meet with business leaders, owners and 100% 100% 100% economic development groups . Provide outreach and education on the various programs that the County offers . Promote economic development 174 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 $ 1 , 925 , 522 $ 1 , 863 ,274 $ 2 , 000 , 602 $ 2 , 000 , 602 Supplies 648 , 148 712 , 700 688 , 000 688 , 000 Purchased Services 3 , 672 474 3 , 698 200 3 , 756 600 3 , 756 600 Fixed Charges 30 ,281 31 , 000 31 , 000 31 , 000 Contra Account - 268 ,433 -240 , 000 -260 , 000 -260 , 000 Capital 46 , 691 0 0 0 Gross County Cost $ 6 , 054 , 681 $ 6 , 065 , 174 $ 6 ,216 , 202 $ 6 ,216 , 202 Revenue 0 0 0 0 Net County Cost $ 6 , 054 , 681 $ 6 , 065 , 174 $ 6 , 216 ,202 $ 6 , 216 ,202 Budgeted Positions 28 23 25 25 SUMMARY OF CHANGES : Personnel Services are up $ 137 , 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($72 , 315 ), and additional carpenter position ($65 , 013 ) due to workload requirements. Supplies are down $24 , 700 with a reduction in janitorial supplies ($50 , 000 ), offset by increases in office supplies ($300 ), electrical supplies ($5 , 000 ) and other operation supplies ( $20, 000 ). Purchased Services are up $58 ,400 due increases in water ( $ 18 , 000 ), gas ($51 , 000 ), and a decrease of trash removal ($ 10 , 000 ) and minor items ($600 ). The contra account for charge back to reimbursable departments is up $20 , 000 at $260 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The two new positions are required to transition the plumber function due to a retirement and the workload of the carpenter unit. Not filling the carpenter unit would delay project completion . Other cost increases appear justified due to use and inflationary trends. Costs are up about 2 .49% . At an average maintenance cost of $4 . 43 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 . BOARD ACTION : 175 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of square feet maintained 1 , 353 ,924 1 , 318,282 1 ,401 ,696 N umber of preventative maintenance work orders (PMs ) 535 535 535 N umber of tracked repair work orders 8 , 500 8, 500 9, 000 Efficiency Measures FIE'S per 10 ,000/capita 1 . 02 0 .81 0 .86 Per capita cost (county support) $21 . 99 $21 . 39 $21 .29 Cost per square foot $4.47 $4 . 60 $4 .43 Goal ES15 : 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) ES15 - la Customer Maintain customer complaints above 98% satisfaction with level . 99% 98% 99% cleanliness of facilities ES15 -2b Prioritize and correct safety deficiencies as 100% 100% 100% Eliminate injuries they arise contributed to 100% of facilities meeting ADA 100% 100% 100% facility requirements deficiencies ES 15 -3c Improve Respond to hot/cold calls within 30 99% 98% 99% customer minutes above the 98% response level satisfaction with environmental comfort controls Goal ES15-2 : 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 176 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 Goal ES15-3 : Ensure a responsive, service-oriented, effective maintenance services DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATORS) 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 4 : 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 177 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 0 0 579 , 000 579 , 000 Fixed Charges 0 0 11 , 000 11 , 000 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 590 , 000 $ 590 , 000 Revenue 0 0 1 , 075 , 600 1 , 075 , 600 Net County Cost $ 0 $ 0 $ -485 , 600 $ -485 , 600 Budgeted Positions nla nla � n1a J nIa SUMMARY OF CHANGES : The building is managed by real estate management firm . Budget reflects the costs of the entire building ($590 , 000 ) and revenues from the leased space ($990 , 000) and Social Service space reimbursement ($85 , 600 ) total $ 1 , 075 , 600 . The building generates a positive cash flow of $485 , 600 . In the capital budget there is $750 , 000 budgeted for upgrades and improvement to the facility . In July, 2016 the Child Welfare unit with approximately 120 employees will be relocated to the Plaza Annex , and the first floor of the main building . They will occupy approximately 24% of the building . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 178 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 ,270 , 822 $ 4 , 899 , 828 $ 5 , 004 , 783 $ 5 , 004 , 783 Supplies 380 , 000 1 , 590 , 900 1 , 369 , 312 1 , 369 , 312 Purchased Services 110 , 120 129 , 624 641 , 124 641 , 124 Contra Account - 1 , 200 , 000 - 1 , 200 , 000 - 1 , 200, 000 - 1 , 200 , 000 Capital 800 , 000 2 , 673 , 912 1 , 176 , 500 1 , 1 76 ,500 Gross County Cost $ 4 , 360 , 942 $ 8 , 094 ,264 $ 6 , 991 , 719 $ 6 , 991 , 719 Revenue 0 0 0 0 Net County Cost $ 4 , 360 , 942 $ 8 , 094 , 264 $ 6 , 991 , 719 $ 6 , 991 , 719 Budgeted Positions 35 45 46 46 SUMMARY OF CHANGES : An additional security position was approved mid-year ($ 104 , 955 ). Supplies are down $221 , 588 due to a reduction in small items of equipment, which is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $511 , 500 primarily for training , and $500 , 000 for unallocated projects in 2016 . Charge backs in the contra account are unchanged . Capital is down $ 1 ,497 , 412 in accordance with the Five Year Capital Improvement Plan with $993 , 500 for computer equipment and $ 183 , 000 for software . For 2016 compliance projects (legal , vendor or state mandated ) and departmental projects there has been $500 , 000 funded in account 6570 Miscellaneous. 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 2016 funding of each project. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The budget is broken out more accurately in the respective line items since the department is gathering better detail after assuming the operation from a contractor in 2014 . The expenditures are consistent with Five Year Capital Improvement Plan . BOARD ACTION : 179 INFORMATION SERVICES ( CONTINUED ) 1000 - 17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs N umber of Personal Computer systems supported 3 , 000 3 , 150 3 , 200 N umber of Personal Computer systems installed/replaced 350 350 350 Number of IT Managed Projects 50 65 70 N umber of Technical Support Calls/Month 1 ,400 1 ,400 1 , 400 N umber of Office 365 Accounts Migrated 500 500 500 N umber of Virtual Servers Managed 225 175 175 N umber of Application Managed 125 125 125 Efficiency Measures FTE ' S per 10 , 000/capita 1 .271 1 . 587 1 . 575 Per capita cost (county support) $ 17 . 56 $28 . 55 $23 . 94 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. 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. 180 IN F RMAT I N SERVICES ( CONTINUED ) 1000 - 17300 Goal 3 : — Consolidation and Optimization Network, Voice, Data. Center, EnterpriseApplications 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 / 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 . Wotking 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. 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. 181 INFORMATION SERVICES ( CONTINUED ) 1000 - 17300 Goal 8 : — Disaster Recovery and Business Continuity Information Technology provides the foundation for many of the County ' s critical services . Disaster recovery and business continuity planning are a part of every successful organization. Determining mission critical IT services is a collaborative process and involves all departments and offices within the County. We must be able to communicate, process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters . The ability to recover critical services is dependent upon hardware, software and key personnel . An environment that is geographically located far enough from the County is ideal, and should take into count a regional type of disaster. A detailed DRIBC plan should be developed and then reviewed annually by IT, County departments and the BOCC. Goal 9 : — Geographic Information Systems (GIS) The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and services . The County will raise the awareness of both the beneficial business applications of GIS and seek to cultivate the advanced. analytical use of the technology amongst its users . NOTE : INFORMATION TECHNOLOGY HAS A COMPREHESIVE STRATEGIC PLAN AVAILABLE ONLINE AT: http:I/wci . weld . gov/Dep artmentLinksllnformationTechnology/index.html 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION SERVICES 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 $ o $ 0 Supplies 96 ,248 119 , 050 107 , 375 107 , 375 Purchased Services 88 , 601 29 ,460 15 ,240 15 ,240 Fixed Charges 0 18 , 000 18 , 000 18 , 000 Capital 0 0 125 , 650 125 , 650 Gross County Cost $ 184 , 849 $ 166 , 510 $ 266 , 265 $ 266 , 265 Revenue 98 , 024 50 , 000 50 , 000 50 , 000 Net County Cost $ 86 , 825 $ 116 , 510 $ 216 ,265 $ 216 ,265 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : The overall budget is up $99 , 755 . The major increase is the $ 116 ,400 for imagery to do aerial mapping to update portions of the county. The updated imagery is done every 3-5 years depending upon growth and changes. Other line items have actually decreased $ 16 , 645 , such as software costs , printing , phones , and other professional services. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . As growth in the county has resumed with the economy recovering the updated imagery is needed . BOARD ACTION : 183 GEOGRAPHICAL INFORMATION SYSTEM ( CONTINUED ) 1Q00 - 17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 128 , 000 128 , 600 129 , 200 # 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 . 32 $0 . 41 $0 . 74 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : GIS is a division of Information Services, see goals for Budget Unit 1000- 17300 . 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Innovation and Technology Projects - - 1000- 17375 DEPARTMENT DESCRIPTION : Innovation and 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 64 , 874 Purchased Services 10 , 000 1 , 000 , 000 500 , 000 500 , 000 Fixed Charges 0 0 0 0 Capital Gross County Cost $ 74 , 874 $ 1 , 000 , 000 $ 500 , 000 $ 500 , 000 Revenue 0 0 0 0 Net County Cost $ 74 , 874 $ 1 , 000 , 000 $ 500 , 000 $ 500 , 000 Budgeted Positions 0 0 00 0 SUMMARY OF CHANGES : As this program moves into its fourth 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 has been moved to the IT budget, as an allocation to be used for new IT requests from departments . The $500 , 000 remaining in the 2016 budget for projects should be adequate to address enterprise solutions , and technology projects not fitting into the IT budget. The following are the 2016 projects : 185 INNOVATION AND TECHNOLOGY PROJECTS ( CONTINUED ) 1000 - 17375 DEPARTMENT PROJECT COST Sheriff MILO Range Theater and Training Simulator $97, 125 Sheriff MILO Range Theater Remodel 20,000 IT Weld Imaging Solution ($ 100, 000- $500,000) 281, 204 IT Content Management System for County Website ($250, 000 with $ 148,329 in IT budget) 101 ,671 TOTAL $500,000 FINANCE/ADMINISTRATION RECOMMENDATION : All of the enterprise IT projects are recommended . The Weld Imaging Solution project can either be fully funded at the approximate $500 , 000 amount with added resources from unallocated fund balance or phased in over two years . The MILO Range Theater and Training Simulator is included in the recommended budget. Events in Colorado and throughout the nation the last several months have placed the question of the exercise of the use of force , in the criminal justice system , under the public spot light. With videos and cell phone cameras the public is now picking apart the use of force by law enforcement. Law enforcement agencies are now placed in the position of explaining , not only the totality of the circumstances of a use of force , but also what training was provided to prepare the professional for the use of force encounter. The MILO Range Theater and Training Simulator is recommended for two reasons. One , to better train our law enforcement officers to prepare them for situation that may call for the use of force encounters to insure their safety and the public' s safety . Two , the program is a risk management measure to minimize the risks and liability of the officers involved and the county. Policy issue . BOARD ACTION : Content Management System for County Website Internet Site Design and Rebuild 186 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 $ 214 , 609 $ 196 , 566 $ 196 , 566 $ 196 , 566 Supplies 83 , 083 87 , 500 87 , 500 87 , 500 Purchased Services 80 ,203 86 , 180 86 ,280 86 ,280 Fixed Charges 196 0 p 0 Capital 58 , 354 0 p 0 Gross County Cost $ 436 ,445 $ 370 , 246 $ 370 , 346 $ 370 , 346 Revenue 206 , 586 277 , 500 277 , 500 277 , 500 Net County Cost $ 229 , 859 $ 92 , 746 $ 92 , 846 $ 92 , 846 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES : Increase of $ 1 , 100 for vehicle costs for mail/supply delivery , and a reduction of $ 1 , 000 for equipment rental . Net change of $ 100 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 187 PRINTING AND SUPPLIES ( CONTINUED ) 1000 - 17600 PERFORMANCE MEASURES ACTUAL, ESTIMATED PROJECTED Work Outputs Print Orders 2 , 800 2 , 800 2 , 900 Mail Pieces 700 , 000 700 , 000 700 , 000 Supply Orders 1 , 300 1 ,400 1 , 400 Efficiency Measures FTE ' s per 10 , 000/capita 0 . 109 0 . 102 0 . 103 Per Capita cost (county support) $0. 337 $ . 327 $ . 318 Goal ES13 : Deliver timely, high quality and cost-effective printing and supply services to County departments. DESIRED ED 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 188 SEVEN YEAR TREND Sheriffs Office Local Costs $40 $ 35 $ 30 $25 $20 $ 15 $ 10 2010 2011 2012 2013 2014 2015 2016 189 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Summary All Departments DEPARTMENT DESCRIPTION : See individual budget units. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 29 , 056 , 670 $ 30 , 322 , 638 $ 30 , 984 , 658 $ 30 , 984 , 658 Supplies 954 , 371 945 , 651 1 , 071 , 254 1 , 021 , 887 Purchased Services 6 ,494 , 909 7 , 232 , 086 8 , 017 , 385 7 , 925 , 851 Fixed Charges -48 , 776 - 119 , 170 -50 , 676 -50 , 676 Capital 46 , 300 23 , 950 15 , 000 15 , 000 Gross County Cost $ 36 , 503 , 474 $ 38 , 405 , 155 $ 40 , 037 , 621 $ 39 , 896 , 720 Revenue 3 , 705 , 663 3 , 738 , 971 3 , 841 , 631 3 , 841 , 631 Net County Cost $ 32 , 797 , 811 $ 34 , 666 , 184 $ 36 , 195 , 990 $ 36 , 055 , 089 Budget Positions 356 . 25 364 . 25 373 . 5 a 373 . 5 SUMMARY OF CHANGES : The Sheriffs Office budget was restructured mid-2015 with the election of a new Sheriff. As a result a summary of the overall Sheriff's Office budget is being provided , since comparison in individual budgets is difficult until history is established . The overall net Sheriff's Office recommended budget is up $ 1 , 388 , 905 or 4 . 01 % . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase or 3 . 13% of the 4 . 01 % total increase . Personnel Services was increased $662, 020 . It includes an additional Booking Tech ( $52 , 987 ), six Deputy Detention Officer III ($463 , 119 ), and two Detention Sergeants ( $209 , 806 ) to accommodate the growing inmate population and the need to increase our facility capacity to 734 beds. In addition in Patrol there is a request to move the 0 . 75 FTE Desk Clerk to full-time ($31 , 636 ). The mid-year adjustments reduced the costs by $95 , 528 . Supplies are up $76 , 236 or 8 . 1 % increase . The increases are in office supplies ($6 , 572 ) , small equipment ($422 , 264 ), computer equipment ($21 , 506 ), firearms supplies ($27 ,423 ) and inmate supplies ($ 19 , 888 ). Reductions were in uniforms ($ 10 , 389 ), and other supplies ( $ 11 , 028 ). Costs were driven by replacing older equipment (weapons, vest, etc. ), supplies for the growing inmate population , and inflationary trends. Purchased Services are up $693 , 765 or 9 . 6% increase . The increases are in inmate transportation ( $ 10 , 000 ), inmate medical costs ($311 , 568 ) , contract payment ($55 , 795 ), other professional services ($86 , 981 ), vehicle costs ($ 143 , 628 ), travel and training ($25 , 830 ) and miscellaneous other accounts $59 , 963 . The increase of $311 , 568 for medical services is made up of $ 164 , 131 related to a 5% CPI and $ 152 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . Costs increases were attributed to inmate population growth , exchanging lights and radios in new patrol vehicle costs, training costs, and inflationary trends. 190 SHERIFF OFFICE SUMMARY ( CONTINUED ) SUMMARY OF CHANGES ( Continued ) : Fixed Costs are down $68 ,494 due to change in accounting method , and equipment is down $8 , 950 . Revenues are up $ 102 , 660 . Most revenues are stable with the exception of traffic fines being up $ 159 , 500 , offset by the drop in concealed weapons permits. FINANCE/ADMINISTRATIO► N RECOMMENDATION : The requested nine positions relating to the jail are all recommended due to the growing inmate population and opening of an additional jail pod . The move of the 0 . 75 FTE Desk Clerk to full-time ($31 , 636 ) in Patrol is included in the recommended budget, but is a policy issue for the Board regarding service level . Under Supplies the original request of $ 1 , 071 , 254 was reduced by $49 , 367 by reducing small items of equipment by $33 , 514 or 10% and firearm supplies by $ 15 , 853 of 10% . The department is being asked to priorities their top 90% needed in these line items . Prior to the reduction total supplies were up $ 125 , 603 or 13 . 3% . With the reduction supplies are up $76 ,236 or 8 . 1 % . Operation of the department should not be adversely impacted by the reductions . Sheriff concurs with the reductions. In Purchased Services the original request of $8 , 017 , 385 (an increase of 10 . 9% ) was reduced by $91 , 534 to $7, 925 , 851 (an increase of 9 . 6% ). Vehicle maintenance was reduced by $66 , 125 based upon projected Motor Pool costs and allowing $95 , 000 for exchanging lights and radios in new patrol vehicle . Travel and training costs were reduced 10% or $ 13 , 409 . Sheriff concurs with the reductions. $ 12 , 000 for a part time polygraph contract was not included in the recommended budget. This request was withdrawn by the Sheriff after the budget submission . Vehicle expenses of $25 , 000 for build out for lights and radios in two new patrol vehicles requested in the Patrol budget for detention medical appointments, juvenile releases, and work release regressions was withdrawn along with the vehicle request in the Motor Pool budget. Another policy issue is the $ 152 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . This addition to the medical contract is recommended and included in the 2016 budget. The proposal not only insures better care and screening for inmates coming into the facility, but can also be view as a risk management measure for the facility in light of growing litigation in area nationwide . BOARD ACTION : 191 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 State a ent: "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 OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1 - 1 : ( 1 ) The number of rule violations in the past Inmates comply with 12 months divided by the average daily jail4 .08 4. 10 4. 12 facility rules and population in the past 12 months regulations (2) The number of violent infractions in the past 12 months divided by the average daily 1 .08 1 . 10 1 . 15 jail population in the past 12 months SO DD 1 -2 : (1 ) The number of documented inmate Food service illnesses attributed to food service operations operations are in the past 12 months divided by the average 0.0 0 .0 0.0 hygienic, sanitary daily jail population in the past 12 months and provide a nutritional diet (2) The number of inmate grievances about food service decided in favor of the inmate in the past 12 months divided by the average daily jail population in the past 12 months .060 .067 .074 SO DD 1 - 3 : ( 1 ) The average daily jail population in the past Actual secure bed 12 months divided by the total number of occupancy is within general population beds available in the past 1288 X2. 1 °- 5.0% reasonable months operational jail capacity (2) The number of inmate grievances about crowding and housing conditions decided in .013 .013 .013 favor of the inmate in the past 12 months divided by the average daily jail population in the past 12 months SO DD 1 -4 : Inmates ( 1 ) The number of inmates with positive initial have access to a tests for TB, Hepatitis A, B, or C, HIV or continuum of health MR SA in the past 12 months divided by the .008 .009 .010 care consistent with average daily jail population in the past 12 that available in the months community (2) The number of inmate deaths due to suicide or homicide in the past 12 months divided by 0.0 0.0 0.0 the average daily jail population in the past 12 months (3 ) The number of prescriptions written in the past 12 months divided by the average daily 41 . 8 44.5 45 .0 jail population in the past 12 months 192 SHERIFF ' S OFFICE DETENTIONS DIVISION COMBINED GOALS / DESIRED OUTCOMES KEY PERFORMANCE INDICA I OR SO DD 1 -5 : (1 ) The number of inmates participating in the Inmates have Right to Read program while confined in jail opportunities to the last 12 months divided by the number of 72 . 1 % 50. 1 % 75.0% improve themselves inmates sentenced to jail 6 months or more in while confined the past 12 months (2) The number of inmates graduating the Right to Read program while confined in jail the last 5 .2% 10.9% 25.0% 12 months divided by the number of inmates sentenced to jail 6 months or more in the past 12 months Goal SO DO 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre-adjudication options to secure custody. DESIRED PRELIMINARY PERFORMANCE OUTCOIVIES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SC) DD 2- 1 : Secure ( 1 ) The average daily population of work county jail beds are release and electronic home detention programs used efficiently and in the past 12 months divided by the average effectively daily population of all offenders supervised by 28.2% 28. 3% 28.5% the Sheriff' s Office in the past 12 months (2) The number of offenders released from jail within 24 hours of admission in the past 12 months divided by the number ofjail 39.2% 35.2% 36. 1 % admissions in the past 12 months (3 ) The number of jail bed days used for pre- trial detention by the caunty/district courts in the past 12 months divided by the total number 59 . 7% 60. 1 % 60.5% of jail bed days in the past 12 months (4) The number ofjail bed days used for jail sentences by the county/district courts in the past 12 months divided by the total number of jail bed days in the past 12 months 35 .8% 35.0% 34.3% (5) The number of jail bed days used by other than the county/district courts in the past 12 months divided b y the total number of jail bed days s in the past 12 months 4.5% 4.9% 5 .2% SO DD 2-2 : ( 1 ) The number of clients successfully Jail alternative completing the work release program in the past programs effectively 12 months divided by the number of clients 80. 1 % 83.4% 84.5% supervise clients in admitted to the work release program in the the commu nity past 12 months (2) The number of clients successfully completing the electronic home monitoring program in the past 12 months divided by the 94. 1 % 96. 8% 97. 1 % number of clients admitted to the electronic home monitoring program in the past 12 months 193 SHERIFF ' S OFFICE PATROL DIVISION COMBINED GOAL /DESIRED OUTCOMES KEY PERFORMANCE INDICA I OR Patrol Division Mission Statement : "To provide effective public safety services with honor and integrity ." Goal SO PD 1 : Protecting the well being of the citizens of Weld County DESIRED PRELIMINARY PERFORMANCE D TT+ OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED OMEPERFORMANCE INDICATOR(S) ( 1 ) Total number of UCR Part I Reported ( 1 ) 939 ( 1 ) ( 1 ) 996 SO PIS 1 - 1 : Crimes Proactively work to (2 ) ' } 852 reduce crime (2) Total number of UCR Part II Reported Crimes t (3 ) Total NIBR reported crime for 1 1952 (3 ) 2411 unincorporated Weld County SO PD 1 -2 : Identify (1 ) Total submissions to the crime lab (1 ) 928 (1 )1129 (1 ) 1330 cri m e trends and effectiveness of (2) Total cases generated (2 ) 811 (2) 940 (2) 1069 forensic science to reduce crime (3 ) Total pieces of evidence processed (3 )3425 (3 ) 3 786 (3 ) 4147 (1 ) Total traffic accidents in Sheriff' s Office (1 ) 793 ( 1 ) 847 ( 1 ) 901 SO PD 1 -3 : Jurisdiction Traffic Safety (2) Total traffic tickets (2) 3200 (2) 3410 (2) 3620 (3 ) Total model traffic tickets (3) 1694 (3 ) 1828 (3 ) 1962 (4) Total written warnings (4) 1397 (4) 1439 (4) 1452 (5 ) Alcohol related crashes in Sheriff' s Office (5 ) 27 (5) 24 (5) 21 Jurisdiction (6) Traffic fatalities (6 ) 62 (6) 47 (6) 48 (1 ) Maximize the rate of property recovery by Recovered Recovered Recovered SO PD 1 -4 : Recover monitoring the reported value of recovered $589, 323 $598,278 $616,226 victim property property in relation to the reported value of Stolen Stolen Stolen stolen property (reported in NIBR for Sheriff's $4,965 ,899 $2, 613, 855 $2,692,270 Office jurisdiction) Rate Rate Rate 12% 22% 22% SO PD 1 -5 : (1 ) Total civil process served/attempted ( 1 ) 6674 ( 1 ) 6574 ( 1 ) 7050 Service of civil (2) Total civil process served by public safety process deputies. (2) 434 (2) 447 (2) 460 194 SHERIFF ' S OFF 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 OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ( 1 ) Advocate contacts for Sheriff' s Office SO PD 2- 1 : Inform Service area ( 1 ) 1148 ( 1 ) 1100 ( 1 ) 1050 victims of restorative services available to them in the community ( 1 ) Number of required violent sexual offender SO PD 2-2 : notifications. ( 1 ) 1 ( 1 ) 1 ( 1 ) 1 Appropriate (2) Number of registered sex offenders for dissemination of unincorporated Weld County and the (2 ) 224 (2) 227 (2) 231 public safety jurisdictions serviced by the Weld County information Sheriff' s Office for sex offender registration. 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Administration Patrol - - 1000-21100 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriffs Office . This budget unit provides for policy development, formulation of written directives and overall direction by the Sheriff and upper agency staff. Typical activities performed within this budget unit include , clerical staff support, agency procurement, Human Resources Department support, agency service billing , and lobby counter service access to the public. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 755 ,281 $ 1 ,405 , 530 $ 1 , 310 , 002 $ 1 , 310 , 002 Supplies 199 , 840 187 , 811 29 , 618 28 , 418 Purchased Services 115 , 783 133 , 358 76 , 855 75 , 955 Fixed Charges -641 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 070 ,263 $ 1 , 726 , 699 $ 1 , 416 ,475 $ 1 ,414 , 375 Revenue 355 , 695 420 , 207 130 , 000 130 , 000 Net County Cost $ 1 , 714 , 568 $ 1 , 306 , 492 $ 1 , 286 ,475 $ 1 ,284 , 375 Budget Positions 22 . 0 18 . 0 16 . 0 16 . 0 SUMMARY OF CHANGES : This budget unit was formerly the Sheriff's Administration 's budget (21100 ). In 2015 the Sheriffs Administration 's budget was divided into Administrative Patrol (21100 ), Administrative Detention ( 21110 ), Professional Standards (21120 ), Civil ( 21130 ) and Support Services (21140 ) . Two positions were eliminated due to efficiency . The significant decreases in Supplies, Purchased Services and Revenues account for increases in other sections of the budget. Specifically — for Supplies , the Uniform budget was moved to Support Services (21140 ). The decrease in Purchased Services here increases Professional Services, Training and Travel expenses in Professional Standards , Org 21120 . The decrease in Revenue is shown as an increase in Revenue under Civil (21130 ) and Patrol (21200 ) to accurately reflect where the revenue was generated . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Small items of equipment were reduced by $ 1 , 200 , and out-of town expenses were reduced by $900 . BOARD ACTION : 196 SHERIFF ADMINISTRATION PATROL ( CONTINUED ) 1000 - 21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 . 799 0 . 618 0 . 548 Per Capita Net County Cost $6 .23 $4 . 65 $4 . 39 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 197 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Administration Detention - - 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 1 , 622 , 1 77 $ 1 , 675 , 164 $ 1 , 675 , 164 Supplies 0 13 , 650 194 , 005 194 , 005 Purchased Services 0 7 , 100 17 , 592 17 , 592 Fixed Charges 0 0 0 0 Capital 0 6 , 500 6 , 500 6, 500 Gross County Cost $ 0 $ 1 , 649 , 427 $ 1 , 893 ,261 $ 1 , 893, 261 Revenue 0 255 , 750 532 , 650 532 , 650 Net County Cost $ 0 $ 1 , 393 , 677 $ 1 , 360 , 611 $ 1 , 360 , 611 Budget Positions 0 29 . 0 30 . 0 30 . 0 SUMMARY OF CHANGES : The Administrative Detention budget was part of the North Jail Complex budget (24410 ). In 2015 the Sheriff's Administration 's budget (21100 ) was divided into Administrative Patrol (21100) , Administrative Detention (21110 ), Professional Standards (21120 ), Civil (21130 ) and Support Services (21140 ). Personnel Services increases in the amount of $52 , 987 account for an additional booking technician requested . The increase in Supplies accounts for a decrease in the Support Services budget (21140 ) under Office Supplies and Client Supplies. Client Supplies increases by 24 . 5% due to the request to increase capacity in the jail based on occupancy, and by a small cost per inmate increase for supplies each year. The $ 10, 000 increase in Purchased Services is specific to the Postage budget being removed from Support Services (21140 ) and added to Administration Detentions (21110 ) . Revenue generated from inmate telephone and commissary contracts are now accounted for in this budget unit, resulting in the revenue increase of $276 , 900 and a net budget decrease of $33 , 066 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . No change . BOARD ACTION : 198 SHERIFF ADMINISTRATION DETENTION ( CONTINUED ) 1000 - 21110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 1 . 102 1 . 103 Per Capita Net County Cost 0 $4 . 86 $4 . 65 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 199 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 $ 0 $ 587 , 207 $ 587 , 207 $ 587 , 207 Supplies 0 0 24 , 698 24 , 698 Purchased Services 0 57 , 180 179 , 266 165 , 466 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 644 , 387 $ 791 , 171 $ 777 , 371 Revenue 0 0 0 0 Net County Cost $ 0 $ 644 , 387 $ 791 , 171 $ 777 , 371 Budget Positions 0 6 . 0 6. 0 6 . 0 SUMMARY OF CHANGES : In 2015 the Sheriff's Administration ' s budget (21100 ) was divided into Administrative Patrol (21100 ), Administrative Detention (21110 ), Professional Standards (21120 ), Civil (21130) and Support Services (21140 ). The increase in Supplies of $24 , 698 is for replacing outdated equipment and software used for recruiting and training purposes. The Increase in Purchased Services of $ 117, 086 is due to moving expenses from the Ad min n Patrol and Detentions budgets specific to memberships and background investigation subscriptions, academy instructors , contract services needed for the hiring and testing process specific to the Sheriff's Office , and consolidating most travel and training under Professional Standards. FINANCE/ADMINISTRATION RECOMMENDATION : Out-of-town expenses were reduced by $ 1 , 800 . $ 12 , 000 for a part time polygraph contract was not included in the recommended budget. This request was withdrawn by the Sheriff after the budget submission . All other line items are recommended as requested . BOARD ACTION : 200 SHERIFF PROFESSIONAL STANDARDS ( CONTINUED ) 1000 - 2112Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 0 . 218 0 . 205 Per Capita Net County Cost 0 $2 . 34 $2 . 65 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 201 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 $ 0 $ 432 , 830 $ 432 , 830 $ 432 , 830 Supplies 0 0 2 , 310 2 , 310 Purchased Services 0 0 49 ,200 49, 200 Fixed Charges 0 �p Capital 0 0 Gross County Cost $ 0 $ 432 , 830 $ 484 , 340 $ 484 , 340 Revenue 0 0 175 , 000 175 , 000 Net County Cost $ 0 $ 432 , 830 $ 309 , 340 $ 309 , 340 Budget Positions I 6 . 0 6. 0 6 . 0 SUMMARY OF CHANGES : In 2015 the Sheriff's Administration 's budget was divided into Administrative Patrol ( 21100) , Administrative Detention (21110 ), Professional Standards (21120 ), Civil (21130 ) and Support Services (21140 ). The biggest change is the moving of the vehicle and phone expenses specific to the processors to this unit from Patrol , increasing Purchased Services by $49 , 200 . The increase in Revenue of $ 175 , 000 is reflected as a decrease in Revenue from the Ad min n Patrol Budget to accurately reflect the source of revenue . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 202 SHERIFF CIVIL UNIT ( CONTINUED ) 1000 - 21130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 0 7 , 203 7 , 200 Concealed Weapon Permits Issued 0 3 , 504 3 , 500 Efficiency Measures FTE's per 10 , 000/capita 0 0 . 254 0 . 205 Per Capita Net County Cost 0 $2 . 54 $ 1 . 06 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 203 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 $ 0 $ 426 , 258 $ 426 , 258 $ 426 , 258 Supplies 0 251 , 844 438 , 632 413 , 465 Purchased Services 0 107 , 882 53 , 853 53 , 053 Fixed Charges 0 2 , 200 2 ,200 2 ,200 Capital 0 0 0 0 Gross County Cost $ 0 $ 788 , 184 $ 920 , 943 $ 894 , 976 Revenue 0 275 , 000 0 0 Net County Cost $ 0 $ 513 , 184 $ 920 , 943 $ 894 , 976 Budget Positions 0 7 . 0 7. 0 7 . 0 SUMMARY OF CHANGES : This budget unit was formerly part of both the Sheriffs Operations (21200 ) and North Jail (24410 ) budget units. In 2015 the Sheriff's Administration 's budget was divided into Administrative Patrol (21100) , Administrative Detention (21110 ), Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ). Supplies increased by $ 186 , 788 due to Uniforms being included here and not in Budget Unit 21100 . Uniforms actually decreased by over $20 , 000 due to the new uniforms approved in 2015 . There is an increase in Firearm Supplies and Small Equipment to cover replacement training weapons, non-lethal options, office equipment, radios, printers, Patrol Vehicle Equipment and Traffic Equipment that is becoming unsafe and outdated . The decrease in Purchased Services is mainly due to the reallocating of Postage ($ 10 , 000 to 21110 ) , Subscriptions ($23 , 000 to 21120 ) and Other Professional Services ($ 12 , 000 to 21100 ). The removal of Revenue from this category is reflected as an increase in Admin Detentions (21110 ). FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $9 , 314 , and out-of-town travel was reduced by $800 . Firearms supplies were reduced 10% or $ 15 , 853 . All other line items are recommended as requested . BOARD ACTION : 204 SHERIFF SUPPER SERVICES ( CONTINUED ) 1000 - 2114Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 0 . 247 0 . 240 Per Capita Net County Cost 0 $ 1 . 81 $3 . 06 GOALS/DESIRED OUTCOMESIKEY 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 Patrol - - 1000-21200 DEPARTMENT DESCRIPTION : Provides field response to reports of possible criminal activity or threat to general public safety , to include traffic safety enforcement, in unincorporated areas of county and within municipalities contracting for law enforcement service . Unit provides crime prevention information and strategy education , serves arrest warrants , transports prisoners , and conducts criminal investigations. Activities are frequently coordinated with municipal , other county, state , and federal law enforcement and regulatory agencies. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6 , 301 ,462 $ 5 , 191 , 627 $ 5 , 160 , 263 $ 5 , 160 , 263 Supplies 274 ,409 338 , 076 169 , 699 156 , 699 Purchased Services 1 , 171 ,217 1 , 679 , 115 1 , 642 ,475 1 , 570 , 941 Fixed Charges 2 , 917 870 0 0 Capital 0 0 0 0 Gross County Cost $ 7 , 750 , 005 $ 7 ,209 , 688 $ 6 , 972 , 437 $ 6 , 887 , 903 Revenue 90 ,435 206 , 540 366 , 040 366 , 040 Net County Cost $ 7 , 659 , 570 $ 7 , 003 , 148 $ 6 , 606 , 397 $ 6 , 521 , 863 Budgeted Positions 64 . 75 51 . 75 52 52 SUMMARY OF CHANGES : This budget unit was formerly the Sheriffs Operations budget (21200 ). In 2015 the Sheriff's Operations budget (21200 ) was divided into Sheriff's Patrol (21200 ) and Sheriffs Investigation Unit (21205 ). A request to increase the Desk Deputy to fulltime status results in an increase of $31 , 636 to Personnel Services . The overall decrease in Personnel Services of $31 , 364 is due to a decrease in budgeted overtime for Patrol . The decrease in Supplies is accounted for by the increase to Support Services (21140 ), specifically in small equipment and firearm supplies . Purchases Services reflects an increase of $52 , 040 . This is explained with increased costs associated with toxicology expenses, evidence contracts , and actual expenses averaged out over the last year. The increase in Revenue of $ 159 , 500 is the result of implementing a new target approach to traffic enforcement utilizing all deputies assigned to the Patrol Unit. FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $ 13 , 000 , and out-of-town travel was reduced by $5 ,409 . Vehicle expenses were reduced by $66 , 125 . $41 , 125 due to duplication of costs in the Civil unit when vehicles were transferred , and $25 , 000 for build out costs for two new vehicles that are associated with jail medical transports . The request for the two vehicles was withdrawn . All other line items are recommended as requested . BOARD ACTION : 206 SHERIFF ' S PATROL ( CONTINUED ) 1000 - 21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 739 752 760 Juvenile Arrest 45 53 55 Total Citations* 588 654 660 Dispatched Calls for Service 42 , 741 42 , 712 43 , 000 Efficiency Measures FTE's per 10 , 000/capita 2 . 35 1 . 83 1 . 78 Per capita net cost $27 . 81 $23 . 57 $22 . 34 GOALS/DESIRED OUTCOMES/KEY 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 Investigations Unit- - 1000-21205 DEPARTMENT DESCRIPTION : This unit is responsible to review reports of criminal activity documented by patrol deputies and determine if a criminal act was committed , attempt to identify and apprehend the person (s ) responsible and attempt to recover property that has been reported stolen . The investigations unit is available 2417 to respond to the scene of criminal activity . This unit responds to and investigates any major persons and property crimes ; this includes the collection and preservation of evidence , interviewing victims and potential suspects and people of interest, writing search and arrest warrants , preparing written reports , establishing probable cause , apprehending suspects and testifying in court . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 1 , 493 , 039 $ 1 , 556 , 039 $ 1 , 556 , 039 Supplies 0 0 42 , 500 38 , 500 Purchased Services 0 0 147 , 553 146 , 353 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 1 , 493 , 039 $ 1 , 746 , 092 $ 1 , 740 , 892 Revenue 0 0 0 0 Net County Cost $ 0 $ 1 , 493 , 039 $ 1 , 746 , 092 $ 1 , 740 , 892 Budgeted Positions 0 17 . 0 17 . 0 17 . 0 SUMMARY OF CHANGES : This budget unit was formerly part of the Sheriffs Operations budget ( 21200 ) . In 2015 the Sheriffs Operations budget (21200 ) budget was divided into Sheriffs Patrol (21200 ) and Sheriff's Investigation Unit (21205 ). The increase in Personnel Services of $63 , 000 is specific to overtime which was removed from Patrol ( 21200 ) . The Supplies increase reflects small equipment purchases to update recording equipment in the interrogation rooms, small purchases and updated software for investigative equipment totaling $42 , 500 . Purchased Services increasing by $ 147 , 553 reflects a decrease in Patrol (21200 ) expenses , mainly specific to vehicle expenses and investigative databases specific to investigations . FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $4 , 000 , and out-of-town travel was reduced by $ 1 , 200 . All other line items are recommended as requested . BOARD ACTION : 208 SHERIFF ' S INVESTIGATIONS UNIT ( CONTINUED ) 1000 - 21205 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See Patrol Unit for Work Outputs Efficiency Measures FTE' s per 10 , 000/capita 0 0 . 600 0 . 582 Per capita net cost 0 $5 . 27 $5 . 96 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 : 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 P ersonnel Services $ 2 , 080 , 477 $ 1 , 143 , 899 $ 1 , 143 , 899 $ 1 , 143 , 899 S upplies 44 , 845 6 , 500 6 , 500 6 , 500 Purchased Services 149 , 659 134 , 175 147 , 976 147 , 976 Contra 0 -70 , 764If 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 274 , 981 $ 1 , 213 , 810 $ 1 , 298 , 375 $ 1 , 298 , 375 Revenue 1 , 365 , 722 1 , 163 , 650 1 , 203 , 650 1 , 203 , 650 N et County Cost $ 909 ,259 $ 50 , 160 $ 94 , 725 $ 94 , 725 Budget Positions 19 . 5 12 . 5 12 . 5 12 . 5 SUMMARY OF CHANGES : This budget unit was formerly the Sheriffs Traffic Enforcement budget (21210 ). In 2015 the Sheriffs Traffic Enforcement Unit (21210 ) was combined with the Sheriffs Patrol Unit (21200 ) and Municipal Contract Enforcement (21220 ) became (21210 ) . Purchased Services increased $ 13 , 801 , which is due to increased vehicle expenses specific to the vehicles assigned to this unit. An increase in Revenue of $40 , 000 is due to implementing a strategic plan , assisting municipalities in the transition from contracted law enforcement services to creating their own Police Department . The Contra Account adjustment was removed because with the strategic plan , additional adjustments would become unnecessary . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 210 TRAFFIC AND MUNICIPAL CONTROL ( CONTINUED ) 1000 - 21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 198 205 213 Juvenile Arrest 50 54 60 Total Citations 566 586 610 Dispatched Calls for Service 8 ,487 8 , 784 9 , 092 Efficiency Measures FTE's per 10 , 000/capita . 708 .441 . 428 Per capita net cost $3 . 30 $0 . 18 $0 . 32 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 : 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 $ 165 , 184 $ 179 , 300 $ 179 , 300 $ 179 , 300 Supplies 3 , 094 4 , 700 4 ,200 4 ,200 Purchased Services 138 , 701 124 , 698 164 , 522 164 , 522 Fixed Charges - 85 , 000 -85 , 000 -85 , 000 -85 , 000 Capital Gross County Cost $ 221 , 979 $ 223 , 698 $ 263 , 022 $ 263 , 022 Revenue 52 0 p 0 Net County Cost $ 221 , 927 $ 223 , 698 $ 263 , 022 $ 263 , 022 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Supplies decreased by $500 for uniforms. Purchased Services increased $39 , 824 for the build out for a new vehicle . No other changes. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 212 ORDINANCE ENFORCEMENT ( CONTINUED ) 1000 - 21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2 ,404 2 , 200 2 ,250 Animals Transported to Shelter 485 475 480 Efficiency Measures FTE's per 10 , 000/capita 0 . 109 0 . 106 0 . 103 Per capita cost {county support} $0 . 81 $0 . 79 $0 . 90 Miles Driven per Call for Service 40 . 51 49 . 51 45 . 00 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 : 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 $ 226 , 937 $ 461 , 650 $ 461 , 650 $ 461 , 650 Supplies 25 , 909 18, 350 30 , 000 30 , 000 Purchased Services 32 ,281 80, 080 55 , 130 53 , 530 Fixed Charges 31 , 124 31 , 124 31 , 124 31 , 124 Capital 8 , 324 8 , 500 8 , 500 8 , 500 Gross County Cost $ 324 , 575 $ 599 , 704 $ 586 , 404 $ 584 , 804 Revenue 164 ,227 135 , 674 135 , 674 135 , 674 Net County Cost $ 160 , 348 $ 464 , 030 $ 450 , 730 $ 449 , 130 Budget Positions 2 . 0 4 . 0 4 . 0 4 . 0 SUMMARY OF CHANGES : With the budget restructuring in 2015 all positions associated with the crime lab are now included in this budget unit. An increase in Supplies of $ 11 , 650 for computer replacements, and a decrease in Purchased Services of $24 , 950 in repair and maintenance of equipment and professional services results in an overall net decrease of $ 13 , 300 to this budget unit. FINANCE/ADMINISTRATION RECOMMENDATION : Out-of-town travel was reduced by $ 1 , 600 . All other line items are recommended as requested . BOARD ACTION : 214 REGIONAL I ORENSIC LABORATORY ( CONTINUED ) 1000 - 2126Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases/items completed — drugs and arson 449/ 1 , 796 69912 , 796 699/2 , 796 computer forensics , latent prints, shoe and WCSO/GPD WCSO/GPD WCSO/GPD tire tracks , DNA only only only 769/3 , 076 1 , 251 /5 , 004 1 , 2115 , 004 all lab staff all lab staff all lab staff except CBI except CBI except CBI Court Testimony 5 24 24 appearances appearances appearances Efficiency Measures FTE's per 10 , 000/capita . 073 . 141 . 137 Per capita cost (county support) $0 . 58 $ 1 . 63 $ 1 . 54 Effectiveness Measures (desired results ) Quality Audit 6 16 18 Proficiency Testing (Test Run/Errors) 7/0 8/0 8/0 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 : 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 $ 117 , 931 $ 133 , 104 $ 133 , 103 $ 133 , 103 Supplies 6 , 345 1 ,400 1 , 600 1 , 600 Purchased Services 9 , 339 30 , 319 29 , 006 29 , 006 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 133 , 615 $ 164 , 823 $ 163 , 709 $ 163 , 709 Revenue 67 , 803 63 , 300 79 , 767 79 , 767 Net County Cost $ 65 , 812 $ 101 , 523 $ 83 , 942 $ 83 , 942 Budgeted Positions 2 . 0 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : This budget unit has an increase in Supplies of $200 for office supplies, and a decrease in Purchased Services of $ 1 , 313 in vehicle costs. There is an increase in Revenue of $ 16 , 467 as more municipalities benefiting from this service voluntarily contribute funds . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 216 VICTIM ADVOCATE SERVICES ( CONTINUED ) 1000 - 21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1 ,214 1 , 050 1 , 075 Victims served per 10 , 000/capita 44 . 10 37 . 04 36 . 82 Efficiency Measures FTE' s per 10 , 000/capita 0 . 073 0 . 071 0 . 068 Per capita cost (county support) $0 . 24 $0 . 36 $0 . 29 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : 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 $ 128 , 301 $ 221 , 967 $ 221 , 967 $ 221 ,967 Supplies 1 ,445 Purchased Services 0 0 70 , 250 70 , 250 Fixed Charges 70 ,248 0 0 0 Capital Gross County Cost $ 199 , 994 $ 221 , 967 $ 292 , 217 $ 292 , 217 Revenue 0 0 0 0 Net County Cost $ 199 , 994 $ 221 , 967 $ 292 , 217 $ 292 ,217 Budgeted Positions 1 . 0 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : The only change is the accounting for contracted support of the Task Force required as a part of participation ( $70 , 250 ). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Accounting change did not change overall county costs. BOARD ACTION : 218 MULTI - JURISDICTIONAL DRUG TASK FARCE ( CONTINUED ) 1000 - 2141Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs. Criminal Cases Opened 169 180 188 Drug Arrests 178 194 208 Search Warrants Executed 20 21 22 Cocaine Seizures { Pounds} 35 . 2 35 .2 42 . 4 Methamphetamine Seizures ( Pounds) 26 . 5 21 . 5 25 . 3 Marijuana Seizures { Pounds} 31 . 3 80 .4 93 . 4 Meth Lab Seized 0 0 0 Efficiency Measures FTE' s per 10 , 000/capita 0 . 036 0 . 071 0 . 068 Per capita cost {county support} $0 . 73 $0 . 78 $0 . 76 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 : Inmate Services - - 1000-24410 DEPARTMENT DESCRIPTION : This unit provides and oversees professional jail support services such as medical care , food preparation , and facility programming to meet statutory mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate classification staff and a part-time inmate chaplain who coordinates community volunteer services. The staff assesses inmate suicide risk, develop case management plans for inmates with special needs , and provide other programming to include Right to Read , trusty prisoner work and the coordination of community based services. