HomeMy WebLinkAbout201742062018
FINAL
BUDGET
CELEBRATING 100 YEARS
1883-1915
1917- PRESENT
STATE OF COLORADO
COUNTY OF WELD
2018
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Julie A. Cozad, Chair
Steve Moreno, Pro -Tern
Sean P. Conway, Commissioner
Mike Freeman, Commissioner
Barbara Kirkmeyer, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2017
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 17
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2018 BUDGET STRATEGY 55
2018 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
Significant Budget and Accounting Policies 64
Explanation of Individual Funds 66
Budget Policies 68
Significant Changes in Policy from Prior Years 69
Long Term Financial Planning Policies 70
Capital Improvement Policy 72
Investment Policy 74
Fund Balance and Reserve Policy 75
Policy Directions 76
2018 Guidelines 78
2018 Special Budget Instructions 80
2018 Program Issues 82
Revenue Policies and Assumptions 83
Specific Revenue Assumptions of Significant Revenue 84
Major Revenue Historical Trends and Analysis 86
Department/Fund Matrix and Organizational Responsibility for Budget Units 93
Policy Matters/Points of Issue with Fiscal Impact 96
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2018 Salary and Benefit Recommendations 99
2018 Other Benefits 100
Position Authorization Changes Due to 2017 Budget 101
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 103
Graph - - All Funds Expenditures 104
Graph - - Mill Levy 105
2018 Summary of Fund Balances 106
2018 Summary of Major Revenues and Expenditures 108
2017 Estimated Summary of Major Revenues and Expenditures 110
2016 Actual Summary of Major Revenues and Expenditures 112
Governmental Funds - 2016 - 2018
Summary of Estimated Financial Sources and Uses 114
i
PAGE
SUMMARY OF FUNDS (CONTINUED):
2017 Assessed Values to be Used for 2018 Budget 116
Net Program Cost 117
Seven Year Trend Data:
Beginning Fund Balance 119
County Expenditures 120
Weld County - Organizational Chart 121
Summary of County Funded Positions 122
GENERAL FUND:
Graph -- General Fund Revenues 125
Graph -- General Fund Expenditures 126
Seven Year Trend Data
General Government 127
Public Safety 128
Health and Welfare 129
Narrative Fund Summary 130
Summary of Revenue 132
Summary of Expenditures 134
Office of the Board 136
Public Information 138
County Attorney 140
Public Trustee 142
Clerk to the Board 144
Clerk and Recorder:
Recording/Administration 146
Elections 149
Motor Vehicle 151
Treasurer 153
Assessor 155
County Council 158
District Attorney:
Seven Year Trend Data 159
Budget Unit Summary 161
Juvenile Diversion 163
Juvenile Restorative Justice 164
Victim/Witness Assistance 165
Finance and Administration 166
Accounting 168
Purchasing 170
Human Resources 172
Planning and Zoning 175
Buildings and Grounds 180
Weld Plaza Building 183
Information Technology 184
Geographical Information System 188
Innovation and Technology Projects 190
Printing and Supplies 192
ii
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 194
Budget Unit Summary - All Departments 195
Sheriffs Administration Patrol 202
Sheriffs Administration Detention 204
Sheriffs Professional Standards 206
Sheriffs Civil Unit 208
Sheriffs Support Services 210
Sheriffs Patrol 212
Sheriffs Investigations Unit 214
Municipal Contract Enforcement 216
Sheriffs Office Ordinance Enforcement 218
Regional Forensic Laboratory 220
Victim Advocate Services 222
Multi -Jurisdictional Drug Task Force 224
Inmate Services 226
Security Unit 228
Courts and Transportation Unit 230
Contract Jail Space 231
Communications - County Wide 232
Communications System Development 235
Public Safety Information System 236
Coroner 238
Pre -Trial Services 242
Work Release 245
Adult Diversion Services 247
Community Corrections 248
Building Inspection 250
Noxious Weeds 254
Office of Emergency Management 256
General Engineering 259
Missile Site Park 261
Parks and Trails 263
Airport Transfer 264
Senior Programs 265
Waste Water Management 266
Developmentally Disabled 267
Mental Health 268
Child Advocacy Center 270
Transfers:
Retirement 271
Human Services 272
Health Department 273
Economic Development 274
Building Rents 275
Non -Departmental 277
Retiree Health Insurance 278
Community Agency Grants 279
Bright Futures 281
iii
PAGE
GENERAL FUND (CONTINUED):
Extension Service 283
County Fair 285
Veterans Services 287
Island Grove Building 289
Asset and Resource Management 290
Contingency (Salary) 291
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 293
Graph -- Public Works Expenditures 294
Graph -- Seven Year Trend Data 295
Narrative Fund Summary 296
Concerning Local Accountability for Money Used for Highway Purposes 298
Construction Bidding for State -Funded Local Projects 299
Summary of Revenue 300
Summary of Expenditures 301
Summary — All Departments 302
Administration 303
Trucking 305
Motor Grader 307
Bridge Construction 309
Maintenance Support 311
Other Public Works 313
Mining 315
Gravel Road Management 317
Grants -in -Aid to Cities and Towns 319
Non -Departmental Revenue 320
Contingency (Salary) 321
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 323
Graph -- Social Services Expenditures 324
Graph -- Seven Year Trend Data 325
Narrative Fund Summary 326
Estimated Revenue 327
Mandated Programs 328
Summary of Revenue 329
Summary of Expenditures 330
Summary — All Departments 331
County Administration 337
Non -Program Revenue 339
Other Programs 340
Child Support Administration 342
Temporary Assistance to Needy Families 344
Aid to Needy Disabled 346
Child Care 348
Old Age Pension 350
Child Welfare and Administration 352
Core Services 354
iv
PAGE
SOCIAL SERVICES FUND (CONTINUED):
Adult Protective Services 356
LEAP Program and Administration 358
General Assistance 359
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 361
Graph -- Health Fund Expenditures 362
Graph -- Seven Year Trend Data 363
Narrative Fund Summary 364
Summary of Revenue 367
Summary of Expenditures 368
Budget Unit Summary - All Departments 369
Administration 371
Non -Program Revenue 373
Health Communication 374
Public Health Services 376
Environmental Health Services 380
Public Health Preparedness 382
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 385
Narrative Fund Summary 386
Summary of Revenue 387
Summary of Expenditures 388
Summary — All Departments 389
Job Service (Wagner/Peyser) 390
Summer Job Hunt 391
Workforce Investment Act - Administration 392
Workforce Investment Act - Adult Program 393
Workforce Investment Act - Youth Program 394
10% Incentive Grant (CIMS) 395
Workforce Investment Act - Statewide Activities Grant 396
Workforce Investment Act - Dislocated Worker Program 397
Educational Lab 398
AmeriCorps Program 399
AAA Administration 400
AAA Support Services 401
AAA Congregate Meal 403
AAA Home Delivered Meals 404
AAA Health Services 405
AAA Colorado Health Foundation 406
AAA Elder Abuse Grant 407
AAA Special Ombudsman 408
AAA Single Entry Point 409
AAA (CCT) 410
AAA (VALE) 411
AAA (State Funds) 412
Part E Family Caregiver Support 413
Community Services Block Grant 414
v
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 415
Conservation Trust Fund:
Summary of Revenue 416
Summary of Expenditures 417
Budget Unit Summary 418
Contingency Fund:
Summary of Revenue 421
Summary of Expenditures 422
Budget Unit Summary 423
Emergency Reserve Fund:
Summary of Revenue 424
Summary of Expenditures 425
Budget Unit Summary 426
Solid Waste Fund:
Summary of Revenue 427
Summary of Expenditures 428
Budget Unit Request Summary - Code Enforcement 429
Budget Unit Fund Summary 430
CAPITAL FUNDS:
Graph - - Seven Year Trend 433
Narrative Fund Summary 434
Summary of Revenue 435
Summary of Expenditures 436
Budget Unit Summary 437
Long Range Capital Projects Five -Year Plan 438
PROPRIETARY FUNDS:
Narrative Summary of Funds 479
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 480
Summary of Expenditures 481
Budget Unit Summary 482
IGS - Motor Pool Fund
Summary of Revenue 483
Summary of Expenditures 484
Budget Unit Summary - Motor Pool Administration 485
Budget Unit Summary - Motor Pool Equipment 486
IGS - Health Insurance Fund:
Summary of Revenue 490
Summary of Expenditures 491
Budget Unit Summary 492
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 494
Summary of Expenditures 495
Budget Unit Summary 496
IGS - Telecom Services Fund:
Summary of Revenue 498
Summary of Expenditures 499
Budget Unit Summary 500
Weld County Finance Authority:
Budget Unit Summary 502
GLOSSARY 503
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 519
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 530
Taxable Assessed Value by Type 531
Revenue Sources 532
Primary Sources of Revenue 533
Primary Sources of Revenue (Normalized to Population) 534
Parcel Counts 535
Property Tax per Parcel 536
Citizens Served per County Employee 537
Support Functions per 1,000 Employees 538
Finance Support Functions per 1,000 Employees 539
Planning and Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 540
Treasurer FTE per 100,000 Population/100,000 Tax Notice 541
Assessor FTE per 100,000 Population/10,000 Parcels 542
Clerk and Recorder FTE per 100,000 Population 543
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 544
District Attorney FTE per 100,000 Population 545
Sheriff Office FTE per 100,000 Population 546
Sheriff Patrol FTE per 100,000 Unincorporated Population 547
vii
VIII
G�9
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2017
Executive Director
1
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
December 13, 2017
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As Weld County begins 2018 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. In August, 2017 Weld County received an honor never before given to
a county government. The first -ever award for being the Taxpayer Friendliest Community was
given to Weld County by the National Director of the American City County Exchange (ACCE).
The Weld County 2018 Final Budget for operations and capital outlay totals a gross amount of
$298,178,523 with a net of $292,437,696 when interfund transfers are excluded. The Proprietary
Funds total an additional $35,003,524. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$173,539,939, anticipated fund balances of $121,860,000, and the maximum allowed property
tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $145,754,379.
2018 BUDGET HIGHLIGHTS
➢ Assessed value increased 2.72%, or $249.2 million due to reappraisal.
➢ Complete the five -lane concrete road for the CR 47 extension from CR 60.5 to SH 392.
➢ Complete bridge mitigation projects resulting from the 2013 flooding.
➢ Provide for the long-term financial sustainability of the Bright Future program.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36.0 million.
➢ Fund a Hazardous Material Planning grant and FEMA training exercise in 2018.
➢ Increase the WCRCC staff by 7 FTE to cope with the E911 call volume.
➢ Fund FRCC DSR switch and four radio upgrades for redundancy and system upgrades.
3
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 32 FTE in the North Jail due to inmate population growth.
➢ Begin the design phase of the $44.5 million jail expansion.
➢ Create a Criminal Justice Coordinator position.
➢ Implement the new pay grade and flexible staffing for sworn officers in the Sheriffs Office.
➢ Add a Family and Consumer Sciences agent in the Extension Service.
➢ Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011.
➢ Begin the Lean process to both identify and then implement the most efficient, value added
way to provide government services.
➢ Celebrate the 100th Anniversary of the Weld County Fair.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The U.S. and Colorado economies are expected to continue to expand in 2018 at a moderate
pace. Business activity has improved in recent months, sparking renewed optimism in U.S.
economic growth prospects. The two-year downturn in the oil and gas industry appears to have
ended as rig counts have begun to increase. Consumer spending remains robust and employers
continue to add jobs at a moderate rate, further lowering unemployment. However, full
employment and an aging population are expected to dampen economic growth. Full employment
may subdue economic growth if employers cannot fill vacant positions. A tighter labor market may
also fuel inflation. Finally, robust investor confidence, spurred by promises of reduced business
regulations and changes to the federal corporate and individual income tax systems, have lifted
key stock indices to new highs.
The U.S. labor market continued to add jobs in 2017, giving the nation eight consecutive years of
job growth and falling unemployment rates. Job gains were realized across most major industries.
Colorado's labor market also continues to improve, but after consistently outperforming the nation
since the last recession, Colorado's employment growth is aligning closer to the nation's pace of
job growth. The state still boasts one of the lowest unemployment rates in the country. Weld
County's unemployment rate has stayed in the 2.1% to 3.5% range for the last year.
Lower oil production and an improving global economy have lifted oil prices from a low of $26 a
barrel in February 2016 to $53 a barrel one year later. In Colorado, the rise in oil prices has
encouraged some producers to start drilling, but activity remains modest. Meanwhile, natural gas
prices have failed to gain momentum, as unanticipated warm winter weather has created a
backlog. Low natural gas prices continue to depress demand for coal as fuel for electrical
generation. However, U.S. coal producers are optimistic that changes in federal regulations may
help the struggling industry.
4
Over the last eight years, Weld County has been the epicenter of oil and natural gas production
in the state, and that concentration of activity is only increasing. New drilling activity, as measured
by active drilling rigs, has crept up slightly over the last year as oil prices have stabilized and
trended modestly upward. While new drilling has been rising, crude oil production continues to
fall, reflecting shifts made by producers to curb production in areas that are more costly to drill. In
Colorado, energy industry investment has also picked up modestly and is expected to rise further
with the recent rise in oil prices. The Denver-Julesburg Basin, located primarily in Weld County,
is expected to experience the greatest increase in activity due to lower production costs relative
to other areas in the U.S.
Residential real estate indicators remain encouraging for both the national and Colorado housing
markets. However, tight inventories continue to push home prices higher, making more homes
less affordable and slowing momentum in the market. The Colorado real estate market remains
one of the strongest in the nation, but there are indications that rapid price appreciation is
dampening growth as first time buyers are being priced out of the market. Although mortgage
interest rates remain near historical lows, rate hikes by the Federal Reserve will likely contribute
to lower affordability and moderating growth in the industry. Rising prices, healthy demand, and
a low supply of available properties continue to drive the U.S. housing market. The number of
non-residential construction projects increased this year, but they are smaller projects with less
square footage than those built last year.
Weld County's economic future is bright with a strong mix of agricultural, energy, manufacturing,
and health industries. Greeley Metropolitan Statistical Area is the fourth -fastest growing area in
the country and the fastest in Colorado. People are moving to Weld County because of the quality
of life, housing is more affordable, low taxes, and because there are good jobs and we have a
growing, healthy economy.
2018 BUDGET PLAN AND FOR THE FUTURE
A cornerstone of a budget process is to convert the County's long-range and strategic plans and
policies into services and programs. Once adopted by the Board of Weld County Commissioners,
the budget becomes a work plan of objectives to be accomplished during the next fiscal year. As
the budget process was implemented, 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. From this examination budgets to support the programs and services to
accomplish the objectives and reach these goals need to be developed.
During the recovery of the Great Recession and last few years of dealing with the volatility of oil
and gas prices and production, Weld County has reinforced our commitment to maintaining the
legacy of fiscal stability and operational excellence. When one stops and thinks about how County
services connect with so many parts of residents' lives, it is inspiring. County employees are
involved with and care about the community we serve. From disaster preparedness to human
services, voting, health programs, inspections, public safety, providing a transportation system
and much more, the County remains committed to upholding public trust by conducting the
public's business with excellence and integrity.
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
5
decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement.
Weld County is a leader in innovative approaches to better government and service delivery. We
are constantly working to advance our organization and strengthen government in innovative and
financially responsible ways that improve the lives of our residents. As we prepared the 2018
budget, we strived for a budget that outlines our plan to optimize the resources we have available
to deliver county services and shows the areas of funding challenges facing the county, but also
demonstrates our commitment to organizational excellence, our organizational goals and our core
values. The 2018 budget is built on several strategies that our organization has implemented over
the past few years which continue to make us stronger, more nimble and more focused as a team
working toward common goals. The 2018 budget supports strategies for both short-term and long-
term success for our organization and for our residents' future. The foundation for our strategies
began with creating an aligned county structure that pursues collaboration, cooperation,
engagement and accountability in developing common strategies and goals. We are one
organization, with aligned strategies to enhance flexibility and communication, reduce duplication
of effort, encourage continuous improvement and nurture innovation. We have created this
organizational foundation and culture to focus on serving residents in a responsive and
compassionate manner with strong stewardship of our valuable resources.
Weld County was recently recognized as the fourth -fastest growing area in the county. The
question that we as an organization need to address is how can we keep up with and sustain the
level of services and types of growth we are seeing. We must continue to be proactive in our
efforts to redesign, innovate, and demand accountability for better outcomes. Weld County is
always reinventing what government looks like and acts like, while providing the necessary
services mandated by state and federal governments. This is the value proposition. The 2018
budget process represents an opportunity to be proactive in health and human services,
workforce development, land use planning, energy development, transportation, and criminal
justice with a goal to improve the lives of residents by reducing reliance on government for basic
needs. A great example of promoting self-reliance is investing public and private funds to give
our young high school graduates through the Bright Futures program the needed skills to be
successful in the future Weld County workforce. Through this self-reliance, people can thrive.
In the 2018 budget, besides addressing the growing program service needs the county's capital
budget continues to be robust, as we manage our current assets, modernize our buildings and
plan new buildings for the future. The county's footprint of owned and managed space is
approximately 1.5 million square feet. Given the number of staff, clients and visitors the annual
maintenance and day-to-day operations for the county's real estate is significant. In addition, we
are looking over the next five years to spend nearly $50 million on new facilities and equipment,
including a $44.5 million jail expansion, which increases maintenance and operational costs.
There are major costs associated with preservation of our existing facilities. Weld County
properties and buildings are important assets, ones we are proud of and that are critical to
maintain. In 2017, we celebrated our beautiful Courthouse's 100th anniversary. It is still
functioning well as a viable court facility due to the care and investment in it over the years.
Another capital investment is in our continued effort to keep our 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
at a state of the art level.
6
The greatest asset we have in this organization is our employees. The 2018 funding
recommendations for 2018 reflect the value and commitment to our staff and demonstrate the
core values of continuous improvement, customer service, diversity and inclusion, employee
engagement and workforce development. The core values directly impact how we provide high -
quality, cost-effective, result -focused services and outcomes, and they start with each of our
employees. We all need to thank Weld County employees for the work they do and their
commitment to serving residents.
As has been true in the past few years there are a number of future issues and concerns that will
be impacting Weld County's budget in 2018 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 six to seven years, growth and
development activity directly, or indirectly, related to oil and gas exploration seems to be the main
economic driver in the majority of positive economic activities in Weld County. The County has
seen several compressor stations, injection wells, new pipelines, and other oil and gas support
and service industries developments. 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, even at the lower oil price levels. 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 county's assessed value from oil and gas values peaked in the 2016 budget
when oil and gas assessed valuation was 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 a low of around $26 per barrel in 2015. As we look at the
prices in 2017, they seemed to have stabilized in the price range of $45-55 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 property tax base created by the energy development. As
we developed the 2016 budget, we prepared for a significant drop in the assessed valuation for
the 2017 and 2018 budgets. The drop in assessed valuation for the 2017 budget lowered the
Weld County assessed valuation 21% below the 2016 budget level for property tax. Looking
forward to the 2018 budget the assessed value is very near the same level as the 2017 budget
due to oil and gas price stabilization and the reappraisal year's increase values from the other
classes of property, even with the drop in the residential property assessment ratio to 7.2% from
7.96%. In anticipation of the drop in the county's assessed valuation, the 2016 budget had $62
million in one-time budget items, and for the 2017 budget there was nearly $29 million in one-time
budget items, so the net operational spending requires around $130 million in property tax
revenue to maintain the current spending levels in 2018. Based upon the price recovery of oil and
gas, the 2019 budget should see a 10-15% increase in overall assessed valuation.
The financial planning done by Weld County the last six years has funded the unfunded liability
of the retirement plan, a fluctuation contingency reserve of $36.0 million, and has reserves in the
Public Works Fund and Capital Fund. The $36.0 million contingency fund will provide the financial
flexibility to adjust to the volatile property tax revenue patterns in future years without having to
make significant reductions to basic operational spending. The capital reserve will leave the
County on track to be able to construct the $44.5 million jail expansion in 2018-2020. The fund
balance in the Public Works Fund should be adequate to complete the major capital
7
improvements to the CR 49/47 Corridor, north from CR 60.5 (SH 263) to SH 392 in 2018, leaving
the property tax at $16.5 million in 2018 to fund the road improvements. To finish the $160 million
CR 49/47 Corridor project, a funding level of $25 million will be required in 2018. In the 2018
budget there is nearly $18 million in one-time expenses.
The other challenge for 2018 will be the funding levels of state and federal programs due to the
many unknowns about the direction the Trump administration and Congress will take as they
develop the federal budget for domestic programs. In addition, the State of Colorado continues to
have funding issues due to TABOR limits, and the state -federal funding relationship.
In light of the challenges faced by departments, the 2018 budget development process must
continue to be a collaborative effort by staff, department heads, and elected officials. The strategic
plan, core values, and the financial policies of Weld County provide the cornerstone for the
financial plan to achieve the county's goals and objectives. The Board of Weld County
Commissioners provide the consistent leadership and fiscal oversight that maintains Weld
County's financial stability and reputation. In support of this fiscal management, the team of
department heads, elected officials, and finance staff provide the foundation of the system. The
Weld County team continues to mitigate challenging budget obstacles, the fluctuation of energy
prices, and the state and federal fiscal realignments to insure strong leadership and stewardship
of Weld County's long-term fiscal and operational integrity.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $319,294,318 in 2018, an increase of
5.75 percent over 2017, primarily in property taxes, intergovernmental, and miscellaneous
revenues. The amount of revenue from various sources and the changes compared to 2017 are
shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2017
Amount
$141,946,827
11,830,000
5,437,350
67,305,192
8,898,159
23, 989,103
11,148,250
31, 383, 694
$301,938,575
2017
Percent 2018
of Total Amount
47.0% $145,754,379
3.9% 13,630,000
1.8% 4,473,750
22.3%
3.0%
7.9%
3.7%
10.4%
73, 012, 071
9,558,280
27,302,514
13, 059, 800
32, 503, 524
2018
Percent
of Total
Increase
- Decrease
from 2017
45.6% $ 3,807,552
4.3% 1,800,000
1.4% -963,600
22.9%
3.0%
8.5%
4.1%
10.2%
100.0% $319,294,318 100.0%
5,706,879
660,121
3,313,411
1,911,550
1,119, 830
$ 17,355,743
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $327,441,220 for 2018, which is a increase of 2.27 percent
over 2017. The amounts by function and the increase over 2017 are as follow:
8
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
2017
Amount
$ 38,395,981
38, 680, 234
81,400,232
58,135,561
8,434,300
11, 053, 379
11, 801, 500
22,340,755
10, 000, 000
5,022,668
903,868
623,230
33,383,694
$ 320,175,402
2017 2018
Percent 2018 Percent
of Total Amount of Total
12.0% $ 41,662,912 12.7%
12.1% 40,935,653 12.5%
25.4% 82,808,926 25.3%
18.2% 68,886,032 21.0%
2.6% 7,493,838 2.3%
3.5% 11,790,668 3.6%
3.7% 10,775,000 3.3%
7.0% 9,065,907 2.8%
3.1% 10,000,000 3.1%
1.5% 7,108,958 2.2%
0.3% 1,106,795 0.3%
0.2% 803,007 0.2%
10.4% 35,003,524 10.7%
Increase
- Decrease
from 2017
$ 3,266,931
2,255,419
1,408,694
10,750,471
-940,462
737,289
-1,026,500
-13,274,848
0
2,086,290
202,927
179,777
1,619,830
100.0% $ 327,441,220 100.0% $ 7,265,818
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2018 program is funded at $10,775,000, with
$10,250,000 in property tax, $225,000 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, $130,000 for communications equipment, $1,000,000 to upgrade Human
Services Buildings, $4,500,000 for the design phase of the jail expansion, and $1,369,000 for
special projects. There will be $1,906,000 going into the jail reserve and $820,000 into the
Communications System reserve. A carry-over beginning fund balance of $24,950,000 is
anticipated, and $27,676,000 ending reserve fund balance for the future jail expansion
($26,356,000), Communications System reserve ($820,000), and Downtown Greeley land
reserve ($500,000) is anticipated at the end of 2018.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $280 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2018 is $2,332,000.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
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.
9
Risk Management: During 2018, 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 2018 Budget is
$9,224,960,710, which is up $226,093,790 or 2.51 percent over last year. The assessed value
for vacant land is up $24.30 million, or 37.19 percent. Residential is up $276.50 million, or 18.28
percent; and commercial property is up $99.69 million, or 12.37 percent. Agricultural property is
up $25.36 million, or 13.75 percent; industrial is up $129.46 million, or 16.23 percent; natural
resources is up $0.39 million, or 2.11 percent; and State assessed property is up $41.68 million,
or 5.16 percent. The major decrease is in oil and gas, down $348.20 million, or 7.02 percent,
which is due to oil and gas prices being down. There is an actual value increase of new
construction of $1.011 billion, or 3.50 percent.
Employee Compensation Pay: For the 2018 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 increase 3.2% for the employees and the county for 2018. This is the
first health insurance rate increase in four years. 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 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. No other benefit changes are anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$121,860,000 to begin 2018. 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
$113,5713,098. 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 2018, 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 2018 budget. All other fund balance amounts are undesignated. With the above
projection, ending fund balances should be $123,713,098. The increase of approximately $1.85
million in the ending fund balance is primarily attributed to the planned draw down of the Public
Works fund balance by $11.9 million for the WCR 47/49 project, and Solid Waste fund by $1.4
million, which is offset by adding $12.0 million to the Contingency Fund, and $2.94 million to the
General Fund's fund balance. The Contingency Fund also serves as a stabilization reserve for
the fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values
that can fluctuate dramatically from year to year due to production levels and price changes.
MAJOR FACTORS IMPACTING THE 2018 BUDGET
As stated earlier, as Weld County begins 2018 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 2018 budget continue
to be dominated by the oil and gas development in Weld County, population growth, state and
10
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 six or seven years, growth and development activity directly, or
indirectly, related to oil and gas exploration seems to be the main economic driver in the majority
of positive economic activities in Weld County. 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. As discussed earlier the volatility of the oil and gas assessed values continues to be
a major impact to the County's budget planning the last seven years, and will continue to be going
forward with all the long-term energy development planned in the county by energy companies.
Two significant long term capital projects will be the construction of a $44.5 million addition to the
jail in 2018-2020, and the completion in 2018 of the four-year project for 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. The road project will require over $25 million in 2018.
On May 20, 2014, the Board approved the design/build option for the CR 47/49 Corridor at a total
cost of approximately $160 million. The first section of the project from Highway 34 to CR 60.5
was completed in November, 2015 at a cost of $25 million. A design/build contract of $109 million
for the section from Highway 34 to 1-76 was awarded in August, 2015, with construction was
completed in November, 2017. The last section of the project from CR 60.5 to SH 392 is
estimated to cost $25 million in 2018. Savings have been realized by doing a design/build. The
schedule is as follows:
CIP
2014
2015
2016
2019
CR 49 South
US 34 to 1-76
(20 miles)
Design/ROW
Design/ROW
Construction
Construction
Optional Bid
CR 47 North
CR 60.5 - SH
392 (3.5 miles)
Design/ROW
Construction
Construction
The project has been funded within the resources of the Public Works Fund over the period of
2013-2018. The property tax for the Public Works Fund has been increased $10 million the last
five years from $6.5 million in 2013, to $16.5 million in 2018. No debt has been incurred, nor have
funds had to be advanced from other county funds to accomplish this project.
Finally, for the sixth year the Strategic Investment Plan for the Future of Weld County
recommendations are incorporated into the 2018 Budget. The plan calls for developing a
long-term strategy of investment in the County's infrastructure, technology and innovation, staff
and workforce 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. In addition, in 2018 the county will initiate a "lean" government process
program. Lean government refers to the application of lean production (also known as "Lean")
principles and methods to both identify and then implement the most efficient, value added way
to provide government services. Resources for the Technology Projects budget unit will also be
used for this effort.
11
The General Fund is funded at the level of $131,544,733 up $1,785,984. A major decrease is the
$15.5 million decrease for the engineering costs of the Weld Parkway (WCR 47/49 Corridor)
project. Without including adjustments for cost of living, and salary step increases, the budget for
general government functions is up $1,721,292. The Election budget which is up $767,845 when
the $500,000 included last year for the one-time cost of new elections equipment is adjusted out.
The increase is due to 2018 being both a primary and general election year, and the cost impact
of Proposition 108 allowing unaffiliated electors to vote in the primary election. The Office of Public
Information is up $69,260 with the addition of two positions. Building and Grounds is up $156,927
for an additional Building Automation Supervisor, and Grounds Technician. The District Attorney
is requesting four addition staff and an upgrade at a cost of $448,090 as the caseload of the office
has increased 40% since 2011.
Information Technology is up $310,495 due to the addition of two Business Process Analysts for
the lean government program efforts, and a Business Intelligence Analyst. Lean
government refers to the application of lean production (also known as "Lean") principles and
methods to both identify and then implement the most efficient, value added way to
provide government services. Resources for the Technology Projects budget unit will also be
used for this effort. GIS is up $105,600 primarily due to the need for imagery from Google and
Nearmap in 2018.
Public Safety functions are up $7,955,919 in the budget. The overall net Sheriff's Office
recommended budget is up $2,499,578 or 6.16%. Due to the reduction of four (4) contract
positions because outside entities will no longer need their services, revenues for Contract
Services are expected to decrease by approximately $373,150. Based upon a staffing analysis,
the Sheriffs Office is requesting the four positions be moved to increase Patrol, as actual `first
responders' to improve the effectiveness and efficiency of the division. Although the number of
positions will not increase, the loss of revenue will result in a $373,150 budgetary impact. The
major impact is the addition of 32 positions ($2,539,565) in the jail due to the growing inmate
population, and the need to open the last pod of the jail to bring the overall capacity of the jail to
779 beds. Overall jail detention costs are up $2,963,465. The Sheriff has increased supplies by
$203,573 for firearm supplies ($28,976), inmate supplies ($13,283), computers and software
($41,384) uniforms, duty belt equipment, and bulletproof vests ($22,481), and $86,719 for
replacement of small items of equipment in the various Sheriff's Office units. Purchased Services
are up $257,296 for training and travel ($36,659), CPI increase for inmate medical care
($153,578), inmate food costs ($48,715), crime lab facility costs since the grant ended ($62,000),
inmate transports and court security ($35,657), and phones ($26,212). Vehicle costs dropped
$114,344. Sheriff's Office equipment is funded at $18,600 for a DME forensic workstation
($8,800), and scanner/printer/copier ($8,000). In the General Fund contingency budget, there is
$1,225,963 to cover the new pay grade plan and flexible staffing for the Sheriff's Office's sworn
patrol and correctional officer staff approve mid -year in 2017. This amount was allocated to the
appropriate budgets in the final budget process.
Coroner's budget is up $163,036 primarily for the addition of two Deputy Coroner positions mid-
year to deal with the office's workload. Communications is up $1,136,933 with the addition of two
dispatchers for Greeley Police, two supervisors, and three call takers due to E-911 call volume.
Greeley will pay for the two Greeley Police dispatchers they requested. Another large item is the
$3,738,985 costs for the Front Range Communication Consortium (FRCC) Dynamic System
Resilience (DSR) switch and four radio system upgrades. ADCOM will pay for half of the cost
($1,934,471). Office of Emergency Management is up $99,000 primarily for a Hazardous Material
Exercise and Planning grant of $75,000 and $20,000 for a full scale EOC exercise in 2018. Other
Public Safety budgets are stable with little or no increases.
12
As mentioned earlier, Engineering is down $15.5 million because the engineering and design fees
have decreased for the Weld County Road WCR 49 south corridor and WCR 49/47 north corridor
in the 2018 budget. General Fund's subsidy to the Public Health Department is up $219,788 due
to anticipated salary step and cost -of -living increases. The County Fair is up $165,850 with
$147,850 for a one-time expense for livestock panels, $28,000 for support for the Island Grove
Park services, and $10,000 in one-time costs to celebrate the 100th Anniversary of the Weld
County Fair in 2018. An increase of $2,758,296 is included for other General Fund departments'
anticipated salary step and cost -of -living increases in 2018. Health insurance rates will increase
3.2% for employees and the employer in 2018. This is the first health insurance rate increase in
four years.
The budgeted appropriations for Public Works in 2018 total $82,808,926 up $1,408,694 primarily
due the construction of the CR53/58A Bridge with a FHWA flood grant. Municipal share back is
funded at $2,930,462. 2018 salary increases are for step increases due employees, and a
3.0 percent cost of living salary adjustment in this budget for a total of $407,272.
Other Public Works budget unit is budgeted at $46,411,435 based on the Capital Improvement
Plan (CIP). Personnel Services are up $47,703 for cost of living for 47 seasonal employees.
Purchased Services decreased $1,081,159 primarily for the construction of the Weld Parkway
(WCR 49). There is $21,164,225 budgeted for the CR 49/47 project. $2,965,000 for the
CR105/CR390 project to be done with county crews. $3,000,000 is budgeted for the Haul Route
Program (HARP). For flood related projects there is $11,155,000 (FHWA) for Bridge 53/58A, and
$1,890,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for seeding ($50,000), low
volume roads ($3,075,000), BMP projects ($100,000), and bridge rehabilitation ($275,000). Fixed
Charges total $650,900 for rights -of -way funded at $50,000, and $600,900 for a CDOT project for
Bridge 44/33A.
Pavement Management is funded at an increased level of $960,690 primarily due to increased
funding for the 5.5 miles of overlay on CR 18 with Solid Waste funds. Asphalt is funded at the
same level as last year at $3,100,000. The Trucking budget is up only $3,690. Mining operations
are up $796,190 for contract crushing at the Peters Pit. Gravel Road Management operations
are up $56,550 primarily due to dust palliative material costs. Bridge Construction is down
$205,006 primarily due to reduced material costs. Other operating budgets for road and bridge
maintenance are funded at near the 2017 funding level. With some operational economies to
offset some of the inflationary costs the current service level should be able to be maintained with
the funding recommended.
The Weld County Department of Human Services continues to adapt to the legislative and
programmatic changes imposed on us from the State and Federal levels. The impacts from prior
years' legislation, such as HB 14-1317, SB 15-012, and SB 15-242, continue to impact our
decision -making. The funding for additional caseworkers, originally funded through SB 15-242
continues into Fiscal Year 2017-18, providing Weld County with funding for four additional
positions, two of which are new and two of which were formerly funded through the IV -E Waiver.
Concerns have been raised, both by counties and by the State of Colorado, as to the long-term
sustainability of these activities, once the IV -E Waiver period is completed. We are hopeful that
enabling legislation and policies will allow for the continued creative use of IV -E funding to avoid
costly and non -beneficial out -of -home placements using prevention and early intervention
activities, as well as kinship placements. The Colorado Legislature acted in advance of the
publication of the County Administration Workload study to appropriate an additional $19 million,
from Federal, State and Local sources, to fund County Administration activities.
13
The total Social Services Fund budget is $40,935,653. The programs are funded by property tax
of $11,403,328, state and federal funds of $29,532,325, and the potential use of fund balance to
cover unanticipated cost overruns.
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 May 2015
to May 2016, the number of Weld County residents enrolled in Medicaid grew from 67,732 to
73,453, an 8.4% increase. However, we are starting to see signs that it is leveling off, with the
most recent report showing a total of 75,012 enrollees. Approximately 25% of Weld County
residents are now enrolled in Medicaid. The LEAP (Low -Income Energy Assistance Program) is
now administered by Discover Goodwill, through a direct contractual agreement with the State of
Colorado. Weld County's role in administering the program will be limited to resource referral and
marketing.
Prevention and Early Intervention will be a key focus of the department in the coming years. A
distinct Division is being created within the department to address needs as they are presented
to assist families in resolving conflict or neglect issues before they rise to the level of adjudicated
dependency and neglect. We will be utilizing and coordinating a variety of funding sources to
provide for these needs, while ensuring fiscal accountability and meaningful outcomes are
achieved.
