HomeMy WebLinkAbout20163789.tiff7
COUNTY OF WELD
2017
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Mike Freeman, Chair
Sean P. Conway, Pro-Tem
Julie A. Cozad, Commissioner
Barbara Kirkmeyer, Commissioner
Steve Moreno, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December, 2016
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 15
STRATEGIC PLAN 19
POINTS OF ISSUE AND POLICY MATTERS:
2017 BUDGET STRATEGY 53
2017 BUDGET CALENDAR 56
Explanation of Overview of Budget and Management System 57
Overview of Budget and Management System 59
Hierarchy of Budget Information 60
Budget Process 61
Significant Budget and Accounting Policies 62
Explanation of Individual Funds 64
Budget Policies 66
Significant Changes in Policy from Prior Years 67
Long Term Financial Planning Policies 68
Capital Improvement Policy 70
Investment Policy 72
Fund Balance and Reserve Policy 73
Policy Directions 74
2017 Guidelines 76
2017 Special Budget Instructions 78
2017 Program Issues 80
Revenue Policies and Assumptions 81
Specific Revenue Assumptions of Significant Revenue 82
Major Revenue Historical Trends and Analysis 84
Department/Fund Matrix and Organizational Responsibility for Budget Units 91
Policy Matters/Points of Issue with Fiscal Impact 94
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2017 Salary and Benefit Recommendations 97
2017 Other Benefits 98
Position Authorization Changes Due to 2017 Budget 99
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 101
Graph - - All Funds Expenditures 102
Graph - - Mill Levy 103
2017 Summary of Fund Balances 104
2017 Summary of Major Revenues and Expenditures 106
2016 Estimated Summary of Major Revenues and Expenditures 108
2015 Actual Summary of Major Revenues and Expenditures 110
Governmental Funds - 2015 - 2017
Summary of Estimated Financial Sources and Uses 112
PAGE
SUMMARY OF FUNDS (CONTINUED):
2016 Assessed Values to be Used for 2017 Budget 114
Net Program Cost 115
Seven Year Trend Data:
Beginning Fund Balance 117
County Expenditures 118
Weld County - Organizational Chart 119
Summary of County Funded Positions 120
GENERAL FUND:
Graph -- General Fund Revenues 123
Graph -- General Fund Expenditures 124
Seven Year Trend Data
General Government 125
Public Safety 126
Health and Welfare 127
Narrative Fund Summary 128
Summary of Revenue 130
Summary of Expenditures 132
Office of the Board 134
Public Information 136
County Attorney 138
Public Trustee 140
Clerk to the Board 142
Clerk and Recorder:
Recording/Administration 144
Elections 147
Motor Vehicle 149
Treasurer 151
Assessor 153
County Council 156
District Attorney:
Seven Year Trend Data 157
Budget Unit Summary 159
Juvenile Diversion 160
Juvenile Restorative Justice 161
Victim/Witness Assistance 162
Finance and Administration 163
Accounting 165
Purchasing 167
Human Resources 169
Planning and Zoning 172
Buildings and Grounds 177
Weld Plaza Building 180
Information Technology 181
Geographical Information System 185
Innovation and Technology Projects 187
Printing and Supplies 189
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PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 191
Budget Unit Summary - All Departments 192
Sheriff's Administration Patrol 199
Sheriff's Administration Detention 201
Sheriff's Professional Standards 203
Sheriff's Civil Unit 205
Sheriff's Support Services 207
Sheriff's Patrol 209
Sheriff's Investigations Unit 211
Municipal Contract Enforcement 213
Sheriff's Office Ordinance Enforcement 215
Regional Forensic Laboratory 217
Victim Advocate Services 219
Multi -Jurisdictional Drug Task Force 221
Inmate Services 223
Security Unit 225
Courts and Transportation 227
Contract Jail Space 228
Communications - County Wide 229
Communications System Development 232
Public Safety Information System 233
Coroner 235
Pre -Trial Services 239
Work Release 242
Adult Diversion Services 244
Community Corrections 245
Building Inspection 247
Noxious Weeds 251
Office of Emergency Management 253
General Engineering 256
Missile Site Park 258
Parks and Trails 260
Airport Transfer 261
Senior Programs 262
Waste Water Management 263
Developmentally Disabled 264
Mental Health 265
Child Advocacy Center 266
Transfers:
Retirement 267
Human Services 268
Health Department 269
Economic Development 270
Building Rents 271
Non -Departmental 273
Retiree Health Insurance 274
Community Agency Grants 275
Bright Futures 277
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PAGE
GENERAL FUND (CONTINUED):
Extension Service 279
County Fair 281
Veterans Services 282
Island Grove Building 284
Asset and Resource Management 285
Contingency (Salary) 286
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 287
Graph -- Public Works Expenditures 288
Graph -- Seven Year Trend Data 289
Narrative Fund Summary 290
Concerning Local Accountability for Money Used for Highway Purposes 292
Construction Bidding for State -Funded Local Projects 293
Summary of Revenue 294
Summary of Expenditures 295
Summary — All Departments 296
Administration 297
Trucking 299
Motor Grader 301
Bridge Construction 303
Maintenance Support 305
Other Public Works 307
Mining 309
Pavement Management 311
Grants -in -Aid to Cities and Towns 313
Non -Departmental Revenue 314
Contingency (Salary) 315
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 317
Graph -- Social Services Expenditures 318
Graph -- Seven Year Trend Data 319
Fund Narrative 320
Estimated Revenue 321
Mandated Programs 322
Summary of Revenue 323
Summary of Expenditures 324
Summary — All Departments 325
County Administration 331
Non -Program Revenue 333
Other Programs 334
Child Support Administration 336
Temporary Assistance to Needy Families 338
Aid to Needy Disabled 340
Child Care 342
Old Age Pension 344
Child Welfare and Administration 346
Core Services 348
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PAGE
SOCIAL SERVICES FUND (CONTINUED):
Adult Protective Services 350
LEAP Program and Administration 352
General Assistance 354
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 357
Graph -- Health Fund Expenditures 358
Graph -- Seven Year Trend Data 359
Narrative Fund Summary 360
Summary of Revenue 362
Summary of Expenditures 363
Budget Unit Summary - All Departments 364
Administration 366
Non -Program Revenue 368
Health Communication 369
Public Health Services 371
Environmental Health Services 373
Public Health Preparedness 375
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 377
Narrative Fund Summary 378
Summary of Revenue 379
Summary of Expenditures 380
Summary — All Departments 381
Job Service (Wagner/Peyser) 382
Summer Job Hunt 383
Workforce Investment Act - Administration 384
Workforce Investment Act - Adult Program 385
Workforce Investment Act - Youth Program 386
10% Incentive Grant (CIMS) 387
Workforce Investment Act - Statewide Activities Grant 388
Workforce Investment Act - Dislocated Worker Program 389
Educational Lab 390
AmeriCorps Program 391
AAA Administration 392
AAA Support Services 393
AAA Congregate Meal 395
AAA Home Delivered Meals 396
AAA Health Services 397
AAA Colorado Health Foundation 398
AAA Elder Abuse Grant 399
AAA Special Ombudsman 400
AAA Single Entry Point 401
AAA (CCT) 402
AAA (VALE) 403
AAA (State Funds) 404
Part E Family Caregiver Support 405
Community Services Block Grant 406
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PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 407
Conservation Trust Fund:
Summary of Revenue 408
Summary of Expenditures 409
Budget Unit Summary 410
Contingency Fund:
Summary of Revenue 413
Summary of Expenditures 414
Budget Unit Summary 415
Emergency Reserve Fund:
Summary of Revenue 416
Summary of Expenditures 417
Budget Unit Summary 418
Solid Waste Fund:
Summary of Revenue 419
Summary of Expenditures 420
Budget Unit Request Summary - Code Enforcement 421
Budget Unit Fund Summary 422
CAPITAL FUNDS:
Graph - - Seven Year Trend 425
Narrative Fund Summary 426
Summary of Revenue 427
Summary of Expenditures 428
Budget Unit Summary 429
Long Range Capital Projects Five -Year Plan 430
PROPRIETARY FUNDS:
Narrative Summary of Funds 471
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 472
Summary of Expenditures 473
Budget Unit Summary 474
IGS - Motor Pool Fund
Summary of Revenue 475
Summary of Expenditures 476
Budget Unit Summary - Motor Pool Administration 477
Budget Unit Summary - Motor Pool Equipment 479
IGS - Health Insurance Fund:
Summary of Revenue 482
Summary of Expenditures 483
Budget Unit Summary 484
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PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 486
Summary of Expenditures 487
Budget Unit Summary 488
IGS - Phone Services Fund:
Summary of Revenue 490
Summary of Expenditures 491
Budget Unit Summary 492
Weld County Finance Authority:
Budget Unit Summary 494
GLOSSARY 495
SUPPLEMENTAL DATA:
Weld County:
Population and Development Report 511
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 Revenue Sources (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 Notices 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
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VIII
GOVERNMENT FINANCE OFFICERS ASSOCIATION
G
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2016
*sop Ae04firs..
Executive Director
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DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 356-4000, EXT.4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
December 14, 2016
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As Weld County begins 2017 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan. The Weld County 2017 Proposed Budget for operations and capital
outlay totals a gross amount of $292,317,140 with a net of $286,791,708 when interfund transfers
are excluded. The Proprietary Funds total an additional $33,383,694. The budget has been
prepared in accordance with your directives developed during the budget process. The budget
is funded with revenue estimates of $159,991,748, anticipated fund balances of $125,217,000,
and the maximum allowed property tax under Amendment One (TABOR) and the Weld County
Home Rule Charter of $141,946,827.
2017 BUDGET HIGHLIGHTS
➢ Assessed value decreased 21.4%, or $2.443 billion, primarily from oil and gas production.
➢ Plan and accommodate the anticipated drop in assessed valuation in 2018 due to the
dramatic drop in oil prices in 2016 with one time expenses in 2017.
➢ Acquire and install new voting equipment.
➢ Begin the third year construction of the concrete five -lane CR 49 south corridor from U.S.
Highway 34 to 1-76 as part of a design/build contract.
➢ Design for 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.
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 1.5 FTE to the Motor Vehicle Department to reduce customer wait time.
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➢ Implement a new integrated public safety information system.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $37.5 million.
➢ Fund two radio technicians in Communications to provide all radio repair in-house instead
of contracting out for the services.
➢ Implement SB 15-242 which expands the Child Welfare staffing by five in reaction to the
2014 Colorado Child Welfare Workload Study.
➢ Medicaid caseloads have grown by 80% in the past four years, partially due to economic
factors and partially due to Colorado's implementation of the Affordable Care Act to the
point 25% of county residents are on Medicaid.
➢ Participate for the fourth year in the Title IV -E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project.
➢ Add a Program Case Manger position to work release to aid offender clientele.
➢ Add 0.75 FTE to implement a Court Date Notification Program.
➢ Continue efforts to control health care costs for county employees and their dependents.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
According to the Colorado Legislative Council economists the economic expansion is expected
to progress at a relatively modest pace in both Colorado and the U.S. in 2017. Low unemployment
rates and slowing job growth are signaling full employment, which will contribute to upward wage
pressure as labor becomes more difficult to find. The tourism, services, real estate, and
construction sectors —industries that depend on the health of the labor market —continue to grow
at healthy rates across the nation and in Colorado. More current indicators, including financial
markets, consumer spending, and consumer debt, demonstrate economic expansion but at a
slowing pace.
Meanwhile, leading indicators of what is to come, including corporate profits, business investment,
business credit markets, and manufacturing activity, have weakened. Slow economic growth has
left U.S. monetary policy makers with a delicate balance. Raising interest rates too quickly may
slow growth further. Yet, maintaining low rates for an even longer period may distort equity
markets and savings patterns, and further pinch financial industry earnings.
Much of the weakness in business and manufacturing activity is the result of low commodity prices
and a strong dollar, stemming from turbulence in the global economy. Oil prices have reversed
their downward trend, relieving some of the pressure on the U.S. energy industry.
After bottoming out at just under $24 per barrel in February, Colorado oil prices have trended
upwards, reaching nearly an average of over $45 per barrel. The increase in oil prices is good
news for an industry that had announced reductions in both workforce and capital investment due
to low prices. Throughout 2015, production in Weld County continued to accelerate, with oil
production doubling between 2013 and 2015. Weld County is now responsible for nearly 90
percent of the state's oil production, and average monthly production in the county increased
to 9.4 million barrels in 2015. Although preliminary data indicate that production is down so far in
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2016, this forecast assumes that oil prices will rise gradually through the remainder of the forecast
period, averaging about $50 per barrel in 2017 and $58 per barrel in 2018, spurring additional
production in Weld County and the broader Niobrara formation. Oil producers are benefitting from
efficiencies in drilling technology, which allows for increased production from each well.
Production companies are still investing in the Denver-Julesburg Basin, likely taking production
activity away from other areas of the country and moving resources to Weld County. Because
natural gas is a byproduct of oil production, Weld County is now the leading county in natural gas
production and the only area of the state where natural gas production is on the rise. Regional
natural gas prices have also rebounded slightly in 2016. Prices at regional hubs were around
$1.75 per Mcf (thousand cubic feet) in the middle of March, but rose to about $2.20 per Mcf by
mid -year. Prices are expected to remain relatively stable through the rest of the year.
While the economy of Weld County continues to be among the strongest in the state, the decline
in oil and natural gas prices is clearly resulting in adverse economic impacts for the county. In
oil -dependent Weld County, employment growth slowed in 2015, and has almost completely
stalled thus far in 2016. Accordingly, the Weld County unemployment rate has begun to tick
upward.
Residential construction permits in Weld County declined in 2015 and thus far in 2016, that decline
has continued. Growth in Weld County retail sales has completely stalled after several
consecutive strong years. While oil and gas prices at regional hubs have rebounded somewhat
since March, continuing low prices will maintain downward pressure on the regional economy,
especially in Weld County. While the labor market remains strong in Weld County, employment
growth in Weld County is clearly decelerating with the drop in energy prices. Weld County has
plateaued. Overall, in 2016, employment only grew 0.1 percent in Weld County on a year -over -
year basis, after growing 3.9 percent and 2.8 percent, respectively, in 2015.
The regional housing market, however, is definitely slowing in response to the decline in energy
prices. In the first seven months of 2016, growth in construction activity has also tapered in Weld
County, with residential permits declining 1.9 percent through July 2016, after falling 3.5 percent
in 2015. This comes after three consecutive years with permit growth in Weld County above 40
percent. In addition, regional non-residential construction appears to be refocusing on smaller
projects. While the number of projects started through April is up relative to the same period in
2015, the square footage is down 21.2 percent for roughly the same overall value. Through the
first eleven months of 2015, growth in retail sales decelerated in Weld counties compared with
2014. Sales in Weld County increased only 0.4 percent for this eleven month period on a
year -over -year basis after growing 11.8 percent in 2014. Even with the slow down Weld County
continues to outpace both the state and the nation as a whole.
2017 BUDGET PLAN AND FOR THE FUTURE
The budget has several major purposes. It converts the county's long-range and strategic plans
and policies into services and programs; serves as a vehicle to communicate these plans to the
public; details the costs of county services and programs; and outlines the revenues supporting
the county's services. Once adopted by the Board of Weld County Commissioners, it becomes
a work plan of objectives to be accomplished during the next fiscal year. As the budget process
begins, each department head and elected official needs to examine his or her department's
operations in relationship to the mission and the strategic goals of Weld County. From this
examination, budgets to support the programs and services to accomplish the objectives to reach
these goals need to be developed. In the 2016 budget process, a comprehensive strategic
planning process was conducted and a 2016-2020 Strategic Plan was developed for Weld
County. In the 2017 budget process the second year of the plan must be executed and
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incorporated into the 2017 budgets of the departments.
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 effect of individual
decisions, an awareness of changing realities, flexibility, citizen input in setting priorities, and a
focus of goals and objectives consistent with the core services philosophy and mission statement.
There are a number of future issues and concerns that will be impacting Weld County's budget in
2017 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 five to six 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 last six years. For the 2016 budget, the growth in the county's assessed
value from oil and gas values exceeded 25%. For the 2016 budget, 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 the price range
of $30-50 per barrel. Because of the volatility of production levels and price fluctuations of the oil
and gas values, the County must continue to prudently manage the increased property tax base
created by the energy development and be prepared for a significant drop in the assessed
valuation for the 2017 and 2018 budgets the county will be facing. The drop in assessed valuation
for the 2017 budget will lower the Weld County assessed valuation approximately 21.4% below
the 2016 budget level for property tax. Looking forward to the 2018 budget an even bigger drop
in assessed valuation seems inevitable. The 2018 budget could see an additional drop of 8-10%
in assessed valuation over 2017 even with the reappraisal year of 2017. In anticipation of the drop
in the county's assessed valuation in the 2016 budget of the $178 million in property tax revenue
there was $62 million in one-time budget items, so the net operational spending requires around
$120 million in property tax revenue to maintain the current spending levels in 2017 and 2018.
In February 2012 staff developed and the Board of Weld County Commissioners approved, the
Strategic Investment Plan for the Future of Weld County. The purpose of the Strategic Investment
Plan for the Future of Weld County was to provide the Board of Weld County Commissioners an
analysis of the optional uses of the projected property tax revenues from the new oil and gas
development in Weld County. The option selected was to develop a long term strategy of
investment in the county's infrastructure, technology and innovation, staff and workforce
development, economic development for diversification of the local economy, and to establish a
fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and
production. This strategy positions Weld County well financially to deal with the future drop in the
oil and gas assessed valuation and lower property tax levels to be faced in 2017 and 2018. Based
upon industry projections hopefully after the 2018 budget year the price of oil and gas will recover
and stabilize at price levels that will be somewhere between the low of $30 a barrel and the high
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of over a $100 a barrel. Many experts target a $45-$60 price range once the market stabilizes
with a balance in supply and demand.
The financial planning done by Weld County the last five years has funded the unfunded liability
of the retirement plan, a fluctuation contingency reserve of $37.5 million, and has reserves in the
Public Works Fund and Capital Fund. The $37.5 million contingency fund will provide the financial
flexibility to adjust to the volatile property tax revenue patterns in the next two to three years
without having to make significant reductions to basic operational spending. The capital reserve
will leave the County on track to be able to construct the $45.5 million jail expansion in 2020-
2021. The fund balance in the Public Works Fund should be adequate to accomplish the major
capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1-76, and north from
CR 60.5 (SH 263) to SH 392 over the next two years, requiring over $16.5 million in property tax
per year to fund the road improvements. To accomplish the project, a funding level of $25 million
per year for five years during 2014-2018 has been required.
In doing a reasonable forecast of assessed values, due to the volatility of oil and gas values the
structural and cyclical problem of the property tax revenues for the next three years must be dealt
with as one budgetary issue, and not left to be dealt with in the individual years or a major problem
will be created for 2018. Even with the drop in assessed valuation in 2017, there should still be
property tax revenues in excess of the core operational spending level of around $120 million in
property tax revenue to maintain the current spending levels in 2017. Thus, allowing for the excess
amount in 2017 to be placed in the fluctuation contingency reserve to be used in the 2018 budget
to maintain the current core operating spending level. This approach should have a leveling effect
on the spending patterns of 2016-2018. Hopefully, by 2019 the assessed values will begin to
stabilize.
As we approach 2017, the Weld County policy makers and managers must recognize the next
two to three years are going to take extra efforts on everyone's part to deliver conservative and
balanced budgets. Based upon reasonable projections of future assessed values, and demand
for services, it becomes essential to develop budgets that tighten county government's belt,
focus on critical services, and reflect the needs of the citizens of Weld County. While continuing
to weather the fluctuations in the price of oil that significantly impacts the county's property tax
revenue stream the next few years, the budget must continue to deliver essential services and
also, make strategic investments in human capital management and the county's infrastructure
so our county is well -positioned for the future.
In 2017, to be positioned in 2018, the proposed budget process provides a comprehensive
method of addressing issues facing the County. Weld County managers must continue to find
ways to reduce costs, increase program productivity, find new revenue sources, and raise
revenues without increasing taxes beyond the TABOR and Home Rule Charter limits. Weld
County government's trend of being more creative and innovative to make better use of resources
- human, financial, and technological - must continue. It is only through improved practices and
approaches that services are maintained and public confidence in government is enhanced.
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GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $301,938,575 in 2017, a decrease of
4.08 percent over 2016, primarily in property taxes, intergovernmental, and miscellaneous
revenues. The amount of revenue from various sources and the changes compared to 2016 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 2016
of Total Amount
47.0% $153,213,068
3.9% 11,710,000
1.8% 6,061,000
22.3%
3.0%
7.9%
3.7%
10.4%
69,192, 838
8,910,798
26, 746, 798
10,376,690
28, 764, 247
2016
Percent
of Total
Increase
- Decrease
from 2016
48.7% $ -11,266,241
3.7% 120,000
1.9% -623,650
22.0%
2.8%
8.5%
3.3%
9.1%
100.0% $314,975,439 100.0%
-1,887,646
-12,639
-2,757,695
771,560
2,619,447
$-13,036,864
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $320,175,402 for 2017, which is a decrease of 1.95 percent
over 2016. The amounts by function and the increase over 2016 are as follow:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
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
Percent
of Total
12.0%
12.1%
25.4%
18.2%
2.6%
3.5%
3.7%
7.0%
3.1%
1.5%
0.3%
0.2%
10.4%
100.0%
2016
Amount
$ 37,619,242
34, 521, 500
101,184, 933
56, 040, 974
8,659,774
10, 393,180
16, 925, 000
14, 279,128
10, 000, 000
4,748,212
785,436
622,596
30,764,247
$ 326,544,222
2016
Percent
of Total
11.5%
10.6%
31.0%
17.2%
2.6%
3.2%
5.2%
4.4%
3.1%
1.4%
0.2%
0.2%
9.4%
Increase
- Decrease
from 2016
$ 776,739
4,158, 734
-19,784,701
2,094,587
-225,474
660,199
-5,123,500
8,061,627
0
274,456
118,432
634
2,619,447
100.0% $ -6,368,820
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Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2017 program is funded at $11,801,500, with
$11,376,500 in property tax, $200,000 from capital expansion fees, and $225,000 from interest.
Anticipated projects include $300,000 for a grader shed for Public Works, $750,000 for Chase
Building improvements, $2,200,000 for jail controls, and $2,076,500 for special projects. There
will be $5,525,000 going into the jail reserve and $950,000 into the Communications System
reserve. A carry-over beginning fund balance of $28,700,000 is anticipated, and $34,225,000
ending reserve fund balance for the future jail expansion ($31,525,000), Communications System
reserve ($2,200,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end
of 2017.
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 over a $270 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 2017 is $1,457,000.
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.
Risk Management: During 2017, 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 2017 Budget is
$8,893,976,390, which is down $2,442,850,820 or 21.4 percent over last year. The assessed
value for vacant land is down $10.48 million, or 13.82 percent. Residential is up $64.55 million,
or 4.46 percent; and commercial property is up $27.38 million, or 3.52 percent. Agricultural
property is up $4.61 million, or 2,56 percent; industrial is up $158.10 million, or 24.72 percent;
natural resources is down $0.44 million, or 2.33 percent; and State assessed property is up
$35.16 million, or 4.55 percent. The major decrease is in oil and gas, down $2.710 billion, or
35.34 percent, which is due to oil and gas prices being down. There is an actual value increase
of new construction of $787.35 million, or 2.52 percent.
9
Employee Compensation Pay: For the 2017 budget, a salary increase of 2.5 percent to Weld
County employees is included. Employees will get step increases for longevity and performance.
Health insurance rates will not increase for the employees or the county for 2017 for the third year
in a row. Measures to control health care costs, such as the wellness program, employee clinic,
consumer driven plans, and health reimbursement accounts have been making a positive impact
on controlling the health insurance costs for the county. Health coverage will be provided by
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
$125,217,000 to begin 2017. 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
$106,980,173. 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 2017, 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 2017 budget. All other fund balance amounts are undesignated. With the above
projection, ending fund balances should be $116,980,173. The drop of approximately $8 million
in the beginning and ending fund balance is primarily attributed to the plan draw down of the
Public Works fund balance by $18.5 million for the WCR 49 project, which is offset by adding $8.5
million to the Contingency Fund. The Contingency Fund also serves as a stabilization reserve for
the fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values
that can fluctuate dramatically from year to year due to production levels and price changes.
MAJOR FACTORS IMPACTING THE 2017 BUDGET
As stated earlier, as Weld County begins 2017 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 2017 budget continue
to be dominated by the oil and gas development in Weld County, state and federal budget issues,
service restructuring in Weld County government, and the execution of the Strategic Investment
Plan for the Future of Weld County.
As has been the case for the last five to six 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 six years, and will continue to be going
forward with all the long term energy development planned in the county by energy companies.
A significant long term project will be the capital improvements to the CR 49/47 Corridor, south
from Highway 34 to 1-76, and north from CR 60.5 (SH 263) to SH 392, over the next two years,
requiring over $40 million to fund the road improvements in 2017, and $25 million in 2018. To
accomplish the project, added property tax resources were included in the Public Works Fund.
10
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 to be
completed in 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 will be able to be 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 four years from $6.5 million in 2013, to $16.5 million in 2017. No debt has been incurred,
nor have funds had to be advanced from other county funds to accomplish this project.
Finally, for the fifth year the Strategic Investment Plan for the Future of Weld County
recommendations are incorporated into the 2017 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.
The General Fund is funded at the level of $129,821,749 up $11,660,485. The major change is
the $8 million increase for the engineering costs of the Weld Parkway (WCR 47/49 Corridor)
project included in the 2017 budget. Without including adjustments for cost of living, and salary
step increases, the budget for general government functions is down $119,989. The reduction is
primarily in the Election budget which is down $134,243 even with $500,000 included for new
elections equipment. The drop is due to only one election in 2017, since it's an off year election.
Motor Vehicle is up $89,962 for the 1.5 FTE approved mid -year due to the workload in the
department. The Office of Public Information was broken out of the County Commissioners'
budget to better track the costs of the function. Human Resources' budget is down $73,634 since
the one-year succession staffing for the Benefits Manager is not necessary in 2017. Building and
Grounds is up $111,086 for an additional HVAC position, and a project coordinator position offset
by the reduction of a half-time plumber position. Information Technology is down $185,236 due
to a reduction in software maintenance and computer equipment, which is in accordance with the
Five Year Capital Improvement Plan. GIS is down $145,970 primarily due to a drop of $125,650
because there is no need for imagery with DRCOG in 2017. The updated imagery is done every
3-5 years depending upon growth and changes. Innovation and Technology Projects budget is
funded at $428,500, which is down $71,500 from last year.
Public Safety functions are up $1,233,282 in the budget. The overall net Sheriff's Office
recommended budget is up $853,775 or 2.36%. 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 $378,000. Based upon a staffing analysis, the Sheriff's
Office is requesting the four positions be moved to increase Patrol, as actual `first responders' to
11
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 $378,000 budgetary impact. The
Patrol division is eliminating a 0.5 FTE under Contract Services for a savings of $48,442. The
Victim Services Unit has received a grant in the amount of $58,410 to add a position to head the
bilingual unit. The Sheriff has increased supplies by $183,567 for firearm supplies ($20,847),
inmate supplies ($36,553), uniforms, duty belt equipment, and bulletproof vests ($82,248), and
approximately $100,000 for replacement of small items of equipment in the various Sheriff's Office
units. Purchased Services are up $680,167 for vehicle costs ($194,466), CPI increase for inmate
medical care ($171,754), Greeley evidence contract ($68,000), travel for Investigations Unit for
cold cases ($11,500), training for certifications and accreditations ($56,700), inmate transports
($15,750), printing ($10,000), and phones ($80,000). Sheriff's Office equipment is funded at
$41,030 for an x-ray machine ($25,730), DME forensic workstation ($8,800), and
scanner/printer/copier ($6,500). Coroner's budget is up $82,450 primarily for autopsies and lab
tests. Other Public Safety budgets are stable with little or no increases.