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16 , 187 , 575 $ 1 , 139 ,286 $ 1 , 139 , 286 $ 1 , 139 ,286 Supplies 362 , 973 42 , 720 39 , 823 36 , 823 Purchased Services 3 , 920 923 4 , 125 , 741 4 , 569 , 871 4 , 569 , 871 Fixed Charges 3 ,414 Capital 30 , 807 8 , 950 0 0 Gross County Cost $ 20 , 505 , 692 $ 5 , 316 , 697 $ 5 , 748 , 980 $ 5 , 745 , 980 Revenue 1 , 127 , 159 4 , 500 4 , 500 4 , 500 Net County Cost $ 19 , 378 533 $ 5 , 312 197 $ 5 , 744 , 480 $ 5 , 741 ,480 Budgeted Positions 204 . 0 14 . 0 14 . 0 14 . 0 SUMMARY OF CHANCES : This budget unit was formerly part of the North Jail budget (24410 ). In 2015 the North Jail budget (24410 ) budget was divided into Inmate Services (24410 ) and Security Unit (24415 ) . Supplies decreased by $2 , 897 . The increase in Purchased Services of $444 , 130 is due to an increase in contracted medical services; $ 164 , 131 is related to a 5% CPI and $ 152 ,436 is related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed in a timely manner reducing liability. Increases and accounting for other contracted services , to include food services, up $58 , 579 , Inmate law library services of $34 , 945 and phones services of $ 12 , 000 make up the majority of the increase . FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $3 , 000 . A policy issue is the $ 152 , 436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . This addition to the medical contract is recommended and included in the 2016 budget. The proposal not only insures better care and screening for inmates coming into the facility, but can also be view as a risk management measure for the facility in light of growing litigation in this area nationwide . All other line items are recommended as requested . 220 SHERIFF INMATE SERVICES ( CONTINUED ) 1000 - 24410 BOARD ACTION : PERFORMANCE MEASURES : Included in Security Unit ( 1000-24415 ) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 221 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 12 , 696 , 008 $ 13 , 343 , 140 $ 13 , 343 , 140 Supplies 0 34 , 150 35 , 205 35 ,205 Purchased Services 0 26 , 000 59 , 705 58 , 005 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 12 , 756 , 158 $ 13 ,438 , 050 $ 13 , 436 , 350 Revenue 0 250 , 000 250 , 000 250 , 000 Net County Cost $ 0 $ 12 , 506 , 158 $ 13 , 188 , 050 $ 13 , 186 , 350 Budgeted Positions 0 155 . 0 163 . 0 163 . 0 SUMMARY OF CHANGES : In 2015 the North Jail budget (24410 ) budget was divided into Inmate services (24410 ) and Security Unit (24415 ). Personnel Services increased by $647 , 132 based on a request to increase staffing by 2 Sergeants and 6 Detention Deputy III 's. This is based on an ever increasing inmate population and the need to increase our facility capacity to 734 beds . Supplies increased by $ 1 , 055 and Purchased Services increased by $33 , 705 , made up of training and travel specific to the Security Unit, and an increase in equipment repairs and maintenance . FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $ 1 , 700 . All other line items are recommended as requested . BOARD ACTION : 222 SECURITY UNIT ( CONTINUED ) 1000 - 24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Secure Jail Population Daily 604 630 650 Avg . Work Release Clients Daily 169 185 185 Avg . Electronic Home Monitoring Daily 69 70 75 Total Offenders Under Supervision Daily 842 885 910 All Offenders Processed Into Facilities 12 , 219 12 , 567 12 , 944 Number of Offenders Transported to 20 , 219 20 , 623 21 , 035 Court Appearances New Correctional Officers Entering 48 50 50 Basic Training Efficiency Measures Detention Division FTE's per 8 . 79 7 . 34 7 .40 10 , 000 Capita Per capita net cost $78 . 19 $73 .43 $75 . 31 Avg . Medical Cost Per Inmate Daily $ 15 . 58 $ 14 . 27 $ 15 . 17 Avg . Food Cost Per Inmate Daily $3 . 30 $3 . 29 $3 .44 Secure Facility Occupancy Rate 88% 92% 88 . 5% 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 : 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 $ 1 , 928 , 553 $ 2 , 088 , 687 $ 2 , 088 , 687 $ 2 , 088 , 687 Supplies 33 , 120 18 , 890 24 , 774 21 , 774 Purchased Services 473 , 930 484 , 980 510 , 033 510 , 033 Fixed Charges 0 2 ,400 1 , 000 1 , 000 Capital 0 0 0 0 Gross County Cost $ 2 ,435 , 603 $ 2 , 594 , 957 $ 2 , 624 , 494 $ 2 , 621 , 494 Revenue 0 0 0 0 Net County Cost $ 2 ,435 , 603 $ 2 , 594 , 957 $ 2 , 624 , 494 $ 2 , 621 , 494 Budgeted Positions 22 . 0 24 . 0 24 . 0 24 . 0 SUMMARY OF CHANGES : This budget unit was formerly the Centennial Jail budget (24420 ). In 2015 the Centennial Jail budget (24420 ) budget was divided into Court and Transportation Services (24420 ) and Work Release (24425 ). An increase in Supplies of $5 , 884 is due to small equipment needed during transport. Purchased Services increased by $25 , 053 and is materially accounted for as follows : transportation increased by $ 10 , 000 , contracted services (contracted court security) increased by $9 , 541 , and Vehicle Expenses increased by $3 , 592 . FINANCE/ADMINISTRATION RECOMMENDATION : Small items of equipment were reduced by $3 , 000 . All other line items are recommended as requested . 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 . 224 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Work Release - - 1000-24425 DEPARTMENT DESCRIPTION : Section 18- 1 . 3- 106 , C . R. S . , allows for the operation of jail alternative programs to be used by the court in sentencing . This unit offers a cost effective alternative to secure custody for low risk offenders. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 136 , 836 $ 1 , 125 , 863 $ 1 , 125 , 863 $ 1 , 125 , 863 Supplies 34 , 172 27 , 560 27 , 690 27 , 690 Purchased Services 244 , 620 241 , 458 244 , 098 244 , 098 Fixed Charges Capital 0 0 0 0 Gross County Cost $ 1 , 415 , 628 $ 1 , 394 , 881 $ 1 , 397 , 651 $ 1 , 397 , 651 Revenue 964 , 325 964 , 350 964 , 350 964 , 350 Net County Cost $ 451 , 303 $ 430 , 531 $ 433 , 301 $ 433 , 301 Budgeted Positions 16 . 0 15 . 0 15 . 0 15 . 0 SUMMARY OF CHANGES : The Work Release Unit was part of the 24420 Centennial budget in 2014 . This unit was given a designated budget number 24425 in 2015 when the new administration took over. The Office/Booking Technician III assigned to Work Release was moved to the Administration Detention Unit budget. The duties of this position are the same as a Booking technician and supervision of this position is provided by a Detention Booking Supervisor. Supplies are up $ 130 for client supplies, and Purchased Services are up $2 , 640 for GPS high risk monitoring services. 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 . 225 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 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . PERFORMANCE MEASURES : See Security Unit budget for details . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 226 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 $ 4 , 707 , 985 $ 5 , 080 , 831 $ 5 , 147 , 968 $ 5 , 147 , 968 Supplies 107 , 275 27 , 225 29 , 505 29 , 505 Purchased Services 339 , 717 1 , 866 , 998 1 , 908 , 128 1 , 908 , 128 Fixed Charges 11 , 468 0 0 0 Contra Account 0 0 0 0 Capital 0 51 , 563 0 0 Gross County Cost $ 5 , 166 , 445 $ 7 , 026 , 617 $ 7 , 085 , 601 $ 7 , 085 , 601 Revenue 1 , 437 , 228 2 , 925 , 755 2 , 809 , 371 2 , 809 , 371 Net County Cost $ 3 , 729 , 217 $ 4 , 100 , 862 $ 4 ,276 , 230 $ 4 ,276 , 230 Budgeted Positions 61 61 62 62 SUMMARY OF CHANGES : Personnel Services include $86 , 080 for an additional position to do quality assurance for certification programs and professional standards. In addition due to the need to determine 2016 user agencies' charges in June the anticipated COLA for salaries and health insurance is included . The salary increases were offset by the reduction in planned overtime in the 2016 budget for the 12 hour shifts. By going to 8 hour shifts $ 132 , 376 in overtime was reduced . Supplies are up $2 ,280 for minor equipment supplies, like keyboard , mice , mats, chairs, etc. Purchase services are up $41 , 130 . The Public Safety IT chargeback amount is up $26, 690 , E911 texting contract is funded at $50 , 000 , various maintenance contracts are up some with offsetting reductions in training , and phone costs. Revenues are based upon the new user rate structure adopted by the Board on December 29 , 2014 , which will begin 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 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 2016 user will be charged $519 , 692 under the formula . E911 will pay $ 1 , 843 , 513 , and Banner will pay $372 , 190 . In addition there is revenue from tower rentals of $58 , 976 , and the Niwot tower maintenance of $ 15 , 000 for total revenue of $2, 809 , 371 . 227 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including the new quality assurance position ($86 , 080 ) . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 2014 2014 2015 E-911 Calls 114, 548 112, 000 120,275 Non-911 Calls 286 ,656 229 ,000 301 , 000 CAD Incidents for Law and Fire/Ambulance 391 ,460 321 ,000 411 , 000 EMD Calls 21 , 669 21 , 735 22, 752 Efficiency Measures FTE's per 10,000 per Capita 2 .23 2 . 15 2 . 12 Per Capita Cost - Operating Budget $ 13. 54 $ 14.47 $ 14. 34 EMD Call per FTE 431 452 367 CAD Incident per FTE 6, 500 6, 688 6, 629 228 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 Goal PS 'CRCC1 : To answer 90% of 9-1-1 calls during the average busy hour each day within 10 seconds. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 1 - 1 : Percentage of calls answered within 10 74. 04% 90% 90% Impro v e customer seconds service in the most critical components of emergency dispatch services. Goal PS WCRCC 2 : To answer 95 % of 9-1-1 calls during the average busy hour each day within 20 seconds. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED manic TED PERFORI'VI:ANCE INDICATOR(S) PS WCRCC ?- 1 : Percentage of calls answered within 20 95 . 63% 95% 95% Improve customer seconds service in the most critical components of emergency dispatch services. 229 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 7 , 870 0 0 0 Purchased Services 21 ,218 0 0 0 Fixed Charges 0 0 0 0 Capital 1 , 998 , 839 50 , 000 50 , 000 50 , 000 Gross County Cost $ 2 , 027 , 927 $ 50 , 000 $ 50 , 000 $ 50 , 000 Revenue 0 0 0 0 Net County Cost $ 2 , 027 , 927 $ 50 , 000 $ 50 , 000 $ 50 , 000 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 also . At the end of 2016 there will be a reserve of $2 , 850 , 000 in the Capital Expenditure Fund for communications equipment, and the E911 Authority will have a reserve of approximately $730 , 000 . For 2016 only $50 , 000 is budgeted for unanticipated Communications equipment for tower equipment or radios. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 230 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER : Criminal Justice Information System - - 1000-22400 DEPARTMENT DESCRIPTION : Provides a comprehensive , integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch , criminal records management, jail records management, and prosecution system . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 702 , 963 $ 766 , 111 $ 929 , 227 $ 929 , 227 Supplies 455 , 017 15 , 810 15 , 810 15 , 810 Purchased Services 719 , 477 546 , 009 505 , 802 505 , 802 Fixed Charges 54 , 411 0 0 0 Contra Account -31 , 124 -519 , 954 -546 , 644 -546 , 644 Capital 105 , 377 166 , 678 111 , 000 111 , 000 Gross County Cost $ 2 , 006 , 121 $ 974 , 654 $ 1 , O15 , 195 $ 1 , 015 , 195 Revenue 808 , 561 311 , 973 327 , 986 327 , 986 Net County Cost $ 1 , 197, 560 $ 662 , 681 $ 687 , 209 $ 687 , 209 Budgeted Positions 7 . 0 7 . 0 8 . 0 8 . 0 SUMMARY OF CHANGES : Personnel Services include $ 106 , 044 for an analyst position because of the installation of the new public safety IT system purchased in 2015 . In addition due to the need to determine 2016 City of Greeley records charges in June the anticipated COLA for salaries is included . Purchased Services are down $40 ,207 primarily in IT maintenance costs by $71 , 862 , offset with an increase of $36 , 073 in training due to training associated with the new public safety IT system . Other changes in accounts are minor. Capital includes $96 , 000 for MDT replacements and $ 15 , 000 for a redundant VM server for a total in capital of $ 111 , 000 . Revenue includes $327 , 986 for the 2016 City of Greeley records charges , which is 21 % of the Public Safety IT costs . 231 CRIMINAL JUSTICE INFORMATION ( CONTINUED ) 1000 - 22400 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , including $ 106 , 044 for an analyst position because of the installation of the new public safety IT system . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 2 , 455 2 , 506 2 , 577 Efficiency Measures FTE' S per 10 , 000/capita 0 . 254 0 .247 0 . 274 Per capita cost (county support) $4 . 35 $2 . 33 $2 . 35 Goal PS WCRCC 3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. DESIRED PRELIMINARY PERFORMANCE O UTCOMES 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 O UTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Resolve all service requests 90% monthly . 95% 100% 100% Improve customer service to public safety agencies. Goal PS WCRCC 5 : Implement a new public safety information system. DESIRED PRELIMINARY PERFORMANCE O UTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCCS - 1 : 2016-2017 Implementation 0% 10% 100% Implement a new public safety information system. 232 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : GENERAL SERVICES 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 $ 559 , 383 $ 607 ,265 $ 607 ,265 $ 607 ,265 Supplies 30 ,265 26 , 800 26 , 800 26 , 800 Purchased Services 304 , 041 282 ,200 283 , 700 283 , 700 Fixed Charges Capital 0 29 , 649 �0 0 Gross County Cost $ 893 , 689 $ 945 , 914 $ 917 , 765 $ 917 , 765 Revenue 335 500 500 500 Net County Cost $ 893 , 354 $ 945 ,414 $ 917 , 265 $ 917 , 265 Budgeted Positions 6 . 5 7 7 7 SUMMARY OF CHANGES : The Contract Services account has been increased $ 1 , 500 due to rate increases. The department is not requesting any equipment in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 233 CORONER ( CONTINUED ) 1000 - 23200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED, Work Outputs Total Number of cases 1 ,366 1 ,360 1 , 375 Number of scene investigations 490 500 525 Number of full autopsies 215 170 180 Efficiency Measures FTE ' s per 10 , 000/capita ita 0 .254 0 .246 0 . 239 Per capita cost (county support) $3. 24 $3. 33 $3. 14 Cost per autopsy (contractor) $925 $ 1 , 060 $ 1 , 060 Goal PS Cl : Continually adjust to meet readiness and service needs DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY End of 2015 PERF'ORINIANCE INDICATOR(S) PSC 1 - 1 : Investigative 100% of investigative reports are 91 % 97% 98% report cycle time submitted to the supervisor within 14 days of assignment. PSC 1 -2 : Autopsy 100% of autopsies are conducted 97% 98% 100% cycle time within 24 hours of the death/decision to autopsy PSC 1 -3 : Decedent 80% of decedent property is returned 96% 98% 100% property to family within 21 -days PPSC 1 -4 : Indigent Working with the Public Not 80% 100% Bodies Administrator and local Funeral monitored Homes to release indigent bodies from the Coroner' s possession within 60 days from the date of death PSC 1 -5 : Performance 100% of annual performance reports 70% 80% 100% Reports of employees submitted on time 234 CORONER ( CONTINUED ) 1000 - 23200 Goal PS C2 : Continually adjust to meet readiness and service needs DESIRED PRELIMINARY PERFOR-MANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE' INDICATOR(S) PS C2 - 1 : Maintain Continue to meet annually (or as Meetings Include the 100% positive working needed) with outlined agencies to completed addition of relationships with inquire about areas of satisfaction with FH, SO NCMC. local area funeral and/or improvement . In addition, add and GPD homes, GPD and SO NCMC to include their feedback. 100% Performance will be measured by meeting minutes PS C2-2: Conversion to Spillman . Not 80% 100%% Reduce/eliminate monitored task redundancy in computer case reporting PS C2-3 : Review and Date changes to the Strategic Plan Review On going update the scheduled for department Strategic June 2015 Plan in support of the Director's goal to the BOCC PS C2-3 : Monthly Continue to provide training and 65% 75 % 100% training or readiness readiness exercises to staff at monthly exercise meetings Performance will be measured by meeting minutes . PS C2-4 : Participate Statewide start date New item 50% 100 in the Colorado conversation to an electronic death registration format 235 CORONER ( CONTINUED ) 1000 - 23200 Goal FS C3 : Maintain highly qualified investigation staff prepared to meet the present and future needs of the department DESIRED PRELIMINARY PERFOR-MANCE OUTCOMES OBJECTIVE/KEY �' ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS C3- 1 : National Making sure every investigator is 100% 100% 100% certification for all nationally certified within first year of eligible investigators employment PS C3-2 : Meet 100% of investigators certified through 100% In progress 100% annual 16 Continuing testing Education hours for 2014 Goal the Coroner at was met and required by Colorado reported. to Coroner Standards CCSTB on and Training Board time. ( CRS 30- 10-601 . 8) PS C3 -3 : Meet the 5 - Investigator credentials renewed 2014 Goal In progress On going year 45 hours of was met and Continuing reported. to Education hours for ABMDI self and staff who qualify under ABMDI PS O.4 Meet the 4- Investigator credentials renewed 100% of In progress 100% year 64 hrs of eligible required Continuing investigators On going Education for self renewed and staff who qu al i fy under the Colorado Coroner's Association. PS C 3-5 : Develop a Annual Survey 100% Pending 100% staff that is fully Action absorbed by and Previous survey was reviewed and enthusiastic about evaluated . Leadership meeting was held, their work and who take positive action to further the organization ' s reputation and interests. 236 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 $ 556 , 716 $ 783 , 350 $ 783 , 350 $ 783 , 350 Supplies 8 , 637 17 , 000 17 , 000 17 , 000 Purchased Services 32 , 940 36 , 577 47 , 350 47 , 350 Gross County Cost $ 598 ,293 $ 836 , 927 $ 847 , 700 $ 847 , 700 Revenue 27 , 363 30 , 000 30 , 000 30 , 000 Net County Cost $ 570 , 930 $ 806 , 927 $ 817 , 700 $ 817 , 700 Budgeted Positions 7 . 5 9 . 5 9 . 5 9 . 5 SUMMARY OF CHANGES : The request is for increase to Professional Services from $ 19, 227 to original allocation of $30 , 000 ($ 10 , 773 ). Fund allows expenditure flexibility to purchase drug/alcohol testing and electronic monitoring services of certain defendants court-ordered to pretrial supervision as a condition of their bond . Funds defray costs to defendants to help meet court orders and avoid returning them to jail for cost avoidance . Improved performance by defendants is achieved to appear for court hearings and in overall providing better public safety. No other changes. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The requested increase restores the funding level to pre-2009 . The added funding significantly contributes to the success of certain clients, thus avoiding more costly incarceration in the county jail . Recommendation is cost effective . 237 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Pretrial Services Assessments 2 , 116 2 , 700 2 , 800 Defendants on Supervision (ADP ) 1 , 018 1 , 000 1 , 000 Efficiency Measures FTE 's per 10 , 000/capita .271 . 335 . 325 Per capita net cost $2 . 10 $2 .40 $2 . 51 Goal PS JSI : 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 DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES PS-3 JS-2 : Pretrial To use evidence based practices in 2, 116 2,700 2,800 Services. Assist defendant risk assessment for possible defendant risk defendant risk projected county and judicial pretrial release and supervision of assessments at assessments at defendant risk officials by defendants in the community; the jail & the jail & assessments at formulating release 1 ,018 1 ,000 the jail & recommendations defendants on defendants on 1 ,000 and providing supervision supervision defendants on supervision of supervision defendants that reasonably assure Estimated variable cost $433 ,890 (at $340,697 (at that those on avoidance/savings by helping manage 6 . 13 days of 4 . 9 days of $340,697 (at conditional release high expense of operating the jail; and release to PTS release to PTS 4 . 9 days of return to court and supervision) supervision) release to PTS do not engage in supervision) criminal activity pending their trial and/or sentencing.. 238 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 Goal PS JS2 : To assist the Criminal Justice Advisory Committee (CJAC) be a resource to local justice system policy makers to analyze, problem solve and create efficiencies to overall service delivery. Use this information to regularly update and maintain long-term resource and capital needs for Weld County. DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES P5-3 JS 3-'1 : Set meeting dates, agendas, take Six (6) Six (6) Six ( ) Provide professional meeting minutes and distribute to meetings meetings meetings staffing and members and the BOCC; maintain guidance to the CJAC bylaws CJAC; facilitate, and. advance the work of this committee. 239 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 $ 70 , 384 $ 72 , 538 $ 72 , 538 $ 72 , 538 Supplies 0 500 500 500 Purchased Services 78 500 500 500 Gross County Cost $ 70 ,462 $ 73 , 538 $ 73 , 538 $ 73 , 538 Revenue 16 , 605 14 , 000 14 , 000 14 , 000 Net County Cost $ 53 , 857 $ 59 , 538 $ 59 , 538 $ 59 , 538 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES : There are not any proposed changes in the Adult Diversion program for calendar year 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval , BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See District Attorney goals at the end of Budget Unit 1000- 15100 . 240 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 $ 54 , 736 $ 54 , 719 $ 56 , 985 $ 56 , 985 Supplies 1 , 887 3 , 000 3 , 000 3 , 000 Purchased Services 2 , 861 , 324 2 , 855 ,465 2 , 880 , 609 2 , 880 , 609 Fixed Charges 28 , 908 29 , 876 8 , 802 8 , 802 Capital 0 0 0 0 Gross County Cost $ 2 , 946 , 855 $ 2, 943 , 060 $ 2 , 949 , 396 $ 2 , 949 , 396 Revenue 2, 985 ,439 2 , 943 , 060 2 , 949 , 396 2 , 949 , 396 Net County Cost $ -38 , 584 $ 0 $ 0 $ 0 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES : Average daily residential & non-residential offender populations at the community corrections facility remain steady. State allocation for SFY 15/ 16 : $ 1 ,463 ,469 for Residential Diversion services, $754 , 842 for Residential Transition services, $308 , 099 for Residential Condition of Parole services , $67 , 307 for Non-Residential services, $ 105 , 000 for Correctional Treatment Support services , $46 , 215 for Residential Condition of Probation services, $95 , 064 for Facility Payment Funding to mitigate vendor staff turnover and promote evidence based programming and $ 109 , 400 for Corrections Board and administration . Lease amount to use the community corrections facility by vendor increased to $284 , 976 per year and is listed under Budget Unit # 1000-90100 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . No county costs for this program . BOARD ACTION : 241 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 IRT Placements : 236 250 250 Efficiency Measures FTE ' s per 10 , 000/capita 0 . 036 0 . 035 0 . 034 Goal PS JS3 : 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 157 residential 160 residential 160 residential Community alternative jail and prison (ADP) (ADP) (ADP) Corrections - incarceration for adult convicted Provide safe, offenders; community based 67 non 60 non 60 non correctional residential residential residential placement for Recidivism rates for offenders, eligible adult completing the Community 2% 2% 2% 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 opportunities & of educational and/or vocational 237 240 240 access to resources; programming. treatment and employment Receive, manage, and process all services, while community corrections funds from the $2,669,055 $2,943 ,059 $2,949,396 living in staff- State; secure correctional setting Cost avoidance/savings ratio of Community Corrections Programs to $ 1 ,736,577 $ 1 ,383 ,901 $ 1 ,377,564 County . 242 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 $ 906 , 020 $ 1 , 043 , 075 $ 1 , 043 , 075 $ 1 , 043 , 075 Supplies 94 ,495 30 , 500 40 , 000 40 , 000 Purchased Services 84 , 790 83 , 190 87 , 330 87 , 330 Fixed Charges 189 , 821 169 , 708 138,415 138 ,415 Capital 0 0 0 0 Gross County Cost $ 1 ,275 , 126 $ 1 , 326 , 473 $ 1 , 308 , 820 $ 1 , 308 , 820 Revenue 5 , 813 , 128 3 , 250 , 000 4 , 500 , 000 4 , 500 , 000 Net County Cost $ -4 , 538 , 002 $ - 1 , 923 , 527 $ -3 , 191 , 180 $ -3 , 191 , 180 Budgeted Positions 11 12 . 00 12 . 00 12 . 00 SUMMARY OF CHANGES : Supplies are up $9 , 500 with an increase in small items of equipment ( $ 1 , 500 ), computer software ($5 , 000 ), and operating supplies ($3 , 000 ). The added costs are primarily due to providing iPads and printers for the building inspectors, so they have mobile devices in the field . Purchased Services are up $4, 140 primarily due to phones and vehicle costs. Fixed costs dropped $31 ,293 for charge backs from Planning for administrative support due to staff duty restructuring . Revenues are up $ 1 , 250 , 000 due to the increased building activity and oil and gas well activity in the county. The revenue estimate for 2015 was understated . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The increases due to more activity are justified . The expenses for the mobile devices for the building inspectors are a very cost effective solution and add efficiencies to the function . With the restructuring of the Building Official function in June, 2015 , there is a vacant building inspection position in the department. It is recommended to fund the position in the 2016 budget, but freeze filling it until the need justifies it. BOARD ACTION : 243 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs N umber of inspections performed 23 , 052 22000 20500 Avg . # of inspections per building permit 17 . 66 20 19 N umber of Inspectors 5 6 6 N umber of inspections per inspector daily 18 . 5 20 19 N umber of Building Compliance violations 94 115 95 N umber of Building Complaints 63 80 70 N umber Compliance cases closed 72 60 60 N umber of miles driven by inspectors 135 , 000 140 , 000 140 , 000 N umber of inspectors performing Combination Residential Inspections 3 3 3 244 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 7: Ensure safe construction throughout unincorporated Weld County. DESIRED PRELIMINARY FEREORI'siANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED7- 1 : Attendance of each Plans 14 14 14 Conduct safe and Examiner/Building Inspector/Building quality plan Official/Tech at 2 ICC classes (7 staff) 100% 100% 100% reviews and inspections Maintenance of appropriate certifications 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 ACTUAL ESTIMATED PROJECTED PERFDRI IAN CE 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 Host/attend two Building Trades 2 2 Ensure routine Advisory meetings per year communication with builders and contractors Plans examiner present to the Building 4 4 4 Ensure inspectors Official any changes to code quarterly have more handouts in the field for a non- technical audience Provide "team training" in the field to 3 3 Consistent ensure consistency by inspectors inspections conducted in the field 245 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 9 : Maintain quality, professional and timely site inspections. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 9- 1 : Percentage of complete records 100% 100% 100% Maintain a record of permit expirations and inspections to ensure permits are current. Provide 24 hour Percentage of 24 hour turnaround 99 . 5 99 . 5 99. 5 turnaround time inspections(measured by complaints) for inspections. Ensure timeliness Maintain proficiency in Accella to ensure 90% 95 % 95% of entering information is updated and available inspections and appropriate follow- up . Provide plan Review plans in a timely manner current 100% 100% 100% review turnaround with policy time frame — measurable by within current complaints policy time frame. Return customers Measurable by number of complaints 100% 100% 100% call and questions annually within 24 hours . Maintain quality Measurable by annual complaints 100% 100% 100% customer service with existing staff levels 246 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 $ 375 ,433 $ 425 , 288 $425 , 288 $425 , 288 Supplies 78 , 168 77 , 200 76 , 200 76 , 200 Purchased Services 363 , 072 416 , 050 424 , 350 424 , 350 Fixed Charges 43 , 191 0 0 0 Capital 0 0 0 0 Gross County Cost $ 859 , 864 $ 918 , 538 $ 925 , 838 $ 925 , 838 Revenue 2 , 500 6 , 000 6 , 000 6 , 000 Net County Cost $ 857 , 364 $ 912 , 538 $ 919 , 838 $ 919 , 838 Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE 6 PT 7 PT 7 PT 7 PT SUMMARY OF CHANGES : Supplies decreased $ 1 , 000 as the Computer Software and Attachments line item was reduced $ 1 , 000 based on costs for Landowner Specialist Mapping maintenance fees . Purchased Services increased a total of $8 , 300 based on : Printing and Duplicating decreased $ 1 , 500 based on anticipated usage ; Vehicle Expense increased $ 10 , 000 based on historic figures ; Repair and Maintenance Other decreased $200 based on anticipated purchases in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 247 NOXIOUS WEEDS ( CONTINUED ) 1000 - 26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs All operations will meet established codes , polices, and procedures 100% 100% 100% Attendance at all safety meetings 95% 95% 95% Lane miles mowed annually 1 , 300 1 , 300 1 , 300 Efficiency Measures FTE ' s per 10 , 000/capita . 073 . 071 . 068 Per capita cost (county support) $3 . 11 $3 .22 $3 . 15 Goal TPW9 : Exceed expectations in implementing the Colorado Weed Management Act on County properties and in assisting landowners with compliance with the law through public education and assistance . DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW9- I. : 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. 248 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 $ 274 , 537 $ 275 , 265 $ 275 ,265 $ 275 , 265 Supplies 4 , 104 7 , 900 35 ,400 35 , 400 Purchased Services 26 , 729 44 , 945 46 , 765 46 , 765 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 304 ,275 $ 328 , 110 $ 357 ,430 $ 357 , 430 Revenue 23 , 000 38 , 000 38 , 000 38 , 000 Net County Cost $ 281 ,275 $ 290 , 110 $ 319 ,430 $ 319 , 430 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Changes to the OEM budget include increases to Purchased Services for the P . E .A. C . web based program for planning of chemical facilities located in the county. This web based program will allow subject matter experts to identify risks associated to chemicals stored at specific business around the county based on the types of chemicals stored and the interaction they may have if an incident occurs. Estimated cost is $9 , 500 . The cost is based on a review of all facilities and their risk . Mobile computing now provides the technological foundation to assist emergency managers in their responsibilities during an incident. Properly implemented mobile technology can decrease post-disaster response time . Yet mobile technology alone does not solve the challenges emergency managers face during and after an incident. What is required is a comprehensive , holistic approach to damage assessment and recovery . OEM is requesting $ 18 , 000 to purchase a mobile program that will help with this process. This is an online system and requires an estimated annual renewal of $3 , 500 . Additional increases in the budget are for costs associated with printing and duplication and phones. Printing of preparedness documents and framing of maps for the EOC . Costs for EOC phones have increased . Total additional costs are $500 for printing costs and $ 1 , 320 for phones. 249 OFFICE OF EMERGENCY MANAGEMENT ( CONTINUED ) 1000 - 26200 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The two computer applications are a cost effective way to manage the two functions discussed , Information Technology concurs with the recommendation to acquire the two applications. Other increases are justified . 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 18 Efficiency Measures FTE's per 10 , 000/capita 1 . 090 1 . 058 1 . 027 Per capita cost $ 1 . 02 $ 1 . 02 $ 1 . 09 Mission Statement: To support Weld County and its citizens in Preparedness, Prevention , Mitigation , Response , and Recovery using an All-Hazards approach , and to develop and sustain broad and sincere relationships among individuals and organization to encourage trust, advocate a team atmosphere , build consensus, and facilitate communication . ( Office of Emergency Management) o Goal PS OEM 1 : Prevention and Mitigation - Identify situations or conditions that have the potential of causing injury to people , damage to property and to the environment. (Office of Emergency Management) o Goal PS OEM 2 : Preparedness - To safeguard against terrorism , manmade and n atural disasters. It is focused on actions that protect citizens , residents, visitors, n etworks and critical assets in Weld County. (Office of Emergency Management) 250 OFFICE OF EMERGENCY M ( CONTINUED ) 1000 - 26200 o Goal PS OEM 3 : Response - The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred . It is focused on ensuring that the County is able to effectively respond to any threat or hazard , including those with cascading effects , with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs , restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. (Office of Emergency Management) o Goal PS OEM 4: Finance and Administration - Development of fiscal and administrative procedures to support the emergency management budget for staffing and daily operations. ( Office of Emergency Management) a Goal PS OEM 5: Program Management - Organization of local emergency management programs ; coordinating emergency preparedness , mitigation , response and recovery activities across multiple agencies and organizations . (Office of Emergency Management) o Goal PS OEM 6 : Planning - The collection , analysis and use of information and the development, promulgation , and maintenance of the organizational comprehensive emergency management plan , action plans and mitigation plans. (Office of Emergency Management) o Goal PS OEM 7 : Recovery -Recovery includes those capabilities necessary to assist communities affected by an incident in recovering effectively. It is focused on a timely restoration , strengthening , and revitalization of the infrastructure ; housing ; a sustainable economy ; and the health , social , cultural , historic , and environmental fabric of communities affected by a catastrophic incident. NOTE : OFFICE OF EMERGENCY MANAGAGEMENT HAS A COMPREHESIVE STRATEGIC PLAN AVAILABLE ONLINE AT: http ://www. co .weld . co . usiDepartments/OEM/index . html 251 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 ,297 , 076 $ 2 , 652 239 $ 2 , 865 329 $ 2 , 865 329 Supplies 108 , 265 300 , 000 179 , 500 179 , 500 Purchased Services 760 , 995 7 , 563 , 106 6 ,454 , 065 6 ,454 , 065 Capital 7 , 700 0 0 0 Contra -526 , 770 - 188 , 319 -209 , 213 -209 , 213 Gross County Cost $ 2 , 647 ,266 $ 10 , 327 , 026 $ 9 , 289 , 681 $ 9 ,289 , 681 Revenue 0 0 0 0 Net County Cost $ 2 , 647 266 $ 10 , 327 , 026 $9 ,289 , 681 $9 ,289 , 681 Budgeted Positions 24 26 28 28 SUMMARY OF CHANGES : Personnel Services increased $213 , 090 to fund a new Survey Tech II position ($82 , 819 ) and a Water Engineer position ( $ 130 , 271 ) approved mid-year. Supplies decreased a total of $ 120 , 500 based on the following : Small Items of Equipment increased $50 , 000 to fund a R-Value Machine , which will replace outdated materials testing procedures ; Computer Software and Attachments decreased $ 139 , 000 as computer services are not being charged back to Engineering ; Road Construction Supplies decreased $31 , 500 based on anticipated needs in 2016 . Purchased Services decreased a total of $ 1 , 109, 041 based on the following : Memberships and Registrations increased $ 1 , 000 based on anticipated fees ; Other Purchased Services were added in the amount of $ 13 , 800 to fund M54 Administration costs , equipment, and stormwater discharge permits; Engineering and Architectural decreased $40 , 000 based on capital improvement projects; Other Professional Services increased $293 , 359 for geotechnical services on the WCR 49 project; Vehicle and Maintenance Equipment increased $ 15 , 800 in order to replace trimble surveying equipment; Travel and Meetings increased $2 , 000 based on historic figures and anticipated needs for 2016 ; Training increased $5 , 000 based on historic figures and anticipated training needs; Strategic Roads decreased $ 1 ,400 , 000 based on capital improvement projects for 2016 ; Contra Account increased $20 , 894 to fund the charge-back to the Planning Department. 252 GENERAL ENGINEERING ( CONTINUED ) 1000 - 31100 FINANCE/ADMINISTRATION RECOMMENDATION : The additional Survey Tech II is justified to keep pace with the projects anticipated in 2016 . The Board approved a full time in- house Water Engineer in June . Bringing the water engineering in-house will reduce costs and allow the county to gain more control of the work. The other line item changes are justified based upon the projects for 2016 and upgrading of equipment and training . Major change is not having the significant WCR 49 costs in this budget for engineering and design in 2016 . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of designs completed 4 11 9 N umber of construction projects completed 6 6* 6 Number of land use case reviews 500 150 150 Access Permit 460 460 460 Right-of-Way Permits 560 560 560 S pecial Transport Permits 1 , 500 1 , 500 1 , 500 N umbers do not include flood projects . Goal TPWS: Exceed expectations in the development, design, inspection, testing, planning, and review of all phases of County road and bridge engineering services for both in-house and contracted projects. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW8- 1 : Plans will be not require changes after 100% 100% 100% Develop accurate project goes to construction 95°,x© of the Capital Improvement time Plans TPW8-2: Construction tests will not require 100% 100% 1005 Perform accurate repeat tests or re-calculations 95% of construction testing the time TPW8-3 : Improvement agreements will be error 100% 1005 100% Present accurate free when presented to the BOCC 98% improvement of the time agreements 253 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 $ 51 ,244 $ 52 ,351 $ 52 , 351 $ 52 , 351 Supplies 2 , 313 3 ,200 3 ,200 3 , 200 Purchased Services 29 , 598 22 , 500 20 ,200 20 , 200 Fixed Charges 1 , 522 0 0 0 Capital 0 0 0 0 Gross County Cost $ 84 , 677 $ 78 , 051 $ 75 , 751 $ 75 , 751 Revenue 3 , 032 2 , 000 3 , 000 3 , 000 Net County Cost $ 81 , 645 $ 76 , 051 $ 72 , 751 $ 72 , 751 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : Purchased Services have decreased $2 , 300 due to a reduction in the electricity line item by $3 , 000 , and vehicle maintenance by $ 1 , 000 . The reductions were offset by increases in phones ($ 100 ), trash ($000 ), and equipment rental ($ 1 , 000 ). Revenues are budgeted at $3 , 000 , up $ 1 , 000, due to fee changes approved mid-year. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . If discussions with the City of Greeley taking over the management of the park for a Poudre Trail parking and trailhead materialize this budget could change prior to the final budget completion . BOARD ACTION : 254 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 . 036 0 . 035 0 . 034 Per capita cost (county support) $0 .296 $0 .268 $0 .249 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Building and Grounds Budget Unit ( 1000- 17200 ). 255 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 29 , 000 29 , 000 29 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 000 $ 29 , 000 $ 29 , 000 $ 29 , 000 Revenue 0 0 0 0 Net County Cost $ 29 , 000 $ 29 , 000 $ 29 , 000 $ 29 , 000 Budgeted Positions SUMMARY OF CHANGES : Budget includes $29 , 000 for the joint maintenance and administration of the Poudre River Trail with Windsor and Greeley. This represents $ 18 , 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 actually does the maintenance and administration through its Parks Department. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . This budget unit consolidates all spending on trail maintenance and development, as well as any new park development. Recommend the $29 , 000 for maintenance of the Poudre River Trail . No other projects have been requested for 2016 . BOARD ACTION : 256 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 nIa n/a 4 n!a nla SUMMARY OF CHANGES : The airport board has adopted the policy that they will be self sufficient and will no longer request funding for local grant matches for capital FAA projects. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 257 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 14 , 250 19 , 000 19 , 000 19 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 14 ,250 $ 19 , 000 $ 19 , 000 $ 19 , 000 Revenue 0 0 0 0 Net County Cost $ 14 ,250 $ 19 , 000 $ 19 , 000 $ 19 , 000 Budgeted Positions nIa nIa nIa n/a SUMMARY OF CHANGES : Recommended budget of $ 19 , 000 is the same as 2015 . The funds will be equally divided among the nineteen ( 19 ) senior centers throughout Weld County resulting in $ 1 , 000 per site . Each site determines how the money can best be spent to benefit their senior program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 258 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 , 141 10 , 000 10 , 000 10 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9 , 141 $ 10 , 000 $ 10 , 000 $ 10 , 000 Revenue 0 0 0 0 Net County Cost $ 9 , 141 $ 10 , 000 $ 10 , 000 $ 10 , 000 Budgeted Positions n/a n/a n/a nIa SUMMARY OF CHANGES : This budget is the same as 2015 , and includes dues for the North Front Range Water Quality Planning Organization ( NFRWQPO) {$9 , 000} and membership for the Big Thompson Watershed Forum ($ 1 , 000 ) . Membership for the Little Dry Creek Watershed Group ($6 , 000 ) is included in the Budget Unit account 1000-96600-6340 budget, since it involves drainage issues and not water quality. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend continued membership in NFRWQPO and Big Thompson Watershed Forum . BOARD ACTION : 259 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 39 ,206 38 ,225 38 , 225 38 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 39 , 206 $ 38 , 225 $ 38 , 225 $ 38 , 225 Revenue 0 0 0 0 Net County Cost $ 39 ,206 $ 38 , 225 $ 38 ,225 $ 38 ,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Envision has requested the same amount granted in 2015 , which is $38 , 225. No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 260 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 . 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 172 , 548 203 , 225 203 , 225 203 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 172 , 548 $ 203 , 225 $ 203 , 225 $ 203 ,225 Revenue 0 0 0 0 Net County Cost $ 172 , 548 $ 203 , 225 $ 203 , 225 $ 203 , 225 Budgeted Positions n/a n/a n/a nla SUMMARY OF CHANGES : NRBH is requesting $ 108 , 225 for the base amount funded historically. NRBH is also requesting the continuation of the $20 , 000 funded since 2013 for the Suicide Education and Support Services ( SESS ). SESS ' primary mission is to address the suicide rate in Weld County . The NRBH request is the same as 2015 . $75 , 000 is included for the Weld County Problem Solving Courts program to treat clients in the DUI Court, Family Treatment Court, and Drug Court. The court has asked that up to $7 , 500 of the $75 , 000 be dedicated towards gap funding of professional training . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the NRBH base amount of $ 108 , 225 , the $20 , 000 for SESS , and the $75 , 000 for Weld County Problem Solving Courts. This is the same funding level as 2015 . Use of up to $7 , 500 of the $75 , 000 by the Weld County Problem Solving Courts towards gap funding of professional training is a Board policy issue . BOARD ACTION : 261 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 11 , 913 0 0 0 Fixed Charges 0 0 0 0 Contra Account - 3 , 971 0 0 0 Gross County Cost $ 7 , 942 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 7 , 942 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a nIa 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 2016 , since the usage justifies Social Services paying 100% . BOARD ACTION : 262 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Retirement Transfer - - 1000-56160 DEPARTMENT DESCRIPTION : Central budget unit for the transfer of administrative costs for Weld County Retirement Plan . RESOURCES ACTUAL LAST 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 10 , 000 , 000 25 , 000 , 000 0 0 Capital 0 0 0 0 Gross County Cost $ 10 , 000 , 000 $ 25 , 000 , 000 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 10 , 000 , 000 $ 25 , 000 , 000 $ 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 , it is anticipated that the Weld County Retirement Plan will be 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 2016 budget. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 263 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 n/a n/a n/a nIa 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 . 264 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 3 , 874 ,463 4 , 320 ,296 4 , 537 , 102 4 , 537 , 102 Capital 0 0 0 0 Gross County Cost $ 3 , 874 , 463 $ 4 , 320 , 296 $ 4 , 537 , 102 $ 4 , 537 , 102 Revenue 0 0 0 0 Net County Cost $ 3 , 874 ,463 $ 4 , 320 ,296 $ 4 , 537 , 102 $ 4 , 537 , 102 Budgeted Positions n/a n/a n/a nIa SUMMARY OF CHANGES : See Health Fund for details. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health Fund . 