The Human Services Fund is funded at $7,221,376 for 2018, which is down $944,962 or 11.57
percent from the previous year. There are shifts in funding by program. The Community Services
Block Grant is down only $1,835, and Senior Nutrition programs are down $20,703. Department
of Labor programs are down $759,310. Area Agency on Aging is up $213,114 or 5.91 percent.
The Department of Public Health and Environment's total 2018 budget is $11,562,443. The Health
Department's 2018 budget continues the department's strong fiscal management record,
implements thoughtful reforms that streamline staffing, achieve savings and modernize
processes, and reinvests those savings in targeted initiatives toward achieving a thriving, healthy
Weld County.
Building on successes in 2016 and 2017, the Health Department's 2018 budget reflects the
department's commitment to the department -wide 2016-2019 strategic plan that focuses primarily
on the key priority of integrating select core public health services in our community to better
achieve sustainability, enhance quality, and control costs. During the past two years, the Health
Department has been diligently working toward three strategic goals: formal integration of health
services into an established and enduring community system of care; supporting the community
in addressing behavioral health issues, including mental health and substance abuse; and
increasing communication channels, both internally and within the community, using technology
and other means.
In support of these strategic goals, budgetary planning for 2018 again includes an emphasis on
funding technology additions and improvements in both our Greeley and Southwest Weld
locations, strengthening and supporting strategic activities and community partnerships focused
on behavioral health in our community, and expanding access to our services in convenient,
efficient, and effective ways to engage and support all citizens of Weld County while controlling
costs and meeting budget targets.
14
On the revenue side of the budget, property taxes are budgeted at $145,754,379, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings are up $800,000 at $2,000,000 for 2018, as interest rates are
projected to increase in the next year. Planning and Building Inspection fees are down $1,055,000
due to less oil and gas activity than anticipated in the County due to lower oil prices, as well as,
the reduction in fees done in 2017 for oil and gas well permits resulted in a much greater drop in
revenue than anticipated. Intergovernmental revenues are up slightly by $127,772. Charges for
Services are up $181,039 primarily from charges related to Elections ($100,000), and Sheriffs
Office revenues. Fines from traffic enforcement are up $3,000. Indirect cost recovery is down
$20,781 due to Social Services' allocation. Clerk and Recorder fees are up $700,000. Treasurer's
fees are up $1,180,000. All other revenues are relatively stable with little change.
The 2018 resources for Public Works total $109,173,797, which includes a fund balance of
$38,000,000, in addition to the revenue shown in the budget. Property tax is set at $16,500,000
same as 2017. Specific ownership tax is estimated to be $11,400,000, up $1,800,000 from 2017,
as vehicle sales recover. Total HUTF will be $10,650,000, up $150,000 from 2017. Permit
revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing
fees are $1,150,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues
are $9,500,000. The lease/purchase payment from the Hoekstra Pit is $215,797. Federal mineral
lease revenues are $1,000,000, and PILT is budgeted at $40,000.
Other revenues from project reimbursements total $17,878,000, which are up $4,125,410.
Transportation impact fees are budgeted at $2,000,000, and Solid Waste funds of $1,850,000 for
roads impacted by landfills. There are Energy Impact Assistance grants of $3,600,000 with
$3,000,000 for the Tier 2 projects and $600,000 for three Tier 1 projects. There is one state grant
to finish Bridge 44/33A for $600,000. There are two flood project grants for Bridge 87/42.5A
($1,000,000), and Bridge 53/58A ($7,540,000). There is NFRMPO funding of $888,000, and
UFRMPO funding of $400,000. Severance tax is budgeted at $2,000,000. 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 2018 Budget contains adequate resources to provide a level of service like 2017. The
operational plan supported by the 2018 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long term
structural budget issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
15
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County, as
a whole, also recognizes the Weld County taxpayers who provide the economic resources to the
County, and we pledge our commitment to continue to provide the best in county services
possible.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado.
More information may be found on Weld County's website at www.co.weld.co.us.
Very truly yours,
AY41/4
Donald D. Warden, Director
Finance and Administration
16
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
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 Larimer
County and north of the present Adams County were in the original Weld County, one of 17
counties established by the first territorial legislature in September, 1861. Weld County was
named for 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.
17
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
Weld County's livability is just one of the features that make it a great
place to live. Abundant Colorado sunshine, low humidity, cool summer
nights, and mild winters provide a climate where people thrive.
Recreational opportunities are almost endless. Much of Weld County is
within an hour's distance of the majestic Rocky Mountains. Sports
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
Education has always been an important part of life in Weld
County where twelve school districts offer educational
opportunities which have earned a reputation for quality.
Greeley is the home of the University of Northern Colorado, a 4 -
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 eighth 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.
Weld County is the 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.
18
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, recruit ability, 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
Numerous industrial sites are located throughout Weld County. Fully
developed rail and non -rail parks; undeveloped parcels, many
zoned and with rail utilities adjacent to the property; a variety of
industrial and commercial sites; and availability of both new and
renovated prime office space are indicative of this area's attitude
toward growth. Convenient access to every type of supply artery
facilitates the industrial possibilities in Weld County.
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)
DCP Midstream LP
Vestas Blade America Inc.
J..
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www.discoverweld.com.
19
20
2018-2022
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such the strategic plan
provides weld county policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
22
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation system
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services
• Promote a healthy economy through business development
and economic diversification
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all government
services
23
This vision statement reflects our
citizens' expectations for Weld Countyi'
government into the future.
f
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
• We maintain the public's trust through honest and fair behavior
• We exhibit the courage to do the right thing for the right reason
• We are accountable to each other and the public for providing good service and
value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use of county
fund
• 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
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
• We strive to provide superior service to our citizens
• We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens
• We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers
• We have dedicated, skilled and adaptable county employees that have a history of
turning plans and resources into achievement and success in serving Weld County
residents
25
These guiding principles are the basic values of every level of Weld County
government. They guide the way we make our decisions and carry out our
actions every day.
Ensure long-term fiscal stability for the county
Customer -focused and customer -driven
• Accountable and responsible to the public
• Provide and develop leadership, cooperation, and collaboration
aimed at improving service
• Focus on viable solutions that improve the quality of life
• Provide the necessary knowledge, skills, and resources to county
employees to carry out our mission and fulfill our vision
26
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
• Energy Development
• Innovation and
Technology
• Economic
Development
• Demographic
Changes
• Transportation
• County Government
Financial Trends
27
Energy Development
Although fossil fuel extraction in Weld County is as old as the County itself, in the last seven
years Weld County has experienced the biggest oil and gas boom in its history. Weld County
has over 20,000 active wells — about 80 percent of the state's total — the greatest majority
located in the Wattenberg Field within the Niobrara Formation. The Niobrara Formation is a
geologic formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin,
including nearly all of Weld County's 4,000 square miles. New technologies have made
extracting oil and gas through the tight shale that underlies the formation an economically
viable proposition. Energy companies are investing in new wells and infrastructure in Weld
County to tap into the estimated oil and gas reserve of as much as 1 to 1.5 billion barrels of oil -
equivalent in the Wattenberg Field. The production has translated into a boost for the local
economy, job creation, and tens of millions of dollars in property taxes and severance taxes for
local jurisdictions.
However, being the home to a sizable energy industry, Weld County faces some downside
risks from the recent slide in oil prices from over $100 a barrel in June, 2014, to under $30 a
barrel a few months later. While drilling slowed, due to the oil supply -demand problem the
world faces, production in Weld County may continue to keep churning out big production
numbers. The reason being is that the wells in the Niobrara are in the "sweet spot", where
break-even costs are $35 per barrel according to industry experts. Even if production holds or
declines slightly with the lower prices, the revenue generated from the wells will be lower
adversely impacting energy companies' revenues and the associated assessed values of
many Weld County local government entities, including Weld County government.
The additional production of oil and gas has resulted in significant increases in the county's
assessed value with the oil and gas production exceeding two-thirds of the county's total
assessed valuation in 2014. Because of the volatility of production levels and price fluctuations
of the oil and gas production, the county must continue to prudently manage the increased
property tax base created by the energy development. In 2012, the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. The
plan is a long term strategy of investment in the county's infrastructure, technology and
innovation, workforce training and development, economic development for diversification of
the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks
and valleys in energy prices and production. The energy production revenues have allowed for
lower property tax rates, which resulted in savings for all taxpayers in Weld County.
The drop in oil prices resulted in a significant drop in the county's assessed valuation in 2017-
2018. Fortunately, Weld County government 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.
28
Energy Development
continued
The county and energy industry have forged a relationship that is one of cooperation. The most
significant impact of energy development has been on the county transportation system. The
system originally designed to serve farm -to -market routes has been inundated by trucks
servicing oil and gas wells. The county has worked closely with the energy industry to stay
proactive in its approach to road maintenance and improvements. The county has embarked on
its Haul Route Program (HARP) to improve road impacted specifically by oil and gas
operations. The program has been developed in conjunction with the energy industry to identify
haul routes that need to be improved to access new drilling sites. In addition, the county has
constructed a 20 mile five -lane concrete corridor on Weld County Road 49 (Weld Parkway)
between 1-76 and US Highway 34 in 2016-2017 to accommodate the growth in the area and
heavy truck traffic from the energy industry. The last phase of the project on WCR 47 will be
completed in 2018.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to insure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added
to the ethnic/cultural diversity with the growing Latino population, and there is immigration from
all parts of the world. Weld County's changing demographics are evident in the shift from a
rural character to an increasingly urbanized population. Land use patterns are changing. The
political make up of the population will most likely change. The age of the population is shifting
in Weld County, as it is nationwide with the aging baby boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state demographer is
projecting by 2040 the Southwest Weld County population center could approach 250,000.
This area will also blend with the Denver metropolitan area resulting in the loss of a specific
community identity. All these demographic changes impact the kind of services provided, the
manner in which they are provided, and the service levels. It will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry of
Weld County.
29
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging
all of us as individuals and as organizations, and shows no sign of abating, and in fact,
continues to intensify. Fueled by technological advances, we are quickly changing and
reshaping all aspects of our lives from how we live and work to how we share information
and communicate. These technological advances in many ways are fundamentally
changing the public's expectations of, and relationship to, their government.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency, and cost effectiveness of its services, county staff will
maximize value for taxpayers and increase the ability to meet emerging public needs while
living within our financial resources. Weld County must continue to draw on the expertise of
its workforce to take advantage of new ideas and tools to improve service delivery and
operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The
mission of the Weld County Information Technology (IT) Department is to provide
responsive, adaptive, transformative, innovative, and cost-effective information technology
solutions and services. This assists County departments and offices to successfully
achieve their objectives. IT will assist with the implementation and support of technology
solutions empowering the citizens of Weld County to access information and mission critical
services in a comprehensive, responsive and effective manner. IT is one of the common
threads that enables the County's business units and offices to accomplish their respective
missions. While IT is an essential, foundational element for the County to provide certain
services, IT is also a catalyst for business innovation. The business units and offices identify
goals that can be enabled by IT; and IT can present new technologies that prompt business
units and offices to reconsider how they deliver services.
The County must be the center of information services innovation for advancing the delivery
of county services, anytime and anywhere. The County must be continually focused on
providing superior information services to support the multitude of county services and
programs we offer. The County's goal is to provide a reliable, secure, integrated information
services environment that meets not only today's needs for communication and business
efficiency, but positions the County to leverage new technology innovations, such as cloud
services, and best practices for business transformation and improved service delivery in
the future.
Departments throughout Weld County government need to find ways to deploy new
technology tools to expand employees' flexibility, allowing them to become more productive
and better serve our customers in the community. This means changing the way we design
county services by continually looking for more opportunities to streamline operations and
by addressing public needs in innovative, comprehensive ways. It may mean we have to
change how we communicate with the public we serve by expanding the services and
information the public can find online and through social media.
30
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the
direct impact of the oil and gas development, and accommodating the future growth in the
county, is in the long-term investment in the road and bridge infrastructure. Growth in the
county has put an ever increasing demand on the county's infrastructure. The growth has
increased the use of county roads and created congestion on many county roadways which
need to be mitigated. Although the county has made tremendous progress the last thirty years
in improving the overall condition of county roads and bridges, the growth is adding a whole
set of new problems. The character of many county roads in the Greeley -Windsor area and
Southwest part of the county has changed from rural roads to urbanized roads due to the
traffic volume demanding a higher capacity and level of service.
While the economic stimulus of the energy industry and resulting growth in the County's
assessed value is positive, the downside is that the County will have to add significant
resources to the Public Works budget over the next five years to address safety issues and
improve roads impacted by the oil and gas industry's heavy hauling due to new exploration. In
recent years funds have been added to the Public Works budget to deal with the Haul Route
Program (HARP) to accommodate the energy development impacts. The Weld County 2035
Transportation Plan summarizes existing transportation conditions and recommends policy,
funding and roadway development for Weld County through the 2035 planning horizon. The
transportation plan takes the condition of the current transportation system and uses county
land use forecasts and regional travel demand models to outline a plan that will develop and
maintain a safe and efficient roadway network in Weld County long-term. The plan strives to
improve the movement of people and goods to all Weld County communities by enhancing
regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over
$400 million. When the plan is broken down into ten-year time increments, the short-term
(2011-2016) amount is $39.8 million, mid -range (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 $10 million going into the Public Works Fund from property
taxes, raising the property tax level to $16.5 million from 2015 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 has been the capital improvements
to the WCR 49/47 Corridor, south from SH 34 to 1-76 and north from WCR 60.5 (SH 263) to
SH 392 over the period of 2014-2018 requiring over $25 million per year to fund the road
improvements.
31
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the
standard of living for county residents. To accomplish this the county and our economic
development partners must focus on facilitating and attracting investment, creating new job
opportunities, stimulating growth and expanding the county tax base. To increase the number
and quality of business enterprises and primary or basic jobs in Weld County, the economic
development efforts must focus on enterprises that export goods and services outside the local
economy to regional, national, and international clients and, in turn, creating an inflow of capital
into the local economy. With a strong agricultural economy complemented by several value
added processing companies, like JBS and Leprino, and the energy industry, the county has a
strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to
grow, and easily accessible transportation in regards to roadways and railways. Weld County
has seen recent growth in certain industries such as oil and gas exploration and production and
renewable energy technology and development. It offers proximity to urban areas while
maintaining its agricultural base and protecting water resources. The communities of the county
have a small town feel, but still have also seen rapid growth in population and land
development. There are also established retail centers and service centers. All of these
features create a good economic development environment to attract new businesses.
Working with economic development partners, such Upstate Colorado Economic Development,
Small Business Development Centers, Colorado Enterprise Fund, and state agencies, Weld
County has many economic development incentives to offer and tools to assist existing and
new businesses. The county offers a personal property tax incentive program, small business
incentives, Larimer/Weld Business Revolving Loan Fund, and Colorado Enterprise Loan Fund.
Portions of the county are designated as an Enterprise Zone under the state program. Other
state incentives and jobs program are available for businesses looking to locate and expand in
Weld County. In addition to the programs cited in 2016, the county established through property
tax credits and donations, a Brighter Weld County Scholarship Program for all Weld County
high school graduates for enhanced workforce development.
The County must have the long-term vision to diversify the economic base and assessed value
base of the county to become less dependent upon oil and gas assessed values. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Innovative
economic development initiatives must bring together the synergy that Weld County has, such
as, no sales tax, low property tax rates, leveraging of oil and gas assessed value to nurture
other economic development, use of the natural gas and wind power in the area to provide low
cost electricity, and having an infrastructure that is strategically situated for the location of
businesses and high technology installations of the future. To accomplish long-term economic
prosperity and maintain the county's strong fiscal health, Weld County must use its financial
resources to drive innovation to foster more productive, inclusive, and sustainable growth by
better use of the assets and creativity of the county and our private partners. This could mean
looking at current economic development incentives, such as personal property tax credits, and
providing infrastructure to accommodate new companies in innovative and creative ways. Weld
County is fortunate that it has the financial resources to initiate, direct, and implement
innovative economic development ideas when the opportunities present themselves.
32
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects and
provide core services to residents. The county's financial discipline has enabled us to embrace
the changes that are reshaping all aspects of our lives — from how we live and work to how we
share information and communicate — in many ways fundamentally changing the public's
expectations of, and relationship with, government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's structural budget issues long term, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government. As has been the case for the last six to seven years, growth and
development activity directly, or indirectly, related to oil and gas exploration seems to be the
main economic driver in the majority of positive economic activities in Weld County. Given the
commitments of the large oil and gas companies in Weld County, the County seems primed to
see considerable long-term investment and development in the oil and gas arena. Although
the future of energy development in Weld County appears bright, it is not without risks. Oil and
gas production in Colorado has risks associated with the potential of more government
regulations and voter initiatives trying to restrict or limit fracking in Colorado communities.
These regulatory risks, if implemented, could dramatically impact future oil and gas
development in Colorado.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. The dramatic drop in oil prices due to global supply and demand,
beginning in late 2014, shows the vulnerability the county faces due to the high percentage of
assessed valuation tied to oil production and prices. Because of the volatility of production
levels and price fluctuations of the oil and gas values, the county must continue to prudently
manage the property tax base created by the energy development. In February, 2012, staff
developed, and the Board of Weld County Commissioners approved, the Strategic Investment
Plan for the Future of Weld County, with the purpose of providing an analysis of the optional
uses of the projected property tax revenues from the new oil and gas development in Weld
County. The option selected was to develop a long-term strategy of investment in the County's
infrastructure, technology and innovation, workforce training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production.
The County's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals of
this strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
33
STRENGTHS:
• Fiscally responsible and
constrained
• Visionary and proactive
• Provide good and
effective services to
citizens
• Commitment to being a
responsive government
• Responsible and
accountable to the citizens
• Coordinated efforts inside
and outside the county
• Good use of technology to
communicate internally
and externally
• Strong advocates for our
citizens and their values
• Effective use of
technology to provide
services
WEAKNESSES:
• Enhance communications
with public
• Improve relationships
with other entities
• Understand the impacts
of demographic changes
in the county
• Focus efforts to recruit
and retain good
employees
• Improve public
perception of Weld
County
• Use technology to
advance county services
34
OPPORTUNITES:
• Increasing revenues
equal increased voice
and leverage
• Budget strength equals
political strength
• Technology on the
leading edge
• Consolidation/partnersh
ips through government
collaboration and
private community
organizations
• Self promotion
nationally and through
industry leaders
• Leveraging resources
• Diversification of the
local economy
• Education/information
telling our own story
CHALLENGES:
• Changing demographics of
county with growth
• Immigration from different
areas and cultures
(language)
• Oil and gas volatility and
impact on the economy as
a whole
• Biased reporting in the
media
• Distrust of government at
all levels
• Private competition and
public labor market
• Natural disasters,
pandemic, terrorists, and
cyber security
• Citizen activists locking up
government
• Federal and state structural
budget problems
35
The following pages provide an overview of each strategic area
plans, including the mission statement for each strategic area,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective/key performance indicators. The
strategic area are:
•Public Safety
•Health Service
• Human Services
•Transportation
•Community and Economic Development
•Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD1: Protect the well being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
• Mission Statement: To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than
they arrived. (Detention Division)
o Goal SO DD1: Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS WCRCC1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: To resolve Severe/Immediate/Urgent Issues 100 % monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5: Implement a new public safety information system.
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS Cl: Continually adjust to meet readiness and service needs
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly qualified investigation staff prepared to meet the
present and future needs of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
o Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
o Goal JS -2: To assist the Criminal Justice Advisory Committee (CJAC) be a
resource to local justice system policy makers to analyze, problem solve and create
efficiencies to overall service delivery. Use this information to regularly update and
maintain long-term resource and capital needs for Weld County. (Justice Services)
o Goal JS -3: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
39
• Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
o Goal PS OEM 1: Prevention and Mitigation - Identify situations or conditions that
have the potential of causing injury to people, damage to property and to the
environment.
o Goal PS OEM 2: Preparedness - To safeguard against terrorism, manmade and
natural disasters. It is focused on actions that protect citizens, residents, visitors,
networks and critical assets in Weld County.
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.
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.
o 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.
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.
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.
40
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS 1: 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 a means to clearly and effectively communicate the value
of Human Service programs to any person inside and outside of the organization
on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS7: Perform as advocate for Veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims
o Goal HHS8: Assist veterans and dependents enroll in Veterans Administration
health care
o Goal HHS9: Provide education assistance and burial and survivor benefits for
veterans and dependents services.
42
STRATEGIC AREA:
HEALTH SERVICES
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.
44
STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To design, build, and maintain safe and economical roads and bridges,
buildings, and other facilities for the safe and efficient use by the citizens of Weld County and
others. (Public Works Administration)
o Goal TPW 1: Provide effective and efficient administrative and managerial support and
supervision to the Public Works Department. (Public Works Administration)
o Goal TPW2: Perform transportation of materials for maintenance and construction projects
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
o Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
o Goal TPW4: Perform the construction, repair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within the budget, and on time. (Public
Works Bridge Construction)
o Goal TPW5: Maintain traffic control devices on County roads and bridges. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, reclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW6: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and
asphalt road construction and overlay projects. Clear paved roads of snow and ice. (Public
Works Trucking)
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection, testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: Implement the Colorado Weed Management Act on County properties and
in assist landowners with compliance with the law through public education and assistance.
(Pest and Weed)
46
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal ED1: Encourage the expansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED3: 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 ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
48
STRATEGIC AREA:
LAND USE
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 CED1: Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
o Goal CED8: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal CED9: Maintain quality, professional and timely site inspections.
50
STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving. To be accountable and responsible to
the public's needs. Ensure that the citizens receive professional, timely and quality
service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Vote Center voting, Mail -In Ballots, Early voting or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Vote Center that is organized, safe and free of
influence. Maintain a staff of highly -trained professionals who have the
responsibility for the administration of the election office and all duties charged to
the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Ensure that the citizens receive professional,
timely and quality service at all times. (Clerk & Recorder - Motor Vehicle)
o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
52
o Goal ES 10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES11: 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: To provide the effective procurement of quality products and services
at the best value to Weld County tax payers. (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES 15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
o Goal ES 16: Direct planning, design, engineering, construction services, and capital
improvements. (Building & Grounds)
o Goal ES 17: Ensure a responsive, service -oriented, effective maintenance services.
(Building & Grounds)
o Goal ES18: Perform preventative maintenance actions to reduce lifetime
operational cost. (Building & Grounds)
o Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Motor Pool)
o Goal ES20: Capitalize on phone technology to improve service, increase efficiency
and provide greater phone access and exchange.
• Mission Statement: Provide responsive, adaptive, transformative, innovative, and cost-
effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation
and support of technology solutions empowering the citizens of Weld County to access
information and mission critical services in a comprehensive, responsive and effective
manner. (Information Technology (IT) Department)
Note: Information Technology has a comprehensive strategic plan available online at:
http: //wci . weld. gov/DepartmentLinks/InformationTechnology/index. html
53
54
2018
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 2018 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
displace federal or state reductions.
➢ Program funded with state and/or federal allocation increases must be able to have
a sustainability plan when staff or program costs are increased or be prepared to
reduce staff or program costs, if the allocation declines.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
➢ All county departments and offices will receive a set target amount for 2018 before
budget preparations begin.
➢ A target of ten percent off the 2017 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 2017 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 2018 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
➢ There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
55
➢ Outside agencies that provide contractual services will be treated like county
departments.
➢ New or expanded mandates will be absorbed within the 2018 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 2017 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 2018 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 2018 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 2018, while accomplishing a balanced budget. The 2018 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.
56
➢ Population growth and development is planned for and accommodated. 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 completion of the WCR 47/49 Corridor from WCR 60.5 (SH263) to SH 392 will
be funded in 2018 at the level of $25 million.
57
2018
BUDGET CALENDAR
April 10
May 15- May 19
June 16
June 16
June 16
June 16
June 16
June 16
July 7
July 7 - September 15
September 19
September 19
October 17 and 19
November 3
October 19 - December 12
December 13
December 13
Board reviews the 2018 budget plan.
Director of Finance discusses target budgets and 2018 budget
plan with department heads and elected officials.
Elected officials and department heads submit applications for
the innovation investment program projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit phone service
requests to Telecom Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources.
Elected officials and department heads submit requests for
information technology services requests to Information
Technology.
Elected officials and department heads submit requests for
vehicles to the Controller.
Submit budget request to Director of Finance and
Administration
Finance office review.
Early warning budget work session and community agency
requests.
Budget Message to Board and transmit Proposed Budget to
Commissioners.
Budget work session hearings with Commissioners and
elected officials and department heads.
Publish notice of final budget hearing.
Prepare final budget.
Public Hearing to adopt mill levy.
Public Hearing on Final Budget, 9:00 a.m.
58
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend
to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting
process is to produce a "user friendly" document, designed to enhance policy makers', managers',
and citizens' understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide, and
communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year program performance, reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives, and relate present operations to the programs planned. The budget is then based
upon the program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
59
The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments and
offices, and teamwork.
The following two pages show the process graphically.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
V
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
l
DEPARTMENT BUDGET UNITS
62
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
4. Aggressively analyze major revenue sources.
5. Eliminate procedures which were not fully utilized in the decision making process
of the budget.
6. Identify optional programs and service levels which may be reduced if necessary.
7. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
8. Utilize the target budget approach.
9. Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
Modified Accrual Basis of Budgeting
(Government Fund Types)
Social
Services
Conservation
Trust
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
Motor Pool
Insurance
Weld
Finance
Corp.
Health
Insurance
Phone
Services
Crime Lab
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers
to when revenue and expenditures are recognized in the accounts and reported in the financial statements.
Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus
applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under
this method revenue is recorded in the year in which it becomes both measurable and available as net
current assets. "Measurable" means the amount of the transaction can be determined and "available"
means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of
a material amount and not received at the normal time of receipt, primarily consists of 1) state highway
users tax; 2) property taxes, assessed in 2017, payable in 2018, and 3) various routinely provided services
(health department). Unbilled charges for services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which
it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to
Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds.
64
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary management
control device during the year to monitor the individual departments (level of classification which
expenditures may not legally exceed appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within departments
of each fund. Any revisions that alter the total appropriation for each department must be approved by the
Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary,
in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies
from one or more spending agencies in the fund to one or more spending agencies in another fund and/or
transfer budgeted appropriated monies between spending agencies within a fund.
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing body or any spending
agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget
from any source other than the local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured funds by enacting a
supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than
December 15 and are payable the following year in two installments on February 28 and June 15, or in full
on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as
well as property taxes for all school districts, cities and towns and special districts located within the county.
In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county
purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to
prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the
preceding year, plus five percent (5%), except to provide for the payment of bonds and interest. The Board
of County Commissioners may submit the question of an increased levy to the County Council and, if in the
opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant
an increased levy for the county in such amount as it deems appropriate, and the county is authorized to
make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal
to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified
electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be
increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property
tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter
approval.
65
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development, and maintenance
of new and existing conservation sites within Weld County. The funds are derived from
the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and expenditures
for health care, health education, health monitoring, and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the County.
66
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement projects on
County property as required by Section 29-1-301, C.R.S., 1973.
PROPRIETARY FUND TYPES:
Proprietary funds focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third party payers.
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Internal Service Funds:
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Fleet Services Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The program
is a combination of insured risks and protected self-insurance risks.
Telecom Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
67
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2018 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance data
for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments are
consistent with the policies determined and set by the Board of
County Commissioners.
68
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
➢ Complete the five -lane concrete road for the CR 47 extension from CR 60.5 to SH 392.
➢ Complete bridge mitigation projects resulting from the 2013 flooding.
➢ Provide for the long-term financial sustainability of the Bright Future program.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36.0 million.
➢ Fund a Hazardous Material Planning grant and FEMA training exercise in 2018.
➢ Increase the WCRCC staff by 7 FTE to cope with the E911 call volume.
➢ Fund FRCC DSR switch and four radio upgrades for redundancy and system upgrades.
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 32 FTE in the North Jail due to inmate population growth.
➢ Begin the design phase of the $44.5 million jail expansion.
➢ Create a Criminal Justice Coordinator position.
➢ Implement the new pay grade and flexible staffing for sworn officers in the Sheriffs Office.
➢ Continue to implement SB 15-242 which expands the Child Welfare staffing by two in
reaction to the 2014 Colorado Child Welfare Workload Study.
➢ Participate for the fifth year in the Title IV -E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project.
➢ Add a Family and Consumer Sciences agent in the Extension Service.
➢ Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011.
➢ Continue efforts to control health care costs for county employees and their dependents.
➢ Begin the Lean process to both identify and then implement the most efficient, value added
way to provide government services.
➢ Celebrate the 100th Anniversary of the Weld County Fair.
➢ Provide fleet service with county staff versus an outside contractor.
69
LONG TERM FINANCIAL
PLANNING POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures cannot
exceed available resources. No debt financing of the operational budget is permitted. Weld
County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current
level of services, including known changes that will occur during the forecast period. If the forecast
does not depict a positive operating condition in all five years of the forecast, the county will strive
to balance the operating budget for all years included in the five-year financial forecast.
Long Term Budget -to -Actual Trends: Annually evaluate trends from a budget -to -actual
perspective and from a historical year-to-year perspective to identify areas where resources have
been over allocated. This will improve the accuracy of revenue and expenditure forecasts by
eliminating the impact of recurring historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and
Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long range
depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure that they are still appropriate. Fees will be available for the public and
adopted by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
70
to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county. The current debt capacity is over $270 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 has increased. As a result in February, 2012, staff developed and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
A long-term strategy of investment in the county's infrastructure, technology and innovation, staff
and workforce development, and economic development for diversification of the local economy
can all have a demonstrable long-term payoff. A good county transportation system facilitates the
movement of goods and services. Investment in innovation and technology will lay the foundation
for new and more efficient governmental services being provided by Weld County government.
Staff development ensures that the county's employees have the skills required to provide the
very best service possible to the citizens of Weld County. Investment in economic development
for the diversity of the local economy will lay a solid foundation for long-term economic growth in
the county and allow Weld County to be competitive in retaining and attracting quality companies
and a labor force to support those companies. Weld County has to focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the energy boom is
happening, but also when it eventually ends.
71
CAPITAL IMPROVEMENT POLICY
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.
72
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, are depreciated. Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation on
all assets is provided on the straight-line basis (asset value divided by years of useful life)
over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
20 years
50 years
20 years
3 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
73
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount in excess of $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged
to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is over $230 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 1.50 percent in 2018.
74
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the negative impact
on the County in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for the purpose of future health programs for the benefit of the
citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for the purpose of future welfare programs for the
benefit of the citizens of Weld County.
• 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 and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one -percent
of annual total expenditures that do not routinely occur. The Contingency Fund shall
be funded by property tax with a half -mill applied to the county's assessed value
annually, unless the Board of Weld County Commissioners adjusts the amount in the
annual budget process.
• The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in an
amount equal to eight -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
75
POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Privatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
76
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Director of Fleet Services for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
77
2018 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 Director of Fleet Services for consideration in the budget process.
➢ Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2017's budget presentation.
➢ Salaries should be budgeted at the 2017 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
➢ All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
➢ Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
➢ Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90% of target, and must be completed
by each department.
78
➢ In reviewing the 2018 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 2018
budget process.
➢ Use the following budget population data for performance measures:
YEAR POPULATION
2016 (Actual) 294,500
2017 (Estimated) 304,600
2018 (Projected) 315,300
➢ Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
79
2018
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2018 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 7, 2017.
2. All departments are requested to submit, on or before June 16, 2017, the following items
that will be part of your 2018 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Human Resources to assess the need.
C. Telecom Service Requests for phone changes in 2018. Unplanned
moves will only be done if absorbed in the 2018 budget.
D. Information Technology requests for computer hardware, software,
system upgrades or system study. (See March 24, 2017 memo
regarding 2018 IT Project Request process)
E. New or replacement vehicle requests to the Director of Fleet
Services for inclusion in the Fleet Services budget.
F. Applications for the technology and innovation investment program
projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2017 level. Any anticipated increase
over 2017 level must be absorbed in target amount.
4. For budgetary purposes, please use the 51.5¢ per mile reimbursement rate in developing
your 2018 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Fleet Services IGA rates should be ascertained from the Director of Fleet Services for
budget purposes. This is necessary because of the varying rates for unique kinds of
vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$2.00/gallon, diesel $2.25/gallon, and E85 $2.00/gallon.
7. Any new or replacement vehicles should be discussed with the Director of Fleet Services
and a Vehicle Request Form completed. Vehicles being replaced must be identified on
the Vehicle Request Form and will be turned in when the replacement arrives in 2018.
8. Postage costs are anticipated to be 49¢ in 2018.
80
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration in order to coordinate the
overall target amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2018. See Director of Finance and Administration for
exact format.
12. Any 2018 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 2018 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance and
Administration, the manner in which the credit card service fee can be recovered or
absorbed in the fee structure in compliance with all legal and credit card service provider
requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the final
budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Director of Finance and Administration at 400-4218 to answer questions,
or to get approval for variation to the normal procedures outlined in the special instructions.
81
2018
PROGRAM ISSUES
➢ Complete the five -lane concrete road for the CR 47 extension from CR 60.5 to SH 392.
➢ Complete bridge mitigation projects resulting from the 2013 flooding.
➢ Provide for the long-term financial sustainability of the Bright Future program.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $37.5 million.
➢ Increase the WCRCC staff by 7 FTE to cope with the E911 call volume.
➢ Fund Front Range Communications Consortium DSR switch and four radio upgrades for
redundancy and system upgrades.
➢ Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011.
➢ Begin the Lean process to both identify and then implement the most efficient, value added
way to provide government services.
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 32 FTE in the North Jail due to inmate population growth.
➢ Begin the design phase of the $44.5 million jail expansion.
➢ Create a Criminal Justice Coordinator position.
➢ Implement the new pay grade and flexible staffing for sworn officers in the Sheriffs Office.
➢ Continue to implement SB 15-242 which expands the Child Welfare staffing by two in
reaction to the 2014 Colorado Child Welfare Workload Study.
➢ Add a Family and Consumer Sciences agent in the Extension Service.
➢ Provide fleet service with county staff versus an outside contractor.
82
REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
1.
revenue policies and assumptions have been used in the preparation of the 2018
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.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
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 2017, except the reduction in oil prices could
impact employment and spending in the county. Assume interest rates averaging
1.50 percent throughout 2018.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11.
Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
83
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The volatility of the oil and gas assessed values continues
to be a major impact to the County's budget planning, as it has been for the last six years. For
the 2018 budget, the reduction in the county's assessed value from oil and gas values was 7.02%.
The 2018 property tax level is slightly above the 2017 level due to 2017 being a reappraisal year
for all properties. Because of the volatility of production levels and price fluctuations of the oil and
gas values, the County must continue to prudently manage the increased property tax base
created by the energy development. The county was prepared for the significant drop in the
assessed valuation for the 2017 and 2018 budgets. In anticipation of the drop in the county's
assessed valuation in the 2016 budget of $178 million in property tax revenue there was $62
million in one-time budget items, and for 2017 there was nearly $30 million in one-time costs. This
was achieved by keeping the county's net operational spending requirement around $120-130
million in property tax revenue to maintain the current spending levels in 2017 and 2018.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be up in
2018 due to increasing vehicle sales 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. Although the investment in the oil and gas infrastructure is anticipated to
continue for the next few years even with lower oil prices there has been a slowdown in drilling
activity, which lowers building permit revenue. A fee change in 2017 regarding oil and gas well
permit fees has lowered building inspection revenue more than anticipated. The combination of
all these factors point to lower inspection and permit fee revenues in 2018. Hopefully as the price
of oil improves there will be more activity in 2018 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 go up some in 2018.
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 going forward.
84
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2016 Indirect Cost Plan approved by the
Department of Health and Human Services that results in federal revenue allowable from grants.
Social Services has been charged the full indirect cost allocation amount since July 1, 2012, which
results in approximately an additional $5.9 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years. Increased oil and gas and housing financing recording activity in the county is
resulting in higher projected revenues in this area.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing slight
due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
up in 2018 due to increasing vehicle sales and population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. As vehicles become more fuel
efficient less fuel is purchased, thus paying less HUTF tax that is based upon a per gallon tax.