As mentioned earlier, Engineering is up $8,028,135 because the engineering and design fees
have increased for the Weld County Road (WCR) 49 south corridor and WCR 49/47 north corridor
in the 2017 budget. Staff costs increased $14,850 to fund upgrades of an Engineering Tech
positions ($7,086) and an Engineer II to III ($7,764). General Fund's subsidy to the Public Health
Department is up $332,551 due to anticipated salary step and cost -of -living increases. An
increase of $1,872,874 is included for other General Fund departments' anticipated salary step
and cost -of -living increases in 2017. Health insurance has no rate increase for employees or the
employer in 2017 for three years in a row.
The budgeted appropriations for Public Works in 2017 total $81,400,232 down $19,784,701
primarily due the construction of the Weld County Road 49 Parkway (WCR 49). Municipal share
back is funded at $2,694,555. 2017 salary increases are for step increases due employees, and
a 2.5 percent cost of living salary adjustment in this budget for a total of $297,419.
Other Public Works budget unit is budgeted at $47,433,991 based on the Capital Improvement
Plan (CIP). Personnel Services are up $46,314 for cost of living for 47 seasonal employees.
Purchased Services decreased $17,767,379 primarily for the construction of the Weld Parkway
(WCR 49). There is $29,403,274 budgeted for the CR 49 project. $3,400,000 for the SH392/CR
47 RAMP project, and $5,900,000 for the SH392/CR 74 RAMP project. $3,000,000 is budgeted
for the Haul Route Program (HARP). For flood related projects there is $1,500,000 (FHWA) for
Bridge 53/58A, and $1,000,000 (FEMA) for Bridge 87/42.5A. Other contract payments are for
seeding ($50,000), low volume roads ($550,000), BMP projects ($125,000) and bridge
rehabilitation ($275,000). Fixed Charges total $640,000 for rights -of -way funded at $65,000 and,
$575,000 for a CDOT project for Bridge 44/33A.
Pavement Management is funded at a decreased level of $106,572 primarily due to lower fuel
costs. Asphalt is funded at the same level as last year at $3,100,000. The Trucking budget is up
$216,012 due to fleet costs. Mining operations are down $2,504,524 since the one time funding
in 2016 to fund contract mining and hauling at the Koenig Gravel Pit is not necessary in the 2017
budget. Gravel Road Management operations are down $556,521 primarily due to fleet operating
costs and fuel costs. Bridge Construction is up $136,379 primarily due to purchasing more
Class 6 gravel material. Other operating budgets for road and bridge maintenance are funded at
near the 2016 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 it 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 the
department's decision -making. The funding for additional caseworkers, originally funded through
12
SB 15-242 continues into Fiscal Year 2016-2017, providing Weld County with funding for three
additional positions. The department's participation in the IV -E Waiver has also expanded to
include five additional positions. 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 through
the use of prevention and early intervention activities, as well as kinship placements. Senate Bill
16-190 authorizes a County Administration Workload Study, which could provide the defendable
evidence of a need for increased funding for eligibility determination and benefit distribution of
self-sufficiency programs in Colorado.
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 has grown by from 67,732
to 73,453, an 8.4% increase. Approximately 25% of Weld County residents are now enrolled in
Medicaid.
The total Social Services Fund budget is $38,680,234. The programs are funded by property tax
of $11,532,977, state and federal funds of $27,147,257, and the potential use of fund balance to
cover unanticipated cost overruns. Weld County will be starting Fiscal Year 2016-2017 with a
small amount of TANF County Reserve, which will serve to insulate us, to some extent, from the
requirement to use county -only funds in covering Child Welfare and Colorado Works over -
expenditures.
The Human Services Fund is funded at $8,166,338 for 2017, which is down $180,474 or 2.16
percent from the previous year. There are shifts in funding by program. Community Services Block
Grant is down $165,051, and Senior Nutrition programs are up $1,977. Department of Labor
programs are down $136,475. Area Agency on Aging is up $131,426 or 3.78 percent.
The Department of Public Health and Environment's total 2017 budget is $10,850.154. The
department remains challenged to keep pace with service needs as the county population
continues to grow and more families are living in poverty. The complexity of work, shortage of
qualified Public Health personnel and intermittent surges in activity (e.g., disease control and
investigation of various communicable diseases endemic to our region, oil and gas expansion,
etc.) create unique staffing issues that stress routine operations. The proposed 2017 budget was
prepared to ensure adequate resources will be available to efficiently and effectively deliver
essential services to the increasing number of residents and businesses in Weld County.
On the revenue side of the budget, property taxes are budgeted at $141,946,827, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings are down $200,000 at $1,200,000 for 2017, as interest rates are
projected to remain low during the course of the year. Planning and Building Inspection fees are
down $680,000 due to the drop in the oil and gas activity in the County due to lower oil prices.
Intergovernmental revenues are up $371,258 primarily due to Sheriff's Office revenues from
grants and SCAAP revenues. Charges for Services are up $24,961 primarily from charges related
to Elections ($30,000), and printing ($17,600) revenues. Fines from traffic enforcement are
unchanged. Indirect cost recovery is up $3,002,051 due to Social Services' allocation. Clerk and
Recorder fees are up $600,000. Treasurer's fees are up $120,000. All other revenues are
relatively stable with little change.
The 2017 resources for Public Works total $100,452,590, which includes a fund balance of
$35,600,000, in addition to the revenue shown in the budget. Property tax is set at $16,500,000
same as 2016. Specific ownership tax is estimated to be $9,600,000, up $600,000 from 2016, as
13
vehicle sales recover. Total HUTF will be $10,500,000, up $600,000. Permit revenues are
budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing fees are
$1,120,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are
$9,500,000. Federal mineral lease revenues are $1,000,000, and PILT is budgeted at $40,000.
Other revenues from project reimbursements total $13,752,590, which are down $5,334,770.
Transportation impact fees are budgeted at $2,750,000. There are Energy Impact Assistance
grants of $4,700,000 with $4,500,000 for the CR 49 project and $200,000 for one Tier 1 projects.
There is one state grant to finish Bridge 44/33A for $460,000. There are two flood project grants
for Bridge 87/42.5A ($800,000), and Bridge 53/58A ($1,200,000). There is RAMP funding of
$1,842,590 for the intersection of WCR 47/392, and $2,000,000 for the intersection of WCR
74/392. 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 2017 Budget contains adequate resources to provide a level of service similar to 2016. The
operational plan supported by the 2017 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long term
structural budget issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
As a final note, I want to acknowledge again the hard work and spirit of cooperation manifested
by the elected officials, department managers, and employees in recognizing the problems and
issues confronting the County and responding with creativity and understanding. The County, as
a whole, also recognizes the Weld County taxpayers who provide the economic resources to the
County, and we pledge our commitment to continue to provide the best in county services
possible.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado.
More information may be found on Weld County's website at www.co.weld.co.us.
Very truly yours,
,b„,,,/,.41-0,..4,
Donald D. Warden, Director
Finance and Administration
14
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.
15
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 eigth 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.
16
One of Weld County's most valuable resources is its labor force. The people resources
provide a healthy labor climate for any corporation or industry.
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees. The
available services, recruitability, location, resources and livability make Weld County a
desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth. We love
Colorado and we'd love having you here, too.
INDUSTRY
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.
17
18
2017-2021
I' 1% Ilwil ii II"
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.
20
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
21
This vision statement reflects our
citizens' expectations for Weld County
.s
government into the future.
f
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
.f
• 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
23
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
24
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
25
Energy Development
Although fossil fuel extraction in Weld County is as old as the County itself, in the last six
years Weld County has experienced the biggest oil and gas boom in its history. Weld County
has over 20,000 active wells — about 40 percent of the state's total — the greatest majority
located in the southern part of the county in the Wattenberg Field within the Niobrara
Formation. The Niobrara Formation is a geologic formation that is bountiful in fossil fuel
reserves within the Denver-Julesburg basin, including nearly all of Weld County's 4,000
square miles. New technologies have made extracting oil and gas through the tight shale that
underlies the formation an economically viable proposition. Energy companies are investing in
new wells and infrastructure in Weld County to tap into the estimated oil and gas reserve of as
much as 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 $50 a
barrel a few months later. While drilling will slow, ultimately due to the oil supply -demand
problem the world faces, production in Weld County may continue to keep churning out big
production numbers. The reason being is that the wells in the Niobrara are in the "sweet spot",
where break-even costs are $40 per barrel according to industry experts. Even if production
holds or declines slightly with the lower prices, the revenue generated from the wells will be
lower adversely impacting energy companies' revenues and the associated assessed values
of many Weld County local government entities, including Weld County government.
The additional production of oil and gas has resulted in significant increases in the county's
assessed value with the oil and gas production exceeding two-thirds of the county's total
assessed valuation in 2014. Because of the volatility of production levels and price fluctuations
of the oil and gas production, the county must continue to prudently manage the increased
property tax base created by the energy development. In 2012, the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. The
plan is a long term strategy of investment in the county's infrastructure, technology and
innovation, workforce training and development, economic development for diversification of
the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks
and valleys in energy prices and production. The energy production revenues have allowed for
lower property tax rates, which resulted in savings for all taxpayers in Weld County.
The drop in oil prices most likely will result in a significant drop in the county's assessed
valuation in 2017-2018. Fortunately, Weld County government has not expanded core county
services in the good times, rather the county has focused on spending much of the additional
tax revenues on one-time infrastructure projects, investments in technology, and the
accumulation of a sizable cash reserve to weather the down times until the oil prices stabilize.
Lower oil prices are prompting energy companies to slow down their drilling, and concentrate
mostly on the moneymaker wells. The adverse effects of low oil prices reach beyond those
involved directly in the extraction business. Manufacturers supplying the necessary equipment
will have lower demand for their product. The housing and retail sectors of the area may also
be impacted by the energy slowdown.
26
Energy Development
continued
The county and energy industry have forged a relationship that is one of cooperation. The most
significant impact of energy development has been on the county transportation system. The
system originally designed to serve farm -to -market routes has been inundated by trucks
servicing oil and gas wells. The county has worked closely with the energy industry to stay
proactive in its approach to road maintenance and improvements. The county has embarked on
its Haul Route Program (HARP) to improve road impacted specifically by oil and gas
operations. The program has been developed in conjunction with the energy industry to identify
haul routes that need to be improved to access new drilling sites. In addition, the county will be
constructing a 20 mile five -lane concrete corridor on Weld County Road 49 (Weld Parkway)
between 1-76 and US Highway 34 in 2016-2017 to accommodate the growth in the area and
heavy truck traffic from the energy industry.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing. The county will need to continue its
partnership with the industry to insure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago as in migration has added
to the ethnic/cultural diversity with the growing Latino population, and there is immigration from
all parts of the world. Weld County's changing demographics are evident in the shift from a
rural character to an increasingly urbanized population. Land use patterns are changing. The
political make up of the population will most likely change. The age of the population is shifting
in Weld County, as it is nationwide with the aging baby boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state demographer is
projecting by 2040 the Southwest Weld County population center could approach 250,000.
This area will also blend with the Denver metropolitan area resulting in the loss of a specific
community identity. All these demographic changes impact the kind of services provided, the
manner in which they are provided, and the service levels. It will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry of
Weld County.
27
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging
all of us as individuals and as organizations, and shows no sign of abating, and in fact,
continues to intensify. Fueled by technological advances, we are quickly changing and
reshaping all aspects of our lives from how we live and work to how we share information
and communicate. These technological advances in many ways are fundamentally
changing the public's expectations of, and relationship to, their government.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency, and cost effectiveness of its services, county staff will
maximize value for taxpayers and increase the ability to meet emerging public needs while
living within our financial resources. Weld County must continue to draw on the expertise of
its workforce to take advantage of new ideas and tools to improve service delivery and
operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The
mission of the Weld County Information Technology (IT) Department is to provide
responsive, adaptive, transformative, innovative, and cost-effective information technology
solutions and services. This assists County departments and offices to successfully
achieve their objectives. IT will assist with the implementation and support of technology
solutions empowering the citizens of Weld County to access information and mission critical
services in a comprehensive, responsive and effective manner. IT is one of the common
threads that enables the County's business units and offices to accomplish their respective
missions. While IT is an essential, foundational element for the County to provide certain
services, IT is also a catalyst for business innovation. The business units and offices identify
goals that can be enabled by IT; and IT can present new technologies that prompt business
units and offices to reconsider how they deliver services.
The County must be the center of information services innovation for advancing the delivery
of county services, anytime and anywhere. The County must be continually focused on
providing superior information services to support the multitude of county services and
programs we offer. The County's goal is to provide a reliable, secure, integrated information
services environment that meets not only today's needs for communication and business
efficiency, but positions the County to leverage new technology innovations, such as cloud
services, and best practices for business transformation and improved service delivery in
the future.
Departments throughout Weld County government need to find ways to deploy new
technology tools to expand employees' flexibility, allowing them to become more productive
and better serve our customers in the community. This means changing the way we design
county services by continually looking for more opportunities to streamline operations and
by addressing public needs in innovative, comprehensive ways. It may mean we have to
change how we communicate with the public we serve by expanding the services and
information the public can find online and through social media.
28
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the
direct impact of the oil and gas development, and accommodating the future growth in the
county, is in the long-term investment in the road and bridge infrastructure. Growth in the
county has put an ever increasing demand on the county's infrastructure. The growth has
increased the use of county roads and created congestion on many county roadways which
need to be mitigated. Although the county has made tremendous progress the last thirty years
in improving the overall condition of county roads and bridges, the growth is adding a whole
set of new problems. The character of many county roads in the Greeley -Windsor area and
Southwest part of the county has changed from rural roads to urbanized roads due to the
traffic volume demanding a higher capacity and level of service.
While the economic stimulus of the energy industry and resulting growth in the County's
assessed value is positive, the downside is that the County will have to add significant
resources to the Public Works budget over the next five years to address safety issues and
improve roads impacted by the oil and gas industry's heavy hauling due to new exploration. In
recent years funds have been added to the Public Works budget to deal with the Haul Route
Program (HARP) to accommodate the energy development impacts. The Weld County 2035
Transportation Plan summarizes existing transportation conditions and recommends policy,
funding and roadway development for Weld County through the 2035 planning horizon. The
transportation plan takes the condition of the current transportation system and uses county
land use forecasts and regional travel demand models to outline a plan that will develop and
maintain a safe and efficient roadway network in Weld County long-term. The plan strives to
improve the movement of people and goods to all Weld County communities by enhancing
regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over
$400 million. When the plan is broken down into ten-year time increments, the short-term
(2011-2016) amount is $39.8 million, mid -range (2016-2025) $178 million, and long-range
(2026-2035) $186.4 million. Prior to 2013, many of the projects in the Weld County 2035
Transportation Plan were unfunded in the budget projections for future years. This changed
with the Strategic Investment Plan for the Future of Weld County. In approaching the funding
requirement, it will require another $5 million going into the Public Works Fund from property
taxes, raising the property tax level to $21.5 million from 2016 forward. The additional property
tax investment in the transportation system, together with the anticipated federal mineral
leasing dollars, severance tax from energy development, and transportation impact fees, will
add many of the necessary resources to fund the Weld County 2035 Transportation Plan.
Besides these resources, the funds will also help provide matching funds to leverage grants
from the Energy Impact Assistance program and NFRMPO and UFRMPO to fund projects in
the Weld County 2035 Transportation Plan.
A five-year Public Works Capital Improvement Plan will continue to be updated annually and
will ensure a fair and reasonable determination of project priorities in accordance with the
County's overall transportation needs, especially in dealing with the impact of energy
development in the county. A significant long-term project will be the capital improvements to
the WCR 49/47 Corridor, south from SH 34 to 1-76 and north from WCR 60.5 (SH 263) to SH
392 over the next four years requiring over $25 million per year to fund the road
improvements.
29
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the
standard of living for county residents. To accomplish this the county and our economic
development partners must focus on facilitating and attracting investment, creating new job
opportunities, stimulating growth and expanding the county tax base. To increase the number
and quality of business enterprises and primary or basic jobs in Weld County, the economic
development efforts must focus on enterprises that export goods and services outside the local
economy to regional, national, and international clients and, in turn, creating an inflow of capital
into the local economy. With a strong agricultural economy complemented by several value
added processing companies, like JBS and Leprino, and the energy industry, the county has a
strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to
grow, and easily accessible transportation in regards to roadways and railways. Weld County
has seen recent growth in certain industries such as oil and gas exploration and production and
renewable energy technology and development. It offers proximity to urban areas while
maintaining its agricultural base and protecting water resources. The communities of the county
have a small town feel, but still have also seen rapid growth in population and land
development. There are also established retail centers and service centers. All of these
features create a good economic development environment to attract new businesses.
Working with economic development partners, such Upstate Colorado Economic Development,
Small Business Development Centers, Colorado Enterprise Fund, and state agencies, Weld
County has many economic development incentives to offer and tools to assist existing and
new businesses. The county offers a personal property tax incentive program, small business
incentives, Larimer/Weld Business Revolving Loan Fund, and Colorado Enterprise Loan Fund.
Portions of the county are designated as an Enterprise Zone under the state program. Other
state incentives and jobs program are available for businesses looking to locate and expand in
Weld County. In addition to the programs cited in 2016, the county will be establishing through
property tax credits and donations, a Brighter Weld County Scholarship Program for all Weld
County high school graduates for enhanced workforce development.
The County must have the long-term vision to diversify the economic base and assessed value
base of the county to become less dependent upon oil and gas assessed values. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-
term economic growth in the county and allow Weld County to be competitive in retaining and
attracting quality companies and a labor force to support those companies. Innovative
economic development initiatives must bring together the synergy that Weld County has, such
as, no sales tax, low property tax rates, leveraging of oil and gas assessed value to nurture
other economic development, use of the natural gas and wind power in the area to provide low
cost electricity, and having an infrastructure that is strategically situated for the location of
businesses and high technology installations of the future. To accomplish long-term economic
prosperity and maintain the county's strong fiscal health, Weld County must use its financial
resources to drive innovation to foster more productive, inclusive, and sustainable growth by
better use of the assets and creativity of the county and our private partners. This could mean
looking at current economic development incentives, such as personal property tax credits, and
providing infrastructure to accommodate new companies in innovative and creative ways. Weld
County is fortunate that it has the financial resources to initiate, direct, and implement
innovative economic development ideas when the opportunities present themselves.
30
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects and
provide core services to residents. The county's financial discipline has enabled us to embrace
the changes that are reshaping all aspects of our lives — from how we live and work to how we
share information and communicate — in many ways fundamentally changing the public's
expectations of, and relationship with, government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's structural budget issues long term, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government. As has been the case for the last four to five years, growth and
development activity directly, or indirectly, related to oil and gas exploration seems to be the
main economic driver in the majority of positive economic activities in Weld County. Given the
commitments of the large oil and gas companies in Weld County, the County seems primed to
see considerable long-term investment and development in the oil and gas arena. Although
the future of energy development in Weld County appears bright, it is not without risks. Oil and
gas production in Colorado has risks associated with the potential of more government
regulations and voter initiatives trying to restrict or limit fracking in Colorado communities.
These regulatory risks, if implemented, could dramatically impact future oil and gas
development in Colorado.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. The dramatic drop in oil prices due to global supply and demand,
beginning in late 2014, shows the vulnerability the county faces due to the high percentage of
assessed valuation tied to oil production and prices. Because of the volatility of production
levels and price fluctuations of the oil and gas values, the county must continue to prudently
manage the property tax base created by the energy development. In February, 2012, staff
developed, and the Board of Weld County Commissioners approved, the Strategic Investment
Plan for the Future of Weld County, with the purpose of providing an analysis of the optional
uses of the projected property tax revenues from the new oil and gas development in Weld
County. The option selected was to develop a long-term strategy of investment in the County's
infrastructure, technology and innovation, workforce training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production.
The County's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals of
this strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these ob-jectives while adhering to its fund balance and
re -serves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost struc-ture using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
31
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
32
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
33
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
34
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.
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
36
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)
• Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
37
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.
38
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.
40
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.
42
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)
44
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.
46
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 economical 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.
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STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal 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)
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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
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52
2017
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 2017 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
displace federal or state reductions.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
➢ All county departments and offices will receive a set target amount for 2017 before
budget preparations begin.
➢ A target of ten percent off the 2016 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 2016 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 2017 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
➢ There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
➢ Outside agencies will be treated like county departments, since most provide
contractual services.
➢ New or expanded mandates will be absorbed within the 2017 target amount by all
budget units.
➢ Additional program options outside the overall budget plan will be proposed for
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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 2016 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 2017 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 2017 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 2017, while accomplishing a balanced budget. The 2017 budget must be structured to
attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
➢ Revenue has been estimated at realistic levels.
➢ Reserves that afford protection for the future are funded.
➢ Productivity improvement programs are continued.
➢ Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
➢ TABOR Amendment limits will be adhered to in the budget.
➢ Legislative and regulatory changes are accommodated.
➢ GIS, e -government, web based applications and other technologies are employed
in cost effective manners in the county.
➢ Population growth and development is planned for and accommodated.
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➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
➢ The WCR 47/49 Corridor South from SH 34 to 1-76 and North from WCR 60.5
(SH263) to SH 392 will be funded over 2016-2018 at the level of $25 million.
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2017
BUDGET CALENDAR
April 18 Board reviews the 2017 budget plan.
May 16 - May 20 Director of Finance and Administration discusses target budgets and
2017 budget plan with department heads and elected officials.
June 17 Elected officials and department heads submit applications for the
innovation investment program projects to Finance.
June 17 Elected officials and department heads submit requests for Buildings
and Grounds special projects to Finance.
June 17 Elected officials and department heads submit phone service
requests to Phone Services.
June 17 Elected officials and department heads submit new position requests
and any reclassification requests to Human Resources.
June 17 Elected officials and department heads submit requests for
information technology services requests to Information Technology.
June 17 Elected officials and department heads submit requests for vehicles
to the Controller.
July 7 Submit budget request to Director of Finance and Administration
July 7 - September 16 Finance office review.
September 20 Early warning budget work session and community agency requests.
September 20 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 18 and 20 Budget work session hearings with Commissioners and elected
officials and department heads.
November 6 Publish notice of final budget hearing.
October 21 - December 13 Prepare final budget.
December 14 Public Hearing to adopt mill levy.
December 14 Public Hearing on Final Budget, 9:00 a.m.
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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.
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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.
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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
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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
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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.
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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 2016, payable in 2017, 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.
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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.
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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.
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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.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The program
is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
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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
• 2017 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance data
for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments are
consistent with the policies determined and set by the Board of
County Commissioners.
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
➢ Acquire and install new voting equipment.
➢ Begin the third year construction of the concrete five -lane CR 49 south corridor from US
34 to 1-76 as part of a design/build contract.
➢ Design for 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.
➢ Plan and accommodate the anticipated drop in assessed valuation in 2018 due to the
dramatic drop in oil prices in 2016 with one time expenses in 2017.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $37.5 million.
➢ Create a Public Information budget separate from the County Commissioner's budget.
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 1.5 FTE to the Motor Vehicle Department to reduce customer wait time.
➢ Implement a new integrated public safety information system.
➢ Fund two radio technicians in Communications to provide all radio repair in-house instead
of contracting out for the services.
➢ Implement SB 15-242 which expands the Child Welfare staffing by five in reaction to the
2014 Colorado Child Welfare Workload Study.
➢ Medicaid caseloads have grown by 80% in the past four years, partially due to economic
factors and partially due to Colorado's implementation of the Affordable Care Act to the
point 25% of county residents are on Medicaid.
➢ Participate for the fourth year in the Title IV -E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project.
➢ Add a Program Case Manger position to work release to aid offender clientele.
➢ Add 0.75 FTE to implement a Court Date Notification Program.
➢ Accommodate the impact of HB14-1317 on the delivery of day care
➢ Continue efforts to control health care costs for county employees and their dependents.
➢ A new proprietary fund was added to account for the Northern Colorado Regional Forensic
Lab (Crime Lab).
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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
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to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county. The current debt capacity is 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.
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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.
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.
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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.
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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 $170 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 1.50 percent in 2017.
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FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the negative impact
on the County in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for 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.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Reprivatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Equipment Service Manager for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
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2017 GUIDELINES
➢ There will be no recommended increases in personnel in the recommended budget to the
Board. Increased workload should be absorbed by existing personnel wherever possible
through increased productivity.
➢ Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
➢ Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
➢ Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
➢ Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Motor Pool Contract Administrator for consideration in the budget
process.
➢ Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2016's budget presentation.
➢ Salaries should be budgeted at the 2016 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.
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➢ In reviewing the 2017 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 2017
budget process.
➢ Use the following budget population data for performance measures:
YEAR POPULATION
2015 (Actual) 286,500
2016 (Estimated) 297,000
2017 (Projected) 307,600
➢ Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
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2017
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2017 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 7, 2016.
2. All departments are requested to submit, on or before June 17, 2016, the following items
that will be part of your 2017 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 Services to assess the need.
C. Phone Service Requests for phone changes in 2017. Unplanned
moves will only be done if absorbed in the 2017 budget.
D. Information Technology requests for computer hardware, software,
system upgrades or system study. (See April 1, 2016 memo
regarding 2017 IT Project Request process)
E. New or replacement vehicle requests to the Controller for inclusion
in the Motor Pool budget.
F. Applications for the technology and innovation investment program
projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2016 level. Any anticipated increase
over 2016 level must be absorbed in target amount.
4. For budgetary purposes, please use the 52¢ per mile reimbursement rate in developing
your 2017 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether or not the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes.
This is necessary because of the varying rates for unique kinds of vehicles, such as patrol
cars, etc. Fuel costs should be budgeted as follows: unleaded $2.25/gallon, diesel
$2.00/gallon, and E85 $1.30/gallon.
7. Any new or replacement vehicles should be discussed with the Controller and a Vehicle
Request Form completed. Vehicles being replaced must be identified on the Vehicle
Request Form and will be turned in when the replacement arrives in 2017.
8. Postage costs are anticipated to be 49¢ in 2017.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration 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 2017. See Director of Finance and Administration for
exact format.
12. Any 2017 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the target
amount. Unless there has been a significant organizational change, reclassification
requests made in the last two years and denied by the Board will NOT be reconsidered in
the 2016 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance 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 356-4218 to answer questions,
or to get approval for variation to the normal procedures outlined in the special instructions.
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2017
PROGRAM ISSUES
➢ Plan and accommodate the anticipated drop in assessed valuation in 2018 due to the
dramatic drop in oil prices in 2016 with one time expenses in 2017.
➢ Acquire and install new voting equipment.
➢ Begin the third year construction of the concrete five -lane CR 49 south corridor from US
34 to 1-76 as part of a design/build contract.
➢ Design for 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.
➢ Create a Public Information budget separate from the County Commissioner's budget.
➢ Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement
services in the field.
➢ Add 1.5 FTE to the Motor Vehicle Department to reduce customer wait time.
➢ Implement a new integrated public safety information system.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $37.5 million.
➢ Fund two radio technicians in Communications to provide all radio repair in-house instead
of contracting out for the services.
➢ Implement SB 15-242 which expands the Child Welfare staffing by five in reaction to the
2014 Colorado Child Welfare Workload Study.
➢ Medicaid caseloads have grown by 80% in the past four years, partially due to economic
factors and partially due to Colorado's implementation of the Affordable Care Act to the
point 25% of county residents are on Medicaid.
➢ Participate for the fourth year in the Title IV -E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project.
➢ Add a Program Case Manger position to work release to aid offender clientele.
➢ Add 0.75 FTE to implement a Court Date Notification Program.
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REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
1.
revenue policies and assumptions have been used in the preparation of the 2017
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 2016, except the reduction in oil prices could
impact employment and spending in the county. Assume interest rates averaging
1.50 percent throughout 2017.
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.
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and 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 2016 budget, the growth in the county's assessed value from oil and gas values exceeded
27%. For the 2016 budget, 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 the price range of $30-50 per barrel. Because of
the volatility of production levels and price fluctuations of the oil and gas values, the County must
continue to prudently manage the increased property tax base created by the energy development
and be prepared for a significant drop in the assessed valuation for the 2017 and 2018 budgets
the county will be facing. The drop in assessed valuation for the 2017 budget will lower the Weld
County assessed valuation 21.4% below the 2016 budget level for property tax. Looking forward
to the 2018 budget an even bigger drop in assessed valuation seems inevitable. The 2018 budget
could see an additional drop of 8-10% in assessed valuation over 2017 even with the reappraisal
year of 2017. In anticipation of the drop in the county's assessed valuation in the 2016 budget of
the $178 million in property tax revenue there was $62 million in one-time budget items, so the
net operational spending requires around $120 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
2017 due to increasing vehicle sales as the economy recovers and the new vehicles figure into
the five year sliding fee schedule.