265 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1 , 834 , 353 155 , 000 175 , 000 155 , 000 Gross County Cost $ 1 , 834 , 353 $ 155 , 000 $ 175 , 000 $ 1 55 , 000 Revenue 1 , 273 , 549 0 0 0 Net County Cost $ 560 , 804 $ 155 , 000 $ 175 , 000 $ 155 , 000 Budgeted Positions nla n!a n/a nla SUMMARY OF CHANGES : Upstate Colorado requested $ 100 , 000 , which is up $ 10 , 000 from the 2015 level of $90, 000 . The $ 100 , 000 would return Upstate Colorado to their 2009 funding level . East Colorado Small Business Development Center ( new name ) requested $65 , 000 , plus $ 10 , 000 for the UNCBiz Hub Incubator. FINANCE/ADMINISTRATION RECOMMENDATION : It is recommended that SBDC be funded at $65 , 000 for 2016 . Funding at this level will allow SBDC to retain the same staffing level approved for funding by the Board for 2015 . SBDC opened the UNC BizHub Collaborative in January , 2015 . The Collaborative offers another level of services above and beyond those offered by the SBDC . For 2016 , the estimate would be that SBDC would service 350 clients , and provide at least 12 educational seminars. Funding for SBDC has grown from $7, 300 in 2011 , $35 , 000 in 2012 , and $45 , 000 in 2013 , $65 , 000 in 2014 and $65 , 000 in 2015 . Funding the additional $ 10 , 000 for the UNCBiz Hub Incubator is a policy issue regarding expansion of service level for the Board . The recommended budget includes $90 , 000 for Upstate Colorado . It is a policy issue for the Board to determine if they want to fund Upstate Colorado at the requested level of $ 100 , 000 , which is the funding level prior to 2009 . In light of the fact that nearly two-thirds of the property tax base of Weld County is derived from the energy industry it is critical long term for the county to increase the diversification of the local property tax base , and the primary► job employment base to have a long term sustainable local economy. Upstate Colorado and SBDC are the two primary agencies for promoting economic development in Weld Colorado . The added resources will allow for the proper marketing of Weld County and all the opportunities that exist for business to be successful in Weld County. 266 ECONOMIC DEVELOPMENT ( CONTINUED ) 1000 - 60200 BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See County' s overall Economic Development goals in the Strategic Plan Section of the Budget Message . 267 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 a 0 0 a 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 nla nIa 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 : Approved as recommended . 268 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- 269 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 ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 90 , 802 73 , 000 73 , 000 73 , 000 Purchased Services 479 , 290 414 , 362 443 , 602 443 , 602 Fixed Charges 63 , 863 123 , 173 93 , 933 93 , 933 Gross County Cost $ 633 , 955 $ 610 , 535 $ 610 , 535 $ 610 , 535 Revenue 84 , 410 , 431 109 , 182 ,473 87 , 118 , 153 87 , 118 , 153 Net County Cost $ - 83 , 776 ,476 $- 108 , 571 , 938 $ - 86 , 507 , 618 $ - 86 , 507 , 618 SUMMARY OF CHANGES : The expense side of this budget is unchanged from 2015 . Line item amounts have been adjusted to reflect recent expenditure patterns . Memberships are up for DRCOG ($ 12 , 700 ), medical services have been transferred to Other Professional Services ($20 , 400 ), and GovDeliver is funded at $7 , 500 . Training has been decreased to $40 , 000 , and the miscellaneous line item for unexpected items is down $ 19 , 240 at $37 , 933 . Revenues are down $22 , 064 , 320 over the current year. Property taxes are budgeted at $ 105 , 303 , 621 with a personal property tax adjustment of ($9 , 754 , 029 ) and $ 15 , 000 , 000 tax credit for the Brighter Future Weld County Scholarship Fund for a net of $80 , 549 , 592 down $22 ,212 , 922 . Revenue from interest earnings are up $300 , 000 at $ 1 ,400 , 000 for 2016 , as interest rates are projected to move up during the course of the year. Tobacco tax revenues are up $ 10 , 000 since the state is sharing back a larger portion of the tax with local governments . Rents from Buildings total $483, 610 from Social Services ( $ 166, 234 ), PS Trophy ($ 16 , 800 ), Community Corrections Building ($284 , 976 ) and ambulance station ($ 15 , 600 ) . Recovery of indirect costs is $3 , 824 , 108 and revenues from Urban Renewal Authorities ( URA) are budgeted at $348 , 936 for Brighton URA and $ 118 , 327 for South Firestone URA. Other smaller revenues are stable with little change . Total revenues are $87 , 117 , 353 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : BOARD ACTION : 270 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 $ o $ 0 Budgeted Positions nra nla nla nfa 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 : 271 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 63 , 331 68 , 831 109 ,237 35 , 737 Gross County Cost $ 63 , 331 $ 68 , 831 $ 109 , 237 $ 35 , 737 Revenue 0 0 0 0 Net County Cost $ 63 , 331 $ 68 , 831 $ 109 ,237 $ 35 , 737 Budgeted Positions nla nla n!a n!a 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 RSVP 5 , 500 10 , 500 0 0 211 Information and Referral 25 , 000 65 , 000 25 , 000 0 Youth and Family Connection 27 , 594 0 0 0 Catholic Charities 0 0 0 0 Greeley Transitional House 0 0 0 0 A Woman 's Place 0 8 , 000 0 0 Rotary — Poudre Learning Center 0 15 , 000 0 0 1451 Collaboration Management 0 0 0 0 Audio Information Network 5 , 737 5 , 737 5 , 737 0 Total $68,831 $ 109,237 $35, 737 LA 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 2015 . Recommend approval . RSVP has requested $ 10 , 500 for 2016 . Board funded the $5 , 500 request on a one-time basis in 2015 . 2016 funds would be used for volunteer mileage , and recognition . Policy issue for the Board . 272 COMMUNITY AGENCY G ( CONTINUED ) 1000 - 90150 FINANCE/ADMINISTRATION RECOMMENDATION ( Continued ) : 211 Information and Referral program has requested $65 , 000 for the 211 information and referral system operated by United Way. This is an increase of $40 , 000 over the 2015 funding level of $25 , 000 . The additional funds are for a one time request to build 211 capacity with $35 , 000 to move the database to a taxonomy structure , and $5 , 000 for computer hardware upgrade . The recommended budget includes current level funding of $25 , 000 . The additional $40 , 000 request is a policy issue for the Board . 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 2015 . Recommend approval . Youth and Family Connections (YFC ) in 2015 YFC was funded $93 , 969 to cover the three year period of 2016-2018 for Weld County' s share of law enforcement support. Therefore , no additional requests for funding will be made until 2019 . Collaborative Management Program (formerly the Interagency Oversight Group ) was funded $ 108 , 000 to cover the three year period of 2016-2018 for Weld County's share of the 1451 Collaborative Management Program . Therefore , no additional requests for funding will be made until 2019 . Homeless Shelters have not been funded in the past by General Fund dollars . Catholic Charities and Greeley Transitional House did not request General Fund monies for 2016 . A Woman 's Place requested $8 , 000 for in 2016 . Human Services has been doing a $20 , 000 program with a voucher process through CSBG for the shelters . The shelters want to have funds in grant form , not voucher form . The shelters also want to be funded by General Fund dollars, because of the uncertainty of CSBG dollars. The recommended 2016 budget does not include General Fund dollars for the homeless 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 . Rotary-Poudre Learning Center ( PLC) has request $ 15 , 000 to construct a business plan , and marketing plan for the expansion of the PLC to encourage private funding . This is a one-time request. The county has never funded organizations to do business and marketing plans. It would seem that the Rotary Clubs in the area comprised of business and community leaders would have the expertise through volunteer resources to put together a business and marketing plan for this project without county funding . Not included in the recommended budget. However, it is suggest the group seek funding through the State Department of Health from the Noble pollution fine dollars for the actual capital improvements associated with the project. BOARD ACTION : 273 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : Treasurer BUDGET UNIT TITLE AND NUMBER: Bright Futures Weld County - 1000-90160 DEPARTMENT DESCRIPTION : This budget unit administers the Brighter Weld 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 $ 0 $ 0 $ 95 , 940 $ 95 , 940 Supplies 0 0 10 , 000 10 , 000 Purchased Services Q 0 10 , 000 1 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 115 , 940 $ 115 , 940 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 115 , 940 $ 115 , 940 Budgeted Positions 0 0 2 2 SUMMARY OF CHANGES : Bright Futures Weld County Program administration initial budget request. Program includes two position . One clerical and one public relations/administration position . Supplies and services are an estimate for the first year until some experience is gained with the program . $ 10 , 000 , 000 in property tax incentive credits are budgeted and will be placed in a trust fund . Donation for this program will be placed in a separate trust fund to pay the student grants . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 274 BRIGHTER WELD ( CONTINUED ) 1000 - 9016Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 0 0 1 , 000 Investments 0 0 $ 10M Efficiency, Measures FTE's per 10 ,000/capita 0 0 0. 685 Per capita expenditure $0 $0 $0 .40 Work Outputs 275 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : EXTENSION SERVCES 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 $ 179 , 425 $ 194 , 004 $ 194 , 004 $ 194 , 004 Supplies 110 , 503 98 , 107 102 , 107 102 , 107 Purchased Services 26 , 509 44 , 400 44 ,400 44 , 400 Fixed Charges 908 0 0 0 Capital 0 0 0 0 Gross County Cost $ 317 , 345 $ 336 , 511 $ 340 , 511 $ 340 , 511 Revenue 0 0 0 0 Net County Cost $ 317 , 345 $ 336 , 511 $ 340 , 511 $ 340 , 511 Budgeted Positions 10 . 375 10 . 25 12 . 50 12 . 50 SUMMARY OF CHANGES : The 2016 budget reflects a shift of the Contract Labor expense from Supplies to Personnel Services ($88 , 807 in 2015 budget) . Also , Contract Labor was increased $4000 to a total of $92 , 807, with the additional money in support of two half-time AmeriCorps volunteers that will work under a grant secured by CSU Extension . The bulk of the expenses for this program are covered by CSU and the grant (a total of $ 13 , 300/FTE ). The AmeriCorps volunteers will provide 900 hours of 4- H after-school programming at two locations in Weld County. When added to current staff, these two . 5FTE positions raise budgeted positions to 12 . 50 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 276 EXTENSION SERVICES ( CONTINUED ) 1000 - 96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4-H enrollment 1 , 200 1 ,200 1 , 200 2 , 831 2 , 900 3 , 000 Efficiency Measures FTE's per 10 , 000/capita . 368 . 362 . 000 Per capita cost {county support) $ 1 . 15 $ 1 . 19 $ 1 . 16 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. 277 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 $ 69 , 388 $ 73 , 119 $ 73 , 119 $ 73 , 119 Supplies 23 , 122 20 , 000 20 , 000 20 , 000 Purchased Services 40 , 995 40 , 995 40 , 995 40 , 995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 133 , 505 $ 134 , 114 $ 134 , 114 $ 134 , 114 Revenue 0 0 0 0 Net County Cost $ 133 , 505 $ 134 , 114 $ 134 , 114 $ 134 , 114 Budgeted Positions J 1 . 00 1 . 25 1 .25 1 .25 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered (2013 totals) 7 , 454 7 , 500 7 , 600 Exhibitors registered 1 , 568 2 , 000 1 , 800 Attendees 36 ,405 36 , 000 37 , 000 Efficiency Measures Per capita cost {county support) $0 .485 $0 . 473 $0 .459 278 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 $ 65 ,452 $ 74 , 270 $ 106 , 505 $ 106 , 505 Supplies 2 , 899 1 , 500 1 , 500 1 , 500 Purchased Services 6 , 077 7 , 850 7 , 850 7 , 850 Gross County Cost $ 74 ,428 $ 83, 620 $ 115 , 855 $ 115 , 855 Revenue 3 , 600 2 , 400 16 , 640 16 , 640 Net County Cost $ 70 , 828 $ 81 , 220 $ 99 ,215 $ 99 ,215 Budgeted Positions 1 1 . 5 2 . 0 2 . 0 SUMMARY OF CHANGES : Personnel Services are up $32 , 235 to move a part-time Office Tech II to full time to deal with the call volume coming into the office (average 380 calls/month ) due to aging Vietnam veterans and the Iraq and Afghanistan veterans . Other expenditures totals are the same . Revenues are up $ 14 ,240 due to the state increasing the reimbursement rate for the Veteran Service Officer from $200/month to $8 . 00/hour times 2080 hours for a total of $ 16 , 640 . This is the first increase in years from the state . Net county costs are up $ 17 , 995 . FINANCE/ADMINISTRATION RECOMMENDATION : . Recommend approval due to service level demand resulting from additional veterans seeking services . BOARD ACTION : ACTUAL ESTIMATED PROJECTED Work Outputs Active files 700 800 1 , 100 Office visits 2 , 500 4 , 500 4 , 560 Efficiency Measures FTE 's per 10 , 000/capita 0 . 055 0 . 053 0 . 068 Per capita cost (county support $0 .296 $0 . 286 $0 . 340 279 VETERANS S ( CONTINUED ) 1000 - 96400 Goal HHS6-'1 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and Non-Service Pension claims DESIRED PRELIMINARY PERFORMAN CE 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 MIS6-2 : 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 MIS6-3 : Provide education assistance and burial and survivor benefits for veterans and dependents services DESIRED PRELIMINARY PERFORMANCE OUTCOMESOBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Veteran and/or Obtain and submit appropriate credentials 100% 100% 100% dependents received to support entitlement applications education, burial and survivor benefits they are entitled 280 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 29 , 176 112 , 319 117 ,490 117 ,490 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 176 $ 112 , 319 $ 117 ,490 $ 117 ,490 Revenue 0 0 0 0 Net County Cost $ 29 , 176 $ 112 , 319 $ 117 ,490 $ 117 ,490 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : The Event Center' s proposed budget for 2016 is $422 ,298 , which is an increase from the 2015 budget of $44 , 335 or 11 . 7 percent. Revenue from rents and facility use fees for 2016 will increase $ 10 ,409 to $ 187 , 305 . The County payment for the Event Center is proposed to be $ 117 ,490 , which is an increase of $5 , 171 from the 2015 payment of $ 112 , 319 or 4 . 6 percent. The increase is in salaries and benefits. The workload is increasing from getting more and more requests from Extension and 4-H for use of the facility. Utilities are up $ 12 , 006 . 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 . Tom Welch , Island Grove Facilities Manager, has been good about only using part time labor and overtime when it is truly needed . The City of Greeley will also contribute $ 117 ,490 for 2016 , 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 : . 281 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 2 , 910 , 573 2 , 637 , 793 3 , 234 , 324 3 , 214 , 324 Fixed Charges 389 , 639 696 , 694 333 , 149 333 , 149 Capital 0 0 0 0 Gross County Cost $ 3 , 300 , 212 $ 3 , 334 , 487 $ 3 , 567 , 473 $ 3 , 547 , 473 Revenue 0 0 0 0 Net County Cost $ 3 , 300 ,212 $ 3 , 334 , 487 $ 3 , 567 ,473 $ 3 , 547 ,473 Budgeted Positions n/a nia n/a n/a SUMMARY OF CHANGES : This budget consolidates the funding of costs associated with the management of county property assets and leases. The budget includes $6 , 000 for the assessment for the Little Dry Creek Watershed Group . $40 , 000 for engineering for water rights on two gravel pits ( Hoekstra , and Fiscus ), and $28 , 949 for water right assessments owned by the county. $304 , 200 is funded for the leases of county assets. $3 , 168 , 324 is funded for depreciation of county assets . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 282 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 , 687 , 868 $ 1 , 687 , 868 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 , 687 , 868 $ 1 , 687 , 868 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1 , 687 , 868 $ 1 , 687 , 868 Budgeted Positions n/a n/a nIa n!a SUMMARY OF CHANGES : Budget reflects no increase in health insurance costs. 2016 salary increases are a policy issue for the Board , but there are funds for step increases due employees in 2016 and a 3 . 0 percent contingency salary amount included in this budget. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION : Salary adjustment amount is a Board policy issue . BOARD ACTION : . 283 � ,A 12‘ N 284 PUBLIC WORKS Revenue changes $70,000,000 s Q In CO in 4,4 $60,000,000 a a a O 02015 ai rc $50,000,000 • 2016 $40,000,000 $30,000,000 a Q {C) 0 O a Li p G:s M I C1 $20,000,000 0 c:5- 4 VT a 1Q../ $10,000,000 a 5 N. 0 Q. s r s q a I is i0 (N p 0 64 to If) la te $0 e (4,:\ c, 4 €1 t e ca czps s\ ib, .# el e z e CP e \\ xeis -' 2015 Revenue Total $ 122 , 152 , 360 (2015 $ 132 , 948 , 000) Other Taxes $9, 000 ,000 Severance Tax 7% Federal/State $2 ,500, 000 $ 17 ,827, 360 2% 15% Fund Balance ----- --- $47, 000 ,000/---- -- - 47, 000 ,000,, _ r 38% Miscellaneous Thsi\Ist:----____ - $ 18, 925, 000 ______� 16% Licenses/Permits Highway Users Fee $500, 000 $9, 900 ,000 0% Property Taxes 8% $ 16, 500 ,000 14% 285 PUBLIC WORKS 2016EXPENDITURES Total $96 , 184 , 933 Municipalities Motorgrader $2, 123,594 2% Bridge Constructi . $7, 767,683 8% Pavement $5,772,038 6c% Mangement $7,329,802 8% Maintenance Support $ 1 ,852, 360 / 2% -_ _.. f m!L ., _ -_ Trucking $4,983,743 _.: _ ___ =- _= Mining $5, ,289 5% Public Works Adminstration $60,262,236 63% $968, 196 1 % op $70,000,000 cN c csi cc N Ch in r r ,VI $60,000,000 r (N LU $50,000,000 02015 $40,000,000 02016 _ $30,000,000 $20,000,000 co c co co co ooco co co co r t rNzt it C? CO 0) CO co r CO 01 1 -ct Is- LCJ CO LO LO $10,000,000 r•. L[? c.o r` r,; N- N. cocri L.6 LO- tot ft, r FA cy) ► r r h- CO 1 co te cssi co ce te. se n i 64:J. .6, (a i I J 6 e6 Ian, $0 , . I . Csi ir- rn .-- Public Works Pavement Municipalities Bridge Motorgrader Maintenance Trucking Mining Adminstration Mangement Construction Support 286 SEVEN YEAR TREND Public Works $ 120 $ 100 $80 $60 $40 $20 2010 2011 2012 2013 2014 2015 2016 287 PUBLIC WORKS FUND SUMMARY The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance . This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities . The resources for 2016 total $ 122 , 152 , 360 , which includes a fund balance of $47 , 000 , 000 , in addition to the revenue shown in the budget. Property tax is set at $ 16 , 500 , 000 same as 2015 . Specific ownership tax is estimated to be $9 , 000 , 000 , up $ 1 , 600 , 000 from 2015 , as vehicle sales recover. Total HUTF will be $9 , 900 , 000 up $200 , 000 from 2015 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $340 , 000 , and grazing fees are $360 , 000 . Oil and gas revenues are $ 14 , 000 , 000 . Federal mineral lease revenues are $ 1 ,425 , 000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects . In 2016 , the district is funding $ 1 ,425 , 000 in oil and gas haul route projects. PILT is budgeted at $40 , 000 with the Federal Mineral Leasing District funding change . Other revenues from project reimbursements total $ 19 , 087 , 360 , which are up $ 3 , 539 , 360 . Transportation impact fees are budgeted at $ 1 , 500 , 000 . There are Energy Impact Assistance grants of $5 , 300 , 000 with $4 , 500 , 000 for the WCR 49 project and $800 , 000 for four Tierl projects . There is one state grant to finish Bridge 68/59A for $545 , 744 . There are four flood project grants for Bridge 87/42 . 5A ($ 1 ,225 , 000 ) , Bridge 19/46 . 5A ($ 1 , 200 , 000 ), Bridge 13/44B ($ 1 , 200, 000 ), and Bridge 53/58A ($5 , 374 , 026 ). FEMA grant of $400 , 000 for WCR's 120 , 110 , and 108 . There is RAMP funding of $ 1 , 842 , 590 for the intersection of WCR 47/392 . $2 , 000 , 000 is anticipated from the sale of the Hokestra Gravel Pit Cell 2 . Severance tax is budgeted at $2 , 500 , 000 . In accordance with the policy adopted by the Board of County Commissioners in 2010 , the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. The budgeted appropriations for Public Works in 2016 total $96 , 184 , 933 up $ 11 , 735 , 629 . Municipal share back is funded at $2 , 123 , 594 . Budget reflects no increase in health insurance costs . 2016 salary increases are funds for step increases due employees in 2016 and a 3 . 0 percent cost of living salary adjustment is included in this budget for a total of $336 , 611 . Other Public Works budget unit is budgeted at $60 , 187 ,236 based on the Capital Improvement Plan (CIP) . Purchased Services increased $ 12 , 580 , 872 primarily for the construction of the Weld Parkway (WCR 49 ). There is $40 , 000 , 000 for the CR 49 project, and $3 , 100 , 000 for the SH392/CR 47 RAMP project. $2 , 611 ,253 is budgeted for the Haul Route Program ( HARP). For flood related projects there is $6 , 000 , 000 ( FHWA) for Bridge 53/58A , $ 1 , 000 , 000 ( FEMA) for Bridge 87/42 . 5A, $ 1 , 500 , 000 ( FHWA) for Bridge 1 /344B , $ 1 , 500 , 000 ( FEMA) for Bridge 19/46 . 5A, and $500 , 000 ( FEMA) for WCR's 100 , 110 , and 108 . Other contract payments are for cement ($265 , 000 ) , chip seal ($ 135 , 000 ), and asphalt ($250 , 000 ), seeding ($50 , 000 ), low volume roads ( $293 , 747 ), BMP projects ($ 125 , 000 ) and bridge rehabilitation ($275 , 000 ). Fixed Charges total $747 , 180 for right-of-ways funded at $65 , 000 and , $682 , 180 is carried over from 2015 for Bridge 68I59A►. Pavement Management is funded at an increased level of $ 121 , 106 due to converting three seasonal employees to full time . The Trucking budget is up $24 ,361 due to an increase in the hauling contract. Mining operations are up $2 , 708 , 880 to fund contract mining and hauling at the Koenig Gravel Pit. Seasonal staffing is down $257 , 926 even with the cost of living adjustment due to converting seven positions to full time status in other departments. Seasonal employees will go from 54 to 47 in 2016 . Motor grader operations are up $224 , 046 primarily due to the 288 increased purchase of dust palliative in 2016 for energy development impacted roads. Bridge Construction is up $47 , 466 primarily due to converting two seasonal positions to full time . Other operating budgets for road and bridge maintenance are funded at near the 2015 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 . While the growth in the County's assessed value and economic stimulus of the energy industry in Weld County is positive , the downside is the County will have to add significant resources to the Public Works budget again in 2016 to accommodate heavy hauling traffic, address safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county roads due to new exploration . 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 will be the capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1 -76 , and north from CR 60 . 5 (SH 263 ) to SH 392 over the next three years requiring over $40 million per year to fund the road improvements in 2016 and 2017 , and $25 million in 2018 . To accomplish the project added property tax resources will have to be included in the Public Works Fund for the next three years . On May 20 , 2014 , the Board approved the design/build option for the CR 47/49 Corridor at a total cost of $ 125 million . The first section of the project from Highway 34 to CR 60 . 5 will be completed in September, 2016 . A design/build contract for the section from SH 34 to 1-76 was awarded in August, 2015 , with construction to be completed in 2017 . Savings have been realized by doing a design/build . The schedule is as follows : CIP 2014 2015 2016 InallE19 CR 49 South US 34 to 1 -76 (20 miles) Design/ROW Design/ROW Construction Construction Optional Bid CR 47 North CR60 . 5 - SH 392 (3 . 5 miles) Design/ROW Construction Construction The project will be able to be funded within the resources of the Public Works Fund over the period of 2013-2017 . The property tax for the Public Works Fund has been increased $ 10 , 000 , 000 the last three years from $6 . 5 million in 2013 to $ 16 . 5million in 2016 . No debt has been incurred , nor have funds had to be advanced from other county funds to accomplish this project. The 2016 Public Works Capital Improvements Plan is available on the County web site at http ://www. co . weld . co . usidepartmentsipublic_worksfindex . html . 289 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29- 1 - 110 , C . R. S . , 1973 , at a public hearing on the budget, Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year governed by the proposed budget. The proposed use of the 2016 allocation of highway user tax fund monies and county road and bridge fund are as follows: Maintenance of Condition $ 7 , 767 , 683 Maintenance Support 1 , 852 , 360 Trucking 279 , 957 TOTAL $ 9 , 900 , 000 290 CONSTRUCTION BIDDING FOR STATE - FUNDED LOCAL PROJECTS In accordance with Sections 29- 1 -701 through 707 , C . R. S . , as amended , cities or counties of 30 , 000 persons or more are required to bid projects of over $ 150 , 000 . Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money (state funded projects) , and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State-funded public project" means any construction , alteration , repair, demolition , or improvement by any agency of local government of any land , structure , facility, road , highway, bridge , or other public improvement suitable for and intended for use in the promotion of the public health , welfare , or safety and any defined maintenance project which is funded in whole , or in part, from the highway users tax fund and which may be reasonably expected to exceed $ 150 , 000 in the aggregate for any fiscal year. " Defined maintenance project" means any project that involves a significant reconstruction , alteration , or improvement of any existing road , highway, bridge , structure , facility, or other public improvement, including , but not limited to , repairing or seal coating of roads or highways or major internal or external reconstruction or alteration of existing structures. " Defined maintenance project" does not include routine maintenance activities such as snow removal , minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting , replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions, Weld County's Public Works 2016 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Bridge Construction $ 5 , 772 , 038 $ 0 $ 5 , 772 038 Maintenance of Condition 7 , 767 , 683 7 , 767 , 683 0 Maintenance Support 1 , 852 , 360 1 , 852 , 360 0 Trucking 4 , 983 , 743 279 , 957 4 , 703 , 786 Mining 5 , 125 , 281 0 5 , 125 , 281 Administration 968 , 196 0 968 , 196 Pavement Management 7 , 329 , 802 0 7 , 329 , 802 Municipalities 2 , 123 , 594 0 2 , 123 , 594 Public Works: Right-of-Way 3 , 100 , 000 0 3 , 100 , 000 Haul Route Program ( HARP) 2 , 611 , 253 0 2 , 611 253 Part-time 1 , 543 , 803 0 1 , 543 , 803 Contract 53 , 007 , 180 0 53 , 007 , 180 TOTAL $96 , 184 ,933 $ 9, 900 ,000 $86 , 284 , 928 Based upon the above allocation , Weld County is not required to competitively bid any service . However, it is anticipated that Weld County will bid out $3 , 100 , 000 in asphalt purchases and contracts for overlays and reconstruction , and chip and seal of $2 , 140 , 000 , for a total of $5 ,240 , 000 in bid projects for 2015 . A major portion of the $53 , 007 , 180 may also be contracted , which raises the potential bid project amount to $58 , 247 , 180 . Maintenance of effort requirement was eliminated by the 1994 State Legislature , effective with the 1995 budget; therefore , it is not demonstrated in this budget document. 291 PUBLIC WORKS SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 16,50Q000 16,500,000 16,500,000 0 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 7,400,000 9,000,000 9,000,000 0 2000 90100 4140 SEVERANCE TAXES 4,000,000 2,500,000 2,500,000 0 TOTAL TAXES 27,900,000 28,000,000 28,000,000 0 PERMITS 2000 90100 4221 PERMITS 500,000 500,000 500,000 0 INTERGOVERNMENTAL 2000 90100 4316 GRAZING ACT 70,000 360,000 360,000 0 2000 90100 4318 PAYMENT IN LIEU OF TAXES 330,000 40,000 40,000 0 2000 90100 4334 HIGHWAY USER 9,700,000 9,900,000 9,900,000 0 2000 90100 4338 MOTOR VEHICLE REG 340,000 340,000 340,000 0 2000 90100 4340 GRANTS 15,548,000 17,087,360 17,087,360 0 TOTAL INTERGOVERNMENTAL 25,988,000 27,727,360 27,727,360 0 OTHER 2000 90100 4640 OIL AND GAS 16,000,000 14,000,000 14,000,000 0 2000 90100 4680 OTHER 2,925,000 2,925,000 2,925,000 0 2000 90100 4810 GAIN LOSS ON SALE 0 2,000,000 2,000,000 0 TOTAL OTHER 18,925,000 18,925,000 18,925,000 0 TOTAL PUBLIC WORKS 732313,000 751152,360 75:1521360 0 292 PUBLIC WORKS SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2000 30100 ADMINISTRATION 666,387 918,251 918,251 0 2000 32100 TRUCKING 4,935,968 4,960,329 4,960,329 0 2000 32200 MOTORGRADER 7,485,849 7,709,895 7,709,895 0 2000 32300 ROAD AND BRIDGE CONSTRUCTION 5,694,688 5,742, 154 5,742, 154 0 2000 32400 MAINTENANCE SUPPORT 1 ,701 ,730 1 ,803,396 1 ,803,396 0 2000 32500 OTHER PUBLIC WORKS 52, 117, 110 60, 187,236 60, 187,236 0 2000 32600 MINING 2,399, 158 5, 108,038 5, 108,038 0 2000 32700 PAVEMENT MANAGEMENT 7, 174,323 7,295,429 7,295,429 0 2000 56200 CITIES AND TOWNS 2,274,091 2, 123,594 2, 123,594 0 2000 99999 SALARY CONTINGENCY 0 336,611 336,611 0 TOTAL PUBLIC WORKS 84,449,304 96,184,933 96,184,933 0 293 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION : See individual units. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 11 , 805 , 868 $ 12 , 573 , 226 $ 13 , 180 , 691 $ 13 , 180 , 691 Supplies 8 , 833 , 995 8 , 844 , 230 11 , 810 , 049 11 , 810 , 049 Purchased Services 32 , 656 , 114 62 , 975 , 348 70 ,402 , 013 70 ,402 , 013 Fixed Charges 749 , 430 50 , 000 792 , 180 792 , 180 Contra Expense 12 , 477 6 , 500► 0 0 Capital 0 0 0 0 Gross County Cost $ 54 , 057 , 884 $ 84 , 449 , 304 $ 96 , 184 , 933 $ 96 , 184 , 933 Revenue/Fund Bal . 42 , 587 , 755 67 , 949 , 304 79 , 684 , 933 79 , 684 , 933 Net County Cost $ 11 , 470 , 129 $ 16 , 500 , 000 $ 16 , 500 , 000 $ 16 , 500 , 000 Budgeted Positions 141 145 152 152 SUMMARY OF CHANGES : See individual units. FINANCE/ADMINISTRATION RECOMMENDATION : See individual units . BOARD ACTION : See individual units . 294 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Administration - - 2000-30100 DEPARTMENT DESCRIPTION : Directs the activities of Public Works , as necessary; coordinates complaints; and maintains cost accounting records on projects . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 542 , 017 $ 484 , 624 $ 697 , 998 $ 697 , 998 Supplies 64 , 567 56 , 500 65 , 000 65 , 000 Purchased Services 143 , 984 125 ,263 155 , 253 155 ,253 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 749 ,473 $ 666 , 387 $ 918 , 251 $ 918 , 251 Revenue 0 0 0 0 Net County Cost $ 749 ,473 $ 666 , 387 $ 918 , 251 $ 918 , 251 Budgeted Positions 7 6 8 8 SUMMARY OF CHANGES : Personnel Services increased a total of $221 , 374 based on the addition of one Operations Manager ($ 133 , 130 ) and one Budget Manager ($88 ,244 ). Supplies increased $8 , 500 as Other Operating Supplies were increased this amount to reflect historical usage . Purchased Services increased a total of $29 , 990 based on the following : Other Purchased Services increased $60 due to anticipated Dish Network service fees; Phones increased $7 , 000 based on historic costs; Vehicle Expense increased $ 15 , 280 in part to cover anticipated vehicle costs and fuel for the Operations Manager and to reflect historic figures ; Repair and Maintenance Other increased $700 due to current utilization for copies; Training increased $6 , 950 for anticipated training needs for the department. FINANCE/ADMINISTRATION RECOMMENDATION : Board approved the Operations manager position mid-year. The Budget Manager position is patterned after similar positions in larger departments to handle budget, grants, bids , and contacts. This also is part of a succession planning strategy for the overall budget function in the county. Other increases all appear justified based upon historical utilization and department needs . BOARD ACTION : 295 ADMINISTRATION ( CONTINUED ) 2000 - 30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED, Work Outputs Perform administrative duties with less than 1 % error 95% 95% 95% Efficiency Measures FTE 's per 10 , 000/capita . 288 .282 .274 Per capita cost (county support) $2 . 72 $2 . 35 $3 . 03 Goal TPW1 : Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW 1 - 1 : Perform duties with less than 1% errors, Yes Yes Yes Accurately 95% of the time monitor and report activities of the department 296 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Trucking - - 2000-32100 DEPARTMENT DESCRIPTION : Conducts snow removal operations and provides loading and transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile sites , and capital improvement projects with 33 full time employees, 31 assigned truck tractors and 37 trailers , 4 loaders and 3 dump trucks . This department is responsible for organizing and supervising the County Community Service Work Program and operational supervision and management of the trucking contract. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 316 , 036 $ 2 ,429 , 947 $ 2 , 429 , 947 $ 2 , 429 , 947 Supplies 4 ,837 7 , 150 7 , 000 7 , 000 Purchased Services 2 ,406 ,914 2 ,498 , 871 2 , 523 , 382 2 , 523 , 382 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4 , 726 , 692 $ 4 , 935 , 968 $ 4 , 960 , 329 $ 4 , 960 , 329 Revenue 0 0 0 0 Net County Cost $ 4 , 726 , 692 $ 4 , 935 , 968 $ 4 , 960 , 329 $ 4 , 960 , 329 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES : Supplies decreased $ 150 as Uniforms and Clothing was decreased this amount to reflect outerwear reimbursement costs for one seasonal employee only. Purchased Services increased $24 , 511 as Contract Payments was increased this amount to reflect anticipated costs for contract trucks for material hauling in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 297 TRUCKING ( CONTINUED ) 2000 - 32100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE ' s per 10,000/capita 1 . 12 1 . 16 1 . 13 Per capita cost (county support) $ 17 . 17 $ 17 .41 $ 16 . 99 Goal TPW2 : Perform transportation of materials for maintenance and construction projects by delivering the quantities required within the time frames requested and by surpassing past efficiencies. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW2- 1 : Operate 95% of the time operate within established Yes Yes Yes within budget budget guidelines; emergencies, e.g. limits weather, etc. excepted TPW2-2 : 100% of scheduled gravel plan 90% 100% 100% Complete annual accomplished annually gravel plan TPW2-3 : Respond 98% of service calls responded to within 24 100% 100% 100% to calls for service hours within one working day 298 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Motor Grader - - 2000-32200 DEPARTMENT DESCRIPTION : Fleet of 42 motor graders , 9 water tankers, 4 rollers , 2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately 2 , 500 miles). RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3 , 316 ,411 $ 3 , 466 , 311 $ 3 ,478 , 576 $ 3 ,478 , 576 Supplies 1 , 387 , 674 1 , 394 ,400 1 , 592 , 341 1 , 592 , 341 Purchased Services 2 , 145 ,249 2 , 625 , 138 2 , 638 , 978 2 , 638 , 978 Fixed Charges -2 , 190 Capital 0 0 0 Gross County Cost $ 6 , 847 , 144 $ 7 , 485 , 849 $ 7 , 709 , 895 $ 7 , 709 , 895 Revenue 0 0 0 0 Net County Cost $ 6 , 847 , 144 $ 7 , 485 , 849 $ 7 , 709 , 895 $ 7 , 709 , 895 Budgeted Positions 46 47 47 47 SUMMARY OF CHANGES : Personnel Services increased $ 12 , 265 to fund anticipated overtime in 2016 . Supplies increased $ 197 , 941 as Other Operating Supplies was increased to fund dust palliative needs in 2016 , and due to increased costs for cutting edges for motor graders . Purchased Services increased a total of $ 13 , 840 based on : Other Purchased Services was added in the amount of $240 for service fees to monitor mag chloride tank levels ; Utilities increased $6 , 600 to reflect costs for propane to heat the grader stations; Repair and Maintenance Other increased $5 , 000 for equipment repair costs ; Machinery and Equipment Rental increased $2, 000 to fund the rental of one motor grader for a total of four months. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 299 MOTOR GRADER ( CONTINUED ) 2000 - 32200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures ETE 's per 10 , 000/capita 1 . 67 1 . 66 1 . 61 Per capita cost (county support) $24 .87 $26 .41 $26 . 40 Goal TPW3 : Provide regularly scheduled maintenance of all HIJTF roads, continuous improvement ent of road conditions, and opening all non-paved roads within 72 hours after a snow event DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW3 - I : Perform 90% of surface maintenance schedule Yes Yes Yes surface accomplished annually maintenance on gravel roads TPW3-2: Perform 100% of H_UTF roads receive annual surface Yes Yes Yes HIJTF surface maintenance maintenance TPW3-3 : 98% of service calls responded to within one Yes Yes Yes Respond to calls working day for service within one working day 300 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Bridge Construction - - 2000-32300 DEPARTMENT DESCRIPTION : This unit consists of 28 full time employees and 14 seasonal positions , with over $5 million of reportable equipment. It is organized as a Bridge section , Construction section , and Drainage section which perform a variety of tasks in those areas. This unit also supports snow and ice control and conducts tree removal on county rights-of-way . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 137 , 116 $ 2 , 151 , 153 $ 2 ,272 , 411 $ 2 ,272 , 411 Supplies 1 , 791 , 999 2 , 185 , 100 2 ,232 , 308 2 ,232 , 308 Purchased Services 839 , 547 1 , 308 ,435 1 , 192 , 435 1 , 192 , 435 Fixed Charges 37 , 605 50 , 000 45 , 000 45 , 000 Capital 12 ,477 0 0 0 Gross County Cost $ 4 , 818 , 744 $ 5 , 694 , 688 $ 5 , 742 , 154 $ 5 , 742 , 154 Revenue 0 0 0 0 Net County Cost $ 4 , 818 , 744 $ 5 , 694 , 688 $ 5 , 742 , 154 $ 5 , 742 , 154 Budgeted Positions 28 28 30 30 SUMMARY OF CHANGES : Personnel Services increased a total of $ 121 , 258 as three seasonal employees were converted into two full-time SW III positions. The breakdown is as follows : Salaries increased $85 ,448 ; Health Insurance increased $20 , 446 ; FICA increased $5 , 178 ; Retirement Benefits increased $8 , 975 ; Medicare increased $ 1 ,211 . Supplies increased a total of $47 ,208 based on the following : Road Construction Supplies increased $62 , 500 to fund the purchase of material needed to complete the gravel plan ; Uniforms and Clothing decreased $450 as three seasonal employees are now full-time employees and not reimbursed from this account; Other Operating Supplies increased $35 , 680 to fund increased concrete costs and culvert lining product costs ; Cost of Goods Sold decreased $50 , 522 based on anticipated usage in 2016 . Purchased Services decreased a total of $ 116 , 000 due to a reduction in Contract Payments in the amount of $ 115 , 000 for Bridge 42/29A which will be completed in 2015 . Other Professional Services decreased $ 1 , 000 based on anticipated seeding at bridge projects . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 301 BRIDGE CONSTRUCTION ( CONTINUED ) 2000 - 32300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE ' s per 10 , 000/capita 1 . 02 0 . 99 1 . 03 Per capita cost (county support) $ 17 . 60 $20 . 09 $ 19 . 66 GoalTPW4 : Perform the construction, repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope, within the budget, and on time. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATORS) TPW4- 1 : 80% of construction projects completed 90% 80% 85% Complete all within established timelines projects as scheduled TPW4-2 : Less than 10% restricted bridges, 100% 100% 100% 100% Maintain bridge of critical repair of bridges completed system within one year of discovery TPW4-3 : 100% of culvert replace/repairs Yes Yes Yes Complete all completed ahead of scheduled road scheduled culvert projects replacements TPW4-4 : Respond 98% of service calls responded to within 93 % 97% 98% to calls for service one working day within one working day 302 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION : Performs all traffic control maintenance , management of signs, barricades , construction project signing , and roadway striping county-wide . The unit conducts routine and sustained snow removal operations as needed . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 668 , 659 $ 671 , 079 $ 731 , 706 $ 731 , 706 Supplies 586 , 165 778 ,280 797 , 790 797 , 790 Purchased Services 219 , 591 245 , 871 273 , 900 273 , 900 Fixed Charges - 1 , 095 0 0 0 Capital 0 6 , 500 0 0 Gross County Cost $ 1 , 473 , 320 $ 1 , 701 , 730 $ 1 , 803 , 396 $ 1 , 803 , 396 Revenue 0 0 0 0 Net County Cost $ 1 , 473 ,320 $ 1 , 701 , 730 $ 1 , 803 , 396 $ 1 , 803 , 396 Budgeted Positions 9 9r 10 10 SUMMARY OF CHANGES : Personnel Services increased a total of $60 , 627 as two seasonal employees were converted into one full-time SW III position . The breakdown is as follows: Salaries increased $42 , 724 ; Health Insurance increased $10 , 223 ; FICA increased $2 , 588 ; Retirement Benefits increased $4 ,487 ; Medicare increased $605 . Supplies increased a total of $ 19 , 510 based on the following : Small Items of Equipment decreased $ 10 , 000 based on historic figures ; Road Construction Supplies increased $29 , 660 due to anticipated costs for ice slicer and sand used for snow and ice control ; Uniforms and Clothing decreased $ 150 as one seasonal employee is now a full-time employee and not reimbursed from this account. Purchased Services increased a total of $28 , 029 based on : Utilities increased $3 , 260 based on 30 yard dumpster service fees for 2016 ; Contract Payments increased $ 10 , 000 to fund traffic signal maintenance fees for the new stop light on the CR 49 Parkway project. Vehicle Expense increased $ 14 , 769 based on historic figures . Capital decreased $6 , 500 as the sign shop plotter was replaced in 2015 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 303 MAINTENANCE SUPPORT ( CONTINUED ) 2000 - 32400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita . 327 . 317 . 342 Per capita cost (county support) $5 . 35 $6 . 00 $6 . 17 Goal TPW5 : Maintain traffic control devices on County roads and bridges. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW 5 - 1 : Respond 98% of service calls will be responded to 100% 100% 100% to service calls within one working day within one working day TPW 5 -2 : Respond Respond within one working day after 100% 100% 100% to missing stop notice 100% of the time signs TPW5 -3 : Replace Replace warning, advisory, and regulatory 100% 100% 100% warning advisory signs within 10 working days 100% of the and regulatory time signs TPW5-4 : 100% 100% 100% Schedule road line painting 100% of all new or improved hard surface to be painted Centerline 100% of centerline completed annually Shoulder line 50% shoulder lines painted annually 304 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Other Public Works - - 2000-32500 DEPARTMENT DESCRIPTION : Reserve/Temporary employees for seasonal work. Contract payments for bridge grants and road construction projects are included in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 376 ,772 $ 1 , 726, 729 $ 1 ,468 , 803 $ 1 ,468 , 803 Supplies 0 0 0 0 Purchased Services 21 , 599 ,474 50 , 390 , 381 57 , 971 , 253 57 , 971 , 253 Fixed Charges 663 , 396 0 747 , 180 747 , 180 Capital 0 0 0 0 Gross County Cost $ 23 , 639 , 642 $ 52 , 117 , 110 $ 60 , 187 , 236 $ 60 , 187 , 236 Revenue 0 0 0 0 Net County Cost $ 23 , 639 , 642 $ 52 , 11 7 , 110 $ 60 , 187 , 236 $ 60 , 187 , 236 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Personnel Services were reduced by $257 , 926 from 54 seasonal employees to 47 . Full time positions replaced the seasonal workers by adding two Service Worker III positions in Road and Bridge Construction , two Service Worker III positions in Maintenance Support, and two Service Worker III positions in Pavement Management. There is $35 , 572 included for a 3% cost of living for seasonal employees . Purchased Services increased $7 , 580 , 872 primarily for the construction of the Weld Parkway (WCR 49 ). There is $40 , 000 , 000 for the CR 49 project, and $3 , 100 , 000 for the SH392/CR 47 RAMP project. $2 , 611 , 253 is budgeted for the Haul Route Program ( HARP ). For flood related projects there is $6 , 000 , 000 ( FHWA) for Bridge 53/58A, $ 1 , 000 , 000 ( FEMA ) for Bridge 87/42 . 5A, $ 1 , 500 , 000 ( FHWA) for Bridge 1 /344B , $ 1 , 500 , 000 ( FEMA) for Bridge 19/46 . 5A, and $500 , 000 ( FEMA) for WCR' s 100 , 110 , and 108 . Other contract payments are for cement ($265 , 000 ) , chip seal ($ 135 , 000 ), and asphalt ($250 , 000 ) , seeding ($50 , 000 ), low volume roads ($293 , 747 ), BMP projects ( $ 125 , 000 ) and bridge rehabilitation ($275 , 000) . Fixed Charges total $747 , 180 for right-of-ways funded at $65 , 000 and , $682 , 180 is carried over from 2015 for Bridge 68/59A. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 305 OTHER PUBLIC WORKS ( CONTINUED ) 2000 - 32500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Abutments 13 12 12 Efficiency Measures FTE' s per 10 , 000/capita 0 0 0 Per capita cost {county support) $85 . 87 $ 183 . 83 $206 . 12 306 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Mining - - 2000-32600 DEPARTMENT DESCRIPTION : Responsible for mining , crushing , and screening of gravel in county-owned quarries . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 474 , 519 $ 497 , 916 $ 497 , 916 $ 497 , 916 Supplies 1 , 389 , 771 1 , 307 , 900 4 , 000 , 860 4 , 000 , 860 Purchased Services 378 , 823 593 , 342 609 , 262 609 , 262 Fixed Charges 50 , 749 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 293 , 862 $ 2 , 399 , 158 $ 5 , 108 , 038 $ 5 , 108 , 038 Revenue 0 0 0 0 Net County Cost $ 2 , 293 , 862 $ 2 , 399 , 158 $ 5 , 108 , 038 $ 5 , 108 , 038 Budgeted Positions 5 7 7 7 SUMMARY OF CHANGES : Supplies increased $2 , 692 , 960 as Road Construction Supplies increased this amount to fund contract mining and hauling at the Koenig Gravel Pit. Purchased Services increased a total of $ 15 , 920 as Vehicle Expense increased $ 10 , 920 due to anticipated costs and Machinery and Equipment Rental increased $5 , 000 to fund the rental of a crane to assist with gravel liner replacements . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Koenig Gravel Pit works needs to be done in the next two years . BOARD ACTION : 307 MINING ( CONTINUED ) 2000 - 32600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita . 185 .247 .240 Per capita cost (county support) $8 . 33 $8 . 46 $ 17 . 49 Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety measures. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW6- 1 : Produce 100% of the aggregate material Yes Yes Yes Complete annual required for road maintenance and production construction projects annually requirements TPW6-2 : Complete all mine reclamation' s within the Yes Yes Yes Compete timelines set by the Colorado Division of reclamation Reclamation Mine Safety (DBMS) activities within required timeline TPW6-2 : All 100% of Mining Division employees Yes Yes Yes employees current current with new miner or refresher with MSHA training annually safety requirements 308 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Pavement Management -- 2000-32700 DEPARTMENT DESCRIPTION : Performs paved road maintenance involving asphalt patching , potholes, and paving operations. Responsible for pavement testing , concrete curb and gutter, crack fill , seal coat, and gravel shoulder improvements, as well as snow removal operation as needed . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 974 , 338 $ 1 , 145 ,467 $ 1 ,266 , 723 $ 1 ,266 , 723 Supplies 3 , 608 , 982 3 , 114 , 900 3 , 114 , 750 3 , 114 , 750 Purchased Services 2 , 648 ,441 2 , 913 , 956 2 , 913 , 956 2 , 913 , 956 Fixed Charges 3 , 155 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7 , 234 , 916 $ 7 , 1 74 , 323 $ 7 , 295 , 429 $ 7 ,295 , 429 Revenue 0 0 0 0 Net County Cost $ 7 , 234 , 916 $ 7 , 174 , 323 $ 7 ,295 , 429 $ 7 ,295 , 429 Budgeted Positions 13 15 17 17 SUMMARY OF CHANGES : Personnel Services increased a total of $ 121 , 256 as three seasonal employees were converted into two full-time SW III positions. The breakdown is as follows: Salaries increased $85 ,448 ; Health Insurance increased $20 , 446 ; FICA increased $5 , 176 ; Retirement Benefits increased $8 , 975 ; Medicare increased $ 1 ,211 . Supplies decreased $ 150 as Uniforms and Clothing decreased this amount as seasonal employees are now full -time employees and not reimbursed from this account . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 309 PAVEMENT MANAGEMENT ( CONTINUED ) 2000 - 32700 PERFORMANCE MEASURES Work Outputs, ACTUAL, ESTIMATED PROJECTED, FTE ' s per 10 , 000/capita . 472 . 529 . 582 Per capita cost (county support) $20 . 28 $25 . 31 $24 . 08 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. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW7- 1 : 100% of all new pavement, maintenance 100% 100% 100% Complete all pavement, and milling operation schedules scheduled paving completed annually and milling operations TPW7-2 : 100% of all contracted services to be 100% 100% 100% Complete all of the completed annually contracted sand sealing operations TPW7-3 : Maintain the following standards for paved 71%G 71 %G 71%G Assure paved roads roads : 28 . 5%F 28 . 5%F 28 . 5%F are maintained and 70% good . 5%P . 5%P . 5%P evaluated in 25% fair accordance with 5% poor established GASB standards and reporting requirements TPW7-4 : 98% of service calls responded to within one 100% 100% 100% Respond to calls for working day service within one working day 310 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Grants-In-Aid to Cities and Towns - - 2000-56200 DEPARTMENT DESCRIPTION : In accordance with Section 43-2-202 , C . R. S . , 1973, 50 percent of the mill levy collected by the County on assessed values within incorporated municipalities to maintain county roads is paid to municipalities . 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 1 , 914 , 863 2 , 274 , 091 2 , 123 , 594 2 , 123 , 594 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 914 , 863 $ 2 ,274 , 091 $ 2 , 123 , 594 $ 2 , 123 , 594 Revenue 0 0 0 0 Net County Cost $ 1 , 914 , 863 $ 2 ,274 , 091 $ 2 , 123 , 594 $ 2 , 123 , 594 Budgeted Positions n/a nla nIa nIa SUMMARY OF CHANGES : Budget is based upon the final assessed value of the municipalities with the 2016 mill levy applied . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 311 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER : Non-Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION : Revenue generated by Public Works Fund . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $• 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund $ 69 , 773 , 519 $ 67 , 949 , 304 $ 58 , 652 , 360 $ 58 , 652 , 360 Balance Net County Cost $ 11 ,470 , 129 $ 16 , 500 , 000 $ 16 , 500 , 000 $ 16 , 500 , 000 Budgeted Positions n/a n/a nia n/a SUMMARY OF CHANGES : The resources for 2016 total $ 122 ,152 , 360 , which includes a fund balance of $47 , 000 , 000 , in addition to the revenue shown in the budget. Property tax is set at $ 16 , 500 , 000 same as 2015 . Specific ownership tax is estimated to be $9 , 000 , 000 , up $ 1 , 600 , 000 from 2015 , as vehicle sales recover. Total HUTF will be $9 , 900 , 000 up $200 , 000 from 2015 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $340 , 000 , and grazing fees are $360 , 000 . Oil and gas revenues are $ 14 , 000 , 000 . Federal mineral lease revenues are $ 1 ,425 , 000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects . In 2016 , the district is funding $ 1 ,425 , 000 in oil and gas haul route projects. PILT is budgeted at $40 , 000 with the Federal Mineral Leasing District funding change . Other revenues from project reimbursements total $ 19 , 087 , 360 , which are up $ 3 , 539 , 360 . Transportation impact fees are budgeted at $ 1 , 500 , 000 . There are Energy Impact Assistance grants of $5 , 300 , 000 with $4 , 500 , 000 for the CR 49 project and $800 , 000 for four Teri projects. There is one state grant to finish Bridge 68/59A for $545 , 744 . There are four flood project grants for Bridge 87/42 . 5A ($ 1 , 225 , 000 ), Bridge 19/46 . 5A ($ 1 , 200000 ), Bridge 13/44B ($ 1 , 200 , 000 ), and Bridge 53/58A ($5 , 374 , 026 ). FEMA grant of $400 , 000 for WCR's 120 , 110 , and 108 . There is RAMP funding of $ 1 , 842 , 590 for the intersection of WCR 47/392 . $2 ,000 , 000 is anticipated from the sale of the Hokestra Gravel Pit Cell 2 . Severance tax is budgeted at $2 , 500 , 000 . In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 312 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999 DEPARTMENT DESCRIPTION : Funds to cover recommended salary increase amounts. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 336 , 611 $ 336 , 611 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 $ 336 , 611 $ 336 , 611 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 336 , 611 $ 336 , 611 Budgeted Positions n/a n/a n/a nIa SUMMARY OF CHANGES : Budget reflects a zero percent increase in health insurance costs . 2016 salary increases are a policy issue for the Board , but there are funds for step increases due employees in 2016 and a 3 . 0 percent salary cost-of living amount included in this budget. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION : Salary adjustment amount is a Board policy issue . BOARD ACTION : 313 I E couNery 314 SOCIAL SERVICES Revenue Changes $30,000,000 - o -4 c ao GI $257000,000 N 2{1'15 ifi 0 2016 $20,0007000 $15,0007000 3 t L $10,000,000 0 611 Q C $5,000,000evi con 0 Property taxes Federal/State Fund Balance 2016 Total $ 38 , 121 , 500 ( Fund Balance $3 , 600 , 000 Property taxes 10% $9, 636 , 565 Federal/State $24 , 884 , 935 65% 315 SOCIAL 2016 Expenditures Total $34 , 521 , 500 ( $ 31 , 570 , 900 Child Welfare Core Services $ 14 , 950, 400 43% LEAP $155 , 000 $1 , 058, 000 3% 0% - - - - -_ - - - - Administration TANF $2, 788 , 000 - - $ 10, 370 , 000 30% „:„ . . _,_______..acc-_t----- ----:-------ye AND $95, 000 0% Miscellaneous $551 , 700 2% Adult Protection Child Support $591 , 000 2% Admin $3 , 052, 700 9% Day Care $909 , 700 3% a $ 10 , 000 , 000 — cr 0 Expenditure Changes nr ci ci $ 14 , 000 , 000 — 0 r O2016 0 R2015 $ 12 , 000 , 000 N. d c a 4 o $ 10 , 000 , 000 c- SP ca 4.4- $ 8, 000 , 000 $ 6, 000 , 000 coo 0 W N$4 , 000 , 000 2 s cicri a 0 G7 p O $ 2 , 000 , 000 `� Q Q " th {fi 0 O 7 01 to O O In co T • V 0, til rie) ni &) u) FIN $ 0 --I l . , i i +,,"gtct C) 61 s it 6,,.." 316 SEVEN YEAR TREND Social Services $40 $35 $30 $25 - cn 7, $20 $ 15 $ 10 $5 . 2010 2011 2012 2013 2014 2015 2016 317 SOCIAL SERVICES FUND SUMMARY Change continues to be the only constant for the Weld County Department of Human Services. The 2014 and 2015 State Legislative sessions produced several bills that will greatly impact the programs and services we provide . HE 14- 1317 implemented numerous changes to the Child Care Assistance Program . To implement the bill , we have expanded the eligibility criteria for the program , modified the client co-pay structure, and are developing a tiered reimbursement process to encourage high quality certification of our providers. SB 15-012 will likely not be fully implemented for several years , due to the changes in technology it requires . However, once implemented , it will significantly impact the workload demanded from our eligibility technicians and Child Support staff, as well as placing further strain on our already depleted Colorado Works Reserve funds. SB 15-242 began the implementation of expanding the Child Welfare staffing , across the state, in reaction to the 2014 Colorado Child Welfare Workload Study. Weld County received funding for four additional. Child Welfare Caseworkers and Supervisors . Additionally, the Child Welfare Division will continue to participate in the State-wide Title IV- E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project, designed to provide permanent connections for children entrusted to our care , expanding the scope of the project to include trauma-informed care services. The total social Services Fund budget is $ 34 , 521 ,500 . The programs are funded by property tax of $9 , 030 , 505 , state and federal funds of $24 , 884 , 935 , and the potential use of fund balance to cover unanticipated cost overruns . The department is requesting a total of twenty-three (23 ) positions including three (3) Customer Navigators , one (1 ) Training and Technology Manager, one ( 1 ) Service Coordinator, four (4) Income Maintenance Technicians, two ( 2 ) Fraud Investigators , one ( 1 ) Operations Manager — North County , and one ( 1 ) Program Resource Specialist in County Administration , one manager in Child Support, four (4) in Child Welfare , and five ( 5 ) in Adult Protection . Medicaid caseloads have grown significantly in the past several years , partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act. From January 2013 to May 2015 , the number of Weld County residents enrolled in Medicaid has grown by from 39,360 to 67 , 732 , a 72% increase in just 29 months . Approximately 25 % of Weld County residents are now enrolled in Medicaid . CBMS continues to impact the productivity of staff and create delays in the delivery of payments and benefits for Food Assistance , Medicaid , Colorado Works, and State-Only Programs. Many of the inefficiencies creating these delays are being resolved . However, the inefficiencies that remain continue to impact the time required to process cases and the number of cases in pending status . Weld County remains hopeful that modifications currently under development will rectify some of the issues created by the system . In the meantime , we have identified changes to our internal practices that have enabled us to deliver services in more timely and accurate ways, and will continue to identify practice and policy changes that will further this effort. Weld County will be starting Fiscal Year 2015-2016 with a small amount of TANF County Reserve, which will serve to insulate us, to some extent, from the requirement to use county- only funds in covering Child Welfare and Colorado Works over- expenditures . The requirements of Senate Bill 08- 177 have increased the percentage of our Colorado Works allocation that is expended on Basic Cash Assistance , leaving fewer funds available for supportive services and Diversion Payments . 318 SOCIAL SERVICES FUND ESTIMATED REVENUE 2016 FEDERAL AND STATE COUNTY TOTAL County Administration $ 6,425 ,076 $ 3 , 944,924 $ 10, 370,000 Other Programs 530,000 - 100, 100 429,900 Child Support Administration 2,306,000 746,700 3 ,052,700 TA1\T-Colorado Works 1 ,302, 917 1 ,485, 083 2,788 ,000 Aid to the Needy Disabled 0 95 ,000 95 ,000 Child Care 370, 000 539, 700 909, 700 Old Age Pension 96, 300 7, 000 103 , 300 Child Welfare 11 ,700,000 3 ,250,400 14,950,400 Core Services 718, 000 340, 000 1 ,058, 000 Adult Protective Services 472, 800 118 ,200 591 ,000 LEAP 155 ,000 0 155 ,000 General Assistance 0 18 ,500 18 ,500 Sub- Total $ 24,076, 093 $ 10,445 ,407 $ 34,521 ,500 Federal/State Reimbursement $ 24,076, 093 Claims Collection Incentives 160,000 TANF Adjustment 64 8, 842 Usage of Deferred Revenues 0 Sub-Total Revenue $ 24, 884,935 Potential Use of Fund Balance 0 County Property Tax / Penalties 9,63 6, 565 Total Revenue $ 34,52 1 , 500 31 9 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs : Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs . Federally State Mandated Mandated Temporary Assistance to Needy Families — Colorado Works X X Aid to the Needy Disabled X Low Income Energy Assistance Program X X Old Age Pension X General Assistance* Optional Optional * State law allows counties the option of having a general assistance program and , if established , to determine the benefit level . Social Service Programs : Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection — Casework Services X X Youth Services — Casework Services X X Administration : Costs associated with administration include compensation for direct services through caseworkers, technicians and support staff. In addition , overhead such as rent, utilities , travel , supplies , and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program . Expenditures greater than allocation are not guaranteed to be reimbursed . Generally , they are at least partially reimbursed through the use of transferred TANF funds, surplus distribution , or Federal pass-thru revenues. 320 SOCIAL SERVICES SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 8,438,837 9,636,565 9,636,565 0 INTERGOVERNMENTAL 2100 42110 4336 REIMBURSEMENTS 7,000,000 6,425,076 6,425,076 0 2100 42111 4336 REIMBURSEMENTS 933,483 808,842 808,842 0 2100 42115 4336 REIMBURSEMENTS 706,000 530,000 530,000 0 2100 42200 4336 REIMBURSEMENTS 2,300,000 2,306,000 2,306,000 0 2100 42365 4336 REIMBURSEMENTS 2,427,517 1 ,302,917 1 ,302,917 0 2100 42375 4336 REIMBURSEMENTS 440,000 370,000 370,000 0 2100 42380 4336 REIMBURSEMENTS 87,000 96,300 96,300 0 2100 42410 4336 REIMBURSEMENTS 8,940,000 11 ,700,000 11 ,700,000 0 2100 42415 4336 REIMBURSEMENTS 868,000 718,000 718,000 0 2100 42450 4336 REIMBURSEMENTS 0 472,800 472,800 0 2100 42610 4336 REIMBURSEMENTS 200,000 155,000 155,000 0 TOTAL INTERGOVERNMENTAL 23,902,000 24,884,935 24,884,935 0 TOTAL SOCIAL SERVICES 32,340,837 34,521 ,500 34,521 ,500 0 321 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2100 42110 ADMINISTRATION-REGULAR 8,740,000 10,370,000 10,370,000 0 2100 42115 OTHER PROGRAMS 579,200 429,900 429,900 0 2100 42200 CHILD SUPPORT ADMINISTRATION 3, 111 ,900 3,052,700 3,052,700 0 2100 42365 COLORADO WORKS 3,912,600 2,788,000 2,788,000 0 2100 42370 NEEDY AND DISABLED 130,000 95,000 95,000 0 2100 42375 DAY CARE & ADMINISTRATION 984,500 909,700 909,700 0 2100 42380 OLD AGE PENSION 98,000 103,300 103, 300 0 2100 42410 CHILD WELFARE & ADMINISTRATION 12,740,000 14,950,400 14,950,400 0 2100 42415 PLACEMENT ALTERNATIVE CARE 1 ,068,000 1 ,058,000 1 ,058,000 0 2100 42450 ADULT PROTECTION 0 591 ,000 591 ,000 0 2100 42610 LEAP ADMINISTRATION & OUTREACH 200,000 155,000 155,000 0 2100 42700 GENERAL ASSISTANCE 6,700 18, 500 18, 500 0 TOTAL SOCIAL SERVICES 31 ,570,900 34,521 ,500 34,521 ,500 0 322 BUDGET UNIT REQUEST SUMMARY /DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION : See individual units . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT NEXT FY NEXT FY FY Personnel Services $ 22 ,440 , 637 $ 22 , 815 , 400 $ 23 , 801 , 700 $ 23 , 801 , 700 S upplies 527 , 345 403 ,200 1 , 133 , 000 1 , 133 , 000 P urchased Services 6 , 575 , 186 6 , 817 , 700 6 ,245 , 800 6 , 245 , 800 Fixed Charges 2 , 178 , 985 2 , 205 , 300 3 , 783 , 100 3, 783 , 100 Capital 0 0 0 0 Contra Expense -618 , 515 - 670, 700 -442 , 100 -442 , 100 Gross County Cost $ 31 , 103 , 638 $ 31 , 570 , 900 $ 34 , 521 , 500 $ 34 , 521 , 500 Revenue/Fund Bal . 22 , 684 , 746 23 , 132 , 563 24 , 884 , 935 24 , 884 , 935 N et County Cost $ 8 , 418 , 892 $ 8 ,438 , 337 $ 9 , 636 , 565 $ 9 , 636 , 565 Budget Positions 306 . 5 315 . 5 338 . 5 338 . 5 SUMMARY OF CHANGES : See Individual Budget Units . FINANCE/ADMINISTRATION RECOMMENDATION : See Individual Budget Units. BOARD ACTION : See Individual Budget Units . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 323 Goal I iS1 "To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life." E IREL PRELIMINARY PERFORMANCE U' TC 1VlES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HI-1S1 - 1 : Increase quality Implement continuous improvement system Develop and/or refine methodology to gather of work to accomplish the following: Analyze statistics in order to establish baselines against which current processes to determine if they are performance will be measured in future years. achieving expected outcomes; develop Certain Divisions of the Department were able to remedies and improvements; deploy follow define their methodology in 2013-2014 and will up tracking system measuring the refine it in 2016 . effectiveness of improvements; reduce the duplication of services provided to customers Continuous improvement system designed and requiring wrap around services; train service implemented within DH . coordinators to provide upfront departmental-wide coordinated services. Initial improvement teams launched addressing four key opportunities for improvement. Goal II1IS2 Develop & deploy consistent performance management approaches across the Human Services Department DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2- 1 : increase Identify existing performance management Statistically valid retention baseline developed. retention of quality staff approaches within Human Services to using several past years to determine trends. include individual department approaches, County approaches, and different - Used to gauge realistic and appropriate performance management philosophies and retention levels within DHS styles within Human Services . HHS2 -2: Increase Research Baldrige Category 5 (Workforce By the end of 2016 all employees will have fulfillment of promotion Focus) and implement "best practice" professional development plans incorporated and opportunities concepts to include factors affecting addressed within their formal evaluation system. employee satisfaction and engagement, staff development, supervisory development, employee safety and well-being, morale,. motivation and teamwork. 324 DESIRED T PRELIMINARY PERFORMANCE OUTCOMES S STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-3 : Viable Assess capacity and staffing levels to Upper level DHS organization structure evaluated succession plans created administer system. and assessed . across the Department Develop and deploy follow up tracking system measuring the effectiveness of the Human Services Department Hunan Capital Management efforts . Define how employees are measured. Fully implement new County performance management system, Implement and perfect performance appraisal system. Train supervisors and staff on how to use the performance appraisal system. Identifying current practices used for measuring employee performance, best practices and standards are set to reflect Core Values. Develop a uniform approach for performance management and evaluation that contains standards as dictated by job descriptions. Develop employee measurements based job standards and assessments that will be defined and implemented in the County performance management system. HHS2-4: Team culture Develop and deploy continuous training and Increase employee core knowledge of all developed across the board job sharing opportunities (using creative departments across Human Services. within the Department of technological options) that will help improve Human Services organizational knowledge, job performance and core values . 325 Goal ILI 3: Establish a systematic structure to effectively communicate inside and outside of the Human Services Department. DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS3- 1 : improved Implement the best methods to communicate An improved Human Services ' website that customer and stakeholder with clients, stakeholders and other agencies provides more program-related information access to DHS program to include using the intranet; newsletter, web including qualification details could help information and services page; email or newsletters . customers identify eligibility even before coming into Human Services. Implement the best methods to review policy Increased and measurea.ble use of the PEAK with the County Commissioners; system that enables customers to apply for benefits communicate with County departments; the on-line. best methods to communicate with the rest of the County. Develop a process to share positive information with the community. Greater emphasis will be placed on positive outcomes of the services provided by Human Services and statistics that point to success, the image of the department could be enhanced and could improve relationships that are considered confrontational . Hs153-2 : Ensure all DHS Create team backups from each division to Top five internal communication methods for DHS staff are fully engaged in maintain continuity. identified and validated. the communications loop Form staff driven improvement teams. Train staff members on project management and process improvement methodologies that will be used during the process. Conduct research around the following: The most important methods to communicate info in HS ; Communication methods that are currently working and methods not working; The best way to attain the voice of all staff Goal ILIS4 : To prepare for the future by identifying appropriate actions to opportunities and challenges that may impact the Department of Human Services . DESIRED Eli PRELIMINARY PERFORMANCE UTCO1v ES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATORS) HHS4- 1 : Increased Develop & assess budget. Forecast shell created through identified reports preparedness to handle and data that predict future trends and needs , future contingencies Formulate program projections based on increased demand. Developing Management Reports that will provide fiscal data, useful for decision-making, across all Identify mandator)/ program commitments programs. Several programs are now being piloted for refinement of format. 326 DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATORS IIHS4-2: Increased Explore ramifications of child welfare 90/ 10 DHS revenue generating sources compiled . flexibility and agility in to 80/20 switch. meeting future customer Cost Containment / Revenue Maximization demands Conduct scenario planning addressing the strategies were identified,, evaluated and, where following: what can be cut first; the feasible, implemented during 2013 and 2014. The consequences; the potential alternative Department has identified four additional funding strategies and the business case in strategies for 2016 that are reflected in the budget supporting individual programs compared to narrative. others. Identify "big ticket" items that must be supported . HHS4-3 : Enhanced DHS Form staff driven Continuity of Operations Continuity of Operation Plan will have been emergency preparedness project planning team. implemented and revised as appropriate and all staff will participate in and be aware of the plan. Develop and deploy Continuity of Operations Plan. Goal = : 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 DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS5- 1 : County Increase awareness of DHS programs and. Individual DHS division education and promotion Commissioners and other services. plans developed that includes the Department' s stakeholders understand mission, vision and purpose. the tangible value that Enhance image of DHS programs and. Weld County Human services. Services provides to the local community Development and implantation of the recommendations of the O1 Group for the reorganization of the Service Delivery Entry Points to Human Services. HHS5 -2: High level Analyze coordinated services within a Organizational report card shell designed. connections can be targeted group of customers and identify what demonstrated from the everyone is gathering. services that each team provides to any family Expand coordinated service analysis after targeted group analysis and construct ethics guidelines regarding the information used in conjunction with the coordinated service analysis. Determine what funding sources and tracking/reporting are potential barriers and explored possible resolutions. 327 DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) IIHS5-3 : Effective Build organizational report card : Benchmark DHS stakeholder and customer perception baseline stewardship of the taxpayer Adams county; Incorporated "Return on established. dollar Investment" language into report card based. on outcomes that can justify current Department activities. Validate the report card with stakeholders . Publish report card on a routine basis . Goal HllS6: To develop and reinforce " best customer service" standards and commitment within all employees and partners of the Weld County Department of Human Services DESIREDPRELIMINARY PERFORMANCE OUTCOMES oMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS6- 1 : Increased Ensure that customer goals are embedded within Individual DHS division customer satisfaction customer satisfaction levels employee performance standards. assessment tools developed. Test the feasibility in monitoring phone calls to test for quality customer service . Develop multiple methods to assess the quality of Overall DHS customer satisfaction index customer service (staff, partners, boards, etc.); designed. identify the meaning of "respect" mean in the eyes of all customers? Determine key requirements for all DHS Initial DHS customer satisfaction baseline customers — as well as their priorities (ease of established . use, quality of contact, quality of service, etc.) Offer ongoing training to all staff to improve basic customer service skills. Offer training for managers on the nuts and bolts of reinforcing customer service standards. Ensure partner accountability to Human Service customer service standards through contract language that can be developed to drive a closer alignment and assisting partners by communicating standards, training, and reinforcement. Develop strategies to quantify intangible aspects of customer service (focus groups). 328 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : County Administration - - 2100-42110 DEPARTMENT DESCRIPTION : Expenditures for Staff Compensation and Operations , attributable to Food Assistance , Medicaid , Adult Protection , and Common Support programs. The State establishes an allocation that limits the reimbursement for administrative expenditures. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6 , 233, 613 $ 6 , 500 , 000 $ 6 , 400 , 000 $ 6 , 400 , 000 Supplies - 306 , 088 - 521 , 000 - 300 , 000 - 300 , 000 Purchased Services 1 , 562 , 236 1 ,430 , 800 1 , 200 , 000 1 , 200 , 000 Fixed Charges 1 , 263 , 066 1 , 405 ,200 3 , 100 , 000 3 , 100 , 000 Contra Expense - 20 , 076 - 75 , 000 - 30 , 000 - 30 , 000 Capital 0 0 0 Gross County County Cost $ 8 , 732 , 751 $ 8 , 740 , 000 $ 10 , 370 , 000 $ 10 , 370 , 000 Revenue 6 , 162 , 891 7 , 000 , 000 6 ,425 , 076 6 ,425 , 076 Net County Cost $ 2 , 569 , 860 $ 1 , 740, 000 $ 3 , 944 , 924 $ 3 , 944 , 924 Budget Positions 149 . 0 156 . 0 169 . 0 169 . 0 SUMMARY OF CHANGES : Senate Bill 12-078 , together with HB 12- 1335 ,. the Long Bill for State Fiscal Year 2013-2014 , created a new appropriation for Adult Protective Services, separated from the County Administration appropriation . For the first two years of implementation , SFY 2013-2014 and SFY 2014-2015 , the allocation of these funds was closely tied to the County Administration allocation . Beginning with SFY 2015-2016 , the allocation of the Adult Protection Funds is unique and separate from the County Administration allocation . The Adult Protection Unit, in Weld County, is housed within the Area Agency on Aging Division . Therefore , we have decided to create a separate Budget Organization for it. Conversely , the Fraud Administration allocation is no longer separated from the County Administration allocation . It is now rolled into the County Administration allocation . Therefore , we have decided to discontinue the separation of these allocations in the county budget. The Department has requested 13 additional positions , including three (3 ) Customer Navigators, one ( 1 ) Training and Technology Manager, one ( 1 ) Service Coordinator, four (4 ) Income Maintenance Technicians, two (2 ) Fraud Investigators, one ( 1 ) Operations Manager — North County, and one ( 1 ) Program Resource Specialist. FINANCE/ADMINISTRATION RECOMMENDATION : The additional positions are a policy issue for the Board and will be discussed in a special budget work session . All other items are approved as recommended . BOARD ACTION : 329 COUNTY ADMINISTRATION ( CONTINUED ) 2100 -42110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average ) 62 , 000 71 , 500 80 , 000 Efficiency Measures FTE's per 10 , 000/capita 5 . 412 5 . 502 5 . 856 Per capita cost $9 . 335 $6 . 138 $ 13 . 510 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 330 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Non-Program Revenue - - 2100-42111 DEPARTMENT DESCRIPTION : Property Taxes , Claim-Collection Incentives , TANF Adjustment, TANF MOE Reduction , and Miscellaneous Revenue Sources. 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 - 125 , 827 0 0 0 Gross County Cost $ - 125 ,827 $ 0 $ 0 $ 0 Revenue 153 ,216 933 ,483 808 , 842 808 , 842 Net County Cost $ 8 , 420 , 796 $ 8 , 438 , 837 $ 9, 636 , 565 $ 9 , 636 , 565 Budget Positions - - - - - - - - SUMMARY OF CHANGES : Property tax is budgeted at $9 , 636, 565 for 2016 . Based upon the 2014 Indirect Cost Plan the indirect costs allocated to Social Services went up $ 1 , 787 , 653 . This is a charge from the General Fund to Social Services , which in turn gets 33% reimbursed or $589 , 925 . To offset the added costs the Social Services property tax was increased $ 1 , 197 , 728 to $9 , 636 , 565 . Net gain in revenue to the overall county is $589 , 925 . The other difference is a combination of special revenue from various department programs . The TANF Adjustment is $648 , 842. Incentives earned as the result of claims collections for Food Assistance , Medicaid , TANF, and State-Only programs are estimated to be $ 160 , 000 . Counties will not receive the Work Participation bonus funds during 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The indirect cost and property► tax adjustment results in a net gain in revenue to the overall county of $589 , 925 . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary. 331 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Other Programs - - 2100-42115 DEPARTMENT DESCRIPTION : This budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First, Medical Exams, Food Stamps Refunds, AFDC Retained Collections , and Collaborative Management. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 500 , 571 $ 490, 400 $ 350 , 000 $ 350 , 000 Supplies 29 , 930 26 ,200 26 , 200 26 ,200 Purchased Services 74 , 327 62 , 800 53 , 900 53 , 900 Fixed Charges 5 ,270 0 0 0 Contra - 190 _ -200 - 200 - 200 Gross County Cost $ 609 , 908 $ 579 ,200 $ 429 , 900 $ 429 , 900 Revenue 659 ,480 706 , 000 530 , 000 530 , 000 Net County Cost $ - 49 , 572 $ - 126 , 800 $ - 100 , 100 $ - 100 , 100 Budget Positions - - - - - - - - SUMMARY OF CHANGES : The Food Assistance Fraud Unit, formerly included in this Budget Category, is now grouped with County Administration , to reflect its connection to and inclusion in the County Administration allocation . The passage of SB 15-012 may eventually bring about changes to the TANF Retained Collections, as those collections are passed through to families receiving Child Support. However, there are two clauses in the bill which ( 1 ) replace the funds previously reimbursed to the Counties from the county portion of the collection with State General Fund dollars and (2 ) delay implementation of the bill until such time as State computer systems can be modified to account for this change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 332 OTHER PROGRAMS ( CONTINUED ) 2100 -42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 4 , 000 4 , 000 4 , 100 Efficiency Measures Per capita cost (county support) $0 . 00 $0 . 00 $0 . 00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 333 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Child Support Administration - - 2100-42200 DEPARTMENT DESCRIPTION : This program is designed to obtain and enforce child support and medical support for dependent children to offset part of the TANF and foster care costs . In addition , child support and medical support are enforced for non-TANF clients based on court orders . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 469 ,229 $ 2 , 545, 000 $ 2 , 600 , 000 $ 2 , 600 , 000 Supplies 106 , 385 120 , 600 47 , 000 47 , 000 Purchased Services 454 , 703 400 , 200 330 , 000 330 , 000 Fixed Charges 67 , 067 46 , 100 75 , 700 75 , 700 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3 , 097 , 384 $ 3 , 111 , 900 $ 3 , 052 , 700 $ 3 , 052 , 700 Revenue 2 , 351 , 175 2 , 300 , 000 2 , 306 , 000 2 , 306 , 000 Net County Cost $ 746 ,209 $ 811 , 900 $ 746 , 700 $ 746 , 700 Budget Positions 30 30 31 31 SUMMARY OF CHANGES : The Department has requested the addition of one manager within the Child Support Division . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the added position . BOARD ACTION : 334 CHILD SUPPORT ADMINISTRATION ( CONTINUED ) 2100 -42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 7 , 603 7 , 608 7 , 650 Efficiency Measures FTE's per 10 , 000/capita 1 . 1 1 . 1 1 . 1 Per capita cost (county support) $2 . 711 $2 . 864 $2 . 557 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 335 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER : Families and Administration (TANF) - - 2100-42365 DEPARTMENT DESCRIPTION : Assistance payment grants for eligible recipients of the TANF program . This budget unit also has administrative funding for TANF staff and operating costs . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 657 ,419 $ 1 , 700, 000 $ 1 , 431 , 700 $ 1 , 431 , 700 Supplies 218 , 619 236 ,400 194 , 700 194 , 700 Purchased Services 1 ,245 , 813 1 , 962 , 200 1 , 147 , 300 1 , 147 , 300 Fixed Charges 219 , 870 29 , 000 33 , 900 33 , 900 Contra Expense - 6 , 653 - 15 , 000 - 19„ 600 - 19 , 600 Capital 0 0 0 0 Gross County Cost $ 3 , 335 , 068 $ 3 , 912 , 600 $ 2 , 788 , 000 $ 2 , 788 , 000 Revenue 2 , 494 ,234 2 , 427 , 517 1 , 302 , 917 1 , 302 , 917 Net County Cost $ 840 , 834 $ 1 , 485 , 083 $ 1 ,485 , 083 $ 1 ,485 , 083 Budget Positions 0 0 0 0 SUMMARY OF CHANGES : SB 08- 177 continues to have lingering effects in driving up Basic Cash Assistance in many counties, including Weld , across the State . Our moderate TANF County Reserve balance will continue to shield us , to some extent, from the fiscal pressures that were created . However, sustained demands on the block grant may , eventually , lead to significant measures in the future . Accounting for activities performed by Case Managers in the Employment Services Division of the Department is now recorded directly in the Social Services Fund , which should allow the Division to report and receive reimbursement for those expenditures on a timely basis. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 336 TANF ADMINISTRATION ( CONTINUED ) 2100 -42365 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Loads (Average ) 675 685 700 Efficiency Measures Per capita cost (county support) $3 . 054 $5 .238 $5 . 086 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary. 337 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Aid to Needy Disabled - - 2100-42370 DEPARTMENT DESCRIPTION : Assistance grants for eligible disabled and Medicaid benefits for SSI clients. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 152 , 581 180 , 000 140 , 000 140 , 000 Contra Account 1 , 584 -50 , 000 -45 , 000 -45 , 000 Capital 0 0 0 0 Gross County Cost a $ 154 , 165 aa, $ 130 , 000 a $ 95 , 000 $ 95 , 000 Revenue 0 0 0 0 Net County Cost $ 154 , 165 $ 130 , 000 $ 95 , 000 $ 95 , 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2016 . Problems with CBMS have created periods of time when we have been unable to report Interim Assistance Refunds, which continues to create some anomalies in the financial reporting of those transactions. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 338 AID TO NEEDY DISABLED ( CONTINUED ) 2100 -42370 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 240 240 240 Efficiency Measures Per capita cost (county support) $0 . 560 $0 .459 $0 . 325 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary. 339 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Child Care - - 2100-42375 DEPARTMENT DESCRIPTION : Provision of day care services for children from TANF and " income eligible" households. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 489 , 982 $ 520, 000 $ 400 , 000 $ 400 , 000 Supplies 19 ,476 23 , 000 9 , 000 9 , 000 Purchased Services 425 , 434 440 , 000 492 , 000 492 , 000 Contra Expense 1 ,285 - 3 , 500 - 3 , 500 - 3 , 500 Fixed Charges 10 ,265 5 , 000 12 , 200 12 , 200 Capital 0 0 0 0 Gross County Cost $ 946 ,442 $ 984 , 500 $ 909 , 700 $ 909 , 700 Revenue 423 , 306 440 , 000 370 , 000 370 , 000 Net County Cost $ 523 , 136 $ 544 , 500 $ 539 , 700 $ 539 , 700 Budget Positions 9 . 0 9 . 0 9 . 0 9 . 0 SUMMARY OF CHANGES : HB 14- 1317 significantly changed the activities eligible under this program . Many of those changes are postponed until the CHATS system can be modified to accommodate those changes. However, a task force has been established to implement as much of the bill as practicable . Weld County is in a relatively good position to absorb the increased costs that will be associated with the legislation , but will continue to monitor our position and make program adjustments, as necessary , to remain within our available funding . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 340 CHILD CARE ( CONTINUED ) 2100 -42375 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 675 700 750 Efficiency Measures FTE's per 10 , 000/capita . 327 . 317 . 308 Per capita cost (county support) $ 1 . 900 $ 1 . 921 $ 1 . 848 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary. 341 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Old Age Pension - - 2100-42380 DEPARTMENT DESCRIPTION : This program provides money payments to eligible seniors who meet income , resource and age tests . Program costs are reimbursed approximately 99 . 5 percent by the state . Administrative costs are reimbursed 100 percent. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 54, 174 $ 60 , 000 $ 70 , 000 $ 70 , 000 Supplies 14 , 314 20 , 000 18 , 700 18 , 700 Purchased Services 12 , 933 15 , 000 19 , 100 19 , 100 Fixed Charges 3, 004 5 , 000 0 0 Contra Expense 496 -2 , 000 -4 , 500 -4 , 500 Gross County Cost $ 84 , 921 $ 98 , 000 $ 103 , 300 $ 103 , 300 Revenue 77 , 680 87 , 000 96 , 300 96 , 300 Net County Cost $ 7 ,241 $ 11 , 000 $ 7 , 000 $ 7 , 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 342 OLD AGE PENSION ( CONTINUED ) 2100 -42380 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 740 740 740 Efficiency Measures Per capita cost (county support) $0 . 026 $0 . 039 $0 . 024 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 343 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Child Welfare and Administration - - 2100-42410 DEPARTMENT DESCRIPTION : Placement of children in substitute 24- hour care family foster homes , group homes, residential treatment centers, and residential child care facilities . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 10 , 376 , 127 $ 10 , 300 , 000 $ 11 , 300 , 000 $ 11 , 300 , 000 Supplies 441 , 505 490 , 000 1 , 128 ,400 1 , 128 ,400 Purchased Services 2 , 190 , 328 2 , 300 , 000 2 , 600 , 000 2 , 600 , 000 Fixed Charges 290 , 037 175 , 000 322 , 000 322 , 000 Contra Expenses - 476 , 890 - 525 , 000 - 400 , 000 - 400 , 000 Capital 0 0 0 0 Gross County Cost $ 12 , 827 , 107 $ 12 , 740 , 000 $ 14 , 950 , 400 $ 14 , 950 ,400 Revenue 9 , 454 , 797 8 , 940 , 000 11 , 700 , 000 11 , 700 , 000 Net County Cost $ 3 , 372 , 310 $ 3 , 800 , 000 $ 3, 250 ,400 $ 3 , 250 ,400 Budget Positions 118 . 5 120 . 5 124 . 5 124 . 5 SUMMARY OF CHANGES : The Child Welfare Division is completing its second year of operations under the IV-E Waiver Demonstration interventions. It is too early to accurately measure the success of the project. However, placement durations and total costs continue to decrease . Our intention is to complete the Waiver Demonstration with sufficient ongoing cost savings to fund the additional staff necessary to continue the interventions . Weld County's allocation of funding continues to grow at a moderate pace , which should assist us in this endeavor. The Department will be hiring (4 ) four additional positions prior to the end of 2015 . These positions are funded through the Legislature's funding of 100 Child Welfare positions, state-wide . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The additional four positions that were part of the positions funded through the Legislature' s funding of 100 Child Welfare positions, state-wide were approve mid-year in 2015 . BOARD ACTION : 344 CHILD WELFARE AND ADMINISTRATION ( CONTINUED ) 2100 -42410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Average Case Load 1 , 833 2 , 077 2 , 100 Efficiency Measures FTE's per 10 , 000/capita 4 . 304 4 . 250 4 .264 Per capita cost (county support) $ 12 . 250 $ 13 . 404 $ 11 . 132 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 345 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Core Services - - 2100-42415 DEPARTMENT DESCRIPTION : Program designed to avoid placement of children into the foster care program primarily through counseling and parental education . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 649 , 556 $ 700, 000 $ 750 , 000 $ 750 , 000 Supplies 2 , 739 8 , 000 8 , 000 8 , 000 Purchased Services 0 0 0 0 Fixed Charges 327 , 577 360 , 000 300 , 000 300 , 000 Capital 0 0 0 0 Gross County Cost $ 979 , 872 $ 1 , 068 , 000 $ 1 , 058 , 000 $ 1 , 058 , 000 Revenue 751 , 600 868 , 000 718 , 000 718 , 000 Net County Cost $ 228 ,272 $ 200 , 000 $ 340 , 000 $ 340 , 000 Budget Positions 0 0 0 0 SUMMARY OF CHANGES : We have modified our accounting of the TIGHT program , such that expenditures on the program are now recorded directly out of the Social Services Fund . This will enable us to report and be reimbursed for expenditures on a timely basis . The hiring and re- classification of Parent Education Center positions will initially decrease vacancy savings and increase personnel costs, but should also reduce direct program costs paid to external contractors. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 346 CORE SERVICES ( CONTINUED ) 2100 -42415 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 210 250 250 Efficiency Measures Per capita cost (county support) $0 . 829 $0 . 705 $ 1 . 164 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 347 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : Adult Protective Services - 42450 DEPARTMENT DESCRIPTION : Adult Protective Services offers protective services to prevent, reduce , or eliminate the current or potential risk of mistreatment, exploitation , or self-neglect to the at-risk adult using community based services and resources, health care services, family and friends when appropriate , and other support systems. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 500 , 000 $ 500 , 000 S upplies 0 0 1 , 000 1 , 000 P urchased Services 0 0 90 , 000 90 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 591 , 000 $ 591 , 000 Revenue 0 0 472 , 800 472 , 800 N et County Cost $ 0 $ 0 $ 118 , 200 $ 118 ,200 Budget Positions 0 0 5 5 SUMMARY OF CHANGES : This is a new Budget Unit, within the Social Services Fund Budget Group . The staff is housed within the Area Agency on Aging Division . The allocation was separated from the County Administration allocation in SFY 2013-2014 . However, for its first two years , it was tied very closely to that allocation . Beginning with SFY 2015-2016 , the allocation will stand , largely , on its own for all but the close-out process. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Concur with the restructuring of the budget and separating it from County Administration . BOARD ACTION : 348 ADULT PROTECTIVE SERVICES ( CONTINUED ) 2100 -42450 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Referrals Reviewed 0 0 767 Efficiency Measures Per capita cost (county support) $0 $0 $0 . 405 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 349 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610142620 DEPARTMENT DESCRIPTION : Administration of the Low Income Energy Assistance Program . This program is 100 percent federally funded . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9 , 966 $ 0 $ 0 $ 0 Supplies 440 0 0 0 Purchased Services 131 , 007 200 , 000 155 , 000 155 , 000 Fixed Charges 225 0 0 0 Contra Expenses 0 0 0 0 Gross County Cost $ 141 , 638 $ 200 , 000 $ 155 , 000 $ 155 , 000 Revenue 152 ,217 200 , 000 155 , 000 155 , 000 Net County Cost $ - 10 , 579 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes to this program are anticipated for 2016 . The Eligibility Determination activities associated with this program are contracted to Discover Goodwill . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 350 LEAP ADMINISTRATION ( CONTINUED ) 2100 - 42610/42620 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 2 , 934 2 , 522 2 , 500 Efficiency Measures FTE's per 10 , 000/capita 0 0 0 Per capita cost (county support) $0 $0 $0 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 351 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : General Assistance - - 2100-42700 DEPARTMENT DESCRIPTION : Temporary and emergency assistance for applicants for Federal/State categorical assistance programs and help for some medical indigents. Totally funded by the County . Expenditures from this program are not covered by TANF , OAP , AND , etc . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY P ersonnel Services $ 0 $ 0 $ 0 $ 0 S upplies 25 0 0 0 Purchased Services 319 , 824 a 6 , 700 18 , 500 18 , 500 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 319 , 849 $ 6 , 700 $ 18 , 500 $ 18 , 500 Revenue 371 , 193 0 0 0 N et County Cost $ - 51 , 344 $ 6 , 700 $ 18 , 500 $ 18 , 500 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated for this program . Need for assistance for indigent burial increase significantly during 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 352 GENERAL ASSISTANCE ( CONTINUED ) 2100 -42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load excluding shelter (Average ) 100 11 10 Efficiency Measures Per capita cost (county support) $0 . 000 $0 . 024 $0 . 063 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 353 \, 1861 ,/ 3%!Tr Swr *> JQUNT le Y� 354 HEALTH FUND Revenue Changes $6,000,000 - o co O mCD $5,000,000 <st N2015132016tin e s olcq $4,000,000to r $3,000,000 8 Ln N CV $2,000,000 en p- 0 to a a 0? w ' c'' 0 o $170007000 tb,J co r r �r ro N CO iv ni Solid Waste Chg for FederalState Licenses& Miscellaneous Fund Balance General Fd Trfs Services Permits Trfs 2016 Revenue Total $ 15 , 489 , 955 ( 2015 $ Chg for Services $ 733 ,400 Solid Waste Trfs 5% $ 019 , 796 General Fd Trfs 4% Federal/state $4 , 5373102� . $ 33721 , 827 2 /v24 ° 0 Licenses& • - Permits Fund Balance $ 554 , 000 $ 5, 300 , 000 4% 34 % _ Miscellaneous $23 , 830 0% 355 HEALTH FUND 2016 Expenditures . ., Total $ 10 , 189 , 955 ( 2015 $ 9 , 477 , 955) ., Health Communication $ 1 , 693 , 191 Community Health 16% Services $4 ,870, 162_____T____ _ 48% Administration $ 180, 000 2°. 0 _______ Envirnmental Health Services Health $3, 142 ,376 Preparedness 31 % $304 ,226 3% $6 , 000 , 000 - Expenditure Changes $5 , 000 , 000 CO n- CO CNI C $4 , 000 , 000 • 2015 � c N- r co cp co o2016 $3 , 000 , 000 , 1r ree,1 - = 7-zt g Co - $2 , 000 , 000 `n _ co § § Lii,Cn N $ 1 , 000 , 000 5 —III 05 g $0 T IMEIMI I I I I 1 CO es c e - c3tie e Ss e e4S 4?), e izie iqs4 cr %.4.\ ibi thi se 2.,:e ir - e 450;„ ...2.44Dezir. ex\e, Nee 0 c\ ...), .cs• 356 SEVEN YEAR TREND Health Subsidy 5 4 . 5 4 3 . 5 3 u7 z O 2. 5 J 2 1 . 5 1 - 0. 