This is offset by population growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program. The new Child Welfare allocation formula
adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior
formula.
Health Grants: Based upon contracts signed July 1, 2017.
Health Fees: Based upon historical patient/client caseload with 2018 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2017,
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated
expenditures in user departments' budgets.
Work Release Inmate Fee: Based upon average of 200 work release inmates per day.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100).
85
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2014
2015
2016
2017
2018
Property Taxes
$ 117,873,505
$ 141,724,346
$ 153,213,068
$ 141,946,827
$ 145,754,379
Other Taxes
9,450,000
11,600,000
11,710,000
11,830,000
13,630,000
Fees
9,975,250
10,353,400
10,376,690
11,148,250
13,059,800
Intergovernmental
52,977,866
65,272,311
69,192,838
67,305,192
73,012,071
Licenses/Permits
3,450,225
4,721,600
6,061,000
5,437,350
4,473,750
Charges for Services
8,242,560
9,103,378
8,910,798
8,898,159
9,558,280
Proprietary Services
28,166,292
28,596,336
28,764,247
31,383,694
32,503,524
Miscellaneous
13,450,439
13,581,877
26,746,798
23,989,103
27,302,514
TOTAL REVENUES
$ 243,586,137
$ 284,953,248
$ 314,975,439
$ 301,938,575
$ 319,294,318
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
200
150
U,
C
o
100
50
0
Property Taxes
(Intergovernmental
Proprietary Service
--Other Revenue
2014 2015 2016 2017 2018
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 five to
six years' growth and development activity directly, or indirectly, related to oil and gas exploration
seems to be the main influence on the growth of the property tax base in the county. The volatility
of the oil and gas assessed values continues to be a major impact to the County's budget planning
the last six years. For the 2018 budget, the reduction in the county's assessed value from oil and
gas values was 7.02%. Oil and gas assessed valuation are close to one-half of the county's total
assessed valuation. Since November, 2014, due to the oversupply of oil worldwide the price of
oil has dropped from over $100 a barrel to the price range of $40-50 per barrel. With the volatility
of production levels and price fluctuations of the oil and gas values, the county must continue to
prudently manage the property tax base created by the energy development. The 2018 property
tax level is slightly above 2017 level due to 2017 being a reappraisal year for all properties.
86
Intergovernmental: State and federal revenues increased in 2014 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 continued into 2016 with Public Works projects
including $4.5 million for WCR 49 and four major bridge replacement projects. Many of these
grants were one-time and dropped after 2016. We can anticipate moderation in non -defense
discretionary spending and some spending cuts in entitlements. Spending and revenue
imbalances at the state and federal levels will most likely result in lower or at best slower growth
in intergovernmental revenues for the county in the future.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowing, so the increases in this area over the next five years should
be more moderate. For example, there has been only a 3.2% increase in health insurance rates
in the last four years, but participation in the insurance plan is up some.
OTHER REVENUE TRENDS
30
25
20
ui
c 15
10 - POI
5
0
2014 2015 2016 2017 2018
Other Taxes
—M—Fees
(Licenses Permits
—X—Charge For Srvs
—I-Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
The increasing trend is due to a new formula for the direct distribution of severance tax to cities
and counties from the state. Severance tax revenues follow the price of oil and gas, since that is
where they are derived.
Fees: Fees have been increased and new fees added. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase and as the county's population
continues to grow. Planning fees are steady as the county grows and construction activity returns,
as well as, activity from oil and gas infrastructure development and drilling activity.
Licenses/Permits: As cited in the Revenue Assumption section earlier, there is stronger
recovery of construction in the county. Despite the low activity in residential building in the
unincorporated part of the County some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. The investment in the oil and gas
infrastructure is anticipated to continue for the next few years even with lower oil prices. A fee
change in 2017 regarding oil and gas well permit fees has lowered building inspection revenue
more than anticipated The combination of all these factors point to lower inspection and permit
fee revenues in 2018. Hopefully as the price of oil improves there will be more activity in 2018
and beyond.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects.
87
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category, and is up nearly $1 million in 2018. Public Works contracts are
up due to reimbursable road projects in 2017-2018. Fines from traffic violations are projected to
be up slightly in 2018. Oil and gas royalty payments were up substantially the last three years,
but should moderate in the coming five years as bonus amounts drop and oil price stabilize. The
policy decision to charge Social Services the full amount of indirect costs raised this category to
$5.9 million in 2018.
88
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2019-2023 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.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $45-65 long term.
• Intergovernmental revenues will show only moderate annual changes of 2% as non-
defense discretionary spending slows and some cuts in entitlements occur due to planned
federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
• Proprietary Services revenues are offset by the same expenditure amount.
DESCRIPTION
2019
2020
2021
2022
2023
Property Taxes
$152,590,987
$159,608,038
$164,975,939
$172,712,238
$180,835,347
Other Taxes
13,872,000
14,624,260
15,056,088
15,500,870
15,958,997
Fees
13,444,844
13,841,439
14,249,932
14,670,680
15,104,051
Intergovernmental
73,732,525
74,784,364
75,857,939
76,953,722
78,072,199
Licenses/Permits
4,092,753
4,215,325
4,341,575
4,471,612
4,605,550
Charges for Services
9,366,037
9,393,389
9,877,925
9,919,853
10,119,387
Proprietary Services
34,267,739
36,140,118
38,127,773
40,238,299
42,479,809
Miscellaneous
21,043,152
21,123,498
21,209,217
21,400,472
21,597,429
TOTAL REVENUES
$322,410,037
$ 333,730,431
$ 343,696,388
$ 355,867,746
$ 368,772,769
89
Major Revenue Projections
200
180
160
140
,,, 120
c
o
100
80
60
40
20
0
I _
2019 2020 2021 2022 2023
Property Taxes
(Intergovernmental
Internal Service
—).(—Other Revenue
2019-2023 EXPENDITURE PROJECTIONS
DESCRIPTION
2019
2020
2021
2022
2023
General Government
$41,192,912
$42,102,120
$43,889,949
$44,882,805
$46,606,886
Public Safety
67,819,104
69,853,677
73,759,288
75,972,066
78,251,228
Public Works
94,502,607
97,337,685
100,257,815
103,265,550
106,363,516
Public Health and
Welfare
53,751,283
54,822,244
55,914,624
57,028,852
58,165,365
Human Services
7,623,766
7,771,082
7,921,344
8,074,612
8,230,945
Culture and Recreation
947,364
959,914
972,842
986,157
999,872
Proprietary Services
36,794,694
38,694,837
40,711,088
42,851,069
45,122,917
Capital
10,775,000
10,675,000
8,575,000
8,575,000
8,575,000
Miscellaneous
6,013,295
6,187,356
6,366,568
6,551,084
6,741,064
TOTAL EXPENSES
$319,420,025
$ 328,403,915
$ 338,368,518
$ 348,187,195
$ 359,056,793
90
Assumptions used for the expenditure projections are as follows:
• Inflation is projected at an average 3 percent over the five-year period for all categories,
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 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 $350,000-
$500,000, and drop by the corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation, especially the inflation of health
insurance costs.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
• With the completion of WCR 49/47 Corridor in 2018, Public Works costs will level off again
to normal expenditure patterns.
Major Expenditure Projections
120
100
80
c
• 60
40
20
0
2019 2020 2021 2022 2023
General Govt
—M—Public Safety
(Public Works
—X—Public Hlth and Welfare
-I-Human Services
Internal Services
Capital
Miscellaneous
91
2019-2023 FUND BALANCE PROJECTIONS
2019
2020
2021
2022
2023
Begin Fund Balance
$123,713,098
$126,703,110
$132,029,626
$137,357,496
$145,038,047
Total Revenues
322,410,037
333,730,431
343,696,388
355,867,746
368,772,769
Total Expenses
319,420,025
328,403,915
338,368,518
348,187,195
359,056,793
Ending Fund Balance
$126,703,110
$132,029,626
$137,357,496
$145,038,047
$154,754,023
Fund Balance Projections
400
350
300
250
111
o
200
150
100
50
0
2019 2020 2021 2022 2023
Beg Fund Bal
—M—Revenue
Expense
--End Fund Bal
92
DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL
RESPONSIBILITY FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
General Fund:
Office of the Board
Chairman, Board of County Commissioners
Public Information
Communications Director
County Attorney
County Attorney
Public Trustee
Public Trustee
Planning and Zoning
Director, Planning Services
Clerk to the Board
Clerk to the Board
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
Director, Buildings and Grounds
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Adult Diversion
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Controller
Printing and Supply
Controller
Human Resources
Director, Human Resources
Information Services
Chief Information Officer
Geographical Information System
Chief Information Officer
Technology Projects
Chief Information Officer
Sheriff Administration Units (21100-
21140)
Sheriff
93
BUDGET UNIT
RESPONSIBLE OFFICIAL
Patrol Unit
Sheriff
Investigation Unit
Sheriff
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Contract Services
Sheriff
Ordinance Enforcement
Sheriff
Communications - County -wide
Director, Public Safety Communications
E-911 Administration
Director, Public Safety Communications
Public Safety Information System
Chief Information Officer
Communications System Development
Director, Public Safety Communications
Coroner
Coroner
Court & Transportations and Work
Release Units
Sheriff
Inmate Services and Security Units
Sheriff
Justice Services
Director, Justice Services
Community Corrections
Director, Justice Services
Work Release
Director, Justice Services
Building Inspection
Director, Planning Services
Office of Emergency Management
Director, Office of Emergency Management
Pest and Weed Control
Director, Public Works
Economic Development
Director, Finance and Administration
Waste Water Management
Director, Finance and Administration
Engineering
Director, Public Works
Extension Service
Extension Agent
Veteran's Office
Director, Buildings and Grounds
Airport
Director, Finance and Administration
Mental Health
Director, Finance and Administration
Developmentally Disabled
Director, Finance and Administration
Seniors Program
Director, Finance and Administration
Missile Site
Director, Buildings and Grounds
94
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
Bright Futures
Director, Finance and Administration
Island Grove Building
Director, Finance and Administration
Asset and Resource Management
Director, Finance and Administration
County Fair
Extension Agent
Special Revenue Funds:
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Director, Public Health and Environment
Human Services Fund
Director, Human Services
Conservation Trust Fund
Director, Finance and Administration
Contingency Fund
Director, Finance and Administration
Solid Waste Fund
Director, Finance and Administration
Capital Fund:
Capital Expenditure Fund
Director, Finance and Administration
Proprietary Funds:
Fleet Services Fund
Director, Fleet Services
Insurance Fund
Director, Finance and Administration
Telecom Fund
Chief Information Officer
Health Insurance Fund
Director, Finance and Administration
95
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
Public Information:
Communications Specialist
Assessor:
Position Reclassifications
County Council:
Legal Services
INCLUDED EXCLUDED
$ 55,760
27,190
5,000
Information Technology:
Business Process Analysts (2) — Lean Process 245,924
Business Intelligence Analyst 96,945
Justice Services:
Criminal Justice Coordinator 89,082
Building and Grounds:
Building Automation Supervisor 109,345
Grounds Tech 59,540
Upgrade Skilled Trades Supervisor 11,542
Technology Projects:
Projects 500,000
District Attorney:
Deputy District Attorney III (3) 344,751
Investigator II 93,459
Office Tech III to IV 7,889
Sheriff:
Four Patrol Deputy II from Contract Services 373,150
North Jail Staff (30) 2,373,204
Inmate Services Staff (2) 166,361
Pay Grade and Flexible Staff Change 1,225,963
Communications:
Dispatchers for Greeley Police (2) 178,470
Revenue from Greeley Police -178,470
Supervisors (2) 188,970
Call Takers (3) 187,641
FRCC DSR Switch/Four Radio Upgrades 1,804,514
Coroner:
Med icolegal Investigator (2) -Midyear 171,236
Bright Futures:
Long Term Financial Sustainability 0
3,000,000
96
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Office of Emergency Management:
Hazardous Material Planning Grant
Grant Revenue
FEMA Exercise
Engineering:
Development Review Manager
Reclassify Engineering Technician II to III (3)
Reclassify Engineer II to III
Economic Development:
Upstate Colorado Succession Planning
Mental Health:
Weld County Prevention Partners
Qualified Listeners
Extension/County Fair:
Family & Consumer Science Agent
Livestock Panels
Fair Event Support
100th Anniversary
Community Agencies:
Weld's Way Home
Our Land To Your Hands
211
TOTAL GENERAL FUND
PUBLIC WORKS FUND:
Office Tech III
TOTAL PUBLIC WORKS FUND
HUMAN SERVICES:
Child Welfare Positions (2 FTE)
County Administration Positions (2 FTE)
INCLUDED EXCLUDED
$75,000
-60,000
20,000
145,197
15,750
16,000
0 $50,000
35,000
147,850
28,000
10,000
5,000
25,000
$ 8,600,263
$40,000
$ 40,000
N/A
N/A
PUBLIC HEALTH:
Position Reclassifications (10) N/A
30,000
60,000
10,000
20,000
2,500
15,000
$ 3,187, 500
so
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.
97
98
2018 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 2018 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 increase 3.2% for the employees and the county for 2018. This
is the first health insurance rate increase in four years. 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 2018.
99
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
•Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.35/$100 compensation
SHORT TERM DISABILITY: $.185/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Cigna.
WELLNESS: Wellness program 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 have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (10.75 percent of gross salary for County and 10.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross salary
for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee paid.
100
POSITION AUTHORIZATION CHANGES
DUE TO 2018 BUDGET
FUND AND
DEPARTMENT
DEPARTMENT NAME
1000-10150
1000-13100
1000-13100
1000-13100
1000-15100
1000-15100
1000-17200
1000-17200
1000-17200
1000-17200
1000-17300
1000-17300
1000-21200
1000-21210
1000-24410
1000-24410
1000-24415
1000-24415
1000-22100
1000-22100
1000-22100
1000-23200
1000-24150
1000-31100
1000-31100
1000-31100
1000-31100
1000-96100
1000-96100
2000-30100
2000-30100
2100-42110
2100-42110
2100-42410
2100-42410
2100-42410
2500-41100
2500-41100
2500-41100
2520-41210
2520-41210
2530-41300
2530-41300
2530-41300
2560-41100
2560-41100
6000-96300
Public Information
Assessor
Assessor
Assessor
District Attorney
District Attorney
Building and Grounds
Building and Grounds
Building and Grounds
Building and Grounds
Information Technology
Information Technology
SO Patrol
Municipal Contract
Inmate Services
Inmate Services
Security
Security
Communications
Communications
Communications
Coroner
Adult Diversion
Engineering
Engineering
Engineering
Engineering
Extension Services
Extension Services
Public Works Admin.
Public Works Admin.
SS County Admin.
SS County Admin.
SS Child Welfare
SS Child Welfare
SS Child Welfare/Admin.
PH Admin
PH Admin
PH Admin
PH Communications
PH Communications
Comm. Health Services
Comm. Health Services
Comm. Health Services
Environmental Health
Environmental Health
Motor Pool
OLD
POSITION
None
GIS Mapper upgrade (5)
Assessment Coord. (Grade 44)
Senior Analyst. (Grade 44)
Office Tech III
None
None
None
Skill Trades Supr. (Grade 43)
None
None
None
None
4.0 SO Deputy II
None
None
None
None
None
None
None
None
Adult Div. Officer (Grade 25)
Engineer Tech II (3)
Engineer I
None
PW Transportation Manager
None
4-H Coordinator (0.50 FIE)
None
PW Operations Manager
None
None
None
None
Prevention Supervisor
Admin Coord. (Grade 44)
Office Tech IV (Grade 21)
Office Manager (Grade 30)
Dir. Health Comm. (Grade 50)
None
Dir. Health Svc (Grade 50)
Health Svc. Supr.(Grade 51)
Hlth. Svc. Prog Coord. Grade 37)
Dir. Env. Health (0.5 FIE)
Septic Prog. Coord. (Grade 37)
None
NEW
POSITION
Communications Specialist
GIS Mapper III upgrade (5)
Assessment Coord. (Grade 46)
Senior Analyst. (Grade 46)
Office Tech IV
Deputy DA III (3)
Building Automation Supr. (Grade 43)
Grounds Tech
Skill Trades Supr. (Grade 46)
Project Manager
Business Process Analysts (2)
Business Intelligence Analyst
4.0 SO Deputy II
None
Counselor III
Classification Specialist
Correction Officer (28)
Sergeant (2)
Dispatchers (2)
Supervisors (2)
Call Takers (3)
Medicolegal Investigators (2)
Adult Div. Officer (Grade 26)
Engineer Tech III (3)
Engineer II
Development Review Mgr.
PW Deputy Director Engineering
Family & Consumer Sci. Agent
4-H Coordinator (0.75 FIE)
Office Tech III
PW Deputy Director Operations
Tech Support Specialist
Family Resource Division Head
Permanency Caseworker
Screening/Intake Supervisor
Assist. Fiscal Div. Head (Grade 55)
Admin Coord. (Grade 54)
Accounting Supr. (Grade 36)
Office Mgr. Coord. (Grade 36)
Dir. Health Comm. (Grade 54)
Health Ed Spec. II (Grade 34)
Dir. Health Svc.. (Grade 54)
Health Svc. Supr.(Grade 37)
Hlth. Svc. Prog Coord. Grade 39)
Dir. Env. Health (1.0 FTE)
Septic Prog. Coord. (Grade 37)
16 FTE
101
102
ALL FUNDS REVENUE
$160,000,000
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0 ■ I—■ I—■
Intergovernmental
Licenses/Permits
Chg for Service
Miscellaneous
Fund Balance
2018 Revenue
Total $441,154,318 (2017 $427,155,575)
Proprietary Services
$32,503,524
7%
Fund Balance
$121,860,000
28%
Miscellaneous
$27,302,514
6%
Chg for Service
$9,558,280
2%
Licenses/Permits
$4,473,750
1%
co
.2
cl
2
0_
Net Property Tax
$145,754,379
33%
Intergovernmental Fees
$73,012,071 $13,059,800
17% 3%
Other Taxes
$13,630,000
3%
103
ALL FUNDS EXPENDITURES
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
coe
c`
co°
5
e
ite
4' eGC
Q°� te� \G
GJ��� ea
Ciey
• 5
▪ e 5
'cbc e*(4\G• e J \
\\a
e
Qe°a �te`a
Qto
2018 EXPENDITURES
Total $327,441,220 (2017 $320,175,402)
Social Services
$40,935,653
13%
Proprietary Services
$35,003,524
11%
Miscellaneous
$7,108,958
2%
Auxiliary
$803,007
Contingency 0%
$10,000,000
3%
Public Works
$9,065,907
Human Services
$7,493,838
2%
3%
Capital
$10,775,000
3%
Health
$11,790,668
4%
Public Safety
$68,886,032
21%
Culture/Recreation
$1,106,795
0%
General Government
$41,662,912
13%
Road & Bridge
$82,808,926
25%
104
MILL LEVY
2018 TOTAL 15.800
Social Services
Insurance 1.236
0.271 8%
2%
Public Works
1.789 General
11% 10.092
64%
Capital
1.111
7%
Contingency
1.301
8%
2017 TOTAL 15.800
Social Services Capital
1.284 1.266
8`)/0
Insurance
0.223
1%
Public Works
1.837
12%
Contingency
0.89
6%
8%
General
10.300
65%
105
2018
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2017
BEGINNING
BALANCE
$ 19,892,049
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL $
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
46,214,772
3,914,040
541,990
29,580,353
510,047
844,116
2,715,391
25,761,613
129,974,371
129,974,371
2,662,392
12,307,652
992,454
260,930
2017
MILL
LEVY
2018
BEGINNING
BALANCE
10.300 $ 12,000,000
1.837
1.284
0.890
1.266
15.577 $
15.577 $
38,000,000
3,000,000
550,000
24,000,000
500,000
800,000
3,200,000
24,950,000
107,000,000
107,000,000
1,600,000
12,000,000
0.223 1,000,000
260,000
2018 2018
MILL PROPERTY
LEVY TAXES
10.092 $ 93,101,051
1.789 16,500,000
1.236 11,403,328
1.301 12,000,000
1.111
15.529 $
15.529 $
0.271
10,250,000
143,254,379
143,254,379
2,500,000
$ 16,223,428 $ 0 $ 14,860,000 $ 0 $ 2,500,000
$ 146,197,799 15.800 $ 121,860,000 15.800 $ 145,754,379
Assessed Value $9,224,960,710
2018
I NTERGOV'T
REVENUE
2018
OTHER
REVENUE
$ 5,095,830 $ 36,289,471
21,680,000
29,532,325
425,000
4,309,165
6,591,751
32,993,797
2,000
1,524,802
567,274
1,500,000
525,000
2018
INTERFUND
TRANSFER
$
5,728,476
12,351
2018
AVAILABLE
FINANCING
2018
APPRO-
PRIATIONS
$ 146,486,352 $ 131,544,733 $
109,173, 797
43,935,653
977,000
36,000,000
12,062,443
7,971,376
4,700,000
82,808,926
40,935,653
417,616
10,000,000
11,562,443
7,221,376
2,912,776
35, 725, 000 10, 775, 000
$ 67,634,071 $ 73,402,344 $ 5,740,827 $ 397,031,621 $ 298,178,523 $
- (5,740,827) (5,740,827) (5,740,827)
$ 67,634,071 $ 73,402,344 $ - $ 391,290,794 $ 292,437,696
310,000
10,945,000
19,727,732
155,000
1,365,792
$ - $ 32,503,524 $
$ 67,634,071 $ 105,905,868 $
310,000
12,545,000
31,727,732
3,655,000
1,625,792
310,000
10, 945, 000
19,727,732
2,655,000
1,365,792
2018
ENDING
BALANCE
14,941,619
26,364,871
3,000,000
559,384
26,000,000
500,000
750,000
1,787,224
24,950,000
98,853,098
98,853,098
1,600,000
12,000,000
1,000,000
260,000
$ 49,863,524 $ 35,003,524 $ 14,860,000
$ 441,154,318 $ 327,441,220 113,713,098
2018 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2018
BEGINNING
BALANCE
$ 12,000,000
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
38,000,000
3,000,000
550,000
24,000,000
500,000
800,000
3,200,000
24,950,000
107,000,000 $
107,000,000 $
0
1,600,000
12,000,000
1,000,000
260,000
$ 14,860,000
$ 121,860,000
2018 2018
PROPERTY INTERGOV'T
TAXES REVENUE
2018 2018
OTHER INTERFUND
REVENUE TRANSFER
93,101,051 $ 5,095,830 $ 36,289,471 $
16,500,000 21,680,000
11,403,328 29,532,325
- 425,000
12,000,000 -
- 4,309,165
- 6,591,751
10,250,000 0
32,993,797
2,000
1,524,802
567,274
1,500,000
525,000
5,728,476
12,351
143,254,379 $ 67,634,071 $ 73,402,344 $ 5,740,827
143,254,379 $ 67,634,071 $
2,500,000
$ 2,500,000
$ 145,754,379
73,402,344 $
- 310,000
- 10,945,000
- 19,727,732
- 155,000
- 1,365,792
$ - $ 32,503,524 $
$ 67,634,071 $ 105,905,868 $
(5,740,827)
108
Assessed Value $9,224,960,710
2018
AVAILABLE
FINANCING
$ 146,486,352
109,173, 797
43,935,653
977,000
36,000,000
12,062,443
7,971,376
4,700,000
35,725,000
2018
PERSONNEL
$ 82,774,025
$ 397,031,621 $
(5,740,827)
$ 391,290,794 $
310,000
12,545,000
31,727,732
3,655,000
1,625,792
14,038, 755
27,827,000
8,671,677
4,953,733
2018
SERVICE/
SUPPLIES
2018
CAPITAL
$ 43,420,780 $ 5,349,928
68,770,171
13,108,653
417,616
10,000,000
2,843,066
2,267,643
2,912,776
138,265,190 $ 143,740,705 $
(5,740,827)
138,265,190 $ 137,999,878 $
315,545
310,000
10,920,000
19,727,732
2,655,000
1,050,247
47,700
2018
APPRO-
PRIATIONS
2018
ENDING
BALANCE
131,544,733 $ 14,941,619
82,808,926
40,935,653
417,616
10,000,000
11,562,443
7,221,376
2,912,776
26,364,871
3,000,000
559,384
26,000,000
500,000
750,000
1,787,224
10,775,000 10,775,000 24,950,000
16,172,628 $ 298,178,523 $ 98,853,098
(5,740,827) -
16,172,628 $ 292,437,696 $ 98,853,098
310,000
25,000 10,945,000
19,727,732
2,655,000
1,365,792
1,600,000
12,000,000
1,000,000
260,000
$ 49,863,524 $ 315,545 $ 34,662,979 $ 25,000 $ 35,003,524 $ 14,860,000
$ 441,154,318 $ 138,580,735 $ 172,662,857 $ 16,197,628 $ 327,441,220 $ 113,713,098
2017 ESTIMATE
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2017
BEGINNING
BALANCE
2017
PROPERTY
TAXES
2017
INTERGOV'T
REVENUE
2017 2017
OTHER INTERFUND
REVENUE TRANSFER
$ 19,892,049 92,537,350 $ 4,980,513 $ 32,599,634 $
46,214,772
3,914,040
541,990
29,580,353
510,047
844,116
2,715,391
16,500,000 23,002,590 33,350,000
11,532,977 27,147,257 -
- 410,000 2,000
8,000,000 - -
- 3,953,823 1,383,250
- 7,811,009 342,978
1,500,000
25,761,613 11,376,500
0 425,000
5,513,081
12,351
GROSS TOTALS $ 129,974,371 $ 139,946,827 $ 67,305,192 $ 69,602,862 $ 5,525,432
LESS INTERFUND TRANSFE - - - - (5,525,432)
NET TOTAL $ 129,974,371 $ 139,946,827 $ 67,305,192 $ 69,602,862 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health insurance
Insurance
Telecom Service
Weld Finance Corp
0
2,662,392
12,307,652
992,454 2,000,000
260,930
NET TOTAL - IS FUNDS $ 16,223,428 $ 2,000,000
GROSS TOTAL ALL FUNDS $ 146,197,799 $ 141,946,827
$
$
10,852,922
18,723,584
205,000
1,447,188
- $ 31,228,694
67,305,192 $ 100,831,556
$
$
110
Assessed Value $8,983,976,390
2017 2017
AVAILABLE PERSONNEL
FINANCING
2017 2017
SERVICE/ CAPITAL
SUPPLIES
$ 150,009,546 $ 73,199,727 $ 62,916,289 $
119,067,362
42,594,274
953,990
37,580,353
11,360,201
9,010,454
4,215,391
37,563,113
13,463,304
25,917,000
8,216,864
5,017,314
67,604,058
13,677,274
403,990
13,580,353
2,600,637
3,193,140
1,015,391
$ 412,354,684 $ 125,814,209 $ 164,991,132 $
(5,525,432) (5,525,432)
$ 406,829,252 $ 125,814,209 $ 159,465,700 $
155,000
13,515,314
31,031,236
3,197,454
1,708,118
336,191
130,000
11,890,314
19,031,236
2,197,454
1,026,927
1,893,530
42,700
12,613,113
14,549,343
14,549,343
25,000
25,000
85,000
2017
APPRO-
PRIATIONS
$ 138,009,546 $
81,067,362
39,594,274
403,990
13,580,353
10,860,201
8,210,454
1,015,391
12,613,113
$ 305,354,684 $
(5,525,432)
$ 299,829,252 $
155,000
11,915,314
19,031,236
2,197,454
1,448,118
2017
ENDING
BALANCE
12,000,000
38,000,000
3,000,000
550,000
24,000,000
500,000
800,000
3,200,000
24,950,000
107,000,000
107,000,000
1,600,000
12,000,000
1,000,000
260,000
$ 49,607,122 $ 336,191 $ 34,275,931 $ 135,000 $ 34,747,122 $ 14,860,000
$ 456,436,374 $ 126,150,400 $ 193,741,631 $ 14,684,343 $ 334,576,374 $ 121,860,000
111
2016 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2016
BEGINNING
BALANCE
2016
PROPERTY
TAXES
2016
INTERGOV'T
REVENUE
2016 2016
OTHER INTERFUND
REVENUE TRANSFER
$ 20,968,053 99,304,387 $ 6,408,478 $ 19,042,781 $
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
38,059,388
2,928,986
433,861
6,589,755
245,008
1,264,584
2,010,595
16,488,684 23,800,694 28,452,937
9,626,014 27,861,525 -
- 483,370 4,180
22,990,598 - -
- 3,490,584 830,127
- 6,630,786 414,443
1,624,071
14,019,401 16,488,710
478855 460,358
5,156,898
12,351
86,519,631 $ 164,898,393 $ 69,154,292 $ 50,828,897 $ 5,169,249
86,519,631 $ 164,898,393 $ 69,154,292 $ 50,828,897 $
1,566,970
9,697,782
1,652,790
195,840
$ 13,113,382
$ 99,633,013
1,998,282
137,509
1,261,029 9,907,272
19,783,899
207,088
1,846,510
$ 1,998,282 $ 1,261,029 $ 31,882,278
$ 166,896,675 $ 70,415,321 $ 82,711,175
$
$
(5,169,249)
112
Assessed Value $11,426,827,210
2016 2016
AVAILABLE PERSONNEL
FINANCING
2016 2016
SERVICE/ CAPITAL
SUPPLIES
$ 145,723,699 $ 67,918,718 $ 56,423,782 $ 1,489,150
106,801,703
40,416,525
921,411
29,580,353
9,722,617
8,322,164
3,634,666
31,447,324
12,780,013
23,801,700
7,449,535
4,743,744
$ 376,570,462 $ 116,693,710 $
(5,169,249)
$ 371,401,213 $ 116,693,710 $
137,509
12,735,271
29,481,681
3,858,160
2,042,350
2016
APPRO-
PRIATIONS
2016
ENDING
BALANCE
125,831,650 $ 19,892,049
47,806,918 60,586,931
12,700,785 36,502,485
379,421 379,421
1,700,189 62,846 9,212,570
2,734,304 7,478,048
919,275 919,275
- 5,685,711
5,685,711
122,664,674 $ 7,237,707 $ 246,596,091 $
(5,169,249) (5,169,249)
117,495,425 $ 7,237,707 $ 241,426,842 $
- 137,509 137,509
- 8,811,850 1,261,029 10,072,879
- 17,174,029 - 17,174,029
- 2,865,706 2,865,706
334,648 1,446,772 1,781,420
46,214,772
3,914,040
541,990
29,580,353
510,047
844,116
2,715,391
25,761,613
129,974,371
129,974,371
2,662,392
12,307,652
992,454
260,930
$ 48,254,971 $ 334,648 $ 30,435,866 $ 1,261,029 $ 32,031,543 $ 16,223,428
$ 419,656,184 $ 117,028,358 $ 147,931,291 $ 8,498,736 $ 273,458,385 $ 146,197,799
113
GOVERNMENT FUNDS
2016-2018
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General governemt
Public safety
Public works
Public health and welfare
Human services
Culture and recreation
Miscellaneous
Capital outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
ACTUAL
2016
179,257,281
2,984,422
69,154,292
21,702,253
14,922,623
11,802,236
$ 299,823,107
$
PROJECTED
2017
151,776,827
5,437,350
67,605,192
31, 989,103
11,148,250
8,898,159
$ 276,854,881
44,238,810 38,395,981
57,652,813 58,135,561
77,188,910 113,975,630
45,602,717 50,657,700
7,478,048 8,478,416
1,499,048 903,868
680,407 3,088,782
7,086,089 12,613,113
- $ 13,580,201
$ 241,426,842
58,396,265
$ 71,578,106
BUDGET
2018
156,884,379
4,473,750
73,012,071
27,302,514
13,059,800
9,558,280
$ 284,290,794
41,662,912
68,886,032
91,874,833
52,726,321
7,493,838
1,106, 795
7,911,965
10, 775, 000
$ 10,000,000
$ 299,829,252 $ 292,437,696
(22,974,371) (8,146,902)
$ 129,974,371 $ 107,000,000
$ 129,974,371 $ 107,000,000 $ 98,853,098
10,000,000
Fund Balance at End of Year - with
Contingencies/Reserves $ 129,974,371 $ 107,000,000 $ 108,853,098
114
PROPRIETARY FUNDS
2016-2018
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2016
$ 1,998,282 $
1,261,029
31,882,278
PROJECTED
2017
2,000,000 $
31,383,694
BUDGET
2018
2,500,000
32,503,524
Total Estimated Financial Sources $ 35,141,589 $ 33,383,694 $ 35,003,524
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves
$ 137,509 $
10,072,879
17,174,029
2,865,706
1,781,420
155,000 $
11,915,314
19,031,236
2,197,454
1,448,118
310,000
10,945,000
19,727,732
2,655,000
1,365,792
$ 32,031,543 $ 34,747,122 $ 35,003,524
3,110,046 (1,363,428)
13,113,382 16,223,428 14,860,000
16,223,428
14,860,000
14,860,000
$ 16,223,428 $ 14,860,000 $ 14,860,000
115
Class
Weld County, Colorado
Weld 2017 FinalTaxable Assessed Value (12/1/2017)
2016 Final Assd Value 2017 Final Assd Value Change $ Change %
Vacant $ 65,331,620 $
Residential ** $ 1,512,440,970 $
Commercial $ 805,968,490 $
Industrial $ 797,643,050 $
Agricultural $ 184,339,480 $
Natural Rsc $ 18,552,540 $
Oil & Gas $ 4,959,441,120 $
State Assd $ 808,231,120 $
89,627,330 $ 24,295,710 37.19%
1,788,938,260 $ 276,497,290 18.28%
905,659,640 $ 99,691,150 12.37%
927,106,280 $ 129,463,230 16.23%
209,694,960 $ 25,355,480 13.75%
18,943,470 $ 390,930 2.11%
4,611,244,810 $ (348,196,310) -7.02%
849,916,610 $ 41,685,490 5.16%
Total Value: $ 9,151,948,390 $ 9,401,131,360 $ 249,182,970 2.72%
Less TIF Value $ (153,081,470) $ (176,170,650)
Net Total: $ 8,998,866,920 $ 9,224,960,710 $ 226,093,790 2.51%
Weld Assd Value By Type
2017
State Assd Vacant
9% —\ 1%
Residential
**
19%
Commercial
Oil & Gas 10%
49%
Industrial
Agricultural 10%
2%
Natural Rsc
0%
Source: Weld Assessor
December Final Certification
116
11/29/2017
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
CONTRACT JAIL SPACE
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
CRITICAL -- NON -MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
COMMUNICATION SYSTEM DEVEL
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
LOCAL DISCRETION
$ 924,190 $ 363,113 $ 1,287,303
0 $ 1,709 1,709
(2,511,757) $ 777,905 (1,733,852)
1,291,647 $ 443,738 1,735,385
(2,511,757) $ - (2,511,757)
3,372,583 $ 625,957 3,998,540
51,223 $ 4,596 55,819
6,153,535 $ 594,996 6,748,531
3,719,107 $ 1,160,690 4,879,797
1,243,271 $ 158,843 1,402,114
449,901 $ 118,208 568,109
$ 12,181,943 $ 4,249,755 $ 16,431,698
$ 25,533,471 $ 3,510,889 $ 29,044,360
2,963,504 $ - 2,963,504
0 $ - 0
0 $ 200,588 200,588
11,403,328 $ 2,749,905 14,153,233
12,351 $ 500,230 512,581
5,089,441 $ 1,167,309 6,256,750
$ 45,002,095 $ 8,128,921 $ 53,131,016
$ 846,040 $ - $ 846,040
635,823 $ 124,173 759,996
9,685,662 $ 1,455,161 11,140,823
0 $ - 0
4,855,527 $ - 4,855,527
1,804,514 $ - 1,804,514
345,610 $ 150,520 496,130
296,006 $ 4,349 300,355
$ 15,423,566 $ 1,734,202 $ 20,203,384
117
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT
TOTAL
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
JUVENILE RESTORATIVE JUSTICE
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION SERVICES
PRINTING & SUPPLY
TOTAL
500,000
250,015
231,487
958,925
387,163
212,070
0
203,225
69,682
311,157
38,225
28,500
539,804
18,197
0
60,931
10,000
165,000
290,625
221,395
35,737
129,000
174,340
1,024,311
641,327
62,612
(604,098)
179,542
4,186, 090
695,785
35,230
120,000
24,882
10,010
13,383
6,885
30,061
10,098
559
527,860
119,272
193,712
$ 500,000
945,800
231,487
994,155
507,163
236,952
10,010
203,225
83,065
318,042
38,225
28,500
569,865
28,295
0
60,931
10,559
165,000
290,625
749,255
35,737
129,000
174,340
1,143, 583
835,039
62,612
(604,098)
179,542
4,186, 090
$10,325,262
1,787,739 $ 12,113,001
$ 16,500,000 $ 3,121,877 $ 19,621,877
9,065,907 $ 255,273 9,321,180
$ 25,565,907 $ 3,377,151 $ 28,943,058
$ - $
10,250,000 $
$ 10,250,000 $
10,250,000
- $ 10,250,000
$ 887,004 $ (887,004) $
6,684,092 (6,684,092)
384,306 (384,306)
991,113 (991,113)
319,191 (319,191)
1,366,176 (1,366,176)
0 0
2,500,000 (2,500,000)
639,127 (639,127)
0 0
7,765,926 (7,765,926)
140,122 (140,122)
$ 21,677,057 $ (21,677,057) $
0
0
0
0
0
0
0
0
0
0
0
118
SEVEN YEAR TREND
Beginning Fund Balance
O
O
O
160,000,000 J
140,000,000 J
120,000,000 J
100,000,000 J
80,000,000 J
CO
'Cr
O
O
O
O
O
O
tD
tD
a
a
In
0
M
M
O
CO
/
/
60,000,000 -
40,000,000 _Z-
20,000,000
0
/
Z -I__
2012
N
O
CO_
,—
Cs
x-
2013 2014
O
O
O
a
a
a
O
L.,
10
tD
a
/
/
2015 2016
N
O
N
x—
/
O
O
O
CO
CO
W
N
x-
2017 2018
/
119
SEVEN YEAR TREND
County Expenditures
$120
$100
$80
co
$60
$40
$20
■ Gen Gov
O Public Safety
❑ Roads & Bridges
O Health/Human Srv/Soc Sry
2012
2013
2014
2015
2016
2017
2018
L)
CO
120
WELD COUNTY HOME RULE GOVERNMENT
County Citizens
County
Attorney
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Risk Management
Special Projects
Treasurer's Office
Clerk to the Board
Housing Authority
II III I I
H
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communication,
Education and Planning
Board of Public Health
Coroner
Justice Services
Communications
Public Safety IT
Information Services
GIS and Mapping
Telecom Services
Fill
I
r I
Department of '
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
Fleet Services
Department of
Planning Services
Commissioner
Coordinator
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
County Extension
Office
Fair Board
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
121
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2018
DEPARTMENT
LAST
ACTUAL
YEAR
2016
CURRENT
YEAR 2017
REQUEST
BUDGET
2018
FINAL
BUDGET
2018
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
8.000
6.000
6.000
6.000
Public Information
0.000
2.000
4.000
4.000
+2.000
County Attorney
5.000
5.000
5.000
5.000
Clerk to the Board
6.000
6.000
6.000
6.000
Clerk and Recorder
51.500
53.000
53.000
53.000
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
35.000
35.000
35.000
35.000
County Council
1.000
1.000
1.000
1.000
District Attorney
55.000
55.000
59.000
59.000
+4.000
Juvenile Diversion
1.500
1.500
1.500
1.500
Restorative Justice
0.500
0.500
0.500
0.500
Victim Witness
11.000
12.375
12.375
12.375
Finance and Administration
1.000
1.000
1.000
1.000
Accounting
6.000
6.000
7.000
7.000
+1.000
Purchasing
2.500
2.500
3.000
3.000
+0.500
Human Resources
11.000
10.000
10.000
10.000
Planning and Zoning
16.000
17.000
17.000
17.000
Buildings and Grounds
25.000
26.500
28.500
29.500
+3.000
Information Services
46.000
46.000
49.000
49.000
+3.000
Printing and Supply
3.000
4.000
4.000
4.000
SO Admin Patrol
16.000
16.000
16.000
16.000
SO Admin Detention
29.000
29.000
29.000
29.000
SO Prof. Standards
6.000
6.000
6.000
6.000
SO Civil Unit
6.000
6.000
6.000
6.000
SO Support Services
7.000
7.000
7.000
7.000
Sheriff Patrol
52.000
56.000
60.000
60.000
+4.000
Sheriff Investigations
17.000
17.000
17.000
17.000
Municipal Contract
Enforcement
12.500
8.000
4.000
4.000
-4.000
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
Crime Lab
4.000
4.000
4.000
4.000
Victim Advocates
2.000
3.000
3.000
3.000
Drug Task Force
2.000
2.000
2.000
2.000
Inmate Services
14.000
14.000
14.000
16.000
+2.000
122
DEPARTMENT
LAST
ACTUAL
YEAR
2016
CURRENT
YEAR 2017
REQUEST
BUDGET
2018
FINAL
BUDGET
2018
CURRENT TO
FINAL
CHANGE
Security
163.000
163.000
189.000
193.000
+30.000
Courts and Transport
24.000
24.000
24.000
24.000
Communications
62.000
64.000
71.000
71.000
+7.000
Criminal Justice Info. Sys.