Building Inspection and Planning Permits: Continued recovery of construction is being seen.
There is more activity in residential building in the unincorporated part of the County with some
factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing
inventories are low. 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. The combination of all these factors point to lower
inspection and permit fee revenues in 2017. 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 not change dramatically through 2017.
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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 or drop due to lower oil prices going forward.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues are based upon the 2015 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 $6.8 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative changes.
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 relatively
constant.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Vehicle sales are projected to continue to increase as the
economy improves and individuals who have delayed purchases will need to begin to replace
older vehicles.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. With the passage of SB09-109,
revenues increase over $1.5 million starting in 2010. As fuel prices increase citizens tend to drive
less, thus paying less HUTF tax that is based upon a per gallon tax.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program. The new Child Welfare allocation formula
adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior
formula.
Health Grants: Based upon contracts signed July 1, 2016.
Health Fees: Based upon historical patient/client caseload with 2017 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to affordability.
Human Resource Grants: Based upon contract funding level as of October 1, 2016.
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).
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MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2013
2014
2015
2016
2017
Property Taxes
$ 107,816,616
$ 117,873,505
$ 141,724,346
$ 153,213,068
$ 141,946,827
Other Taxes
8,310,000
9,450,000
11,600,000
11,710,000
11,830,000
Fees
8,777,422
9,975,250
10,353,400
10,376,690
11,148,250
Intergovernmental
48,851,520
52,977,866
65,272,311
69,192,838
67,305,192
Licenses/Permits
2,866,875
3,450,225
4,721,600
6,061,000
5,437,350
Charges for Services
5,800,931
8,242,560
9,103,378
8,910,798
8,898,159
Proprietary Services
26,221,780
28,166,292
28,596,336
28,764,247
31,383,694
Miscellaneous
11,518,124
13,450,439
13,581,877
26,746,798
23,989,103
TOTAL REVENUES
$ 220,163,268
$ 243,586,137
$ 284,953,248
$ 314,975,439
$ 301,938,575
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
100
50
0
2013 2014 2015 2016 2017
Property Taxes
—M—Intergovernmental
Internal Service
--Other Revenue
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 grow of the property tax base in the county. The volatility
of the oil and gas assessed values continues to be a major impact to the County's budget planning
the last six years. For the 2016 budget, the growth in the county's assessed value from oil and
gas values exceeded 27%. Oil and gas assessed valuation are close to two-thirds of the county's
total assessed valuation. Since November, 2014, due to the oversupply of oil worldwide the price
of oil has dropped from over $100 a barrel to the price range of $40-50 per barrel. 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 and be
prepared for a significant drop in the assessed valuation for 2017 and 2018 the county will be
facing. The 2017 property tax level is slightly above 2015 level.
84
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 are one-time and will be dropped after 2016. We can anticipate moderation in non -defense
discretionary spending and some spending cuts in entitlements. Spending and revenue
imbalances at the state and federal levels will most likely result in lower or at best slower growth
in intergovernmental revenues for the county in the future.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured are slowing, so the increases in this area over the next five years should be more
moderate. For example there will be no health insurance rate increase in 2017 for the third year
in a row, but participation in the insurance plan is up some.
OTHER REVENUE TRENDS
30
25
20
111
0 15
10
5
0
2013 2014 2015 2016 2017
Other Taxes
t Fees
( Licenses Permits
—X— Charge For Srvs
—)I(—Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
Increase trend is due to new formula for the direct distribution of severance tax to cities and
counties from the state. Severance tax revenues follow the price of oil and gas, since that is where
they are derived.
Fees: Fees have been increased and new fees added. New legislation in 2012 increased Clerk
and Recorder fees. Increased oil and gas recording activity in the county is resulting in higher
projected revenues in this area over the next few years. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase as the economy improves.
Planning fees are growing significantly as the economy recovers and construction activity returns,
as well as, activity from oil and gas infrastructure development and drilling activity.
Licenses/Permits: As cited in the Revenue Assumption section earlier, there is stronger
recovery of construction in the county. Despite the low activity in residential building in the
unincorporated part of the County some factors pointing towards an uptick in activity as rental
vacancy rates are low and housing listing inventories are low. 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. The
combination of all these factors point to lower inspection and permit fee revenues in 2017.
Hopefully as the price of oil improves there will be more activity in 2018 and beyond.
85
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category. Public Works contracts are up due to reimbursable road projects
in 2016-2017. Fines from traffic violations are projected to be up slightly in 2017. 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 $6.8 million in 2017.
86
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2018-2022 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually.
• Due to the drop in oil prices Weld County anticipates a significant drop in assessed
valuation in 2018 ($72 million) and then a leveling off with normal growth as oil prices
stabilize.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $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
2018
2019
2020
2021
2022
Property Taxes
$131,350,000
$137,817,500
$144,608,375
$151,738,794
$159,225,733
Other Taxes
12,018,000
12,714,640
13,089,179
13,474,955
13,872,303
Fees
11,273,698
11,608,908
11,979,176
12,334,801
12,701,095
Intergovernmental
67,621,857
68,633,654
69,666,356
70,720,420
71,796,310
Licenses/Permits
5,085,261
5,237,608
5,394,527
5,556,152
5,722,627
Charges for Services
8,915,467
8,904,725
9,350,105
9,351,786
9,509,948
Proprietary Services
32,914,498
34,703,303
36,601,867
38,617,411
40,757,645
Miscellaneous
19,247,228
19,616,791
19,489,931
19,416,753
19,547,374
TOTAL REVENUES
$288,426,009
$ 299,237,129
$ 310,179,516
$ 321,211,072
$ 333,133,035
87
Major Revenue Projections
180
160
140
120
c 100
O
80
60
40
20
0
•
x ! • �
2018 2019 2020 2021 2022
Property Taxes
—U—Intergovernmental
Internal Service
—X—Other Revenue
2018-2022 EXPENDITURE PROJECTIONS
DESCRIPTION
2018
2019
2020
2021
2022
General Government
$38,780,857
$39,599,532
$41,294,002
$42,190,582
$43,815,381
Public Safety
58,964,025
60,732,946
64,364,934
63,149,106
65,043,579
Public Works
79,936,322
82,334,411
84,804,444
87,348,577
89,969,034
Public Health and
Welfare
50,724,221
51,734,641
52,765,269
53,816,510
54,888,776
Human Services
8,587,647
8,754,240
8,924,165
9,097,489
9,274,279
Culture and Recreation
799,987
811,117
822,581
834,388
846,550
Proprietary Services
34,914,498
36,703,303
38,601,867
40,617,411
42,757,645
Capital
8,750,000
8,750,000
8,750,000
8,750,000
8,750,000
Miscellaneous
5,653,648
5,815,597
5,982,308
6,153,923
6,330,587
TOTAL EXPENSES
$287,111,205
$ 295,235,787
$ 306,309,570
$ 311,957,986
$ 321,675,831
88
Assumptions used for the expenditure projections are as follows:
• Inflation is projected at an average 3 percent over the five-year period for all categories,
except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2 percent
growth for Weld County
• Public Health and Welfare, and Human Services program costs will follow the trend of the
state and federal revenues supporting them. Therefore, the program expenditures will
grow only moderately at 2% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
• In election years, General Government will increase by approximately $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.
• Public Works will see a major increase as the 20 mile WCR 49/47 Corridor is constructed
in 2016-2018, and oil and gas development continues to impact the roads and bridges.
Then it will level off again to normal expenditure patterns.
Major Expenditure Projections
100
90
80
70
6660
• 50
40
30
20
10 �,
0
2018 2019 2020 2021 2022
—4—General Govt
— M—Public Safety
(Public Works
—X—Public Hlth and Welfare
— 4I(—Human Services
Internal Services
Capital
Miscellaneous
89
2018-2022 FUND BALANCE PROJECTIONS
2018
2019
2020
2021
2022
Begin Fund Balance
116,980,173
$118,294,977
$122,296,319
$126,166,265
$135,419,352
Total Revenues
288,426,009
299,237,129
310,179,516
321,211,072
333,133,035
Total Expenses
287,111,205
295,235,787
306,309,570
311,957,986
321,675,831
Ending Fund Balance
$118,294,977
$122,296,319
$126,166,265
$135,419,352
$146,876,556
Fund Balance Projections
350
300
250
c 200
O
150
100
50
0
2018 2019 2020 2021 2022
Beg Fund Bal
—M—Revenue
Expense
--End Fund Bal
90
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
Director, General Services
Printing and Supply
Controller
Human Resources
Director, Human Resources
Information Services
Chief Information Officer
Geographical Information System
Chief Information Officer
Innovation and Technology Projects
Chief Information Officer
Sheriff Administration Units (21100-
21140)
Sheriff
91
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
Director, Public Safety Communications
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
92
BUDGET UNIT
RESPONSIBLE OFFICIAL
Parks and Trails
Director, Finance and Administration
Building Rents
Director, Finance and Administration
Non -Departmental
Director, Finance and Administration
Community Agency Grants
Director, Finance and Administration
Bright Futures
Treasurer
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:
Motor Pool Fund
Controller
Insurance Fund
Director, Finance and Administration
Phone Services Fund
Chief Information Officer
Health Insurance Fund
Director, Finance and Administration
93
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
Elections:
New Voting Equipment
Motor Vehicle:
Office Tech II (1.5FTE mid -year)
Human Resources:
Alex, Web Based Benefits Counselor System
INCLUDED EXCLUDED
$ 500,000
89,962
29,300
Planning:
Planner I for Oil and Gas USR Code
Office Tech IV for Oil and Gas 73,814
Downgrade Engineer III to Engineer I -79,305
Building Inspection:
Move IBC Fee Schedule to 2006 to 2012 -775,000
Building and Grounds:
Plumber (Reduce back fill for retirement transition) -29,599
HVAC Building Maintenance Worker II 83,790
Special Project Coordinator (mid -year) 90,543
Innovation and Technology Projects:
Projects 428,500
Printing and Supply:
Office Tech II 36,100
Revenue -36,100
Sheriff:
Four Patrol Deputy II from Contract Services 378,000
Eliminated 0.5 Deputy II from Contract Services -48,442
Victim Advocates Bilingual Program Specialist 58,410
Victim Advocates Bilingual Program Grant -58,410
Uniform (safety equipment) 82,248
Small Items of Equipment Replacement (safety) 100,000
Crime Lab Revenue Reduction from Greeley MOU 57,674
Transition to SUV Patrol Vehicles (8) 0
Criminal Justice Information System:
Analyst Position 110,521
Coroner:
Additional
Vehicle
136,000
$88,214
71,500
94
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Justice Services:
Court Date Notification Specialist
Work Release:
Alternative Programs Case Manager
Office of Emergency Management:
Hazardous Material Planning Grant
Grant Revenue
Engineering:
Engineering Technician I for Oil and Gas USR Code
Reclassify Engineering Technician Ito II
Reclassify Engineer II to III
Waste Water Management:
Big Thompson Watershed
INCLUDED EXCLUDED
$41,101
72,038
$75,000
-60,000
65,646
7,086
7,764
1,000 $1,000
Developmentally Disabled:
Envision 48,225
Community Agencies:
Colorado Therapy Horse
RSVP
TOTAL GENERAL FUND
20,000
0 15,000
$ 1,405,220 $ 276,360
SOCIAL SERVICES FUND:
Child Welfare Positions (12.5 FTE) N/A
TOTAL SOCIAL SERVICES FUND
$ N/A $ N/A
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
95
96
2017 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 2017 budget, a salary increase of 2.5 percent to Weld County employees is
included. Employees will get step increases for longevity and performance.
• Health insurance rates will not increase at all in 2017. 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 2017.
97
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
•Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.160/$1,000/per month
LONG TERM DISABILITY (LTD): $.32/$100 compensation
SHORT TERM DISABILITY: $.21/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a full-time Wellness Coordinator and new wellness resources.
EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - (10.75 percent of gross salary for County and 10.75 percent
employee contribution.)
PERA - (13.7 percent of gross salary for County contribution and 8.5 percent of gross salary
for employee contribution.)
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee paid.
98
POSITION AUTHORIZATION CHANGES
DUE TO 2017 BUDGET
FUND AND DEPARTMENT
DEPARTMENT NAME
1000-11300 Motor Vehicle
1000-15300 Victim Witness
1000-15300 Victim Witness
1000-16200 Accounting
1000-17100 Planning
1000-17200 Building and Grounds
1000-17200 Building and Grounds
1000-17200 Building and Grounds
1000-17600 Printing and Supply
1000-21200 SO Patrol
1000-21210 Municipal Contract
1000-21300 Victim Advocates
1000-22100 Communications
1000-22400 CJIS
1000-24100 Pretrial Services
1000-24125 Work Release
1000-25100 Building Inspection
1000-31100 Engineering
1000-31100 Engineering
1000-96100 Extension Services
100 F IE Funding
100 F I'E Funding
100 F I'E Funding
Child Welfare Block
IV -E Waiver Funding
IV -E Waiver Funding
IV -E Waiver Funding
Core Services
IV -E Waiver Funding
2650-61700
2650-61700
2650-61710
2650-61710
2625-61400
2600-60105
2646-61300
2100-42110
2100-42110
2100-42110
2100-42110
Area Agency on Aging
Area Agency on Aging
Area Agency on Aging
Area Agency on Aging
Employment Services
Employment Services
Employment Services
Social Services -AP
Social Services -AP
Social Services -AP
Social Services -AP
OLD
POSITION
None
None
CVC Coordinator (Grade 32)
Payroll Specialist (Grade 33)
None
None
None
1.0 Plumber
None
None
4.5 SO Deputy II
None
None
None
None
None
Electrical Inspector II
Engineer Tech I
Engineer II
13.0 F1'E (CSU MOU)
None
None
None
None
None
None
None
None
3 -Family Facilitator -33
Community Outreach Manager -35
2-OLTC Supervisor -39
Prog. Sup. -LTC Ombudsman -25
Ombudsman -20
Employment Support Specialist -28
Customer Navigator -16
WCYCC Coordinator — 28
2 -Recovery Specialist -25
No. County Operations Mgr -40
So. County Operations Mgr -40
Investigations Manager -35
NEW
POSITION
1.5 F 1E Office Tech II -MV
Juvenile VW Assistant
CVC Coordinator(Grade 37)
Payroll Specialist (Grade 35)
Office Tech IV
Special Project Coordinator
HVAC Bldg. Maint. Worker II
0.5 Plumber
Office Tech II
4.0 SO Deputy II
None
Victim Advocate Specialist
2.0 Radio Maintenance Techs
PS Systems Analyst
0.75 Program Specialist
Alt. Programs Case Manager
Electrical Inspector III
Engineer Tech II
Engineer III
11.0 FIE (CSU MOU
Foster Care Supervisor
Intake Supervisor (Already Hired)
Intake Caseworker
Trainer
Kinship Coordinator
Family Engagement Practitioner
2 -Family Finder
Core Services Coordinator
3 -Family Engage Practitioner -36
Community Outreach Manager -40
2-OLTC Supervisor -40
Prog. Sup. -LTC Ombudsman -31
Ombudsman -23
Employment Support Specialist -31
Client Services Technician -19
WCYCC Coordinator - 31
2 -Recovery Specialist -27
No. County Operations Mgr -42
So. County Operations Mgr -42
Investigations Manager -37
99
100
ALL FUNDS REVENUE
$180,000,000
$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
Net Property Tax
F111 F7
Other Taxes
Intergovernmental
Licenses/Permits
Fund Balance
2017 Revenue
Total $427,155,575 (2016 $420,525,439)
Fund Balance
$125,217,000
29%
Miscellaneous
$23,989,103
6%
Proprietary Services
$31,383,694
7%
❑ 2016
■ 2017
Net Property Tax
$141,946,827
33%
Chg for Service Intergovernmental L Fees
$8,898,159 $67,305,192 $11,148,250
2% ° 16% 3%
Licenses/Permits
$5,437,350
1%
Other Taxes
$11,830,000
3%
101
ALL FUNDS EXPENDITURES
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
i
■ 2016
2017
• .Ge5 0�5 e�°� \`ac1 Q`a e a,.°�� a`°o �e�` �a�e • Gee e°ae Ge'
\a�e� �p`� °�°�� PGa p`•� Q-eG�e Go�eic a6cb- co co
yGe��a� �co rer g°G Q G 'e CP.
meta Q° �o� ‘:\ ° i`e`a
Ge Qi Q
2017 EXPENDITURES
Total $320,175,402 (2016 $326,544,222)
Public Works
$22,340,755
7%
Social Services,
$38,680,234
12%
Proprietary Services
$33,383,694
10%
Miscellaneous
$5,022,668
2%
Human Services
$8,434,300
3%
Auxiliary
$623,230
0%
Contingency
$10,000,000
3%
Capital
$11,801,500 Health
$11,053,379
/ 4%
Public Safety
$58,135,561
18%
Culture/Recreation
$903,868
0%
General Government
$38,395,981
12%
Road & Bridge
$81,400,232
25%
102
MILL LEVY
2017 TOTAL 15.800
Insurance
0.223
1%
Social Services
1.284
8%
Capital
1.266
8%
Pubc Works
1.
837 General
12% 10.300
65%
Contingency
0.89
6%
Insurance_ 5%
0.175
1%
2016 TOTAL 15.800
Social Services
0.843
Public Works_
1.444
9%
Capital
1.444
9%
I
gll'
Contingency
2.013
13%
General
9.881
63%
2017
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
2016
BEGINNING
BALANCE
$ 20,970,664
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL $
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Motor Pool Operating
6200 Health Insurance
6300 Insurance
6400 Phone Service
6500 Weld Finance Corp
59,676,148
2,828,601
394,565
6,589,654
1,126,996
1,242,623
2,007,994
14,618,998
109,456,243
109,456,243
1,435,903
9,699,132
1,631,254
148,457
2016
MILL
LEVY
2017
BEGINNING
BALANCE
9.881 $ 12,000,000
1.444
0.843
2.013
1.444
15.625 $
15.625 $
0.175
2017
MILL
LEVY
2017
PROPERTY
TAXES
10.300 $ 92,537,350
35,600,000 1.837
2,800,000 1.284
400,000
29,500,000 0.890
1,127,000
1,240,000
1,000,000
28,700,000 1.266
112,367,000
112,367,000
1,400,000
9,700,000
1,600,000
150,000
16,500,000
11,532,977
8,000,000
11,376,500
15.577 $ 139,946,827
15.577 $ 139,946,827
0.223
2,000,000
NET TOTAL - IS FUNDS $ 12,914,746 $ 0 $ 12,850,000 $ 0 $ 2,000,000
GROSS TOTAL ALL FUNDS $ 122,370,989 15.800 $ 125,217,000 15.800 $ 141,946,827
104
Assessed Value $8,983,976,390
2017
INTERGOV'T
REVENUE
2017
OTHER
REVENUE
2017
INTERFUND
TRANSFER
$ 4,980,513 $ 32,599,634 $
23,002,590
27,147,257
410,000
3,953,823
7,811,009
25,350,000
2017 2017 2017
AVAILABLE APPRO- ENDING
FINANCING PRIATIONS BALANCE
- $ 142,117,497 $ 129,821,749 $ 12,295,748
2,000 -
1,383,250 5,513,081
342,978 12,351
1,200,000
425,000
100,452,590 81,400,232 19,052,358
41,480,234 38,680,234 2,800,000
812,000 396,933 415,067
37,500,000 10,000,000 27,500,000
11,977,154 10,850,154 1,127,000
9,406,338 8,166,338 1,240,000
2,200,000 1,200,000 1,000,000
40,501,500 11,801,500 28,700,000
$ 67,305,192 $ 61,302,862 $ 5,525,432 $ 386,447,313 $ 292,317,140 $ 94,130,173
(5,525,432) (5,525,432) (5,525,432)
$ 67,305,192 $ 61,302,862 $ - $ 380,921,881 $ 286,791,708
155,000
10,852,922
18,723,584
205,000
1,447,188
$ - $ 31,383,694 $
$ 67,305,192 $ 92,686,556 $
155,000
12,252,922
28,423,584
3,805,000
1,597,188
155,000
10,852,922
18,723,584
2,205,000
1,447,188
94,130,173
1,400,000
9,700,000
1,600,000
150,000
- $ 46,233,694 $ 33,383,694 $ 12,850,000
- $ 427,155,575 $ 320,175,402 106,980,173
105
2017 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:
2017
BEGINNING
BALANCE
$ 12,000,000
35,600,000
2,800,000
400,000
29,500,000
1,127,000
1,240,000
1,000,000
4000 Capital Expenditure 28,700,000
2017
PROPERTY
TAXES
2017
INTERGOV'T
REVENUE
2017 2017
OTHER INTERFUND
REVENUE TRANSFER
92,537,350 $ 4,980,513 $ 32,599,634 $
16,500,000 23,002,590 25,350,000
11,532,977 27,147,257 -
- 410,000 2,000
8,000,000 - -
- 3,953,823 1,383,250
- 7,811,009 342,978
1,200,000
11,376,500
0 425,000
5,513,081
12,351
GROSS TOTALS $ 112,367,000 $ 139,946,827 $ 67,305,192 $ 61,302,862 $ 5,525,432
LESS INTERFUND TRANSFE - - - -
NET TOTAL $ 112,367,000 $ 139,946,827 $ 67,305,192 $ 61,302,862 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
0
1,400,000
9,700,000
1,600,000
150,000
$ 12,850,000
$ 125,217,000
2,000,000
$ 2,000,000
$ 141,946,827
$
$
10,852,922
18,723,584
205,000
1,447,188
- $ 31,228,694
67,305,192 $ 92,531,556
$
$
(5,525,432)
106
Assessed Value $8,983,976,390
2017 2017
AVAILABLE PERSONNEL
FINANCING
2017 2017
SERVICE/ CAPITAL
SUPPLIES
$ 142,117,497 $ 73,199,727 $ 54,728,492 $
100,452,590
41,480,234
812,000
37,500,000
11,977,154
9,406,338
2,200,000
40,501,500
13,463,304
25,917,000
8,216,864
5,017,314
67,936,928
12,763,234
396,933
10,000,000
2,590,590
3,149,024
1,200,000
$ 386,447,313 $ 125,814,209 $ 152,765,201 $
(5,525,432) (5,525,432)
$ 380,921,881 $ 125,814,209 $ 147,239,769 $
155,000
12,252,922
28,423,584
3,805,000
1,597,188
336,191
130,000
10,827,922
18, 723, 584
2,205,000
1,025,997
2017 2017
APPRO- ENDING
PRIATIONS BALANCE
1,893,530 $ 129,821,749 $ 12,295,748
42,700
11,801,500
13,737,730
13,737,730
25,000
25,000
85,000
81,400,232
38,680,234
396,933
10,000,000
10,850,154
8,166,338
1,200,000
11,801,500
$ 292,317,140 $
(5,525,432)
$ 286,791,708 $
155,000
10,852,922
18,723,584
2,205,000
1,447,188
19,052,358
2,800,000
415,067
27,500,000
1,127,000
1,240,000
1,000,000
28,700,000
94,130,173
94,130,173
1,400,000
9,700,000
1,600,000
150,000
$ 46,233,694 $ 336,191 $ 32,912,503 $ 135,000 $ 33,383,694 $ 12,850,000
$ 427,155,575 $ 126,150,400 $ 180,152,272 $ 13,872,730 $ 320,175,402 $ 106,980,173
107
2016 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
2016
BEGINNING
BALANCE
2016
PROPERTY
TAXES
2016
INTERGOV'T
REVENUE
2016 2016
OTHER INTERFUND
REVENUE TRANSFER
$ 20,970,664 112,907,305 $ 4,609,255 $ 2,100,754 $
59,676,148
2,828,601
394,565
6,589,654
1,126,996
1,242,623
2,007,994
16,500,000 32,727,360 27,925,000
9,636,565 24,884,935 -
- 425,000 2,500
23,000,000 - -
- 3,721,827 1,311,230
- 7,824,461 510,000
1,200,000
14,618,998 16,500,000
5,090,862
12,351
0 425,000 500,000
GROSS TOTALS $ 109,456,243 $ 178,543,870 $ 74,192,838 $ 33,474,484 $ 5,603,213
LESS INTERFUND TRANSFE
NET TOTAL $ 109,456,243 $ 178,543,870 $ 74,192,838 $ 33,474,484 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
1,435,903
9,699,132
1,631,254
148,457
$ 12,914,746
$ 122,370,989
2,000,000
$ 2,000,000
$ 180,543,870
$
$
9,221,000
17,914,044
210,000
1,419,203
- $ 28,764,247 $
74,192,838 $ 62,238,731 $
(5,603,213)
108
Assessed Value $11,426,827,210
2016 2016
AVAILABLE PERSONNEL
FINANCING
2016 2016
SERVICE/ CAPITAL
SUPPLIES
2016
APPRO-
PRIATIONS
2016
ENDING
BALANCE
$ 140,587,978 $ 70,675,046 $ 56,423,782 $ 1,489,150 $ 128,587,978 $ 12,000,000
136,828,508
37,350,101
822,065
29,589,654
11,250,915
9,589,435
3,207,994
32,043,998
13,180,691
23,801,700
7,895,512
4,743,744
$ 401,270,648 $ 120,296,693
(5,603,213)
$ 395,667,435 $ 120,296,693
10,656,903
27,613,176
3,841,254
1,567,660
319,173
88,047,817
10,748,401
422,065
89,654
2,228,403
3,605,691
2,207,994
101,228,508
34,550,101
422,065
89,654
10,123,915
8,349,435
2,207,994
3,343,998 3,343,998
$ 163,773,807 $ 4,833,148
(5,603,213)
$ 158,170,594 $ 4,833,148
9,196,000
17,913,176
2,241,254
1,000,030
60,903
98,457
$ 288,903,648 $
(5,603,213)
$ 283,300,435 $
9,256,903
17,913,176
2,241,254
1,417,660
35,600,000
2,800,000
400,000
29,500,000
1,127,000
1,240,000
1,000,000
28,700,000
112,367,000
112,367,000
1,400,000
9,700,000
1,600,000
150,000
$ 43,678,993 $ 319,173 $ 30,350,460 $ 159,360 $ 30,828,993 $ 12,850,000
$ 439,346,428 $ 120,615,866 $ 188,521,054 $ 4,992,508 $ 314,129,428 $ 125,217,000
109
2015 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
GROSS TOTALS
LESS INTERFUND TRANSFE
NET TOTAL
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Motor Pool Operating
Health insurance
Insurance
Phone Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
2015
BEGINNING
BALANCE
$ 18,519,120
58,177,740
3,493,093
339,311
34, 739, 654
3,313,215
1,435,053
2,043,398
18,155,992
2015
PROPERTY
TAXES
$ 114,344,121
16,486,312
8,435,896
2015
INTERGOV'T
REVENUE
2015 2015
OTHER INTERFUND
REVENUE TRANSFER
$ 6,567,075 $ 20,012,637 $
17,638,010 24,704,262
24,810,497 -
411,605 2,080
3,058,305 2,001,492
7,995,143 563,287
- 1,658,903
179,490
4,013,332
12,351
$ 140,216,576 $ 139,266,329 $ 60,480,635 $ 49,122,151 $ 4,025,683
(4,025,683)
$ 140,216,576 $ 139,266,329 $ 60,480,635 $ 49,122,151 $ -
2,668,969
7,024,679
2,267,917
1,461,077
$ 13,422,642
$ 153,639,218
1,999,155
$ 1,999,155
$ 141,265,484
$
$
60,480,635
9,890,249
18,191,109
95,286
1,397,936
$ 29,574,580
$ 78,696,731
$
$
110
Assessed Value $8,969,895,330
2015 2015
AVAILABLE PERSONNEL
FINANCING
2015 2015
SERVICE/ CAPITAL
SUPPLIES
$ 159,442,953 $ 68,086,900 $ 67,904,198 $
117,006,324
36,739,486
752,996
34,739,654
12,386,344
10,005,834
3,702,301
18,335,482
12,386,885
23,816,898
7,145,224
4,686,004
44,943,291
10,093,987
358,431
28,150,000
4,074,029
4,077,207
1,694,307
$ 393,111,374 $ 116,121,911 $ 161,295,450 $
(4,025,683) (4,025,683)
$ 389,085,691 $ 116,121,911 $ 157,269,767 $
12,559,218
25,215,788
4,362,358
2,859,013
- 11,060,270
- 15,516,656
- 2,731,104
310,864 1,525,049
2015
APPRO-
PRIATIONS
2015
ENDING
BALANCE
2,481,191 $ 138,472,289 $ 20,970,664
- 57,330,176
- 33,910,885
- 358,431
- 28,150,000
40,095 11,259,348
- 8,763,211
- 1,694,307
3,716,484 3,716,484
6,237,770 $ 283,655,131 $
(4,025,683)
6,237,770 $ 279,629,448 $
63,045 11,123,315
- 15,516,656
- 2,731,104
874,643 2,710,556
59,676,148
2,828,601
394,565
6,589,654
1,126,996
1,242,623
2,007,994
14,618,998
109,456,243
109,456,243
1,435,903
9,699,132
1,631,254
148,457
$ 44,996,377 $ 310,864 $ 30,833,079 $ 937,688 $ 32,081,631 $ 12,914,746
$ 434,082,068 $ 116,432,775 $ 188,102,846 $ 7,175,458 $ 311,711,079 $ 122,370,989
111
GOVERNMENT FUNDS
2015-2017
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
2015
141,611,918
4,259,547
60,480,635
11, 743, 078
13,559,930
17,214,007
$ 248,869,115
63,856,830
54,659,691
66,114,345
45,412,865