5 0 2010 2011 2012 2013 2014 2015 2016 357 PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY Together , we are working to make Weld County a healthy place to live, learn , work and play . Public health is the science and art of preventing disease , prolonging life , promoting health and protecting the environment through the organized efforts and informed choices of society , organizations ( public and private ), communities and individuals. The Health Department's 2016 budget was prepared to ensure adequate resources will be available to 3/4"PriAL achieve Weld County' s and the Health Department's ih:l strategic goals and priorities, allow for the efficient and ?donor effective provision of the ten essential public health I lj °° aim services, enable core public health functions to be fulfilled on behalf of the residents of Weld County , and Di' ' ` ' ` I in otrig lag maintain a fundamental readiness and ability to p0�'; respond to public health emergencies that may occur. a '� - p 1(c1-11%-la 4�r -. eL15r . ill!U' is We accomplish this through continuous fiscal 'I'k r " 4 i r� l LJL L, diligence and commitment to being efficient financialCae rrap:,liver stewards of taxpayers ' trust and resources and in accordance with the Board 's directive to deliver 7k �, efficient government to the residents of Weld County . � � ��1 The Department's net county cost target budget for - , Pal 's 2016 was established at $4 , 537 , 102 . This target _ ; � included a flat budget over 2015's approved budget with a modest cost of living increase for 2016 . Available funding was allocated among the Department's five divisions (Administration , Environmental Health Services, Health Communication, Education and Planning , Public Health Emergency Preparedness and Response and Public Health Services) in order to achieve the goals of preserving , promoting and protecting the health and environment of current residents and future generations in Weld County. Highlights of notable changes in the 2016 budget include: • The Department achieved its objective of preparing its budget for FY2016 with level funding except for increases related to projected cost of living adjustments, step increases and benefit adjustments. • Increased grant activity and funding . All divisions are expected to experience increases in grant revenue and correlating grant deliverable activities (expenditures ) in 2016 . • Increased revenues and reimbursements in Environmental Health Services and Public Health Services. Both divisions are projecting increased Medicaid reimbursements in our medical lab and clinical operations as a result of increased enrollment in Medicaid due to the Affordable Care Act. Also , our clinical operations have realized increased insurance reimbursements primarily in our Immunization program . Environmental Health is projecting increased fee income for septic permits and water sampling . In addition , the Solid Waste fund transfer to Waste and Household Hazardous Waste is projected to increase by $ 36 ,793 in 2016 . 358 • FTE increase of 1 . 65 . During 2015 the Health Department reassigned some of its staff to more appropriately reflect the administrative or grant duties assigned to those employees and therefore shifted FTE among divisions. This is more specifically detailed in the individual division summaries. In addition , increased grant activity in the Health Communication division during 2015 resulted in an overall net increase of 1 . 65 FTE at the Health Department (approved by the Board ) which is reflected in the 2016 budget. • Increased Small Equipment and IT Costs. All divisions are projecting higher small equipment costs and IT costs associated with Weld County's reimplementation of the scheduled replacements of personal computers. 359 PUBLIC HEALTH SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final LICENSES AND PERMITS 2560 41400 4210 LICENSES 218,600 218,600 218,600 0 2560 41400 4221 PERMITS 336,000 335,400 335,400 0 TOTAL LICENSES AND PERMITS 554,600 554,000 554,000 0 INTERGOVERNMENTAL 2530 41300 4321 MEDICAID 22,236 47,000 47,000 0 253211 41300 4321 MEDICAID 57,265 153,300 153,300 0 253310 41300 4321 MEDICAID 44 0 0 0 2534 41300 4321 MEDICAID 19,244 33,500 33,500 0 2535 41300 4321 MEDICAID 34,721 62,200 62,200 0 253910 41300 4321 MEDICAID 6,297 0 0 0 254311 41300 4321 MEDICAID 66 0 0 0 255211 41300 4321 MEDICAID 50,000 50,000 50,000 0 2560 41400 4321 MEDICAID 39,000 47,000 47,000 0 255810 41300 4336 REIMBURSEMENTS 0 54,352 54, 352 0 2500 41100 4340 GRANTS 388,932 402,583 402,583 0 251010 41210 4340 GRANTS 100,432 147,901 147 ,901 0 2517 41210 4340 GRANTS 340,221 318,903 318,903 0 2521 41210 4340 GRANTS 15,000 12,000 12,000 0 2522 41210 4340 GRANTS 0 84,060 84,060 0 2525 41210 4340 GRANTS 67,000 67,000 67,000 0 272710 41210 4340 GRANTS 39,000 128,500 128,500 0 2528 41210 4340 GRANTS 0 85,748 85,748 0 2529 41210 4340 GRANTS 49,998 0 0 0 253211 41300 4340 GRANTS 202,394 149,328 149, 328 0 253310 41300 4340 GRANTS 191 ,970 190,554 190,554 0 2535 41300 4340 GRANTS 75,851 98,836 98,836 0 253610 41300 4340 GRANTS 95,500 0 0 0 2537 41300 4340 GRANTS 11 ,740 15,000 15,000 0 253910 41300 4340 GRANTS 59,500 65,500 65,500 0 254311 41300 4340 GRANTS 0 152,834 152,834 0 254911 41300 4340 GRANTS 125,000 135,000 135,000 0 255211 41300 4340 GRANTS 752, 175 782,417 782,417 0 2560 41400 4340 GRANTS 65, 114 70,500 70,500 0 254610 41400 4340 GRANTS 112,000 130,000 130,000 0 2580 41500 4340 GRANTS 31 ,933 47,000 47,000 0 258110 41500 4340 GRANTS 191 , 147 190,811 190,811 0 2500 41100 4356 COUNTIES 4,320,296 4,537, 102 4,537, 102 0 TOTAL INTERGOVERNMENTAL 7,464,076 8,258,929 8,258,929 0 CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 180,000 180,000 180,000 0 2530 41300 4410 CHARGE FOR SERVICES 71 ,903 73,200 73,200 0 253211 41300 4410 CHARGE FOR SERVICES 39,324 57,800 57,800 0 2535 41300 4410 CHARGE FOR SERVICES 64,853 94,400 94,400 0 253910 41300 4410 CHARGE FOR SERVICES 4,630 0 0 0 254311 41300 4410 CHARGE FOR SERVICES 21 ,007 0 0 0 2544 41300 4410 CHARGE FOR SERVICES 5,000 0 0 0 255111 41300 4410 CHARGE FOR SERVICES 64,910 0 0 0 255211 41300 4410 CHARGE FOR SERVICES 1 ,560 0 0 0 255810 41300 4410 CHARGE FOR SERVICES 48, 105 0 0 0 2560 41400 4410 CHARGE FOR SERVICES 317,781 328,000 328,000 0 TOTAL CHARGE FOR SERVICES 819,073 733,400 733,400 0 MISCELLANEOUS 2560 41400 4510 FINES 5,000 5,000 5,000 0 2530 41300 4690 DONATIONS 1 ,413 1 ,200 1 ,200 0 253211 41300 4690 DONATIONS 19,641 17,600 17,600 0 253310 41300 4690 DONATIONS 392 0 0 0 2535 41300 4690 DONATIONS 51 30 30 0 254311 41300 4690 DONATIONS 530 0 0 0 255211 41300 4690 DONATIONS 181 0 0 0 TOTAL MISCELLANEOUS 27,208 23,830 23,830 0 TRANSFER 2560 41400 712700 TRANSFER 582,998 619,796 619,796 0 TOTAL PUBLIC HEALTH FUND 9,447,955 10,189,955 10,189,955 0 360 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2500 41100 ADMINISTRATION 180,000 180,000 180,000 0 251010 41210 GENERAL HEALTH EDUCATION 100,432 156,961 156,961 0 2517 41210 GENERAL HEALTH EDUCATION 340,222 324,269 324,269 0 2520 41210 GENERAL HEALTH EDUCATION 714,616 772,947 772,947 0 2521 41210 GENERAL HEALTH EDUCATION 15,000 16,351 16,351 0 2522 41210 GENERAL HEALTH EDUCATION 0 89,271 89,271 0 2525 41210 GENERAL HEALTH EDUCATION 80,609 73,929 73,929 0 252710 41210 GENERAL HEALTH EDUCATION 61 ,212 164 ,208 164,208 0 2528 41210 GENERAL HEALTH EDUCATION 0 95,255 95,255 0 2529 41210 GENERAL HEALTH EDUCATION 72,326 0 0 0 2530 41300 NURSING 665,834 735,207 735,207 0 253211 41300 NURSING 1 ,305,930 1 ,292,612 1 ,292,612 0 253310 41300 NURSING 341 ,574 433,921 433,921 0 2535 41300 NURSING 547,695 644 ,475 644,475 0 253610 41300 NURSING 119,332 0 0 0 2537 41300 NURSING 37,465 19,291 19,291 0 253910 41300 NURSING 253,391 281 ,520 281 ,520 0 254311 41300 NURSING 67,508 206,843 206,843 0 2544 41300 NURSING 11 ,968 0 0 0 254911 41300 NURSING 246,780 261 ,715 261 ,715 0 255111 41300 NURSING 95,299 0 0 0 255211 41300 NURSING 850,510 923, 151 923, 151 0 255810 41300 NURSING 66,273 71 ,427 71 ,427 0 2560 41400 ENVIROMENTAL 2,861 ,651 3,009,024 3,009,024 0 256410 41400 ENVIROMENTAL 133,973 133,352 133,352 0 2580 41500 PUBLIC HEALTH PREPAREDNESS 48,312 58, 192 58, 192 0 258110 41500 PUBLIC HEALTH PREPAREDNESS 230,043 246,034 246,034 0 TOTAL PUBLIC HEALTH 9,447,955 10,189,955 10,189,955 0 361 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION : See individual units . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6 , 564 , 149 $ 7 ,421 , 916 $ 7 , 895 , 512 $ 7 , 895 , 512 Supplies 500 , 607 450 , 970 570 , 077 570 , 077 Purchased Services 1 , 245 , 740 1 , 659 , 904 1 , 887 ,491 1 , 887 , 491 Fixed Charges 578 , 127 766 , 469 883 , 602 883 , 602 Contra Expense -638 ,492 -851 , 304 - 1 , 046 , 727 - 1 , 046 , 727 Capital 12 , 379 0 0 0 Gross County Cost $ 8 , 262 , 510 $ 9 ,447 , 955 $ 10 , 189 , 955 $ 10 , 189 , 955 Revenue 5 , 483 , 859 5 , 127 , 659 5 , 652 , 853 5 , 652 , 853 Net County Cost $ 2 , 778 , 651 $ 4 , 320 , 296 $ 4 , 537 , 102 $ 4 , 537 , 102 Budgeted Positions 90 . 225 91 . 700 93 . 350 93 . 350 SUMMARY OF CHANGES : See individual units . FINANCE/ADMINISTRATION RECOMMENDATION : See individual units . BOARD ACTION : See individual units . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE 's per 107000/capita 3 . 28 3 . 23 3 . 19 Per capita cost (county support) $ 10 . 09 $ 15 . 24 $ 15 . 53 362 HEALTH FUND SUMMARY ( CONTINUED ) FUND 2500 Goal JIS1 * : To improve the health of our diverse communities by assuring individuals, families, and communities gain greater control of factors that influence their health. PRELIMINARY DESIRED OUTCOMES* PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Increase residents ' Annually publicize at least one Pertussis Pertussis Ongoing in 2016 awareness/ knowledge of the high reach public health message Campaign Campaign influencing factors that that increases community (ongoing in 2015) affect their health and the members ' awareness of place- communities ' health overall. specific differences in health and social indicators . In progress; messages released Improve access to needed Implement a 3 to 6-month Weld Public Health in 2015 Complete by Dec preventive, appropriate, Public Health Campaign that raises Accreditation 2016 affordable, continuous, and overall awareness of health timely community health department functions and services . services for residents. In progress Use technologies to improve Public Health Complete by Dec access to services in all divisions . Accreditation and 2016 refinements to clinical services Goal IIS2* : To lessen adverse public health impacts of disease through prevention efforts. PRELIMINARY DESIRED OUTCOMES* PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Reduce risks for chronic Oversee implementation of 5 -year CHIP strategic Over 45 partners Progress to be disease and help residents Weld County Community Health plan completed engaged; assessed and results maintain a healthy body improvement Plan with public additional funding reviewed via Data weight through nutrition, health partners from KR Joint Dashboard project) physical activity, and collaboration on obesity prevention implementation strategies . Oversee implementation of 5 -year CHIP strategic with North Weld County Community Health plan completed Colorado Health Increase years of healthy life Improvement Plan with public Alliance and reduce disparities health partners among all Weld County residents through promoting Increase residents awareness of Radon and food Radon and food Additional social emotional wellness. identified environmental health safety campaigns safety campaigns campaigns under issues (e.g. , lead, air quality, radon, ongoing review (e.g. WNV) Keep residents safe and free food safety) of disease from Increase our internal capacity to environmental hazards/ respond to natural and man-made ICS /NIMS Health Care Ongoing trainings forecast, prepare and hazards trainings ongoing Coalition planned respond to threats to basic operational good health. 363 HEALTH FUND SUMMARY ( CONTINUED ) FUND 2500 Goal HS3* ; To enhance our organization' s effectiveness by continually monitoring and improving our performance and evaluating our programs . PRELIMINARY PERFORMANCE DESIRED OUTC ES I JECTI E EY ACTUAL ESTIMATED PROJECTED OPERFORMANCE IN DICATOR(S)* Establish a department-wide Developed Ql plan that includes Public Health In progress in progress quality improvement plan communication and professional Accreditation based on county and development plan that promotes organizational policies and competencies direction. *NOTE: Goals, outcomes and indicators from 2012- 2016 Department Strategic Plan dated 7/27/2012 364 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Administration Services - - 2500-41100 DEPARTMENT DESCRIPTION : Overall administration of the Department of Public Health and Environment, including personnel , procurement, budgeting , fiscal management, data and records management, contract and grant management, and facilities management. The Executive Director is the official registrar of vital statistics for Weld County. Records of deaths that occurred in Weld County are kept and certified copies are available upon request from the Deputy Registrars. Birth records for births that occurred anywhere in the State of Colorado are available electronically and certified copies can be issued upon request from the Deputy Registrars . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 682 ,481 $ 729 , 184 $ 838 ,274 $ 838 ,274 Supplies 18 , 150 19 , 950 33 , 650 33 , 650 Purchased Services 192 , 250 190 , 450 140 , 250 140 , 250 Fixed Charges 0 0 0 0 Contra Expense -712 , 881 -759 , 584 -832 , 174 -832 , 174 Capital 0 0 0 0 Gross County Cost $ 180 , 000 $ 180 , 000 $ 180 , 000 $ 180 , 000 Revenue 180 , 000 180 , 000 180 , 000 180 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 8 . 0 8 . 0 10 . 0 10 . 0 SUMMARY OF CHANGES : There is a $ 109 , 090 ( 14 . 96% ) proposed increase in Personnel Services costs for 2016 . This increase is the result of the transfer of 2 . 0 FTE from the Public Health Services Division in 2015 , increased cost of health insurance from increased participation , and an increase in salaries and benefits due to step increases and a possible cost of living adjustment in 2016 . A net decrease of $36 , 500 between supplies and purchased services is projected in 2016 . This is primarily due to the decrease in expenditures related to accreditation fees and activities in 2015 .There will be a net increase of 9 . 56% , or $72 , 590 , in contra expenditures that will be reallocated to the divisions of the Health Department. This is due entirely to the increases we project in personnel services. In 2016 we anticipate our birth and death certificate issuance volume to remain relatively flat over 2015 estimates and therefore are not projecting any increase in revenue . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Position transfers were approved mid-year in 2015 . BOARD ACTION : 365 HEALTH ADMINISTRATION ( CONTINUED ) 2500 -41100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 2014 2015 2016 Birth I Death Certificates issued 17 , 166 17 ,000 17 , 500 Efficiency Measures FTE's per 10 , 000/capita . 291 .282 . 342 Per capita cost $2 . 59 $2 . 68 $2 . 84 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Review Summary . 366 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Non-Program Revenue - - 2500-41100 DEPARTMENT DESCRIPTION : Non-program revenues from the State per capita health funds . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 386 , 592 388 , 932 402 , 583 402 , 583 Net County Cost $ -386 , 592 $ -388 , 932 $ -402 , 583 $ -402 , 583 Budgeted Positions n/a n/a n/a nIa SUMMARY OF CHANGES : Non- program revenue from Local Planning and Support, formerly known as Per Capita , to support essential public health services is projected to increase by $ 13 , 651 , or 3 . 51 % . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 367 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Health Communication Section - - 2520-41210 DEPARTMENT DESCRIPTION : Health Communication , Education and Planning ( HCEP) includes county and grant funded health communication/prevention programs that promote healthy behaviors to reduce the burden of chronic disease in our county. The Health Communication team coordinates the Community Health Improvement Plan and strategic planning functions for the department. HCEP serves as the liaison with the local TV/radio/newspaper media for the Health Department. They develop and disseminate emergency communication and educational materials to the public . The HCEP team provides support internally for producing educational materials, reports, and local health data . Health Communication partners with the community to implement strategies that promote and support healthy behaviors. These include improving access to healthy foods and recreation for all residents, cardiovascular disease and diabetes prevention and management, men 's health screening and lifestyle education , healthy relationships for teens and parents to prevent unintended pregnancy and STI , tobacco use prevention , and traffic safety and prevention of unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community Health Improvement Plan (CHIP) coalition , and the Weld Tobacco-Free Coalition , provide guidance to the department to address these important health issues in Weld County. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 827 , 677 $ 955 , 771 $ 1 , 101 , 788 $ 1 , 101 , 788 Supplies 51 , 772 8 , 777 26 , 137 26 , 137 Purchased Services 196 , 741 311 , 095 420 ,463 420 ,463 Fixed Charges 89 , 880 108 , 774 144 , 803 144 , 803 Contra Expense 0 0 0 0 Gross County Cost $ 1 , 166 , 070 $ 1 , 384 ,417 $ 1 , 693 , 191 $ 1 , 693 , 191 Revenue 653 , 194 611 , 651 844 , 112 844 , 112 Net County Cost $ 512 , 876 $ 772 , 766 $ 849 , 079 $ 849 , 079 Budget Positions 11 . 65 11 . 75 13 . 75 13 . 75 SUMMARY OF CHANGES : Overall , Net County Cost is proposed to increase by $76 , 313 . The increase is primarily due to increased costs in Personnel (cost of living adjustments and staffing increases ), Purchased Services (contract expenditures), and Fixed Charges (overhead ). The HCEP Division increased by 2 . 0 FTE during 2015 . The HCEP Division gained 1 . 0 FTE from a lateral position transfer from the Public Health Services ( Nursing ) Division ; a 0 .25 FTE increase in hours of a current position (fully reimbursable from the A35 Tobacco grant); and 0 . 75 FTE in new adult part-time chaperones for the FDA tobacco program which are part of new contract provisions and fully reimbursable by the grant. All position increases were approved by the Board . Personnel Services are proposed to increase by $ 146 , 017 , which is attributable to the above referenced FTE increases, COLA projections, step increases and projected health insurance costs. 368 HEALTH COMMUNICATION SECTION ( CONTINUED ) 2520 -41210 SUMMARY OF CHANGES : (Continued ) Proposed increases in expenditures for Supplies ($ 17 , 360 ), Purchased Services ( $ 109 , 368 ) and Fixed Charges {$36 , 029 } are a result of increased activity for two new State grants , and one current grant program that is shifting from the Public Health Services Program , which will be offset by increased revenue in HCEP from these grants . Overall Revenue will increase by $232 ,461 due to the increased grant activity in HCEP. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Board approved the position increases mid-year in 2015 . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 2014 2015 2016 # residents reached by the classes , programs 167 , 000 168 , 000 175 , 000 News release exposure 600 , 000 700 , 000 720 , 000 Efficiency Measures FTE's per 10 , 000/capita . 423 . 414 . 402 Per capita cost (county support) $ 1 . 86 $2 . 16 $2 . 90 Effectiveness results Reduction in motor vehicle fatalities. 36 36 35 Reduction in teen birth rate for 15 - 17 yr. olds -- MCH data 19/1 , 000 18/ 1 , 000 18/1 , 000 Number of obese adults -- BRFSS data 23 25 25 Adult Smoking rates - - BRFSS data 11 . 0% 17. 8% 16 . 0% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 369 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Public Health Services - - 2530-41300 DEPARTMENT DESCRIPTION : The division holds clinics for immunizations, family planning , international travel health , and Tuberculosis. It also provides immunizations, screening , counseling , communicable disease surveillance , containment, treatment, and teaching . Provides home visits for health promotion , evaluation , health assessment, and community activities. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 879 ,456 $ 3 , 272 , 118 $ 3 , 299 , 453 $ 3 ,299 , 453 Supplies 191 , 699 223 , 816 312 , 288 312 , 288 Purchased Services 513 ,222 714 , 890 814 , 043 814 , 043 Fixed Charges 296 , 575 398 , 735 444 , 378 444 , 378 Contra Expense 0 0 0 0 Capital 12 , 379 0 0 0 Gross County Cost $ 3 , 893 331 $ 4 , 609 , 559 $ 4 , 870 , 162 $ 4 , 870 , 162 Revenue 2 , 306 298 2 , 047 , 503 2 , 234 , 051 2 ,234 , 051 Net County Cost $ 1 , 587 , 033 $ 2 , 562 , 056 $ 2 , 636 , 111 $ 2 , 636 , 111 Budgeted Positions 44 . 125 43 . 700 41 . 35 41 . 35 SUMMARY OF CHANGES : Personnel Services expenditures are projected to increase by only 0 . 84% . This is primarily due to the transfer of 2 . 35 FTE from the Public Health Services division to the Administration and Health Communication divisions . The modest increase of $27 , 335 is attributable to planned step increases and a possible cost of living increase in 2016 . Supplies and Purchased Services have increased by a net of $ 187 , 625 . The increase is primarily due to increased cost of medical supplies and services across several Public Health Services programs. Fixed Charges have an increase of $45 , 643 , or 11 . 45% , in administration overhead charges. This is primarily due to accreditation activities and increased FTE in the Administration division Overall revenue is expected to increase by $ 186 , 548 or approximately 9 . 11 % . This is primarily due to an increase in Medicaid revenue and small increases in grant funding in many of our Public Health Services programs. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 370 PUBLIC HEALTH SERVICES ( CONTINUED ) 2500 -41300 PERFOMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Immunizations/Communicable Disease ( North ) 5 , 378 5 , 400 5 , 500 ImmunizationslCommunicable Disease ( South ) 586 650 700 Travel Clinic 497 490 490 Combination Grant RACK — Elementary school visits 0 3 3 HCW - Educational Outreach visits 0 5 5 HPV — Educational Outreach visits 0 2 . 5 2 . 5 Outreach Events 12 12 12 Telethon Contacts — Outreach calls 5 , 500 5 , 600 5 , 700 Tuberculosis 930 1 , 000 1 , 100 Healthy Communities 22 , 200 23 , 000 25 , 000 Mobil Unit — Outings 137 150 150 Family Planning 3 , 380 3 , 430 3 , 500 MD Clinic 242 250 250 Nurse Home Visits 3 , 391 3 , 400 3 , 400 MCH — HCP-CC Clients Served 295 350 375 Direct referrals received 88 100 120 Sexually Transmitted Infection 279 360 375 Women 's Wellness Connection (WWC ) 113 120 120 Wise Woman 0 80 110 WWC — Targeted Outreach 0 5 , 075 5 , 150 Community Outreach Programs 490 505 540 Efficiency Measures FTE 's per 10 , 000/capita 1 . 60 1 . 54 1 .42 Per capita cost ( county support) $5 . 76 $9 . 04 $9 . 03 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 371 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Environmental Health Services - - 2560-41400 DEPARTMENT DESCRIPTION : The primary mission of the division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation , and the enforcement of regulations designed to protect food , water, and air supplies . Services include technical assistance and consultation , monitoring and sampling , inspection and enforcement, education and outreach , and planning activities. The laboratory's purpose is to process medical and water samples . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 984 , 884 $ 2 ,241 , 173 $ 2 ,421 , 191 $ 2 ,421 , 191 Supplies 248 , 746 192 , 775 194 , 750 194 , 750 Purchased Services 439 , 794 416 , 955 472 , 622 472 , 622 Fixed Charges 174 , 072 236 , 441 268 , 366 268 , 366 Contra Expense -85 , 563 -91 , 720 -214 , 553 -214 , 553 Capital 0 0 0 0 Gross County Cost $ 2 , 761 , 933 $ 2 , 995 , 624 $ 3 , 142 , 376 $ 3 , 142 , 376 Revenue 1 , 694 966 1 , 676 493 1 , 754 296 1 , 754 296 Net County Cost $ 1 , 066 , 967 $ 1 , 319 , 131 $ 1 , 388 , 080 $ 1 , 388 , 080 Budgeted Positions 23 . 75 25 . 75 25 . 75 25 . 75 SUMMARY OF CHANGES : Overall , Net County Cost is proposed to increase by $68 , 949 . The increase is primarily due to increased costs in Personnel (cost of living ), Purchased Services ( information technology), and Fixed Charges ( overhead ). Personnel Services expenses have increased by $ 180 , 018 . The increase is due to planned step increases , anticipated COLA, and the addition of the Oil and Gas Liaison position . Note : 50% of the expenses of EH Director position and 100% of the Oil and Gas Liaison is included in the Contra account. The EHS Division 's request for Supplies has increased by 1 % or $ 1 , 975 . This increase is due primarily to increased consumable costs in the laboratory programs . The Divisions request for Purchased Services increased by $55 , 667 or 13% . This increase is due primarily to an increased cost allocation for IT support ($45 , 895 ), increased cost of utilities at the HHW sites ($3 , 420 ), and the addition of a service agreement for a laboratory instrument ( $5 , 000 ). The Fixed Charges request has increased by $31 , 925 or 14% ( Fixed Charges are the EH Divisions share of Health Administration costs ). Revenue is expected to increase by $77 , 803 . This increase is primarily due to continued growth in the number of septic permits issued ($ 13 , 000 ), water testing ($ 11 , 500 ), and medical testing ($25 , 000 ), and an increased transfer of $36 , 798 from the Solid Waste fund for the Waste and HHW programs. 372 ENVIRONMENTAL HEALTH SERVICES ( CONTINUED ) 2560 -41400 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs * Food inspections , activities , complaints 3 , 884 3 , 900 3 , 900 Laboratory analyses 16 , 767 18 , 000 18 , 000 Household Hazardous Waste Disposed (#'s) 503 , 537 510 , 000 510 , 000 Environmental Planning Reviews 562 562 562 I . S . D . S . permits and inspections 1 , 162 1 , 200 1 ,200 Waste inspections , complaints , spill reports 273 300 300 Biosolids Inspections , activities, complaints 145 175 175 Efficiency Measures FTE' s per 10 , 000/capita . 86 . 91 . 88 Per capita cost {county support} $3 . 88 $4 . 65 $4 . 65 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 373 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Public Health Preparedness - - 2580-41500 DEPARTMENT DESCRIPTION : Public Health Preparedness utilizes grants and county funding to enhance the ambient level of emergency preparedness , both internally (county organization ) and externally (constituents). This unit is charged with preparing for, and responding to , incidents and events which threaten the quality and quantity of life within the purview of health and environment; develops exercises and evaluates various plans, procedures and protocols associated with emergency preparedness ; is assigned disease investigation duties and functions, along with regional bioterrorism laboratory duties and functions; houses the county-wide Health Alert Network , communications and warning operations; and is engaged in local , regional , state and national collaborative efforts associated with these disciplines. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 217 , 189 $ 223 , 670 $ 234 , 806 $ 234 , 806 Supplies 1 , 180 5 , 652 3 , 252 3 , 252 Purchased Services 14 , 056 26 , 514 40 , 113 40 , 113 Fixed Charges 17 , 600 22 , 519 26 , 055 26 , 055 Capital 0 0 0 0 Gross County Cost $ 250 , 025 $ 278 , 355 $ 304 , 226 $ 304 , 226 Revenue 246 , 738 223 , 080 237 , 811 237 , 811 Net County Cost $ 3 ,287 $ 55 , 275 $ 66 , 415 $ 66 , 415 Budgeted Positions 2 . 7 2 . 5 2 . 5 2 . 5 SUMMARY OF CHANGES : No increase in FTE ; however, due to an increase in grant revenue of $ 14 , 731 , there is a corresponding increase in grant work plan deliverables and an increase in Purchased Services and Fixed Charges. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000 capita . 098 . 090 . 085 Per capita cost (county support) $0 . 10 $0 . 19 $0 .22 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 374 SEVEN YEAR TREND Human Services $ 10 $9 $8 $7 $6 co:3 $5 - $4 $3 $2 $ 1 2010 2011 2012 2013 2014 2015 2016 375 HUMAN SERVICES I UND SUMMARY The Human Services Fund is funded at $8 , 346 , 812 for 2016 , which is up $525 , 337 or 6 . 72 percent, from the previous year, even though there are shifts in funding by program . Community Services Block Grant is up $ 157 , 987 , and Senior Nutrition programs are up $63 , 354 . Department of Labor programs are down $ 12 , 600 . Area Agency on Aging is up $304 , 245 or 9 . 59 percent. Being totally reliant upon state and federal funding sources , Human Services continues to operate in an uncertain environment. The Human Services Fund budget has been constructed based upon the best available information on the funding levels . It is very likely that many of the amounts will be changed between now and the actual execution of the 2016 budget. As fiscal pressures are dealt with , at the Federal and State levels , changes could be forthcoming that will affect this funding . The primary programs of Human Services are associated with the Workforce Innovation and Opportunity Act (WIOA) , formerly the Workforce Investment Act (WIA), funded under the Department of Labor, Employment and Training Administration . This program is anticipating $2 , 809 , 800 for 2016 . In addition , the Job Service contract will be $916 , 475 down $22 , 525 . Funding for this program should remain fairly constant, depending on budget control measures enacted at the Federal level . The Human Services Fund is totally funded through state and federal programs , with the exception of the 25 percent local match for the Area Agency on Aging program , which amounts to $ 12 , 351 . Other programs of the Human Services Fund remain relatively stable programmatically with the following 2016 funding levels : Area Agency on Aging $ 3 ,477 , 024 Senior Nutrition $ 670 , 000 CSBG $ 461 , 162 In the above programs , Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2016 . 376 HUMAN SERVICES SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final INTERGOVERNMENTAL 2653 60000 4314 USDA 107, 179 0 0 0 2654 60000 4314 USDA 43,500 0 0 0 2656 60000 4314 USDA 30,000 0 0 0 2650 61750 4314 USDA 0 115,000 115,000 0 2650 61751 4314 USDA 0 50,000 50,000 0 2650 61765 4314 USDA 0 32,244 32,244 0 262695 60000 4320 FEDERAL GRANTS 939,000 0 0 0 2627 60000 4320 FEDERAL GRANTS 30,000 0 0 0 2635 60000 4320 FEDERAL GRANTS 0 0 0 0 2636 60000 4320 FEDERAL GRANTS 852,875 0 0 0 2637 60000 4320 FEDERAL GRANTS 690,000 0 0 0 2643 60000 4320 FEDERAL GRANTS 500,000 0 0 0 2651 60000 4320 FEDERAL GRANTS 80, 149 0 0 0 2652 60000 4320 FEDERAL GRANTS 219,959 0 0 0 2653 60000 4320 FEDERAL GRANTS 274,467 0 0 0 2654 60000 4320 FEDERAL GRANTS 31 ,500 0 0 0 2655 60000 4320 FEDERAL GRANTS 27,200 0 0 0 2657 60000 4320 FEDERAL GRANTS 2,027 0 0 0 2658 60000 4320 FEDERAL GRANTS 6,958 0 0 0 265995 60000 4320 FEDERAL GRANTS 1 ,820,000 0 0 0 2673 60000 4320 FEDERAL GRANTS 88,629 0 0 0 267895 60000 4320 FEDERAL GRANTS 303, 175 0 0 0 2625 61401 4320 FEDERAL GRANTS 0 879,700 879,700 0 2625 61410 4320 FEDERAL GRANTS 0 72, 100 72, 100 0 2625 61420 4320 FEDERAL GRANTS 0 565,800 565,800 0 2625 61430 4320 FEDERAL GRANTS 0 109,200 109,200 0 2625 61440 4320 FEDERAL GRANTS 0 37,000 37,000 0 2625 61450 4320 FEDERAL GRANTS 0 244,500 244,500 0 2625 61451 4320 FEDERAL GRANTS 0 551 ,500 551 ,500 0 2625 61460 4320 FEDERAL GRANTS 0 916,475 916,475 0 267895 61601 4320 FEDERAL GRANTS 0 63,300 63, 300 0 267895 61610 4320 FEDERAL GRANTS 0 22,700 22,700 0 267895 61620 4320 FEDERAL GRANTS 0 11 , 100 11 , 100 0 267895 61630 4320 FEDERAL GRANTS 0 336,762 336,762 0 267895 61640 4320 FEDERAL GRANTS 0 23,500 23, 500 0 267895 61650 4320 FEDERAL GRANTS 0 3,800 3,800 0 2650 61701 4320 FEDERAL GRANTS 0 87,649 87,649 0 2650 61705 4320 FEDERAL GRANTS 0 53,700 53,700 0 2650 61710 4320 FEDERAL GRANTS 0 900 900 0 2650 61715 4320 FEDERAL GRANTS 0 14,900 14,900 0 2650 61720 4320 FEDERAL GRANTS 0 1 ,400 1 ,400 0 2650 61725 4320 FEDERAL GRANTS 0 12,800 12,800 0 2650 61730 4320 FEDERAL GRANTS 0 54,000 54,000 0 2650 61740 4320 FEDERAL GRANTS 0 46, 100 46, 100 0 2650 61745 4320 FEDERAL GRANTS 0 18,404 18,404 0 2650 61750 4320 FEDERAL GRANTS 0 295,000 295,000 0 2650 61755 4320 FEDERAL GRANTS 0 50,000 50,000 0 2650 61760 4320 FEDERAL GRANTS 0 13, 161 13, 161 0 2650 61780 4320 FEDERAL GRANTS 0 0 0 0 265995 61780 4320 FEDERAL GRANTS 0 1 ,895;000 1 ,895,000 0 2650 61785 4320 FEDERAL GRANTS 0 16,515 16, 515 0 2650 61790 4320 FEDERAL GRANTS 0 0 0 0 265995 61790 4320 FEDERAL GRANTS 0 59, 187 59, 187 0 2650 61935 4320 FEDERAL GRANTS 0 12,200 12,200 0 2650 61940 4320 FEDERAL GRANTS 0 77,321 77, 321 0 2635 60000 4340 GRANTS 182,000 0 0 0 2646 60000 4340 GRANTS 149,000 0 0 0 2660 60000 4340 GRANTS 4,515 0 0 0 2667 60000 4340 GRANTS 9,659 0 0 0 2671 60000 4340 GRANTS 871 ,332 0 0 0 2650 61805 4340 GRANTS 0 9,639 9,639 0 2650 61835 4340 GRANTS 0 183,700 183,700 0 2650 61840 4340 GRANTS 0 94,000 94,000 0 2650 61841 4340 GRANTS 0 106,700 106,700 0 2650 61850 4340 GRANTS 0 108,600 108,600 0 2650 61855 4340 GRANTS 0 59, 100 59, 100 0 2650 61860 4340 GRANTS 0 10,300 10, 300 0 2650 61865 4340 GRANTS 0 27,400 27,400 0 2650 61870 4340 GRANTS 0 36,200 36,200 0 2650 61875 4340 GRANTS 0 8,800 8,800 0 2650 61880 4340 GRANTS 0 63,700 63,700 0 2650 61885 4340 GRANTS 0 53,500 53,500 0 2650 61900 4340 GRANTS 0 90,600 90,600 0 2650 61905 4340 GRANTS 0 31 , 100 31 , 100 0 2650 61915 4340 GRANTS 0 198,204 198,204 0 2560 61701 711000 TRANSFER 12,351 12,351 12,351 0 TOTAL INTERGOVERNMENTAL 7,275,475 7,836,812 7,836,812 0 377 HUMAN SERVICES SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Or g Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 2645 60000 4410 CHARGE FOR SERVICES 350,000 0 0 0 2646 60000 4410 CHARGE FOR SERVICES 46,000 0 0 0 2645 61200 4410 CHARGE FOR SERVICES 0 190,000 190,000 0 2646 61300 4410 CHARGE FOR SERVICES 0 160,000 160,000 0 TOTAL CHARGE FOR SERVICES 396,000 350,000 350,000 0 MISCELLANEOUS 2653 60000 4690 DONATIONS 150,000 0 0 0 2650 61750 4690 DONATIONS 0 160,000 160,000 0 TOTAL MISCELLANEOUS 150,000 160,000 160,000 0 TOTAL HUMAN SERVICES FUND 7,821 .475 L346,812 8,346,812 0 378 HUMAN SERVICES SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2627 60000 HUMAN SERVICES 30,000 0 0 0 2635 60000 HUMAN SERVICES 182,000 0 0 0 2636 60000 HUMAN SERVICES 852,875 0 0 0 2637 60000 HUMAN SERVICES 690,000 0 0 0 2643 60000 HUMAN SERVICES 500,000 0 0 0 2645 60000 HUMAN SERVICES 350,000 0 0 0 2646 60000 HUMAN SERVICES 195,000 0 0 0 2651 60000 HUMAN SERVICES 92,500 0 0 0 2652 60000 HUMAN SERVICES 219,959 0 0 0 2653 60000 HUMAN SERVICES 531 ,646 0 0 0 2654 60000 HUMAN SERVICES 75,000 0 0 0 2655 60000 HUMAN SERVICES 27,200 0 0 0 2656 60000 HUMAN SERVICES 30,000 0 0 0 2657 60000 HUMAN SERVICES 2,027 0 0 0 2658 60000 HUMAN SERVICES 6,958 0 0 0 2660 60000 HUMAN SERVICES 4,515 0 0 0 2667 60000 HUMAN SERVICES 9,659 0 0 0 2671 60000 HUMAN SERVICES 871 ,332 0 0 0 2673 60000 HUMAN SERVICES 88,629 0 0 0 26295 60000 HUMAN SERVICES 939,000 0 0 0 265995 60000 HUMAN SERVICES 1 ,820,000 0 0 0 267895 60000 HUMAN SERVICES 303, 175 0 0 0 267895 60100 ADMIN COST POOL 0 0 0 0 267895 60110 AREA AGENCY ON AGING COST POOL 0 0 0 0 267895 60115 TRANSPORTATION COST POOL 0 0 0 0 2645 61200 EDUCATION LAB 0 190,000 190,000 0 2646 61300 AMERICORPS 0 160,000 160,000 0 2625 61401 WIOA ADULT 0 879,700 879,700 0 2625 61410 WIOA H 1 B 0 72, 100 72, 100 0 2625 61420 WIOA DI LOCATED WORKER 0 565,800 565,800 0 2625 61430 WIOA DW UI PILOT 0 109,200 109,200 0 2625 61440 WIOA DW NEG 0 37,000 37,000 0 2625 61450 WIOA YOUTH IN SCHOOL 0 244 ,500 244 ,500 0 2625 61451 WIOA YOUTH OUT OF SCHOOL 0 551 ,500 551 ,500 0 2625 61460 WAGNER/PEYSER 0 916,475 916,475 0 267895 61601 CSBG EF 0 63,300 63,300 0 267895 61610 CSBG ADMIN 0 22,700 22,700 0 267895 61620 CSBG AMA LINKAGES 0 11 , 100 11 , 100 0 267895 61630 CSBG EMERGENCY SERVICES 0 336,762 336,762 0 267895 61640 CSBG TANF EMPLOYMENT INTERSHIF 0 23,500 23,500 0 267895 61650 CSBG AMERICORPS SERVICES 0 3,800 3,800 0 2650 61701 AAA ADMIN 0 100,000 100,000 0 2650 61705 AAA PART B LEGAL 0 53,700 53,700 0 2650 61710 AAA PART B OMBUDSMAN 0 900 900 0 2650 61715 AAA PART B HOMEMAKER 0 14 ,900 14,900 0 2650 61720 AAA PART B PERSONAL CARE 0 1 ,400 1 ,400 0 2650 61725 MA PART B ADULT DAY CARE 0 12,800 12,800 0 2650 61730 AAA PART B COUNSELING 0 54 ,000 54 ,000 0 2650 61740 AAA PART B OUTREACH 0 46, 100 46, 100 0 2650 61745 MA PART B TRANSPORTATION 0 18,404 18,404 0 2650 61750 MA PART C 1 0 570,000 570,000 0 2650 61751 AAA NSI P 0 50,000 50,000 0 2650 61755 AAA C 2 0 50,000 50,000 0 2650 61760 AAA PART D 0 13, 161 13, 161 0 2650 61765 AAA CHF 0 32,244 32,244 0 265995 61780 SINGLE ENTRY POINT 0 1 ,895,000 1 ,895,000 0 2650 61785 AAA CCT 0 16,515 16,515 0 265995 61790 HOME CARE ALLOWANCE 0 59, 187 59, 187 0 2650 61805 AAA VALE 0 9,639 9,639 0 2650 61835 AAA STATE ADMIN 0 183,700 183,700 0 2650 61840 AAA STATE INFORMATION AND ASSISTANC 0 94 ,000 94 ,000 0 2650 61841 AAA STATE HEALTH PROMOTIONS 0 106,700 106,700 0 2650 61850 AAA STATE OMBUDSMAN 0 108,600 108,600 0 2650 61855 AAA STATE HOMEMAKER 0 59, 100 59, 100 0 2650 61860 AAA STATE PERSONAL CARE 0 10,300 10,300 0 2650 61865 AAA STATE OUTREACH 0 27,400 27,400 0 2650 61870 AAA STATE ADULT DAY CARE 0 36,200 36,200 0 2650 61875 AAA STATE COUNSELING 0 8,800 8,800 0 2650 61880 AAA STATE CHORE 0 63,700 63,700 0 2650 61885 AAA STATE TRANSPORTATION 0 53,500 53,500 0 2650 61900 MA STATE SHELF STABLE MEALS 0 90,600 90,600 0 2650 61905 AAA STATE VISUALLY IMPAIREC 0 31 , 100 31 , 100 0 2650 61915 MA STATE DENTAL VISION & HEARING 0 198,204 198,204 0 2650 61935 MA PART E GRANDPARENTING 0 12,200 12,200 0 2650 61940 MA PART E CAREGIVER 0 77,321 77,321 0 TOTAL HUMAN SERVICES 7,821 ,475 8,346.812 8,346.812 0 379 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : Summary — All Budget Units in Human Services Fund DEPARTMENT DESCRIPTION : See Individual Units . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 079 , 302 $ 5 , 015 , 634 $ 4 , 743 , 744 $ 4 , 743 , 744 Supplies 219 ,415 375, 675 73 , 900 73 , 900 Purchased Services 2 , 403 , 557 2 ,428 , 566 3 , 529 , 168 3 , 529 , 168 Fixed Charges 919 1 , 600 0 0 Gross County Cost $ 7 , 703 , 193 $ 7 , 821 ,475 $ 8 , 346 , 812 $ 8 , 346 , 812 Revenue 7 , 757 , 862 7 , 809 , 124 8 , 334 ,461 8 , 334 ,461 Net County Cost $ -54 , 669 $ 12 , 351 $ 12 , 351 $ 12 , 351 Budget Positions 83 82 82 82 SUMMARY OF CHANGES : See Individual Budget Units . OBJECTIVES : See Individual Budget Units. BOARD ACTION : See Individual Budget Units . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary for all budget units in this fund . 380 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : Wagner/Peyser - - 60000-2626 [Formerly 60000-2626] DEPARTMENT DESCRIPTION : Administer all Job Service activities in Weld County . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 939 , 471 $ 880 , 000 $ 800 , 000 $ 800 , 000 Supplies 18 , 843 3 , 000 2 , 000 2 , 000 Purchased Services 63 , 680 56 , 000 114 ,475 114 , 475 Gross County Cost $ 1 , 021 , 994 $ 939 , 000 $ 916 , 475 $ 916 , 475 Revenue 1 , 021 , 994 939 , 000 916 , 475 916 ,475 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions -- 16 16 16 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2625 will be used to track all WIAIWIOAIWagner- Peyser funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 23 , 000 23 , 000 23 , 000 Efficiency Measures Per capita cost $3 . 712 $3 . 312 $3 . 139 Effectiveness Measures (desired results ) Job placements 45% 48% 50% 381 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : Summer Job Hunt - 2625-61461 [Formerly 60000-2627] DEPARTMENT DESCRIPTION : Administer youth employment program for the summer months. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 36 , 624 $ 26 , 500 $ 0 $ 0 Supplies 17 0 0 0 Purchased Services 5 , 039 3 , 500 0 0 Gross County Cost $ 41 , 680 $ 30 , 000 $ 0 $ 0 Revenue 41 , 680 30 , 000 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions $ 1 $ 1 $ 0 $ 0 SUMMARY OF CHANGES : Weld County Employment Services has not received notification of funding for the Summer Job Hunt program for 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 2 ,400 2 , 700 - Efficiency Measures Per capita cost $0 . 151 $0 . 106 - Effectiveness Measures (desired results ) Clients placed in employment 1 , 200 1 , 350 - 382 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : Workforce Investment Act (Admin . ) 60000-2635 DEPARTMENT DESCRIPTION : This program tracks the administration for all of the Workforce Investment Act grants . It has been discontinued RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 171 , 319 $ 180, 000 $ 0 $ 0 Supplies 30 0 0 0 Purchased Services 211 2 , 000 0 0 Gross County Cost $ 171 , 560 $ 182 , 000 $ 0 $ 0 Revenue 171 , 560 182 , 000 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 3 0 0 SUMMARY OF CHANGES : The costs formerly tracked as Workforce Investment Act Admin will now be tracked as administrative charges within the WIA Program Components, including H1B , WIA-Adult, WIA-Youth , and WIA- Dislocated Worker. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0 . 00 $ 0 . 642 - 383 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Investment Act (Adult) 2625-61400 BUDGET UNIT TITLE AND NUMBER : and H1B 2625-61410 [ Formerly 6000-2636] DEPARTMENT DESCRIPTION : This program provides employment and training for eligible adults . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 300 , 785 $ 300 , 000 $ 256, 900 $ 256 , 900 Supplies 1 , 164 1 , 000 200 200 Purchased Services 547, 308 551 , 875 694 , 700 694 , 700 Fixed Charges 0 0 0 0 Gross County Cost $ 849, 257 $ 852 , 875 $ 951 , 800 $ 951 , 800 Revenue 849, 257 852 , 875 951 , 800 951 , 800 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 6 6 6 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2625 will be used to track all WIAIWIOAIWagner-Peyser funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 180 235 280 Efficiency Measures Per capita cost $3 . 085 $3 . 008 $3 . 260 Effectiveness Measures (desired results ) Entered employment rate 60% 65% 66 .2% 384 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Investment Act (Youth ) 60000-2637 BUDGET UNIT TITLE AND NUMBER: Formerly 60000-26371 DEPARTMENT DESCRIPTION : This program provides employment and training programs for in-school and out-of-school youth . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 496 , 695 $ 500, 000 $ 437 , 600 $ 437 , 600 Supplies 3 , 805 30 , 000 1 ,200 1 , 200 Purchased Services 186 , 041 160 , 000 357 ,200 357 , 200 Fixed Charges 0 0 0 0 Gross County Cost $ 686 , 541 $ 690 , 000 $ 796 , 000 $ 796 , 000 Revenue 686 , 541 690 , 000 796 , 000 796 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 8 8 8 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2625 will be used to track all WIAIWIOAIWagner-Peyser funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, Youth served 270 225 230 Efficiency Measures Per capita cost $2 . 494 $2 .434 $2 . 726 Effectiveness Measures (desired results ) Entered Employment rate (Older Youth ) 66% 65% 58 . 5% Skill Attainment rate (Younger Youth ) 67% 65% 62% 385 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : 10% Incentive Grant (CIMS ) 60000-2639 DEPARTMENT DESCRIPTION : To foster the development and continuous improvements of the Weld County region workforce system . 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 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - . - - - - - - SUMMARY OF CHANGES : This funding was not made available to local workforce centers for the 2013- 14 or 2014- 15 State Fiscal Years and will likely continue to be unfunded during the 2015- 16 Year. FINANCE/ADMINISTRATION RECOMMENDATION : BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0 $0 $0 386 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Investment Act BUDGET UNIT TITLE AND NUMBER : (Statewide Activities Grant) 60000-2640 DEPARTMENT DESCRIPTION : These funds are incentive grants based on performance of the WIA programs and are used for staff training , administration , contracted services and other programs. 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 Charles 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : This funding was not made available to local workforce centers for the 2013- 14 or 2014- 15 State Fiscal Years and will likely continue to be unfunded during the 2015- 16 Year. FINANCE/ADMINISTRATION RECOMMENDATION : BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures. Per capita cost $0 . 000 $0 . 000 $0 . 000 387 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Investment Act { Dislocated Worker Program ) BUDGET UNIT TITLE AND NUMBER : 2625-61420/61423/61430 [Formerly 60000 -2643] DEPARTMENT DESCRIPTION : This program provides retraining for laid off clients . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 669 , 933 $ 250, 000 $ 280 , 000 $ 280 , 000 Supplies 22 , 000 2 , 000 2 , 000 2 , 000 Purchased Services 190 , 243 248 , 000 430 , 000 430 , 000 Fixed Charges 0 0 0 0 Gross County Cost $ 882 , 176 $ 500 , 000 $ 712 , 000 $ 712 , 000 Revenue 882 , 176 500 , 000 712 , 000 712 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 2 2 2 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2625 will be used to track all WIA/WIOA/Wagner-Peyser funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 161 165 140 Efficiency Measures Per capita cost $3 . 204 $ 1 . 764 $2 . 438 Effectiveness Measures (desired results ) Entered employment rate 91 % 90% 66 . 79% 388 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : Educational Lab - 2645-61200 [ Formerly 60000-2645] DEPARTMENT DESCRIPTION : This fund covers the cost of operating the Computer Education Lab . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 129 , 538 $ 255,. 000 $ 120 , 000 $ 120 , 000 Supplies 34 ,253 40 , 000 40 , 000 40 , 000 Purchased Services 15 , 820 55 , 000 30 , 000 30 , 000 Gross County Cost $ 179 , 611 $ 350 , 000 $ 190 , 000 $ 190 , 000 Revenue 233 , 863 350 , 000 190 , 000 190 , 000 Net County Cost $ - 54 ,252 $ 0 $ 0 $ 0 Budget Positions - - 4 4 4 SUMMARY OF CHANGES : Due to restructuring of the program the budget has dropped to $ 190 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1 , 350 1 , 350 2 , 500 Efficiency Measures Per capita cost $0 . 850 $ 1 .235 $0 . 651 Effectiveness Measures (desired results ) GED's obtained 120 120 120 389 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER : AmeriCorps Prog - 2646-61300 [Formerly 60000-2646] DEPARTMENT DESCRIPTION : The AmeriCorps Program is a youth corps work program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 143 , 778 $ 185, 000 $ 150 , 000 $ 150 , 000 Supplies 19 ,209 2 , 500 2 , 500 2 , 500 Purchased Services 10 , 748 7 , 500 7 , 500 7 , 500 Fixed Charges 0 0 0 0 Gross County Cost $ 173 , 735 $ 195 , 000 $ 160 , 000 $ 160 , 000 Revenue 166 , 793 195 , 000 n 160 , 000 160 , 000 Net County Cost $ 6 , 942 $ 0 $ 0 $ 0 Budget Positions SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2016 . However, as fiscal pressures are dealt with , at the Federal and State levels, changes could be forthcoming that will affect this funding . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Participants in program 47 30 30 Efficiency Measures Per capita cost $0 . 