8.000
9.000
9.000
9.000
Coroner
7.000
7.000
9.000
9.000
+2.000
Justice Services
9.500
10.250
11.250
11.250
+1.000
Work Release
16.000
17.000
17.000
17.000
Adult Diversion
1.000
1.000
1.000
1.000
Community Corrections
1.000
1.000
1.000
1.000
Building Inspection
12.000
12.000
12.000
12.000
Noxious Weeds
2.000
2.000
2.000
2.000
Office of Emergency Mgt.
3.000
3.000
3.000
3.000
General Engineering
28.000
28.000
28.000
28.000
Missile Site
1.000
1.000
1.000
1.000
Bright Futures
2.000
2.000
2.000
2.000
Extension Service
13.00
11.000
11.750
11.750
+0.750
Fair
1.250
1.250
1.250
1.250
Veteran's Office
2.000
2.000
3.000
3.000
+1.000
TOTAL GENERAL FUND
826.250
834.875
885.125
892.125
57.250
PUBLIC WORKS:
Maintenance Support
10.000
10.000
10.000
10.000
Administration
8.000
8.000
9.000
9.000
+1.000
Motor Graders
47.000
47.000
47.000
47.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
30.000
30.000
30.000
30.000
Pavement Management
17.000
17.000
17.000
17.000
Mining
7.000
7.000
7.000
7.000
TOTAL PUBLIC WORKS
152.000
152.000
153.000
153.000
+1.000
HEALTH FUND:
Administration
10.000
10.000
10.000
10.000
Health Communication
13.750
16.375
16.625
16.625
+0.250
Environmental Services
25.750
25.750
26.250
26.250
0.500
Health Preparedness
2.500
2.000
2.000
2.000
Public Health Services
41.350
42.000
42.200
42.200
+0.200
TOTAL HEALTH FUND
93.350
96.125
97.075
97.075
+0.950
123
DEPARTMENT
LAST
ACTUAL
YEAR
2016
CURRENT
YEAR 2017
REQUEST
BUDGET
2018
FINAL
BUDGET
2018
CURRENT TO
FINAL
CHANGE
SOCIAL SERVICES
338.500
354.000
358.000
358.000
+4.000
HUMAN SERVICES
82.000
85.000
85.000
85.000
FLEET SERVICES
0.000
0.000
14.000
16.000
+16.000
PHONE SERVICES
3.000
3.000
3.000
3.000
GRAND TOTAL
1,495.100
1,525.000
1,595.200
1,604.200
+79.200
124
GENERAL FUND
Revenue Changes
$100,000,000 -
$90,000,000 --
$80,000,000
$70,000,000
$60,000,000 $50,000,000
$40,000,000
$30,000,000 $20,000,000 $10,000,000
$0
O2017 O2018
e`' �`' •wad `' ¢y ¢`' oy ce
mat oJo yO tF �c `�Jt eo `aO
e� cc ��d` y\Qe 5e� ode e\`ao aka
per eeP A64 ecye y of ey�C �yc o
`�•yt ��c rate e I_
G
2018 Revenue
Total $146,486,352 (2017 $142,117,497)
Property Tax
$93,101,051
64%
Miscellaneous
$12,748,660
9%
Fund Balance
$12,000,000
8%
Other Taxes
$230,000
0%
Fee Accounts
$12,834,800
9%
Intergovernmental
$5,095,830
3%
Licenses/Permits
$3,272,000
2%
Charges for Services
$6,871,011
5%
Fines/Forfeitures
$333,000
0%
125
GENERAL FUND
EXPENDITURE CHANGES
$80,000,000 -
$70,000,000
$60,000,000
$50,000,000 -
$40,000,000 -
$30,000,000 -
$20,000,000 -
$10,000,000 -
$0
Public Safety General Gov.
Health &
Welfare
Human Serv.
Misc.
Auxilary
Culture/Rec. Public Works
2018 Expenditures
Total $131,544,733 (2017 $129,821,749)
General Gov.
$41,662,912
32%
Public Safety
$68,886,032
52%
Health & Welfare
$5,317,666
4%
Human Serv.
$284,813 Misc.
0% $4,835,217
4%
Auxilary
$803,007
1%
Culture/Rec.
$689,179
0%
Public Works
$9,065,907
7%
126
SEVEN YEAR TREND
General Government
$45
$40
$35
$30
co $25
z
O
J
J_
E $20
$15
$10
5
$0
2012 2013 2014 2015 2016 2017 2018
127
SEVEN YEAR TREND
Public Safety
$80
$70
$60
$50
co
z
0 $40
J_
E
$30
$20
$10
$0
2012 2013 2014 2015 2016 2017 2018
128
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
co
z
O
J
J_
E
$30
$20
$10
$0
2012 2013 2014 2015 2016 2017 2018
129
GENERAL FUND SUMMARY
The General Fund is funded at the level of $131,544,733 up $1,785,984. A major decrease is the
$15.5 million decrease for the engineering costs of the Weld Parkway (WCR 47/49 Corridor)
project. Without including adjustments for cost of living, and salary step increases, the budget for
general government functions is up $1,721,292. The Election budget which is up $767,845 when
the $500,000 included last year for the one-time cost of new elections equipment is adjusted out.
The increase is due to 2018 being both a primary and general election year, and the cost impact
of Proposition 108 allowing unaffiliated electors to vote in the primary election. The Office of Public
Information is up $69,260 with the addition of two positions. Building and Grounds is up $156,927
for an additional Building Automation Supervisor, and Grounds Technician. The District Attorney
is requesting four addition staff and an upgrade at a cost of $448,090 as the caseload of the office
has increased 40% since 2011.
Information Technology is up $310,495 due to the addition of two Business Process Analysts for
the lean government program efforts, and a Business Intelligence Analyst. Lean
government refers to the application of lean production (also known as "Lean") principles and
methods to both identify and then implement the most efficient, value added way to
provide government services. Resources for the Technology Projects budget unit will also be
used for this effort. GIS is up $105,600 primarily due to the need for imagery from Google and
Nearmap in 2018.
Public Safety functions are up $7,955,919 in the budget. The overall net Sheriff's Office
recommended budget is up $2,499,578 or 6.16%. Due to the reduction of four (4) contract
positions because outside entities will no longer need their services, revenues for Contract
Services are expected to decrease by approximately $373,150. Based upon a staffing analysis,
the Sheriffs Office is requesting the four positions be moved to increase Patrol, as actual `first
responders' to improve the effectiveness and efficiency of the division as a whole. Although the
number of positions will not increase, the loss of revenue will result in a $373,150 budgetary
impact. The major impact is the addition of 32 positions ($2,539,565) in the jail due to the growing
inmate population, and the need to open up the last pod of the jail to bring the overall capacity of
the jail to 779 beds. Overall jail detention costs are up $2,963,465. The Sheriff has increased
supplies by $203,573 for firearm supplies ($28,976), inmate supplies ($13,283), computers and
software ($41,384) uniforms, duty belt equipment, and bulletproof vests ($22,481), and $86,719
for replacement of small items of equipment in the various Sheriff's Office units. Purchased
Services are up $257,296 for training and travel ($36,659), CPI increase for inmate medical care
($153,578), inmate food costs ($48,715), crime lab facility costs since the grant ended ($62,000),
inmate transports and court security ($35,657), and phones ($26,212). Vehicle costs dropped
$114,344. Sheriff's Office equipment is funded at $18,600 for a DME forensic workstation
($8,800), and scanner/printer/copier ($8,000). In the General Fund contingency budget there is
$1,225,963 to cover the new pay grade plan and flexible staffing for the Sheriff's Office's sworn
patrol and correctional officer staff approve mid -year in 2017. This amount will be allocated to the
appropriate budgets in the final budget process.
Coroner's budget is up $163,036 primarily for the addition of two Deputy Coroner positions mid-
year to deal with the office's workload. Communications is up $1,136,933 with the addition of two
dispatchers for Greeley Police, two supervisors, and three call takers due to E-911 call volume.
Greeley will pay for the two Greeley Police dispatchers they requested. Another large item is the
$3,738,985 costs for the Front Range Communication Consortium (FRCC) Dynamic System
Resilience (DSR) switch and four radio system upgrade. ADCOM will pay for half of the cost
($1,934,471). Office of Emergency Management is up $99,000 primarily for a Hazardous Material
Exercise and Planning grant of $75,000 and $20,000 for a full scale EOC exercise in 2018. Other
Public Safety budgets are stable with little or no increases.
As mentioned earlier, Engineering is down $15.5 million because the engineering and design fees
130
have decreased for the Weld County Road WCR 49 south corridor and WCR 49/47 north corridor
in the 2018 budget. General Fund's subsidy to the Public Health Department is up $219,788 due
to anticipated salary step and cost -of -living increases. The County Fair is up $165,850 with
$147,850 for a one-time expense for livestock panels, $28,000 for support for the Island Grove
Park services, and $10,000 in one-time costs to celebrate the 100th Anniversary of the Weld
County Fair in 2018. An increase of $2,758,296 is included for other General Fund departments'
anticipated salary step and cost -of -living increases in 2018. Health insurance rates will increase
3.2% for employees and the employer in 2018. This is the first health insurance rate increase in
four years.
As the Bright Futures program moves into its third year the County Commissioners have
restructured the program to be operated under the umbrella of the Upstate Colorado Economic
Development organization with its own governing board. The administrative costs are funded at
$179,542. The Board of County Commissioners decided to fund the 2018 student grant portion
of the program from the Economic Development Trust Fund, and not the General Fund to give
the new Bright Futures Board an opportunity to restructure the program and the fundraising effort
in 2018. In 2019 the Board will determine the programs sustainable long-term funding level from
the county.
The available resources to the General Fund are $146,486,352 compared to $142,117,497 in
2017, up $4,368,855. Property taxes are budgeted at $93,101,051 up $563,701 Revenue from
interest earnings are up $800,000 at $2,000,000 for 2018, as interest rates are projected to
increase in the next year. Planning and Building Inspection fees are down $1,055,000 due to less
oil and gas activity than anticipated in the County due to lower oil prices, as well as, the reduction
in fees done in 2017 for oil and gas well permits resulted in a much greater drop in revenue than
anticipated. Intergovernmental revenues are up slightly by $115,317. Charges for Services are
up $218,652 primarily from charges related to Elections ($100,000), and Sheriffs Office revenues.
Fines from traffic enforcement are up $3,000. Indirect cost recovery is down $20,781 due to
Social Services' allocation. Clerk and Recorder fees are up $700,000. Treasurer's fees are up
$1,180,000. All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $12,000,000 for 2018. An estimated ending fund
balance of $14,941,619 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 2018 and future years.
131
GENERAL FUND
SUMMARY OF REVENUES
2018
Fund Ora Acct
Account Title
2017
Budget
2018
Request
2018
Recommend
2018
Final
1000 90100 4112
1000 90100 4116
1000 90100 4117
1000 90100 4150
1000 90100 4215
1000 17100 4221
1000 25100 4222
1000 25100 4224
1000 25100 4226
1000 26200 4311
1000 15100 4336
1000 21200 4336
1000 24410 4336
1000 15200 4340
1000 15250 4340
1000 15300 4340
1120 15300 4340
1130 15300 4340
114006 15300 4340
1000 21300 4340
1000 24200 4340
116016 24220 4340
116017 24220 4340
1000 24410 4340
1000 26200 4340
1000 96400 4340
1000 90100 4352
1000 90100 4353
1000 21300 4354
1000 24415 4354
1000 90100 4355
1000 90100 4358
1000 90100 4357
1000 90100 4359
1000 10400 4410
1000 11200 4410
1000 15100 4410
1000 15200 4410
1000 15250 4410
1000 17350 4410
1000 17600 4410
1000 21100 4410
1000 21110 4410
1000 21130 4410
1000 21200 4410
1000 21210 4410
1000 22100 4410
1000 22400 4410
1000 24100 4410
1000 24125 4410
1000 24150 4410
1000 24410 4410
1000 24420 4410
1000 26100 4410
1000 50100 4410
1000 90100 4420
1000 13100 4430
1000 17100 4430
1000 17600 4430
1000 24100 4430
TAXES
CURRENT PROPERTY TAXES
PROPERT TAX ADJUSTMENT
PERSONAL PROPERTY TAX INCENTIVE
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
LICENSES, LIQUOR/DANCE
PERMITS
BUILDING
ELECTRICAL
PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
FEMA REIMBURSEMENT
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
THORNTON
BRIGHTON URBAN RENEWAL AUTHORITY
CITIES AND TOWNS
CITIES AND TOWNS
ERIE URBAN RENEWAL AUTHORITY
FORT LUPTON URA
SOUTH FIRESTONE URA
MEAD URA (MURA)
TOTAL GOVERNMENTAL
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
PARKING
SALE OF SUPPLIES
SALE OF SUPPLIES
SALE OF SUPPLIES
SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
92,537,350
(100,476)
100,476
230,000
92,767,350
92,908,779
0
0
230,000
93,138,779
92,908,779
0
0
230,000
93,138,779
93,101,051
(56,781)
56,781
230,000
93,331,051
7,000
585,000
2,000,000
835,000
900,000
4,327,000
7,000
615,000
1,300,000
850,000
500,000
3,272,000
7,000
615,000
1,300,000
850,000
500,000
3,272,000
7,000
615,000
1,300,000
850,000
500,000
3,272,000
0
122,148
54,000
10,000
90,082
219,503
143,000
58,862
136,182
64,369
136,128
107,435
2,795,870
0
65,000
55,000
16,640
63,580
337,314
31,500
300,000
110,582
0
63,318
0
4,980,513
60,000
124,024
54,000
15,000
91,359
142,742
142,298
95,293
136,182
0
133,650
118,882
0
2,823,587
0
55,000
24,232
65,052
337,314
31,500
380,000
110,582
0
63,318
104,270
5,108,285
60,000
124,024
54,000
15,000
91,359
142,742
142,298
95,293
136,182
0
133,650
118,882
0
2,823,587
0
55,000
24,232
65,052
337,314
31,500
380,000
110,582
0
63,318
104,270
5,108,285
60,000
124,024
54,000
15,000
91,359
142,742
142,298
95,293
136,182
0
133,650
118,882
0
2,823,587
0
55,000
24,232
65,052
314,213
31,500
380,000
96,305
14,181
73,933
104,397
5,095,830
7,751
300,000
60,000
4,000
2,500
4,800
261,100
210,000
345,000
125,000
0
825,862
2,865,767
373,229
30,000
964,350
14,000
0
200,000
6,000
3,000
16,000
500
500
24,000
9,000
6,652,359 6,833,398 6,833,398 6,871,011
7,787
400,000
60,000
4,000
0
4,500
261,100
215,000
60,000
150,000
55,000
452,712
3,282,409
502,040
30,000
964,350
14,000
300,000
10,000
6,000
5,000
16,000
500
0
24,000
9,000
7,787
400,000
60,000
4,000
0
4,500
261,100
215,000
60,000
150,000
55,000
452,712
3,282,409
502,040
30,000
964,350
14,000
300,000
10,000
6,000
5,000
16,000
500
0
24,000
9,000
7,787
400,000
60,000
4,000
0
4,500
261,100
215,000
60,000
150,000
55,000
490,325
3,282,409
502,040
30,000
964,350
14,000
300,000
10,000
6,000
5,000
16,000
500
0
24,000
9,000
132
GENERAL FUND
SUMMARY OF REVENUES
2018
Fund Ora Acct
Account Title
2017 2018 2018 2018
Budget Request Recommend Final
FINES
1000 21200 4510 FINES
1000 90100 4510 FINES
TOTAL FINES
MISCELLENOUS
1000 90100 4610 EARNINGS ON INVESTMENTS
1000 17250 4624 RENTS FROM BUILDINGS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 90100 4650 OVERHEAD
1000 21260 4670 REFUND OF EXPENDITURE
1000 22100 4670 REFUND OF EXPENDITURE
1000 22200 4670 REFUND OF EXPENDITURE
1000 24410 4670 REFUND OF EXPENDITURE
1000 24420 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
TOTAL MISCELLENOUS
FEES
1000 12100 4720 ADVERTISING FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1000 13100 4730 OTHER FEES
1000 21110 4730 OTHER FEES
1000 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
300,000 300,000 300,000 300,000
30,000 33,000 33,000 33,000
330,000 333,000 333,000 333,000
1,200,000 2,000,000 2,000,000 2,000,000
1,327,624 1,279,148 1,279,148 1,279,148
58,018 65,911 65,911 65,911
557,684 557,684 557,684 557,684
6,826,159 6,805,378 6,805,378 6,805,378
78,000 52,636 52,636 52,636
39,040 25,932 25,932 25,932
0 1,934,471 1,934,471 1,934,471
0 2,000 2,000 2,000
25,000 25,000 25,000 25,000
500 500 500 500
10,112, 025 12, 748, 660
12,748,660 12,748,660
20,000 19,800 19,800 19,800
7,000,000 7,700,000 7,700,000 7,700,000
3,620,000 4,800,000 4,800,000 4,800,000
50,000 50,000 50,000 50,000
188,250 190,000 190,000 19 0, 000
70,000 75,000 75,000 75,000
10,948,250
130,117,497
12,834,800
134,268,922
12, 834, 800 12, 834, 800
134, 268,922 134,486,352
133
GENERAL FUND
SUMMARY OF EXPENDITURES
2018
2017 2018 2018 2018
Fund Org Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 894,717 894,717 894,717 924,190
1000 10150 PUBLIC INFORMATION 223,102 292,362 292,362 290,625
1000 10200 COUNTY ATTORNEY 839,614 846,470 846,470 887,004
1000 10400 CLERK TO THE BOARD 439,648 447,612 447,612 457,688
1000 11100 COUNTY CLERK 964,655 989,176 989,176 951,923
1000 11200 ELECTIONS AND REGISTRATION 1,423,802 1,691,647 1,691,647 1,700,029
1000 11300 MOTOR VEHICLE 2,734,390 2,786,163 2,786,163 2,936,291
1000 12100 TREASURER'S OFFICE 1,051,387 1,031,293 1,031,293 1,093,994
1000 13100 ASSESSOR 3,165,903 3,217,041 3,217,041 3,423,083
1000 14100 COUNTY COUNCIL 75,612 55,612 55,612 51,223
1000 15100 DISTRICT ATTORNEY 5,644,047 6,074,115 6,074,115 6,337,559
1000 15200 JUVENILE DIVERSION 125,925 125,916 125,916 113,556
1000 15250 RESTORATIVE JUSTICE 222,003 142,742 142,742 142,742
1000 15300 VICTIM WITNESS 580,700 606,223 606,223 682,102
1120 15300 VICTIM WITNESS 58,862 95,293 95,293 95,293
1130 15300 VICTIM WITNESS 136,182 136,182 136,182 136,182
114006 15300 VICTIM WITNESS 64,369 0 0 0
1000 16100 FINANCE 373,493 373,493 373,493 384,306
1000 16200 ACCOUNTING 819,314 945,193 945,193 991,113
1000 16300 PURCHASING 284,754 282,330 282,330 319,191
1000 16400 PERSONNEL 1,252,165 1,296,823 1,296,823 1,366,176
1000 17100 PLANNING OFFICE 1,920,992 2,042,003 2,042,003 2,102,457
1000 17200 BUILDINGS AND GROUNDS 6,358,711 6,515,638 6,515,638 6,684,092
1000 17250 WELD PLAZA 675,050 675,050 675,050 675,050
1000 17300 INFORMATION SERVICES 7,113,756 7,424,251 7,424,251 7,765,926
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 120,295 225,895 225,895 225,895
1000 17375 INOVATION AND TECHNOLOGY PROJECTS 428,500 500,000 500,000 500,000
1000 17600 PRINTING AND SUPPLY 404,033 404,033 404,033 425,222
TOTAL GENERAL GOVERNMENT 38,395,981 40,117,273 40,117,273 41,662,912
PUBLIC SAFETY
1000 21100 ADMINISTRATION PATROL 1,632,929 1,629,298 1,629,298 1,563,361
1000 21110 ADMINISTRATION DETENTION 1,845,619 2,048,879 2,048,879 2,182,170
1000 21120 PROFESSIONAL STD 817,710 849,823 849,823 913,394
1000 21130 CIVIL 438,747 427,063 427,063 444,258
1000 21140 SUPPORT SERVICES 1,020,765 1,126,463 1,126,463 1,163,094
1000 21200 PATROL 7,867,250 8,186,472 8,186,472 8,341,259
1000 21205 INVESTIGATIONS 1,855,406 1,908,190 1,908,190 1,962,566
1000 21210 CONTRACT SERVICES 815,471 452,712 452,712 490,325
1000 21230 ORDINANCE ENFORCEMENT 222,753 223,176 223,176 231,487
1000 21260 REGIONAL LAB 604,945 671,642 671,642 688,459
1000 21300 VICTIM ADVOCATES 213,827 208,852 208,852 226,081
1000 21410 DRUG TASK FORCE 284,462 284,445 284,445 296,006
1000 22100 COMMUNICATIONS SERVICE 7,092,846 8,229,779 8,229,779 8,229,779
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 3,738,985 3,738,985 3,738,985
1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1,159,533 1,348,080 1,348,080 1,348,080
1000 23200 COUNTY CORONER 1,035,195 1,198,231 1,198,231 1,243,771
1000 24100 JUSTICE SERVICES 928,403 1,028,260 1,028,260 1,063,311
1000 24125 WORK RELEASE 1,563,493 1,563,893 1,563,893 1,605,677
1000 24150 ADULT DIVERSION 74,571 75,777 75,777 76,612
1000 24200 COMMUNITY CORRECTIONS-ADMIN 107,435 118,882 118,882 118,882
116016 24220 COMMUNITY CORRECTIONS -SERVICES 2,795,870 0 0 0
116017 24220 COMMUNITY CORRECTIONS -SERVICES 0 2,823,587 2,823,587 2,823,587
1000 24410 INMATE SERVICES 5,802,032 6,008,051 6,008,051 6,218,513
1000 24415 SECURITY 14,249,503 16,228,050 16,228,050 18,079,778
1000 24420 COURTS AND TRANSPORTATION 2,888,308 2,806,189 2,806,189 2,998,504
1000 25100 BUILDING INSPECTION 1,391,701 1,421,154 1,421,154 1,412,558
1000 26100 WEED AND PEST 947,186 956,936 956,936 964,925
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 366,601 465,601 465,601 460,610
TOTAL PUBLIC SAFETY 58,072,561 66,028,470 66,028,470 68,886,032
134
GENERAL FUND
SUMMARY OF EXPENDITURES
2018
Fund Org Expenditure Function
PUBLIC WORKS
1000 31100 ENGINEERING
2017 2018 2018 2018
Budget Request Recommend Final
CULTURE AND RECURTATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 56160 COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 90160 BRIGHTER WELD
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 96600 ASSET AND RESOURCE MANAGEMENT
1000 99999 SALARY CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
22,340,755 8,835,865 8,835,865 9,065,907
92,762 86,812 86,812 74,682
129,000 129,000 129,000 129,000
221,762 215,812 215,812 203,682
19,000 19,000 19,000 28,500
10,000 10,000 10,000 10,000
48,225 38,225 38,225 38,225
203,225 293,225 203,225 228,225
4,882,004 5,101,792 5,101,792 5,101,792
5,162,454 5,462,242 5,372,242 5,406,742
165,000 215,000 165,000 165,000
610,535 639,127 639,127 639,127
35,737 78,237 35,737 40,737
143,940 3,179,542 3,179,542 179,542
360,426 404,482 404,482 387,163
141,377 317,227 317,227 311,157
118,864 177,481 177,481 236,302
143,796 174,340 174,340 174,340
3,845,561 4,186,090 4,186,090 4,186,090
0 3,984,259 3,984,259 0
5,400,236 13,140,785 13,098,285 6,154,458
129,758,749 134, 015, 447 133,832,947 131,544,733
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 866,213
$ 775,972
$ 775,972
$ 805,445
Supplies
928
1,900
1,900
1,900
Purchased Services
65,800
116,845
116,845
116,845
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 932,941
$ 894,717
$ 894,717
$ 924,190
Revenue
0
0
0
0
Net County Cost
$ 932,941
$ 894,717
$ 894,717
$ 924,190
Budgeted Positions
8.00
6.00
6.00
6.00
SUMMARY OF CHANGES: No change to overall total budget. Line items were reallocated to
reflect historical expenditure patterns.
Final budget adjustments include an increase in salaries of $29,473.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
136
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.272
0.197 0.190
$3.17 $2.93
$2.93
Goal ES1: Enable County departments and its service partners to deliver quality customer service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 1-1: Clearly-
defined performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES1-2: Conveniently
accessed and easy -to-
use services
ES1-3 : Unity of
County service
delivery
ES1-4: Satisfied
customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-1: Easily
accessible
information regarding
County services and
programs (priority
outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County
government
High
High
High
High
High
High
ES2-2: Positive
image of County
government
Percent of residents with a positive
image of Weld County government
90%
90%
90%
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150
DEPARTMENT DESCRIPTION: The public information function of the county is funded in this
budget unit. The function is under the direction of the Board of County Commissioners. The
Director serves as the county's public information officer. The staff of this department assists all
departments in developing and disseminating information to the public about Weld County
government and services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 188,502
$ 244,262
$ 242,525
Supplies
0
1,500
9,500
9,500
Purchased Services
0
33,100
38,600
38,600
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 223,102
$ 292,362
$ 290,625
Revenue
0
0
0
0
Net County Cost
$ 0
$ 223,102
$ 292,362
$ 290,625
Budgeted Positions
0
2.00
4.00
4.00
SUMMARY OF CHANGES: The budget is up $69,260. Due to projects and workload
requirements an additional Communication Specialist has been requested and is recommended
($55,760). Software has been increased $8,000 to cover the cost of GovDeliver ($8,663). The
Other Purchased Services account has been increased $4,000 to cover the tourism booklet
($16,000), Fair Anniversary ($10,000), and $4,000 for miscellaneous items, such as Facebook
boosts and other small project costs. Phone costs are up $1,500 to cover the added staff.
An additional Communication Specialist position ($55,760) was added mid -year 2017. This
position works exclusively for Human Services projects and the cost of the position is charged to
Human Services directly through the payroll process. The costs of the position do not show up in
this budget, but the position is under the management of the Communications Director and is
counted as an FTE in this budget.
Final budget adjustments include a decrease in salaries of $1,737.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommended approval including the
additional Communication Specialist position and the additional service and supply amounts to
cover the anticipated projects for the department.
BOARD ACTION: Approved as recommended, including the additional Communication
Specialist requested.
138
PUBLIC INFORMATION
(CONTINUED)
1000-10150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita 0.000 0.066 1.267
Per capita cost (county support) $0.00 $0.73 $0.093
Note: Prior to 2017 this function was funded in the Board of County Commissioner's budget unit 1000-10100.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Information
goals in Budget Unit 1000-10100.
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 715,811
$ 726,563
$ 726,563
$ 767,097
Supplies
1,199
2,900
2,900
2,900
Purchased Services
254,199
110,151
117,007
117,007
Fixed Charges
-11,826
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 959,383
$ 839,614
$ 846,470
$ 887,004
Revenue
0
0
0
0
Net County Cost
$ 959,383
$ 839,614
$ 846,470
$ 887,004
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Purchased Services are up $6,856 for West Law subscription
($3,800), publications ($1,500), memberships and dues ($1,220), phones ($500), and chargeback
from Clerk to the Board ($36) with an offset of a $200 reduction in postage costs. No other
changes.
Final budget adjustments include an increase in salaries of $40,534.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
140
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of new requests for legal assistance 500 500
Number of new mental health cases 70 70
Number of new code violations 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $3.26
Number of agenda requests/D&N/mental
cases per FTE
0.170
175
500
70
120
0.164 0.159
$2.76 $2.81
175
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-I: Efficient
and effective legal
representation of
Weld County
Client satisfaction of elected officials and
department heads
99%
99%
99%
141
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
687
0
0
0
Purchased Services
3,544
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,231
$ 0
$ 0
$ 0
Revenue
77,152
0
0
0
Net County Cost
$ -72,921
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
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 not
anticipated that any excess revenue will be transferred to the General Fund in 2018. The amount
has been less the last two years based upon an anticipated drop in foreclosure and refinancing
activity.
In 2012, HB 12-1329 was approved and now requires the Public Trustee to prepare and submit
an annual budget to the Board of County Commissioners for review. It also subjects the Public
Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state
and/or the county procurement process.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Weld County
Public Trustee's office has always submitted the office's budget to the county. HB 12-1329 states
that the budget shall be "reviewed" by the Board of County Commissioners, but does not state
"approved". HB 12-1329 does not appear to change what has been the practice in Weld County
for some time.
BOARD ACTION: Approved as recommended.
142
PUBLIC TRUSTEE
BUDGET 2018
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Workers Comp
Retirement Plans
Medical Insurance
Education/Training
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Audit CRS 38-37-104 (7)
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Misc/Other
Telephone/Utilities
Travel/Mileage
Bank Fees
Total Operating
Capital Outlay:
Software
Computer Hardware
Office Furniture
Total Capital Outlay
$ 275,000
77,000
1,200
$ 353,200
$ 72,500
125,000
0
15,000
600
600
13,000
34,000
1,800
0
$ 262,500
$ 1,700
10,000
30,000
1,000
4,000
8,000
3,600
150
800
3,800
300
2,800
$ 66,150
$ 0
0
0
$ 0
Total Expenses $ 328,650
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 24,550
143
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners, retains all records of the Board, and processes liquor licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 362,699
$ 399,830
$ 399,830
$ 409,906
Supplies
12,026
29,494
29,494
29,494
Purchased Services
22,624
18,075
26,075
26,075
Fixed Charges
0
- 7,751
- 7,787
- 7,787
Capital
0
0
0
0
Gross County Cost
$ 397,349
$ 439,648
$ 447,612
$ 457,688
Revenue
15,258
7,751
7,787
7,787
Net County Cost
$ 382,091
$ 431,897
$ 439,825
$ 449,901
Budgeted Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Purchased Services are up $8,000 for phones ($300), other
professional service for MuniCode ($6,600), registration for Tyler conference $350, and travel for
Tyler conference ($750). Chargeback for County Attorney and Telecom Services are both up $36.
Net county costs are up $7,798.
Final budget adjustments include an increase in salaries of $10,076.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOA BOARD ACTION: Approved as recommended.