8,763,211
1,265,028
5,093,495
6,313,983
$ 28,150,000
PROJECTED
2016
178,543,870
6,061,000
74,192,838
8,125,996
10,376,690
8,910,798
$ 286, 211,192
37,619,242
56,040,974
115,464,061
44,914,680
8,349,435
785,436
16,692,955
3,343,998
$ 89,654
$ 279,629,448 $ 283,300,435
(30,760,333) 2,910,757
$ 140,216,576 $ 109,456,243
BUDGET
2017
151,776,827
5,437,350
67,305,192
23,989,103
11,148,250
8,898,159
$ 268,554,881
38,395,981
58,135,561
103,740,987
49,733,613
8,434,300
903,868
5,645,898
11,801,500
$ 10,000,000
$ 286,791,708
(18,236,827)
$ 112,367,000
$ 109,456,243 $ 112,367,000 $ 94,130,173
- 10,000,000
Fund Balance at End of Year - with
Contingencies/Reserves $ 109,456,243 $ 112,367,000 $ 104,130,173
112
PROPRIETARY FUNDS
2015-2017
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2015
$ 1,999,155 $
29,574,580
PROJECTED
2016
2,000,000 $
28,764,247
BUDGET
2017
2,000,000
31,383,694
Total Estimated Financial Sources $ 31,573,735 $ 30,764,247 $ 33,383,694
EXPENDITURES
Regional Crime Lab
Motor Pool
Health Insurance
Insurance
Phone 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
$ - $
11,123,315
15,516,656
2,731,104
2,710,556
- $
9,256,903
17,913,176
2,241,254
1,417,660
155,000
10,852,922
18,723,584
2,205,000
1,447,188
$ 32,081,631 $ 30,828,993 $ 33,383,694
(507,896)
13,422,642 12,850,000
12,914,746
(64,746)
12,914,746
12,850,000
12,850,000
$ 12,914,746 $ 12,850,000 $ 12,850,000
113
Class
Weld County, Colorado
Weld Final Taxable Assessed Value (11/30/2016)
2015 Final Assd Value 2016 Final Assd Value Change $
Vacant $
Residential $
Commercial $
Industrial $
Agricultural $
Natural Rsc $
Oil & Gas $
State Assd $
Total Value: $
Less TIF Value $
Net Total: $
75,809,040
1,447,893,380
778,585,040
639,540,080
179,732,720
18,995,220
7,669,479,580
773,068,200
11,583,103,260
(156,276,050)
11,426,827,210
$ 65,331,620
$ 1,512,440,970
$ 805,968,490
$ 797,643,050
$ 184,339,480
$ 18,552,540
$ 4,959,441,120
$ 808,231,100
$ (10,477,420)
$ 64,547,590
$ 27,383,450
$ 158,102,970
$ 4,606,760
$ (442,680)
$ (2,710,038,460)
$ 35,162,900
$ 9,151,948,370 $ (2,431,154,890)
$ (167,971,980)
$ 8,983,976,390 $ (2,442,850,820)
Weld Assd Value By Type
2016
Vacant
State Assd ^ 1%
I Residential
9% 16%
Oil & Gas
54%
Commercial
9%
Industrial
9%
Agricultural
2%
Natural Rsc
0%
Change %
-13.82%
4.46%
3.52%
24.72%
2.56%
-2.33%
-35.34%
4.55%
-21%
-21%
Source: Weld Assessor
Final Certification 2016
114
12/5/2016
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTERISTATE CONSTITUTIONAL OFFICE
OFFICE OF THE BOARD $ 894,717 $ 535,050 $ 1,429,767
PUBLIC TRUSTEE 0 $ 5,031 5,031
CLERK & RECORDER (3,300,955) $ 562,428 (2,738,527)
ELECTIONS 1,123,802 $ 267,327 1,391,129
TREASURER (2,588,613) $ - (2,588,613)
ASSESSOR 3,115,403 $ 526,821 3,642,224
COUNTY COUNCIL 75,612 $ 4,512 80,124
DISTRICT ATTORNEY 5,461,899 $ 510,208 5,972,107
SHERIFF 4,887,520 $ 1,090,126 5,977,646
CORONER 1,034,695 $ 149,713 1,184,408
CLERK TO THE BOARD 431,897 $ 111,291 543,188
TOTAL $ 11,135,977 $ 3,762,506 $ 14,898,483
MANDATED:STATE/FEDERAL COUNTY COS1
INMATE SERVICES AND SECURITY $ 19,676,535 $ 3,296,708 $ 22,973,243
COURTS AND TRANSPORTATION 2,663,308 $ - 2,663,308
CONTRACT JAIL SPACE 0 $ - 0
COMMUNITY CORRECTIONS 0 $ 228,479 228,479
SOCIAL SERVICES 11,532,977 $ 2,516,363 14,049,340
HUMAN RESOURCES 12,351 $ 473,297 485,648
PUBLIC HEALTH 4,869,653 $ 1,004,162 5,873,815
TOTAL $ 38,754,824 $ 7,519,009 $ 46,273,833
CRITICAL -- NON -MANDATED COUNTY COS1
CRIMINAL JUSTICE INFO SYSTEM $ 786,304 $ - $ 786,304
CRIME LAB 526,945 $ 108,176 635,121
POLICE SERVICES (LEVEL) 9,368,656 $ 1,447,126 10,815,782
SHERIFF CONTRACT SERVICES (10,391) $ - (10,391)
COMMUNICATIONS -COUNTY -WIDE 4,130,021 $ - 4,130,021
COMMUNICATION SYSTEM DEVEL 50,000 $ - 50,000
OFFICE EMERGENCY SERVICES 311,601 $ 105,277 416,878
DRUG TASK FORCE 284,462 $ 4,349 288,811
TOTAL $ 15,423,566 $ 1,664,928 $ 17,112,526
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
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
PBX/PHONES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION SERVICES
PRINTING & SUPPLY
TOTAL
428,500
(1,007,807)
222,753
941,186
360,426
102,224
0
203,225
89,762
140,377
48,225
19,000
437,700
31,843
0
46,199
10,000
165,000
223,102
115,495
35,737
129,000
143,796
889,402
599,143
60,571
(659,574)
143,940
3,845,561
$7,764,786
- $ 428,500
690,633 (317,174)
- 222,753
58,358 999,544
109,907 470,333
24,152 126,376
12,088 12,088
- 203,225
3,258 93,020
6,687 147,064
- 48,225
- 19,000
26,233 463,933
10,281 42,124
- 0
- 46,199
3,197 13,197
- 165,000
- 223,102
372,823 488,318
- 35,737
- 129,000
- 143,796
118,285 1,007,687
- 599,143
- 60,571
- (659,574)
- 143,940
- 3,845,561
1,435,902 $ 9,200,688
$ 16,500,000 $ 2,807,197 $ 19,307,197
22,340,755 $ 412,421 22,753,176
$ 38,840,755 $ 3,219,617 $ 42,060,372
$ - $
11,801,500 $
$ 11,801,500 $ - $ 11,801,500
11,801,500
$ 839,614 $ (839,614) $ -
6,358,711 (6,358,711) 0
373,493 (373,493) 0
819,314 (819,314) 0
284,754 (284,754) 0
1,252,165 (1,252,165) 0
0 0 0
2,000,000 (2,000,000) 0
610,535 (610,535) 0
0 0 0
7,113,756 (7,113,756) 0
118,933 (118,933) 0
$ 19,771,275 $ (19,771,275) $ -
SEVEN YEAR TREND
Beginning Fund Balance
160,000,000 J
O
O
O
01 _
CO
v
/
140,000,000 /
120,000,000 f
100,000,000 -,
O
O
O
O
O
ci
80,000,000 000
M
co
60,000,000
40,000,000 --Z"-
20,000,000
0 ,-
/
O
O
O
O
tD
CO
V
J
2011
O
O
O
O
M
M
O
CO
/
J
2012 2013
N
O
CO_
0
O
x—
)
2014 2015
O
O
O
O
O
O
O
49
CO
—
Cs
x—
/
/
N
O
N
x—
/
2016 2017
117
SEVEN YEAR TREND
County Expenditures
$120_
$100J
$80 J
■ Gen Gov
O Public Safety
❑ Roads & Bridges
O Health/Human Srv/Soc Sry
2011
2012
2013
2014
2015
2016
2017
//
118
I County
Attorney
WELD COUNTY HOME RULE GOVERNMENT
County Citizens
LH : ar J
Department of
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Risk Management
Special Projects
Treasurer's Office
Clerk to the Board
Housing Authority
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communication,
Education and Planning
Board of Public Health
General Services
Coroner
Purchasing
Justice Services
Communications
Public Safety IT
Information Services
�. GIS and Mapping
Phone Services
Department of
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
1
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
_ 111111_
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
119
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2017
DEPARTMENT
LAST
ACTUAL
YEAR
2015
CURRENT
YEAR 2016
REQUEST
BUDGET
2017
FINAL
BUDGET
2017
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
8.000
8.000
6.000
6.000
-2.000
Public Information
0.000
0.000
2.000
2.000
+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
52.500
51.500
53.000
53.000
+1.500
Elections
5.000
5.000
5.000
5.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
34.000
35.000
35.000
35.000
County Council
1.000
1.000
1.000
1.000
District Attorney
55.625
55.000
55.000
55.000
Juvenile Diversion
1.000
1.500
1.500
1.500
Restorative Justice
0.500
0.500
0.500
0.500
Victim Witness
10.625
11.000
12.625
12.000
+1.000
Finance and Administration
1.000
1.000
1.000
1.000
Accounting
6.000
6.000
6.000
6.000
Purchasing
2.500
2.500
2.500
2.500
Human Resources
8.000
11.000
10.000
10.000
-1.000
Planning and Zoning
16.000
16.000
18.000
17.000
+1.000
Buildings and Grounds
23.000
25.000
26.500
26.500
+1.500
Information Services
45.000
46.000
46.000
46.000
Printing and Supply
3.000
3.000
4.000
4.000
+1.000
SO Admin Patrol
18.000
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
0.000
6.000
6.000
6.000
SO Support Services
7.000
7.000
7.000
7.000
Sheriff Patrol
51.750
52.000
56.000
56.000
+4.000
Sheriff Investigations
17.000
17.000
17.000
17.000
Municipal Contract
Enforcement
12.500
12.500
8.000
8.000
-4.500
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
2.000
3.000
3.000
+1.000
Drug Task Force
2.000
2.000
2.000
2.000
Inmate Services
14.000
14.000
14.000
14.000
120
DEPARTMENT
LAST
ACTUAL
YEAR
2015
CURRENT
YEAR 2016
REQUEST
BUDGET
2017
FINAL
BUDGET
2017
CURRENT TO
FINAL
CHANGE
Security
155.000
163.000
163.000
163.000
Courts and Transport
24.000
24.000
24.000
24.000
Communications
61.000
62.000
64.000
64.000
+2.000
Criminal Justice Info. Sys.
7.000
8.000
9.000
9.000
+1.000
Coroner
7.000
7.000
7.000
7.000
Justice Services
9.500
9.500
10.250
10.250
+0.750
Work Release
15.000
16.000
17.000
17.000
+1.000
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
26.000
28.000
29.000
28.000
Missile Site
1.000
1.000
1.000
1.000
Bright Futures
0.000
2.000
2.000
2.000
Extension Service
10.250
13.00
11.000
11.000
-2.000
Fair
1.250
1.250
1.250
1.250
Veteran's Office
1.500
2.000
2.000
2.000
0.000
TOTAL GENERAL FUND
797.500
826.250
837.125
834.500
8.250
PUBLIC WORKS:
Maintenance Support
9.000
10.000
10.000
10.000
Administration
6.000
8.000
8.000
8.000
Motor Graders
47.000
47.000
47.000
47.000
Trucking
33.000
33.000
33.000
33.000
Bridge Construction
28.000
30.000
30.000
30.000
Pavement Management
15.000
17.000
17.000
17.000
Mining
7.000
7.000
7.000
7.000
TOTAL PUBLIC WORKS
145.000
152.000
152.000
152.000
0.000
HEALTH FUND:
Administration
8.000
10.000
10.000
10.000
Health Communication
11.750
13.750
16.375
16.375
+2.625
Environmental Services
25.750
25.750
25.750
25.750
Health Preparedness
2.500
2.500
2.000
2.000
-0.500
Public Health Services
43.700
41.350
42.000
42.000
+0.650
TOTAL HEALTH FUND
91.700
93.350
96.125
96.125
+2.775
121
DEPARTMENT
LAST
ACTUAL
YEAR
2015
CURRENT
YEAR 2016
REQUEST
BUDGET
2017
FINAL
BUDGET
2017
CURRENT TO
FINAL
CHANGE
SOCIAL SERVICES
320.500
338.500
352.000
352.000
+13.500
HUMAN SERVICES
80.000
82.000
84.000
84.000
+2.000
PHONE SERVICES
3.000
3.000
3.000
3.000
GRAND TOTAL
1,437.700
1,495.100
1,524.250
1,521.625
+26.525
122
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
O2016 O2017
r -m m
e`' �`' •wad `' ¢e ¢`' 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
2017 Revenue
Total $142,117,497 (2016 $131,617,314)
Property Tax
$92,537,350
65%
Fund Balance
$12,000,000
8%
Other Taxes
$230,000
0%
Miscellaneous
$10,112,025
7%
Fee Accounts
$10,948,250
8%
Intergovernmental
$4,980,513
4%
Licenses/Permits
$4,327,000
3%
Charges for Services
$6,652,359
5%
Fines/Forfeitures
$330,000
0%
123
GENERAL FUND
EXPENDITURE CHANGES
$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
Public Works Culture/Rec.
2017 Expenditures
Total $129,821,749 (2016 $118,161,264)
General Gov.
$38,395,981
30%
Health & Welfare
$5,072,878
4%
Human Serv.
$280,313
0%
Public Safety
$58,135,561
45%
Auxilary
$623,230
1%
Public Works
$22,340,755
17%
Misc.
$4,466,096
3%
Culture/Rec.
$506,935
0%
124
SEVEN YEAR TREND
General Government
$40
$35
$30
$25
cn
z
0 $20
J_
E
$15
$10
5
$0
2011 2012 2013 2014 2015 2016 2017
125
SEVEN YEAR TREND
Public Safety
$70
$60
$50
$40
co
z
O
J
J_
E
$30
$20
$10
$0
2011 2012 2013 2014 2015 2016 2017
126
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
co
z
O
J
J_
E
$30
$20
$10
$0
2011 2012 2013 2014 2015 2016 2017
127
GENERAL FUND SUMMARY
The General Fund is funded at the level of $129,821,749 up $11,660,485. The major change is
the $8 million increase for the engineering costs of the Weld Parkway (WCR 47/49 Corridor)
project included in the 2017 budget. Without including adjustments for cost of living, and salary
step increases, the budget for general government functions is down $119,989. The reduction is
primarily in the Election budget which is down $134,243 even with $500,000 included for new
elections equipment. The drop is due to only one election in 2017, since it an off year election.
Motor Vehicle is up $89,962 for the 1.5 FTE approved mid -year due to the workload in the
department. The Office of Public Information was broken out of the County Commissioners'
budget to better track the costs of the function. Human Resources' budget is down $73,634 since
the one-year succession staffing for the Benefits Manager is not necessary in 2017. Building and
Grounds is up $111,086 for an additional HVAC position, and a project coordinator position offset
by the reduction of a half-time plumber position. Information Technology is down $185,236 due
to a reduction in software maintenance and computer equipment, which is in accordance with the
Five Year Capital Improvement Plan. GIS is down $145,970 primarily due to a drop of $125,650
because there is no need for imagery with DRCOG in 2017. The updated imagery is done every
3-5 years depending upon growth and changes. Innovation and Technology Projects budget is
funded at $428,500, which is down $71,500 from last year.
Public Safety functions are up $1,233,282 in the budget. The overall net Sheriff's Office
recommended budget is up $853,775 or 2.36%. 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 $378,000. Based upon a staffing analysis, the Sheriff's
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 $378,000 budgetary impact. The
Patrol division is eliminating a 0.5 FTE under Contract Services for a savings of $48,442. The
Victim Services Unit has received a grant in the amount of $58,410 to add a position to head the
bilingual unit. The Sheriff has increased supplies by $183,567 for firearm supplies ($20,847),
inmate supplies ($36,553), uniforms, duty belt equipment, and bulletproof vests ($82,248), and
approximately $100,000 for replacement of small items of equipment in the various Sheriff's Office
units. Purchased Services are up $680,167 for vehicle costs ($194,466), CPI increase for inmate
medical care ($171,754), Greeley evidence contract ($68,000), travel for Investigations Unit for
cold cases ($11,500), training for certifications and accreditations ($56,700), inmate transports
($15,750), printing ($10,000), and phones ($80,000). Sheriff's Office equipment is funded at
$41,030 for an x-ray machine ($25,730), DME forensic workstation ($8,800), and
scanner/printer/copier ($6,500). Coroner's budget is up $82,450 primarily for autopsies and lab
tests. Other Public Safety budgets are stable with little or no increases.
As mentioned earlier, Engineering is up $8,028,135 because the engineering and design fees
have increased for the Weld County Road (WCR) 49 south corridor and WCR 49/47 north corridor
in the 2017 budget. Staff costs increased $14,850 to fund upgrades of an Engineering Tech
positions ($7,086) and an Engineer II to III ($7,764). General Fund's subsidy to the Public Health
Department is up $332,551 due to anticipated salary step and cost -of -living increases. An
increase of $1,872,874 is included for other General Fund departments' anticipated salary step
and cost -of -living increases in 2017. Health insurance has no rate increase for employees or the
employer in 2017 for three years in a row.
The available resources to the General Fund are $142,117,497 compared to $131,617,314 in
2016, up $10,500,183. Property taxes are budgeted at $92,537,350 up $6,989,758. Revenue
from interest earnings are down $200,000 at $1,200,000 for 2017, as interest rates are projected
to remain low during the course of the year. Planning and Building Inspection fees are down
$680,000 due to the drop in the oil and gas activity in the County due to lower oil prices.
Intergovernmental revenues are up $371,258 primarily due to Sheriff's Office revenues from
128
grants and SCAAP revenues. Charges for Services are up $24,961 primarily from charges related
to Elections ($30,000), and printing ($17,600) revenues. Fines from traffic enforcement are
unchanged. Indirect cost recovery is up $3,002,051 due to Social Services' allocation. Clerk and
Recorder fees are up $600,000. Treasurer's fees are up $120,000. All other revenues are
relatively stable with little change.
The beginning fund balance is anticipated to be $12,000,000 for 2017. An estimated ending fund
balance of $12,295,748 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 2017 and future years.
129
GENERAL FUND
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016
Budget
2017 2017 2017
Request Recommend Final
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES
1000 90100 4116 PROPERTY TAX ADJUSTMENT
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE
1000 90100 4150 TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1000 25100 4222 BUILDING
1000 25100 4224 ELECTRICAL
1000 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERMENTAL
1000 15100 4336 REIMBURSEMENTS
1000 21110 4336 REIMBURSEMENTS
1000 21200 4336 REIMBURSEMENTS
1000 24410 4336 REIMBURSEMENTS
1000 15200 4340 GRANTS
1000 15250 4340 GRANTS
1000 15300 4340 GRANTS
1120 15300 4340 GRANTS
1130 15300 4340 GRANTS
114006 15300 4340 GRANTS
1000 21300 4340 GRANTS
1000 24200 4340 GRANTS
116015 24220 4340 GRANTS
116016 24220 4340 GRANTS
1000 24410 4340 GRANTS
1000 26200 4340 GRANTS
1000 96400 4340 GRANTS
1000 90100 4352 THORNTON
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY
1000 21200 4354 CITIES AND TOWNS
1000 21300 4354 CITIES AND TOWNS
1000 24415 4354 CITIES AND TOWNS
1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY
1000 90100 4357 SOUTH FIRESTONE URA
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 15200 4410 CHARGE FOR SERVICES
1000 15250 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 4410 CHARGE FOR SERVICES
1000 21110 4410 CHARGE FOR SERVICES
1000 21130 4410 CHARGE FOR SERVICES
1000 21210 4410 CHARGE FOR SERVICES
1000 22100 4410 CHARGE FOR SERVICES
1000 22400 4410 CHARGE FOR SERVICES
1000 24100 4410 CHARGE FOR SERVICES
1000 24125 4410 CHARGE FOR SERVICES
1000 24150 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 24420 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
1000 50100 4410 CHARGE FOR SERVICES
1000 90100 4420 PARKING
1000 13100 4430 SALE OF SUPPLIES
1000 15100 4430 SALE OF SUPPLIES
1000 17100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
1000 24100 4430 SALE OF SUPPLIES
TOTAL CHARGE FOR SERVICES
FINES
1000 21200 4510 FINES
1000 90100 4510 FINES
TOTAL FINES
112,907,305
(27,357,713)
26,911
210,000
93,597,314 93,597,314 92,537,350
0 0 (100,476)
0 0 100,476
230,000 230,000 230,000
85,786,503 93,827,314
7,000
500,000
2,500,000
1,100, 000
900,000
5,007,000 4,327,000
7,000
585,000
2,000,000
835,000
900,000
93,827,314 92,767,350
7,000
585,000
2,000,000
835,000
900,000
4,327,000 4,327,000
7,000
585,000
2,000,000
835,000
900,000
122,148 122,148 122,148 122,148
16,000 0 0 0
25,000 54,000 54,000 54,000
0 10,000 10,000 10,000
90,082 90,082 90,082 90,082
219,503 219,503 219,503 219,503
140,829 143,000 143,000 143,000
39,784 58,862 58,862 58,862
129,011 136,182 136,182 136,182
16,180 64,369 64,369 64,369
64,767 113,039 113,039 136,128
109,400 107,435 107,435 107,435
2,839,996 0 0 0
0 2,795,870 2,795,870 2,795,870
0 65,000 65,000 65,000
38,000 55,000 55,000 55,000
16,640 16,640 16,640 16,640
63,580 63,580 63,580 63,580
272,670 272,670 272,670 337,314
31,040 0 0 0
15,000 31,500 31,500 31,500
250,000 300,000 300,000 300,000
8,450 29,450 29,450 110,582
101,175 101,175 101,175 63,318
4,609,255 4,849,505
4,849,505 4,980,513
7,617 7,751 7,751 7,751
270,000 300,000 300,000 300,000
69,000 60,000 60,000 60,000
4,000 4,000 4,000 4,000
2,500 2,500 2,500 2,500
10,000 4,800 4,800 4,800
243,500 261,100 261,100 261,100
130,000 210,000 210,000 210,000
328,400 345,000 345,000 345,000
175,000 125,000 125,000 125,000
1,203,650 825,862 825,862 825,862
2,735,395 2,868,767 2,868,767 2,865,767
327,986 373,229 373,229 373,229
30,000 30,000 30,000 30,000
964,350 964,350 964,350 964,350
14,000 14,000 14,000 14,000
4,500 0 0 0
0 200,000 200,000 200,000
6,000 6,000 6,000 6,000
3,000 3,000 3,000 3,000
21,000 22,000 22,000 16,000
500 500 500 500
42,500 0 0 0
500 500 500 500
34,000 24,000 24,000 24,000
0 9,000 9,000 9,000
6,627,398 6,661,359
300,000 300,000
32,000 30,000
332,000 330,000
6,661,359 6,652,359
300,000 300,000
30,000 30,000
330,000 330,000
130
GENERAL FUND
SUMMARY OF REVENUES
2017
Fund Oro Acct
Account Title
2016 2017 2017 2017
Budget Request Recommend Final
MISCELLANESOUS
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 21200 4670 REFUND OF EXPENDITURE
1000 21260 4670 REFUND OF EXPENDITURE
1000 22100 4670 REFUND OF EXPENDITURE
1000 24420 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
TOTAL MISCELLANEOUS
FEES
1000 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER 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
1,400, 000 1,200, 000 1,200, 000 1,200, 000
1,075,600 1,327,624 1,327,624 1,327,624
58,976 58,018 58,018 58,018
483,610 557,684 557,684 557,684
3,824,108 6,826,159 6,826,159 6,826,159
10,000 0 0 0
135,674 78,000 78,000 78,000
15,000 39,040 39,040 39,040
0 25,000 25,000 25,000
500 500 500 500
7,003,468 10,112,025
40,000
13,440
6,400,000
3,500,000
50,000
188,250
60,000
20,000
0
7,000,000
3,520,000
50,000
188,250
70,000
10,112,025 10,112,025
20,000
0
7,000,000
3,520,000
50,000
188,250
70,000
20,000
0
7,000,000
3,620,000
50,000
188,250
70,000
10,251,690
10,848,250 10,848,250 10,948,250
119,617,314 130,955,453
130, 955,453 130,117,497
131
GENERAL FUND
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD
1000 10150 PUBLIC INFORMATION
1000 10200 COUNTY ATTORNEY
1000 10400 CLERK TO THE BOARD
1000 11100 COUNTY CLERK
1000 11200 ELECTIONS AND REGISTRATION
1000 11300 MOTOR VEHICLE
1000 12100 TREASURER'S OFFICE
1000 13100 ASSESSOR
1000 14100 COUNTY COUNCIL
1000 15100 DISTRICT ATTORNEY
1000 15200 JUVENILE DIVERSION
1000 15250 RESTORATIVE JUSTICE
1000 15300 VICTIM WITNESS
1120 15300 VICTIM WITNESS
1130 15300 VICTIM WITNESS
114006 15300 VICTIM WITNESS
1000 16100 FINANCE
1000 16200 ACCOUNTING
1000 16300 PURCHASING
1000 16400 PERSONNEL
1000 17100 PLANNING OFFICE
1000 17200 BUILDINGS AND GROUNDS
1000 17250 WELD PLAZA
1000 17300 INFORMATION SERVICES
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM
1000 17375 INOVATION AND TECHNOLOGY PROJECTS
1000 17600 PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
2016 2017 2017 2017
Budget Request Recommend Final
969,348 776,349 776,349 894,717
0 206,244 206,244 223,102
829,684 833,318 833,318 839,614
408,952 410,112 410,112 439,648
886,959 884,446 884,446 964,655
1,556,681 1,422,438 1,422,438 1,423,802
2,641,359 2,759,856 2,759,856 2,734,390
1,055,296 1,021,491 1,021,491 1,051,387
3,075,030 3,081,619 3,081,619 3,165,903
48,879 46,503 46,503 75,612
5,418,323 5,421,718 5,421,718 5,644,047
125,676 125,676 125,676 125,925
222,003 222,003 222,003 222,003
607,031 572,796 572,796 580,700
39,784 58,862 58,862 58,862
129,011 136,182 136,182 136,182
16,180 64,369 64,369 64,369
367,434 367,434 367,434 373,493
806,528 813,078 813,078 819,314
275,164 282,366 282,366 284,754
1,291,148 1,217,514 1,217,514 1,252,165
1,914,229 1,962,760 1,962,760 1,920,992
6,205,763 6,316,849 6,316,849 6,358,711
590,000 675,050 675,050 675,050
6,991,719 6,811,529 6,811,529 7,113,756
266,265 120,295 120,295 120,295
500,000 500,000 500,000 428,500
380,796 388,396 388,396 404,033
37,619,242 37,499,253 37,499,253 38,395,981
PUBLIC SAFETY
1000 21100 ADMINISTRATION PATROL 1,484,844 1,585,043 1,585,043 1,632,929
1000 21110 ADMINISTRATION DETENTION 1,889,218 1,772,616 1,772,616 1,845,619
1000 21120 PROFESSIONAL STD 812,268 863,350 863,350 817,710
1000 21130 CIVIL 516,931 496,683 496,683 438,747
1000 21140 SUPPORT SERVICES 938,697 1,011,917 1,011,917 1,020,765
1000 21200 PATROL 6,805,337 7,702,603 7,702,603 7,867,250
1000 21205 INVESTIGATIONS 1,908,756 1,891,284 1,891,284 1,855,406
1000 21210 CONTRACT SERVICES 1,303,278 779,980 779,980 815,471
1000 21230 ORDINANCE ENFORCEMENT 256,705 216,040 216,040 285,753
1000 21260 REGIONAL LAB 602,669 589,110 589,110 604,945
1000 21300 VICTIM ADVOCATES 157,002 204,019 204,019 213,827
1000 21410 DRUG TASK FORCE 275,445 275,460 275,460 284,462
1000 22100 COMMUNICATIONS SERVICE 7,085,601 7,092,846 7,092,846 7,092,846
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 50,000 50,000 50,000
1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1,015,195 1,159,533 1,159,533 1,159,533
1000 23200 COUNTY CORONER 914,920 997,370 997,370 1,035,195
1000 24100 JUSTICE SERVICES 832,986 894,357 894,357 928,403
1000 24125 WORK RELEASE 1,438,803 1,510,841 1,510,841 1,563,493
1000 24150 ADULT DIVERSION 73,630 73,630 73,630 74,571
1000 24200 COMMUNITY CORRECTIONS-ADMIN 109,400 107,435 107,435 107,435
116015 24220 COMMUNITY CORRECTIONS -SERVICES 2,839,996 0 0 0
116016 24220 COMMUNITY CORRECTIONS -SERVICES 0 2,795,870 2,795,870 2,795,870
1000 24410 INMATE SERVICES 5,629,551 5,786,863 5,786,863 5,802,032
1000 24415 SECURITY 13,784,658 13,952,053 13,952,053 14,249,503
1000 24420 COURTS AND TRANSPORTATION 2,692,500 2,844,442 2,844,442 2,888,308
1000 25100 BUILDING INSPECTION 1,309,771 1,378,032 1,378,032 1,391,701
1000 26100 WEED AND PEST 942,952 928,488 928,488 947,186
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 369,861 360,391 360,391 366,601
TOTAL PUBLIC SAFETY 56,040,974 57,320,256 57,320,256 58,135,561
PUBLIC WORKS
1000 31100 ENGINEERING 14,279,128 22,307,263 22,307,263 22,340,755
1000 50100
1000 50200
CULTURE AND RECURATION
MISSILE PARK
PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
132
78,606 75,806
29,000 29,000
75,806 92,762
29,000 129,000
107,606 104,806
104,806 221,762
GENERAL FUND
SUMMARY OF EXPENDITURES
2017
Fund Org Expenditure Function
2016 2017 2017 2017
Budget Request Recommend Final
1000 56110
1000 56120
1000 56130
1000 56140
1000 56160
1000 60200
HEALTH AND WELFARE
SENIOR PROGRAMS
WASTE WATER
DEVELOPMENTALLY DISABLED
MENTAL HEALTH
COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
ECONOMIC ASSISTANCE
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
19,000 19,000 19,000 19,000
10,000 11,000 10,000 10,000
38,225 48,225 38,225 48,225
203,225 203,225 203,225 203,225
4,549,453 4,882,004 4,882,004 4,882,004
4,819,903 5,163,454 5,152,454 5,162,454
165,000 165,000 165,000 165,000
610,535 610,535 610,535 610,535
90,737 70,757 35,757 35,737
143,940 143,940 143,940 143,940
358,305 353,305 353,305 360,426
140,580 140,580 140,580 141,377
120,351 120,351 120,351 118,864
117,490 143,796 143,796 143,796
3,547,473 3,845,561 3,845,561 3,845,561
0 2,506,806 2,506,806 0
5,129,411
7,935,631 7,900,631 5,400,236
118,161,264 130,495,663
130,449,663 129,821,749
133
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
The public information function of the county is funded in this budget unit with two staff members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 862,950
$ 847,028
$ 657,604
$ 775,972
Supplies
1,106
1,900
1,900
1,900
Purchased Services
117,722
120,420
116,845
116,845
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 981,778
$ 969,348
$ 776,349
$ 894,717
Revenue
0
0
0
0
Net County Cost
$ 981,778
$ 969,348
$ 776,349
$ 894,717
Budgeted Positions
8.00
8.00
6.00
6.00
SUMMARY OF CHANGES: The major change to this budget is the moving the public information
staff (2 FTE) and associated costs ($192,999) to a new budget unit 1000-10150. Individual line
items have been adjusted to reflect historical expenditure patterns.