606 $0 . 688 $0 . 548 Effectiveness Measures (desired results ) Clients completing program 40 40 40 390 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (Admin . ) 2650-61700 BUDGET UNIT TITLE AND NUMBER : [ Formerly 60000-2651 ] DEPARTMENT DESCRIPTION : This Older American 's Act Grant administers the Senior programs of the Area Agency on Aging . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 47 , 417 $ 85 , 000 $ 90 , 000 $ 90 , 000 Supplies 3 , 119 500 0 0 Purchased Services 1 , 710 7 , 000 10 , 000 10 , 000 Gross County Cost $ 52 ,246 $ 92 , 500 $ 100 , 000 $ 100 , 000 Revenue 48 ,489 80 , 149 87 , 649 87 , 649 Net County Cost $ 3 , 757 $ 12 ,351 $ 12 , 351 $ 12 , 351 Budget Positions - - 3 3 3 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Programs administered 11 11 11 Efficiency Measures Per capita cost (other) $0 . 190 $0 . 326 $0 . 343 391 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND AAA (Support) 2650-61705/61710/61715/61720/61725/ BUDGET UNIT TITLE AND NUMBER : 61730/61735/61740/61745 [ Formerly 60000-2652] DEPARTMENT DESCRIPTION : This grant provides several contracted services to the elderly; adult day care , ombudsman services, peer counseling , outreach , respite services and legal counseling . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 99, 634 $ 97 , 716 $ 50 , 000 $ 50 , 000 Supplies 38 0 0 0 Purchased Services 85 , 854 122 , 243 152 ,204 152 , 204 Gross County Cost $ 185 , 526 $ 219 , 959 $ 202 , 204 $ 202 ,204 Revenue 196 , 642 219 , 959 202 , 204 202 , 204 Net County Cost $ - 11 , 116 $ 0 $ 0 $ 0 Budget Positions - - 4 4 4 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 392 HUMAN SERVICES AREA ON AGING ( CONTINUED ) 60000 - 2652 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 1 , 000 1 , 000 1 , 000 Adult day care 1 , 700 1 , 700 1 , 700 Peer Counseling 2 , 000 2 , 000 2 , 000 Legal consultation/representation 800 800 800 Homemaker and personal care 2 , 270 2 , 270 2 , 270 Ombudsman Services 1 , 600 1 , 600 1 , 600 Efficiency Measures Per capita cost $0 . 674 $0 . 776 $0 . 693 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 393 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (Congregate Meal Program ) BUDGET UNIT TITLE AND NUMBER : 2650-61750 [Formerly 60000-2653] DEPARTMENT DESCRIPTION : This grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 131 , 767 $ 141 , 427 $ 150 , 000 $ 150 , 000 Supplies 29 , 733 10 , 000 20 , 000 20, 000 Purchased Services 320 , 669 378 , 619 400 , 000 400 , 000 Fixed Charges 919 1 , 600 0 0 Gross County Cost a $ 483 , 088 $ 531 , 646 $ 570 , 000 $ 570 , 000 Revenue 483 , 088 531 , 646 570 , 000 570 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 3 3 3 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals served 50 , 000 50 , 000 50 , 000 Efficiency Measures Per capita cost $ 1 . 755 $ 1 . 875 $ 1 . 952 394 BUDGET UNIT REQUEST SUMMARY AGENCY/ DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( Home Delivered Meals }/NSIP BUDGET UNIT TITLE AND NUMBER : 2650-61751 /61755 [ Formerly 60000 -2654] DEPARTMENT DESCRIPTION : This grant provides home delivered meals through Meals on Wheels. 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 a 121 , 483 a 75 , 000 100 , 000 100 , 000 Gross County Cost $ 121 ,483 $ 75 , 000 $ 100 , 000 $ 100 , 000 Revenue 121 ,483 75 , 000 100 , 000 100 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals Served 48 , 979 50 , 000 50 , 000 Efficiency Measures Per capita cost $ 0 . 441 $ 0 .265 $ 0 . 342 Effectiveness Measures (desired results ) Work output goals are maintained . Yes Yes Yes 395 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( Health Services) 2650-61760 BUDGET UNIT TITLE AND NUMBER : [Formerly 60000-2655] DEPARTMENT DESCRIPTION : This grant provides health services to the senior community. This grant supports evidence-based health programs . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15 , 144 $ 26 , 600 $ 12 , 661 $ 12 , 661 Supplies 88 0 0 0 Purchased Services 469 600 500 500 Gross County Cost $ 15 , 701 $ 27 ,200 $ 13 , 161 $ 13 , 161 Revenue 15 , 701 27 ,200 13 , 161 13 , 161 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 1 1 1 SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 300 300 200 Efficiency Measures Per capita cost $0 . 057 $0 . 096 $0 . 045 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 396 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (Co . Health Foundation ) BUDGET UNIT TITLE AND NUMBER : 2650-61765 [Formerly 60000-2656] DEPARTMENT DESCRIPTION : This grant provides health services to the senior community, providing long-term care information and assistance for individuals 18 years of age and older. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 29 , 202 $ 30 , 000 $ 31 , 744 $ 31 , 744 Supplies 0 0 0 0 Purchased Services 433 0 500 500 Gross County Cost $ 29 , 635 $ 30 , 000 $ 32 , 244 $ 32 ,244 Revenue 32 ,478 30 , 000 32 , 244 32 ,244 Net County Cost $ - 2 , 843 $ 0 $ 0 $ 0 Budget Positions - - - - - - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0 . 108 $0 . 105 $0 . 110 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 397 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( Elder Abuse Grant) BUDGET UNIT TITLE AND NUMBER : 2650-61770 [ Formerly 60000-2657] DEPARTMENT DESCRIPTION : This grant provides for educational training to the community on elder abuse . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 599 $ 2 , 027 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 40 0 0 0 Gross County Cost $ 1 , 639 $ 2 , 027 $ 0 $ 0 Revenue 1 , 639 2 , 027 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Ombudsman Services 200 200 - Efficiency Measures Per capita cost $0 . 006 $0 . 007 - Effectiveness Measures (desired results ) Education of long term staff Yes Yes - 398 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (Special Ombudsman ) BUDGET UNIT TITLE AND NUMBER : 2650-61775 [Formerly 60000-2658] DEPARTMENT DESCRIPTION : These funds supplement the ombudsman program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3 , 666 $ 5 , 958 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 388 1 , 000 0 0 Gross County Cost $ 4 , 054 $ 6 , 958 $ 0 $ 0 Revenue 4 , 054 6 , 958 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Complaints investigated 20 20 - Efficiency Measures Per capita cost $0 . 015 $0 . 025 - Effectiveness Measures (desired results ) Work outputs are maintained Yes Yes - — 399 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( Single Entry Point/FICA) BUDGET UNIT TITLE AND NUMBER : 265995-61780/61790 [Formerly 60000-265995] DEPARTMENT DESCRIPTION : This grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 533 , 724 $ 1 , 652, 000 $ 1 , 785 , 000 $ 1 , 785 , 000 Supplies 10 ,229 0 2 , 000 2 , 000 Purchased Services 215 , 287 168 , 000 167 , 187 167 , 187 Gross County Cost $ 1 , 759 ,240 $ 1 , 820 , 000 $ 1 , 954 , 187 $ 1 , 954 , 187 Revenue 1 , 759 ,240 1 , 820 , 000 1 , 954 , 187 1 , 954, 187 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 30 32 32 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2015 . However, as fiscal pressures are dealt with , at the Federal and State levels, changes could be forthcoming that will affect this funding FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1 , 500 1 , 600 1 , 800 Efficiency Measures Per capita cost $6 . 390 $6 .420 $6 . 692 Effectiveness Measures (desired results ) Divert Medicaid Eligible clients from Institutional care to cost effective home care 1 , 300 1 , 350 1 , 350 400 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( CCT) - - 2650-61785 BUDGET UNIT TITLE AND NUMBER : Area Agency on Aging ( CCT) - - 60000-2660 DEPARTMENT DESCRIPTION : This area includes minor sources of funding that supplement the aging programs , including Colorado Choice Transition (CCT) . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4, 224 $ 4 , 515 $ 14 , 700 $ 14 , 700 Supplies 0 0 0 0 Purchased Services 168 0 1 , 815 1 , 815 Gross County Cost $ 4 , 392 $ 4 , 515 $ 16 , 515 $ 16 , 515 Revenue 4 , 392 4 , 515 16 , 515 16 , 515 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0 . 016 $ 0 . 016 $ 0 . 057 Effectiveness Measures (desired results ) Maintain work output goals Yes Yes Yes 401 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (VALE ) - - 2650-61805 BUDGET UNIT TITLE AND NUMBER : [Formerly 60000-2667] DEPARTMENT DESCRIPTION : This area includes minor sources of funding that supplement the aging programs. These funds supplement the ombudsman program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 10, 196 $ 9 , 059 $ 9 , 639 $ 9 , 639 Supplies 0 0 0 0 Purchased Services 623 600 0 0 Gross County Cost $ 10 , 819 $ 9 , 659 $ 9 , 639 $ 9 , 639 Revenue 10 , 742 9 , 659 9 , 639 9 , 639 Net County Cost $ 77 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : The County received decreased funding for this grant, due to state-wide demands. As fiscal pressures are dealt with , at the Federal and State levels , further changes could be forthcoming that will affect this funding . We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs Clients served 600 600 600 Efficiency Measures Per capita cost $0 . 039 $0 . 034 $0 . 033 Effectiveness Measures (desired results ) Maintain work output goals Yes Yes Yes 402 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agcy on Aging (State Funds)- 2650-61835-61925 BUDGET UNIT TITLE AND NUMBER : [Formerly 60000-2671 ] DEPARTMENT DESCRIPTION : Supplemental funding source started July 1 , 2000 it is a combination of HB- 1108 funds and General Fund Long Bill monies. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 203 , 170 $ 284, 332 $ 455 , 000 $ 455 , 000 Supplies 75 , 660 44 , 000 4 , 000 4 , 000 Purchased Services 466 , 024 543 , 000 612 , 904 612 , 904 Gross County Cost $ 744 , 854 $ 871 , 332 $ 1 , 071 , 904 $ 1 , 071 , 904 Revenue 744 ,854 871 , 332 1 , 071 , 904 1 , 071 , 904 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served 140 150 160 Meals served 14 , 611 22 , 612 23 , 000 Other clients served 8 , 709 12 , 075 13 , 000 Efficiency Measures Per capita cost $2 . 706 $3 . 073 $3 . 671 403 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND AAA — Part E-Grandparenting/Caregiver Support/Resp BUDGET UNIT TITLE AND NUMBER : 2650-61935/61940/61945 [Formerly 60000-26731 DEPARTMENT DESCRIPTION : This program provides support to family who are caring for relatives at home . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 39, 588 $ 40 , 000 $ 35 , 000 $ 35 , 000 Supplies 1 , 315 0 0 0 Purchased Services 39 , 850 48 , 629 54 , 521 54 , 521 Gross County Cost $ 80 , 753 $ 88 , 629 $ 89 , 521 $ 89 , 521 Revenue 80 , 753 88 , 629 89 , 521 89 , 521 Net County Cost a. $ 0 $ 0 $ 0 $ 0 Budget Positions SUMMARY OF CHANGES : We have modified the accounting structure used to track programs within the Human Service Fund . Fund 2650 will be used to track all Older Americans Act funding , segregating the components of the funding by Organizational Code . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support - units of services 3, 000 4 , 000 4 , 000 Efficiency Measures Per capita cost $0 . 293 $0 . 313 $0 . 307 Effectiveness Measures (desired results ) Maintain requirements of grant Yes Yes Yes 404 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Comm . Services Block Grant - - 267895 - 61600-61650 BUDGET UNIT TITLE AND NUMBER : [Formerly 60000-2678951 DEPARTMENT DESCRIPTION : This grant provides a range of community services to the low income and elderly of the community . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 71 , 769 60 , 500 $ 65 , 500 $ 65 , 500 Purchased Services 152 , 854 242 , 675 395 , 662 395 , 662 Fixed Charges 0 0 0 0 Gross County Cost $ 224 , 623 $ 303 , 175 $ 461 , 162 $ 461 , 162 Revenue 224 , 623 303 , 175 461 , 162 461 , 162 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : This program was previously► split between the Human Services Fund and the Social Services Fund . It is now wholly tracked within the Human Services Fund . Funding from the Colorado Department of Local Affairs was initially cut during the 2013- 14 Program Year. The cut was almost fully restored , which should enable the county to fund the services that have been traditionally funded under this program into the foreseeable future . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Employment opportunities low-income unskilled adult labor force 2 , 000 2 , 000 2 , 000 Efficiency Measures Per capita cost $0 . 816 $ 1 . 069 $ 1 . 579 Effectiveness Measures (desired results ) Work output goals maintained Yes Yes Yes 405 \ 1861 ,I3 ouNTYHtiP 406 SPECIAL REVENUE FUNDS Special Revenue Funds are established to account for taxes or other earmarked revenue of the county which finance specified activities as required by law or administrative action . CONTINGENCY FUND : The Contingency Fund is funded at the level of $ 10 , 000 , 000 with $7 , 000 , 000 from carry-over fund balance and $3, 000 ,000 from property tax . A beginning fund balance of $7 , 000 , 000 is anticipated . At the end of 2015 the fund balance was temporarily dropped to $7 , 000 , 000 in order to fully fund the Weld County Retirement Plan . The fund balance drop will be replaced in the 2016 budget plan with property tax . An ending fund balance of $35 , 000 , 000 is projected , assuming no contingency funds are needed in 2016 . The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve , the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. SOLID WASTE FUND : The Solid Waste Fund is funded at the anticipated revenue level of fees at $ 1 ,200 , 000 . There is an anticipated beginning fund balance of $ 1 ,200 , 000 . The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $445 , 559. $40 , 000 is budgeted for community clean-ups , and $90 , 000 to fund the roadside trash pick-up program with Useful Public Service clients . $ 174 ,237 is funded for solid waste inspections and monitoring by the Health Department. $40 , 000 is funded for the solid waste tank disposal at the Island Grove Livestock Barn . $76 , 525 is budget for indirect costs . Since the landfill sites no longer impact county roads due to being located off of state highways, no funds are provided for road projects to mitigate landfill impacts . There is $248 , 579 included in the budget that is undesignated . CONSERVATION TRUST FUND : The Conservation Trust Fund is budgeted at $419 , 760 based upon the anticipated operating costs for 2016. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado Lottery proceeds. EMERGENCY RESERVE FUND : The Emergency Reserve Fund was established per Amendment One (TABOR ) , passed November 3 , 1992 . The amendment requires that an emergency reserve be created to be used for declared emergencies only. It also requires each local government to reserve one percent or more for 1993, two percent or more for 1994 , and three percent or more for all later years of the fiscal year spending , excluding bonded debt service . Caused reserves apply to the next year's reserve . With the adoption of the new accounting rules under GARB 54 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. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve . 407 CONSERVATION TRUST SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final LOTTERY 2200 73700 4332 LOTTERY 450,000 425,000 425,000 0 MISCELLENEOUS 2200 73700 4610 EARNINGS ON INVESTMENTS 2,500 2,500 2,500 0 TOTAL CONSERVATION TRUST 452,500 427,500 427,500 0 408 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2200 73700 CONSERVATION TRUST 486,520 419,760 419,760 0 TOTAL CONSERVATION TRUST 486,520 419,760 419,760 0 409 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER : Conservation Trust Fund - - 2200-73700 DEPARTMENT DESCRIPTION : Accounts for revenue received from the State of Colorado to be used for the acquisition , development, and maintenance of new conservation sites within Weld County . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies Purchased Services 404 , 589 486 , 520 398 , 760 398 , 760 Fixed Charges 0 0 0 0 Capital 0 0 21 , 000 21 , 000 Gross County Cost $ 404 , 589 $ 486 , 520 $ 419 , 760 $ 419 , 760 Revenue/Fund 412 , 577 486 , 520 427 , 500 427 , 500 Balance Net County Cost $ - 7 , 988 $ 0 $-7 , 740 $-7 , 740 SUMMARY OF CHANGES : Revenue from the Colorado Lottery is being projected at $425 , 000 and $2 , 500 from interest earnings . For 2016 , the budget for the county buildings at Island Grove Park is proposed at $612 , 900 . This represents an increase from the 2015 budget of $2 , 380 or 0 . 39 percent. Revenue from rents and facility use fees for 2015 is estimated at $ 193 , 140 , which is an increase of $34 , 639 from 2015 . The county payment for 2016 maintenance is proposed at $398 , 760 , plus $21 , 000 for door replacement which is a decrease of $66 , 760 from the 2015 payment. 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 . Since 2002 , the Missile Site Park has been funded in the General Fund . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . 410 CONSERVATION TRUST I UND ( CONTINUED ) 2200 - 73700 FINANCE/ADMINISTRATION RECOMMENDATION ( CONTINUED ) : Historically , the following is the amount of money received annually since the lottery started : 1983 $ 194 , 698 1999 286 , 971 1984 195 , 304 2000 358 , 802 1985 151 , 033 2001 361 , 050 1986 138 , 069 2002 391 , 780 1987 162 , 736 2003 385 , 070 1988 154 , 074 2004 361 , 926 1989 130 , 764 2005 371 , 213 1990 136 , 726 2006 453 , 233 1991 200 , 103 2007 423 , 260 1992 220 , 219 2008 430 , 795 1993 264 , 371 2009 408 , 648 1994 205 , 534 2010 386 , 999 1995 327 , 162 2011 376 , 031 1996 312 , 024 2012 411 , 891 1997 356 , 262 2013 450 , 659 1998 373 , 962 2014 404 , 589 The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park , with the exception of the following items: Entity Purpose Amount 1983 : Greeley Civic Auditorium $ 141 ,464 1984 : Greeley Civic Auditorium $ 143 , 000 1985 : Greeley Civic Auditorium $ 90 , 000 1986 : Greeley Civic Auditorium $ 51 , 500 LaSalle Community Center 10 , 000 Ault Park System 7 , 500 Dacono Park Improvements 3 , 000 Windsor Park Improvements 6 , 000 Ft. Lupton Pearsin Park Sports Complex 10 , 000 Independence Stampede Headquarters Facility 5 , 000 Since 1987 all funds have gone to the two county parks . Beginning in 2002 , only Island Grove Park has been funded . 411 CONSERVATION TRUST FUND ( CONTINUED ) 2200 - 73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED ) : In 1984 , the Board adopted the following criteria , in priority order, for the use and allocation of Weld County lottery funds. This policy remains in force today: 1 . To maintain and develop the two existing county parks . 2 . Projects must enhance the quality of life for the citizens of Weld County. 3 . Projects must contribute to , or compliment, the economic development activities of Weld County . 4 . Projects must have an area impact or significance . 5 . Funds used for local community projects must have substantial local support . 6 . Outside of existing county parks, no operating funds shall be contributed to projects. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Island Grove Park Visitors 418 , 700 420 , 000 420 , 000 Efficiency Measures Per capita cost (county support) $ 1 .47 $ 1 . 72 $ 1 .44 Cost Per Visitor $0 . 96 $ 1 . 16 $ 1 . 00 BOARD ACTION : 412 CONTINGENCY SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2300 90300 4112 CURRENT PROPERTY TAXES 0 28,000,000 28,000,000 0 TOTAL CONTINGENCY 0 28:000,000 28}000,000 0 413 CONTINGENCY SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2300 90300 CONTI NG ENT 10,000, 000 10,000,O00 10,000,000 0 TOTAL CONTINGENCY 10:000,000 _ 10,0002000 10:000,000 0 414 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER : Contingency Fund - - 2300-90300 DEPARTMENT DESCRIPTION : The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short-falls. 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 5 , 000 , 000 10 , 000 , 000 10 , 000 , 000 10 , 000 , 000 Capital 0 0 0 0 Gross County Cost $ 5 , 000 , 000 $ 10, 000 , 000 $ 10 , 000 , 000 $ 10 , 000 , 000 Revenue/Fund Bal . 10 , 249 5 , 000 , 000 18 , 000 , 000 18 , 000 , 000 Net County Cost $ 4 , 989 , 751 $ 5 , 000 , 000 $ 28, 000 , 000 $ 28 , 000 , 000 SUMMARY OF CHANGES : The Contingency Fund is funded at the level of $ 10 ,000 , 000 with $7 , 000 , 000 from carry-over fund balance and $3 , 000 , 000 from property tax. A beginning fund balance of $7 , 000 , 000 is anticipated . At the end of 2015 the fund balance was temporarily dropped to $7 , 000 , 000 in order to fully fund the Weld County Retirement Plan . The fund balance drop will be replaced in the 2016 budget plan with property tax. An ending fund balance of $35 , 000 , 000 is projected , assuming no contingency funds are needed in 2016 . The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve , the fund is available to mitigate impacts from the oil and gas industry , such as unanticipated road and bridge heavy hauling impacts . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 415 EMERGENCY RESERVE SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2400 53100 4112 CURRENT PROPERTY TAXES 0 0 0 0 TOTAL EMERGENCY RESERVE 0 0 0 0 416 EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2400 53100 EMERGENCY RESERVE 0 0 0 0 TOTAL EMERGENCY RESERVE 0 0 0 0 417 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER : Emergency Reserve - - 2400-53100 DEPARTMENT DESCRIPTION : The Emergency Reserve Fund is established per Amendment One {TABOR}, passed November 3 , 1992 , which requires that an emergency reserve be established to be used for declared emergencies only , and that each local government shall reserve for 1993 , 1 percent or more , for 1994 , 2 percent or more , and for all later years , 3 percent or more of the fiscal year spending , excluding bonded debt service . Caused reserves apply to the next year's reserve . 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 SUMMARY OF CHANGES : With the adoption of the new accounting rules under GASB 54 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 six- million dollars or three-percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve . FINANCE/ADMINISTRATION RECOMMENDATION : Concur with policy per GASB 54 . BOARD ACTION : Reaffirmed policy per GASB 54 . 418 SOLID WASTE SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Ora Acci Account Title Bud pet Rea uest Recommend Final CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES 1 , 100,000 1 ,200,000 1 ,200,000 0 TOTAL SOLID WASTE 1 ,100,000 1 ,200,000 1 ,200,000 0 419 SOLID WASTE SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 2700 21240 TRANSFER 85,000 85,000 85,000 0 2700 90200 SOLID WASTE 432,002 495,204 495,204 0 2700 90200 TRANSFER 582,998 619,796 619,796 0 TOTAL SOLID WASTE 1 ,100,000 1 ,200,000 1 ,200,000 0 420 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER : Code Enforcement - - 2700-21240 DEPARTMENT DESCRIPTION : This budget accounts for code enforcement for littering , illegal dumping , and roadside trash pick-up program . 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 85 , 000 85 , 000 85 , 000 85 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85 , 000 $ 85 , 000 $ 85 , 000 $ 85 , 000 Revenue 0 0 0 0 Net County Cost $ 85 , 000 $ 85 , 000 $ 85 , 000 $ 85 , 000 SUMMARY OF CHANGES : The Code Enforcement function has been combined with the Animal Control function in the Sheriffs Office . The cost of the code enforcement function is $85 , 000 . See budget unit number 1000-21230 for a detailed discussion of the program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval and funding of program from the Solid Waste surcharge . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Complaints 785 800 800 Efficiency Measures Per capita cost (county support) $0 . 309 $0 . 300 $0 . 291 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Sheriff Public Safety Bureau ( Budget Unit 1000-21200 ) goals. 421 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER : Solid Waste Fund - - 2700-90200 DEPARTMENT DESCRIPTION : This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites to combat environmental problems, promote trash clean-up , provide for the household hazardous materials program , and to further improve and develop landfill sites within the county . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 80 , 180 417 ,286 495 , 204 495 , 204 Fixed Charges 1 , 007 , 694 597 , 714 619 , 796 619 , 796 Capital 0 0 0 0 Gross County Cost $ 1 , 087 , 874 $ 1 , 015 , 000 $ 1 , 115 , 000 $ 1 , 115 , 000 Revenue 1 , 523 , 081 1 , 100 , 000 1 , 200 , 000 1 ,200 , 000 Net County Cost $ - 435 ,207 $ - 85 , 000 $ - 85 , 000 $ - 85 , 000 SUMMARY OF CHANGES : The revenue estimate is $ 1 , 200 , 000 , up from $ 1 , 100 , 000 due to special waste from oil and gas activity. The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $445 , 559 . $40 , 000 is budgeted for community clean-ups , and $90 , 000 to fund the roadside trash pick-up program with Useful Public Service clients . $ 174 , 237 is funded for solid waste inspections and monitoring by the Health Department. $40 , 000 is funded for the solid waste tank disposal at the Island Grove Livestock Barn . $76 , 525 is budget for indirect costs. Since the landfill sites no longer impact county roads due to being located off of state highways, no funds are provided for road projects to mitigate landfill impacts . There is $248 , 679 included in the budget that is undesignated . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . There are $248 , 679 in undesignated funds in the 2016 budget to mitigate impacts of landfills, such as road access, cleanups , and transfer stations . A $ 1 ,200 , 000 fund balance also exists for the same needs, if required . BOARD ACTION : 422 SOLID WASTE FUND ( CONTINUED ) 2700 - 90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 45 Household Hazardous Material ( HHM ) $425 , 493 $446 ,405 $445 , 559 Surcharge Collected $ 1 , 523 , 081 $ 1 , 100 , 000 $ 1 , 200 , 000 Efficiency Measures Per capita cost (collected ) $3 . 95 $3 . 88 $4 . 10 Per capita HHM cost $2 . 06 $ 1 . 57 $ 1 . 53 423 \ 1 8 6 1 ,/ wit” = t %%110rNi WLI OUN- , G T Li401 ` 424 SEVEN YEAR TREND Capital Expenditures 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 0 a 0 C) 8,000,000 ca ir 6,000,000 0 n to O o N O Q 0 r r 0 4,000,000co o o 1 0 to a r: co ra 2,000,000 o 0 0 0 • - 2010 2011 2012 2013 2014 2015 2016 425 CAPITAL EXPENDITURES FUND SUMMARY The Capital Expenditures Fund was established to budget the financial resources used for the acquisition or improvement of capital facilities of the county. A detailed Long Range Capital Plan for 2016-2020 is presented in this section and relates to the specifics of the 2016 capital project budget. The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2016 program is funded at $ 16 , 925 , 000 , with $ 125 , 000 from capital expansion fees , and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works, $750 , 000 for Chase Building improvements , and $ 1 , 195 , 000 for special projects. A carry-over beginning fund balance of $ 10 , 500 , 000 is anticipated , and $31 , 230 , 000 ending reserve fund balance for the future jail expansion ($27 , 880 , 000 ), Communications System reserve ($2 , 850 , 000 ), and Downtown Greeley land reserve ( $500 , 000 ) is anticipated at the end of 2016 . Capital projects impacting the 2016 and future years' operational costs include the additional jail space planned for construction in 2018-2019 will impact the operational budget by $ 1 , 210 , 000 in 2019 , $770 , 000 in 2020 , and $ 1 , 100 , 000 in 2021 . Special projects and Public Works facility projects are primarily cosmetic enhancements to buildings that will not impact operating costs, but will improve the appearance and functionality of the buildings involved . 426 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Ora Acct Account Title Budget Request Recommend Final TAXES 4000 17500 4112 CURRENT PROPERTY TAXES 0 16,500,000 16,500,000 0 INTERGOVERNMENTAL 4000 17500 4610 EARNINGS ON INVESTMENTS 400, 000 300,000 300,000 0 MISCELLANEOUS 4000 17500 4730 OTHER FEES 125;000 125,000 1252000 0 TOTAL CAPITAL EXPENDITURES 525,000 16,925,000 16,925,000 0 427 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Ora Expenditure Function Budget Rectuest Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 1 , 114,000 16,925,000 16,925,000 0 TOTAL CAPITAL EXPENDITURES 1 ,114,000 16,925,000 16,925,000 0 428 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CAPITAL EXPENDITURE FUND BUDGET UNIT TITLE AND NUMBER : Capital Expenditures - - 4000- 17500 DEPARTMENT DESCRIPTION : Capital projects for general county use . Created in accordance with Section 29- 1 -301 ( 1 .2 ), C . R. S . , April 5 , 1984 . Formerly Public Works - County Buildings Fund ( Fund 33 ). 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 Capital 10 , 763 , 654 1 , 114 , 000 16 , 925 , 000 16 , 925 , 000 Gross County Cost $ 10 , 763 , 654 $ 1 , 114 , 000 $ 16 , 925 , 000 $ 16 , 925 , 000 Revenue/Fund Bal . -2 , 533 , 714 525 , 000 425 , 000 425 , 000 Net County Cost $ 8 , 229 , 940 $ 589 , 000 $ 16 , 500 , 000 $ 16 , 500 , 000 SUMMARY OF CHANGES : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2016 program is funded at $ 16 , 925 , 000 , with $ 125 , 000 from capital expansion fees, and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works , $750 , 000 for Chase Building improvements , and $ 1 , 195 , 000 for special projects. A carry-over beginning fund balance of $ 16 , 500 , 000 is anticipated , and $31 ,230 , 000 ending reserve fund balance for the future jail expansion ($27 , 880 , 000 ), Communications System reserve ( $2 , 850 , 000 ), and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Budget reflects the 2016 funding level of the Proposed Long Range Capital Plan for 2016 - 2020 . The actual plan is on the pages immediately following . BOARD ACTION : 429 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE -YEAR PLAN 2016 - Zozo Presented By: Donald D . Warden Director of Finance and Administration September, 2015 430 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2016 - 2020 INTRODUCTION : Section 14-3 of the Weld County Home Rule Charter provides: "The Board may require that the Director of Finance and Administration submit, at the time of submission of the annual budget, a five-year capital improvements program and budget. Such program shall include recommended projects, construction schedule , estimate of cost, anticipated revenue sources, methods of financing , and such other information as may be required . " This five-year plan projects capital improvements for 2016 - 2020 . The recommended program for capital construction is intended as a guideline to be adjusted by the Board of County Commissioners on an annual basis . It represents flexible goals for organizing solutions to county program needs, and it is intended to provide the Board of County Commissioners with the perspective for making fiscal policy decisions . Annual modifications in the plan will reflect necessary adjustments and priorities, changes in programs, and readjustments of other county fiscal requirements . This report has four (4 ) sections : 1 . Introduction 2 . Financing Alternatives 3 . 2016 - 2020 Five-year Plan 4 . 2016 Budgetary Impact The section on financing recommends a program for funding the next five years! capital construction . This section lists the various sources of revenue currently available to the county, and the alternatives available for financing the remainder of the capital projects program . The 2016 - 2020 five-year plan section provides a list of recommended projects and the time schedule for the next five fiscal years. Additionally , it provides justification for the recommendation and attempts to enumerate problems and recommended solutions for the capital improvements program over the next five years. The project section describes each recommended project, and provides information on the existing situation , the proposed solution , and the financing plan for each project. The last section of the report provides a recommended 2016 budget for the capital construction program . It provides specific detail regarding each recommended project and the impact on the 2016 county budget. 431 FINANCING ALTERNATIVES 432 FINANCING Overview : There are a number of ways to finance capital improvement projects. Some of the most common methods are : 1 . Pay as you go : Pay as you go is a method of financing capital projects with current revenues -- paying cash instead of borrowing against future revenues. Pay as you go has several advantages. First, it saves interest cost. Second , pay as you go protects borrowing capacity for unforeseen major outlays that are beyond any current year's capacity. Third , when coupled with regular, steady completion of capital improvements and good documentation and publicity , pay as you go fosters favorable bond ratings when long term financing is undertaken . Finally , the technique avoids the inconvenience and considerable cost associated with marketing of bond issues , advisors , counsel , printing , etc . However, there are practical and theoretical disadvantages to a pay as you go policy. First, pay as you go puts a heavy burden on the project year. Second , it creates awkward fluctuating expenditure cycles which do not occur with extended financing . Third , a long life asset should be paid for by its users throughout its normal life rather than all at once by those who may not have the use of it for the full term . Finally, when inflation is driving up construction costs, it may be cheaper to borrow and pay today's prices rather than wait and pay tomorrow's. 2 . All borrowing policy : An all borrowing policy or a substantial reliance on debt financing is another approach . The annual available resources could be used entirely for debt service with the size of the annual resources setting the limit on the amount that could be borrowed . 3 . Capital reserve : A capital reserve plan is an approach where the annual resources available could be accumulated in one or more capital reserve funds, the amounts invested , and when any funds become adequate to pay for a proposed project, the fund could be expended . This is a good approach when a county has a capital requirement which can wait. Accumulation of the necessary capital funds over a period of time is a feasible approach , assuming a relatively stable construction dollar. HB 82- 1111 , passed in 1982 , specifically provides for a capital improvements trust fund for capital reserves. 433 4 . Partial pay as you go policy : A partial pay as you go policy is a common approach . Some of the annual resources would be used to finance capital improvements directly, and the remainder would go for supporting a debt program . Even if a local government pursues a borrowing policy, an initial down payment out of current revenues is a possibility. A customary five to ten percent down is a limited pay as you go policy, and assures that the voters authorizing the approval will make a cash contribution so all of the burden will not be postponed . 5 . Joint financing : An ever increasing number of cities and counties are benefitting from joint development of a project. The construction of a city/county office building and recreational areas are examples . This avenue of funding and planning capital projects normally is advantageous to both jurisdictions. 6 . Lease/Purchase : Local governments can utilize lease/purchase methods for needed public works projects by having it constructed by a private company or authority. The facility is then leased by the jurisdiction on an annual or a monthly rental . At the end of the lease period , the title to the facility can be conveyed to the jurisdiction without any future payments . The rental over the years will have paid the total original cost plus interest. This method has been used successfully in a number of jurisdictions. The utilization of a building authority would fall under this category of financing . Numerous considerations are involved in the selection of the foregoing approaches , or some combination thereof: 1 . Political realities may preclude utilization of one or more of the above alternatives. For example , the passage of general obligation bonds as a debt financing mechanism has not met recent success at the polling places in most jurisdictions . 2 . The pay as you go concept has three distinct advantages . A. It provides great flexibility to the county for future periods of economic recession or depression but does not accumulate large fixed-charge costs. B . It avoids the payment of interest charges. C. It imposes upon public officials the full political responsibility for levy of the taxes necessary to pay the local share of such projects. 3 . The debt financing approach has the advantage of spreading the cost over a generation of current users of public facilities, thereby imposing upon each a significant portion of the cost of each project. . In an inflationary period , one must take into account the extent to which prepayment for capital outlay is warranted , when the opportunity for repayment of the principal and interest in dollars that are less expensive can be arranged . 434 5 . During periods of rapid rise in costs, the time delay necessary to accumulate down payments or full pay as you go resources invites higher costs which may wipe out most, if not all , of the advantages of non-payment of interest. In the five-year capital projects plan , a combination of funding methods will be recommended to finance capital construction in an attempt to balance the economy of a payment in full program with the fairness of sharing the burden among present and future taxpayers. This recommended financial program reflects consideration of many factors , including the availability of cash , anticipated interest rates at the time of construction , and projected inflationary cost increases that would result from project delays. 435 DEBT FINANCING Before discussing specific types of borrowing , it is appropriate to review some of the basic constitutional statutory provisions which generally are applicable to debt financing . Article XI , section 6, of the Colorado Constitution , provides that no debt may be created by a political subdivision of the state , unless the question of incurring such debt has been approved by a majority of the qualified electorate voting . Any obligation paid , or contracted to be paid , out of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs. Haxby, 136 Colorado 168 , 315 p 2d 204 -- 1957 ) . In addition to voter approval, Article Xi , Section 6 , requires the debt be incurred by adoption of a legislative measure which is irrevocable until the indebtedness is fully paid or discharged . The ordinance must : 1 . Set forth the purpose for which the bond proceeds will be applied , and 2 . Provide for the levy of the tax which , together with such other revenues as may be pledged , will be sufficient to pay the principal and interest of the debt. The Constitution delegates to the Legislature the duty to establish statutory limitations on the incurrence of debt. The total amount of debt which a county may incur may not exceed three percent ( 3 %) of the assessed value in the county, which is over $240 million dollars in Weld County. Section 4 of Article X, section 20 (TABOR Amendment), requires voter approval for any form of multi-year debt. It states that an election is required : "Except for the refinancing of district bonded debt at a lower interest rate or adding new employees to existing district pension plans , creation of any multiple-fiscal year direct or indirect district debt or other financial obligation whatsoever without adequate present cash reserves pledged irrevocable and held for payments in all future fiscal years ." In addition to the state statute , section 14-6 of the Weld County Home Rule Charter specifies : "The incurring of indebtedness by the county and the issuance of evidences of such indebtedness shall be authorized , made and executed in accordance with the laws of the state, including the borrowing of money to fund county projects , the pledging of project revenues and repayment thereof, and the issuance of revenue warrants, or revenue bonds, or other forms of evidence of such obligations. " Before discussing specific types of bonds, it is appropriate to review some of the general characteristics of bonds. Bonds mature serially , that is , a portion of the principal is retired over the entire term of the bond issue . Interest on municipal bonds is free from Federal Income Tax which is an important feature to prospective purchasers . The term or the length of time to maturity of municipal bonds can vary considerably . Generally, the last maturing bond comes due ten to thirty years from the date of issue . Normally , the longer the maturity of the bonds, the higher the yields or return on investment is demanded by the market price . Thus, a bond issue that runs thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years. 436 General Obligation Bonds : General obligation bonds are secured by a pledge of the full faith , credit and taxing power of the county. The county is obligated to levy sufficient taxes each year to pay the principal and interest of the bond issue . Consequently , general obligation bonds are a debt subject to the constitutional and statutory provisions discussed earlier. Because the issue of general obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal and interest of the bond , it is generally agreed to be a more secure investment than other types of bonds. Thus , the major advantage of general obligation financing is the low rate of interest as compared to the interest of other types of bonds. The law permits general obligation bonds to have a thirty-year term ; however, general obligation bond issues usually have terms of twenty years or less. General obligation bonds, in addition to being secured by full faith and credit of the issuer, may provide additional security by pledging certain available revenues . The major disadvantage of general obligation bonds is the fact that it does require voter approval prior to issuance . Voter resistance to increased taxes may prevent a successful bond election . Revenue Bonds : Revenue bonds are not a debt in the constitutional sense . They are secured by the revenue derived from the project to be constructed , not by pledge of the full faith , credit, and taxing authority of the county. Projects typically financed by revenue bonds include airports, stadiums, and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise funds and operations . Although it may seem possible to pledge any non-tax revenues for payment of revenue bonds , there should be a relationship between the type of revenue pledged for payment of the bonds and the project to be financed . Although revenue bonds need not comply with the constitutional statutory provisions generally applicable to a debt, there are several statutory provisions which may affect the issuance of certain types of revenue bonds and the statutes should be consulted for specific provisions regarding the issue of revenue bonds if this method is considered . Revenue bonds are considered to be less secure than general obligation bonds because of the inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a higher interest rate on revenue bonds . The term of revenue bonds is often beyond twenty years, frequently as long as thirty years. The concept of issuing revenue bonds is based on the theory that certain projects which benefit only certain individuals should be self-supporting and should be paid for by the user of that project rather than the populace as a whole . Thus, airport revenue bonds are paid for by air travelers and airlines and parking revenue bonds are paid for by users , etc . In order for a county to issue a revenue bond , the system which generates the revenues to repay the principal and interest of the bond must: 1 . Have a good operating history documented by audited figures . 2 . Reflect good debt service coverage through use of a feasibility study completed by a recognized expert in the field . In analyzing a revenue bond issue for underwriting , an investment banker will look not only at operating statistics and coverage , but also at more basic elements , such as the necessity of the 437 service , control over competition , and delinquency procedures. Revenue bonds are becoming more popular because they do not require voter approval and do not apply in statutory debt limits . Leases : A less traditional method of financing county facilities is a lease arrangement . A lease is executed with the county , which gives the county the option to purchase the equipment or facility during the term of the lease . All or part of the lease payments may be applied to the purchase prices . A bona fide lease option agreement is not a debt; however, an installment purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: I . Annual rental payments with automatic renewal of the lease unless terminated by either party, and 2 . No obligation on the part of the local government to purchase the property if the lease is terminated . Also , some court cases indicate the annual rental must be paid from non- property tax revenues to avoid the lease being considered a general obligation . Upon exercise of the option , the local government obtains full legal title to the property. Leases of this nature are distinctively different from more conventional means of financing . Of primary importance is the security which underlies the lease period . It is not a promise to levy taxes or a pledge of revenues from the system . Rather, it is usually a promise to pay only one year at a time , with an implied intention to continue payment until ownership is transferred . As ultimate security, the holder of the lease may look to the asset which is being leased in the event of a default. There is little statutory or judicial guidance in the area of leases of this type , and the obligation to continue lease payments until title transfers is a moral , rather than a legal obligation . As a consequence , the underwriting or placement of a lease is more difficult than the underwriting of conventional bonds. The term of the leases generally are short, usually from seven to ten years . Because the security underlying the lease is not good compared with conventional financing , interest rates on leases are higher. 438 Building Authority : A building authority is a non- profit corporation which generally is formed at the request of the governing body of the county or local jurisdiction , which also appoints the Board of Directors of the corporation . Weld County created such an authority in 1987 , named the Weld County Finance Corporation . The directors are the Director of Finance , County Attorney, and Director of Buildings and Grounds , each appointed for ten-year terms. The building authority issues its own bonds to finance a facility. To achieve the same lower interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling from the Internal Revenue Service ( IRS ) that the interest on the authority's bonds is exempt from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are issued on behalf of a political subdivision , which is determined based upon the following factors as detailed in IRS Revenue Ruling 63-20 . 1 . The authority engages in activities which are essentially public in nature . 2 . The corporation is not organized for profit. 