144
CLERK TO 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
Per capita cost (county support)
Cost per meeting/hearing
0.204
$1.30
$1,910.46
0.197
$1.42
$2,011.81
0.190
$1.43
$2,249.51
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the County Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-1: User
friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with services
and information
99%
99%
99%
ES3-2:
Timeliness of
provision of public
records
Percent of Commissioner and
departmental records (current and
historical) electronically scanned and
available upon request or accessible via
Tyler Web
99%
99%
99%
ES3-3: Processing
of, and access to,
records of County-
owned mineral
interests
Percent of records which are accurately
prepared for auction, or oil and gas
revenues which are received for
processing
99%
99%
99%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 654,767
$ 782,996
$ 782,996
$ 745,743
Supplies
27,629
97,412
121,933
121,933
Purchased Services
51,783
82,747
82,747
82,747
Fixed Charges
0
1,500
1,500
1,500
Capital
0
0
0
0
Gross County Cost
$ 734,179
$ 964,655
$ 989,176
$ 951,923
Revenue
7,715,468
7,000,000
7,700,000
7,700,000
Net County Cost
$ - 6,981,289
$ - 6,035,345
$ -6,710,824
$ -6,748,077
Budgeted Positions
8 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: The only change to this budget is software maintenance and
computer equipment are up $24,521 based upon maintenance contracts. All other line items are
the same.
Revenues are budgeted at $7,700,000 up $700,000 primarily from increases vehicle registrations
and recorded documents.
Final budget adjustments include a decrease in salaries of $37,253.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
146
CLERK AND RECORDER
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 91,574 92,650 95,162
Number of copies produced 172,988 133,227 186,714
Number of marriage licenses issued 1,636 1,792 1,800
Efficiency Measures
FTE's per 10,000/capita — Recording 0.340 0.328 0.317
Per capita contribution $2.49 $3.28 $3.02
Number of documents recorded per FTE 9,157 11,581 13,595
147
CLERK 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
OUTCOMES*
PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)*
Educate customers
Press release, working with
public that call or come into
the office. Educate on how to
use the system to best serve
the public needs. Clear and
understandable website.
Public Education
Campaign
Ongoing
Ongoing
Provide access for
Maintain quality
Ongoing
Ongoing
copies
Assist with the upkeep of the
online vendor system and
continue to improve the
process with the vendor.
work for accurate
and availability of
copies
Work with County
Ongoing
Ongoing
Receive
Upkeep the recording system
IT and Vendor for
documents for
with the latest updates, train
updates and
recording and
electronic
employees on ways to use the
vendor system more
training.
recording
effectively.
Accept e -
Acutely accept, record, index,
and verify documents.
recordings, mail,
and in office
documents and
record. Index 150
documents a day
with Zero percent
error ratios. Verify
documents within
three days after
indexing.
Ongoing
Ongoing
Issue Marriage and
Acutely process marriage and
Following state
Civil Union
Licenses
civil union applications,
along with licenses. Follow
state statute. Develop online
application tool.
statute for filling
out application.
Working with IT
to develop an
online application
for people to pre -
fill out license
application.
Ongoing
Ongoing
Military
Follow state statute on
Discharges
recording and providing
Maintain
copies
confidentiality
Ongoing
Ongoing
148
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 677,063
$ 418,964
$ 802,395
$ 810,777
Supplies
414,108
277,490
605,840
605,840
Purchased Services
167,237
222,348
275,312
275,312
Fixed Charges
6,174
5,000
8,100
8,100
Capital
0
500,000
0
0
Gross County Cost
$ 1,264,582
$ 1,423,802
$ 1,691,647
$ 1,700,029
Revenue
491,139
300,000
400,000
400,000
Net County Cost
$ 773,443
$ 1,123,802
$ 1,291,647
$ 1,300,029
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: In 2018, there will be both a General and a Primary Election. The
costs of the Primary Election have increase because of Proposition 108 passing in the November
2016 Election. Proposition 108 allowed unaffiliated electors to vote in the primary elections of
major political parties without declaring an affiliation with the party. The measure provided that
unaffiliated voters receive a combined ballot with primary candidates separated by political party
and chose which one party's primary to vote. Because there are two elections in 2018, and with
the added costs of Proposition 108, the Election budget is up $267,845 over 2017, and up
$767,845, if you take into account the 2017 budget had $500,000 for new voting equipment.
Final budget adjustments include an increase in salaries of $8,382.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. On October 11, 2017, the Board approved paying
Election Judges by the hour, instead of by the day. The change is anticipated to be cost neutral,
so no budgetary impact.
149
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 368,816 378,487 364,452
Revenue generated from elections $491,139 $300,000 $400,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.170 0.164 0.159
$2.63 $3.69 $4.12
73,763 75,697 72,890
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
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)"
Educated Voters
Press releases, meetings, high school
student council elections, tours of the
election office. Availability to public,
clear and understandable website.
Voter
Education
Campaign
Ongoing
Ongoing
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
vote.
Weld County during election time.
areas
Odd years -
October/Nov.
Votes counted and
Maintain voting equipment and retain
Returning
Ongoing
Ongoing
reported accurately
and in a timely
manner.
trained election judges.
judges, testing
accuracy of
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
150
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,403,770
$ 2,495,620
$ 2,495,620
$ 2,645,748
Supplies
28,348
16,720
29,834
29,834
Purchased Services
216,642
222,050
260,709
260,709
Fixed Charges
27
0
0
0
Capital
6,350
0
0
0
Gross County Cost
$ 2,655,137
$ 2,734,390
$ 2,786,163
$ 2,936,291
Revenue
0
0
0
0
Net County Cost
$ 2,655,137
$ 2,734,390
$ 2,786,163
$ 2,936,291
Budgeted Positions
39 Full-time
3 Part-time
41 Full-time
2 Part-time
41 Full-time
2 Part-time
41 Full-time
2 Part-time
SUMMARY OF CHANGES: Supplies are up $13,114 due to increases in software and computer
equipment maintenance. Purchased Services are up $38,659 in postage ($21,425), printing
($1,500), legal notices ($3,000) due to the increase in population and vehicle registrations along
with the implementation of the new State Motor Vehicle System DRIVES. The increase of $11,234
for travel and training funding is because of the implementation of DRIVES in 2018. Final budget
adjustments include an increase in salaries of $150,128.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases
appear justified based the increase in population and vehicle registrations. The increase in travel
and training costs are required for the implementation of the new State Motor Vehicle System
DRIVES in 2018.
The performance review of the Clerk and Recorder's Office conducted by Harvey M. Rose
Associates, LLC, was completed nearly three months late on August 21, 2017. As a result it was
too late for the Clerk and Recorder to include the request for positions in her 2018 budget request,
so it must be addressed in the final budget process in October. The audit recommended the
County increase Motor Vehicle staff by an additional 7 employees: one Motor Vehicle Office
Coordinator ($83,321), three Office Tech IV's ($198,441) and three Office Tech III's ($172,950)
for a total cost of $454,712. These funds are not included in the 2018 Proposed Budget figures
for Motor Vehicle. Board policy issue.
151
MOTOR VEHICLE
(CONTINUED)
BOARD ACTION: Approved as recommended. Based upon an analysis of the transaction
workload and required FTE no additional staff is justified. The Board did allow the department to
overfill two (2) Office Tech III positions due to excess sick leave and vacancies to reduce
mandatory overtime. No additional funds were budgeted, since the cost of the two overfilled
positions should be covered by vacancies and leave without pay.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 605,466 700,435 730,355
FORT LUPTON BRANCH OFFICE: Number of 178 181 201
marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 240 217 260
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV
Per capita cost
Number of titles/registrations issued per FTE
1.43
$9.02
14,950
1.41
$8.98
16,677
1.36
$9.31
16,985
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
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-1: Receive
documents for
titling and
registering
100% accuracy with
indexing and verification
Customer satisfaction
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2: Educate
customers (public,
dealers, banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational signs
4
4
15
4
4
15
20
36
15
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the county,
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 704,833
$ 742,362
$ 742,362
$ 805,063
Supplies
37,401
102,750
115,383
115,383
Purchased Services
207,988
206,275
173,548
173,548
Fixed Charges
21
0
0
0
Capital
5,108
0
0
0
Gross County Cost
$ 955,351
$ 1,051,387
$ 1,031,293
$ 1,093,994
Revenue
4,867,644
3,640,000
4,819,800
4,819,800
Net County Cost
$ - 3,912,293
$ -2,588,613
$ 3,788,507
$ 3,725,806
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Supplies are up $12,633 primarily for software maintenance.
Purchased Services are down $32,727 with banking services down $38,652 with offsetting
increases in postage ($3,000), advertising ($1,800), travel ($600), repair and maintenance ($500),
and publications ($25). Overall gross county costs are down $20,094.
Revenues are budgeted at $4,800,000 for treasurer fees and $19,800 for advertising
reimbursement for a total of $4,819,000.
Final budget adjustments include an increase in salaries of $62,701.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
153
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected
Investments
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
$712M $642 M $656 M
$255M $255M $255M
0.340 0.328 0.317
$3.25 $3.45
$3.47
Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient and cost-
effective manner possible.
DESIRED
OUTCOMES
DESIRED OUTCOMES
DESIRED
OUTCOMES
DESIRED
OUTCOMES
DESIRED
OUTCOMES
ES8-1: Effective
and cost-efficient
County tax
collection
Cost per tax bill
Number of tax bills per FTE
$5.37
18,000
$5.42
18,400
$5.91
18,700
ES8-2:
Investments that
are safe, liquid and
deliver the best
yield possible — in
that order
Return on investments
0.892%
0.987%
1.08%
154
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,753,976
$ 2,803,214
$ 2,830,404
$ 3,036,446
Supplies
186,569
189,589
198,037
198,037
Purchased Services
239,877
173,100
188,600
188,600
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,180,422
$ 3,165,903
$ 3,217,041
$ 3,423,083
Revenue
251,264
50,500
50,500
50,500
Net County Cost
$ 2,929,158
$ 3,115,403
$ 3,166,541
$ 3,372,583
Budgeted Positions
35.0
35.0
35.0
35.0
SUMMARY OF CHANGES: Supplies are up $8,448 for software maintenance. Purchased
Services are up for expenditures for printing and postage for Notices of Value ($12,500). 2018 is
a non -reappraisal year for all real property, but the Assessor must send notices to all new
construction properties and for all other intervening year changes. The office is experiencing
increased costs in mileage ($3,000) driven because of new construction.
Personnel Services are up $27,190. The Assessor is not asking to increase staff, but is asking to
consider reclassification of five GIS Mapper II positions ($19,420), the Assessment Coordinator
($3,885), and the Senior Analyst ($3,885). Based upon salary survey data the upgrades are
justified, plus the change will standardize all of the office's GIS Mapper positions as to grade.
Final budget adjustments include an increase in salaries of $178,852.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Based upon salary
survey data the upgrades are justified, plus the change will standardize all of the office's GIS
Mapper positions as to grade.
BOARD ACTION: Approved as recommended, including the position reclassifications.
155
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 219,000 221,000 223,000
property and SA)
Telephone Calls Answered 28,000 27,000 26,000
Number of administrative updates to database 145,000 148,000 150,000
Number of walk-ins requesting assistance 3,000 5,000 4000
Number of Property Inspections 9,000 9,000 10,000
Sales Verification 12,000 12,000 12,500
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per parcel
Parcels Per FTE
Effectiveness Measures (desired results)
Deed Processing Time (days)
Requests for Information per FTE
Percent of Properties Site Reviewed
Assessment Levels compared to
market value
1.19
$9.95
$13.38
6,169
1.15
$10.23
$14.10
6,225
5 5
873 901
1.12
$10.70
$15.12
6,281
5
845
5% 5% 5%
100% 100% 100%
156
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ADJUST
ESTIMATED
PROJECTED
ES9-1: Effective
County property
valuation
Complete submission of the tax warrant
by the January 10th statutory date
Compliance with all statutory deadlines
and requirements
Successful report on the annual study
audit for Assessors
100%
100%
100%
ES9-2: User
friendly e-
government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to services
and information
Percent of operations, services and
programs available through website
access
100%
100%
100%
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member,
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,184
$ 20,412
$ 20,412
$ 21,023
Supplies
272
300
300
300
Purchased Services
1,140
54,900
34,900
29,900
Fixed Charges
17
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,613
$ 75,612
$ 55,612
$ 51,223
Revenue
0
0
0
0
Net County Cost
$ 14,613
$ 75,612
$ 55,612
$ 51,223
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: The budget has been reduced $20,000 over 2017. Costs for audits
have been reduced to the historical level of $25,000, which is a $25,000 reduction. The County
Council is requesting $5,000 for legal services in the event there is a conflict of interest with the
County Attorney and a special counsel is required in 2018.
Final budget adjustments include an increase in salaries of $611.
FINANCE/ADMINISTRATION RECOMMENDATION: The request for $5,000 for legal services
is a policy issue for the Board to address. Historically the county has never budgeted for legal
services in the event there is a conflict of interest with the County Attorney. The understanding
has always been that if a conflict arises the Board of County Commissioners would address it at
the time and do a supplemental appropriation to cover the costs.
BOARD ACTION: The Board reduced the $5,000 for legal services. The Board felt that adequate
funds were budgeted in the County Attorney's budget in line item 1000-10200-6372 ($40,000).
No other changes.
158
SEVEN YEAR TREND
District Attorney
MILLIONS
2012 2013 2014
2015 2016 2017 2018
159
SEVEN YEAR TREND
District Attorney Local Cost
MILLIONS
2012
2013 2014
2015 2016 2017 2018
160
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,184,659
$ 5,337,007
$ 5,783,097
$ 6.046,541
Supplies
42,641
65,721
50,756
50,756
Purchased Services
223,437
241,319
240,262
240,262
Fixed Charges
1,406
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,452,143
$ 5,644,047
$ 6,074,115
$ 6,337,559
Revenue
280,471
182,148
184,024
184,024
Net County Cost
$ 5,171,672
$ 5,461,899
$ 5,890,091
$ 6,153,535
Budgeted Positions
55.00
55.000
59.000
59.000
SUMMARY OF CHANGES: Supplies have been reduced $14,965 due to the paperless office
conversion. Purchased Services are down $1,057 primarily in vehicle fuel costs, and realignment
of line items to reflect historical expenses.
Personnel Services has been increased $446,090 for four additional positions and one upgrade.
The District Attorney is requesting three additional Deputy District Attorneys III (DDA III)
(Grade 49, Step 1) at a cost of $344,751. Weld County has had an exponentially increasing
caseload over the past several years with a 40% increase since 2011. This increasing caseload,
coupled with the expanding numbers of public defenders, enhanced information in every case
(i.e. Body cameras, dash cameras, digital forensics, etc.), necessitate three DDAs handling a
felony docket in each of the four district courts.
The District Attorney is also requesting an additional Investigator II position (Grade 40, Step 1) at
a cost of $93,459. The DA believes a jurisdiction the size of Weld County necessitates more than
three investigators handling the numerous major criminal investigations and other requisite duties.
The District Attorney's Office has attempted to utilize volunteers and retired law enforcement
officers to assist, however, the need for additional resources remains. Local law enforcement
agencies continue to lack the expertise in white collar crime as they are uniquely difficult cases.
Further, the office continues to go to trial more frequently than any other office its size, and
continuous trial support from investigators is essential. Officer involved shootings are highly
intensive investigations and demand an investigator's immediate and undivided attention. The
need for another investigator appear to justified given these required responsibilities.
161
DISTRICT ATTORNEY
(CONTINUED)
1000-15100
SUMMARY OF CHANGES (CONTINUED):
The office is requesting the reclassification of one Office Tech III to an Office Tech IV ($7,880).
The person who is currently assigned to this position, has begun performing many more paralegal
duties than her Office Tech III counterparts out of necessity. The office redefined this position in
October of 2016 in response to their need to increase the professionalism of evidence
presentation to juries in non -homicide cases, both district and county court. This position is
currently doing many of the duties another Office Tech IV is doing in homicides and other major
cases. These include but are not limited to audio/video redactions, preparation of trial exhibits,
exhibit lists, and courtroom technology support.
Final budget adjustments include an increase in salaries of $263,444.
FINANCE/ADMINISTRATION RECOMMENDATION: The four additional positions are
recommended to be funded in the 2018 budget. The District Attorney makes a good case for the
staffing increases based upon the growth of the caseload and nature of the cases. The increase
in felony caseload from 2011 (1,862) to 2017 (3,054) is a 40% increase. In 2011, the DA had
54.125 FTE's, which changed to 55 FTE in 2012, and has not increased until these requests for
the four additional positions. Approval by the Board is a policy issue regarding level of service in
the office.
The upgrade of the Office Tech III to an Office Tech IV is recommended based upon the assigned
duties it is justified. The upgrade also will maintain parity among other positions in the office.
BOARD ACTION: Approved as recommended, including the additional positions and the
reclassification requested.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 131,839
$ 123,816
$ 123,816
$ 111,456
Supplies
121
409
400
400
Purchased Services
3,785
1,700
1,700
1,700
Gross County Cost
$ 135,745
$ 125,925
$ 125,916
$ 113,556
Revenue
105,433
94,082
95,359
95,359
Net County Cost
$ 30,312
$ 31,843
$ 30,557
$ 18,197
Budgeted Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES: There is no proposed changes to this program. Minor decrease of
$9 in supplies. Revenues are up $1,277.
Final budget adjustments include a decrease in salaries of $12,360.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice -- 1000-15250
DEPARTMENT DESCRIPTION: Comply with House Bill 13-1254 to provide diversion from the
criminal court system, case management, and Restorative Justice referral and services, in
collaboration with community partner and contracted provider, Youth and Family Connections.
Served juveniles would otherwise be prosecuted by the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 38,564
$ 52,401
$ 52,401
$ 52,401
Supplies
982
200
0
0
Purchased Services
151,120
169,402
90,341
90,341
Gross County Cost
$ 190,666
$ 222,003
$ 142,742
$ 142,742
Revenue
223,417
222,003
142,742
142,742
Net County Cost
$ -32,751
$ 0
$ 0
$ 0
Budgeted Positions
.5
.5
.5
.5
SUMMARY OF CHANGES: Weld County's involvement in this project is decreasing according to
plan and therefore, the income generated through this grant is also decreasing. This program
works in conjunction Juvenile Diversion program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims
of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime
Victim Compensation and the Victims' Rights Amendment. The VW Program provides services
to all victims/witnesses involved in cases being prosecuted through the DA Office. Crime Victim
Compensation provides services to any crime victim who has filed a police report.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 738,764
$ 808,556
$ 808,556
$ 884,435
Supplies
815
2,700
700
700
Purchased Services
28,404
28,857
28,442
28,442
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 767,983
$ 840,113
$ 837,698
$ 913,577
Revenue
243,037
402,413
373,773
373,773
Net County Cost
$ 524,946
$ 437,700
$ 463,925
$ 539,804
Budgeted Positions
11.0
12.375
12.375
12.375
SUMMARY OF CHANGES: Supplies are down $2,000 for office supplies. Purchased Services
are down $415 primarily in travel ($2,618), and printing ($136) with offsetting increases in phones
($2,157), postage ($107), and memberships ($75).
Revenue for the program comes from the following grants: VALE ($136,182); VOCA/VAWA
($95,293); Administrative funds from VALE ($91,335), and COMP ($46,963). VALE Scholarships
for COVA and COMP/VALE Conferences ($4,000). Total revenue is $373,773 down $28,640.
Net county costs are up $26,225 for the requested budget. However, in 2017, net county costs
were down $36,406, so the program's net county cost is returning to its historical level.
Final budget adjustments include an increase in salaries of $75,879.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
165
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 341,763
$ 365,983
$ 359,924
$ 376,796
Supplies
203
1,000
1,000
1,000
Purchased Services
7,532
6,510
6,510
6,510
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 349,498
$ 373,493
$ 367,434
$ 384,306
Revenue
0
0
0
0
Net County Cost
$ 349,498
$ 373,493
$ 367,434
$ 384,306
Budgeted Positions
1.00
1.00
1.00
1.00
SUMMARY OF CHANGES: No change.
Final budget adjustments include an increase in salaries of $10,813.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
166
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 4.62% 3.00% 3.00%
Budgeted fund balance vs. actual variance 6.60% 3.00% 3.00%
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
0.034
$1.19
0.033
$1.23
0.032
$1.22
Goal ES10: Ensure the financial viability of the County through sound financial management practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1: Sound
asset management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
1.25%
0
1.25%
0
1.25%
ES10-2: Plan
necessary
resources to meet
current and future
operating and
capital needs
(priority outcome)
Percent of cash reserves
46%
36%
30%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
Alignment of
services provided
with community's
needs and desires
Percent of strategic plan outcomes with
appropriate performance indicators
Community satisfaction with value of
County services for tax dollars paid
100%
95%
100%
95%
100%
95%
167
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 662,553
$ 673,614
$ 786,593
$ 832,513
Supplies
98,819
111,000
118,800
118,800
Purchased Services
42,786
34,700
39,800
39,800
Fixed Charges
5,870
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 810,028
$ 819,314
$ 945,193
$ 991,113
Revenue
0
0
0
0
Net County Cost
$ 810,028
$ 819,314
$ 945,193
$ 991,113
Budgeted Positions
6.0
6.0
7.0
7.0
SUMMARY OF CHANGES: Personnel Services are up $112,979 with the mid -year Board
approved staff changes to accommodate a reorganization and succession planning in the
department. The upgrade of the Senior Accountant to Assistant Controller ($20,727), and creation
of a new Accountant III position ($92,252) total the $112,979.
Software maintenance is up $10,000. Required advertising for county warrants and payroll is up
$2,000. Additional funds in the amount of $3,000 have been added for travel to allow staff to keep
current with changes in the profession.
Final budget adjustments include an increase in salaries of $45,920.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Staffing changes
were approved by the Board in April. Other increases are justified.
BOARD ACTION: Approved as recommended. Board reaffirmed mid -year staff changes to
accommodate a reorganization and succession planning in the department.
168
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 15,556 15,500 15,500
Average number of employees paid 1,558 1,600 1,600
Number of employees trained on General 300 300 300
Ledger
Total County federal funds $32.1M $33.0M $33.0M
Efficiency Measures
FTE's per 10,000/capita .204 .197 .222
Per capita cost (county support) $2.83 $2.73 $3.14
Account Payable warrants per week per 299 300 300
A/P FTE
Employees paid monthly per Payroll FTE
1,558
1,600
1,600
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 11-1:
Compliance with
financial laws and
generally accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 1st
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES 11-2:
Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no major
issues
Achieved
Achieved
Planned
169
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $10,000.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 171,579
$ 175,620
$ 272,330
$ 309,191
Supplies
214
250
250
250
Purchased Services
4,926
7,050
9,750
9,750
Fixed Charges
94,378
101,834
0
0
Gross County Cost
$ 271,097
$ 284,754
$ 282,330
$ 319,191
Revenue
0
0
0
0
Net County Cost
$ 271,097
$ 284,754
$ 282,330
$ 319,191
Budgeted Positions
2.5
2.5
3.0
3.0
SUMMARY OF CHANGES: Budget reflects the May 8, 2017, decision of the Board to eliminate
the GSA Director's position ($101,834) and hire a full-time Purchasing Manager ($96,710) that
will report to the Controller. The net savings will be $5,124. This changes is part of an overall
reorganization and succession planning effort for the Finance and Administration area.
Other changes are phone charges have been increased $950, and travel and meeting expenses
$1,750 in case the Purchasing Manager needs to attend training or a professional conference.
No other changes.
Final budget adjustments include an increase in salaries of $36,861.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
170
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of formal bids presented to BOCC
Number of bids
Number of Purchase Orders placed
138 140 140
201 205 205
975 990 990
Efficiency Measures
FTE'S per 10,000/capita .085 .082 .095
Per capita cost (county support) $0.92 $0.93 $1.01
No. of formal bids/FTE presented to BOCC 55 56 47
Goal ES -13: To provide the effective procurement of quality products and services at the best value to Weld
County tax payers.
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES -13-1: To
Inclusion of as many vendors as possible
On -going and
On -going and
On -going and
acquire goods
and services at
the best possible
on every bidding opportunity.
Evaluation of current practices by
continual.
continual.
continual.
value.
attending appropriate training and review
1 seminar
Attendance of 3
Attendance at
of peer codes.
attended.
seminars.
1 seminar.
ES 13-2: Ensure
All goods and services acquired via
all procurement
processes are
conducted in
requirements of the Weld County Code.
Development of guidance documents and
100%
100%
100%
accordance with
other tools so that Departments are
8 developed
All developed
All developed
county, state,
and federal
rules.
confident in their practices.
and updated.
documents
updated.
documents
updated.
Purchases will be audited for compliance
On -going and
On -going and
On -going and
with Weld County Code.
continual.
continual.
continual.
171
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including
supervisors, managers and line employees play an important role in this department. The county's
risk management and wellness programs are also funded in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,044,182
$ 923,260
$ 923,260
$ 992,613
Supplies
89,138
248,005
306,463
306,463
Purchased Services
69,630
80,900
67,100
67,100
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,202,950
$ 1,252,165
$ 1,296,823
$ 1,366,176
Revenue
0
0
0
0
Net County Cost
$ 1,202,950
$ 1,252,165
$ 1,296,823
$ 1,366,176
Budgeted Positions
11
10
10
10
SUMMARY OF CHANGES: Supplies are up $58,458 with nearly all of the increase attributed to
software maintenance ($57,658), and supplies ($800). Purchased Services are down $13,800
due to a reduction in advertising with the use of NeoGov.
Final budget adjustments include an increase in salaries of $69,353.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
172
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Terminated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,492
1,410
1,505 1,550
1,440 1,440
100 100 100
120 120 120
10% 10%
9%
.374 .328 .317
$4.08 $4.11 $4.33
136 151 155
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
ES12-1:
Continue working with our
Testing done
Testing.
Continue to streamline
Provide
departments
with best
Departments in recruiting
and hiring efforts to
provide the best qualified
after
interviews,
managers not
filtering,
recruiting best
candidates
process. Increase ability to
test skills prior to
interviewing candidates
qualified
individuals for their open
getting enough
when possible. Continue to
personnel
positions.
qualified
candidates
research recruiting sources
to find best candidates.
173
HUMAN RESOURCES
(CONTINUED)
1000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES 12-2:
PeopleSoft
ePerformance
system
becomes
greater value
for our
Managers and
employees
Enhance PeopleSoft use
for our employees and
Managers. Continue to
create better evaluations
and data for all to see.
Continue to enhance
reporting to Enable
Managers to use
ePerformance as a
successful management
tool.
Managers put
basic info in
ePerformance
to look at
PAST
performance
The enhancements created by the upgrade should
make PeopleSoft a much better tool for
employees, supervisors and managers. Managers
use ePerformance as a management tool
throughout the year to enable ability to track and
monitor skills year rotund. Evaluations become
better tool for managing performance level and
discussions had with employees on an ongoing
basis. Reporting delivered will enable managers
to monitor and hold staff accountable more
successfully.
ES 12-3:
Workforce
skills to
support County
priorities
(leadership,
customer
service, fiscal
problem -
solving, etc)
County Skills
Training
Continue training programs
in skills needed for staff
development. Develop and
initiate leadership training
for our employees to
enable them to grow and
be successful as managers
and leaders.
Work within our
Departments and outside
resources to offer specific
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),
Development
in process
Continue Leadership Classes for Supervisors and
Managers
Ongoing training at all levels will enhance the
skills and employee satisfaction and help reduce
turnover.
ES 12-4:
Enhance
Wellness
Program to
provide cost
savings and
benefits to
County and
employees
Continue to enhance
Wellness Program,
partnering with our
providers to provide
effective metrics and proof
of County cost savings.
Development
in process
Goal is to continue to reduce the health risks
affecting the individuals thereby affecting our
claims for both Health Insurance as well as
Workers Comp by .75% annually.
174
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,418,807
$ 1,635,235
$ 1,635,235
$ 1,695,689
Supplies
3,160
21,500
17,500
17,500
Purchased Services
439,518
438,284
536,485
536,485
Contra Account
-138,415
-174,027
-147,217
-147,217
Gross County Cost
$ 1,723,070
$ 1,920,992
$ 2,042,003
$ 2,102,457
Revenue
426,092
585,500
615,000
615,000
Net County Cost
$ 1,296,978
$ 1,335,492
$ 1,427,003
$ 1,487,457
Budgeted Positions
16.00
17.00
17.00
17.00
SUMMARY OF CHANGES: Supplies are down $4,000 primarily due to drop in software costs.
Purchased services are up $98,201 due to chargebacks from Engineering and the Oil and Gas
Liaison position from Environmental Health. The contra account is down $26,810 based upon the
anticipated chargeback to Building Inspection from Planning.
Revenues are up $29,500 based upon increase in land use permit activity.
Final budget adjustments include an increase in salaries of $60,454.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
175
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
(2016) (2017) (2018)
Current Planning Work Outputs
Number of total applications submitted 593 625 650
Number of administrative land use cases 386 400 450
Number of Grading Permits 38 45 50
Number of Geo Hazard Permits 0 2 4
Number of FHDP and FP (Flood Hazard Dev. 73 75 80
Permits)
WOGLA (Oil and Gas Location Assessments) 0 75 300
Long Range Planning Work Outputs
Special Projects 1 1 1
Walk in's 1,302 1,350 1,400
Pre -Application Meetings 270 280 300
Code Revisions 8 6 9
Comp Plan Amendments 0 1 2
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 160 175 200
Case Clean Up (RE, SE, USR, Subdivisions) 10 20 20
Town/County Staff Outreach Meetings 2 2 2
Compliance Planning Work Outputs
Number of Complaints 154 300 300
Number of violations issued 148 300 300
Number of violations closed 122 200 200
Average number of County Court hearings 12 12 12
(Vouchers) 1 2 2
Efficiency Measures
FTE's per 10,000/capita .543 .558 .539
Per capita cost (county support) $4.40 $4.38 $4.72
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED1: Increase effectiveness by maintaining regular communication with the public, outside agencies,
County departments, and the County Planning Commission.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED1-1: Improved
community access
to land use trend
information and
services
Revise website as needed but no less than
monthly
Implementation of Citizen Access
module in Accela.
100%
50%
100%
85%
100%
100%
Implement EDR (Electronic Document
Review)
25%
50%
75%
CED1-2: Prepare a
survey to gain
feedback from
customers on the
land use process
A survey will be sent out to all customers
that completed an entitlement process
with the County, e.g. RE, SE, SPR, USR,
Subdivision, etc. The purpose of the
survey is to gain feedback about level of
service and to provide suggestions.
50%
75%
100%
CED1-3: Strong
relationships with
municipal planning
departments and
Staff attendance of monthly meetings
with Municipal planning staff.
Attend one Annual Summit with
12
8
4
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020 Forum
as precursor to Comp Plan Amendment
1
2
2
CED1-4: A well-
informed and
prepared Planning
Minimum of six Planning Commission
training sessions
6
4
4
Commission
A well-informed
and prepared Board
of Adjustment
Minimum of one BOA training sessions
throughout year
1
1
1
CED1-5: Adequate
decision making
tools for BOCC
Update Ordinance and Policies per
Commissioner direction
100%
100%
100%
100% of special projects requested by the
Board are completed
100%
100%
100%
177
PLANNING AND ZONING
(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
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED2-1: Updated
Regional
Urbanization Area
Plans
Completion of any Comprehensive Plan
amendments related to RUA's
0
0
2
CED-2: Provide
staff to support the
HWY 85 Coalition
Staff attendance at HWY 85 Coalition
meetings.
Progress towards a HWY 85 Regional
Plan
12
50%
4
50%
2
50%
Goal CED3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED3-1: Increased
infill development,
located where
public infrastructure
is available
Support new non -agrarian development
to occur within intergovernmental
agreement area and urban growth
boundaries
n/a
n/a
1
CED3-2: Continue
to develop and
evolve land use
process which
minimizes
burdensome
restrictions
Revision of WCC in response to research
and applicant feedback concerning Weld
County's process versus land use
processes in other jurisdictions
100%
100%
100%
Goal CED4: Develop and maintain incentives for small business development
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED4-1:
Promote small
business
development in the
County
Approval and Authorization of SBIP
plans by the Board of County
Commissioners
1
1
2
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED5: Minimize government by implementing common sense approaches to solving problems and
adapting to changes.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED5-1:
Continually review
County codes to
ensure they meet
the county's
philosophy and
ideology
Routinely reviewing code to determine
applicability and ensuring that the code is
consistent with the County's vision,
policies and ideology. Accomplished
through code changes.
2
4
6
Goal CED6: Work
and barriers to entry.
with, not against, the flowing tide of free markets whereby reducing or eliminating red tape
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED6-1: Promote
and sustain a
business friendly
culture
Meet with business leaders, owners and
economic development groups. Provide
outreach and education on the various
programs that the County offers. Promote
economic development.
100%
100%
100%
179
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,087,535
$ 2,163,637
$ 2,344,064
$ 2,512,518
Supplies
738,540
638,324
749,824
749,824
Purchased Services
3,540,395
3,784,750
3,674,750
3,674,750
Fixed Charges
10,223
32,000
22,000
22,000
Contra Account
- 275,630
-260,000
-275,000
-275,000
Capital
20,429
0
0
0
Gross County Cost
$ 6,121,492
$ 6,358,711
$ 6,515,638
$ 6,684,092
Revenue
0
0
0
0
Net County Cost
$ 6,121,492
$ 6,358,711
$ 6,515,638
$ 6,684,092
Budgeted Positions
25
26.5
28.5
29.5
SUMMARY OF CHANGES: Requested budget is up $156,927 or 2.47%. Personnel Services
are up $180,427 for a Building Automation Supervisor ($109,345), Grounds Technician ($59,540),
and a 10% upgrade to the Skilled Trades Supervisor ($11,542). The Building Automation
Supervisor and other upgrade are necessary to handle all the new automated systems, like proxy
cards, camera system, jail controls, digital lighting, and new fuel system. The Grounds Technician
is necessary to keep up with the workload of maintaining the outside of the buildings. Final budget
adjustments include an increase in salaries of $168,454.
Supplies are up $111,500 primarily with a shift in the accounting for janitorial supplies and services
($110,000). Purchased Services are down $110,000 because of the same accounting shift. Line
items in both categories have been adjusted to reflect historical expenditure patterns. Fixed costs
are down $10,000 for equipment rental costs. Contra account is up $15,000 for charge back
amounts to departments for grant recovery purposes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. New position and
upgrade are both necessary and cost effective. At an average cost of $4.45 per square foot, the
department is very good by industrial standards. Most entities are in the $7.00 to $10.00 per
square foot range for building and grounds maintenance.
180
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
BOARD ACTION: Approved as recommended, including the additional positions and the upgrade
requested. On November 14, 2017, the Board approved an additional Project Manager position
(Grade 46) to oversee special projects ($123,263).
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained
Number of preventative maintenance work orders
(PMs)
Number of tracked repair work orders
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Cost per square foot
1,501,082
1,501,082 1,501,082
990 990 990
9,629
0.85
$20.79
$4.07
9,600 9,600
0.87
$20.88
$4.23
0.94
$21.20
$4.45
Goal ES17: Plan, construct, and maintain well -designed County facilities in time to meet the needs of
Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES17-1a Customer
satisfaction with
cleanliness of
facilities
Maintain customer complaints above
98% level.