Final budget adjustments include an increase in salaries of $118,368.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with public
information costs moved to budget unit 1000-10150.
BOARD ACTION: Restructuring the PIO budget separate from the Office of the Board budget
was approved as recommended. Board declined to fund $2,000 for Progressive 15 membership
dues.
134
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)
0.279
0.269 0.195
$3.43 $3.26
$2.91
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%
135
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 189,424
$ 188,502
Supplies
0
0
1,500
1,500
Purchased Services
0
0
15,320
33,100
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 206,244
$ 223,102
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 206,244
$ 223,102
Budgeted Positions
0
0
2.00
2.00
SUMMARY OF CHANGES: This is new a budget unit created in the 2017 budget to move the
public information staff (2 FTE) and associated costs from the Board of County Commissioners
budget. The costs include the transferred cost from the Board's budget, plus funding for planned
projects ($10,000), and costs previously funded in other budgets. The planned projects include
Discover Weld, tourism booklet, and Courthouse 100th Anniversary costs.
Final budget adjustments include a decrease in salaries of $922.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval with all public
information costs moved to this budget unit.
BOARD ACTION: Restructuring the PIO budget separate from the Office of the Board budget
was approved as recommended. Board approved an additional $17,780 for Purchased Services.
136
PUBLIC INFORMATION
(CONTINUED)
1000-10150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.000 0.000 0.065
$0.00 $0.00 $0.73
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.
137
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
FINAL
NEXT FY
Personnel Services
$ 746,716
$ 720,267
$ 720,267
$ 726,563
Supplies
3,627
2,900
2,900
2,900
Purchased Services
557,590
106,517
110,151
110,151
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,307,933
$ 829,684
$ 833,318
$ 839,614
Revenue
0
0
0
0
Net County Cost
$ 1,307,933
$ 829,684
$ 833,318
$ 839,614
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: Purchased Services are up $3,634 in legal publications ($1,000),
memberships and dues ($2,000) for conferences and training, travel and meetings ($500), and
chargeback from Clerk to the Board ($134). All of the increases are justified based upon historical
expenditures in these areas. Legal services are budgeted at $40,000 again this year as a best
estimate for outside counsel for cases and claims. $50,000 for water rights attorney fees is funded
in budget unit 1000-96600.
Final budget adjustments include an increase in salaries of $6,296.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
138
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of new requests for legal assistance 480 500 500
Number of new mental health cases 70 70 70
Number of new code violations 120 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $4.57 $2.79
Number of agenda requests/D&N/mental
cases per FTE
0.175
175
0.168
175
0.163
$2.73
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%
139
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
FINAL
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
13,440
0
0
Net County Cost
$ 0
$ - 13,440
$ 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 2017. 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.
140
PUBLIC TRUSTEE
BUDGET 2017
INCOME
Release income after Recording Fees
Foreclosure income from Statutory Fees
Interest Earned on Balances
Total Income
EXPENSES
Personnel:
Public Trustee Salary
Staff Salaries
Temporary Labor
FICA Contribution
SUTA Taxes
Workers Comp
Retirement Plans
Medical Insurance
Education/Training
Misc./Other
Total Personnel
Operating Expenses:
Accounting/Auditing/Legal Services
Audit CRS 38-37-104 (7)
Building/Office Rental/Storage
Dues and Meetings
Equipment Maintenance/Rental
IT Support
Office Supplies
Postage
Misc/Other
Telephone/Utilities
Travel/Mileage
Bank Fees
Total Operating
Capital Outlay:
Software
Computer Hardware
Office Furniture
Total Capital Outlay
Total Expenses
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND
$ 260,000
100,000
1,000
$ 361,000
$ 72,500
125,000
0
17,000
850
750
10,000
30,000
1,800
0
$ 257,900
$ 3,000
10,000
27,700
1,500
4,000
8,000
3,500
200
1,000
3,100
1,500
1,200
$ 64,700
$ 0
0
0
$ 0
$ 322,600
$ 38,400
141
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
FINAL
NEXT FY
Personnel Services
$ 340,006
$ 370,294
$ 370,294
$ 399,830
Supplies
37,876
36,675
29,494
29,494
Purchased Services
13,802
9,600
18,075
18,075
Fixed Charges
-7,164
- 7,617
- 7,751
- 7,751
Capital
0
0
0
0
Gross County Cost
$ 384,520
$ 408,952
$ 410,112
$ 439,648
Revenue
10,950
7,617
7,751
7,751
Net County Cost
$ 373,570
$ 401,335
$ 402,361
$ 431,897
Budgeted Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Overall net county costs are up $1,026. Chargebacks to County
Attorney ($7,751) and Phone Services ($7,751) total $15,502. Line items have been reallocated
to reflect expenditure pattern history. Major shifts have been in software costs ($24,494) going
down and professional services ($5,400) and, legal notices ($4,625) going up. Funds for Clerk to
the Board to attend the Tyler Users Conference has been added ($1,150) to the 2017 budget.
Final budget adjustments include an increase in salaries of $29,536.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
142
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 750 50 750
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.209
$1.30
$1,867.86
0.202
$1.35
$2,006.68
0.195
$1.40
$2,011.81
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%
143
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
FINAL
NEXT FY
Personnel Services
$ 705,659
$ 702,787
$ 702,787
$ 782,996
Supplies
51,281
87,475
97,412
97,412
Purchased Services
51,291
81,697
82,747
82,747
Fixed Charges
11,693
15,000
1,500
1,500
Capital
0
0
0
0
Gross County Cost
$ 819,924
$ 886,959
$ 884,446
$ 964,655
Revenue
7,472,545
6,400,000
7,000,000
7,000,000
Net County Cost
$ - 6,652,621
$ - 5,513,041
$ - 6,115,554
$ - 6,035,345
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: Increase of $9,937 in supplies based on an IT memo for the amount
to budget for the Tyler Eagle Recorder software. Fixed charges have decreased by $13,500 for
OCE rental to print parcel maps. Travel expenses were left at the 2016 level of $9,500.
Revenues are up $600,000 based upon revenue trends.
Final budget adjustments include an increase in salaries of $80,209.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
144
CLERK AND RECORDER
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 85,847 91,574 92,650
Number of copies produced 114,635 172,988 133,227
Number of marriage licenses issued 1,742 1,636 1,792
Efficiency Measures
FTE's per 10,000/capita — Recording 0.286 0.236 0.228
Per capita contribution $2.86 $2.99 $3.14
Number of documents recorded per FTE 7,804 9,157 11,581
145
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
146
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
FINAL
NEXT FY
Personnel Services
$ 350,481
$ 584,860
$ 417,600
$ 418,964
Supplies
220,469
623,946
277,490
277,490
Purchased Services
98,232
330,395
222,348
222,348
Fixed Charges
2,421
17,480
5,000
5,000
Capital
0
0
500,000
500,000
Gross County Cost
$ 671,603
$ 1,556,681
$ 1,422,438
$ 1,423,802
Revenue
351,992
270,000
300,000
300,000
Net County Cost
$ 319,612
$ 1,286,681
$ 1,122,438
$ 1,123,802
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: The base Election budget is down to $922,438, which is a reduction
of $634,243 because 2017 only has the mid -year Coordinated General Election. There is an
increase of $500,000 in Capital due to anticipated purchase of new voting equipment.
Revenue is estimated at $300,000 from the Coordinated General Election payment from other
jurisdictions per State statute. Final budget adjustments include an increase in salaries of $1,364.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of base budget and
$500,000 for new elections equipment. Since an acceptable purchasing process has not been
approved by the Commissioners, it is recommended to fund the $500,000 in the 2017 budget with
the funds administratively frozen in the 2017 budget until the details of the purchasing process is
approved by the Commissioners. The Board will need to approve the recommended budget
amount and appropriate the funds with the recommended conditions. An acceptable purchasing
process will need to be developed for the election equipment for the 2017 purchase by identifying
vendors that have or can have their election equipment certified by the Colorado Secretary of
State for the 2017 election. Then a competitive RFP can be developed and the equipment bid
out. Once the bids are received the proposals will be evaluated and a recommendation made to
the Weld County Board of County Commissioners for approval. Prior to the Board's final approval,
per State statute, the Clerk and Recorder will need the Secretary of State to indicate the
equipment is certified by him for use in the Colorado election process.
BOARD ACTION: Approved as recommended. The Board approved the recommended process
and conditions for the acquisition of the new election equipment in 2017.
147
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 392,141 368,816 378,487
Revenue generated from elections $300,000 $270,000 $270,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.175 0.168 0.163
$1.12 $4.33 $3.65
78,428 73,763 75,697
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
148
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
FINAL
NEXT FY
Personnel Services
$ 2,277,889
$ 2,431,124
$ 2,521,086
$ 2,495,620
Supplies
15,417
16,720
16,720
16,720
Purchased Services
192,095
193,515
222,050
222,050
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,485,401
$ 2,641,359
$ 2,759,856
$ 2,734,390
Revenue
0
0
0
0
Net County Cost
$ 2,485,401
$ 2,641,359
$ 2,759,856
$ 2,734,390
Budgeted Positions
39 Full-time
3 Part-time
39 Full-time
3 Part-time
41 Full-time
2 Part-time
41 Full-time
2 Part-time
SUMMARY OF CHANGES: Personnel Services are up $89,962 for the 1.5 FTE Motor Vehicle
Office Tech III positions that were approved mid -year. No other positions were requested by the
Clerk and Recorder for 2017.
In Purchased Services a request for an increase of $28,285 in postage for mail that Weld County
and Integrated Document Solutions sends to motor vehicle customers.
Final budget adjustments include a decrease in salaries of $25,466.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
149
MOTOR VEHICLE
(CONTINUED)
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 641,095 605,466 700,435
FORT LUPTON BRANCH OFFICE: Number of 154 178 181
marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 200 240 217
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV
Per capita cost
Number of titles/registrations issued per FTE
1.47
$8.68
15,264
1.41
$8.89
14,950
1.37
$8.89
16,677
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
4
4
15
150
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
FINAL
NEXT FY
Personnel Services
$ 659,776
$ 718,146
$ 712,466
$ 742,362
Supplies
75,326
112,000
102,750
102,750
Purchased Services
180,278
214,150
206,275
206,275
Fixed Charges
863
0
0
0
Capital
0
11,000
0
0
Gross County Cost
$ 916,243
$ 1,055,296
$ 1,021,491
$ 1,051,387
Revenue
3,872,023
3,540,000
3,540,000
3,640,000
Net County Cost
$ - 2,955,780
$ -2,484,704
$ -2,518,509
$ -2,588,613
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES:
Personnel Services are down $5,680 by eliminating the need for contract labor in the 2017 budget.
There is a reduction in Supplies and Purchased Services based on analysis of prior year
spending. Office supplies are down $1,000, as is computer software $8,250. Purchased Services
are down $8,000 with contract payments down $3,250, other professional services $5,000, and
repair and maintenance down $500. The reductions were offset by increases of $375 for
publications, and meeting expense of $500.Capital is down $11,000, since there are no capital
needs for 2017.
Fees are anticipated to be near the 2015 level, since the tax collections for 2017 are anticipated
to be nearly the same as 2015 due to oil and gas assessed valuation dropping to the 2015 budget
level.
Final budget adjustments include an increase in salaries of $29,896
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Revenues for Treasurer's fees were increased by $100,000 based upon
projected fees from the final assessed valuation. All other items approved as recommended.
151
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $583M $699M $580 M
Investments
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
$180M $140M $190M
0.349 0.337 0.325
$3.20
$3.55
$3.42
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
$5.26
17,333
$5.02
18,00
$5.42
18,400
ES8-2:
Investments that
are safe, liquid and
deliver the best
yield possible — in
that order
Return on investments
0.88%
0.88%
0.91%
152
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
FINAL
NEXT FY
Personnel Services
$ 2,506,832
$ 2,718,930
$ 2,718,930
$ 2,803,214
Supplies
195,370
164,000
189,589
189,589
Purchased Services
153,238
192,100
173,100
173,100
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,855,440
$ 3,075,030
$ 3,081,619
$ 3,165,903
Revenue
32,730
50,500
50,500
50,500
Net County Cost
$ 2,822,710
$ 3,024,530
$ 3,031,119
$ 3,115,403
Budgeted Positions
34.0
35.0
35.0
35.0
SUMMARY OF CHANGES: The increases in supplies and purchased items account for
expenditures for software maintenance ($27,589), and printing and postage ($5,000) for Notices
of Value. 2017 is a reappraisal year for all real property, so the Assessor must send notices to all
property owners. The Assessor reduced expenditures in several line items, such as office supplies
($2,000), memberships and dues ($5,000), maintenance of buildings ($1,000), travel (10,000)
and training ($3,000).
Revenues are unchanged. Net county costs are up $6,589.
Final budget adjustments include an increase in salaries of $84,284.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
153
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal property 215,000 219,000 221,000
and SA)
Telephone Calls Answered 29,000 28,000 27,000
Number of administrative updates to database 140,000 145,000 148,000
Number of walk-ins requesting assistance 5,000 3,000 5,000
Number of Property Inspections 9,000 9,000 9,000
Sales Verification 11,000 12,000 12,000
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
$9.85
$13.13
6,323
1.18
$10.18
$13.81
6,169
5 5
926 873
5% 5%
100% 100%
1.15
$10.13
$14.10
6,225
5
901
5%
100%
154
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%
155
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
FINAL
NEXT FY
Personnel Services
$ 12,469
$ 19,913
$ 19,913
$ 20,412
Supplies
0
300
300
300
Purchased Services
1,552
28,666
26,290
54,900
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,021
$ 48,879
$ 46,503
$ 75,612
Revenue
0
0
0
0
Net County Cost
$ 14,021
$ 48,879
$ 46,503
$ 75,612
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: Per the County Council's meeting minutes of May 16, 2016, the
County Council voted to reduce professional services by 10% or $2,376. No other changes.
Final budget adjustments include an increase in salaries of $499.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved adding $28,610 to Professional Services to provide $50,000
for two performance audits in 2017 to audit the Board of County Commissioners and the Motor
Vehicle Department under the Clerk to the Board. All other items approved as recommended.
156
SEVEN YEAR TREND
District Attorney
5.6
5.4
5.2
5
N
z
O
J
J_
E
4.8
4.6
4.4
4.2
2011 2012 2013 2014 2015 2016 2017
157
SEVEN YEAR TREND
District Attorney Local Cost
5.4
5.2
4.8
N
z
O
J
J_
E
4.6
4.4
4.2
2011 2012 2013
2014 2015 2016 2017
158
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
FINAL
NEXT FY
Personnel Services
$ 4,823,929
$ 5,114,678
$ 5,114,678
$ 5,337,007
Supplies
98,160
70,000
65,721
65,721
Purchased Services
215,911
233,645
241,319
241,319
Fixed Charges
230
0
0
0
Capital
8,210
0
0
0
Gross County Cost
$ 5,146,440
$ 5,418,323
$ 5,421,718
$ 5,644,047
Revenue
286,672
233,648
182,148
182,148
Net County Cost
$ 4,859,768
$ 5,184,675
$ 5,239,570
$ 5,461,899
Budgeted Positions
55.625
55.000
55.000
55.000
SUMMARY OF CHANGES: The requested budget's expenditures are up $3,395. Supplies are
down $4,279. Purchased Services are up $7,674 for postage ($5,000), iPhone for investigators
($2,700), with offsetting reductions in repair and maintenance of equipment for copiers.
Revenues are down $51,500 due to change in State statute beginning in mid -2016 where the
State will be providing discovery materials at no cost. Overall, net county costs for the requested
budget are up $54,895.
Final budget adjustments include an increase in salaries of $222,329
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Drop in revenue
was anticipated due to change in State statute beginning in mid -2016 where the State will be
providing discovery materials at no cost.
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.
159
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
FINAL
NEXT FY
Personnel Services
$ 109,990
$ 123,567
$ 123,567
$ 123,816
Supplies
545
409
409
409
Purchased Services
2,417
1,700
1,700
1,700
Gross County Cost
$ 112,952
$ 125,676
$ 125,676
$ 125,925
Revenue
70,778
94,082
94,082
94,082
Net County Cost
$ 42,174
$ 31,594
$ 31,594
$ 31,843
Budgeted Positions
1
1.5
1.5
1.5
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $249.
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.
160
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
FINAL
NEXT FY
Personnel Services
$ 53,852
$ 52,401
$ 52,401
$ 52,401
Supplies
1,097
2,500
2,500
2,500
Purchased Services
130,532
167,102
167,102
167,102
Gross County Cost
$ 185,481
$ 222,003
$ 222,003
$ 222,003
Revenue
159,823
222,003
222,003
222,003
Net County Cost
$ 25,658
$ 0
$ 0
$ 0
Budgeted Positions
.5
.5
.5
.5
SUMMARY OF CHANGES: No change.
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.
161
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
FINAL
NEXT FY
Personnel Services
$ 651,821
$ 761,221
$ 800,652
$ 808,556
Supplies
568
2,000
2,700
2,700
Purchased Services
76,175
28,785
28,857
28,857
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 728,564
$ 792,006
$ 832,209
$ 840,113
Revenue
328,863
325,804
402,413
402,413
Net County Cost
$ 399,701
$ 466,202
$ 429,796
$ 437,700
Budgeted Positions
10.625
11.0
12.625
12.000
SUMMARY OF CHANGES: Personnel Services are up $39,431. The 12.625 FTE indicates what
the FTE will be if the department receives VOCA Grant Funding to add a full-time Juvenile VW
Assistant, and additional hours to the part-time CVC Assistant to make the position full-time. The
department is requesting the CVC Coordinator position be upgraded from grade 32 to grade 37
($7,072). Supplies are up $700 for office supplies.
Revenue for the program comes from the following grants: VALE ($136,182); VOCA ($58,862);
and VAWA ($64,369); Administrative funds from VALE ($91,000), and COMP ($48,000). VALE
Scholarships for COVA and COMP/VALE Conferences ($4,000). Total revenue is $402,413 up
$76,609. Net county costs are down $36,406 for the requested budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the CVC Coordinator position to grade 37.
BOARD ACTION: On September 23, 2016, the DA was notified by the DCJ the VOCA grant for
the new full-time Juvenile VW Assistant was approved, but the request for making the Victim
Comp Assistant position full-time from 20 hour per week was not approved. Therefore, the final
budget was adjusted back to 12.0 FTE. All other items approved as recommended, including the
upgrade of the CVC Coordinator position to grade 37.
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 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
FINAL
NEXT FY
Personnel Services
$ 332,492
$ 359,924
$ 359,924
$ 365,983
Supplies
27
1,000
1,000
1,000
Purchased Services
4,1538
6,510
6,510
6,510
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 337,057
$ 367,434
$ 367,434
$ 373,493
Revenue
0
0
0
0
Net County Cost
$ 337,057
$ 367,434
$ 367,434
$ 373,493
Budgeted Positions
1.00
1.00
1.00
1.00
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $6,059.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
163
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 7.51% 3.00% 3.00%
Budgeted fund balance vs. actual variance 0.68% 3.00% 3.00%
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
0.035
$1.18
0.034
$1.24
0.033
$1.21
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
40.8%
38%
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%
164
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
FINAL
NEXT FY
Personnel Services
$ 649,061
$ 667,378
$ 667,378
$ 673,614
Supplies
55,728
106,500
111,000
111,000
Purchased Services
143,173
32,650
34,700
34,700
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 847,962
$ 806,528
$ 813,078
$ 819,314
Revenue
0
0
0
0
Net County Cost
$ 847,962
$ 806,528
$ 813,078
$ 819,314
Budgeted Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES: Requested budget is up $6,550. Increase is due primarily to software
maintenance ($6,000). Other minor change of $550 are based on historical usage, with minor net
increase to legal notice publications.
Final budget adjustments include an increase in salaries of $6,236.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Payroll Specialist
position's pay grade is recommended to be increased from 33 to 35 for pay equity purposes.
BOARD ACTION: Board approved the budget as recommended, including the Payroll
Specialist position's pay grade increase from 33 to 35.
165
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 15,000 15,000 15,000
Average number of employees paid 1,500 1,500 1,500
Number of employees trained on General 300 300 300
Ledger
Total County federal funds $34.0M $37.0M $37.0M
Efficiency Measures
FTE's per 10,000/capita .210 .202 .195
Per capita cost (county support) $2.95 $2.72 $2.66
Account Payable warrants per week per 280 280 288
A/P FTE
Employees paid monthly per Payroll FTE
1,442
1,492
1,500
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
166
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $10,000.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 166,728
$ 173,232
$ 173,232
$ 175,620
Supplies
153
350
250
250
Purchased Services
5,641
7,375
7,050
7,050
Fixed Charges
91,720
94,207
101,834
101,834
Gross County Cost
$ 264,242
$ 275,164
$ 282,366
$ 284,754
Revenue
0
0
0
0
Net County Cost
$ 264,242
$ 275,164
$ 282,366
$ 284,754
Budgeted Positions
2.5
2.5
2.5
2.5
SUMMARY OF CHANGES: There are no significant changes to the budget request for
Purchasing. Office supplies are down $100. Purchased Services are down $325 in postage
($150), advertising ($500), and repair and maintenance of equipment ($125) with an offset with
an increase in travel ($250) and membership ($200). Fixed charges are up $7,627 for the
chargeback for the GSA Director position. The net difference between the 2016 budget and the
2017 request is $7,202.
Final budget adjustments include an increase in salaries of $2,388
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
167
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of formal bids presented to BOCC 143 140 140
Number of bids 206 205 205
Number of Purchase Orders placed 988 990 990
Efficiency Measures
FTE'S per 10,000/capita .087 .084 .081
Per capita cost (county support) $0.92 $0.93 $0.93
Number of formal bids presented to BOCC 57 56 56
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
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.
possible value.
attending appropriate training and
1 seminar
Attendance of
Attendance
review of peer codes.
attended.
3 seminars.
at 1 seminar.
ES 13-2:
All goods and services acquired via
Ensure all
procurement
processes are
conducted in
requirements of the Weld County
Code.
Development of guidance documents
100%
8 developed
100%
All developed
100%
All developed
accordance
and other tools so that Departments
and updated.
documents
documents
with county,
state, and
federal rules.
are confident in their practices.
On -going and
updated.
On -going and
updated.
Purchases will be audited for
compliance with Weld County Code.
continual.
continual.
On -going and
continual.