3 . The corporate income does not inure to the benefit of any private person . 4 . The political subdivision has a beneficial interest in the corporation , while the indebtedness is outstanding , and it obtains full legal title to the property on the retirement of the debt. 5 . The corporation has been approved by the political subdivision which has approved the specific obligation of the corporation . Like municipal bonds, bonds issued by a corporation usually are subject to registration and other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934 . After receiving a favorable ruling from the IRS , a " no action " letter should be secured from the Security and Exchange Commission , exempting the authority's bonds from these requirements . The authority then issues bonds pledging the annual rental payments as security. After issuance of bonds and construction of the facilities , the authority leases the facilities to the county. Again , this must be a bona fide lease and possess all the elements discussed under Lease/Purchase . The bonds of a building authority are similar to municipal leases in the manner in which they are viewed by investors. As with a simple municipal lease , building authority bonds are less secure than general obligation or revenue bonds . As a result, bonds issued through a building authority bear higher interest than more secure issues . Certificates of Participation (COP) may be issued in the same manner as bonds . As a practical matter the COP is the same as a bond , except from a legal point of view, the COP is evidencing assignment of proportionate undivided interests in rights to receive certain revenues in the form of a lease or rental amount for the purpose of providing funding for capital improvements. The lease and COP do not constitute a general obligation or other indebtedness of the county within the meaning of any constitutional , statutory or home rule charter debt limitation . The lease is a year-to-year obligation . The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has ever used in the implementation of its debt policy options . The only COP issued by Weld County was done in 1997 , and was paid off August 1 , 2007 . No outstanding debt exists for Weld County . 439 BUILDING AUTHORITY FINANCE The Philosophy : Tax-exempt financing is available through a building authority with the issuance of bonds when the facilities financed are for public purposes and the benefit is to the sponsoring public entity. The Building Authority : A building authority is a Colorado non-profit corporation created by the county itself. The county adopts a resolution calling for the creation of the Building Authority and directing counsel to draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors is formed . The board may consist of County Commissioners or administrative personnel or individuals not associated with any public entity . The Weld County Finance Corporation , created in 1987 , consists of the Director of Finance , County Attorney, and Director of Building and Grounds as directors. Tax - Exemption of Interest : Once the non-profit corporation is created , the tax-exempt nature of interest paid on the corporation 's bonds must be assured . A revenue ruling is requested from the Internal Revenue Service on the non-profit status of the corporation pursuant to Internal Revenue Code , 103(a ) 1 and Revenue Ruling 63-20 , and on the tax-exempt status of interest paid . Such an application involves considerable work and a detailed analysis of the situation which is presented to the Internal Revenue Service . The application includes information as to public purpose , the county, the agency using the facilities , the proposed lease terms , terms of title reversion to the county and the proposed method of financing . Corporate Bonds and the S . E . C . : As corporate bonds are subject to registration requirements of the Securities and Exchange Commission , a " no action " letter must be obtained from the S . E . C . In essence , the S . E . C . says that no action will be taken if the bonds of the building authority/non- profit corporation are not registered . The Purchase Contract : Once the building authority is created with powers to act, it may enter into a contract to purchase the facility. The contract should be subject to : 1 . A favorable revenue ruling from the Internal Revenue Service . 2 . Receipt of an S . E . C . " no action " letter. 3 . Finalization of financing . 440 The Bond Issue : When all legal and tax questions are answered the building authority may issue bonds for the purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells the bonds to the ultimate investor. The bonds that are issued will be an obligation of the building authority► only and not a debt obligation of the county. The County Lease : Upon the issuance of the bonds and the purchase of the building by the building authority, the county can lease the building from the authority . The lease would be from year-to-year with automatic renewal unless otherwise terminated . A county lease for any period in excess of one year constitutes a debt and must be approved by voters. The Bond Security : The security of the bond holders may be only in a pledge of lease revenues by the authority. The bond holders may also have a first mortgage lien on the building . The combination of the two results in a more secure bond and a correspondingly lower rate of interest. Partial Seller Financing : Depending on factors such as the seller's motivation , whether there is an existing loan on the building , and negotiations , a bond issue can be for only the amount necessary for a down payment. The sellers can carry back the balance , receiving installment sale tax benefits on the capital gains. A revenue ruling would be required ; however, interest paid on a promissory note to the seller may also be tax exempt. The total cost to the county and the building authority then may be substantially lower on this basis. 441 COMPLETED CAPITAL PROJECTS 2010 - 2014 Actual Actual Actual Actual Actual Total 2010 2011 2012 2013 2014 Centennial Complex $ 598 , 033 $ 27 , 817 $ 102 , 165 $ 148 , 554 i $ 19 , 999 $ 299 , 498 Courthouse 199 , 175 191 , 071 8 , 104 Land Reserve 1 , 566 , 862 19 , 594 1 , 547 , 268 Chase Building 5 , 775 , 000 5 , 775 , 000 Grader Sheds 1 , 304 , 877 271 , 410 518 , 979 375 , 508 138 , 980 Motor Pool 230 , 868 230 , 868 Health Department 404 , 931 105 , 109 15 , 118 69 , 442 215 , 262 Island Grove 102 , 083 53 , 800 48 , 283 North Jail 1 ,450 , 377 696 , 743 252 , 363 275 , 755 122 , 187 103 , 329 Back-up Dispatch Center 808 , 401 808 , 401 Crime Lab 4 , 337 , 036 4 , 500 211 , 966 4 , 120 , 570 Public Works 769 , 195 7 , 820 62 , 810 698 , 565 S ocial Services 162 , 939 80 , 139 82 , 800 Gravel Pits 7 ,200 , 698 1 , 659 , 509 1 , 390 , 684 4 , 150 , 505 S outheast Weld Building 89 , 516 54 , 026 18 , 736 16 , 754 N orth 1401 - 1402 611 , 045 122 , 386 202 , 578 211 , 007 75 , 074 County Clinic 550 , 538 550 , 538 Admin . Bldg (Sykes ) 6 ,447 , 689 3 , 608 , 942 2 , 639 , 337 60 , 591 138 , 819 Alternative Use Bldg 15 , 118 15 , 118 Community Correction Building 2 ,217 , 010 2 ,201 , 892 15 , 118 Miscellaneous 237 , 646 177 , 174 60 , 472 CNG Station 449 , 370 90 , 117 359 , 253 Towers 11 ,227 , 456 1 , 665 , 000 2 ,256 , 827 7 , 305 , 629 TOTAL $ 46,755, 863 $ 7,965,402 $ 6,71 1 ,292 $ 6,634, 132 $ 5, 1 12, 816 $ 20,332,221 NOTE: Expenditures listed in year incurred . 442 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2016 -2020 Requirements Total 2016 2017 2018 2019 2020 Jail Capital -$ 10 , 742 , 000 $ 13 , 730 , 000 $5 , 905 , 000 -$ 11 , 117 , 000 -$ 19 , 260 , 000 $0 Reserve Comm . System 4 , 750 , 000 950 , 000 950 , 000 950 , 000 950 , 000 950 , 000 Reserve Jail Expansion 42 , 000 , 000 0 0 17 , 000 , 000 25 , 000 , 000 0 Weld Plaza 3 , 750 , 000 750 , 000 750 , 000 750 , 000 750 , 000 750 , 000 Building Misc Projects 4 , 667 , 000 1 , 195 , 000 920 , 000 842 , 000 835 , 000 875 , 000 PU Projects 1 , 500 , 000 300 , 000 300 , 000 300 , 000 300 , 000 300 , 000 Southwest 5 , 700 , 000 5 , 700 , 000 Weld Building TOTAL $51 , 625,000 $ 16, 925,000 $8, 825,000 $8,725, 000 $8, 575,000 $8, 575,000 443 RESOURCE CAPACITY FUNDING SOURCES CASH FLOW ANALYSIS 444 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2016 - 2020 YEAR PROPERTY TAX INTEREST FEES TOTAL 2016 $ 16 , 500 , 00 $300 , 000 $ 125 , 000 $ 16 , 925 , 000 2017 8 , 250 , 000 450 , 000 125 , 000 8 , 825 , 000 2018 8 , 250 , 000 350 , 000 125 , 000 8 , 725 , 000 2019 8 , 250 , 000 200 , 000 125 , 000 8 , 575 , 000 2020 8 , 250 , 000 200 , 000 125 , 000 8 , 575 , 000 445 CASH FLOW ANALYSIS BEGINNING ENDING YEAR FUND REVENUE EXPENDITURES FUND BALANCE BALANCE 2016 $ 17 , 500 , 000 $ 16 , 925 , 000 $ 3 , 195 , 000 $ 31 , 230 , 000 2017 $ 31 ,230 , 000 $ 8 , 825 , 000 $ 2 , 920 , 000 $ 37 , 135 , 000 2018 $ 37 , 135 , 000 $ 8 , 725 , 000 $ 19 , 842 , 000 $ 26 , 018 , 000 2019 $ 26 , 018 , 000 $ 8 , 575 , 000 $ 27 , 835 , 000 $ 6 , 758 , 000 2020 $ 6 , 758 , 000 $ 8 , 575 , 000 $ 8 , 575 , 000 $ 6 , 758 , 000 446 CORRECTIONAL FACILITY Existing Situation : The Centennial Complex Jail was constructed in 1978 , and was remodeled three times to increase the capacity to 294 beds . In 1997 , Phase I of the North Jail Complex was constructed with 160 beds and all of the core service facilities. The North Jail Complex is currently designed for a build out of 779 beds, but the site can accommodate over a 1 , 000-bed facility . Each phase would be in increments of approximately 160 - 375 beds . Jail population continues to grow in Weld County , but the growth rate has slowed the last few years due to more use of jail alternative programs . Phase II was completed and opened in January, 2004 . Phase II added 245 beds based upon the design . Construction of Phase II allowed for the closure of the Centennial Jail and conversion of the space to accommodate Court needs . Phase III , which added 374 beds, was constructed in 2006 - 2007 , and was opened in February 2008 . Proposed Solution : It is proposed that additional phases of the North Jail Complex be constructed in increments of beds, as needed . The total project of approximately 331 , 143 square feet will be constructed in phases. The first phase, constructed in 1997 , was 125 , 775 square feet. It included the core service facilities, such as kitchen , administrative offices , medical detention , booking area , and lobby to accommodate over 1 , 000 inmates . Phase II has 245 beds and is both maximum and medium security to accommodate the projected inmate classifications . Phase II was constructed in the 2002 - 2003 time frame and became fully operational as of 2004 . Phase III has 374 beds and was constructed in 2006 - 2007 . There is currently 217 , 568 square feet of building with 779 beds available . Financing : It is recommended that the county budget $42 , 000 , 000 in the 2016 - 2020 capital plan budget to construct an additional 113 , 575 square feet of building for 350 additional beds . Nothing will be in the capital budget in 2016 for jail construction . The capital plan is consistent with the inmate population projections in the Weld County Jail Occupancy and Future Jail Needs Study completed August 19 , 2013 , that calls for the opening of added jail beds at the end of 2018 . Impact on Operational Costs : At the end of 2019 , it is anticipated that the new jail capacity will be opened . The use of the capacity will be phased in over a two to three year period , depending on inmate population growth . Based upon past phased openings of the jail , the estimated additional annual costs are : Item 2019 2020 2021 Staffing $ 1 , 210 , 000 $ 770 , 000 $ 1 , 100 , 000 Medical Costs 0 600 , 000 320 , 000 Food 0 400 , 000 200 , 000 Utilities 0 60 , 000 0 Maintenance 0 60 , 000 0 447 WELD COUNTY BUSINESS PARK Existing Situation : In 1987 , Weld County acquired 160 acres located in the southwest corner of "O" Street and North 11th Avenue in Greeley . Funds for the property came from the sale of the Health Building . Proposed Solution : The property is large enough to allow for future consolidation of county facilities in one area . The utilities and site improvement were developed in 1988 , at an estimated cost of $ 1 , 750 , 000 with the aid of a $680 , 000 EDA Grant. The first facilities, completed in 1989 , included a 15 , 000 square foot building for Human Services and a county motor vehicle shop . Fifty to 60 acres have been developed for building and storage sites and approximately 60 acres can be mined for gravel and reclaimed in an attractive way. The new correctional facility is located on this site , as well as the Health Department, Household Hazardous Waste Building , Training Center, Motor Pool , Public Works , Law Administration , Buildings and Grounds , Alternative Programs Facility, Community Corrections Facility, and four administrative buildings. A portion of the property was made available for commercial development and offered at no cost or low cost to private parties for economic development incentives . A PUD was approved for land use purposes in 1989 . Financing : Development, using future years' funds , is programmed into the long-range plan under specific projects , which include a correction facility ($42 , 000 , 000 ). Impact on Operational Costs : See individual projects for cost impacts. 448 COMMUNICATIONSSYSTEM Existing Situation : Weld County, in 1975 , created the Weld County Regional Communications center and agreed to fund the infrastructure to accommodate the communications system . The system consisting of towers, radio receivers and transmitters, system controllers, consoles, computers , and various communications equipment has been required to be replaced or upgraded approximately every ten years with growth and technological changes . The costs have been paid for by grants, Weld County government, and the E911 Authority. Proposed Solution : The communications system was upgraded in 2012 at a total cost of $7 , 700 , 000 . The E911 Authority Board has agreed to fund the console equipment upgrade in the amount of $2 , 000 , 000 , and Weld County, in the Capital Expenditure Fund , funded the remaining costs . In addition , the Board of county commissioners has agreed to adopt a policy of funding a $9 , 500 , 000 capital reserve in the amount of $950 , 000 per year, so that in ten years funds will be in the capital reserve for the next upgrade and the 700 MHz conversion . Financing : The upgrade for 2012 was funded by the E911 Authority Board funding $2 , 000 , 000 from its reserve , and Weld County funded $5 , 700 , 000 in 2012 from the Capital Expenditure Fund for the total cost of $7 , 700 , 000 . Beginning in 2013 , Weld County will fund $950 , 000 per year for the communications System Reserve for future communications systems upgrades and the 700 MHz conversion . $2 ,200 , 000 was placed in the capital reserve for the mobile and portable radio replacement. Purchase of the radios is being delayed pending the FCC waiver regarding going to a different bandwidth . Without the waiver the change must take place by 2017 . Impact on Operational Costs : There will be no additional operational costs for the system . Operational costs are currently funded by Weld County, city of Greeley, the E911 Authority Board , and users using in excess of $ 10 , 000 per year in allocated costs . It is not anticipated that the upgraded systems will be any more expensive , operationally, to maintain than the current system . 449 GRADER SHEDS / STORAGE BUILDING Existing Situation : The County currently has 18 grader sheds throughout Weld County , to accommodate road maintenance functions in all sectors of the county. The grader sheds are in various conditions , ranging from good to needing replacement. Seventeen have recently been replaced -- Nunn ( 1981 ) , Gwonda ( 1982 ), Vim ( 1983 ) , New Raymer ( 1984 ), Mead ( 1985 ), Rockport ( 1986 ), Kiowa ( 1987 ), Severance ( 1987 ) , Gilcrest ( 1989 ) , Ault ( 1989 ) , Briggsdale ( 1991 ), Keenesburg ( 1994 ) Stoneham ( 1994 ), Dacono ( 1995 ) , Fort Lupton (2000 ), Gill (2001 ), Galeton (2003 ), New Raymer (2004 ), Rockport (2007 ) , Kersey (2010 ) , Briggsdale (2013 ), and Mead (2014 ). In addition , four ice control storage buildings were constructed in 2001 - 2003 . Additional storage facilities at the Public Works Headquarters were built in 2003 and 2013 . A new Buildings and Grounds facility was built in 2007 , and the old facility was converted to a Printing and Supply facility. An additional storage facility was purchased in 2009 . Proposed Solution : An analysis of existing grader sheds determined which are required for the operational functions of the road maintenance operation in Weld County. In the process some have been sold , others consolidated , and some identified for replacement. In cases where existing grader sheds will accommodate the maintenance function , it is suggested that attention be given to those sheds that need maintenance or major improvements . Where necessary, replacement sheds have been identified . Financing : The county, since 1982 , has totally reconstructed and upgraded all grader and road maintenance facilities . The county should continue a sound maintenance and replacement program , so the buildings do not fall into the disrepair condition they were in prior to 1982 . The funding mechanism is a pay-as-you-go function out of the Capital Fund . In 2014 , a 15 , 000 square foot heavy equipment storage facility was constructed ( $800 , 000 ). In 2015 additional office space was added for Engineering . Funds in the amount of $300 , 000 per year for the years 2015-2019 are included for Public Works facilities. The grader sheds will be replaced in Severance (2016 ) , Johnstown (2017 ), Nunn (2018 ), and Kiowa (2019 ). Impact on Operational Costs : Vehicle storage facility will have utility costs of approximately $2 ,400 per year. Since the old grader sheds are being replaced with new sheds, the county's experience is that there is approximately a $ 1 , 000 per year savings on the utilities due to the use of radiant heat and improved insulation . Staffing is unchanged . 450 JUSTICE CENTER Existing Situation : The Justice Center includes the Courthouse , Court Annexes , and Centennial Center buildings . It provides for the space needs of the 19th Judicial District. Under state law the county is obligated to provide and maintain the facilities for court related activities . The Courthouse was built in 1917 and is maintained on the Federal Register of Historical Buildings . After many remodels and upgrades it still functions as the main court facility for Weld County. In the mid - 1980's two buildings across the street from the Courthouse were acquired and remodeled to house the Probation Department. In 2001 , the West Courthouse Annex Building was acquired to house the District Attorney Juvenile Division . As the population grows and court related activities grow the space requirements continue to expand . Four courtrooms were added in 2008 . Proposed Solution : With the growing needs of the courts it will require that the county convert the Centennial Center, including the jail , to courtrooms and court-related offices . With the construction of Phase II of the North Jail , the Centennial Jail was dosed and remodeled into court-related space in 2004 . All Sheriffs office administrative functions , along with Communications and Records , were moved to the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire Centennial Complex will become court-related space, as well as the two annex buildings to the west and east of the Courthouse . In 2004 , three additional district courtrooms were created , a juvenile courtroom , and one additional county courtroom , and in 2009 four additional court rooms were built. The first floor of the Centennial Jail has been converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for additional court and office facilities. First floor Centennial offices were converted into office space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the Court was converted into a district courtroom . These courtrooms will supplement the current vacant district courtroom and the visiting judge courtroom to accommodate four anticipated additional judges through 2020. Space formerly occupied by the Weld County Commissioners and administrative functions will be converted to court-related space since those functions moved to a new administrative building in 2011 . The Chase Building purchased in 2014 will provide space for court support functions for years with its 119 , 875 square foot of space . Financing : The County can accommodate court related activities in the space of the Justice Center for several years. In addition , the block to the southeast of the Centennial Complex has been acquired by the county and converted into a parking lot. In the future when the need arises, that block can serve as a site for court building expansion and a parking garage structure to accommodate court space needs. Also , in the next decade it may be necessary to have court facilities in the southern part of Weld County where the population is growing at a rapid rate . The funding mechanism for all court facility needs should be a pay-as-you-go function out of the Capital Fund . The following page is a schedule of proposed conversion of Justice Center space . 451 CAPITAL PLAN FOR JUSTICE CENTER YEAR CURRENT USE NEW USE COST 2008 Vacant Work Release (30 , 000 sf) $ 4 , 275 , 000 2008 Second Floor Old Jail 2 Courtrooms $ 1 , 500 , 000 2008 Third Floor Work Release 2 Courtrooms $ 1 , 500 , 000 2008 Third Floor Work Release DA Offices $ 1 , 000 , 000 2011 Vacant Administrative Bldg . $ 5 , 000 , 000 2014 Planning Probation $ 100 , 000 2021 + Third Floor Centennial 2 Courtrooms $ 1 , 200 , 000 2021 + First Floor Centennial 1 Courtroom $ 300 , 000 2021 + Vacant Justice Center Annex Building $ 5 , 000 , 000 2021 + Third Floor Centennial ( DA) 2 Courtrooms $ 750 , 000 2021 + Second Floor Centennial 2 Courtrooms $ 750 , 000 2021 + First Floor Centennial ( DA) Court Offices $ 200 , 000 Impact on Operational Costs : Under Colorado law, county governments are required to provide space for the courts and maintenance of the facility , but all personnel and other operating expenses are paid for by the State of Colorado . The estimated additional building maintenance costs by year are : 2016 0 2017 0 2021 + $ 176 , 000 452 ALTERNATIVE PROGRAMS BUILDING Existing Situation : Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As jail crowding becomes more and more of a problem , the alternative programs, such as work release and pre-trial programs , are used more and more by the court. The programs currently occupy approximately 20 , 000 square feet. The space that the programs occupy is needed for courtrooms and Probation office space . Proposed Solution : To accommodate the space needs of the alternative programs and allow for growth in the programs , a 30 , 000 square foot building is proposed . The facility will be constructed in the Weld County Business Park. This puts the facility in closer proximity to the jail for support services . Financing : The new 30 , 000 square foot Alternative Programs Building was completed in 2008 . Impact on Operational Costs : Impact of additional costs on the 2008 budget was $ 156 , 300 for utilities and maintenance . Staffing costs were unchanged , since personnel were transferred from the old facility to the new building . 453 LAW ENFORCEMENT ADMINISTRATION BUILDING Existing Situation : Growing needs of the courts require that the county convert the Centennial Center, including the jail , to courtrooms and court-related offices . With the construction of Phase II of the North Jail , the Centennial Jail will be closed and remodeled into court-related space . In addition , all S heriffs office administrative functions , along with the Communications and Records , were relocated in 2004 to accommodate the courts . Proposed Solution : S ince the entire jail operation was moved to the North Jail there are logistical advantages to relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the S heriffs Office , a 22 , 000 square foot office building near the North Jail site was constructed in 2002 . The building houses the Sheriff' s office functions , Communications, and Records . This allows for the consolidation of all criminal justice functions at one site with the exception of patrol substations . Financing : The new Public Safety Administration Building was constructed in 2002 . Funds in the amount of $2 , 500 , 000 were budgeted in 2002 for the construction of a 22 , 000 square foot office building . In 2010 and 2014 respectively, the Records Unit and the Weld County Regional Communications Center were moved from the Law Enforcement Administration Building to the former Human Services Building to free up space for the Sheriff's Office . Impact on Operational Costs : There was no impact of additional costs on the 2010 or 2014 budget for utilities and maintenance , since the space has been maintained in the past. Staffing costs were unchanged , since personnel were transferred from the old facility to the new building . 454 REGIONAL CRIME LAB Existing Situation : Currently the county has a crime lab located in the basement of the Centennial Complex, and the former Planning Department office . The space is inadequate to meet the size and program requirements. Weld County is taking the lead to create a regional crime lab for Northern Colorado that would house approximately 40 crime lab staff members from various law enforcement agencies and CBI . Proposed Solution : The proposed regional crime lab facility will consist of approximately 20 , 000 square feet. It will contain private and open office areas , waiting areas, lobby space , meeting/conference rooms , complete laboratory and forensics discovery area . It will be fully fire sprinkled . The crime lab's location is in a business park off Highway 34 and WCR 17 , which is a central location for the Northern Colorado region . Financing : The construction of the regional crime lab started in 2012 financed by $4 , 000 , 000 in county funds . It was completed and fully operational in August, 2013 . Impact on Operational Costs : Once the crime lab is constructed there will be additional costs in the budget for utilities and maintenance , in the amount of $240 , 000 . However, five participating agencies will pay approximately 80% of this cost, or $ 102 , 000 for a net county cost of $48 , 000 . Staffing costs are unchanged , since personnel will be transferred from the old crime lab to the new building . A Federal grant for $800 , 000 will fund the first two to three years of operational costs. 455 COMMUNITY CORRECTIONS FACILITY Existing Situation : The Community Corrections program has been operated by private contractors since its inception in Weld County in the early 1980's . The facility that the contractors have used is the site known as The Villa , which were old dormitories on the UNC campus . UNC has encouraged the Community Corrections Facility to move off campus due to the facility housing convicted felons that are returning to the community from the Colorado Department of Corrections . Recently, there have been problems with the contractor that owns the facility providing the community correction services. The county realizes that without a county-owned community corrections facility it limits the county's choices for a contract provider of the service and the option of the county operating the facility itself through the Justice Services Department. Proposed Solution : The Board of Weld County Commissioners, in May 2008 , made the decision that the county should construct its own Community Corrections Facility in the Weld County Business Park. The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30 , 000 square-foot building was constructed in 2010 to accommodate the program . The site can accommodate a doubling of the facility size at some future date at a cost of approximately $5 , 000 , 000 . Financing : The new Community Corrections Facility was constructed , in 2010 , within the Weld County Business Park. An Energy Impact Grant, in the amount of $400 , 000 , along with $4 , 000 , 000 in county funds, funded the project. Impact on Operational Costs : There were additional costs in the 2010 and future budgets for utilities and maintenance , in the amount of $ 160 , 000 . However, the majority of the program costs are paid for from state contracts with the State Department of Corrections through a lease to ICCS , which is the sub- contractor operating the facility. Currently , the program services are provided by a private contractor ( ICCS ). 456 DOWNTOWN GREELEY PARKING AND LAND Existing Situation : The Courthouse and centennial center are located in the center of downtown Greeley. The future plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld County . Parking has been a long time problem in the area for citizens using the facilities . In addition , as Weld County looks to the future there will be a need to have land to locate future court facilities. The court administration is insistent upon having a centralized location , since other jurisdictions have had logistical problems attempting to split court facilities into more than one location . As a result, there is a need to acquire land adjacent to the current location to accommodate future court facilities. Proposed Solution : In July , 2003, the county purchased a portion of an adjacent block of property to the centennial complex and courthouse to allow for surface parking in the immediate future , and to provide future building sites for future court facilities . Opportunity existed to purchase approximately 100 , 000 square feet adjacent to the current facilities in 2003 . The parking was developed in 2004 , and needed facilities can be constructed on this site in the future . Financing : In 2003 , fund balance from the General Fund , in the amount of $ 1 ,500 , 000 , was transferred to the Capital Expenditure Fund to acquire the site and put money aside for the parking improvements in 2004 . Approximately 250 parking spots have been developed to serve the area . As portions of the site are needed for court building sites , a parking structure can be built to accommodate added parking needs or land to the east or south of the site can be acquired for surface parking . In the 2012 budget $2 , 000 , 000 was reserved for the purchase of property adjacent to the current Justice Center location to accommodate future court facilities and support services. In 2014 $ 1 , 500 , 000 was used for property acquisitions leaving $500 , 000 reserved for future property purchases in the area of the Courthouse . Impact on Operational Costs : No new operation costs are anticipated . 457 WELD PLAZA BUILDING 80►4_822 7TH STREET, GREELEY Existing Situation : Weld County has a major investment in court facilities in the downtown Greeley area . For many years the county has gradually been acquiring buildings and land for the court operations and parking accommodations . The court operations and support function will grow over time and require a long term plan . Proposed Solution : In 2014 the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley, Colorado , located a block and half from the Courthouse . The building is a 119 , 875 square foot complex that will allow Weld County over time to create a more complete judicial complex in downtown Greeley area . The District Attorney's Office , probation , and other human services with court related responsibilities can eventually be consolidated in the complex. Until the space is needed the county will continue lease the space to private business to offset the cost of the building . Financing : In 2014 the 119 , 875 square foot Weld Plaza Building complex was purchased for $5 , 775 , 000 . In 2015-2016 the county will be relocating child protection services into the two story plaza that contains approximately 17, 000 square feet and the Information Technology Department into the first floor of the main building . The remodel costs in 2015 will be approximately $2 , 000 , 000 . In the 2016-2020 the capital plan provides $750 , 000 a year for improvements to the building to better accommodate the future use of the facility by county departments . Impact on Operational Costs : With the current private leases the building is projected to provide a net operating income gain of $250 , 000-$500 , 000 per year, so no additional operating costs are anticipated for the immediate future . 458 ADMINISTRATIVE OFFICE BUILDING Existing Situation : The long term plan with the development of the Weld County Business Park was for the eventual move of all administrative functions of the county to the business park. All of the functions were housed at the Centennial Complex in 1976 . In 1990-91 the Assessor, Treasurer, Clerk and Recorder, and Planning were relocated to the business park. With the future space demands of the courts it is anticipated that the remaining county administrative functions at the Centennial Complex will need to be relocated to the Weld County Business Park within the next year. This will leave the Centennial Complex as a justice and law enforcement center exclusively . Proposed Solution : In order to accommodate the Court's space needs and the County's administrative functions it was necessary to acquire a new administrative facility at the Weld County Business Park. To accommodate the space needs of the existing administrative functions, and plan for future growth , an existing 43 , 000 square-foot office building was purchased in 2010 , and remodeled to accommodate current and future County administrative functional needs . Financing : The County purchased the existing Sykes Building for $3 , 600 , 000 in June , 2010 . Approximately another $2 , 300 , 000 was spent to remodel the building to make a fully functional administrative building to house the County Commissioners' Office and associated administrative functions. Vacant space will exist to accommodate growth for a number of years. The project was funded by Capital Reserve funds. Impact on Operational Costs : There were additional costs in the 2011 budget for utilities and maintenance , in the amount of $ 130 , 000 . There were no additional staffing costs since the staff moved from other facilities to occupy this building . Moving and relocation costs were $60 , 000 . 459 HUMAN SERVICES BUILDING ANNEX Existing Situation : The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was added . In 2005 , additional land was purchased , adjacent to and south of the two existing buildings . The additional land will accommodate another 20 , 000 square foot building and parking . Proposed Solution : A new 40 , 000 square foot building was constructed in Greeley on the Social Services site in 2009 . The building will accommodate the current services , plus allow room for future expansion and consolidation of the Human Services and Social Services Departments . In 2016 the Child Protection unit will be relocated to the Chase Building freeing up space at the Human Service Complex. Financing : The building was constructed in 2009 . Funds in the amount of $5 , 000 , 000 were budgeted in the 2008 budget for the 40 , 000 square foot building . Additional parking was constructed in 2007 , in the amount of $800 , 000 . Impact on Operational Costs : There were additional costs in the 2010 budget and beyond for utilities and maintenance , in the amount of $210 , 000 . However, the majority of the program costs are paid for from grants from the State Department of Social Services . There were no additional staffing costs since the staff moved from other facilities to occupy this building . The added space costs for the Chase Building will be paid from the State Child Welfare Allocation . 460 SOUTHWEST COUNTY SERVICE CENTER Existing Situation : The Southwest County Service Center was developed in 2000 - 2001 . With the growth in the area , additional facilities will be required to house all the County functions required to service the area . Proposed Solution : It is proposed that an additional 20 , 000 square foot building be constructed on the Southwest Weld County Service Center site in the future . The building will accommodate the current services, plus allow room for future expansion of services in the area . Financing : The building will be constructed in 2020 , or beyond . Funds in the amount of $5 , 700 , 000 are budgeted in the 2020 budget or beyond for the 20 , 000 square foot building . Impact on Operational Costs : There will be additional costs in the budget for utilities and maintenance , in the amount of $ 120 , 000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building . Moving and relocation costs are estimated to be $30 , 000 . 461 SOUTH EAST COUNTY SERVICE CENTER Existing Situation : The Southeast County Service Center was acquired as a used building in the early 1980's from the City of Fort Lupton . With the growth in the area , the building was no longer large enough for the functions located in the building , and the building was in need of remodeling . Proposed Solution : In 2006 , a new 20 , 000 square foot building was constructed in east Fort Lupton on a five-acre site . The building accommodates the historic services provided , plus Probation and increased Human Services. The location of the building in east Fort Lupton will better accommodate not only Fort Lupton residents , but also residents from the Hudson and Lochbuie areas. Additional space may be added to the site in 2019 , or beyond . Financing : The additional building will be constructed in 2020 , or beyond . Funds in the amount of $6 , 000 , 000 are budgeted in the 2021 budget or beyond for the 20 , 000 square foot building . Impact on Operational Costs : There will be additional costs in the budget for utilities and maintenance , in the amount of $ 120 , 000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building . Moving and relocation costs are estimated to be $80 , 000 . 462 MISCELLANEOUS PROJECTS Existing Situation : Each year there are several special projects to do major maintenance to buildings, update or renovate county facilities , provide for new county programs , and remodel to accommodate changing programs or meet new legal standards. An approach which provides miscellaneous funds of this nature can prevent postponing necessary major maintenance or remodeling of facilities and , thus , avoid added cost or delay of potential savings to the county and taxpayers . In addition , such an approach can also make better utilization of existing facilities in order to avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof replacement, elevator upgrades, remodels, and major maintenance projects should be included in this category. Proposed Solution : It is recommended that an amount of $4 , 667 , 000 be set aside for such projects in the Long Range Capital Projects Plan . A detailed listing of special projects is on the following two pages . Financing : It is recommended the county budget $4 , 667 , 000 over the next five years to accommodate the detailed listing of special projects found on the following two pages. Impact on Operational Costs : No new operational costs are anticipated . In most cases the HVAC systems replaced should be more energy efficient resulting in energy cost savings. 463 B &G Capital Maintenance Projects 2016 - 2020 FY 2016 Building Name Address _ Type of Improvement Budget Estimate Jail 2110 O-Street Greeley 1 -West Water Storage Tanks $ 150, 000 Alternative Programs 1399 N . 17th Ave . , Greeley Clothes Washers (1 ) $16, 000 Alternative Programs 1399 N . 17th Ave . , Greeley Clothes Dryers (2) $18, 000 Law Administration 1950 O-Street, Greeley Data Center UPS Replacement $ 130, 000 Jail 2110 "O" Street, Greeley M , N , O , R pod carpet $40, 000 Courthouse 901 9th Ave, Greeley Eight Fan Coil Units $60, 000 Jail 2110 "O" Street, Greeley Kitchen Tilt Kettle $21 , 000 Extension/4H Island Grove Kitchen Exhaust Hoods $12, 000 Jail 2110 "O" Street, Greeley Camera Replacement $244, 000 Alternative Programs 1399 N . 17th Ave . , Greeley Camera Replacement $23, 000 Centennial 915 10th Street, Greeley Courts Holding Camera Replacement $41 , 000 Public Health 1555 N . 17th Ave , Greeley Roof $300, 000 Jail 2110 "O" Street, Greeley 1 -West Boilers $ 140, 000 Total $171957000 FY 2017 Building Name Address Type of Improvement Budget Estimate Planning & Health 1555 N . 17th Ave . , Greeley Chiller $526, 000 1551 1551 N . 17th Ave , Greeley Sprinkler system control wires & clocks $15, 000 Jail 2110 "O" Street, Greeley Kitchen Refrigerator/Equipment $78, 000 Jail 2110 "O" Street, Greeley Two Food Warmers $17, 000 Jail 2110 "O" Street, Greeley Clothes Washers (3) $50, 000 Jail 2110 "O" Street, Greeley Sprinkler system control wires & clocks $20, 000 Centennial 915 10th Street, Greeley Auto Start Valve - Bush $10, 000 Extension Island Grove Elevator Replacement $80, 000 4H Island Grove ADA Chair Lift Replacement $30, 000 Print Shop 1500 2nd Street, Greeley Roof (sloped portion) $66, 000 Jail 2110 "O" Street, Greeley Clothes Dryers (3) $28, 000 Total $9207000 FY 2018 Building Name Address Type of Improvement Budget Estimate Ambulance (North ) 1121 M Street, Greeley Carpet $23, 000 Ambulance (North ) 1121 M Street, Greeley Light Upgrade $11 , 000 Centennial 915 10th Street, Greeley Heating/Domestic Valves $80, 000 Centennial 915 10th Street, Greeley Chiller Pumps $30, 000 Centennial 915 10th Street, Greeley Isolation Valves $30, 000 Centennial 915 10th Street, Greeley Courts Holding Parking Lights $10, 000 Centennial 915 10th Street, Greeley UPS Bypass Switch $11 , 000 Jail 2110 "O" Street, Greeley UPS Bypass Switch $10, 000 1401 1401 N . 17th Ave . Greeley UPS Bypass Switch $10, 000 Community Corrections 1101 H Street, Greeley UPS Bypass Switch $14, 000 Extension Island Grove Roof Top Unit $65, 000 Centennial 915 10th Street, Greeley Ceiling Grid 2nd Floor $27, 000 Hazardous Waste (North ) 1311 N . 17th Ave , Greeley Roof $46, 000 Courthouse Annex 934 9th Ave, Greeley Carpet Replacement $70, 000 Courthouse Annex 934 9th Ave, Greeley Furniture for Carpet Replacement $35, 000 Jail 2110 "O" Street, Greeley Roof (1 -East Roof) $336, 000 Public Health 1555 N . 17th Ave , Greeley Fire Alarm Controls $34, 000 Total $842000 464 FY 2019 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Plaza West Roof $360, 000 Centennial 915 10th Street, Greeley Centennial/Plaza East Roof $475, 000 Total $835,000 FY 2020 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Hot Water Generator $ 140, 000 Planning & Public Health 1555 N . 17th Ave . Greeley Boilers $ 120, 000 Centennial 915 10th Street, Greeley Lighting Upgrade $ 120, 000 8th Avenue Storage 8th Ave Street, Greeley Asbestos removal & gut South $55, 000 Human Services A 315 A N . 11th Ave , Greeley Roof $ 150, 000 Centennial 915 10th Street, Greeley Plaza Concrete $200, 000 Grover Tower Grover Generator Replacement $30, 000 New Raymer Tower New Raymer Generator Replacement $30, 000 LaSalle Tower LaSalle Generator Replacement $30, 000 Total $875,000 > FY 2021 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley DA Carpet $80, 000 Centennial 915 10th Street, Greeley DA Teardown/Rebuild Furniture for Carpet $30, 000 Centennial 915 10th Street, Greeley 3rd Floor Carpet $30, 000 Centennial 915 10th Street, Greeley 3rd Teardown/Rebuild Furniture for Carpet $10, 000 Courthouse 901 9th Ave, Greeley Carpet $70, 000 Centennial 915 10th Street, Greeley CH Teardown/Rebuild Furniture for Carpet $30, 000 Centennial 915 10th Street, Greeley 1st Floor Carpet $30, 000 Centennial 915 10th Street, Greeley 1st Teardown/Rebuild bu i ld Furniture for Carpet $10, 000 Centennial 915 10th Street, Greeley Heat Pumps $68, 000 Plaza West 910 10th Ave , Greeley Clapper Valve in Parking Garage $17, 000 Law Administration 1950 O-Street, Greeley Boiler $22, 000 Law Administration 1950 O-Street, Greeley Roof Top Unit $200, 000 Centennial 915 10th Street, Greeley Cooling Tower Replacement Centennial 915 10th Street, Greeley Valves Community Corrections 1101 H Street Camera Replacement $17, 000 Fuel Island 1115 H Street Fuel Tank Replacement Jail 2110 "O" Street, Greeley Door Lock Upgrade/Replacement Centennial 915 10th Street, Greeley Data Center UPS Replacement $ 110, 000 Courthouse Annex 934 9th Ave, Greeley Roof $ 120, 000 Total $844,000 465 ACCUMULATIVE CAPITAL OUTLAY/CONTINGENCY Existing Situation : If Weld County is to embark upon a number of ventures in capital projects over the next five years , it is suggested the county proceed very cautiously and very conservatively in the area of financing . To do this, it is suggested that a contingency be set aside each year on a pay as you go basis to accommodate unanticipated cost increases or emergency situations which cannot be foreseen at this time . If the contingency amount is accumulated over the next five years , it can be used as a reserve for the capital projects program in future years, or it can be used as a funding mechanism in years beyond 2020 . The primary reserve would be for a future correctional facility or other facilities at the North County Complex and southwest and southeast County administrative office sites and to fund the replacement of the Communications system . Proposed Solution : Budget any carry-over amount each year on a contingency basis that ultimately could be used to meet any contingency or emergency situation , or could be used as an accumulation of capital outlay funds for funding of projects beyond 2020 . Financing : It is recommended that the county budget fund balance carry-overs in the capital fund each year as a contingency. Impact on Operational Costs : None . 466 MISCELLANEOUS FUNDS 467 Al FPO RT Existing Situation : The Weld County Board of County Commissioners , with approval of the Airport Master Plan , committed to participate in certain enhancements at the Airport facility, especially those enhancements that will ensure the safety of airport operations . If the Board decides to continue to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate the FAA ADAP program during the next five years . Funds can also be made available to maintain FAA constructed facilities . Proposed Solution : In the Long Range Capital Projects Plan for 2016 , funds are included to accommodate capital improvements at the Greeley/Weld County Airport. If funding is provided , it should be for projects that emphasize safety features and other essential enhancements to the current operation . Financing : Funding , in the amount of $0 . 00 is required in the Airport's 2016 Capital Improvement Plan (CIP). Impact on Operational Costs : Although the Airport Authority may incur additional operational costs from the projects in the Airport CIP , no new operational costs are anticipated as a result of the Airport CIP for Weld County government. 468 Greeley-Weld County Airport (GXY) Capital Improvement Plan ��IP� \11A11 - Greeley, Calorada �ctaber �, 2Q'14 TOTAL ESTIMATED FUNDING SOURCES PROJ ECT COST 2015 FEDERAL (90%) GRANTS LOCAL MATCH I STATE 90% CDAG 5% CDOT TOTAL ENTITLEMENT DISCRETIONARY APPORTIONMENT GRANT MATCH 10% CDAG 5% MATCH LOCAL DOLLARS FOR AIR Grant MATCH YEAR DESCRIPTION 2015 RAP/ 17/35 & T/W "C" 3" MILL $555,556 $ $ $ $500,00() $ - $55,556 & INLAY (DESIGN ONLY) - - - - 2015 ENTITLEMENT CARRY $ $ $ $ $ $ $ $OVER TO 2016 - - - - - - $55,556 2016 RiW 17/35 & T/W "C" 3" MILL $7,444,445 $300,00() $5,000,000 $500,000 $900,000 $322,222 $ 100,00() $322,223 & INLAY ;CONSTRUCTION & $422,2.23 2017 MASTER PLAN $ 166,666 $ 150,000 $5,333 $ $5,333 REIMBURSEMENT - $5,333 2018 MASTER PLAN $ 166,666 $ 150,000 $8,333 $ $8,333 REIMBURSEMENT a — 45,333 2019 CARRY OVER TO 2020 2019 R/W 10/28 2" MILL $444,444 $ $ $ $400,000 $ $44,444 $ & INLAY (DESIGN ONLY) - - - - - $44,444 2020 RN 10/28 2" MILL & INLAY "$3,298,246 $600,00() $ $2,500,000 $ $ 131,579 $66,667 $ (CONSTRUCTION & CM) - - - (95/5 STATE GRANTS _ $ 198,246 2021 CARRY OVER TO 2020 $ , . . . 