99%
98%
99%
ES17-2b
Eliminate injuries
contributed to
facility
deficiencies
Prioritize and correct safety deficiencies
as they arise
100% of facilities meeting ADA
requirements
100%
100%
100%
100%
100%
100%
ES17-3c Improve
customer
satisfaction with
environmental
comfort controls
Respond to hot/cold calls within 30
minutes above the 98% response level
99%
98%
99%
181
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
Goal ES18: Direct planning, design, engineering, construction services, and capital improvements
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Cost effectively
manage building
improvements and
construction
Ensure construction and improvement
projects stay within budget
100%
100%
100%
Goal ES19: Ensure a responsive, service -oriented, effective maintenance services
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Maintenance
requests are
completed within
a timely manner
for customers
Maintenance issues are cleared within 30
days of work order submission
98%
98%
98%
Goal ES20: Perform preventative maintenance actions to reduce lifetime operational cost
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce
operational costs
through effective
preventative
maintenance
program
Complete monthly, quarterly, and annual
periodic maintenance requirements in
accordance with manufacturer
recommendations and industry standards
100%
100%
100%
182
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
595,267
0
0
0
Purchased Services
52,543
633,800
633,800
633,800
Fixed Charges
44,544
41,250
41,250
41,250
Capital
0
0
0
0
Gross County Cost
$ 692,354
$ 675,050
$ 675,050
$ 675,050
Revenue
1,123,049
1,327,624
1,279,148
1,279,148
Net County Cost
$ -430,695
$ -652,574
$ -604,098
$ -604,098
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The building is managed by a real estate management firm. Budget
reflects the costs of the entire building ($675,050) and revenues from the leased space
($1,087,340) and Social Service space reimbursement ($191,808) total $1,279,148. The building
generates a positive cash flow of $604,098. In the capital budget there is $750,000 budgeted for
upgrades and improvement to the facility. In January, 2017, the Child Welfare unit with
approximately 120 employees relocated to the Plaza Annex, and the first floor of the main building.
They will occupy approximately 22.51% of the building. Elections will be moving into the first floor
in 2018, but no revenue will be realized in this budget from their occupancy.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
183
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 FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,191,701
$ 5,307,010
$ 5,679,175
$ 6,020,850
Supplies
1,971,970
1,184,076
1,345,738
1,345,738
Purchased Services
492,469
680,170
928,838
928,838
Contra Account
- 1,902,320
- 1,200,000
- 1,600,000
- 1,600,000
Capital
197,690
1,142,500
1,070,500
1,070,500
Gross County Cost
$ 5,951,510
$ 7,113,756
$ 7,424,251
$ 7,765,926
Revenue
0
0
0
0
Net County Cost
$ 5,951,510
$ 7,113,756
$ 7,424,251
$ 7,765,926
Budgeted Positions
46
46
49
49
SUMMARY OF CHANGES: Personnel Services are up $372,165 for the two additional Business
Process Analysts ($245,924) and upgrades ($29,296) approved mid -year. Plus, an additional
Business Intelligence Analyst position for the dashboard reporting is included in the 2018 budget
($96,945). Supplies are up $161,662 due to increases in software maintenance ($131,162),
software ($5,500), and computer equipment ($25,000), which is in accordance with the Five -Year
Capital Improvement Plan. Final budget adjustments include an increase in salaries of $341,675.
Purchased Services are up $248,668 primarily for computer and software maintenance. Charge
backs in the contra account are up $400,000 due to the two new Business Process Analysts, and
recent usage trends by grant funded departments. Capital is funded in accordance with the
Five -Year Capital Improvement Plan with $490,500 for computer equipment and $80,000 for
software.
For 2018, compliance projects (legal, vendor or state mandated) and departmental projects there
has been $500,000 funded in account 6570 Miscellaneous. Like last year, it is anticipated that a
IT budget work session will be held with IT staff and requesting departments presenting the
requests along with IT management and Finance and Administration recommendations for the
Board's review. The Commissioners will make the final determination of 2018 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 the Five -Year Capital Improvement Plan.
BOARD ACTION: Approved as recommended.
184
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Computing Devices Supported
3,150
2,201 2,300
Number of Personal Computer systems
installed/replaced 497 165 458
Number of IT Managed Projects 121 70 65
Number of Technical Support Calls/Month 1,400 1,244 1,300
Number of Office 365 Accounts Migrated 1,000 646 0
Number of Virtual Servers Managed 175 275 275
Number of Application Managed 125 125 125
Efficiency Measures
FTE'S per 10,000/capita 1.562 1.510 1.554
Per capita cost (county support) $20.21 $23.35 $24.63
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.
185
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 1: - Information Technology Security
IT security is a mission critical function that has a shared accountability across all departments and offices within the
County. Developing and maintaining a robust IT Security framework that is built on industry best -practice, instills
trust and confidence in the departments and offices of the County from the citizens of Weld County. IT security is an
iterative process that we must remain vigilant with our efforts in support of and also in how we communicate the
importance of IT Security to all business units and offices within the County.
Goal 2: — Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County IT will use a
thoughtful, blended and transparent approach when implementing these technologies and services and will guide the
County on the uses and benefits of Cloud Computing. This will allow us to leverage the potential increases in system
availability, application stability, security and functionality of services associated to Cloud Computing.
Goal 3: - Consolidation and Optimization
Network. Voice. Data Center, Enterprise Applications and Storage environments are a critical component of the Weld
County IT infrastructure. Traditional data centers have substantial electrical, cooling and cabling requirements.
Hardware and software virtualization technologies provide the ability to consolidate these environments. This
consolidation assists Weld County IT with keeping capital and operational expenses lower, while still providing a
highly available and robust network and server environment. Consolidating network and voice services allows the
County to leverage investments into core network technologies and provides a more robust and functional County
phone system. Implement advanced features that will optimize call centers for Human Services, Information
Technology and other County offices and departments. Providing a comprehensive application portfolio for the
County will assist IT, departments and offices with planning future upgrades, professional development, potential of
consolidating enterprise applications and staffing levels.
Goal 4: — Budget and Cost Control
Leading with responsive, innovative and cost effective services is a core value of the County. IT is an important part
of this value and focusing on cost control, cost reduction and budget transparency is an important part of our mission.
This should be done internal to IT, but also focusing on other departments and offices technology to ensure we are
investing in proven applications and hardware that integrate into the existing environment as well as achieving the
business need.
Goal 5: — Human Resource / Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism to County offices
and departments. Creating a work environment that is open and communicative assists with the recruiting of qualified
IT professionals. Implementing a flexible schedule allows for team members to achieve a work/life balance and
ultimately expands the hours of support provided by IT to the County. Working within the County framework, develop
a 5 year compensation plan for the IT department. Having a compensation plan provides team members the ability to
plan and forecast their career path. This plan, along with investing in team member's professional development builds
continuity and a consistent team knowledge base.
Goal 6: — Strategic IT Planning
Providing a technology roadmap and strategic plan for the County will prepare the IT department and other areas of
the county, specifically the BOCC with a framework that can be referenced and measured against for years to come.
IT strategic planning must be a comprehensive process that includes all areas of the County. Meeting with the business
units and understanding their needs is a key component to ensuring the technology and associated infrastructure aligns
with the needs of the County departments and the citizens they support. The plan is intended to be dynamic in nature,
so that as technology changes, so too can the way we support it. Key items associated to the strategic plan are; annual
review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns
with the overall County mission.
186
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 7: — Mobility
Anytime / anywhere computing is a requirement for all technology enabled organizations. The ability to have a mobile
workforce is critical in today's world along with providing a mobile friendly technology environment that is functional
across all types of mobile devices and operating systems. County department and offices have the need to move
seamlessly from office, to the field, to home and beyond. This mobility needs to be done in a secure and functional
way that is fully supported by the IT department and the associated application vendors the County uses to perform
its specific functions.
Goal 8: — Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services. Disaster recovery and
business continuity planning are a part of every successful organization. Determining mission critical IT services is
a collaborative process and involves all departments and offices within the County. We must be able to communicate,
process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters.
The ability to recover critical services is dependent upon hardware, software and key personnel. An environment that
is geographically located far enough from the County is ideal, and should take into count a regional type of disaster.
A detailed DR/BC plan should be developed and then reviewed annually by IT, County departments and the BOCC.
Goal 9: — Geographic Information Systems (GIS)
The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create,
collect, maintain and distribute high quality, accurate and complete geospatial data and services. The County will raise
the awareness of both the beneficial business applications of GIS and seek to cultivate the advanced analytical use of
the technology amongst its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
http: //wci.weld.gov/DepartmentLinks/InformationTechnologv/index. html
187
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information
system that serves the entire county and some outside entities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
151,473
111,075
125,675
125,675
Purchased Services
67,433
9,220
9,220
9,220
Fixed Charges
0
Capital
0
0
91,000
91,000
Gross County Cost
$ 218,906
$ 120,295
$ 225,895
$ 225,895
Revenue
4,441
4,800
4,500
4,500
Net County Cost
$ 214,465
$ 115,495
$ 221,395
$ 221,395
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Supplies are up $14,600 for software maintenance. Capital is up
$91,000 for Google imagery for 2,400 square miles ($31,000), and Nearmap imagery for 1,200
square miles ($60,000). The imagery is done every two years. Use of the Google and Nearmap
imagery will eliminate the need to participate with DRCOG's aerial photography, and will result is
better quality imagery at less cost.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Every two years
this budget has the imagery update costs.
BOARD ACTION: Approved as recommended.
188
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 129,200 129,500 130,000
# Parcels Updated 600 600 600
# Available Coverage (Layers) in GIS 3,200 3,200 3,200
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.73 $0.38 $0.70
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Technology Projects focus on how to take advantage of
innovative technological solutions for service delivery in county government, help in reengineering
county practices and policies to determine the most efficient ways to conduct business, to help
departments determine how to consolidate the delivery of any redundant services, and to realize
the maximum potential of new technologies that Weld County can implement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
48,523
428,500
500,000
500,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 48,523
$ 428,500
$ 500,000
$ 500,000
Revenue
0
0
0
0
Net County Cost
$ 48,523
$ 428,500
$ 500,000
$ 500,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: As this program moves into its sixth year the program has evolved
into a program with a different character than first envisioned. Also, the amount of funding to
support the concept has proven to be substantially less than the original $2,000,000 funding level.
Part of the change is that many of the technology projects first envisioned are being incorporated
into the Information Technology (IT) budget. In the 2015 budget $1,000,000 was moved to the IT
budget, and in the 2016 budget another $500,000 was moved to the IT budget, as an allocation
to be used for new IT requests from departments.
The $500,000 remaining in the 2018 budget for projects should be adequate to address enterprise
solutions, and technology projects not fitting into the IT budget.
190
TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
FINANCE/ADMINISTRATION RECOMMENDATION: Like last year it is anticipated that a
Technology project budget work session will be held with IT staff and requesting departments
presenting the requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2018 funding of each project. Some of the funds in this budget can also be used for needed
resources identified in the Lean process as projects are done during 2018.
BOARD ACTION: Approved as recommended.
191
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 227,787
$ 258,753
$ 258,753
$ 279,942
Supplies
74,255
82,500
82,500
82,500
Purchased Services
52,635
62,780
62,780
62,780
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 354,677
$ 404,033
$ 404,033
$ 425,222
Revenue
268,931
285,100
285,100
285,100
Net County Cost
$ 85,746
$ 118,933
$ 118,933
$ 140,122
Budgeted Positions
3
4
4
4
SUMMARY OF CHANGES: No change in overall budget. Line -item accounts have been adjusted
to reflect historical expenditure patterns.
Final budget adjustments include an increase in salaries of $21,189.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
192
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,855 2,900 2,900
Mail Pieces 700,000 700,000 700,000
Supply Orders 1,289 1,300 1,300
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.102 0.131
$0.291 $0.390
0.127
$0.444
Goal ES16: Deliver timely, high quality and cost-effective printing and supply services to County
departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES13-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality and
timeliness of services
99%
99%
99%
193
SEVEN YEAR TREND
Sheriff's Office Local Costs
$50
$45
$40
$35
$30
co
z
0 $25
J_
E
$20
$15
$10
5
$0
2012 2013 2014 2015 2016 2017 2018
194
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 31,571,720
$ 31,214,177
$ 33,277,116
$ 35,717,067
Supplies
953,641
1,177,764
1,381,337
1,381,337
Purchased Services
7,677,675
8,209,560
8,466,856
8,466,856
Fixed Charges
-84,136
-82,804
-82,804
217,196
Capital
28,963
41,030
16,800
16,800
Gross County Cost
$ 40,147,863
$ 40,559,727
$ 43,059,305
$ 45,799,256
Revenue
3,391,053
2,893,740
2,426,498
2,264,111
Net County Cost
$ 36,756,810
$ 37,665,987
$ 40,632,807
$ 43,535,145
Budget Positions
356.25
358.0
384.0
390.0
SUMMARY OF CHANGES:
The Sheriffs Office is requesting an increase in Net County Cost from the 2017 approved budget
of $2,966,820. This accounts for a 7.89% total increase from 2017. The justification for this change
is detailed below.
Revenues:
Overall revenues from the Sheriffs Office have decreased by $467,242.
• Due to the reduction of four (4) municipal contract and school resource positions under
Contract Services (Org 21210), revenue is expected to decrease by $373,150.
• Under Courts and Transport, revenue was still budgeted for Work Release, which is no longer
under the Sheriffs Office and hasn't received revenues since the beginning of 2016. This is a
$200,000 reduction in revenues.
• There are minor increases in revenue throughout the budget based on historical collections
and anticipated volume in 2018. The Sheriffs Office is also regularly pursuing grants and other
sources of revenue to offset budget requirements.
Personnel:
The Sheriffs Office is asking for an increase of 26.0 FTE to fully staff the North Jail Complex
(NJC), and movement of 4.0 FTE within the Patrol Division instead of eliminating positions.
• Detentions Division is requesting an increase of 26.0 FTE. This includes 24.0 Deputies and 2
Sergeants for supervision. Approval will allow for four (4) duty stations requiring 6.0 FTE each
to operate consistently at 24 -hour staffing. The remaining two (2) supervisor positions are
consistent with current workloads throughout the NJC. The increase in staffing will allow the
NJC to operate at full capacity of 779 beds. Based on current populations, the increase in
staffing and capacity will bring the current inmate population to 86%-89% capacity, which is
still slightly higher than the targeted 80% capacity. This is consistent with past duty station
requests for staffing.
195
SHERIFF OFFICE SUMMARY
(CONTINUED)
Personnel, continued
• Patrol Division is losing four (4) Contract Services positions by 2018 because of a reduction
in services requested by outside entities. The Patrol Unit (Org 21200) has requested those
four (4) positions be moved to increase Patrol for actual `first responders' to improve the
effectiveness and efficiency of the division as a whole. This is done without increasing the
FTE to the County while asking for such a large, needed increase for Detentions. The move
reflects a zero expense increase to the Patrol Division, but is reflected in the reduction of
revenues anticipated for 2018.
Supplies (total increase of $203,573):
• Small Items of Equipment has increased by $86,719, of which there are reductions in
Purchased Services to offset some of these expenses. Some of these increases are due to a
new critical response team in the Jail called SOG that is being outfit as a new expense
($42,410), replacing old and outdated riot gear for Patrol ($25,975), replacement of a K-9
($8,000), and adding laptops to the FTO Training program ($20,288).
• Computer Software has increased by $41,384. Of this, $36,000 is for APS E -ticketing and
E -crash software anticipated for the increase in MDTs as a project for IT. The Regional Lab
is also asking for an increase of $8,270 specific to software necessary to perform
investigations on smartphones and the evolving technology required to do so.
• Firearms supplies is increasing by $28,976 due to the increased training required for more
deputies and more deputies carrying weapons. Firearms training is a high liability area and
adequate training supplies are imperative.
• Client Supplies has increased by $13,283 as calculated by the increase in inmate population,
and the increased need for suicide smocks and blankets within this category.
• Uniforms has increased by $22,481. This can be reduced by $28,262 if the additional FTE are
not approved, as the increase is specific to these new deputies.
Purchased Services (total increase of $257,296):
• The inmate medical contract is the largest part of this increase ($153,578). Paired with the
increase in inmate food contract ($48,715), the entire increase is accounted for here.
• Courts and Transport has budgeted for a $35,657 increase in the Courts Security contract,
which is going out to RFP late 2017. This is a reasonable increase for the services
provided.
• Phones were increased by $26,212 due to the Patrol Unit cell phone service increased in
2017. This may be offset by the VOIP savings anticipated, but without having numbers,
the increase is only anticipated. Please note: In Detentions, phone charges have been
allocated to each unit instead of all being charged to Courts and Transport, and the
Sheriffs Office is working with IT to clarify actual expense allocations for 2018.
• Training and Travel associated with training has increased by $36,659, and this is
reflective of the increase in staff recommended, the annual training for the jail's SOG team
($18,700) as a high liability response team, and keeping the Polygraph school ($10,900)
as the current deputy has fulfilled their three-year commitment and this may be a new
deputy in 2018.
• The County's share of the Regional Crime Lab operations and maintenance shared with
the five partners is included in the 2018 budget for the first time since the original
Department of Justice grant funding ended ($62,000).
• Vehicle expenses are budgeted as a decrease from 2017 of -$114,344.
196
SHERIFF OFFICE SUMMARY
(CONTINUED)
Equipment (total request of $16,800):
• Regional Lab is asking to replace a DME Forensic Workstation at $8,800.
• Investigations is asking for a color copier/printer/scanner for new buildout at $8,000.
In the General Fund Salary Contingency budget (1000-99999) there is $1,225,963 budgeted to
fund the changes to address the recruitment and retention problem in the Sheriffs Office that
were approved by the Board in April, 2017. The three strategies approved are:
• Adjust the pay steps system for public safety personnel (both Security and Patrol) only by
having step movements annually for good performers, so a public safety employee
reaches the top pay step in 9 years versus 16 years under the current system. This will
be more consistent and competitive with other law enforcement agencies in the area.
• In Security flexibly staffing all Detention Deputy positions as Detention Deputy III positions
authorized for grade 36. Currently there are a set number of Detention Deputy I, II, and
III positions, so there is not promotional opportunity until vacancies opens. A Detention
Deputy would have to meet specific performance and training requirement to be
promoted, much like how engineering staff works in Engineering, and certain clerical
positions in the county.
• Allow the Sheriff to hire experienced public safety employees and bring them into the pay
system laterally based upon qualifications and experience.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units. Final budget is an increase of $5,869,158 or
15.58%.
197
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "To provide effective public safety services with honor and integrity."
Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe, humane and wholesome
environment that returns people to the community better, or no worse, than they arrived."
Goal SO DD 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 1-1:
Inmates comply with
facility rules and
regulations
(1) Average number of rule violations per day
in the jail.
(2) The number of serious rule violations per
day in the jail.
9
4
10
3
12
5
SO DD 1-2:
Food service
(1) The number of documented inmate
illnesses attributed to food service operations.
operations are
hygienic, sanitary
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
0
0
0
daily jail population in the past 12 months
29
34
40
SO DD 1-3:
(1) The average daily jail population in the past
Actual secure bed
occupancy is within
reasonable
operational jail
capacity
12 months divided by the total number of
general population beds available in the past 12
months
(2) The number of sustained inmate grievances
about crowding and housing conditions.
92.6%
49
98%
70
105%
100
SO DD 1-4: Inmates
(1) The number of inmates with positive initial
have access to a
continuum of health
care consistent with
that available in the
community
tests for TB, Hepatitis A, B, or C, HIV or
MRSA.
(2) The number of inmate deaths due to suicide
or homicide.
3
0
5
1
7
0
(3) The number of medical prescriptions
written in the jail population.
9,231
10,386
11,528
SO DD 1-5: Safe
operation of the
facility with the
proper number of
employees to ensure
(1) The number of Deputy overtime sign-up to
work a shift in the jail.
3,270
3,884
4,497
Inmate safety.
SO DD 1-6: An
(1) Number of sexual assaults reported in the
investigation is
conducted and
documents sexual
jail population.
(2) Number of reported sustained sexual
21
26
31
assault or threats
reported in the jail.
assaults in the jail population.
1
3
3
SO DD 1-7:
(1) Percentage of personal searches conducted
Contraband is
minimized. It is
detected when
on intakes into facility.
(2) Percentage of times contraband is found
100%
100%
100%
present in the
facility.
while conducting personal searches on intakes
into the facility.
24%
25%
30%
(3) Percentage of time contraband is found on
inmates or property in jail population outside
of booking.
100%
100%
100%
198
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO DD 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -adjudication
options to secure custody.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 2-1: Secure
(1) The average number of offenders released
county jail beds are
used efficiently and
effectively
from jail within 24 hours of admission per day.
(2) The average number of jail bed used per day
10
13
15
for pre-trial detention by the county/district
courts.
372
380
400
(3) The average number of jail beds used per
day for jail sentences by the county/district
courts.
178
188
200
(4) The average number of jail beds used per
day for jail sentences by other than
county/district courts.
45
40
30
199
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol Division Mission Statement: "To provide effective public safety services with honor and integrity."
Goal SO PD 1: Protecting the well-being of the citizens of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
(1) Total number of UCR Part I Reported
(1) 44.35
(1) 44.35
(1) 44.33
SO PD 1-1:
Crimes per 10000 population
Proactively work to
reduce crime
(2) Total number of UCR Part II Reported
(2) 17.96
(2) 17.96
(2) 17.96
Arrests per 10000 population
(3) 72.70
(3) 72.69
(3) 72.69
(3) Total NIBR reported crimes for
unincorporated Weld County per 10000
population
(4) 3.14
(4) 3.12
(4) 3.01
(4) Total patrol division FTEs per 10000
population
SO PD 1-2: Identify
crime trends and
effectiveness of
forensic science to
reduce crime
(1) Total submissions to the crime lab
(2) Total cases generated
(3) Total pieces of evidence processed
(1) 1462
(2) 1382
(3) 7117
(1)1500
(2) 1418
(3) 7302
(1)1600
(2) 1512
(3) 7789
(1) Total traffic accidents in Sheriff's Office
(1) 537
(1) 512
(1) 487
SO PD 1-3:
Jurisdiction
Traffic Safety
(2) Total traffic tickets
(2) 2423
(2) 2495
(2) 2570
(3) Total model traffic tickets
(3) 1242
(3) 1279
(3) 1317
(4) Total written warnings
(4) 5009
(4) 5000
(4) 4990
(5) Alcohol related crashes in Sheriff's Office
(5) 19
(5) 18
(5) 17
Jurisdiction
(6) Traffic fatalities
(6) 57
(6) 55
(6) 53
(1) Maximize the rate of property recovery by
Recovered
Recovered
Recovered
SO PD 1-4: Recover
monitoring the reported value of recovered
$1,432,297
$1,460,943
$1,475,552
victim property
property in relation to the reported value of
stolen property (reported in NIBR for Sheriff's
.58% increase
2% increase
1% increase
Office jurisdiction)
Stolen
$4,086,992
Stolen
Stolen
5% increase
$4,046,112
$4,127,034
-1% decrease
2% increase
Theft
Recovery
Theft Recovery
Theft Recovery
Rate
Rate
Rate
35.04%
36.10%
35.75%
SO PD 1-5:
(1) Total civil process served/attempted
(1) 5631
(1) 5300
(1) 5860
Service of civil
process
(2) Total civil process served by public safety
deputies.
(2) 111
(2) 100
(2) 120
200
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO PD 2: Establish and maintain meaningful communication with the citizens of Weld County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO PD 2-1: Inform
victims of
restorative services
available to them in
the community
(1) Advocate contacts for Sheriff's Office
Service area
(1) 1303
(1) 1450
(1) 1500
SO PD 2-2:
Appropriate
dissemination of
public safety
information
(1) Number of required violent sexual offender
notifications.
(2) Number of registered sex offenders for
unincorporated Weld County and the
jurisdictions serviced by the Weld County
Sheriff's Office for sex offender registration.
(1) 1
(2) 215
(1) 1
(2) 220
(1) 1
(2) 225
*Due to the adoption of the Spillman RMS system, many of the statistical measurements that were
previously reported are no longer readily available and were modified to the listings above.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,446,704
$ 1,428,357
$ 1,428,357
$ 1,362,420
Supplies
27,435
73,673
74,035
74,035
Purchased Services
103,552
124,399
126,906
126,906
Fixed Charges
0
0
0
0
Capital
0
6,500
0
0
Gross County Cost
$ 1,577,691
$ 1,632,929
$ 1,629,298
$ 1,563,361
Revenue
209,236
210,000
215,000
215,000
Net County Cost
$ 1,368,455
$ 1,422,929
$ 1,414,298
$ 1,348,361
Budget Positions
16.0
16.0
16.0
16.0
SUMMARY OF CHANGES: Overall reduction in Admin Patrol budget is due to a slight increase
in Revenue and no equipment request. There is a small increase in Supplies due to requested
ergonomic standing workstations for the Administrative staff. Other office equipment for both
sub -stations and the Patrol Admin building (such as replacement chairs, tables and printers) were
moved to Support Services. The increase in Purchased Services is for an increase in Out of Town
Travel associated with training for the staff in this unit based on required training.
Final budget adjustments include a decrease in salaries of $65,937.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
202
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Press Releases
Vin Checks
Fingerprints*
Concealed Weapon Permits Issued
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
72 75 77
2,787 2,891 2,998
967 1,003 1,036
15,116 15,626 16,153
0.543
$4.65
0.525 0.507
$4.67 $4.28
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
*Fingerprints are lower this year since we are now only tracking Administrative Patrol fingerprints
taken by staff at the Patrol Admin Building and SE substation. The Detentions Security Unit will
be accounting for the fingerprints taken by their administrative staff starting in 2017.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Booking Unit - - 1000-21110
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This budget unit provides 24 hour data entry of prisoner information needed to complete
the booking process. Additional responsibilities include managing prisoner property, money;
inmate and staff supplies, inmate mail processing, facilitating personal and professional visitation
for inmates and lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,694,511
$ 1,744,124
$ 1,744,124
$ 1,877,415
Supplies
199,778
92,510
279,490
279,490
Purchased Services
4,688
8,985
25,265
25,265
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,898,977
$ 1,845,619
$ 2,048,879
$ 2,182,170
Revenue
236,994
533,250
250,000
250,000
Net County Cost
$ 1,661,983
$ 1,312,369
$ 1,798,879
$ 1,932,170
Budget Positions
29.0
29.0
29.0
29.0
SUMMARY OF CHANGES: This unit was moved from Administration to the Detentions Division
in 2017, and $300,000 in Revenue was removed from this unit and added to Inmate Services
(24410) to accurately reflect each unit and the services provided.
The increase in Supplies is a direct correlation in removing Client Supplies ($179,630) from the
Security Unit and adding to this unit. There are also small increases based on the anticipated
increase in staffing for Security in 2018, such as office supplies and disposable gloves. The
increase in Supplies also includes a request for locked cash boxes for the Booking kiosk ($2,200)
to maximize effective cash handling procedures within the jail. The increase in Purchased
Services is a result of reallocating Phone costs to the appropriate Detentions units. That accounts
for an increase of $16,500, and is removed from Courts and Transport (Org 24420).
Final budget adjustments include an increase in salaries of $133,291.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
204
SHERIFF BOOKING UNIT
(CONTINUED)
1000-21110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Booking
Jail mail out
Jail mail in
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
11,270 11,978 12,600
30,700 36,247 41,580
28,085 33,324 40,400
0.985 0.952 0.920
$5.64
$4.31 $6.13
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Professional Standards - - 1000-21120
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This unit is responsible for the administration of the internal affairs investigative process,
recruitment and screening applicants for employment within the Sheriff's Office. Additionally this
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 Sheriffs Office practice and procedure are aligned.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 588,358
$ 564,693
$ 564,693
$ 628,264
Supplies
18,279
48,704
68,796
68,796
Purchased Services
100,826
204,313
216,334
216,334
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 707,463
$ 817,710
$ 849,823
$ 913,394
Revenue
0
0
0
0
Net County Cost
$ 707,463
$ 817,710
$ 849,823
$ 913,394
Budget Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Professional Standards has been working with IT to find the most
effective way to document the Field Training Officer (FTO) process, and is requesting $20,288
under Supplies to get 12 small laptops and three docking stations for the Patrol Division's training
program. The increase in Purchased Services is due to moving a subscription for the Greeley Rec
Centers for the Sheriffs required fitness program from Admin Patrol (Org 21100) to Professional
Standards. This is an increase of $11,500 to this unit, and was reduced in Admin Patrol. There
was also an increase of $2,975 in Books, as the Sheriff's Office attempted to save money in 2017
and provide Deputies with a phone App for Colorado Revised Statutes, but the App was not
available when it came time to provide the updated CRS books. For 2018, the required CRS
books are budgeted and the phone App is still being pursued as a cost savings possibility.
Final budget adjustments include an increase in salaries of $63,571.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
206
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21120
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Hiring
Training (hours)
Academies
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
76 78
2,912 3,020
6 6
0.204
80
3,132
6
0.197 0.190
$2.40 $2.68 $2.90
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Civil Unit - - 1000-21130
DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are generally court issued
documents but may also pertain to small claims, court summons or subpoenas.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 456,778
$ 407,485
$ 407,485
$ 424,680
Supplies
1,267
800
0
0
Purchased Services
16,930
30,462
19,578
19,578
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 474,975
$ 438,747
$ 427,063
$ 444,258
Revenue
162,674
125,000
150,000
150,000
Net County Cost
$ 312,301
$ 313,747
$ 277,063
$ 294,258
Budget Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: The structure of the Civil Unit provides a cost-effective way of
providing a mandatory service. Revenues have been increasing, which is reflected here, and the
decrease in expenses reflects the provided Motor Pool calculations for 2018. Overall, there is a
net decrease of $36,694 for this unit.
Final budget adjustments include an increase in salaries of $17,195.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
208
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21130
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Processed
Concealed Weapon Permits Issued
Evictions
Sheriffs Sales
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
6,496 6,300 6,500
3,425 3,225 3,325
525 475 500
6
0.204
10 10
0.197 0.190
$1.06 $1.03 $0.93
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Support Services - - 1000-21140
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriff's
Office. This unit is responsible for the coordination and facilitation of tracking, ordering and
maintaining designated equipment assigned in all divisions. Additionally, a custodial crew is part
of this unit and responsible to clean the North Jail Complex.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 478,076
$ 478,827
$ 478,827
$ 515,458
Supplies
305,234
485,051
580,666
580,666
Purchased Services
-17,419
54,691
64,774
64,774
Fixed Charges
0
2,196
2,196
2,196
Capital
0
0
0
0
Gross County Cost
$ 765,891
$ 1,020,765
$ 1,126,463
$ 1,163,094
Revenue
542
0
0
0
Net County Cost
$ 765,349
$ 1,020,765
$ 1,126,463
$ 1,163,094
Budget Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES: The Sheriffs Office is constantly improving the tracking of all
equipment and supplies issued to employees, and having that equipment come through the
Support Services unit streamlines this process. In doing so, the increase from the 2017 budget in
Supplies is made up of tasers being removed from Courts and Security ($24,150), replacement
of furniture and printers removed from Admin Patrol ($8,000), increasing Firearms Supplies for
the increasing number of weapons carrying deputies ($28,976), Uniforms specific to the request
for 26.0 FTE ($28,262), and smaller, consumable items such as OC spray, first aid kits, flex cuffs,
bio hazard kits, etc., being removed from Patrol and placed here ($10,434). Purchased Services
has an increase of $10,083, which is made up of a slight increase in phone charges, maintenance
contracts for the finger printing machines, and semi-annual training for the armorer that is required
for certifications, and provides cost savings elsewhere by being able to complete many weapons
related checks in house instead of contracting with another company.
Final budget adjustments include an increase in salaries of $36,631.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
210
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work output
Jail Incidents
Jail Hearings
Videos copied
Use of force
Investigations
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
5,102 5,292 5,489
691 716 742
306 317 328
452 468 485
98 101 104
0.238 0.230 0.222
$2.60 $3.35 $3.69
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
211
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Patrol - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of
county and within municipalities contracting for law enforcement service. Unit provides crime
prevention information and strategy education, serves arrest warrants, transports prisoners, and
conducts criminal investigations. Activities are frequently coordinated with municipal, other
county, state, and federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 4,770,450
$ 5,604,502
$ 5,991,349
$ 6,146,136
Supplies
99,128
116,782
176,579
176,579
Purchased Services
1,540,611
2,145,966
2,018,544
2,018,544
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,410,189
$ 7,867,250
$ 8,186,472
$ 8,341,259
Revenue
201,125
354,000
409,000
409,000
Net County Cost
$ 6,209,064
$ 7,513,250
$ 7,777,472
$ 7,932,259
Budgeted Positions
52
56
60.0
60.0
SUMMARY OF CHANGES: Patrol has requested an increase of 4.0 FTE due to the elimination
of 4.0 FTE in Contract Services (Org 21210), and the request is based off of information provided
in a staffing study completed during 2016 for this Unit. Please see the Summary of all
Departments for more detail on this request. The increase in Revenue of $55,000 is based on
indirect service provided within other jurisdictions that is charged based on requests for
assistance. These had originally been credited to Contract Services, however, the deputies
providing this service are based out of Patrol and will be accurately reflected for 2018. Patrol has
requested an increase in Supplies of approximately $60,000. Of this amount, $36,000 is a
one-time expense in Computer Software for the anticipated increase in the number of MDTs as a
project with IT. The remaining increase is due to replacing old and antiquated riot gear ($25,975)
and the anticipated replacement of a K-9 ($8,000). The decrease in Purchased Services reflects
the Motor Pool calculations provided for the Sheriff's Office Patrol fleet.
Final budget adjustments include an increase in salaries and adjustments for flexible staffing and
the new pay grade system of $154,787.
212
SHERIFF'S PATROL
(CONTINUED)
1000-21200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the four
(4) additional FTE. The additional staffing in the patrol division is consistent with the staffing study
done in 2016 calling for 12 additional officers over a three-year period for actual `first responders'
to improve the effectiveness and efficiency of the division as a whole. Four additional staff were
added in the 2017 budget, and this addition of four more will mean the division has eight of the
twelve called for in the study. It is anticipated the last four officers will be requested in the 2019
budget.
BOARD ACTION: Approved as recommended, including the additional four patrol officer
positions.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest
Juvenile Arrest
Total Traffic Stops
Total Traffic Warnings
Dispatched Calls for Service
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
1,319 1,365 1,413
85 60 62
7,244 8,837 9,146
5,009 3,308 3,424
46,928 47,836 49,510
1.77 1.84 1.90
$21.08
$24.67 $25.16
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
213
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Investigations Unit- - 1000-21205
DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity
documented by patrol deputies and determine if a criminal act was committed, attempt to
identify and apprehend the person(s) responsible and attempt to recover property that
has been reported stolen. The investigations unit is available 24/7 to respond to the scene
of criminal activity. This unit responds to and investigates any major persons and property
crimes; this includes the collection and preservation of evidence, interviewing victims and
potential suspects and people of interest, writing search and arrest warrants, preparing
written reports, establishing probable cause, apprehending suspects and testifying in
court.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,869,660
$ 1,743,025
$ 1,743,025
$ 1,797,401
Supplies
56,489
21,310
17,050
17,050
Purchased Services
69,204
91,071
140,115
140,115
Fixed Charges
0
0
0
0
Capital
0
0
8,000
8,000
Gross County Cost
$ 1,995,353
$ 1,855,406
$ 1,908,190
$ 1,962,566
Revenue
1,653
0
0
0
Net County Cost
$ 1,993,700
$ 1,855,406
$ 1,908,190
$ 1,962,566
Budgeted Positions
17.0
17.0
17.0
17.0
SUMMARY OF CHANGES: Purchased Services has a $49,044 increase from 2017, and is made
up of an increase in vehicle depreciation based on the provided Motor Pool calculations (up
$29,680), phones up $5,020 based on prior under budgeting, subscription services for GPS
devices and fingerprint identification scanners ($3,700), and training with associated travel
($7,814) as the unit has rotated in many new Deputies where specialized training for the types of
cases worked in this unit is necessary. There is also an equipment request for a color
copier/scanner/printer, and working with the Print Shop it was determined that purchasing a large
machine for this unit would be a cost-effective approach based on their current needs.