168
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
FINAL
NEXT FY
Personnel Services
$ 855,014
$ 1,008,898
$ 888,609
$ 923,260
Supplies
94,821
202,350
248,005
248,005
Purchased Services
72,842
79,900
80,900
80,900
Fixed Charges
89
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,022,676
$ 1,291,148
$ 1,217,514
$ 1,252,165
Revenue
9,880
0
0
0
Net County Cost
$ 1,012,796
$ 1,291,148
$ 1,217,514
$ 1,252,165
Budgeted Positions
8
11
10
10
SUMMARY OF CHANGES: Overall requested budget is down $73,634. Personnel Services are
down $120,289 due to the elimination of the doubling up for the Benefits Manager position in 2016
for succession planning for the training of the Benefits Manager's replacement due to her
retirement. Supplies are up $45,655 with an increase of $51,455 for software maintenance, which
is offset by a reduction in office supplies ($1,800) and small items of equipment ($4,000). $29,300
of the increase is for Alex, which is a web based virtual benefits counselor system to help
employees understand and appreciate their benefits through an interactive one-on-one benefits
conversation. Purchased Services are up $1,000 primarily for assessment testing for applicants.
Final budget adjustments include an increase in salaries of $34,651.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The $29,300 for
Alex, the web based virtual benefits counselor system, is a policy issue for the Board. Staff is
recommending it, since will enhance communicating our benefit programs to our employees and
helping employees make better decisions about their benefit choices.
BOARD ACTION: Approved as recommended, including Alex, the web based virtual benefits
counselor system.
169
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
1,442
1,390
100
100
11%
1,492 1,505
1,410 1,440
100
120
9%
100
120
10%
.279 .370 .325
$3.54 $4.35 $4.07
180 136 151
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.
170
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 &
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 &
monitor skills year rotund. Evaluations become
better tool for managing performance level &
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.
171
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
FINAL
NEXT FY
Personnel Services
$ 1,445,664
$ 1,594,280
$ 1,677,003
$ 1,635,235
Supplies
8,312
21,000
21,500
21,500
Purchased Services
382,471
437,364
438,284
438,284
Contra Account
-169,708
-138,415
-174,027
-174,027
Gross County Cost
$ 1,666,739
$ 1,914,229
$ 1,962,760
$ 1,920,992
Revenue
526,106
500,500
585,500
585,500
Net County Cost
$ 1,140,633
$ 1,413,729
$ 1,377,260
$ 1,335,492
Budgeted Positions
16.00
16.00
18.00
17.00
SUMMARY OF CHANGES: Personnel Services are up $82,723. The changes are the
downgrading of an Engineer III to Engineer I (-$79,305), addition of an Office Tech IV ($73,814)
and Planner I ($88,214) for the oil and gas USR processing.
Supplies are up $500 with a reallocation of costs based upon expenditure patterns and an
increase for computer software for Accela. Purchased Services are up $920 again for a
reallocation of costs based upon historical patterns, and an increase in vehicle costs.
Revenues are up $85,000 as a result of $165,000 being added in for oil and gas USR fees to
offset the costs of the process. If the oil and gas USR fees were not included the revenues would
be down $80,000 from the 2016 estimate.
Final budget adjustments include an increase in salaries of $46,446.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
staffing adjustments done mid -year for the engineering position and oil and gas USR staffing. As
directed by the Board on July 6, 2016, the Engineer I position will be left vacant until the workload
justifies it. Only one Planner I position is funded for the oil and gas USR processing. As the
workload volume justifies in 2017 additional Planner I positions may be added and paid for by the
additional revenue from the fees, if the drilling activity increases.
BOARD ACTION: Planner I position for the oil and gas USR process was eliminated on
October 25, 2016, by the Board. Since they are not going to have a USR process for oil and gas
the position is not needed. All other items approved as recommended, including the additional
Office Tech IV position and reclassifications done earlier in the year.
172
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 573 580 1,500
Number of administrative land use cases 479 500 1,300
Number of Grading Permits 46 50 50
Number of Geo Hazard Permits 0 1 1
Number of FHDP (Flood Hazard Dev. Permits) 81 80 80
Lonp Range Planning Work Outputs
Special Projects 1 1 1
Walk in's 1,231 1,500 1,500
Pre -Application Meetings 267 300 300
Code Revisions 10 8 8
Comp Plan Amendments 0 1 1
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 94 80 200
Case Clean Up (RE, SE, USR, Subdivisions) 25 25 25
Town/County Staff Outreach Meetings 7 2 2
Compliance Planning Work Outputs
Number of site visits 492 500 500
Number of violations issued 246 250 250
Number of violations to BOCC 2 12 12
Average number of County Court hearings 12 12 12
(Vouchers) 2 2 2
Efficiency Measures
FTE's per 10,000/capita .558 .539 .585
Per capita cost (county support) $3.98 $4.76 $4.34
173
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 Accella.
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%
174
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
175
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%
176
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
FINAL
NEXT FY
Personnel Services
$ 1,839,113
$ 1,990,163
$ 2,121,775
$ 2,163,637
Supplies
547,499
688,000
638,324
638,324
Purchased Services
3,556,332
3,756,600
3,784,750
3,784,750
Fixed Charges
22,483
31,000
32,000
32,000
Contra Account
- 258,331
-260,000
-260,000
-260,000
Capital
0
0
0
0
Gross County Cost
$ 5,707,096
$ 6,205,763
$ 6,316,849
$ 6,358,711
Revenue
0
0
0
0
Net County Cost
$ 5,707,096
$ 6,205,763
$ 6,316,849
$ 6,358,711
Budgeted Positions
23
25
26.5
26.5
SUMMARY OF CHANGES: Personnel Services are up $135,612. A Special Projects Coordinator
was added mid -year ($90,543), and a HVAC Building Maintenance Worker II ($83,790) is
recommended to deal with the HVAC workload. During 2016, an additional plumber was added
due to the pending retirement of the long-time plumber. Looking at the workload it is
recommended that the retiring plumber be allowed to be retained as a half-time position ($42,716)
at this time. Final budget adjustments include an increase in salaries of $42,862.
Supplies are down $49,676 primarily in janitorial supplies, which are down $50,000 due to
utilization and pricing of the goods. Purchased Services are up $28,150. The reductions are in
utilities ($51,000) due to energy price declines. The reductions are offset with increases in trash
($6,000), janitorial services ($60,000), repair and maintenance of vehicles ($7,000), and travel
($500). Fixed costs are up $1,000 for miscellaneous items. Overall, the requested budget is up
$111,086.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the
staffing increases due to the workload of adding buildings in the county. At an average cost of
$4.46 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.
BBOARD ACTION: Approved as recommended, including the staffing increases.
177
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
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
1,397,739
1,424,702 1,424,702
535 535 535
9,231
0.80
$19.22
$4.08
9,200 9,200
0.84
$20.90
$4.36
0.86
$20.67
$4.46
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs of
Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-la Customer
satisfaction with
cleanliness of
facilities
Maintain customer complaints above
98% level.
99%
98%
99%
ES15-2b
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%
ES15-3c Improve
customer
satisfaction with
environmental
comfort controls
Respond to hot/cold calls within 30
minutes above the 98% response level
99%
98%
99%
178
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
Goal ES16: Direct planning, design, engineering, construction services, and capital improvements
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Cost effectively
manage building
improvements and
construction
Ensure construction and improvement
projects stay within budget
100%
100%
100%
Goal ES17: Ensure a responsive, service -oriented, effective maintenance services
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Maintenance
requests are
completed within
a timely manner
for customers
Maintenance issues are cleared within 30
days of work order submission
98%
98%
98%
Goal ES18: Perform preventative maintenance actions to reduce lifetime operational cost
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce
operational costs
through effective
preventative
maintenance
program
Complete monthly, quarterly, and annual
periodic maintenance requirements in
accordance with manufacturer
recommendations and industry standards
100%
100%
100%
179
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
579,000
633,800
633,800
Fixed Charges
0
11,000
41,250
41,250
Capital
0
0
0
0
Gross County Cost
$ 0
$ 590,000
$ 675,050
$ 675,050
Revenue
0
1,075,600
1,327,624
1,327,624
Net County Cost
$ 0
$ -485,600
$ -652,574
$ -652,574
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
($1,149,047) and Social Service space reimbursement ($178,577) total $1,327,624. The building
generates a positive cash flow of $652,574. 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 will be relocated to the Plaza Annex, and the first floor of the main
building. They will occupy approximately 22.51% of the building.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
180
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
FINAL
NEXT FY
Personnel Services
$ 4,795,437
$ 5,004,783
$ 5,004,783
$ 5,307,010
Supplies
2,094,133
1,369,312
1,184,076
1,184,076
Purchased Services
529,947
641,124
680,170
680,170
Contra Account
- 1,975,210
- 1,200,000
- 1,200,000
- 1,200,000
Capital
1,643,975
1,176,500
1,142,500
1,142,500
Gross County Cost
$ 7,088,282
$ 6,991,719
$ 6,811,529
$ 7,113,756
Revenue
0
0
0
0
Net County Cost
$ 7,088,282
$ 6,991,719
$ 6,811,529
$ 7,113,756
Budgeted Positions
45
46
46
46
SUMMARY OF CHANGES: Supplies are down $185,236 due to a reduction in software
maintenance and computer equipment, which is in accordance with the Five Year Capital
Improvement Plan and a better breakout of hardware and software maintenance costs by line
item.
Purchased Services are up $39,046 primarily for computer and software maintenance. Charge
backs in the contra account are unchanged. Capital is funded in accordance with the Five Year
Capital Improvement Plan with $462,500 for computer equipment and $180,000 for software.
For 2017, 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 2017 funding of each
project.
Final budget adjustments include an increase in salaries of $302,227.
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. All IT projects recommended were approved for
a total of $468,699.
181
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Computing Devices Supported
3,000 3,150 3,250
Number of Personal Computer systems
installed/replaced 350 497 215
Number of IT Managed Projects 50 121 60
Number of Technical Support Calls/Month 1,400 1,400 1,400
Number of Office 365 Accounts Migrated 500 1,000 100
Number of Virtual Servers Managed 225 175 195
Number of Application Managed 125 125 125
Efficiency Measures
FTE'S per 10,000/capita 1.571 1.549 1.495
Per capita cost (county support) $24.74 $23.54 $23.13
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.
182
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.
183
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
184
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
94,192
107,375
111.075
111.075
Purchased Services
21,926
15,240
9,220
9,220
Fixed Charges
0
18,000
Capital
0
125,650
0
0
Gross County Cost
$ 116,118
$ 266,265
$ 120,295
$ 120,295
Revenue
20,429
10,000
4,800
4,800
Net County Cost
$ 95,689
$ 256,265
$ 115,495
$ 115,495
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The budget is down $145,970 primarily due to a drop of $125,650
because there is no need for imagery with DRCOG in 2017. The other major drop is training for
$18,000 that was moved to the IT budget unit (1000-17300).
Revenue is down $5,200 as result of the Boards policy beginning in 2016 not to charge for GIS
information, unless there was true out-of-pocket costs associated with a request.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
185
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 128,600 129,200 129,200
# Parcels Updated 584 600 600
# 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) $0.33 $0.86 $0.38
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
186
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
11,776
0
0
0
Purchased Services
11,328
500,000
500,000
428,500
Fixed Charges
0
0
0
0
Capital
29,400
0
0
0
Gross County Cost
$ 52,504
$ 500,000
$ 500,000
$ 428,500
Revenue
0
0
0
0
Net County Cost
$ 52,504
$ 500,000
$ 500,000
$ 428,500
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: As this program moves into its fifth 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 2017 budget for projects should be adequate to address enterprise
solutions, and technology projects not fitting into the IT budget.
The following are the 2017 projects:
DEPARTMENT
PROJECT COST
Sheriff Interview Rooms/Electronic Equipment
IT/Payroll ID Management
IT Weld Imaging Solution
Elections Office Back -scanning
Recording Validation of Old Microfiche Images
$ 71,500
158,500
217,073
27,927
25,000
TOTAL $ 500,000
187
TECHNOLOGY PROJECTS
(CONTINUED)
1000-17375
FINANCE/ADMINISTRATION RECOMMENDATION: All projects are recommended. The
Sheriffs electronic equipment for interview rooms should be done to provide adequate equipment
to insure that the evidence from interviews is of high quality and not lost. The ID management
project is an enterprise effort to have a more efficient way to manage employees enter and exiting
our systems when hired or terminated. Finally, the imaging solution is the second year of efforts
to digitize all appropriate county records.
BOARD ACTION: The $71,500 for the Sheriff Office's investigations equipment used in the
existing interview rooms was moved to the Capital Fund, so all funds for the project were in one
budget (4000-17500). All other items approved as recommended.
DEPARTMENT
PROJECT COST
Sheriff Interview Rooms/Electronic Equipment
IT/Payroll ID Management
IT Weld Imaging Solution
Elections Office Back -scanning
Recording Validation of Old Microfiche Images
$ 0
158,500
217,073
27,927
25,000
TOTAL $ 428,500
188
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
FINAL
NEXT FY
Personnel Services
$ 222,839
$ 207,016
$ 243,116
$ 258,753
Supplies
84,971
87,500
82,500
82,500
Purchased Services
52,759
86,280
62,780
62,780
Fixed Charges
0
0
0
0
Capital
40,250
0
0
0
Gross County Cost
$ 400,819
$ 380,796
$ 388,396
$ 404,033
Revenue
218,877
277,500
285,100
285,100
Net County Cost
$ 181,942
$ 103,296
$ 103,296
$ 118,933
Budgeted Positions
3
3
4
4
SUMMARY OF CHANGES: Supplies have dropped $5,000 in the area of Cost of Goods Sold, as
more departments are directly billed by suppliers and departments are using less office supplies
with technology. Purchased Services are down $23,500 with a $5,000 drop in copier costs,
postage is down $17,000 due to a change in the charging practice, and other professional service
are down $2,480 with offsetting increases in phones ($600), maintenance of equipment ($200),
and vehicle expenses ($180).
Revenues are up $7,600 with $17,600 for Charge for Service and a decrease of $10,000 in Sale
of Supplies due to a change in the charging practice for supplies with direct billing and
departments using less office supplies with technology. Rates for printing will be adjusted to reflect
current costs.
Printing workload has grown as the new equipment in the department allows for the ability to do
more and different types of printing jobs for departments. Staffing level has been monitored to
determine if and when an additional staff member is required. Based upon workload and the
added revenue being generated an addition Office Tech II position ($36,100) is justified, and can
be paid for from added charges, so the net county cost for the department remains the same.
Final budget adjustments include an increase in salaries of $15,637.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional staff member that will be paid for by the additional revenue generated in the department.
BOARD ACTION: Approved as recommended, including the additional position.
189
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,775 2,900 2,900
Mail Pieces 700,000 700,000 700,000
Supply Orders 1,350 1,300 1,300
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.105 0.101
$.635
$.348
0.130
$.387
Goal ES13: 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%
190
SEVEN YEAR TREND
Sheriff's Office Local Costs
$40
$35
$30
$25
co
z
0 $20
J_
E
$15
$10
5
$0
2011 2012 2013 2014 2015 2016 2017
191
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
FINAL
NEXT FY
Personnel Services
$ 29,056,670
$ 30,569,945
$ 30,579,913
$ 31,214,177
Supplies
954,371
994,197
1,172,314
1,177,764
Purchased Services
6,494,909
7,529,393
8,261,010
8,209,560
Fixed Charges
-48,776
-50,676
-82,804
-82,804
Capital
46,300
15,000
41,030
41,030
Gross County Cost
$ 36,503,474
$ 39,057,859
$ 39,971,463
$ 40,559,727
Revenue
3,705,663
2,877,281
2,870,651
2,893,740
Net County Cost
$ 32,797,811
$ 36,180,578
$ 37,100,812
$ 37,665,987
Budget Positions
356.25
357.5
358.0
358.0
SUMMARY OF CHANGES:
The Sheriffs Office restructured in 2015 and removed Work Release from the SO umbrella in
2016. The 2016 increase of 8 sworn positions to the jail allowed for the reduction of utilized jail
capacity from 91.6% to 81.5%, greatly improving officer safety in the jail facility. The following is
a summary of the 2017 requested changes.
Revenues:
• Due to the reduction of four (4) contract positions, revenues for Contract Services are
expected to decrease by almost $378,000.
• The difference between the expected shortage and budgeted revenues are made up in the
budget request by increasing commissary and phone revenues in the jail based on actual
revenues collected, as well as actual historical revenues collected for Charges for Services,
Reimbursements, and grants.
• Grant for Victim Services Unit for $58,410 is included to cover the cost of the additional FTE.
Personnel:
• Patrol Division is losing four (4) Contract Services positions in 2016 based on an anticipated
reduction of services requested by outside entities. The Sheriffs Office 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, without increasing the FTE to the
County in a time when revenues are anticipated to decrease. This move reflects a zero cost
increase to the current budgeted personnel for 2017.
• Patrol Division is also requesting the elimination of a 0.5 FTE under Contract Services, as it
is not cost effective to train a sworn position to only work part-time. This position has remained
vacant, and will include a cost savings of ($48,442) in Personnel.
• Victim Services Unit (VSU) applied for a grant to increase the division by 1.0 FTE. This position
would head a bi-lingual unit for VSU and be staffed by a civilian. It is unknown at this time if
192
the grant will be awarded, so the request of $58,410 has been added to Personnel to account
for this position. The expenses have been included under personnel, however, the position
was requested at 100% funding by the grant.
Supplies (total increase of $178,117):
• Firearms Supplies has increased by $20,847 to account for increases in prices and the
addition of approximately 40 more gun -carrying personnel. To ensure proper training of
firearms, the supplies must be accounted for, and increases the safety and effectiveness of
the Sheriffs Office as a whole.
• Client Supplies has increased by $36,553 to account for expected increases in inmate
population, the increase in need of suicide smocks and blankets, and for large expenses such
as vacuum seal bags for inmate's personal items while in jail, kitchen trays, gloves, hats, etc.
that had been either missed or budgeted elsewhere.
• Uniforms were under -budgeted in 2016, accounting for only half of the $82,248 needed as a
uniform allowance for sworn deputies. Replacing items such as duty belt equipment and
rotation of bulletproof vests have been moved to uniforms as this equipment is required to be
worn as a part of the uniform by policy. These items would have otherwise been put under
Small Items of Equipment or Other Operating Supplies.
• There is also approximately $100,000 increase in Small Items of Equipment and Other
Operating Supplies, and is made up of equipment where replacement or purchase has been
put off year after year because of other necessities described above. These items include
ballistic shield and helmets; riot equipment and gear (such as shields, helmet replacements,
less than lethal options like OC or asps, bullhorns, etc.); benches and tables for holding cells
at Courts; hospital gurney for transporting inmates; kitchen equipment used by inmates;
eliminating a shortage of ten (10) Portable Breath Testers; rifle racks to lock guns in unmarked
cars; replacing tattered chairs and small equipment in the two substations and Law Admin
Building; and replacing seven (7) printers according to the Print Shop's recommendation.
Purchased Services (total increase of $731,617):
• Largest increase is in vehicles ($194,466), using the Motor Pool spreadsheet sent by the
Controller, mostly in repairs and depreciation. This amount already includes calculating fuel
costs at 20% lower than the recommended amount of $2.75 per gallon. Prior years, the budget
for vehicles has been cut, however, the numbers requested are based on actual expenses in
this category.
• Medical contract in the jail has an anticipated 5% CPI increase, accounting for $171,754 of
the increase in medical. The remaining $20,668 is in Patrol for the submissions of DUI and
drug testing while on Patrol that was under budgeted in prior years.
• Other Professional Services: $55,000 of this is for the critical replacement needs of the
investigations equipment used in the existing interview rooms, also used by Internal Affairs,
Victim Services Unit, and during pre -hire polygraphs. The equipment is old enough that
evidence has been lost, and the system is no longer meeting the needs required. This will
include cameras, servers, etc., and does not fall under "Equipment".
• Greeley Evidence Contract has increased by approximately $68,000.
• Investigations Unit has asked for Out of Town Travel, requesting approximately $11,500
specifically for investigating cold cases and current, large investigations. This was incredibly
useful in 2015 and 2016 with two travel intensive cases that were solved by utilizing these
types of funds.
• Training and Travel: Training of law enforcement is a high liability area, and many of the
trainings requested are required to keep certifications and accreditations. The Sheriff's Office
has already internally reduced the requested Travel (6392) by 25% and Training (6410) by
10%, but still accounts for a $56,700 total increase from 2016.
• Inmate Transport has been under budgeted by approximately $15,750 and the amount
requested does not account for any increase from actual expenses in 2015.
• Printing has been under budgeted by approximately $10,000, and is now accounted for.
193
• Phones: In 2016, phone services were under budgeted by approximately $80,000. The
increase in 2017 corrects this error and accounts for an increase of approximately $30,000 to
cover the issuance of smart phones to the Patrol division, to increase the effectiveness,
efficiency and officer safety of the division. In talking to IT, it will be another year or two before
we see a decrease in phone charges by switching to the VOIP system and having those smart
phones available.
Equipment (total request of $41,030):
• Courts asked to replace a failing Smith X -Ray machine at the Courthouse for $25,730.
• Regional Lab is asking to replace a DME Forensic Workstation at $8,800.
• Administration is asking to replace a multi -use scanner/printer/copier/fax at $6,500.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See individual budget units.
194
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.
13
2
15
3
15
3
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
10
8
6
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.
91.6%
89
81.5%
70
88.0%
65
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.
224
0
226
0
244
0
(3) The number of medical prescriptions
written in the jail population.
6,196
6,227
6,725
SO DD 1-5: Safe
(1) The number of Deputies paged in to work a
operation of the
facility with the
proper number of
shift in the jail.
(2) The number of Deputy overtime sign-up to
515
700
600
employees to ensure
work a shift in the jail.
1,939
2,308
1,800
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
10
7
6
assault or threat is
reported in the jail.
assaults in the jail population.
3
2
2
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
N/A
100%
100%
present in the
facility.
while conducting personal searches on intakes
into the facility.
N/A
3.4%
5.0%
(3) Percentage of time contraband is found on
inmates or property in jail population outside
of booking.
N/A
100%
100%
195
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.
10
13
15
(2) The average number of jail bed used per day
for pre-trial detention by the county/district
courts.
330
332
335
(3) The average number of jail beds used per
day for jail sentences by the county/district
courts.
196
198
200
(4) The average number of jail beds used per
day for jail sentences by other than
county/district courts.
23
20
18
196
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
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
(1) Total number of UCR Part I Reported
(1) 37.80
(1) 37.95
(1) 37.84
SO PD 1-1:
Crimes per 1000 population
Effectively use
available resources
to reduce crime
(2) Total number of UCR Part II Reported
Crimes per 1000 population
(2) 48.20
(2) 48.22
(2) 48.24
(3) Total NIBR reported crimes for
unincorporated Weld County per 1000
population
(3) 69.14
(3) 69.16
(3) 69.21
(4) Total patrol division FTEs per 1000
population
(4) 3.27
(4) 2.98
(4) 3.02
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) 1,663
(2) 1,514
(3) 6,749
(1) 1,700
(2) 1,550
(3) 6,909
(1) 1,800
(2) 1,600
(3) 7,132
SO PD 1-3:
Crime Enforcement
(1) Total Adult Arrest in Sheriff's Office
Jurisdiction and Contract Municipalities
(1) 1,697
(1) 1,654
(1) 1,655
(2) Total Juvenile Arrests in Sheriff's Office
(2) 133
(2) 128
(2) 127
Jurisdiction and Contract Municipalities
(1) Total traffic accidents in Sheriff's Office
(1) 700
(1) 646
(1) 562
SO PD 1-4:
Jurisdiction
Traffic Safety
(2) Total traffic tickets
(2) 3,542
(2) 3,662
(2) 3,882
(3) Total model traffic tickets
(3) 1,879
(3) 1,973
(3) 2,067
(4) Total written warnings
(4) 4,547
(4) 4,772
(4) 5,000
(5) Alcohol related crashes in Sheriff's Office
(5) 37
(5) 35
(5) 33
Jurisdiction
(6) Traffic fatalities
(6) 61
(6) 56
(6) 49
(1) Maximize the rate of property recovery by
Recovered
Recovered
Recovered
SO PD 1-5: Recover
monitoring the reported value of recovered
$1,655,884
$1,507,595
$1,680,647
victim property
property in relation to the reported value of
Stolen
Stolen
Stolen
stolen property (reported in NIBR for Sheriffs
$4,339,448
$4,441,645
$4,695,079
Office jurisdiction)
Rate
Rate
Rate
38%
34%
36%
197
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) 1,374
(1) 1,424
(1) 1,437
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) 0
(2) 215
(1) 1
(2) 223
(1) 1
(2) 231
*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.
198
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 1,497,181
$ 1,380,471
$ 1,380,471
$ 1,428,357
Supplies
239,927
28,418
73,673
73,673
Purchased Services
108,024
75,955
124,399
124,399
Fixed Charges
44
0
0
0
Capital
0
0
6,500
6,500
Gross County Cost
$ 1,845,176
$ 1,484,844
$ 1,585,043
$ 1,632,929
Revenue
200,912
130,000
210,000
210,000
Net County Cost
$ 1,644,264
$ 1,354,844
$ 1,375,043
$ 1,422,929
Budget Positions
18.0
16.0
16.0
16.0
SUMMARY OF CHANGES:
Administration is taking more of the expenditures related to employee needs of the Sheriff's
Office, so there is a significant increase here in Supplies and Purchased Services that will be
reflected as decreases in other departments specifically throughout the Patrol Division. Part of
the increase in supplies ($32,000) is to take on the Office Supplies purchased for the Patrol Unit
($20,000), and the replacement of Small Items of Equipment ($12,000) in the Law Admin Building
and the two substations. These purchases have been neglected for the past few years, and are
desperately needed. The increase in Purchased Services reflects the inclusion of all the
copiers/printers under contract for the agency, and preparing for the repairs and maintenance of
these machines ($11,000). The Capital project is specific for the replacement of a failing multi-
functional printer/copier/scanner/fax machine.
Revenues were also increased to accurately reflect the revenues collected by the Administrative
staff.
Final budget adjustments include an increase in salaries of $47,886.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
199
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Use of force
Investigations
Press Releases
Vin Checks
Fingerprints
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
348 361 374
103 107 111
37 100 100
1,886 1,955 2,027
5,789 6,001 6,221
0.628 0.539 0.520
$5.74
$4.56 $4.63
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
200
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration Detention - - 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
FINAL
NEXT FY
Personnel Services
$ 1,242,394
$ 1,671,121
$ 1,671,121
$ 1,744,124
Supplies
59,284
194,005
92,510
92,510
Purchased Services
13,658
17,592
8,985
8,985
Fixed Charges
508
0
0
0
Capital
5,698
6,500
0
0
Gross County Cost
$ 1,321,542
$ 1,889,218
$ 1,772,616
$ 1,845,619
Revenue
171,458
532,650
533,250
533,250
Net County Cost
$ 1,150,084
$ 1,356,568
$ 1,239,366
$ 1,312,369
Budget Positions
29.0
29.0
29.0
29.0
SUMMARY OF CHANGES:
The decrease in Supplies is a direct correlation of Client Supplies that is now budgeted under
Security Unit (24415). The decrease in Purchased Services is accounted for in other
Administrative Orgs and improved efficiencies in this unit.
Final budget adjustments include an increase in salaries of $73,003.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
201
SHERIFF ADMINISTRATION DETENTION
(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
10,557
31,467
28,519
10,944
32,620
29,564
11,345
33,816
30,648
1.012 0.976 0.943
$4.01
$4.57 $4.27
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
202
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 499,825
$ 610,333
$ 610,333
$ 564,693
Supplies
2,080
24,698
48,704
48,704
Purchased Services
17,652
177,237
204,313
204,313
Fixed Charges
26
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 519,583
$ 812,268
$ 863,350
$ 817,710
Revenue
0
0
0
0
Net County Cost
$ 519,583
$ 812,268
$ 863,350
$ 817,710
Budget Positions
6.0
6.0
6.0
6.0
SUMMARY OF CHANGES:
Internal Affairs' operating budget was moved to Professional Standards to match where the
position was budgeted, and this accounts for a portion of the increase. Increases to Computer
Software and Professional Services for the required programs to track POST training and
certifications have been adequately budgeted, as well as Subscriptions for programs used during
pre -hire background investigations. Professional Standards has also taken on more of the
Memberships and Subscriptions historically budgeted elsewhere as well.