2022 CARRY OVER TO 2020 $ SUBTOTAL i$ 12,076,023 '$ 1;200,000 $500,000 $500,000 1$4,300,000 1$335,555 $331,579 1$405,556 I$737, t35 2014 - 2022 (9-Years) I FUTURE NPIAS PROJECTS: ESTIMATED COST TBD TAXIWAY "B" AND "E" $5,400,00() 95/5 State Grant RECONSTRUCTION TBD TERMINAL EXPANSION $290,000 90/10 Federal Grant TERNIMAL APRON $333,333 REHABILITATION - PHASE 1 469 CONSERVATION TRUST FUND Existing Situation : With the passage of SB119 (The Colorado Lottery ), 40 percent of the proceeds of the lottery are earmarked for Conservation Trust Funds in local governments . The earning potential of the lottery is anticipated to be $375 , 000 per year. The funds must be used for "the acquisition , development, and maintenance of new conservation sites, or for capital improvements or maintenance for recreational purposes on any public site" . ( Section 29-21 - 101 , C . R. B . ) With the passage of Amendment 8 (GO COLORADO ) these funds should stabilize at $450 , 000 per year, plus lottery sales growth . See Conservation Trust Fund for detailed discussion . Proposed Solution : The Board has the option to use the funds in the following ways : 1 . Maintain and improve Island Grove Park. 2 . Maintain and improve the Missile Site Park. 3 . Acquire and maintain open space . 4 . Develop and maintain trails . 5 . Other project requests from throughout the county. Financing : In addition to Conservation Trust Funds, it is recommended that the county finance parks and recreation projects at a level of $29 , 000 in the General Fund from property taxes . Funds from 2016 forward are uncommitted . Impact on Operational Costs : No new operational costs are anticipated . 470 ISLAND GROVE Existing Situation : Weld County and the City of Greeley currently have certain joint ventures and commitments to develop the Island Grove Park facility. Some discussion has been held regarding the creation of an Island Grove Park Authority for development and management of the facility. Proposed Solution : If the Board of county commissioners decides to continue participation in the development of the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be used to the maximum amount prior to use of county general tax funds . Financing : It is recommended that the county finance any Island Grove enhancements with Conservation Trust Funds resulting from the lottery, to the maximum amount possible , prior to use of general county tax funds. Beginning in 2003 , $ 100 , 000 per year in General Fund dollars has been committed to the maintenance of an indoor arena facility. Also , in 2000 , the county contributed $ 1 , 500 , 000 towards the construction of the indoor arena facility, known as the Island Grove Community Building . The facility was constructed and will be maintained jointly by the city of Greeley, Farm Show, and Weld County . $250 , 000 was included in the 2004 General Fund budget to add air conditioning to the Island Grove Community Building . The county paid $ 1 , 500 , 000 , in 2006 , for the Island Grove Park Master Plan that covers improvements to the park for the next 10 - 20 year period . Impact on Operational Costs : Although the Island Grove Park Authority may incur additional operational costs from the projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP for Weld County government. In most cases, the new park facilities planned will generate revenues to support the additional operating costs. 471 .abs \, 1861 ,0i 11TE 111 COUNTY-- .11 472 PROPRIETARY FUNDS S Proprietary funds include both Internal Service Funds and Enterprise Funds . Internal Service Funds are established to account for goods and services provided to other departments of the county on a cost- reimbursement basis. Enterprise Funds account for departments providing services primarily to third party payers. With the transfer of the Paramedic Service to the local hospital in 2012Weld County will no longer have an Enterprise Fund in its budget. MOTOR VEHICLE FUND : The Motor Vehicle Fund accounts for the revenue and costs generated by equipment and vehicles rented to other county departments . The gross operating budget amounts to $0 , 221 , 000 in 2016 , with $8 ,401 ,460 budgeted for new capital equipment. The budget reflects the continuation of the contract fleet management approach adopted by the Board in August, 1984 . Depreciation is $3, 500 , 000 for new equipment purchases , plus sale of surplus items of $511 , 700 . Grants in the amount of $206 , 100 for CNG vehicles and conversions are included in the 2016 budget. HEALTH INSURANCE FUND : The Health Insurance Fund reflects the cost of Weld County's self- insurance program which includes health , dental , and vision coverage. Details of the program and coverage are found under the specifics of the fund summary. In 2016, the county will continue with only dental and vision being self-insured . Health coverage will be provided by a private company 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 . INSURANCE FUND : The Insurance Fund accounts for all insurance costs for the county . The program is a combination of insured risks and protected self-insurance risks. Gross budget costs are $2 , 210 , 000 in 2016 , with a property tax levy of $2 , 000 ,000 . Details of the program are provided under the specifics of the fund summary. PHONE SERVICE FUND : Budget reflects total consolidation of phone service costs of $ 1 ,408 , 825 in Weld County . Funding is at current level and reflects capital upgrades of $ 100,000 . WELD COUNTY FINANCE CORPORATION : Budget contains the funding for the Weld County Finance Corporation , which accounts for the lease purchases of county buildings. As of August 1 , 2007 ,, there are no active leases. Weld County has no long-term debt. 473 MOTOR POOL SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Oro Acci Account Title Budaet Request Recommend Final GRANTS 6000 17550 4340 GRANTS 803,655 206,100 206,100 0 CHARGE FOR SERVICES 6000 96300 4410 CHARGE FOR SERVICES 5,709,543 5,721 ,000 5,721 ,000 0 MISCELLANEOUS 6000 96300 4680 OTHER 3,400,000 3, 500,000 3,500,000 0 6000 17550 4810 GAIN LOSS ON SALE 603,500 511 ,700 511 ,700 0 TOTAL MISCELLANEOUS 4,003,500 4,011 ,700 4,011 ,700 0 TOTAL MOTOR POOL 10.516.698 9.938.800 9.938.800 0 474 MOTOR POOL SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Orq Expenditure Function Budget Request Recommend Final 6000 17550 VEHICLE REPLACEMENT 3,481 ,000 3,481 ,450 3,481 ,450 0 6000 96300 COUNTY SHOP 9, 109,543 9,221 ,000 9,221 ,000 0 TOTAL MOTOR POOL 12,590,543 12,702,450 12,702,450 0 475 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - MOTOR POOL BUDGET UNIT TITLE AND NUMBER : Motor Pool Administration - - 6000-96300 DEPARTMENT DESCRIPTION : Centralized motor pool support for Weld County. Contract for fleet maintenance is included in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 2 , 426 ,482 2 , 521 , 000 2 , 521 , 000 2 , 521 , 000 Purchased Services 4 , 528 , 551 3 , 036 , 000 2 , 986 , 000 2 , 986 , 000 Fixed Charges 3 , 881 , 813 3 , 527 , 543 3 , 629 , 000 3 , 629 , 000 Capital 0 25 , 000 25, 000 25 , 000 Gross County Cost $ 10 , 836 , 846 $ 9 , 109 , 543 $ 9 , 221 , 000 $ 9 ,221 , 000 Revenue 10 , 942 , 193 9 , 109 , 543 9 , 221 , 000 9 ,221 , 000 Net County Cost $ - 105 , 347 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Supplies are unchanged . Purchased Services are up $ 10 , 000 for contract payments . Fixed costs are up $ 101 , 457 for depreciation with increase in fleet equipment of $ 100 , 000 , and overhead is up $9 , 611 with an offsetting reduction of $8 , 154 for Loss on Sale of Assets. Capital is unchanged for shop equipment at $25 , 000 . Total expenses are $9 , 221 , 000 . Revenue includes $5 , 721 , 000 for maintenance charges , $3 , 500 , 000 for recovery of depreciation for a total of $9 ,221 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 476 MOTOR POOL ADMINISTRATION ( CONTINUED ) 6000 - 96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 6 , 356 6 , 450 6 ,450 Number of service/maintenance orders per technician 800 800 800 Efficiency Measures FTE ' s per 10 , 000/capita . 472 .459 .473 Work orders issued per FTE 492 496 496 Goal ES19 : To provide quality, sufficient, and well-maintained county vehicles to county departments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES19- 1 : Safe and 90% of department users satisfied with reliable vehicles the quality and timeliness of fleet 90% 90% 90% ready to meet needs management services ES19-2 : Worker- 90% of internal customers satisfied friendly and with county vehicle 90% 90% 90% functional vehicles ES19-3 : Cost Cost (acquisition, operating, resale effective vehicles value) within prescribed industry 95% 95% 95% standards ES 19-4 : Fuel- 90% of internal customers satisfied efficient/ with county vehicle 90% 90% 90% environmentally- friendly vehicles 477 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - MOTOR POOL BUDGET UNIT TITLE AND NUMBER : Motor Pool Equipment - - 6000- 17550 DEPARTMENT DESCRIPTION : Use of funded depreciation to acquire vehicles for county use . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 4 , 163 , 036 3 , 549 , 500 3 ,481 , 450 3 ,481 , 450 Gross County Cost $ 4 , 163 , 036 $ 3 , 549 , 500 $ 3 ,481 , 450 $ 3 ,481 , 450 Revenue 1 , 059 ,266 1 , 407 , 155 717 , 800 717 , 800 Net County Cost $ 3 , 103 , 770 $ 2 , 142 , 345 $ 2 , 763 , 650 $ 2 , 783 , 650 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : See listed equipment on next page . The budget includes revenue of $206 , 100 from a CMAQ grant for the vehicles highlighted on the equipment list. The other revenue is $511 , 700 from anticipated sale of vehicles in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Two additional patrol vehicles ( $58, 000 ) requested in the Sheriff Patrol budget for detention medical appointments, juvenile releases, and work release regressions is a policy issue . The justification is that the current practice of using hold over patrol vehicles for these purposes is a problem due to mechanical problems with the hold over patrol vehicles . These two vehicles would be added into the patrol rotation and then there would be two newer vehicles for the detention associated transports. In checking with the shops they do not have records indicating that this is a very frequent event or that big of problem to justify adding two patrol vehicles to the fleet. Therefore, staff is not recommending the two additional patrol vehicles in the Motor Pool budget or the $25 , 000 in the Patrol budget for lights and radios. Policy issue . The District Attorney vehicle ($22 , 000 ) requested is a policy issue for the Board . A similar request was made in the 2015 budget process and the Board denied the request. Policy issue . BOARD ACTION : 478 IGA EQUIPMENT Request Recommend Approved Sheriff: Patrol Vehicles 8 232 , 000 232 , 000 Investigation/CivillAdrnin 6 132 , 000 132 , 000 314 Ton ext Cab 4x4 long bed * 1 45 ,000 45 , 000 Detention/medical transport ( additions) 2 58 ,000 0 Buildings & Grounds 3/4 ton 4x4 with utility box 1 35, 000 35 ,000 District Attorney Full Size Sedan (addition ) 1 22 , 000 O Enviromental Health Small SUV 1 29, 000 29 ,000 Engineering 1 /2 ton long box pickup * 1 38 , 000 38 ,000 Weed Farm Tractor (addition ) 1 51 , 000 61 ,000 Public Works 2 ,829,450 2 ,829 ,450 See Basic List Total $3,481 ,450 $3 ,401 ,450 $0 * Identifed as CNG 479 2016 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT (as of 7110115) Division Description Estimated Est. (Shaded items reflect outgoing equip) Price Per Auction Addition Qty Unit Value To Fleet Trucking 1 Articulating Wheel Loader 350, 000 15830020/1997 Caterpillar Loader 70, 000 Grader 3 Motorgraders 750, 000 1582012412006 JD 770D 80, 000 15820125/Volvo G940 50 ,000 15820126/Volvo G940 50 ,000 1 3/4-Ton Extend Cab Pickup, 4X4, Long Box CNG 45, 000 15230062/2011 Ford F250 18 ,000 1 3/4-Ton Crew Cab Pickup, 4X4, Long Box CNG 45, 000 15230056/2008 GMC 2500 15 ,000 1 Snow Removal Equipment 150, 000 16410013/1978 Sicard Truck Mounted Snow Removal Unit 5, 000 2 Tandem Axle Trucks 460, 000 15410083/2007 Freightliner 20, 000 15410085/2007 Freightliner 20, 000 1 1 /2-Ton Extend Cab Pickup, 4X4 , Long Box CNG 38, 000 15220142/2006 Chevy 1500 5, 000 Bridge 1 1 /2-Ton Extend Cab Pickup, 4X4 , Short Box CNG 38, 000 1522014912007 Ford Pickup 7, 000 1 4-Yard Loader (Or used loader with less than 500 hrs) 200, 000 1 583001 511 992 Caterpillar Loader 40, 000 1 Vacuum Truck with jet washer (price for used is $ 135 ,000) 200, 000 15450022/1994 Kodiak Vacuum Truck 50, 000 1 Mini Excavator w/Blade 75, 000 15830021 /2000 Bobcat Loader 5 ,000 1 Pneumatic 29-Ton Roller 200, 000 16030003/2002 Dynapac Tire Roller Compactor 30, 000 Maint-Supt 2 One-Ton Ext Cab , 4X4, w/Flatbed and Sery Body 139, 650 15420089/2009 Dodge One-Ton 12, 000 15422090/2009 Dodge One-Ton 12 ,000 Mining 1 Skid Steer Loader 59, 000 15830021 /2000 Bobcat Loader 5, 000 Pvmt Mgmt 1 Velder/Generator 2, 800 16830009 ??? Not active on Pubworks 200 1 Air Compressor/Diesel 25, 000 16810008/1987 Compressor - Transfer from Bridge Div 500 1 Crack Seal Machine/Single Axle 52, 000 16050009/2007 Crack Seal Machine 12, 000 Admin No equipment needed for 2016 Sub-Total 2 ,829,450 506 ,700 GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND 2 ,322,750 480 HEALTH INSURANCE SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Or Acct Account Title Budget Request Recommend Final MISCELLANEOUS 6200 93100 46902 EMPLOYEE CONTRIBUTIONS 17,914,044 17,914,044 17,914,044 0 TOTAL HEALTH INSURANCE 17,914,044 17,914,044 17,914,044 0 481 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund O rq Expenditure Function Budget Request Recommend Final 6200 93100 HEALTH INSURANCE 16,746,044 16,746,044 16,746,044 0 6200 93400 DENTALIVISI ON 1 , 168,000 1 , 168,000 1 , 168,000 0 TOTAL HEALTH INSURANCE 17,914,044 17,914,044 17,914,044 0 482 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER : Health Insurance Fund - - 6200-93100/93400 DEPARTMENT DESCRIPTION : Provides for the costs associated with Weld County's self- insured health program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ o $ 0 Purchased Services 1 , 358 , 126 923 , 000 923 , 000 923 , 000 Fixed Charges 12 , 645 , 048 16 , 991 , 044 16 , 991 , 044 16 , 991 , 044 Gross County Cost $ 14 , 003 174 $ 17 , 914 , 044 $ 17 , 914 , 044 $ 17 , 914 , 044 Revenue 17, 396 310 17 , 914 , 044 17 , 914 , 044 17 , 914 , 044 Net County Cost $ - 3 , 393 , 136 $ 0 $ o $ 0 SUMMARY OF CHANGES : The budget reflects the cost of self-insuring the dental and vision reimbursement plan ($245 , 000 ), Wellness Program ( $ 185 , 000 ), and the on-site county clinic ($738 , 000 ). In addition , the budget, in 2005 , started to include the partially self-insured health program offered county employees through CIGNA. The partially self-insured health program is funded at the level of $ 16 , 746 , 044 in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . For two years in a row the 2016 budget anticipates NO increase in insurance rates, which takes into account the cost increase of medical care and the anticipated impact on insurance costs from the health reform legislation . Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2016 , plus offer a high deductible health plan with a health reimbursement account option through CIGNA. In 2005 , the county moved its health insurance plan to a consumer driven plan that combines a high deductible PPO insurance policy along with an HMO component for preventative care , with a low co-pay and low cost prescriptive drug program . The high deductible policy protects the insured from catastrophic losses, such as prolonged illness, hospitalization or simply an unexpected period of poor health . The plan is a partially self-insured program with stop loss insurance . The goal is to make the employees aware of the true cost of health care , with a program that will encourage employees and their families to make more judicious spending decisions in return for paying lower insurance premiums and lower health care costs . The health plan is being offered through CIGNA. In 2008 , the County moved to a universal health care option that has lower employee premiums and higher co-insurance and out-of-pocket costs . A comprehensive wellness program was also implemented in 2008 . In July, 2010 , the County opened its own health clinic in an attempt to better serve county employees' and their dependents' primary health needs in a more convenient and cost effective manner. The clinic contract will cost $738 , 000 in 2016 with primary care being added for employees . It is anticipated that there will be a savings to the insurance plan of over $ 1 , 500 , 000 , with a return on investment of at least 2 tot . All of these efforts have contributed towards our goal of holding down healthcare costs to our employees and their dependents . The success of the efforts is demonstrated by NO► health insurance rate increases for 2016 for the county or its employees. 483 IS - HEALTH INSURANCE ( CONTINUED ) 6200 - 93100 /93400 FINANCE/ADMINISTRATION RECOMMENDATION ( CONTINUED ) : In 2016 , it is recommended to continue that the base health plan offered along with the standard PPO be a high deductible health plan with a health reimbursement account ( HRA) option through CIGNA. The County will contribute $ 1 , 000 to the HRA for those employees taking the high deductible health/HRA plan . The standard PPO option offered will have higher deductibles , co-pays, and out of pocket expenses . The health plan options are consistent with the changes being made by the health insurance industry and by major employers offering employee and dependent healthcare benefits. The 2016 program is calculated with current participation as follows: Single Coverage : 552 Dependent Coverage : 614 FIXED COSTS : Health Insurance $ 1 , 496 , 061 On-site Clinic 738 , 000 Ad min istration/Wellness/EAP Costs 185 , 000 Fixed Costs : 2 ,419 , 061 LOSS FUND : Medical $ 15 , 249 , 983 Dental 155 , 000 Vision 90 , 000 Loss Fund Costs $ 15 , 494 , 983 GRAND TOTAL - COSTS $ 17 , 914 , 044 REVENUE : Health Premiums $ 17 , 669 , 044 Dental/Vision 245, 000 TOTAL REVENUE $ 17 , 914 , 044 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Single coverage 516 509 552 Family coverage 590 584 614 484 INSURANCE SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Ora Acci Account Title Budaet Reauest Recommend Final TAXES 6300 93300 4112 CURRENT PROPERTY TAXES 2,000,000 2,000,000 2,000,000 0 CHARGE FOR SERVICES 6300 93200 4410 CHARGE FOR SERVICES 80,000 80,000 80,000 0 MISCELLENEOUS 6300 93300 4610 EARNINGS ON INVESTMENTS 30,000 30,000 30,000 0 6300 93300 4820 COMPENSATION FOR LOSSES 50,000 100,000 100,000 0 TOTAL MISCELLANEOUS 80!000 130,000 130,000 0 TOTAL INSURANCE 2.160.000 2.210.000 2.210,000 0 485 INSURANCE SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Ora Expenditure Function Budaet Reauest Recommend Final 6300 93200 WORKERS COMPENSATION 1 ,461 ,300 113911500 1 ,391 ,500 0 6300 93300 LIABILITY 698,700 818,500 818,500 0 TOTAL INSURANCE 2,160.000 2,210,000 2,210.000 0 486 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - INSURANCE BUDGET UNIT TITLE AND NUMBER : Insurance Fund - - 6300-93200/93300 DEPARTMENT DESCRIPTION : Central fund to provide county-wide insurance coverage . This fund is administered by Finance and Administration unit in the General Fund . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 2 , 365 3 , 500 3 , 500 3 , 500 Purchased Services 39 , 334 43 , 500 40 , 500 40 , 500 Fixed Charges 2 , 116 , 845 2 , 113 , 000 2 , 166 , 000 2 , 166 , 000 Gross County Cost $ 2 , 158 , 544 $ 2 , 160 , 000 $ 2 ,210 , 000 $ 2 , 210 , 000 Revenue /Fund Bal . 163 , 527 160 , 000 210 , 000 210 , 000 Net County Cost $ 1 , 995 , 017 $ 2 , 000 , 000 $ 2 , 000 000 $ 2 , 000 000 SUMMARY OF CHANGES : SUMMARY OF CHANGES : The budget is structured with Weld County remaining a member of CAPP, but using the self-insured option under the insurance pool for a fixed cost of $493 , 500 . Effective January 1 , 1992 , Weld County became self-insured for workers compensation . Workers Compensation includes excess insurance and bonds costing $ 180 , 000 , claims administration costs of $40 , 500 , and a loss fund of $ 1 ,221 , 000 . A loss fund for all other insurance coverage is budgeted at $325 , 000 . Unemployment insurance is being charged directly to departments . The program is supported by property tax ( $2 , 000 , 000 ) , charges for service ($80 , 000 ), interest ($30 , 000 ), and compensation for losses ($ 100 , 000) . No fund balance reserves are anticipated to be needed to support the loss fund in 2016 . Property tax remains at $2 , 000 , 000 due to workers' compensation claim history. Claim costs for workers compensation have been increasing due to rising healthcare costs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the insurance program as outlined above in the summary of changes. In accordance with Section 8-44-204 , C . R. S . , it is recommended that a mill levy be used to fund the insurance program for local county activities and a charge back mechanism be used only for programs funded by state and federal funding sources. Weld County, through CAPP, has reduced limits of coverage and placed reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in 1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases. In addition , the county can levy up to 10 mills per year to discharge any judgment against it. Continuation of the self- insured program for workers compensation is recommended , which should result in cost savings, plus no shared risks with other counties . Unemployment costs are recommended to be charged directly to departments for revenue raising strategies and departmental accountability for costs . BOARD ACTION : Approved as recommended . 487 INSURANCE FUND ( CONTINUED ) G300 - 932Q0 /93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers compensation claims $ 1 , 296 , 518 $ 1 , 238 , 000 $ 1 , 221 , 000 Dollar amount of prop/casualty claims paid $766 , 570 $325 , 000 $325 , 000 Efficiency Measures FTE' S per 10 , 000/capita 0 . 036 0 . 035 0 . 034 Per capita cost {county support) $7 . 24 $7 . 05 $6 . 85 488 PHONE SERVICES SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Ora Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES 1 ,412,749 1 ,408,825 1 ,408,825 0 TOTAL PHONE SERVICES 1 ,412, 49 1 ,408,825 1 ,408,825 0 489 PHONE SERVICES SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final 6400 17400 PHONE SERVICES 1 ,662,749 1 ,408,825 1 ,408,825 0 TOTAL PHONE SERVICES 1 .662.749 1 .408.825 1 .408.825 0 490 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Phone Services - - 6400- 17400 DEPARTMENT DESCRIPTION : Provide phone services to Weld County offices and departments . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 239 , 057 $ 286 , 504 $ 308 , 795 $ 308 , 795 Supplies 10 , 980 600 22 ,400 22 ,400 Purchased Services 778 , 869 800 ,262 665 , 050 665 , 050 Fixed Charges 201 , 762 325 , 383 312 , 580 312 , 580 Capital 0 250 , 000 100 , 000 100 , 000 Gross County Cost $ 1 , 230 , 668 $ 1 , 662 , 749 $ 1 ,408 , 825 $ 1 ,408 , 825 Revenue 1 , 306 , 321 1 , 662 , 749 1 ,408 , 825 1 , 408 , 825 Net County Cost $ -75 , 653 $ 0 $ $ 0 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES : Personnel Services are up $22 ,291 with the staffing of three FTE 's and the cost-of-living adjustment. Supplies are up $21 , 800 due to small items of equipment ($ 19 , 000 ) and software maintenance ($2 , 800 ). Phone costs are up $47 , 388 due to usage , changes associated with the new VoIP system , and slight rate increases . Depreciation is $230 , 000 , which is down with the new VoIP system . Other line items are only slightly changed to adjust for expenditure patters. Capital is funded at $ 100 , 000 down $ 150 , 000 . Overall the budget is down $253 , 924 with the new Vol P system . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 491 PHONE SERVICES ( CONTINUED ) 6400 - 17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls 5 , 900 , 000 6 , 000 , 000 6 , 000 , 000 Efficiency Measures FTE 's per 10 , 000/capita 0 . 109 0 . 106 0 . 103 Per capita cost (county support) $4 .47 $5 . 86 $4 . 82 Annual cost per call $0 . 209 $0 .27? $0 .286 Goal ESIS : Capitalize on phone technology to improve service, increase efficiency and provide greater phone access and exchange. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 18- 1 : User Percent of users (residents, visitors, friendly phone employees, etc .) satisfied with phone 99% 99% 99% services access to services and information 492 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER : Weld County Finance Authority - - 6500- 17700 DEPARTMENT DESCRIPTION : Provides funds to cover the lease/purchase of county buildings . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES : Budget reflects the county' s debt service on any long -term debt and/or any 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 : Approved as recommended . 493 i couNary 494 GLOSSARY ACCOUNTING PROCEDURES All processes which discover, record , classify, and summarize financial information to produce financial reports and to provide internal control . ACCRUAL BASIS The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows . ACCRUED EXPENSES Expenses incurred but not due until a later date . ACTIVITY A specific and distinguishable line of work performed by one or more organizational components of a government for the purpose of accomplishing a function for which the government is responsible . For example , "food inspection " is an activity performed in the discharge of the " health " function . ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of work performed by organization units. For example , "sewage treatment and disposal" , "garbage collection ", "garbage disposal " , and "street cleaning " are activities performed in carrying out the function of "sanitation ". The segregation of the expenditures made for each of these activities constitutes an activity classification . ALLOCATE To divide a lump-sum appropriation into parts which are designated for expenditure by specific organizational units and/or for specific purposes , activities, or objects . ALLOCATED COSTS Indirect costs distributed to programs or departments via a cost allocation plan . ALLOCATION A part of a lump-sum appropriation which is designated for expenditure by specific organizational units and/or for special purposes, activities, or objects. ALLOT To divide an appropriation into amounts which may be encumbered or expended during an allotment period . ALLOTMENT A part of an appropriation which may be encumbered or expended during an allotment period . ALLOTMENT PERIOD A period of time less than one fiscal year in length during which an allotment is effective . Bi-monthly and quarterly allotment periods are most common . ANNUAL BUDGET A budget applicable to a single fiscal year. 495 APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended . APPROPRIATION BILL , ORDINANCE , RESOLUTION , or ORDER A bill , ordinance , resolution , or order by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual operating budget is enacted into law by the legislative body. In many governmental jurisdictions , appropriations cannot be enacted into law by resolution but only by a bill , ordinance , or order. APPROPRIATION EXPENDITURE An expenditure chargeable to an appropriation . Since virtually all expenditures of governments are chargeable to appropriations, the term expenditures by itself is widely and properly used . ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. AUTHORITY A government or public agency created to perform a single function or a restricted group of related activities. Usually such units are financed from service charges , fees , and tolls , but in some instances they also have taxing powers. An authority may be completely independent of other governments or partially dependent upon other governments for its creation , its financing , or the exercise of certain powers . AUTHORIZED POSITION A position (job ) authorized by the Board of county commissioners as part of the annual adopted budget. BOND An interest bearing promise to pay with a specific maturity. BALANCED BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them . Used without any modifier, the term usually indicates a financial plan for a single fiscal year. The term " budget" is used in two senses in practice . Sometimes it designates the financial plan presented to the appropriating body for adoption and sometimes the plan finally approved by that body . It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it has been approved by the appropriating body. 496 BUDGET DOCUMENT The instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body . The budget document usually consists of three parts . The first part contains a message from the budget-making authority, together with a summary of the proposed expenditures and the means of financing them . The second consists of schedules supporting the summary. These schedules show, in detail , the information as to past years' actual revenues, expenditures , and other data used in making the estimates. The third part is composed of drafts of the appropriation , revenue , and borrowing measures necessary to put the budget into effect. BUDGET MESSAGE A general discussion of the proposed budget as presented in writing by the budget-making authority to the legislative body. The budget message should contain an explanation of the principal budget items , an outline of the government's experience during the past period and its financial status at the time of the message , and recommendations regarding the financial policy for the coming period . BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual operating budget into the general ledger as part of the management control technique of formal budgetary integration . BUDGETARY COMPARISONS Governmental GAAP financial reports must include comparisons of approved budgeted amounts with actual results of operations. Such reports should be subjected to an independent audit, so that all parties involved in the annual operating budget/legal appropriation process are provided with assurances that government monies are spent in accordance with the mutually agreed-upon budgetary plan . BUDGETARY CONTROL The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. BUDGETARY EXPENDITURES Decreases in net current assets . In contrast to conventional expenditures, budgetary expenditures are limited in amount to exclude amounts represented by noncurrent liabilities . Due to their spending measurement focus , governmental fund types are concerned with the measurement of budgetary expenditures . BUDGETED FUNDS Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Board approval is composed of budgeted funds . CALLABLE BONDS Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. CAPITAL BUDGET A plan of proposed capital outlays and the means of financing them . 497 CAPITAL OUTLAY Expenditures for equipment, vehicles , or machinery that results in the acquisition or addition to fixed assets . CAPITAL PROGRAM A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or otherwise . It sets forth each project or other contemplated expenditure in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures . CAPITAL PROJECTS FUND A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds ). CAPITAL RESOURCES Resources of a fixed or permanent character, such as land and buildings, which cannot ordinarily be used to meet current expenditures. CERTIFICATES OF PARTICIPATION ( COP ) Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County . CONSERVATION TRUST State of Colorado lottery funds remitted to the County for parks and recreation use . CONTINGENCY ACCOUNT A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise included in the budget. CONTINUING APPROPRIATION An appropriation which , once established , is automatically renewed without further legislative action , period after period , until altered or revoked . The term should not be confused with INDETERMINATE APPROPRIATION . COST ALLOCATION PLAN Identification , accumulation and distribution of costs relative to the provision of those services , along with the methods used . DEFAULT Failure to pay principal or interest when due . Defaults can also occur for failure to meet nonpayment obligations , such as reporting requirements , or when a material problem occurs for the issuer, such as a bankruptcy. DEFICIT ( 1 ) The excess of the liabilities of a fund over its assets. ( 2 ) The excess of expenditures over revenues during an accounting period ; or, in the case of proprietary funds, the excess of expense over income during an accounting period . 498 DEPRECIATION ( 1 ) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration , action of the physical elements, inadequacy , and obsolescence . (2 ) The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period . In accounting for depreciation , the cost of a fixed asset, less any salvage value , is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense . DIRECT COSTS Costs that have a clearly identifiable beneficial or causal relationship to the services performed . DURATION The weighted maturity of a fixed-income investment=s cash flows, used in the estimation of the price sensitivity of fixed-income securities for a given change in interest rates . ENCUMBRANCES Obligations in the form of purchase orders , contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved . They cease to be encumbrances when paid or when an actual liability is set up . ENTERPRISE FUND A fund established to finance and account for the acquisition , operation , and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges . The Paramedic Service operates as an Enterprise Fund . ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board . EXPENDITURES Decreases in net financial resources . Expenditures include current operating expenses which require the current or future use of net current assets , debt service , and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. FISCAL PERIOD Any period at the end of which a government determines its financial position and the results of its operations . FISCAL YEAR A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. FIXED ASSETS Assets of a long-term character which are intended to continue to be held or used , such as land , buildings , improvements other than buildings , machinery and equipment. 499 FTE ( FULL -TIME EQUIVALENT) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2 , 080 hours or 52 forty-hour weeks ). FUNCTION A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible . For example , public health is a function . FUNCTIONAL CLASSIFICATION Expenditure classification according to the principal purposes for which expenditures are made . Examples are public safety, public health , public welfare , etc. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources , together with all related liabilities and residual equities or balances , and changes therein , which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions , or limitations. FUND BALANCE Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds . GAAP ( GENERALLY ACCEPTED ACCOUNTING PRINCIPLES ) Standards for financial accounting and reporting . GENERAL FUND The fund used to account for all financial resources except those required to be accounted for in another fund . GENERAL OBLIGATION BOND A municipal bond secured by the pledge of the issuer=s full faith , credit and taxing power. GEOGRAPHICAL INFORMATION SYSTEM ( GIS ) A computerized data base of all land attributes within the County. The "base map" contains the least amount of common data which is supplemented by attribute overlays. GOVERNMENTAL FUNDS Funds generally used to account for tax-supported activities . There are five different types of governmental funds: the general fund , special revenue funds , debt service funds , capital funds, and permanent funds. GRANT A► contribution by a government or other organization to support a particular function . Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee . HIGHWAY USER TAX (HUTF ) Revenue that is derived from the state gasoline tax, and restricted for Road and Bridge activities . 500 INDETERMINATE APPROPRIATION An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation . In the first place , whereas a continuing appropriation is indefinite only as to time , an. indeterminate appropriation is indefinite as to both time and amount. In the second place , even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse . For example , an appropriation to construct a building may be made to continue in effect until the building is constructed . Once the building is completed , however, the unexpended balance of the appropriation lapses . A continuing appropriation , on the other hand , may continue forever; it can only be abolished by specific action of the legislative body. INDIRECT COSTS Costs associated with , but not directly attributable to, the providing of a product or service . These costs are usually incurred by other departments in the support of operating departments. INTERFUND TRANSFER Amounts transferred from one fund to another. INTERGOVERNMENTAL REVENUE Revenue received from another government for a specified purpose . In Weld County , these are funds from municipalities, the State of Colorado, and the Federal Government . INTERNAL SERVICE FUND Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example , the Phone Services Fund . LINE- ITEM BUDGET A budget that lists each expenditure category (salary , materials, telephone service , travel, etc. ) separately , along with the dollar amount budgeted for each specified category . MANDATE Any responsibility , action or procedure that is imposed by one sphere of government on another through constitutional , legislative , administrative , executive , or judicial action as a direct order or that is required as a condition of aid . MATURITY The date when the principal amount of a security is payable . MILL LEVY (TAX RATE ) Rate applied to assessed valuation to determine property taxes. A mill is 1 / 10th of a penny or $ 1 .00 of tax for each $1 , coo of assessed valuation . 501 MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus . Under it, revenues are recognized when they become both " measurable" and "available to finance expenditures of the current period " . Expenditures are recognized when the related fund liability is incurred except for: ( 1 ) inventories of materials and supplies which may be considered expenditures either when purchased or when used ; (2 ) prepaid insurance and similar items which need not be reported ; (3 ) accumulated unpaid vacation , sick pay, and other employee benefit amounts which need not be recognized in the current period , but for which larger-than-normal accumulations must be disclosed in the notes to the financial statements; (4 ) interest on special assessment indebtedness which may be recorded when due rather than accrued , if approximately offset by interest earnings on special assessment levies; a n d (5 ) principal and interest on long-term debt which are generally recognized when due . All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting . NET BUDGET The net budget eliminates double counting in the budget, such as fund transfers , and thus represents the true level of programmed spending in the budget. NON - DEPARTMENTAL A category established to account for expenses not associated with any specific department, but all departments or many , within a fund . OBJECT As used in expenditure classification , this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personal services, contractual services, materials , and supplies. OPERATING BUDGET Plans of current expenditures and the proposed means of financing them . The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition , spending , and service delivery activities of a government are controlled . The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund 's primary service activities. 502 OPERATING GRANTS Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee . OPERATING INCOME The excess of proprietary fund operating revenues over operating expenses . OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure . Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily . Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision , etc . PROGRAM An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. PROGRAM BUDGET A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand , and the performance budget, on the other. PROPRIETARY FUND A fund used to account for business-type activities in government. The activities are usually financed with user fees that are directly related to the services received . There are two types of proprietary funds - enterprise and internal service funds. RATINGS Designations used by credit rating agencies to give relative indications of credit quality. RECIDIVISM A relapse into criminal habits after punishment. REGISTERED BOND A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. REIMBURSEMENTS ( 1 ) Repayments of amounts remitted on behalf of another party. ( 2 ) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which are properly applicable to another fund -- e . g . , an 503 expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund , which is subsequently reimbursed . They are recorded as expenditures or expenses ( as appropriate ) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed . RESERVE ( 1 ) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure . (2 ) An account used to earmark a portion of fund equity as legally segregated for a specific future use . RESIDUAL EQUITY TRANSFER Non-recurring or non-routine transfers of assets between funds . REVENUE ( 1 ) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1 , general long-term debt proceeds and operating transfers-in are classified as "other financing sources" rather than revenues. (2 ) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers . Under NCGA Statement 1 , operating transfers-in are classified separately from revenues. REVENUE BOND A municipal bond payable from revenues derived from tolls , charges or rents paid by users of the facility constructed with the proceeds of the bond issue . SOURCE OF REVENUE Revenues are classified according to their source or point of origin . SPECIAL REVENUE FUND A fund used to account for revenues legally earmarked for a particular purpose . SUBACTIVITY A specific line of work performed in carrying out a governmental activity. For example , "cleaning luminaries" and "replacing defective street lamps" would be subactivities under the activity of "street light maintenance" . SUBFUNCTION A grouping of related activities within a particular governmental function . For example , "police" is a subfunction of the function " public safety" . SURPLUS The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference . 504 TABOR ( TAXPAYERS BILL OF RIGHTS ) An amendment to the Colorado Constitution approved by the voters in November 1992 . The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures , makes provision for annual elections , and requires voter approval for tax increases . TABOR RESERVE Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3% of " Fiscal Year Spending " excluding bonded debt service . This reserve is for use in declared emergencies only. TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example , sewer service charges. TAX LEVY The total amount to be raised by general property taxes . TAX RATE The amount of tax stated in terms of a unit of the tax base ; for example , 25 mills per dollar of assessed valuation of taxable property. TAX RATE LIMIT The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose , or to taxes imposed for all purposes, and may apply to a single government, to a class of governments , or to all governments operating in a particular area . Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local , having jurisdiction in a given area . TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined , but even in these cases the two can be distinguished . TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure . UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns . WELL PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. 505 WORK PROGRAM A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. WORK UNIT A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity . YIELD The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate . NOTE : Most of the above definitions were taken from Governmental Accounting , Auditing , and Financial Reporting , GFOA, Chicago , 2012 , Appendix G . pp . 1051 - 1093 . 506 ACRONYMS AAA Area Agency on Aging ACS Affiliated Computer Services ARRA American Recovery and Reinvestment Act. CAFR Comprehensive Annual Financial Report CAPP Colorado Counties Casualty and Property Pool CCI Colorado Counties Inc. association of Colorado counties . CDBG Community Development Block Grant CDHS Colorado Department of Human Services CDOT Colorado Department of Transportation CIP Capital Improvement Plan COPS UHS Federal community oriented policing grant. COLA Cost of Living Allowance CMAQ Congestion Mitigation and Air Quality Improvement Program CPI Consumer Price Index C . R. S . Colorado Revised Statutes CSBG Community Services Block Grant DA District Attorney DHS Department of Human Services DOC Colorado Department of Corrections DOLA Colorado Department of Local Affairs DUI Driving Under the Influence EDAP Economic Development Action Partnership . EOC Emergency Operations Center FEMA Federal Emergency Management Agency FOMC Federal Open market Committee FTE Full Time Equivalent GAAP Generally Accepted Accounting Principles 507 GASB Government Accounting Standards Board GFOA Government Finance Officers Association GIS Geographical Information System HARP Haul Route Program HES Hazard Elimination Program for transportation projects. HUTF Highway Users Tax Fund . HRA Health Reimbursement Account HVAC Heating , ventilation , and air conditioning IT Information Technology IGS Intergovernmental Service Fund IGA Intergovernmental Agreement LEAP Low-income Energy Assistance Program MOU Memorandum of Understanding MOE Maintenance of Effort M4 Municipal Separate Storm Sewer for storm management NCMC North Colorado Medical Center NFRMPO North Front Range Metropolitan Planning Organization NRBH North Range Behavioral Health O & M Operations and maintenance OEM Office of Emergency Management OPED Other Post Employment Benefits PERA Colorado Public Employees ' Retirement Association PPACA Patient Protection and Affordable Care Act (Obamacare ) PPO Preferred Provider Organization ROW Right-of way SH Abbreviation for State Highway TABOR Taxpayers Bill of Rights TANF Temporary Assistance to Needy Families. 508 UNC University of Northern Colorado URA Urban Renewal Authority VALE Victim Assistance Law Enforcement VW Victim Witness WCR Weld County Road . WCRCC Weld County Regional Communications Center 509 Hello