Final budget adjustments include an increase in salaries and adjustments for flexible staffing and
the new pay grade system of $54,376.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
214
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases Assigned
Cases Solved
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
363 365 401
321 275 297
0.577
$6.77
0.558 0.539
$6.09 $6.22
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,097,515
$ 773,693
$ 386,846
$ 424,459
Supplies
60,976
0
0
0
Purchased Services
404,758
41,778
65,866
65,866
Contra
0
0
0
0
Capital
12,149
0
0
0
Gross County Cost
$ 1,575,398
$ 815,471
$ 452,712
$ 490,325
Revenue
1,473,254
825,862
452,712
490,325
Net County Cost
$ 102,144
$ (10,391) $
0
$
0
Budget Positions
12.5
8.0
4.0
4.0
SUMMARY OF CHANGES: Contract Services is being reduced by 4.0 FTE due to the reductions
of services requested by municipalities, and school districts for 2018. Purchased Services are
made up specifically of phones and vehicle expenses, and revenues are anticipated to match
expenses in 2018, for a net cost of zero.
Final budget adjustments include an increase in salaries of $37,613. Revenue increased $37,613
also to match expenses in 2018, for a net cost of zero.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The budget is
consistent with the Board's desire for full cost recovery, and for the Sheriff's Office to try minimize
contracting for municipal and school services, especially in jurisdiction that have grown to a size
to justify their own police department.
BOARD ACTION: Approved as recommended.
216
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched Calls 1,085 779* 300*
Adult Arrests 182 119* 30*
Juvenile Arrests 34 6* 5*
Traffic Citations 190 219 146*
Efficiency Measures
FTE's per 10,000/capita .424 .263 .127
Per capita net cost $0.35 -$0.03 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
*Denotes no longer serving Mead (1/2 year in 2017) and Garden City in 2018.
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs -at -large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
This unit is also responsible for handling all calls for illegal dumping of trash/waste within the
county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of motorists
traveling within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 182,471
$ 179,696
$ 179,696
$ 188,007
Supplies
3,568
5,650
5,250
5,250
Purchased Services
108,690
122,407
123,230
123,230
Fixed Charges
- 85,000
-85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County Cost
$ 209,729
$ 222,753
$ 223,176
$ 231,487
Revenue
0
0
0
0
Net County Cost
$ 209,729
$ 222,753
$ 223,176
$ 231,487
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Ordinance Enforcement is structured as a cost-effective way of
providing this service to the County. This unit has a net increase of $423 from the 2017 request.
The is due to an increase in Motor Pool calculations, up $7,105 for this unit in 2018. Other areas
were reduced based on historical spending, and to help offset this increase.
Final budget adjustments include an increase in salaries of $8,311.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
218
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,094 2,170 2,246
Animals Transported to Shelter 527 550 575
Efficiency Measures
FTE's per 10,000/capita 0.102 0.098 0.095
Per capita cost (county support) $0.71 $0.73 $0.73
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
219
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 493,176
$ 495,350
$ 495,350
$ 512,167
Supplies
32,869
45,615
53,594
53,594
Purchased Services
33,593
55,180
51,898
51,898
Fixed Charges
0
0
62,000
62,000
Capital
16,814
8,800
8,800
8,800
Gross County Cost
$ 576,452
$ 604,945
$ 671,642
$ 688,459
Revenue
102,534
78,000
52,636
52,636
Net County Cost
$ 473,918
$ 526,945
$ 619,006
$ 635,823
Budget Positions
4.0
4.0
4.0
4.0
SUMMARY OF CHANGES: The Regional Lab restructured the existing partnerships with all the
participating agencies in 2017. A result of this restructure meant a reduction in Revenue in this
unit, but is reflected as an increase in another fund for the operations and maintenance of the
facility. This revenue is approximately half of the Supplies and Purchased Services, as agreed
upon with the City of Greeley. The increase under Supplies is due to a request for additional and
more advanced software ($8,270) to help with investigations into the evolving smartphone
technology. A decrease in requested Tuition makes up the Purchased Services reduction.
The county's share of the Regional Crime Lab operations and maintenance shared with the five
partners is included in the 2018 budget for the first time, since the original Department of Justice
grant funding ended ($62,000).
Final budget adjustments include an increase in salaries of $16,817.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
220
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
Work Outputs
Cases/items completed — drugs, computer
forensics, latent prints, shoe and tire tracks,
DNA
Court Testimony
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Effectiveness Measures (desired results)
Quality Audit
Proficiency Testing (Test Run/Errors)
ACTUAL
509 / 3,081
WCSO/GPD
only
1,083 / 6,557
all lab staff
except CBI
19
appearances
.136
$1.60
29
17/0
ESTIMATED PROJECTED
530 / 3,208
WCSO/GPD
only
1,100 / 6,659
all lab staff
except CBI
22
appearances
.131
$1.73
27
16/0
550 / 3,329
WCSO/GPD
only
1,200 / 7,265
all lab staff
except CBI
23
appearances
.127
$2.02
29
18/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
221
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance
(VALE/VOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 135,165
$ 185,614
$ 185,614
$ 202,843
Supplies
3,130
6,510
5,044
5,044
Purchased Services
26,859
21,703
18,194
18,194
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 165,154
$ 213,827
$ 208,852
$ 226,081
Revenue
110,877
167,628
165,150
165,150
Net County Cost
$ 54,277
$ 46,199
$ 43,702
$ 60,931
Budgeted Positions
2.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Overall, the Victim Advocate Services unit has a small decrease in
revenue and expenditures. In 2017, a VOCA grant was received to start a new bi-lingual project
for this unit. This included grant funding for the purchase of a new radio ($4,000) for Victim
Advocate responders, and this revenue and expense are not included for 2018. There is also an
anticipated reduction in vehicle expenses calculated for 2018, which explains the reduction in
Purchased Services. These reductions are offset by inclusion of the CiviCore software ($1,800)
agreed upon in partnership with Greeley, and an increase in phones ($410) to allow for one
additional smartphone instead of flip phone for a part-time employee.
Final budget adjustments include an increase in salaries of $17,229.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
222
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,333 1,382 1,433
Victims served per 10,000/capita 45.26 45.37 45.45
Efficiency Measures
FTE's per 10,000/capita 0.068 0.098 0.095
Per capita cost (county support) $0.18 $0.15 $0.19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
223
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 216,286
$ 214,197
$ 214,197
$ 225,758
Supplies
0
0
0
0
Purchased Services
70,248
70,265
70,248
70,248
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 286,534
$ 284,462
$ 284,445
$ 296,006
Revenue
2,315
0
0
0
Net County Cost
$ 284,219
$ 284,462
$ 284,445
$ 296,006
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: The Sheriffs Office has agreed to help support the financial
obligations of the Weld County Drug Task Force, and participates by designating two deputies to
the Task Force Operations. The amount in Purchased Services reflects the payments made to
support the Task Force as agreed by MOU. There are no changes, except to more accurately
reflect the cost of the financial support.
Final budget adjustments include an increase in salaries of $11,561.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
224
MUL TI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 181 180 180
Drug Arrests 141 156 150
Search Warrants Executed 39 41 40
Cocaine Seizures (Pounds) 0.26 .3 .3
Methamphetamine Seizures (Pounds) 3.9 4 4.5
Marijuana Seizures (Pounds) 28.7 30 31
Meth Lab Seized 1 1 1
Efficiency Measures
FTE's per 10,000/capita 0.068 0.066 0.063
Per capita cost (county support) $0.96 $0.93 $0.94
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
225
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410
DEPARTMENT DESCRIPTION: This unit provides and oversees professional jail support
services such as medical care, food preparation, and facility programming to meet statutory
mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate
classification staff and a part-time inmate chaplain who coordinates community volunteer
services. The staff assesses inmate suicide risk, develop case management plans for inmates
with special needs, and provide other programming to include Right to Read, trusty prisoner work
and the coordination of community based services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,098,567
$ 1,202,157
$ 1,202,157
$ 1,412,619
Supplies
48,150
35,418
32,511
32,511
Purchased Services
4,568,063
4,564,457
4,773,383
4,773,383
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,714,780
$ 5,802,032
$ 6,008,051
$ 6,218,513
Revenue
443,442
75,000
317,000
317,000
Net County Cost
$ 5,271,338
$ 5,727,032
$ 5,691,051
$ 5,901,513
Budgeted Positions
14.0
14.0
14.0
16.0
SUMMARY OF CHANGES: The increase in Purchased Services is due to a 5% contracted
increase for the inmate medical contract ($153,578) and inmate food services ($48,715) for the
increases in inmate populations. There is also an increase of approximately $8,000 in phones,
which will be reflected in a decrease to Courts and Transport (Org 24420).
The increase in revenue is reflective of removing $300,000 from 21110 Booking to accurately
reflect revenues in each unit.
Final budget adjustments include an increase in salaries of $44,101.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Agree with
revenue accounting change.
BOARD ACTION: Due to the growing inmate population and staffing study the Board approved
the addition of one Counselor III ($85,794), and one Classification Specialist ($80,567). All other
items approved as recommended.
226
SHERIFF INMATE SERVICES
(CONTINUED)
1000-24410
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
227
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well -maintained jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 14,773,302
$ 13,988,898
$ 16,051,837
$ 17,603,565
Supplies
76,692
211,780
66,210
66,210
Purchased Services
32,116
48,825
110,003
110,003
Fixed Charges
0
0
0
300,000
Capital
0
0
0
0
Gross County Cost
$ 14,882,110
$ 14,249,503
$ 16,228,050
$ 18,079,778
Revenue
416,512
300,000
380,000
380,000
Net County Cost
$ 14,465,598
$ 13,949,503
$ 15,848,050
$ 17,699,788
Budgeted Positions
163.0
163.0
189.0
193.0
SUMMARY OF CHANGES: The Personnel increase is reflective of the request to add 26.0 FTE
to allow staffing the jail at maximum capacity with 779 beds. Please see the Sheriffs Office
Summary of Departments for more detail on the Personnel request. The higher inmate
populations also account for an increase in recovering revenues from other jurisdictions when
housing inmates for their charges. It is anticipated revenues will increase by approximately
$80,000 in 2018. Final budget adjustments include an increase in salaries and adjustments for
flexible staffing and the new pay grade system of $1,241,463.
Supplies decreased by $145,570 due to Client Supplies being moved to 21110 (Booking Unit). In
2017, the Security Unit created a new special response team for the jail to replace the STAR
team. There is an increase in Small Items of Equipment for 2018 to finish outfitting the team with
new equipment to safely and effectively extricate combative inmates from potentially harmful
situations. The increase in Purchased Services is the reallocation of phones throughout
Detentions, and includes a $62,500 increase in the Security Unit. This amount has been removed
from Courts and Transport (Org 24420).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional staff
is justified by the inmate population increase, and the need to adequately staff for the safety of
inmates and staff.
BOARD ACTION: Due to the growing inmate population and staffing study the Board approved
the addition of thirty (30) Deputy Corrections Officer II positions and two (2) Sergeant positions.
This is four more Deputy Corrections Officer II than originally requested ($310,265), plus
$300,000 for recruitment and retention programs. All other items approved as recommended.
228
SECURITY UNIT
(CONTINUED)
1000-24415
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily
Number of Offenders Transported to
Court Appearances
New Correctional Officers Entering
Basic Training
Efficiency Measures
Detention Division FTE's per
10,000 Capita
Per capita net cost
Avg. Medical Cost Per Inmate Daily
Avg. Food Cost Per Inmate Daily
Secure Facility Occupancy Rate
Work Outputs
Avg. Secure Jail Population Daily
Number of Offenders Transported to
Court Appearances
New Correctional Officers Entering
Basic Training
628 700 750
24,687 27,000 30,000
59 80 90
7.81 7.55 8.31
$82.43 $77.65 $90.38
$14.48 $14.45 $13.74
$3.44 $3.24 $3.11
88.1% 98.2% 96.3%
at 713 at 713 at 779
628 700 750
24,687 27,000 30,000
59 80 90
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit
(21110), Inmate Services (24410), Security Unit (24415) and Courts and Transportation Unit (24420).
These are the numbers used for calculations:
Total FTE in Detentions Division:
2016: 230
2017: 230
2018: 256
Per Capita Net Cost:
2016 Actual: $24,276,200
2017 Estimated: $23,652,212
2018 Projected: $26,109,169
Population:
2016 (Actual): 294,500
2017 (Estimated): 304,600
2018 (Projected): 315,300
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S 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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,270,701
$ 2,203,559
$ 2,203,559
$ 2,395,874
Supplies
20,646
33,961
22,112
22,112
Purchased Services
614,956
625,058
580,518
580,518
Fixed Charges
864
0
0
0
Capital
0
25,730
0
0
Gross County Cost
$ 2,907,167
$ 2,888,308
$ 2,806,189
$ 2,998,504
Revenue
29,895
225,000
35,000
35,000
Net County Cost
$ 2,877,272
$ 2,663,308
$ 2,771,189
$ 2,963,504
Budgeted Positions
24.0
24.0
24.0
24.0
SUMMARY OF CHANGES: Courts and Transportation had revenue budgeted for Work Release,
which is no longer under the Sheriff's Office and has not received revenues since the beginning
of 2016. This is a $190,000 reduction in revenues, and a correction from the previous year. Final
budget adjustments include an increase in salaries and adjustments for flexible staffing and the
new pay grade system of $192,315.
A decrease in Supplies was due to taser replacements being moved under Support Services
(21140). The decrease in Purchased Services is a result of phone charges being allocated
throughout Detentions, and not all charged here. There is also a $35,657 increase anticipated
with contracted security for the Courts facility, which operates the metal detectors at the
entrances, and provides a significant cost savings to the County over having sworn deputies
provide this service. No other significant changes to this unit.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with Work
Release revenue change.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: Included in Security Unit (1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
230
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
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
2018.
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 Sheriffs Office Summary page.
231
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,880,754
$ 5,529,347
$ 6,413,922
$ 6,413,922
Supplies
152,691
34,358
36,502
36,502
Purchased Services
943,172
1,529,141
1,508,712
1,508,712
Fixed Charges
25,384
0
0
0
Contra Account
-36,495
0
0
0
Capital
219,809
0
270,643
270,643
Gross County Cost
$ 7,185,315
$ 7,092,846
$ 8,229,779
$ 8,229,779
Revenue
2,570,536
2,962,825
3,374,252
3,374,252
Net County Cost
$ 4,614,779
$ 4,130,021
$ 4,855,527
$ 4,855,527
Budgeted Positions
62
64
71
71
SUMMARY OF CHANGES: The gross county cost is up $1,136,933 and nets county costs are
up $725,506. The major increase is for seven FTE's comprised of two dispatch positions, two
supervisor positions, and three call takers for a total of $497,787. The 3% cost of living is included
in the recommended budget in order to provide users their 2018 charges by June 1st. Greeley
Police will be reimbursing for the two dispatchers to allow additional service of splitting their call
channel ($146,000).
Supplies are up $2,144 for membership and general supplies. Purchased Services are down
$20,429 primarily in phone costs. Capital is funded at $270,643 for the NICE software ($225,000)
and $45,643 for the Power ECATS-Viper 9-1-1 system.
232
COMMUNICATIONS
(CONTINUED)
1000-22100
SUMMARY OF CHANGES (CONTINUED): Revenues are based upon the new user rate
structure adopted by the Board on December 29, 2014, which began charging all agencies for
10% of the actual cost in 2016 and progressively increasing the actual cost by 2.5% each year
until 2020, when the user rates will be 20% of actual costs for dispatching based on the prior four
year average of call volume. Fire and law users will each have their own rate based upon dispatch
console assignment. The costs include the total operational costs and infrastructure depreciation,
less what the E911 Authority contributes. For 2018, users will be paying 15.0% of actual costs,
so they will be charged $951,562 under the formula. E911 will pay $1,764,989 and Banner will
pay $387,388. Greeley Police will pay $146,000 to fund two dispatchers to allow the additional
service of splitting their call channel. In addition, there is revenue from tower rentals of $65,911,
and the Niwot tower maintenance of $8,000 and loan repayment of $17,932 for total revenue of
$3,374,252.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the additional
staff. Call volume justifies the staffing increases, and Greeley Police will be paying 100% for two
of the seven positions.
BOARD ACTION: Approved as recommended. Staff was instructed to develop a cost allocation
methodology to charge additional service requests beginning in the 2019 budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls
Non -911 Calls
CAD Incidents for Law and Fire/Ambulance
EMD Calls
Wireless Subscriber Service Tickets
148,463 155,000 156,000
407,399 415,000 420,000
519,803 544,000 551,000
31,467 32,411 33,383
369 600 300
Efficiency Measures
FTE's per 10,000 per Capita 2.11 2.10 2.25
Per Capita Cost - Operating Budget $15.67 $13.56 $15.40
EMD Call per FTE 507 506 470
CAD Incident per FTE 8,384 8,500 7,760
233
COMMUNICATIONS
(CONTINUED)
1000-22100
Goal PS WCRCC1: To answer 90% of 9-1-1 calls during the average busy hour each day within 10
seconds.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 1-1:
Improve customer
service in the most
critical components of
emergency dispatch
services.
Percentage of calls answered within
10 seconds
90.04%
90%
90%
Goal PS WCRCC 2: To answer 95% of 9-1-1 calls during the average busy hour each day within 20
seconds.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve customer
service in the most
critical components of
emergency dispatch
services.
Percentage of calls answered within
20 seconds
98.45%
97%
95%
Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20 days (includes repairs)
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS -Wireless 1-1:
Improve customer
service to Weld
County Radio System
Users.
Resolve all subscriber service
requests with 20 days of report.
(includes repair/replacement)
93%
100%
100%
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system and replacement plan for radios.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
62
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
50,000
3,738,985
3,738,985
Gross County Cost
$ 62
$ 50,000
$ 3,738,985
$ 3,738,985
Revenue
0
0
1,934,471
1,934,471
Net County Cost
$ 62
$ 50,000
$ 1,804,514
$ 1,804,514
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.
At the end of 2018, there will be a reserve of $820,000 in the Capital Expenditure Fund for
communications equipment, and the E911 Authority will have a reserve of approximately
$1,400,000.
For 2018, $3,738,985 is budgeted for the Front Range Communication Coalition (FRCC) Dynamic
System Resilience (DSR) switch and four (4) radio system upgrades. Weld County's portion of
the costs will be $1,804,514. In partnership with ADCOM they will pay $1,934,471. ADCOM will
reimburse Weld County 50% ($967,236) by December, 2018, and the remainder in January,
2019. The full reimbursement amount is shown as revenue in 2018, since the remaining $967,235
at year end will be an accounts receivable from ADCOM.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
235
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 905,614
$ 1,073,340
$ 1,211,989
$ 1,211,989
Supplies
79,956
15,810
15,355
15,355
Purchased Services
607,534
577,131
684,626
684,626
Fixed Charges
0
0
0
0
Contra Account
-546,644
-622,048
-725,890
-725,890
Capital
33,400
115,300
162,000
162,000
Gross County Cost
$ 1,079,860
$ 1,159,533
$ 1,348,080
$ 1,348,080
Revenue
339,686
373,229
502,040
502,040
Net County Cost
$ 740,174
$ 786,304
$ 846,040
$ 846,040
Budgeted Positions
8.0
9.0
9.0
9.0
SUMMARY OF CHANGES: The gross county costs are up $188,547, and net county costs are
up $59,736. The 3% cost of living plus step increases are included in the recommended budget
in order to provide the Greeley Police and E911 their 2018 charges by June 1st.
Supplies are down $455 for food expenses. Purchased Services are up $107,495 primarily for
software maintenance for Spillman version 6.3, Netmotion licenses, and RSA tokens. The county
will recover a portion of the Netmotion and RSA token costs from user reimbursement. Capital is
funded at $162,000 for 25 MDT replacements ($120,000) and for DMZ VM host/software licenses
($42,000).
The contra account for the E911 reimbursement for the CAD portion of the system is $725,890.
Revenues include $435,534 for charges to Greeley Police for the Records portion of the system,
and $66,506 from user reimbursement for Netmotion.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. The Board decided effective October 18, 2017,
to move the Public Safety Information System staff under the management of the Chief
Information Officer, so all information technology functions are under one organization.
236
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Service Tickets
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
3,355
3,523 3,701
0.272 0.295
$2.51
$2.58
0.285
$2.68
Goal PS WCRCC 3: To resolve Severe/Immediate/Urgent Issues 100 % monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 3-1:
Improve customer
service to public
safety agencies.
Resolve severe/immediate/urgent issues
100% monthly.
100%
100%
100%
Goal PS WCRCC 4: To resolve all Service Requests 90% monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve customer
service to public
safety agencies.
Resolve all service requests 90%
monthly.
95%
100%
100%
Goal PS WCRCC 5: Implement a new public safety information system.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC5-1:
Implement a new
public safety
information
system.
Implementation
0%
0%
50%
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death, or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver, however, Weld County's Coroner
employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 627,377
$ 657,245
$ 828,481
$ 874,021
Supplies
13,976
25,800
25,800
25,800
Purchased Services
315,732
313,950
343,950
343,950
Fixed Charges
0
0
0
0
Capital
0
38,200
0
0
Gross County Cost
$ 957,085
$ 1,035,195
$ 1,198,231
$ 1,243,771
Revenue
10
500
500
500
Net County Cost
$ 957,075
$ 1,034,695
$ 1,197,731
$ 1,243,271
Budgeted Positions
7
7
9
9
SUMMARY OF CHANGES: As the result of the mid -year approval of the Board of County
Commissioners to augment the current staff by two full-time FTE medicolegal investigators,
Personnel Services have increases by $171,236. Supplies are unchanged. Purchased Services
are up $30,000 due primarily increases fees for autopsies and lab fees. Equipment was reduced
by $38,200 since the department has five fully -equipped coroner vehicles, and no equipment is
required in 2018.
Revenues remain unchanged at $500
Final budget adjustments include an increase in salaries of $45,540.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Board reaffirmed the funding of the two additional
positions.
238
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Number of cases 1,584
Number of scene investigations 560
Number of full autopsies 180
Efficiency Measures
FTE's per 10,000/capita 0.238
Per capita cost (county support) $3.25
Cost per autopsy (contractor) $1,085
1,821
585
180
0.230
$3.40
$1,304
2,000
600
190
0.285
$3.94
$1,304
Goal PS Cl: Continually adjust to meet readiness and service needs
DESIRED
OUTCOMES
PRELIMINARY PERFOR-
MANCE OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
End of 2015
PSC 1-1:
Investigative report
cycle time
100% of investigative reports are
submitted to the supervisor within 14
days of assignment.
97%
97%
98%
PSC 1-2: Autopsy
cycle time
100% of autopsies are conducted
within 24 hours of the death/decision
to autopsy
97%
98%
98%
PSC 1-3: Decedent
property
80% of decedent property is returned
to family within 21 -days
96%
98%
99%
PPSC 1-4: Indigent
Bodies
Working with the Public
Administrator and local Funeral
Homes to release indigent bodies
from the Coroner's possession
within 60 days from the date of
death
90%
90%
90%
PSC 1-5: Performance
Reports
100% of annual performance reports
of employees submitted on time
70%
70%
70%
239
CORONER
(CONTINUED)
1000-23200
Goal PS C2: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFOR-
MANCE OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C2-1: Maintain
positive working
relationships with
local area funeral
homes, GPD and SO
Continue to meet annually (or as
needed) with outlined agencies to
inquire about areas of satisfaction
and/or improvement. In addition, add
NCMC to include their feedback.
Performance will be measured by
meeting minutes
Meetings
completed
with FH,
SO and
GPD
100%
100%
PS C2-2:
Reduce/eliminate
task redundancy in
computer case
reporting
Conversion to Spillman.
Not
monitored
Not
monitored
100%
PS C2-3: Review
and update the
department Strategic
Plan in support of
the Director's goal to
the BOCC
Date changes to the Strategic Plan
N/A
100%
On going
PS C2-3: Monthly
training or readiness
exercise
Continue to provide training and
readiness exercises to staff at monthly
meetings
Performance will be measured by
meeting minutes.
65%
75%
100%
PS C2-4: Participate
in the Colorado
conversation to an
electronic death
registration format
Statewide start date
New item
50%
100%
240
CORONER
(CONTINUED)
1000-23200
Goal PS C3: Maintain highly qualified investigation staff prepared to meet the present and future needs of
the department
DESIRED
OUTCOMES
PRELIMINARY PERFOR-
MANCE OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C3-1: National
certification for all
eligible investigators
Making sure every investigator is
nationally certified within first year of
employment.
100%
100%
100%
PS C3-2: Meet
annual 16
Continuing
Education hours for
the Coroner at
required by
Colorado Coroner
Standards and
Training Board
(CRS 30-10-601.8)
100% of investigators certified
through testing
100%
2016 Goal
was met and
reported to
CCSTB on
time.
100%
100%
PS C3-3: Meet the
5 -year 45 hours of
Continuing
Education hours for
self and staff who
qualify under
ABMDI
Investigator credentials renewed
2015 Goal
was met and
reported to
ABMDI
100%
100%
On going
PS C3-4: Meet the
4 -year 64 hrs of
required Continuing
Education for self
and staff who
qualify under the
Colorado Coroner's
Association.
Investigator credentials renewed
84% of
eligible
investigators
renewed
In progress
100%
On going
PS C 3-5: Develop a
staff that is fully
absorbed by and
enthusiastic about
their work and who
take positive action
to further the
organization's
reputation and
interests.
Annual Survey
Previous survey was reviewed and
evaluated. Leadership meeting was
held.
100%
In progress
100%
241
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 761,127
$ 843,782
$ 932,865
$ 967,916
Supplies
6,317
37,270
48,045
48,045
Purchased Services
44,391
47,350
47,350
47,350
Gross County Cost
$ 811,835
$ 928,402
1,028,260
1,063,311
Revenue
33,664
39,000
39,000
39,000
Net County Cost
$ 778,171
$ 889,402
$ 989,260
$ 1,024,311
Budgeted Positions
9.5
10.50
11.50
11.50
SUMMARY OF CHANGES: The department is requesting an increase in Personnel Services to
fund a 1.0 FTE Criminal Justice Coordinator at Grade 40, Step 1 ($89,083) to lead/support work
of the Weld County Criminal Justice Advisory Committee (CJAC). Position would provide
objective information and analysis of local criminal justice system interoperability, effectiveness
and efficiency as a resource to justice system policymakers and Weld County government for
system improvements and strategic planning.
Supplies are up $10,775 for Pretrial Services program software maintenance/support with vendor
application. No other changes.
Final budget adjustments include an increase in salaries of $35,051.
FINANCE/ADMINISTRATION RECOMMENDATION: The addition of 1.0 FTE Criminal Justice
Coordinator ($89,083) to lead/support work of the Weld County Criminal Justice Advisory
Committee (CJAC) is a policy issue for the Board. The function has been performed via a part
time contract for the last four years. The person performing the services is fully retiring after this
year and concurs with the recommendation that a full-time position is needed and justified.
BOARD ACTION: Approved as recommended, including the Criminal Justice Coordinator
position.
242
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services Risk Assessments 3,052 3,558 3,600
Defendants on Pretrial Supervision (ADP) 900 900 950
Court Date Call Notifications N/A 4,000 4,000
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
.310 .344
$2.64
$2.91
.364
$3.25
Goal PS JS1: To reduce the cost of pretrial incarceration through effective pretrial release and supervision services;
assure defendant court appearance and no new law enforcement contact while on supervision in the community.
DESIRED
OUTCOMES
DESIRED OUTCOMES
ACTUAL
ESTIMATED
PROJECTED
PS JS -1: Pretrial
To use evidence based practices
3,052
1,779
3,600
Services. Assist
in defendant risk assessment for
defendant
defendant
projected
county and judicial
pretrial release and supervision of
risk
risk
defendant
officials by
defendants in the community;
assessments
assessments
risk
formulating
assure court appearance and
at the jail and
at the jail and
assessments
release
public safety; and
900
900
at the jail and
recommendations
defendants
defendants
900 projected
and providing
on average
on
defendants
supervision of
daily
supervision
on
defendants that
reasonably assure
that those on
conditional release
return to court and
do not engage in
criminal activity
pending their trial
and/or sentencing.
Estimated variable cost
avoidance/savings to help manage
high expense of operating the jail.
supervision
$3,235,120
$4,947,754
supervision
$5,006,160
243
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
OUTCOMES
DESIRED OUTCOMES
ACTUAL
ESTIMATED
PROJECTED
PS JS -2: CJAC.
Set meeting dates, agendas, take
Four to six
Four to six
Four to six
Provide
professional
staffing and
guidance to the
committee;
facilitate, and
advance their
work.
meeting minutes and distribute to
members and the BOCC; maintain
CJAC Bylaws. Provide analysis,
and coordination with justice
system agencies.
meetings
meetings
meetings
PS JS -3: Court
Improve efficiencies and cost
N/A
85-90%
85-90%
Date Notification.
Provide call ahead
avoidance at the Weld County Jail,
for the 19th Judicial District courts
Appearance
Rate to
Appearance
Rate to
reminders to
and for local law enforcement
Division A
Division A
defendants
scheduled for
court hearings.
agencies.
(first
appearance
court, via
summons)
244
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 (Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,305,540
$ 1,348,705
$ 1,348,705
$ 1,390,489
Supplies
19,400
27,690
27,690
27,690
Purchased Services
172,260
187,098
187,498
187,498
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,497,200
$ 1,563,493
$ 1,563,893
$ 1,605,677
Revenue
764,508
964,350
964,350
964,350
Net County Cost
$ 732,692
$ 599,143
$ 599,543
$ 641,327
Budgeted Positions
16.0
17.0
17.0
17.0
SUMMARY OF CHANGES: Alternative Programs (work release and electronic monitoring)
transferred to this department in 2016. Offender placements, performance outcomes and revenue
remain stable. Case management and other in-house treatment services introduced this year,
with continued implementation of enhanced work processes and correctional supervision
strategies.
Additional $400 for software maintenance costs. No other changes to proposed budget.
Final budget adjustments include an increase in salaries of $41,784.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
245
Work Release / Electronic Monitoring
(Continued)
1000-24125
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Work Release Clients - Daily
Avg. Electronic Home Monitoring - Daily
FTE's per 10,000/capita
Per capita net cost
160 160 160
70 70 70
.543 .558
$2.49
$1.97
.539
$2.03
Goal PS JS4: To provide safe and less expensive sentencing alternatives to the use of jail; deliver effective
offender services for seamless community re-entry.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS4-1:
Offender utilization
160 ADP - Work
160 ADP - Work
160 ADP - Work
Alternative
Programs - Provide
safe, community
by providing less
costly sentencing
alternative to jail
Release
Release
Release
based correctional
incarceration for
70 ADP — Electronic
70 ADP — Electronic
70 ADP — Electronic
placement for
eligible adult
offenders ordered by
the Courts, in lieu of
traditional jail
sentence. Ensure
offenders are given
opportunities &
access to resources;
treatment and
employment
services, while living
in a staff -secure
correctional setting
or on electronic
monitoring home
confinement.
adult convicted
offenders;
Offenders
participating in
educational and/or
employment
programming; and
Estimated variable
cost savings of
programs to
taxpayers for clients'
average length of
stay at Work
Monitoring
100%
$1,564.425
Monitoring
100%
$1,564,425
Monitoring
100%
$1,564,425
Release.
246
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 71,897
$ 73,571
$ 74,777
$ 75,612
Supplies
238
500
500
500
Purchased Services
1,190
500
500
500
Gross County Cost
$ 73,325
$ 74,571
$ 75,777
$ 76,612
Revenue
18,430
14,000
14,000
14,000
Net County Cost
$ 54,895
$ 60,571
$ 61,777
$ 62,612
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: The department has requested to move the Adult Diversion Case
Manager to pay grade 26, step 3 to be consistent with the pay grade of the Juvenile Diversion
Case Manager ($1,206). No other changes.
Final budget adjustments include an increase in salaries of $835.
FINANCE/ADMINISTRATION RECOMMENDATION: For parity between very similar position
classifications the move of the Adult Diversion Case Manager to pay grade 26, step 3 to be
consistent with the pay grade of the Juvenile Diversion Case Manager is recommended.
BOARD ACTION: Approved as recommended, including the upgrade of the Adult Diversion
Officer position to grade 26.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
247
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 57,976
$ 59,374
$ 60,793
$ 60,793
Supplies
1,241
3,111
6,000
6,000
Purchased Services
2,775,286
2,815,769
2,850,625
2,850,625
Fixed Charges
25,547
25,051
25,051
25,051
Capital
0
0
0
0
Gross County Cost
$ 2,860,050
$ 2,903,305
$ 2,942,469
$ 2,942,469
Revenue
2,882,799
2,903,305
2,942,469
2,942,469
Net County Cost
$ -22,749
$ 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 17/18: $1,464,351 for
Residential Diversion services, $747,753 for Residential Transition services, $264,829 for
Residential Condition of Parole services, $54,487 for Non -Residential Diversion services,
$110,000 for Correctional Treatment Support services, $62,313 for Residential Condition of
Probation services, $119,854 for Facility Payment funding to mitigate vendor staff turnover and
promote evidence based programming and $118,882 for Community Corrections Board and
department administration.
Program revenues are up $39,164 over last year.
Lease amount to vendor to use the community corrections facility increased to $296,616 per year
and is listed under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
funded by the state.
BOARD ACTION: Approved as recommended.
248
COMMUNITY CORRECTIONS ADMINISTRATION
(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:
Efficiency Measures
FTE's per 10,000/capita
250 250 250
0.034
0.033
0.032
Goal PS JS5: To provide safe and less expensive alternatives to the use of jail and prison; administer the
Weld County Community Corrections Board, various contracts and agreements with the Colorado
Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of
the Community Corrections Facility.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS3-1:
Cost savings by providing a less costly
160 residential
160 residential
160 residential
Community
Corrections -
alternative jail and prison
incarceration for adult convicted
(ADP)
(ADP)
(ADP)
Provide safe,
community based
correctional
placement for
eligible adult
offenders ordered
by the Courts
and/or Department
of Corrections.
offenders;
Recidivism rates for offenders,
completing the Community
Corrections Program is substantially
lower after release than offenders
either released from prison or placed
directly on parole.
50 non
residential
2%
50 non
residential
2%
50 non
residential
2%
Ensure offenders
are given
opportunities &
access to resources;
treatment and
employment
services, while
living in staff-
secure correctional
setting
All offenders participate in some form
of educational and/or vocational
programming.
Receive, manage, and process all
community corrections funds from the
State;
Cost avoidance/savings ratio of
240
$2,949,396
$1,800,000
240
$2,903,305
$1,800,000
240
$2,942,350
$1,800,000
Community Corrections Programs to
County.
249
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,011,182
$ 1,057,695
$ 1,057,695
$ 1,049,099
Supplies
127,109
48,440
107,738
107,738
Purchased Services
87,588
111,539
108,504
108,504
Fixed Charges
138,415
174,027
147,217
147,217
Capital
0
0
0
0
Gross County Cost
$ 1,364,294
$ 1,391,701
$ 1,421,154
$ 1,412,558
Revenue
2,629,184
3,735,000
2,650,000
2,650,000
Net County Cost
$ -1,264,890
$ -2,343,299
$ -1,228,846
$ -1,237,442
Budgeted Positions
12.00
12.00
12.00
12.00
SUMMARY OF CHANGES: Supplies are up $59,298 due to software costs for Accela.
Purchased Services are down $3,035 for vehicle costs. Fixed Charges are down $26,810 due to
lower chargeback costs from Planning.
Revenues are significantly down from the 2017 estimate by $1,085,000. Even though in 2017 the
county moved to the 2016 IBC fees, the amending of the permit structure for tank batteries and
other oil and gas equipment from the historical methodology to $1,000 per site lowered the
revenue actually collected. Therefore, the 2018 estimated revenue amount has been reduced
based upon the actual 2017 revenue being collected with the changes.