Final budget adjustments include a decrease in salaries of $45,640.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Realignment of the
expenses in other department to this budget make sense.
BOARD ACTION: Approved as recommended.
203
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
63 61 59
597 619 642
7 6 7
0.209 0.202 0.195
$1.81
$2.73 $2.66
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
204
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 351,585
$ 465,421
$ 465,421
$ 407,485
Supplies
270
2,310
800
800
Purchased Services
8,936
49,200
30,462
30,462
Fixed Charges
0
0
0
Capital
0
0
0
Gross County Cost
$ 360,791
$ 516,931
$ 496,683
$ 438,747
Revenue
119,273
175,000
125,000
125,000
Net County Cost
$ 241,518
$ 341,931
$ 371,683
$ 313,747
Budget Positions
0
6.0
6.0
6.0
SUMMARY OF CHANGES:
Office Supplies for Civil were moved to Admin Patrol to pool all supplies together. The decrease
in Purchased Services is a direct reflection of a decrease in actual phone charges expected and
vehicle fuel and depreciation anticipated for 2017.
Final budget adjustments include a decrease in salaries of $57,936.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
205
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
6,403 6,638 6,881
1,646 1,706 1,769
690 715 742
6
6 6
0.209 0.202 0.195
$0.84
$1.15 $1.02
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
206
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 326,496
$ 469,979
$ 469,979
$ 478,827
Supplies
134,936
413,465
485,051
485,051
Purchased Services
7,287
53,053
54,691
54,691
Fixed Charges
0
2,200
2,196
2,196
Capital
0
0
0
0
Gross County Cost
$ 468,719
$ 938,697
$ 1,011,917
$ 1,020,765
Revenue
0
0
0
0
Net County Cost
$ 468,719
$ 938,697
$ 1,011,917
$ 1,020,765
Budget Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES:
The majority of the increase in Supplies is based on the increases mentioned in the Summary of
all Departments, including Firearms Supplies ($20,847) due to an increase in gun carrying sworn
deputies, and the increase in Uniforms due to accounting for only half of the needed Uniform
Allowance in 2016 (increase of $41,124). Also, increases here are reflected as decreases in the
Security Unit and Inmate Services (24415 and 24410, respectively).
Final budget adjustments include an increase in salaries of $8,848.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases for
firearms supplies and uniforms are justified for officer safety, especially with the current public
attitudes and environment police officers must deal with daily.
BOARD ACTION: Approved as recommended.
207
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work output
Jail Incidents
Jail Hearings
Videos copied
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
4,048 4,217 4,386
594 620 646
157 226 295
0.244 0.236 0.228
$1.64 $3.16 $3.32
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
208
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
FINAL
NEXT FY
Personnel Services
$ 5,355,136
$ 5,077,697
$ 5,439,855
$ 5,604,502
Supplies
125,481
156,699
116,782
116,782
Purchased Services
1,751,001
1,570,941
2,145,966
2,145,966
Fixed Charges
54
0
0
0
Capital
6,550
0
0
0
Gross County Cost
$ 7,238,222
$ 6,805,337
$ 7,702,603
$ 7,867,250
Revenue
261,471
366,040
354,000
354,000
Net County Cost
$ 6,976,751
$ 6,439,297
$ 7,348,603
$ 7,513,250
Budgeted Positions
51.75
52
56
56
SUMMARY OF CHANGES:
Personnel shows an increase of $362,158 to reflect the movement of 4.0 FTE's from Contract
Services to Patrol to increase the effectiveness and efficiency of the Patrol Unit, or `First
Responders'. There is a corresponding decrease in the Contract Services (Org 21210).
The decrease in Patrol's Supplies is a reflection of the increase in Supplies in the Admin Patrol
budget (21100). The majority of the increase in Purchased Services is made up of the increase
in the Evidence and Records contract with Greeley by $68,064; Medical Services being increased
by $20,668 for services needed during regular Patrol duties that has been under budgeted in the
past (such as DUI and drug testing); Phones increasing by $27,235 to account for the inclusion
of all of Patrol to be issued smart phones to improve efficiency and officer safety; and Vehicles
increasing by $417,834 to adequately account for the expenses of the Fleet, including
depreciation, fuel, repairs and maintenance, and outfitting new vehicles with lights, sirens,
bulletproofing, radios, etc. Revenues decreased slightly as there was no historical information
showing revenues from Cities and Towns in the Patrol Unit.
Final budget adjustments include an increase in salaries of $164,647.
209
SHERIFF'S PATROL
(CONTINUED)
1000-21200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The service and
supplies line item increases can be justified.
The movement of 4.0 FTE's from Contract Services to Patrol to increase the effectiveness and
efficiency of the Patrol Unit is a policy issue for the Commissioners. The recent workload study
done by the Sheriff's office calls for the justification of 12 additional officers. However, in light of
the drop in assessed valuation the Sheriff has only requested the movement of the 4.0 FTE's from
Contract Services to Patrol. Cost is approximately $378,000. Policy issue.
BOARD ACTION: Approved as recommended, including the transfer of 4.0 FTE's from Contract
Services to Patrol.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest
Juvenile Arrest
Total Traffic Stops
Total Traffic Warnings
Dispatched Calls for Service
1,433 1,486 1,540
108 112 116
8,139 8,437 8,746
4,547 4,714 4,887
48,146 49,911 51,740
Efficiency Measures
FTE's per 10,000/capita 1.81 1.75 1.82
Per capita net cost $24.35 $21.68 $24.43
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
210
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
FINAL
NEXT FY
Personnel Services
$ 1,462,019
$ 1,723,903
$ 1,723,903
$ 1,743,025
Supplies
2,312
38,500
21,310
21,310
Purchased Services
34,933
146,353
146,071
91,071
Fixed Charges
49
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,499,313
$ 1,908,756
$ 1,891,284
$ 1,855,406
Revenue
0
0
0
0
Net County Cost
$ 1,499,313
$ 1,908,756
$ 1,891,284
$ 1,855,406
Budgeted Positions
17.0
17.0
17.0
17.0
SUMMARY OF CHANGES: While the amounts are relatively the same as last year, the
anticipated vehicle expenses in the Investigations Unit are significantly less than in 2016.
However, there is a project of $55,000 under Other Purchased Services for the critical
replacement needs of the investigations equipment used in the existing interview rooms, also
used by Internal Affairs, Victim Services Unit, and during pre -hire polygraphs. The equipment is
old enough that evidence has been lost, and the system is no longer meeting the needs required.
This will include cameras, servers, etc., and does not fall under "Equipment". The Sheriffs Office
has been working with IT on this project to coordinate efforts and be as cost efficient as possible.
Final budget adjustments include an increase in salaries of $19,122.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Agree with the
Sheriff that there is a critical need to replace the investigations' equipment used in the existing
interview rooms. The special project budget in the Capital Expenditure Fund budget addresses
more space for investigations and equipping those new interview rooms with new equipment also.
Those fund are in the Capital Expenditure Fund budget, and are not duplicated in this budget.
211
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
BOARD ACTION: The $55,000 for the investigations equipment used in the existing interview
rooms was moved to the Capital Fund, so all funds for the project were in one budget (4000-
17500). All other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases Assigned
Cases Solved
318 330 342
279 289 300
Efficiency Measures
FTE's per 10,000/capita 0.593 0.572 0.553
Per capita net cost $5.23 $6.43 $6.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
212
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
FINAL
NEXT FY
Personnel Services
$ 1,220,137
$ 1,148,802
$ 738,202
$ 773,693
Supplies
99
6,500
0
0
Purchased Services
118,616
147,976
41,778
41,778
Contra
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,338,852
$ 1,303,278
$ 779,980
$ 815,471
Revenue
1,181,815
1,203,650
825,862
825,862
Net County Cost
$ 157,037
$ 99,628
$ (45,882) $ (10,391)
Budget Positions
12.5
12.5
8.0
8.0
SUMMARY OF CHANGES:
Personnel will be decreased by 4.5 FTE to account for 4.0 FTE being moved from here to the
Patrol Unit, and 0.5 FTE being eliminated as it is not cost effective to train a sworn deputy to work
part-time. The 0.5 FTE has remained vacant, and it is reasonable to eliminate the position. This
also accounts for the decrease in Revenue: with four less positions, revenue has dropped by
$377,788 to accommodate that change.
There was a significant decrease in the amount associated with the vehicles in this unit for 2017;
a decrease of over $100,000. This will continue to be reviewed for accuracy as the fleet is rotated,
and vehicle expenses are adequately charged to the department in which they are used. While it
appears that this Org is receiving more revenue than expenditures, all the training, supplies,
equipment and other professional services needed to operate this department have been moved
to either Patrol or Administration, and the formula used to develop the contract rate is sound.
Final budget adjustments include an increase in salaries of $35,491.
213
TRAFFIC AND MUNICIPAL CONTROL
(CONTINUED)
1000-21210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. See the policy
issue discussion in budget unit 1000-21200 Sheriff's Patrol regarding the 4.0 FTE being moved
from here to the Patrol Unit. Concur with the elimination of the 0.5 FTE position.
Due to the reduction of four contract positions, revenues for Contract Services are expected to
decrease by $377,788. The difference between the expected shortage and budgeted revenues
are made up in the overall Sheriffs budget request by increasing commissary and phone
revenues in the jail based on actual revenues collected, as well as actual historical revenues
collected for Charges for Services, Reimbursements and grants.
BOARD ACTION: Approved as recommended, including the transfer of 4.0 FTE's from Contract
Services to Patrol.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched Calls 1,409 903 614
Adult Arrests 264 168 115
Juvenile Arrests 25 16 11
Traffic Citations 508 326 222
Efficiency Measures
FTE's per 10,000/capita .436 .421 .260
Per capita net cost $0.55 $0.34 -$0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
214
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
FINAL
NEXT FY
Personnel Services
$ 173,840
$ 172,983
$ 172,983
$ 179,696
Supplies
1,286
4,200
5,650
5,650
Purchased Services
119,791
164,522
122,407
122,407
Fixed Charges
- 85,000
-85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County Cost
$ 209,917
$ 256,705
$ 216,040
$ 222,753
Revenue
0
0
0
0
Net County Cost
$ 209,917
$ 256,705
$ 216,040
$ 222,753
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES:
The decrease in Purchased Services is based on the decrease in Contract Services due to
contract negotiations with the Weld County Humane Society used most frequently, and a
decrease in Vehicle expenses anticipated in this Org. The Ordinance Enforcement unit has been
able to ensure the vehicles being utilized are replaced as needed, and therefore maintenance has
decreased.
Final budget adjustments include an increase in salaries of $6,713.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
215
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls
Animals Transported to Shelter
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,020 2,094 2,170
526 545 565
0.105
$0.73
0.101 0.098
$0.86 $0.72
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
216
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
FINAL
NEXT FY
Personnel Services
$ 432,893
$ 479,515
$ 479,515
$ 495,350
Supplies
18,648
30,000
45,615
45,615
Purchased Services
40,094
53,530
55,180
55,180
Fixed Charges
0
31,124
0
0
Capital
8,500
8,500
8,800
8,800
Gross County Cost
$ 500,135
$ 602,669
$ 589,110
$ 604,945
Revenue
56,470
135,674
78,000
78,000
Net County Cost
$ 443,665
$ 466,995
$ 511,110
$ 526,945
Budget Positions
4.0
4.0
4.0
4.0
SUMMARY OF CHANGES:
The increase in Supplies for the Regional Lab is to outfit the facility with the tools and software
needed to keep up with the increasing technology regarding investigations into smart phones and
computers. There is also a significant amount of training and certifications needed to keep the
accreditations this Lab has worked so hard to achieve. The decrease in Revenue is based on a
renegotiated MOU with the City of Greeley and their contribution towards the Lab based on
increased financial obligations of the facility and equipment not charged here.
Final budget adjustments include an increase in salaries of $15,835.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Concur with the
request to outfit the facility with the tools and software needed to keep up with the increasing
technology regarding investigations into smart phones and computers.
Also, concur with the change in the MOU with Greeley regarding the elimination of Greeley paying
of a portion of the Crime Lab Director's salary. With the new arrangement of each participating
entity providing staff for the regional crime lab, and to make it clear the Crime Lab Director is a
county employee accountable to only the Sheriff, and not the Regional Crime Lab Board, the
change is appropriate and ends the discussion of this topic.
217
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
BOARD ACTION: Approved as recommended.
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
497 / 2,781
WCSO/GPD
only
882 / 4,777
all lab staff
except CBI
14
appearances
.140
$1.55
18
15/0
ESTIMATED PROJECTED
550 / 2,827
WCSO/GPD
only
954 / 5,166
all lab staff
except CBI
20
appearances
.135
$1.57
17
13/0
560 / 2,878
WCSO/GPD
only
1,000 / 5,416
all lab staff
except CBI
20
appearances
.130
$1.71
30
13/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
218
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
FINAL
NEXT FY
Personnel Services
$ 126,612
$ 126,396
$ 184,806
$ 185,614
Supplies
288
1,600
1,060
6,510
Purchased Services
16,631
29,006
18,153
21,703
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 143,531
$ 157,002
$ 204,019
$ 213,827
Revenue
69,575
79,767
144,539
167,628
Net County Cost
$ 73,956
$ 77,235
$ 59,480
$ 46,199
Budgeted Positions
2.0
2.0
3.0
3.0
SUMMARY OF CHANGES:
The increase in Personnel is based on the approval of a grant application to help fund a bilingual
unit within the Victim Services Unit. According to statistics, approximately 30% of the victims
served by the WCSO are primarily Spanish speaking. According to the Motor Pool worksheet
provided, there is a $15,000 decrease in vehicle expenses anticipated in 2017, which accounts
for the decrease in Purchased Services.
New grant revenue for the bilingual unit has been added at $58,410. If grant is not approved the
position and revenue of $58,410 will have to be reduced.
Final budget adjustments include a salary increase of $808.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Support the grant
request approved by the Board in July. If the grant is not approved the $58,410 in expenses and
revenue will need to be removed from this budget.
BOARD ACTION: On September 21, 2016, DCJ approved the VOCA grant in the amount
$64,490, so supplies and service accounts have been increased by $9,000. Revenues were
adjusted by $23,089. The operational costs of an additional vehicle for the program were
approved in the grant, and $4,000 for a radio. However, no grant funds were provided for the
purchase of the vehicle. A 2013 Impala patrol vehicle is being retained to meet the needs of the
vehicle for the program. All other items approved as recommended.
219
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,374 1,424 1,477
Victims served per 10,000/capita 47.02 47.95 48.02
Efficiency Measures
FTE's per 10,000/capita 0.070 0.067 0.098
Per capita cost (county support) $0.26 $0.26 $0.15
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
220
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
FINAL
NEXT FY
Personnel Services
$ 204,181
$ 205,195
$ 205,195
$ 214,197
Supplies
70,248
0
0
0
Purchased Services
0
70,250
70,265
70,265
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 274,429
$ 275,445
$ 275,460
$ 284,462
Revenue
1,072
0
0
0
Net County Cost
$ 273,357
$ 275,445
$ 275,460
$ 284,462
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES:
The Sheriff's Office has agreed to help support the financial obligations of the Weld County Drug
Task Force, and participates by designating 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 to the 2017 request, except to more accurately reflect the cost of
the financial support.
Final budget adjustments include an increase in salaries of $9,002.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
221
MUL TI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 118 122 126
Drug Arrests 80 83 86
Search Warrants Executed 21 22 23
Cocaine Seizures (Pounds) 0.27 0.28 0.29
Methamphetamine Seizures (Pounds) 14.42 15 15.5
Marijuana Seizures (Pounds) 10.45 10.83 11.23
Meth Lab Seized 0 0 0
Efficiency Measures
FTE's per 10,000/capita 0.070 0.067 0.065
Per capita cost (county support) $0.95 $0.93 $0.92
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
222
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
FINAL
NEXT FY
Personnel Services
$ 4,274,531
$ 1,186,988
$ 1,186,988
$ 1,202,157
Supplies
121,561
36,823
35,418
35,418
Purchased Services
4,412,494
4,405,740
4,564,457
4,564,457
Fixed Charges
1,287
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,809,873
$ 5,629,551
$ 5,786,863
$ 5,802,032
Revenue
725,067
4,500
75,000
75,000
Net County Cost
$ 8,084,806
$ 5,625,051
$ 5,711,863
$ 5,727,032
Budgeted Positions
14.0
14.0
14.0
14.0
SUMMARY OF CHANGES:
Inmate Services stays relatively unchanged. The difference in the Purchased Services of
$158,717 is more than made up by the expected cost increases to the Medical Services contract
(increase of $171,754) directly associated with inmates in the jail facility.
Revenue is increased to properly reflect Reimbursements of Social Security monies and grants
anticipated in 2017, such as SCAAP.
Final budget adjustments include an increase in salaries of $15,169.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increase for
medical services is driven by the contract CPI and inmate utilization.
SCAAP revenues have historically not been included in the budget due to the uncertainty each
year as to whether Congress will appropriate funds for the program. Historically, the funds
eventually are appropriated and paid, so there is little risk in including a conservative estimate.
BOARD ACTION: Approved as recommended.
223
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.
224
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
FINAL
NEXT FY
Personnel Services
$ 10,512,789
$ 13,691,448
$ 13,691,448
$ 13,988,898
Supplies
19,132
35,205
211,780
211,780
Purchased Services
14,399
58,005
48,825
48,825
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 10,546,320
$ 13,784,658
$ 13,952,053
$ 14,249,503
Revenue
231,741
250,000
300,000
300,000
Net County Cost
$ 10,314,579
$ 13,534,658
$ 13,652,053
$ 13,949,503
Budgeted Positions
155.0
163.0
163.0
163.0
SUMMARY OF CHANGES:
The increase reflected here in Supplies is to account for the inclusion of Client Supplies
($161,628) that used to be reflected in Admin Detentions (Org 21110), and to account for Supplies
and Small Items of Equipment, such as an ambulance medical gurney to safely move inmates
throughout the facility when needed, and STAR team equipment and training needs that used to
be under Support Services.
Revenue from Cities and Towns was increased to adequately account for the amounts billed to
and collected from other municipalities for inmates in the jail.
Final budget adjustments include an increase in salaries of $297,450.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Cost for inmate
services are up due to changes in budgeting method and being driven by the growing inmate
population needs.
BOARD ACTION: Approved as recommended.
225
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
630 650 684
20,623 21,035 21,447
50 50 50
6.74 6.77 6.53
10,000 Capita
Per capita net cost $73.94 $73.58 $72.63
Avg. Medical Cost Per Inmate Daily $14.27 $14.48 $14.45
Avg. Food Cost Per Inmate Daily $3.29 $3.44 $3.24
Secure Facility Occupancy Rate 91.6% 81.5% 88.0%
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily 630 650 684
Number of Offenders Transported to
20,623 21,035 21,447
Court Appearances
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
226
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 2,403,846
$ 2,159,693
$ 2,159,693
$ 2,203,559
Supplies
14,358
21,774
33,961
33,961
Purchased Services
631,226
510,033
625,058
625,058
Fixed Charges
242
1,000
0
0
Capital
0
0
25,730
25,730
Gross County Cost
$ 3,049,672
$ 2,692,500
$ 2,844,442
$ 2,888,308
Revenue
263,181
0
225,000
225,000
Net County Cost
$ 2,786,491
$ 2,692,500
$ 2,619,442
$ 2,663,308
Budgeted Positions
24.0
24.0
24.0
24.0
SUMMARY OF CHANGES:
Revenues specifically associated with Courts and Transportation have been added to reflect
actual revenues collected in the past. The increase in Supplies is to replace aging tasers and
other equipment such as restraints, and to add benches and tables to the Courts holding area.
The increase in Purchased Services is mostly made up of a 2016 error in budgeting for phone
services that appear to be paid by Courts and Transports for all of the Detentions Division
(approximately $88,000 — had been budgeted under Work Release). The rest of the increase is
to account for the under budgeting of Inmate Transport ($15,750) and an increase in the Security
contract for the Courts building ($21,536). The Capital project is to replace the failing Smith X -Ray
machine located at the Courthouse entrance, totaling $25,730.
Final budget adjustments include an increase in salaries of $43,866.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increases all
can be justified. The department is also correct in that there was an error in the allocation of costs
between this budget unit and Work Release when the former department was split between the
two, specifically $60,000 in phone costs were put in the Work Release budget in error and should
have been budgeted in this budget unit in 2016.
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.
227
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
FINAL
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
2017.
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.
228
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
FINAL
NEXT FY
Personnel Services
$ 5,166,039
$ 5,147,968
$ 5,529,347
$ 5,529,347
Supplies
71,594
29,505
34,358
34,358
Purchased Services
1,068,754
1,908,128
1,529,141
1,529,141
Fixed Charges
11,801
0
0
0
Contra Account
0
0
0
0
Capital
40,162
0
0
0
Gross County Cost
$ 6,358,350
$ 7,085,601
$ 7,092,846
$ 7,092,846
Revenue
2,099,176
2,809,371
2,965,825
2,962,825
Net County Cost
$ 4,259,174
$ 4,276,230
$ 4,127,021
$ 4,130,021
Budgeted Positions
61
62
64
64
SUMMARY OF CHANGES:
Personnel Services are up $381,379 due to the two additional radio technician positions
($197,182) added mid -year. The cost of the positions are offset by reductions in radio
maintenance costs. In addition, due to the need to determine 2017 user agencies' charges in
June the anticipated COLA for salaries and step increases are included.
Supplies are up $4,853 for minor equipment supplies, like keyboard, mice, mats, chairs, etc.
Purchased services are down $378,987 primarily due to the reduction in contract costs for
Motorola maintenance cost savings by hiring two in-house radio maintenance technicians. The
Public Safety IT chargeback of 35% of total costs of Public Safety IT is up $75,404 due to the
addition of a systems analyst position and COLA in Public Safety IT.
229
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 2017, user will be pay 12.5% of actual costs, so
they will be charged $669,560 under the formula. E911 will pay $1,822,268, and Banner will pay
$376,939. In addition, there is revenue from tower rentals of $58,018, and the Niwot tower
maintenance of $15,000 and loan repayment of $24,040 for total revenue of $2,965,825.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Revenues were reduced by $3,000 from the rental of tower space to NCMC,
since they no longer the antenna. All other items approved as recommended.
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
130,442 143,000 155,000
296,040 305,000 310,000
443,819 495,000 544,000
23,267 24,600 26,200
0 600 600
Efficiency Measures
FTE's per 10,000 per Capita 2.13 2.09 2.02
Per Capita Cost - Operating Budget $14.87 $14.40 $13.42
EMD Call per FTE 452 367 391
CAD Incident per FTE 6,688 6,629 7,285
230
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
88.14%
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
97.91%
97%
95%
Goal PS -Wireless: Resolve all Wireless Subscriber Service Requests within 20 days (includes repairs)
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
2015
ESTIMATED
2016
PROJECTED
2017
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)
100%
100%
100%
231
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
FINAL
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
50,000
50,000
50,000
Gross County Cost
$ 0
$ 50,000
$ 50,000
$ 50,000
Revenue
0
0
0
0
Net County Cost
$ 0
$ 50,000
$ 50,000
$ 50,000
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Since 2013, Weld County has funded $950,000 per year, for the
Communications System Reserve for future communications systems upgrades. In 2011, the
Board approved budgeting Communications system upgrade funding in the Capital Expenditure
Fund. The E911 Authority also has a capital funding and capital reserve program to replace E911
capital items that they fund annually.
At the end of 2017, there will be a reserve of $2,200,000 in the Capital Expenditure Fund for
communications equipment, and the E911 Authority will have a reserve of approximately
$971,967.
For 2017, only $50,000 is budgeted for unanticipated Communications equipment for tower
equipment or radios.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
232
BUDGET UNIT REQUEST S UMMA R Y
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
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
FINAL
NEXT FY
Personnel Services
$ 775,397
$ 929,227
$ 1,073,340
$ 1,073,340
Supplies
41,949
15,810
15,810
15,810
Purchased Services
494,052
505,802
577,131
577,131
Fixed Charges
0
0
0
0
Contra Account
0
-546,644
-622,048
-622,048
Capital
130,101
111,000
115,300
115,300
Gross County Cost
$ 1,441,499
$ 1,015,195
$ 1,159,533
$ 1,159,533
Revenue
831,927
327,986
373,229
373,229
Net County Cost
$ 609,572
$ 687,209
$ 786,304
$ 786,304
Budgeted Positions
7.0
8.0
9.0
9.0
SUMMARY OF CHANGES: Personnel Services include an additional $110,521 for an analyst
position to provide analytical reporting for the Sheriff and other users. In addition, due to the need
to determine 2017 City of Greeley records charges in June, the anticipated COLA for salaries and
step increases are included.
Supplies are unchanged. Purchased Services are up $71,329 primarily in IT maintenance costs
for Spillman and AIX. Other changes in accounts are minor. Capital includes $96,000 for MDT
replacements, $15,000 for a redundant DMZ VM server, and $4,300 for software for a total in
capital of $111,000. Revenue is $373,229 for the 2017 City of Greeley records charges, which is
21% of the Public Safety IT costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including $110,521
for an analyst position because of the installation of the new Public Safety IT system and need
for more analytical reports for users.
Unappropriated carry over fund balance previously budgeted will fund any costs associated with
new software to replace all or a portion of Spillman, once a decision is made.
BOARD ACTION: Approved as recommended, including the additional analyst position. Board
also approved the policy to start charging agencies an hourly rate for special reports they request
effective January 1, 2017.
233
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)
2,687
3,090 3,244
0.244 0.269
$2.13
$2.31
0.293
$2.56
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.
2016-2017 Implementation
0%
25%
50%
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death, or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver; however, Weld County's Coroner
employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT FY
Personnel Services
$ 594,546
$ 604,420
$ 619,420
$ 657,245
Supplies
21,441
26,800
25,800
25,800
Purchased Services
281,868
283,700
313,950
313,950
Fixed Charges
88
0
0
0
Capital
70,495
0
38,200
38,200
Gross County Cost
$ 968,438
$ 914,920
$ 997,370
$ 1,035,195
Revenue
2,762
500
500
500
Net County Cost
$ 965,676
$ 914,420
$ 996,870
$ 1,034,695
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Supplies are down $1,000 in office supplies based upon usage.
Purchased Services are up $30,250 primary in medical services for autopsies and lab work due
to the number of deaths requiring autopsies. Vehicle expenses are down due to fuel costs. Capital
is up $38,200 for a power loading system for a power cot for the replacement vehicle.
The department has requested the replacement of an existing vehicle, which is recommended in
the Motor Pool budget. The department has also requested an additional vehicle at a cost of
$82,000 (vehicle, emergency lights, radio, cap/topper, and power loading system for a power cot).
This would bring the total number of vehicles for the department to four. The justification is that
the additional vehicle is needed in order to have three available at all times. When vehicle are
down for service, some overtime is incurred when vehicle changeover for shifts occur and a
vehicle is not available, vehicles are tied up for autopsies, vehicles tied up with meetings or
training, and multiple deaths at a scene require multiple vehicles.
Final budget adjustments include an increase in salaries of $37,825.
FINANCE/ADMINISTRATION RECOMMENDATION: All items requested are recommended,
except the additional vehicle. The fourth vehicle's justification seems to be based upon unique
situations that can be managed, and does not justify having four vehicles for six field staff.
Additional vehicle is not recommended. Policy issue.