Final budget adjustments include a decrease in salaries of $8,596.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
250
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of Building Permits Issued 2,225 2,230 2,300
Number of inspections performed 24,467 22,125 23,000
Avg. # of inspections per Inspector 19.57 17.77 18.2
Number of Inspectors 5 5 5
Number miles driven by Inspectors 133,481 134,600 135,000
Walk-ins 4,264 4,500 5,000
Number of Plan Reviews 1,895 2,091 2,100
Number of Plan Examiners 2 2 2
Number of Building Compliance violations 38 48 50
Number of Building Complaints 41 60 65
Number Compliance cases closed 51 37 40
Number of Building Compliance Officers 1 1 1
251
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 7: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED7-1:
Conduct safe and
quality plan
reviews and
inspections
following
adopted codes
Attendance of each Plans
Examiner/Building Inspector/Building
Official/Tech at 2 ICC classes (7 staff)
Maintenance of appropriate certifications
18
100%
18
100%
18
100%
Goal CED 8: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors,
and builders through education.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED 8-1: To
ensure current and
updated
information is
available to the
public on handouts
and web site
Revise handouts and update website
quarterly
100%
100%
100%
Ensure routine
communication
with builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
2
2
2
Ensure inspectors
have more
handouts in the
field for a non-
technical audience
Plans examiner present to the Building
Official any changes to code quarterly
4
4
4
Consistent
inspections
conducted in the
field
Provide "team training" in the field to
ensure consistency by inspectors
3
3
3
252
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 9: Maintain quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
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
turnaround time
for inspections.
Percentage of 24 hour turnaround
inspections(measured by complaints)
99%
99%
99%
Ensure timeliness
of entering
inspections and
appropriate
follow-up.
Maintain proficiency in Accela to ensure
information is updated and available
95%
95%
100%
Provide plan
review turnaround
within current
policy time frame.
Review plans in a timely manner current
with policy time frame — measurable by
complaints
100%
100%
100%
Return customers
call and questions
within 24 hours.
Measurable by number of complaints
annually
100%
100%
100%
Maintain quality
customer service
with existing staff
levels
Measurable by annual complaints
100%
100%
100%
253
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 426,185
$ 461,100
$ 461,100
$ 469,089
Supplies
85,743
76,200
76,850
76,850
Purchased Services
365,410
409,886
418,986
418,986
Fixed Charges
10,450
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 887,788
$ 947,186
$ 956,936
$ 964,925
Revenue
18,222
6,000
6,000
6,000
Net County Cost
$ 869,566
$ 941,186
$ 950,936
$ 958,925
Budgeted Positions
2 FTE
7 PT
2 FTE
7 PT
2 FTE
10 PT
2 FTE
10 PT
SUMMARY OF CHANGES: Supplies increased a total of $650 due to an increase in Computer
Software and Attachments of $500 to reflect historic costs, and Uniforms and Clothing increased
$150 for outerwear reimbursement for an additional seasonal employee.
Fixed Charges increased $9,100 to fund the Diffuse Knapweed cost share program under Grants
and Donations.
Final budget adjustments include an increase in salaries of $7,989.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
254
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Mowing Lane Miles 2,543 2,400 2,400
Spraying Lane Miles 8,887 7,500 7,500
Acres Sprayed (Only noxious weeds being 3,585 2,100 2,100
sprayed beginning in 2017)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.066
$2.95
.064
$3.12
.062
$3.04
Goal TPW9: Implement the Colorado Weed Management Act on County properties and in assist landowners with
compliance with the law through public education and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1:
Respond to calls
and emails from
landowners within
one working day.
98% of citizen and landowner generated
contacts responded to within one working
day.
100%
100%
100%
TPW9-2:
Perform noxious
weed control on all
Weld County
owned properties.
95% of non -roadway properties owned by
Weld County sprayed or otherwise controlled
for noxious weeds annually.
Yes
Yes
Yes
TPW9-3:
Mowing/spraying
of all roads
maintained by
Weld County.
95% of all Weld County maintained roads
and intersections will be addressed for
noxious weeds annually.
Yes
Yes
Yes
TPW9-4:
Resolve all legal
notices mailed to
landowners for
noxious weed
infestations.
90% of all legal notices mailed to landowners
in Weld County will be brought into
compliance.
100%
90%
90%
255
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 285,936
$ 293,906
$ 293,906
$ 288,915
Supplies
9,326
26,400
29,900
29,900
Purchased Services
52,517
46,295
141,795
141,795
Fixed Charges
-710
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 347,069
$ 366,601
$ 465,601
$ 460,610
Revenue
41,612
55,000
115,000
115,000
Net County Cost
$ 305,457
$ 311,601
$ 350,601
$ 345,610
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Supplies are up $3,500 for software for Ready Ops, Orion Damage
Assessment and stream gages. OEM has encountered several areas of improvements over the
last five years. The Emergency Management Program continues to grow throughout the County.
Training and exercises continue to be a focus and have proven to show success during
emergencies. OEM is requesting $20,000 to support a full scale EOC exercise in 2018. This will
support a contractor and planning for the exercise. Final budget adjustments include a decrease
in salaries of $4,991.
OEM has also requested and received a Hazardous Materials Exercise and Planning grant for
$60,000 with a $15,000 local match to support the need for coordination with our chemical
facilities in the County. The Oil and Gas industry has added over 7,000 new facilities in the last
five years. We have 153 facilities that have Extremely Hazardous Chemicals and require specific
coordination for planning with First Responders. We also have 32 Risk Management Plan
Facilities that require coordination with the LEPC and First Responders. The tasks, required
coordination, planning and attending meetings is not possible to accomplish with current staffing,
so the grant which will contract with a part-time contractor should help in this area. The grant is
for the period of October 1, 2017, through September 30, 2018.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional
$20,000 for the FEMA training is recommended. FEMA has approved the training and scheduled
it for August, 2018. The Hazardous Materials Exercise and Planning grant is also recommended.
The grant will end September 30, 2018. If the grant is not continued in the 2019 budget, the
department will need to assess whether a permanent position doing this function is needed.
256
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 12 12 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 18 18 18
Efficiency Measures
FTE's per 10,000/capita 0.102 0.095 0.126
Per capita cost $1.04 $1.06 $1.10
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.
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.
o Goal PS OEM 2: Preparedness - To safeguard against terrorism, manmade and
natural disasters. It is focused on actions that protect citizens, residents, visitors,
networks and critical assets in Weld County.
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.
257
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
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.
o 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.
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.
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 MANAGEMENT HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT: http://www.co.weld.co.us/Departments/OEM/index.html
258
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,932,367
$ 2,968,764
$ 2,878,270
$ 3,108,312
Supplies
169,943
193,200
159,245
159,245
Purchased Services
12,778,577
19,526,846
6,127,921
6,127,921
Capital
116,323
0
0
0
Contra
-235,858
-348,055
-329,571
-329,571
Gross County Cost
$ 15,761,352
$ 22,340,755
$ 8,835,865
$ 9,065,907
Revenue
0
0
0
0
Net County Cost
$ 15,752,352
$ 22,340,755
$ 8,835,865
$ 9,065,907
Budgeted Positions
28
28
28
28
SUMMARY OF CHANGES: Personnel Services increased $9,506 with the addition of the
Development Review Manager ($102,660), upgrade of Deputy Director Engineering ($8,772),
$15,750 to promote three current Engineers from Tech II to III, and promote one Engineer Ito II
for a total increase of $16,000. In house appraiser position was eliminated mid -year for a savings
of $133,676 Engineering and Architectural increased $75,000 for appraisal service fees due to
the elimination of an in-house appraiser for a net savings of $58,676. Final budget adjustments
include an increase in salaries of $230,042.
Supplies decreased $33,955 as Small Items of Equipment was decreased $40,000 with the
elimination of the lab remodel, which was completed in 2017. Software Maintenance increased
$6,045 for the PubWorks program annual fee and charges for the on-line comments form.
Purchased Services decreased a total of $13,398,925 based on the following: Publications and
Subscriptions increased $4,000 for additional inspection manuals. Memberships and Registration
Fees increased $5,650 for the cost of the nuclear gauge license registration fees. Other
Purchased Services increased $7,300 for construction permits and dewatering and stormwater
annual permit fees. As stated above Engineering and Architectural increased $75,000 for
appraisal service fees due to the elimination of an in-house appraiser for Public Works. Other
Professional Services increased $15,000 for environmental audits needed in 2018. Repair and
Maintenance Equipment increased $2,500 for increased fees for lab equipment and nuclear
gauge calibrations. Repair and Maintenance Other in the amount of $975 was eliminated from
this budget and will now be funded from the Administration budget. Travel and Meetings
increased $12,200 due to anticipated travel expenses for 2018. Training increased $10,000
based on continuing training needs for engineering staff. Strategic Roads decreased $12,679,600
based on road and bridge projects to be completed in 2018. Grants and Donations decreased
$850,000 based on projects for 2018.
259
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including personnel
changes. Board approved the creation of the Development Review Manager position, and
reclassification of the PW Transportation Manager to Deputy Director Engineering position on
August 14, 2017.
BOARD ACTION: Approved as recommended, including the personnel changes requested.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 17 26 15
Number of construction projects completed 6 16 6
Number of land use case reviews 673 150 350
Access Permit 601 525 525
Right -of -Way Permits 522 405 405
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
0.951
0.919
$53.49 $73.34
0.889
$28.75
*Numbers do not include flood projects.
Goal TPW8: Development, design, inspection, testing, planning, and review of all phases of County road and bridge engineering
services for both in-house and contracted projects.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW8-1:
Develop accurate
Capital Improvement
Plans
Plans will not require changes after
project goes to construction 95% of the
time
100%
100%
100%
TPW8-2:
Perform accurate
construction testing
Construction tests will not require
repeat tests or re -calculations 95% of
the time
100%
100%
100%
TPW8-3:
Present accurate
improvement
agreements
Improvement agreements will be error
free when presented to the BOCC 98%
of the time
100%
100%
100%
260
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 45,657
$ 72,162
$ 72,162
$ 60,032
Supplies
822
3,200
1,750
1,750
Purchased Services
5,718
17,400
12,900
12,900
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 52,197
$ 92,762
$ 86,812
$ 74,682
Revenue
6,604
3,000
5,000
5,000
Net County Cost
$ 45,593
$ 89,762
$ 81,812
$ 69,682
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: Gross county costs are down $5,950 with the net county costs down
$7,950. The reductions are primarily attributed to the fact the caretaker no longer resides at the
park, thus reducing some utility costs ($3,000). Other supplies are down $1,450, and vehicle
maintenance is down $1,500. The position is also being utilized at other county facilities as time
allows.
Revenues are up $2,000 due to the fee change done in 2016.
Final budget adjustments include a decrease in salaries of $12,130.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
261
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
600 600 600
0.034
0.033 0.032
$0.155 $0.295 $0.221
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
262
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
29,000
129,000
129,000
129,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 29,000
$ 129,000
$ 129,000
$ 129,000
Revenue
0
0
0
0
Net County Cost
$ 29,000
$ 129,000
$ 129,000
$ 129,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. This represents $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.
An additional $100,000 was included in the 2017 budget for trail repairs. Weld County, Windsor,
and Greeley each committed to funding $200,000 over two years for trail repairs. Therefore, the
additional $100,000 is included again in the 2018 budget. In the Public Works budget unit 2000-
32500 a TAP grant in the amount of $447,890 is included for Poudre River Trail repairs also.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
263
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Airport Board has adopted the policy that they will be self-
sufficient and will no longer request funding for local grant matches for capital FAA projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
264
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
19,000
19,000
19,000
28,500
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 19,000
$ 19,000
$ 19,000
$ 28,500
Revenue
0
0
0
0
Net County Cost
$ 19,000
$ 19,000
$ 19,000
$ 28,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $19,000 is the same as 2017. 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: Board increased the funding to $28,500 to be equally divided among the
nineteen (19) senior centers throughout Weld County resulting in $1,500 per site.
265
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,215
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 9,215
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 9,215
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2017 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($9,000), and the Big Thompson Watershed Forum
($1,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the Budget Unit
account 1000-31100-6340 budget, since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
266
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
38,225
48,225
38,225
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 48,225
$ 38,225
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 38,225
$ 48,225
$ 38,225
$ 38,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The 2018 request is back to the historical base amount of $38,225.
In 2017 the county provided a one-time additional amount of $10,000 to help sustain the Person -
Centered Organization (PCO) project.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the base
amount of $38,225.
BOARD ACTION: Approved as recommended.
267
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition
this budget funds client treatments in Weld County Adult Treatment Court.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
186,937
203,225
293,225
228,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 186,937
$ 203,225
$ 293,225
$ 228,225
Revenue
0
0
0
0
Net County Cost
$ 186,937
$ 203,225
$ 293,225
$ 228,225
Budgeted Positions
n/a
n/a
n/a
n/a
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 2017.
NRBH has also requested an additional $30,000 for the Weld County Prevention Partners
(WCPP). The WCPP has been operating in Weld County for ten years funded via a SAMHSA
grant. The program has lost $30,000 in state funding through the Tony Grampsas Youth Services
fund. The program's mission is to promote a safer, healthier Weld County through strategies that
prevent and reduce youth substance abuse. Funding is a policy issue for the Board.
$75,000 is included for the Weld County Adult Treatment Court program to treat clients in with
alcohol, drug and other substance abuse issues. In 2016, the county and courts developed an
ongoing MOU for this arrangement.
Qualified Listeners has requested $60,000 for 2018. The program is a newly formed organization
dedicated to supporting the mental health needs of veterans and their families with the objective
of reducing the number of suicides and home stress. It is a system by which combat veterans
listen to veterans so the organization can begin to connect veterans to resources which already
exist and are paid for by taxpayers. Funding is a policy issue for the Board.
268
MENTAL HEALTH
(CONTINUED)
1000-56140
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 Adult Treatment
Courts. This is the same funding level as 2017.
Funding of the Weld County Prevention Partners (WCPP) is a policy issue for the Board to decide.
This would be displacing state funds that have been reduced with county General Fund dollars.
Funding of the Qualified Listeners program is a policy issue for the Board to decide. If the Board
considers funding the program is recommended that it be for start-up funds in the range of
$15,000-$20,000, not $60,000 requested, to see if the program has some of the desired
outcomes. It is also recommended that if the program is funded that it be funded through NRBH
along with other mental health programs in the county. It is questionable if it makes economic or
administrative sense for Qualified Listeners to be a stand-alone non-profit until it has some track
record as a program.
BOARD ACTION: The Board funded the NRBH base amount of $108,225, the $20,000 for SESS,
and $100,000 for Weld County Adult Treatment Courts. This an increase of $25,000 over last
year for the Weld County Adult Treatment Courts.
The Board did not fund the Weld County Prevention Partners (WCPP) request for $30,000. The
Board consistently does not fund state or federal grant programs with local tax dollars, if the state
and federal funding goes away.
The Board did not fund the Qualified Listeners program because the program is not up and
operating to provide a service the county can purchase through a Memorandum of Agreement. In
accordance with Colorado Constitution, Article XI, Public Indebtedness, Section 2 — No aid to
corporations, which states in part, "Neither the state, nor any county...shall make a donation or
grant to, or in aid of...any corporation or company..." Case law has included non-profit
corporations as corporations referred to in this section. As a result of this state requirement Weld
County only provides funds to non -profits in cases where a specific service for Weld County
citizens can be purchased through a Memorandum of Agreement. The Board encouraged the
Qualified Listeners program to come back with their request when they are a fully operating
organization and propose a specific needed service for identified Weld County citizens with
measurable performance results. The Board also encouraged the Qualified Listeners program to
continue working with NRBH to see if the program can be affiliated with NRBH to avoid duplication
and overhead costs.
269
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra Account
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This program is now funded in the Social Services budget under
Child Welfare, since the usage justifies Social Services paying 100%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this
program in the Social Services budget under Child Welfare in 2018, since the usage justifies
Social Services paying 100%.
BOARD ACTION: Approved as recommended.
270
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund
for the administrative costs of the program. With the underfunding of the Weld County Retirement
Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan.
The administrative costs include the investment fees and other administrative costs. Annually the
costs are approximately $1,000,000. The County stopped paying the fees in the 1980's. From
2011-2015 the General Funds made substantial contributions to repay the Retirement Fund for
the past administrative costs. As a result as of December 31, 2015, the Weld County Retirement
Plan was fully funded under the new accounting rules of GASB 67 and 68. The level of funding
for this purpose can be reduced in years where the property tax revenues from oil and gas
fluctuate downward and when the retirement fund is fully funded. Due the retirement plan being
totally funded no contribution is required in the 2018 budget.
As funds are available the county should consider funding the retirement plan to reduce the
investment rate assumption from 7.75% to 6.25% over time, which is more realistic based upon
projected investment returns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
271
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
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
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
272
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
4,537,102
4,869,653
5,089,441
5,089,441
Capital
0
0
0
0
Gross County Cost
$ 4,537,102
$ 4,869,653
$ 5,089,441
$ 5,089,441
Revenue
0
0
0
0
Net County Cost
$ 4,537,102
$ 4,869,653
$ 5,089,441
$ 5,089,441
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
273
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic
development program through the Upstate Colorado Economic Development (Upstate Colorado),
a public/private non-profit organization. Starting in 2009, the County began contributing to the
East Colorado Small Business Development Center (SBDC), in addition to Upstate Colorado
Economic Development.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
530,077
165,000
215,000
165,000
Gross County Cost
$ 530,077
$ 165,000
$ 215,000
$ 165,000
Revenue
190,720
0
0
0
Net County Cost
$ 339,357
$ 165,000
$ 215,000
$ 165,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: East Colorado Small Business Development Center has requested
$65,000, same as 2017. Upstate Colorado requested $150,000, which is $50,000 more than the
2017 level of funding. Upstate is currently identifying the appropriate programs and staff resources
needed to fulfill their existing and future capacity needs. Upstate is looking at the imperative need
to implement succession programing for the next 3-5 years, and the additional amount above our
2017 funding level will assist in that staffing overlap.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
additional $50,000 for Upstate's succession planning. However, it is recommended the additional
$50,000 come out of the Economic Development Trust Fund in 2018. Since 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.
In addition to this funding in the General Fund there is a request for $90,000 for the Economic
Development Trust Fund to continue to fund the Upstate Colorado Economic Development
Community Support Program for the third year. It was anticipated in the beginning of the program
that the small communities would gradually assume some of the costs of the program. In 2018,
perhaps there should be discussions with the communities regarding sharing of costs to support
the program long term.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
274
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: 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.
275
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
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
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
D. The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
276
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, etc.
RESOURCES
ACTUALLAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
70,926
70,000
70,000
70,000
Purchased Services
602,241
425,535
449,127
449,127
Fixed Charges
88,732
115,000
120,000
120,000
Gross County Cost
$ 761,899
$ 610,535
$ 639,127
$ 639,127
Revenue
91,220,185
102,048,987
103,313,377
103,493,194
Net County Cost
$ - 90,458,286
$- 101,438,452
$- 102,674,250
$- 102,854,067
SUMMARY OF CHANGES: The expense side of this budget is up $28,592 from 2017.
Memberships and dues are up $2,200 due to DRCOG dues, auditing costs are up $900, and
training is up $5,000. Professional services are up $20,492 for deferred compensation program
fees ($10,892), and medical services from Ergomed ($9,600).
Revenues are up $1,251,935 over the current year. Property taxes are budgeted at $92,908,779
up $371,429. Revenue from interest earnings are up $800,000 at $2,000,000 for 2018. Fines are
up $3,000, Thornton PILT is up $1,472, and cable fees are up $5,000. Rents from Buildings total
$557,684 from Social Services ($166,234), PS Trophy ($16,800), Community Corrections
Building ($288,612), ambulance station ($15,600), and Fredrick library building lease/purchase
($70,438). Recovery of indirect costs is $6,826,159, and revenues from Urban Renewal
Authorities (URA) are budgeted at $337,314 for Brighton URA, $110,582 for the Erie URA,
$104,270 from Mead, and $63,318 for Firestone URA. Other smaller revenues are stable with
little change. Total revenues are $103,300,922.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Expenses approved as recommended.
Urban Renewal Authorities were adjusted to final assessed valuations. Final revenues from Urban
Renewal Authorities (URA) are budgeted at $314,213 for Brighton URA, $96,305 for the Erie
URA, $14,181 from Fort Lupton, $104,397 from Mead, and $73,933 for Firestone URA. Final
property tax was adjusted by $192,272. No other revenue changes.
Tax incentives were approved for Specialty Products ($1,524), Vestas ($35,570), Norfork Steel
($3,558), Carestream ($7,203), Boulder Scientific ($2.830), Cargill ($2,712), Advance Forming
Technology ($1,077), Agrium ($977), and Rocky Mountain Waterjet ($1,330), for a total of
$56,781.
277
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Beginning January 1, 2007, in accordance with GASB 45, employers
must account for the actuarial cost of post -employment benefits paid to retirees. Weld County's
only program outside of the retirement program is the payment of health insurance benefits to
retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize
the cost of the benefit in periods related to when services are received by the employer (Weld
County). 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: Approved as recommended.
278
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
90,737
35,737
78,237
40,737
Gross County Cost
$ 90,737
$ 35,737
$ 78,237
$ 40,737
Revenue
0
0
0
0
Net County Cost
$ 90,737
$ 35,737
$ 78,237
$ 40,737
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL
Promises for Children $ 5,000 $ 5,000 $ 5,000 $ 5,000
211 Information and Referral 25,000 40,000 25,000 25,000
Youth and Family Connection 0 0 0 0
1451 Collaboration Management 0 0 0 0
Catholic Charities 0 0 0 0
Greeley Transitional House 0 0 0 0
A Woman's Place 0 0 0 0
Weld's Way Home 0 25,000 0 5,000
Our Land to Your Hands 0 2,500 0 0
Audio Information Network 5,737 5,737 5,737 5,737
Total $35,737 $78,237 $35,737 $ 40,737
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 2017. Recommend approval. Final funding $5,000.
279
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
211 Information and Referral program has requested $40,000 for the 211 information
and referral system operated by United Way. This is an increase of $15,000 over the 2017
funding level of $25,000. The recommended budget includes base level funding of
$25,000. Increase in funding is a Board policy issue. Final funding $25,000.
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 2017. Recommend approval. Final funding $5, 737.
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, A Woman's Place, and Greeley Transitional House did not request General
Fund monies for 2018. Human Services has been doing a $20,000 program with a voucher
process through CSBG for the shelters. If the homeless shelters are funded it should be
by a Human Services allocation of CSBG dollars as vouchers to clients or other Human
Services program funds. Recommend no General Fund funding. Social Services may
fund with CSBG funds, if funds are available. Programs to be funded through CSBG
program.
Weld's Way Home has requested $25,000 for 2018. The funding would be for the Weld's
Way Home (WWH) effort, which is a long-term countywide strategic plan to address
homelessness and housing instability. WWH does not intend to offer direct services;
instead they aim to support and expand the capacity of the expert service provider already
addressing this challenge in Weld County. Funding is a policy issue for the Board. Final
funding $5,000.
Our Land to Your Hands Committee has requested $2,500 for 2018. The funding would
be for the transportation costs for St. Vrain School District students to be bused to the
event. While the event is worthwhile, staff does not believe this a funding responsibility of
the county and the school district should be paying for the transportation costs. Also, St.
Vrain School District has received from the county a windfall of $356,955 in 2016, and
$76,034 in 2017 from the Bankhead-Jones shared revenues from the Pawnee Grasslands
without any direct impact, so perhaps they could use some of the Bankhead-Jones funding
for this program. Funding is a policy issue for the Board. No funding
BOARD ACTION: See notes for each agency regarding final funding in italics. No change.
280
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Treasurer
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures
Program and the donations and tax credits that support it. The program offers student grants from
donations to eligible Weld County high school graduates, students earning GEDs and veterans
pursuing post high school education or training. Under SB 15-82 the County is authorized to allow
the use of county property tax incentive payments or credits to taxpayers contributing to the
program for workforce development.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 35,750
$ 95,940
$ 38,544
$ 38,544
Supplies
25,354
34,750
18,500
18,500
Purchased Services
3,211
13,250
122,498
122,498
Fixed Charges
10
0
3,000,000
0
Capital
70,000
0
0
0
Gross County Cost
$ 134,325
$ 143,940
$ 3,179,542
$ 179,542
Revenue
0
0
0
0
Net County Cost
$ 134,325
$ 143,940
$ 3,179,542
$ 179,542
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: This is the third Weld County Bright Futures Program administration
budget request. The actual budgetary needs are still evolving, so for 2018 the program still
includes two part time positions. Supplies and services of $24,500 for administration have been
reallocated based upon the evolving needs and expenditure patterns of the program.
The Bright Futures program was formed and implemented in 2015 with the intention of creating
an incentive to property tax payers to pay less taxes to the county by directing a donation to the
Bright Futures program to fund students living in Weld County who wish to pursue post -secondary
education. The program is a workforce development program that is a win -win for the taxpayers,
students, and employers in Weld County.
After the first year of the program's implementation student interest and participation in the
program is strong. However, the property tax incentive has not brought in the funding to sustain
the program long term. To make the program sustainable long term for a four-year program of the
students the program needs approximately $10 million per year to fully fund it, and $6,000,000, if
structured to fund only two years. Other program changes could reduce the cost even more.
Based upon a marketing and feasibility study done by Mantooth Marketing Company the program
needed to consider some structural changes and new marketing approach.
281
BRIGHT FUTURES
(CONTINUED)
1000-90160
SUMMARY OF CHANGES (Continued):
As a result of the marketing study and staff financial and program analysis the Board of Weld
County Commissioners on June 5, 2017, entered into an agreement with Upstate Colorado
Economic Development (Upstate) to administer the marketing and fundraising function of the
program under the direction of an autonomous Bright Futures Board. The student grant
administration will remain with the Weld County Treasurer's Office costing $62,975 in 2018. The
county will pay Upstate $116,498 for the marketing and fundraising function for a total program
administration cost of $179,542.
For long term sustainability, the Bright Futures program, if it is structured to fund only two years
of a student's program will require an annual fundraising effort of $1,500,000 and $3,000,000 in
General Fund subsidy. The 2018 student grant budget is funded at the $3,000,000 level. To
transition to the program changes may require some funding from the Economic Development
Trust to get to the $3,000,000 General Fund funding level for the next two years.
In 2016, $15,000,000 in property tax incentive credits were budgeted and placed in a trust fund.
This portion of the program should not require additional county funds for 15-20 years. Donations
for this program are placed in a separate trust fund to pay the student grants.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 2018 budget
as funded on an ongoing basis, and the changes in the structure should make the program
sustainable long term.
BOARD ACTION: The Board decided to fund the 2018 student grant portion of the program from
the Economic Development Trust Fund, and not the General Fund to give the new Bright Futures
Board an opportunity to restructure the program and the fundraising effort in 2018. In 2019 the
Board will determine the programs sustainable long-term funding level from the county.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Students in Program 1,109 1,200 2,000
Investments $1.25M $3.00M $4.50M
Efficiency Measures
FTE's per 10,000/capita .068 0.66 0.63
Per capita administrative expenditure $0.46 $0.47 $0.57
Per capita student grant expenditure $4.24 $9.85 $9.51
282
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 276,314
$ 314,726
$ 355,782
$ 338,463
Supplies
3,936
6,300
6,300
6,300
Purchased Services
26,225
39,400
42,400
42,400
Fixed Charges
785
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 307,260
$ 360,426
$ 404,482
$ 387,163
Revenue
0
0
0
0
Net County Cost
$ 307,260
$ 360,426
$ 404,482
$ 387,163
Budgeted Positions
13.00
11.00
11.75
11.75
SUMMARY OF CHANGES: In the Fall of 2016, Weld County Extension conducted a community
needs assessment. Results showed many issues pertaining to Family and Consumer Sciences
(FCS). Discussions were held with the BOCC, and with department heads from Human Services
and the Health Department, with agreement that the addition of an Extension FCS Agent was
justified. Included in Personnel Services is an increase of $35,000, which would represent the
County's portion of a 50/50 split of the FCS position with CSU. Also in Personnel Services is a
request to increase the 4-H Events Coordinator position from 0.5 FTE with 250 additional hours
to 0.75 FTE. The added cost with benefits would be $6,056.
In addition, $3,000 was added to Purchased Services to provide support for the new FCS position
(travel, etc.).
Final budget adjustments include a decrease in salaries of $17,319.
FINANCE/ADMINISTRATION RECOMMENDATION: In a previous work session the Board had
agreed to the new FCS position, if CSU shared the funding 50/50%. The added workload for the
4-H Program appears to justify the additional hours for the 4-H Events Coordinator position.
BOARD ACTION: CSU has not been able to fund the matching monies for the addition of an
Extension FCS Agent. The Board agreed to leave the $35,000 in the budget in case CSU gets
funding mid -year. The position cannot be filled until CSU comes up with the matching funds.
The Board also approved increasing the 4-H Events Coordinator position from 0.5 FTE with 250
additional hours to 0.75 FTE. All other items in the budget were approved as recommended.
283
EXTENSION SERVICES
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment
4-H outreach
Master Gardener contacts
Master Gardener Volunteer Hours
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
942 1,000 1,000
3,720 4,000 4,000
999 3,000 1,500
1,580 1,800 2,000
.441 .361 .373
$1.18 $1.23
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.
284
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 84,928
$ 80,382
$ 80,382
$ 84,312
Supplies
0
20,000
147,850
147,850
Purchased Services
40,995
40,995
88,995
78,995
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 125,923
$ 141,377
$ 317,227
$ 311,157
Revenue
0
0
0
0
Net County Cost
$ 125,923
$ 141,377
$ 317,227
$ 311,157
Budgeted Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: The increase in Supplies reflects the purchase of replacement panels
for the Livestock Building at Island Grove Park. The bid estimate is $147,850. There is $35,295
of unused capital improvement funds from 2016 and 2017, leaving $112,555 for 2018. However,
the entire amount of $147,850 needs to be budgeted and appropriated in 2018.
The increase of $48,000 in Purchased Services consists of two items:
1. Additional expense the Fair will incur on an annual basis as a result of decreased support
from Island Grove Park staff is estimated to be $28,000. There are offsetting costs in the
Island Grove Park budget. Plus, in the Island Grove Park budget the actual expenses are
reconciled each year to only pay actual costs.
2. $20,000 in one-time additional support for expenses associated with the 100th anniversary
of the Fair. It is expected that the total cost of the 100th Anniversary Fair will be
approximately $50,000. A fundraising committee is working to raise the additional
$30,000.
It should be noted that the Purchased Services expenses represent a fraction of the total annual
operational costs of the Fair. The Fair Coordinator and Fair Board members work to raise
contributions, both in -kind and cash donations, from community partners to support the overall
Fair activities. This amounts to approximately $125,000 annually ($155,000 for the 2018 100th
Anniversary Fair).
Final budget adjustments include an increase in salaries of $3,930.
285
COUNTY FAIR
(CONTINUED)
1000-96100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget, in
2018, has $147,850 in one-time expenses, with $127,850 for the panels and $20,000 for the cost
of the 100th Anniversary Fair. The $28,000 budgeted in the Fair budget has been the result of
staff working with the Island Grove Park staff to best accommodate the needs of the Fair that
exceed what is contracted for with the City of Greeley for normal Island Grove Park maintenance.
BOARD ACTION: Board reduced the 100th Anniversary Fair budget amount from $20,000 to
$10,000 due to the success in raising funds from donors. All other items approved as
recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered
Exhibitors registered
Attendees
Efficiency Measures
Per capita cost (county support)
5,551 7,500 7,500
1,464
43,311
1,800
37,000
1,800
45,000
$0.428 $0.461 $0.97
286
BUDGET UNIT REQUEST S UMMA R Y
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 126,940
$ 109,514
$ 161,981
$ 220,802
Supplies
2,917
2,000
3,000
3,000
Purchased Services
11,056
7,350
12,500
12,500
Gross County Cost
$ 140,913
$ 118,864
$ 177,481
$ 236,302
Revenue
8,388
16,640
24,232
24,232
Net County Cost
$ 132,525
$ 102,224
$ 153,249
$ 212,070
Budgeted Positions
2.0
2.0
3.0
3.0
SUMMARY OF CHANGES: Personnel Services are up due to the increased workload to service
veterans and, as a result, the Board approved an additional Office Tech III mid -year ($52,467).
Supplies are up $1,000 primarily to provide $1,500 for bus passes to veterans to access services.
Purchased Services are up $2,500 for travel for staff to attend mandatory state training and other
meeting and travel costs. Phones are up $1,700, postage $500, and printing ($800) with an
offsetting reduction in outside printing ($350). All the increases are attributed to the increased
workload to service veterans.
Revenues are up $7,592 at $24,232 for state reimbursement. Effective July 1, 2017, the
reimbursement rate was changed from $8.00/hour to $11.65/hour.
Final budget adjustments include an increase in salaries of $58,821.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval all increases are
justified due to increased workload to service veterans.
BOARD ACTION: Approved as recommended.
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
ACTUAL ESTIMATED
3,108 3,200
6,419 6,400
0.068 0.066
$0.450 $0.336
PROJECTED
3,200
6,400
0.095
$0.673
287
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal VS1: Perform as advocate for Veterans and dependents seeking Service Connected Disability
Compensation and Non -Service Pension claims
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Obtain the appropriate
claim outcome for the
veterans documented
conditions
Ensure accurate submission of claim
applications that include proper
supporting documents
100%
100%
100%
Goal VS2: Assist veterans and dependents enroll in Veterans Administration health care
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Register eligible
veterans in the VA
health care system
Accurately complete appropriate VA
health care applications along with
supporting credentials
100%
100%
100%
Goal VS3: Provide education assistance and burial and survivor benefits for veterans and dependents
services
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Veteran and/or
dependents received
education, burial and
survivor benefits they
are entitled
Obtain and submit appropriate credentials
to support entitlement applications
100%
100%
100%
288
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
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
92,145
143,796
174,340
174,340
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 92,145
$ 143,796
$ 174,340
$ 174,340
Revenue
0
0
0
0
Net County Cost
$ 92,145
$ 143,796
$ 174,340
$ 174,340
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2018 is $509,681, which is
an increase from the 2017 budget of $31,589 or 6.6 percent. Revenue from rents and facility use
fees for 2018 will increase $10,500 to $201,000. The County payment for the Event Center is
proposed to be $154,340, which is an increase of $10,544 from the 2017 payment of $143,796
or 7.3 percent. The increase is primarily in salaries and benefits, and the addition of a part time
position for succession planning. The workload is increasing from getting more and more requests
from Extension and 4-H for use of the facility, and staff has been shifted from other Island Grove
County buildings to the Event Center. Historically, when the final costs are reconciled with the
City of Greeley at the end of the year the amount paid by the county is less than budgeted.
In addition $20,000 is being budgeted by both the county and Greeley to begin a five year
replacement program for the HVAC units. Therefore, the total 2018 county cost is $174,340.
The City of Greeley will also contribute $174,340 for 2018, 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: Approved as recommended.
289
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,167,593
3,496,170
3,666,040
3,666,040
Fixed Charges
260,546
349,391
520,050
520,050
Capital
0
0
0
0
Gross County Cost
$ 3,428,139
$ 3,845,561
$ 4,186,090
$ 4,186,090
Revenue
0
0
0
0
Net County Cost
$ 3,428,139
$ 3,845,561
$ 4,186,090
$ 4,186,090
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. $35,000 for engineering for water rights on
gravel pits, $2,085 for discharge permits, and $43,400 for water right assessments owned by the
county. $474,665 is funded for the leases of county assets. $3,631,040 is funded for depreciation
of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
290
BUDGET UNIT REQUEST S UMMA R Y
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
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 3,984,259
$ 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
$ 3,984,259
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 3,984,259
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects a 3.2% increase in health insurance costs. This is
the first health insurance rate increase in four years. 2018 salary increases are a policy issue for
the Board, but there are funds for step increases due employees in 2018 and 3.0 percent
contingency salary amount included in this budget. There are no other benefit changes. The cost
for 2018 is $2,758,296.
An additional $1,225,963 is included to cover the new pay grade plan and flexible staffing for the
Sheriffs Office's sworn patrol and correctional officer staff. This plan was approved by the Board
with an ordinance change in July, 2017.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: Approved as recommended.
291
292
Hello