235
CORONER
(CONTINUED)
1000-23200
BOARD ACTION: Board approved two additional vehicles for the Coroner in the Motor Pool
budget to improve the efficiency of the operation, as well as, the one replacement vehicle
requested ($136,000). All other items approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Number of cases 1,345
Number of scene investigations 592
Number of full autopsies 168
Efficiency Measures
FTE's per 10,000/capita 0.244
Per capita cost (county support) $3.37
Cost per autopsy (contractor) $1,060
1,584
560
180
0.236
$2.97
$1,085
1,821
585
180
0.228
$3.36
$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%
236
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
100%
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%
237
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%
238
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
FINAL
NEXT FY
Personnel Services
$ 703,350
$ 768,536
$ 809,737
$ 843,782
Supplies
10,528
17,000
37,270
37,270
Purchased Services
37,920
47,350
47,350
47,350
Gross County Cost
$ 751,798
$ 832,986
$ 894,357
$ 928,402
Revenue
42,643
30,000
39,000
39,000
Net County Cost
$ 709,155
$ 802,986
$ 855,357
$ 889,402
Budgeted Positions
9.5
9.5
10.25
10.25
SUMMARY OF CHANGES: The department is requesting an increase in Personnel Services to
fund a 0.75 FTE Program Specialist ($41,101) to implement a Court Date Notification Program,
as recommended by the Criminal Justice Advisory Committee (CJAC). Position would call
defendants prior to their arraignment in a court division to remind them of their next court date
and then call defendants one day after, if they failed to appear for their court hearing to attempt
to get them back into court. Overall, failures to appear increases the workload of a number of
agencies in our criminal justice system, resulting in high costs and personnel time.
Supplies are up $20,270 for Pretrial Services software maintenance/support costs with vendor
application. Revenue is projected to increase $9,000 from pre -paid phone cards at the Community
Corrections Facility now earmarked to supplement the delivery of Pretrial Services.
Final budget adjustments include an increase in salaries of $34,045.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval including the 0.75
FTE Program Specialist ($41,201) to implement a Court Date Notification Program. In other
jurisdictions the program has proven to be very cost effective by reducing the number of clients
failing to appear for their court hearing, and subsequently may have warrants issued for them
resulting in jail time. As indicated above overall, failures to appear increases the workload of a
number of agencies in our criminal justice system and to Weld County, resulting in high costs and
personnel time.
BOARD ACTION: At the Early Warning Budget Session on September 20, 2016, the Board
approved funding the Court Date Notification Program immediately, since it so cost effective by
reducing the number of clients failing to appear for their court hearing, and subsequently may
have warrants issued for them resulting in jail time. All other items approved as recommended.
239
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services Assessments
Defendants on Supervision (ADP)
Court Date Call Notifications
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
2,920 3,000
1,000 1,000
N/A N/A
.332 .320
$2.47
$2.70
3,100
1,000
4,000
.333
$2.89
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 -3 JS -2: Pretrial
To use evidence based practices in
2,920
1,501
3,100
Services. Assist
defendant risk assessment for possible
defendant risk
defendant risk
projected
county and judicial
pretrial release and supervision of
assessments at
assessments at
defendant risk
officials by
defendants in the community;
the jail and
the jail and
assessments at
formulating release
1,000
1,000
the jail and
recommendations
defendants on
defendants on
1,000
and providing
average daily
supervision
projected
supervision of
defendants that
reasonably assure
Estimated variable cost
supervision
defendants on
supervision
that those on
conditional release
return to court and
do not engage in
criminal activity
pending their trial
and/or sentencing.
avoidance/savings by helping manage
high expense of operating the jail;
$2,643,252
$1,411,320
$2,822,640
240
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 -3 JS 3-1:
Provide professional
staffing and
guidance to the
CJAC; facilitate, and
advance the work of
this committee.
Set meeting dates. agendas, take
meeting minutes and distribute to
members and the BOCC; maintain
CJAC bylaws
Four to Six
meetings
Four to Six
meetings
Four to Six
meetings
Implement
Court Date
Notification
Program
241
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
FINAL
NEXT FY
Personnel Services
$ 957,519
$ 1,167,015
$ 1,296,053
$ 1,348,705
Supplies
20,045
27,690
27,690
27,690
Purchased Services
137,080
244,098
187,098
187,098
Fixed Charges
44
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,114,688
$ 1,438,803
$ 1,510,841
$ 1,563,493
Revenue
628,370
964,350
964,350
964,350
Net County Cost
$ 486,318
$ 474,453
$ 546,491
$ 599,143
Budgeted Positions
15.0
16.0
17.0
17.0
SUMMARY OF CHANGES: Personnel Services are up $129,038 with $57,000 attributed to
overtime that was misclassified last year during the transition, and $72,038 for an Alternative
Programs Case Manager position. Alternative Programs (work release/electronic monitoring) was
previously under the Sheriff's Office and transferred to the department in 2016. Request is for 1.0
FTE Alternative Programs Case Manager ($72,038). Position would create case management
function not previously realized when under the Sheriff's Office. Position would aid offender
clientele with multitude of unaddressed life -issues to improve overall safety, and service delivery;
provide liaison with court, county personnel and community agencies; and assist in overall
mission to place offenders in a less expensive environment.
No change in the area of supplies. Purchased Services shifted $57,000 to overtime from a
misclassified services account. Revenue to remain stable at $964,350.
Final budget adjustments include an increase in salaries of $52,652.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
Alternative Programs Case Manager position, which should be cost effective in keeping the jail
inmate population lower to offset the cost of the position and allow clients to better transition back
into the community.
BOARD ACTION: Approved as recommended, including the funding of an Alternative Programs
Case Manager position.
242
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
180 180 180
70 70 70
.524 .539
$1.70
$1.60
.553
$1.95
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:
Alternative
Programs - Provide
safe, community
based correctional
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
Offender utilization
by providing less
costly sentencing
alternative jail
incarceration for
adult convicted
offenders;
Offenders
participating in
educational and/or
vocational
programming;
Estimated variable
cost savings of
programs to
180 - Work Release
70 - EHM
N/A
180 - Work Release
70 - EHM
N/A
180 - Work Release
70 - EHM
100%
or on electronic
monitoring home
confinement.
taxpayers.
$1,564,425
$1,564,425
$1,564,425
243
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
FINAL
NEXT FY
Personnel Services
$ 63,429
$ 72,630
$ 72,630
$ 73,571
Supplies
1,226
500
500
500
Purchased Services
529
500
500
500
Gross County Cost
$ 65,184
$ 73,630
$ 73,630
$ 74,571
Revenue
16,810
14,000
14,000
14,000
Net County Cost
$ 48,374
$ 59,630
$ 59,630
$ 60,571
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $941.
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.
244
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
FINAL
NEXT FY
Personnel Services
$ 56,318
$ 56,985
$ 59,374
$ 59,374
Supplies
3,592
3,000
3,111
3,111
Purchased Services
2,738,310
2,864,360
2,815,769
2,815,769
Fixed Charges
26,293
25,051
25,051
25,051
Capital
0
0
0
0
Gross County Cost
$ 2,824,513
$ 2,949,396
$ 2,903,305
$ 2,903,305
Revenue
2,967,129
2,949,396
2,903,305
2,903,305
Net County Cost
$ -142,616
$ 0
$ 0
$ 0
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES: Average daily residential and non-residential offender populations
at the community corrections facility remain steady. State allocation for SFY 2016-2017:
$1,428,745 for Residential Diversion services, $814,231 for Residential Transition services,
$276,531 for Residential Condition of Parole services, $55,936 for Non -Residential services,
$110,000 for Correctional Treatment Support services, $15,363 for Residential Condition of
Probation services, $95,064 for Facility Payment funding to mitigate vendor staff turnover and
promote evidence based programming and, $107,435 for Community Corrections Board and
department administration.
Lease amount to use the community corrections facility by vendor increased to $288,612 per year
and is listed as revenue under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. No county costs
for this program.
BOARD ACTION: Approved as recommended.
245
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
0.035
0.034
0.033
Goal PS JS3: To provide safe and less expensive alternatives to the use of jail and prison; administer the
Weld County Community Corrections Board, various contracts and agreements with the Colorado
Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of
the Community Corrections Facility.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS3-1:
Cost savings by providing a less costly
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
237
$2,967,129
$1,800,000
240
$2,949,396
$1,800,000
240
$2,903,305
$1,800,000
Community Corrections Programs to
County.
246
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
FINAL
NEXT FY
Personnel Services
$ 1,074,444
$ 1,044,026
$ 1,044,026
$ 1,057,695
Supplies
99,784
40,000
48,440
48,440
Purchased Services
109,592
87,330
111,539
111,539
Fixed Charges
169,708
138,415
174,027
174,027
Capital
0
0
0
0
Gross County Cost
$ 1,453,528
$ 1,309,771
$ 1,378,032
$ 1,391,701
Revenue
4,021,317
4,500,000
3,735,000
3,735,000
Net County Cost
$ -2,567,789
$ -3,190,229
$ -2,356,968
$ -2,343,299
Budgeted Positions
12.00
12.00
12.00
12.00
SUMMARY OF CHANGES: Supplies are up $8,440 due to the software maintenance for Accela.
Purchased Services are up $24,209 primarily due to vehicle costs being up $17,409, phones
$3,000, memberships $1,000, printing $2,000, tuition $1,000, and postage $300. Fixed costs are
up $35,612 from the chargeback from Engineering. Two Electrical Inspector II positions are
eligible for promotion to Electrical Inspector III.
Revenues are down $765,000 due to the drop in oil and gas activity. The total revenue of
$3,735,000 is based upon the projection of revenues, if the county moves from the 2006 to the
2012 IBC fee schedule. If the county does not move to the IBC schedule revenues will need to be
reduced to $2,960,000 or a reduction of $775,000.
Final budget adjustments include an increase in salaries of $13,669.
FINANCE/ADMINISTRATION RECOMMENDATION: The budget is recommended as
presented. It is recommended that the county move from the 2006 to the 2012 IBC fee schedule.
Most jurisdictions are currently on the 2012 fee schedule and the City of Greeley is moving to the
2016 fee schedule later this year. Historically, the County has moved with the IBC changes and
never been as far behind in versions as the County is currently, which is ten years since 2016 is
available. Failure to move to the 2012 IBC fee schedule will mean revenues need to be reduced
$775,000 for 2017.
The promotion of the two Electrical Inspection II positions to Electrical Inspector III is
recommended.
247
BUILDING INSPECTION
(CONTINUED)
1000-25100
BOARD ACTION: Board approved the county moving from the 2006 to the 2016 IBC fee
schedule effective January 1, 2017. They also directed staff to amend the permit fee structure
assessed for tank batteries and other oil and gas equipment from the current methodology to a
$1,000 fee per site. The two changes were revenue neutral, so there was no need to adjust
Building Inspection revenue amounts for 2017.
The Board approved the promotion of the two Electrical Inspector II positions to Electrical
Inspector III. All other items were approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed
Avg. # of inspections per building permit
Number of Inspectors
Number of Plan Reviews
Number of Plan Examiners
Number of Building Compliance violations
Number of Building Complaints
Number Compliance cases closed
Number of miles driven by inspectors
26,328 24,400
17.62 19.41
6 5
2,045 1,880
3 2
115 40
59 30
72 60
152,923 110,000
23,500
18.5
5
1,800
2
50
35
60
115,000
248
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
14
100%
14
100%
14
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%
2
2
2
Ensure routine
communication
with builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
4
4
4
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
3
3
3
Consistent
inspections
conducted in the
field
Provide "team training" in the field to
ensure consistency by inspectors
249
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)
99.5
99%
99%
Ensure timeliness
of entering
inspections and
appropriate
follow-up.
Maintain proficiency in Accella to ensure
information is updated and available
90%
100%
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%
250
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
FINAL
NEXT FY
Personnel Services
$ 389,744
$ 442,402
$ 442,402
$ 461,100
Supplies
60,244
76,200
76,200
76,200
Purchased Services
365,582
424,350
409,886
409,886
Fixed Charges
10,237
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 825,807
$ 942,952
$ 928,488
$ 947,186
Revenue
43,212
6,000
6,000
6,000
Net County Cost
$ 782,595
$ 936,952
$ 922,488
$ 941,186
Budgeted Positions
2 FTE
7 PT
2 FTE
7 PT
2 FTE
7 PT
2 FTE
7 PT
SUMMARY OF CHANGES: Only change in the requested budget is Purchased Services
decreased a total of $14,464 based on a decrease in fuel costs.
Final budget adjustments include an increase in salaries of $18,699.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
251
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
All operations will meet established codes,
polices, and procedures
Attendance at all safety meetings
Lane miles mowed annually
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
100% 100% 100%
95%
1,300
.070
$2.73
95%
1,300
.067
$3.15
95%
1,300
.065
$3.06
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%
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards Planning
and Coordination with county departments, agencies and organizations.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 278,233
$ 287,696
$ 287,696
$ 293,906
Supplies
1,942
35,400
26,400
26,400
Purchased Services
29,999
46,765
46,295
46,295
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 310,174
$ 369,861
$ 360,391
$ 366,601
Revenue
77,055
38,000
55,000
55,000
Net County Cost
$ 233119
$ 331,861
$ 305,391
$ 311,601
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: The expenditures are down $9,470 with a $9,000 drop in supplies
for software, and $470 drop in purchased services in depreciation for vehicles. Revenues from
the EMPG funds are up $17,000 for a total of $55,000. Net county costs for the requested budget
are down $26,470.
In the area of software and computer services the Office of Emergency Management is requesting
the following changes to the 2017 budget: Funding for a web -based program named Ready Ops,
this programs provides the ability for OEM and other County departments that have a need for
management of personnel and resources to use the program. OEM will focus on utilizing the
system for a resource data base in our EOC and communicating with EOC staff on activation and
notifications. This program can also be used for the COG team and other departments for
notifications and utilized for incident command. The web based program is $6,000 on an annual
basis. The department has maintenance costs for the stream gages ($9,000), and the Damage
Assessment program purchased in 2016 ($3,500).
Final budget adjustments include an increase in salaries of $6,210.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the new
web -based program named Ready Ops.
On July 11, 2016, the Board authorized applying for a Hazardous Material Planning grant for
hazardous chemical facilities and chemical transportation. The grant is for $75,000 with a 20% or
$15,000 local match. If the grant is approved in October, 2016, the grant funding and local match
will need to be added into the final 2017 budget.
253
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
BOARD ACTION: The Hazardous Material Planning grant was not approved, so there was no
need to add the local match of $15,000 for 2017. OEM is to work with IT to insure that the web -
based program named Ready Ops does not duplicate the notification system used by the dispatch
center or GovDelivery. All other items 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 1.047 1.010 0.975
Per capita cost $0.81 $1.12 $1.01
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.
254
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
255
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
FINAL
NEXT FY
Personnel Services
$ 2,660,901
$ 2,854,776
$ 2,935,272
$ 2,968,764
Supplies
96,406
179,500
193,200
193,200
Purchased Services
5,422,157
11,454,065
19,526,846
19,526,846
Capital
0
0
0
0
Contra
-190,509
-209,213
-348,055
-348,055
Gross County Cost
$ 7,988,955
$ 14,279,128
$ 22,307,263
$ 22,340,755
Revenue
0
0
0
0
Net County Cost
$ 7,988,955
$ 14,279,128
$ 22,307,263
$ 22,340,755
Budgeted Positions
28
28
29
28
SUMMARY OF CHANGES: Personnel Services increased $80,496 to fund a new Engineer
Tech I position ($65,646) for the added workload from the oil and gas USR process, and to
promote a current Engineer Tech Ito II ($7,086), and an Engineer II to III ($7,764). Final budget
adjustments include an increase in salaries of $99,138.
Supplies increased $13,700 based on the following: Office Supplies increased $1,500 based on
historical costs; Software Maintenance increase $12,200 based on amount received from IT for
costs of current software and the anticipation of $2,180 for the new Trimble surveying equipment.
Contra account increased $138,842 to fund the charge back to the Planning Department.
Purchased Services increased $8,072,781 based on the following: Printing and duplicating
increased $3,000 based on historical costs, Other Purchased Services decreased $7,195 for
decreased permit activity; Other Professional Services decreased $183,170 for decreased
activity; Vehicle Expense increased $18,146 based on historical costs; Repair and Maintenance
decreased $18,000 after Trimble Equipment has been replaced; Training increased $15,000
based on historical figures and anticipated training needs; Strategic Roads increased $6,245,000
based on CIP projects for 2017. Specific Strategic Road projects include bridge 53/58A
($400,000), WCR 105/SH14 intersection ($425,000), WCR 47 corridor ($5,000,000),
SH52/WCR 19 intersection ($450,000), WCR 390/WCR 105 intersection ($300,000), and
WCR 49 corridor ($10,400,000) for a total of $16,975,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
256
GENERAL ENGINEERING
(CONTINUED)
1000-31100
BOARD ACTION: New Engineer Tech I position for the oil and gas USR process was eliminated
on October 25, 2016, by the Board. Since the county is not going to have a USR process for oil
and gas the position is not needed. All other items approved as recommended, including position
upgrades. Projects were approved in the Capital Improvement Plan
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed
Number of construction projects completed
Number of land use case reviews
Access Permit
Right -of -Way Permits
Special Transport Permits
11
6*
127
601
522
2,264
17
6
150
525
405
2,200
11
6
350
525
405
2,200
*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%
257
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
FINAL
NEXT FY
Personnel Services
$ 54,345
$ 55,206
$ 55,206
$ 72,162
Supplies
1,284
3,200
3,200
3,200
Purchased Services
10,515
20,200
17,400
17,400
Fixed Charges
100
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 66,244
$ 78,606
$ 75,806
$ 92,762
Revenue
5,523
3,000
3,000
3,000
Net County Cost
$ 60,721
$ 75,606
$ 72,806
$ 89,762
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: Purchase Services are down $2,800 primarily in repair and
maintenance of vehicles, electric, and trash with offsetting increases in water and other
professional services. Line items were adjusted to reflect historical expenditure patterns. Overall
budget request is down $2,800.
Final budget adjustments include an increase in salaries of $16,956.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
258
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
0.035
0.034 0.033
$0.212 $0.255 $0.292
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
259
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
29,000
29,000
29,000
129,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 29,000
$ 29,000
$ 29,000
$ 129,000
Revenue
0
0
0
0
Net County Cost
$ 29,000
$ 29,000
$ 29,000
$ 129,000
Budgeted Positions
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. This represents $18,000
towards the staff position and $11,000 towards maintenance. The budget is the same as last year.
The Board agreed, in April, 2004, to fund the County's share. A new IGA was developed in 2006,
which includes full maintenance and administration of the trail, with each party paying one-third
of the costs. The City of Greeley actually does the maintenance and administration through its
Parks Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. This budget unit
consolidates all spending on trail maintenance and development, as well as any new park
development. Recommend the $29,000 for maintenance of the Poudre River Trail. No other
projects have been requested for 2017.
There are discussions regarding some major repairs being needed for the Poudre River Trail in
the near future. In preliminary discussions the Board has indicated a willingness to take on the
repairs of a section of the trail, if the other partners do the same. Public Works is doing a cost
analysis and determination if Public Works can do the work or if the work needs to be contract
out. If a decision is made prior to finalizing the 2017 budget a change in this budget may be
necessary. Otherwise it may be a mid -year 2017 request.
BOARD ACTION: Board added $100,000 to this budget as a contingency amount for repair work
to the Poudre River Trail in 2017, if needed.
260
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
FINAL
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.
261
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
19,000
19,000
19,000
19,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 19,000
$ 19,000
$ 19,000
$ 19,000
Revenue
0
0
0
0
Net County Cost
$ 19,000
$ 19,000
$ 19,000
$ 19,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $19,000 is the same as 2016. 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: Approved as recommended.
262
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
9,215
10,000
11,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 9,215
$ 10,000
$ 11,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 9,215
$ 10,000
$ 11,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2016 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($9,000). However, the Big Thompson Watershed
Forum has requested an increase of $1,000 to $2,000 for membership.
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 continued membership in
NFRWQPO. There is concern on the part of at least one Commissioner about the overall value
of the county being a member of the Big Thompson Watershed Forum, since we do not have
water rights, discharge permits, etc. regarding the Big Thompson River. Also, the North Front
Range Water Quality Planning Organization (NFRWQPO) contributes to the Big Thompson
Watershed Forum and we pay dues to the NFRWQPO, so are we paying twice? Only the current
funding level of $1,000 in included in the 2017 budget for the Big Thompson Watershed Forum.
Policy issue.
BOARD ACTION: Approved as recommended. Board only approved $1,000 for Big Thompson
Watershed Forum.
263
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
39,206
38,225
48,225
48,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 39,206
$ 38,225
$ 48,225
$ 48,225
Revenue
0
0
0
0
Net County Cost
$ 39,206
$ 38,225
$ 48,225
$ 48,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision has requested the same amount granted in 2016, which is
$38,225 for their base budget. However, in addition to their base budget they are requesting an
additional $10,000 to supplement costs associated with their Person -Centered Organization
(PCO) project. The PCO project was a three year effort to redesign how employees of the
organization interact with people they support, and how leadership interacts with their employees
through embracing the PCO practices. The PCO project was funded by a Daniel's Foundation
grant, which has now ended. Envision is asking Weld County for $10,000 to help sustain the PCO
project in the organization.
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended 2017 budget only
included the base budget amount of $38,225. The additional $10,000 is not recommended. Due
to the anticipated drop in oil and gas assessed valuation it is not recommended to take on new
programs in the 2017 budget. Plus, Weld County has not historically stepped in to fund county or
outside agency programs started with grant funds, once the grant funding end.
BOARD ACTION: Board approved the $10,000 to help sustain the PCO project in the
organization, but for one year only.
264
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
203,160
203,225
203,225
203,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 203,160
$ 203,225
$ 203,225
$ 203,225
Revenue
0
0
0
0
Net County Cost
$ 203,160
$ 203,225
$ 203,225
$ 203,225
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 2016.
$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.
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 2016.
BOARD ACTION: Approved as recommended.
265
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
FINAL
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 2017, since the usage justifies
Social Services paying 100%.
BOARD ACTION: Approved as recommended.
266
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
25,000,000
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 25,000,000
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 25,000,000
$ 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 2017 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
267
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
FINAL
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.
268
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
6,820,296
4,537,102
4,869,653
4,869,653
Capital
0
0
0
0
Gross County Cost
$ 6,820,296
$ 4,537,102
$ 4,869,653
$ 4,869,653
Revenue
0
0
0
0
Net County Cost
$ 6,820,296
$ 4,537,102
$ 4,869,653
$ 4,869,653
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.
269
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
155,000
165,000
165,000
165,000
Gross County Cost
$ 155,000
$ 165,000
$ 165,000
$ 165,000
Revenue
0
0
0
0
Net County Cost
$ 155,000
$ 165,000
$ 165,000
$ 165,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Upstate Colorado requested $100,000, which is the same as the
2016 level of funding. East Colorado Small Business Development Center has requested
$65,000, which is also the same as 2016.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In light of the fact
that nearly two-thirds of the property tax base of Weld County is derived from the energy industry
it is critical long term for the county to increase the diversification of the local property tax base,
and the primary job employment base to have a long-term sustainable local economy. Upstate
Colorado and SBDC are the two primary agencies for promoting economic development in Weld
Colorado.
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 2017,
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.
270
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
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.
271
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-
272
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
FINAL NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
87,714
73,000
70,000
70,000
Purchased Services
479,239
443,602
425,535
425,535
Fixed Charges
-30,080
93,933
115,000
115,000
Gross County Cost
$ 536,873
$ 610,535
$ 610,535
$ 610,535
Revenue
108,519,940
92,060,096
103,007,032
102,048,987
Net County Cost
$ - 107,983,067
$ - 91,449,561
$ - 102,396,497
$- 101,438,452
SUMMARY OF CHANGES: The expense side of this budget is unchanged from 2016. Line item
amounts have been adjusted to reflect recent expenditure patterns.
Revenues are up $9,988,891 over the current year. Property taxes are budgeted at $92,537,350
up $6,989,758. Revenue from interest earnings are down $200,000 at $1,200,000 for 2017.
Tobacco tax revenues are up $20,000 since the state is sharing back a larger portion of the tax
with local governments. 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 $272,670 for Brighton URA,
$29,450 for the Erie URA, and $101,175 for South Firestone URA. Other smaller revenues are
stable with little change. Total revenues are $102,048,987.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. If the Board
decides to change the funding level for the county picnic in 2017 the funds would come from the
miscellaneous line item.
BOARD ACTION: Approved as recommended. Miscellaneous Expense account includes
$10,000 for second year funding of Colorado Ammonia Monitoring Project at CSU, and $50,000
for unanticipated special projects or professional services to be approved by the Board in 2017.
Urban Renewal Authorities were adjusted to final assessed valuations. Parking revenue was
reduced $6,000. Property tax was adjusted due to final assess valuation and $126,500 transferred
to the Capital Fund. Tax incentives were approved for Specialty Products ($876), Norfolk Steel
($4,250), Carestream ($19,865), Boulder Scientific ($14,650), Cargill ($7,249), Advance Forming
Technology ($14,327), Vestas ($37,527), and Rocky Mountain Waterjet ($1,732), for a total of
$100,476.
273
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
FINAL
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.
274
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
63,331
90,737
70,757
35,737
Gross County Cost
$ 63,331
$ 90,737
$ 70,757
$ 35,737
Revenue
0
0
0
0
Net County Cost
$ 63,331
$ 90,737
$ 70,757
$ 35,737
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
RSVP 0 15,000 0 0
211 Information and Referral 65,000 25,000 25,000 25,000
Youth and Family Connection 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
Rotary — Poudre Learning Center 15,000 0 0 0
1451 Collaboration Management 0 0 0 0
Colorado Therapy Horses 0 20,000 0 0
Audio Information Network 5,737 5,757 5,757 5,737
Total $90,737 $70,757 $35,757 $35,737
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 2016. Recommend approval. Final funding $5,000.
RSVP has requested $15,000 for 2017. Board funded the $5,500 request on a one-time
basis in 2015 only. A 2017 request for $15,000 was made to fund operational and staffing
expenses of the seven community service projects. Due to the anticipated drop in oil and
gas assessed valuation it is not recommended to take on new programs in the 2017
budget. Funding is a policy issue for the Board. No funding.
275
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
211 Information and Referral program has requested $25,000 for the 211 information
and referral system operated by United Way. This is a decrease of $40,000 over the 2016
funding level of $65,000. The additional 2016 funds were for a one-time request to build
211 capacity with $35,000 to move the database to a taxonomy structure, and $5,000 for
computer hardware upgrade. The recommended budget includes base level funding of
$25,000. 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 2015. 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 2017. 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. No funding. Programs to be funded through
CSBG program.
Colorado Therapy Horses has requested $20,000 for 2017. The funding would be a
one-time funding for a capital project to purchase 55 acres for the program. Colorado
Therapy Horses is a premiere therapeutic service provider offering non -riding equine
therapy to veterans and other individuald. Funding is a policy issue for the Board. No
funding.
BOARD ACTION: See notes for each agency regarding final funding in italics. Net change was
$20.
276
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
FINAL
NEXT FY
Personnel Services
$ 8,047
$ 95,940
$ 95,940
$ 95,940
Supplies
5,156
23,000
34,750
34,750
Purchased Services
16,477
25,000
13,250
13,250
Fixed Charges
0
0
0
0
Capital
70,000
0
0
0
Gross County Cost
$ 99,680
$ 143,940
$ 143,940
$ 143,940
Revenue
0
0
0
0
Net County Cost
$ 99,680
$ 143,940
$ 143,940
$ 143,940
Budgeted Positions
1
2
2
2
SUMMARY OF CHANGES: This is the second Weld County Bright Futures Program
administration budget request. The actual budgetary needs are still evolving, so for 2017 the
program still includes two positions: one clerical and one public relations/administration position.
Supplies and services have been left the same in total, but reallocated based upon the evolving
needs and expenditure patterns of the program.
In 2016, $15,000,000 in property tax incentive credits were budgeted and placed in a trust fund.
Donations for this program are placed in a separate trust fund to pay the student grants.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. A marketing study
is being conducted by Upstate Colorado, which should give direction on the marketing strategy
for this program. Based upon the results the second unfilled position may be changed, such as
the function contracted out, versus done in-house.
BOARD ACTION: Approved as recommended.
277
BRIGHT FUTURES
(CONTINUED)
1000-90160
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Students in Program 0 1,109 1,200
Investments 0 $1.25M $1.75M
Efficiency Measures
FTE's per 10,000/capita .035 .067 0.650
Per capita expenditure $0.35 $0.48 $0.47
278
BUDGET UNIT REQUEST S UMMA R Y
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
FINAL
NEXT FY
Personnel Services
$ 276,314
$ 304,605
$ 307,605
$ 314,726
Supplies
3,936
9,300
6,300
6,300
Purchased Services
26,225
44,400
39,400
39,400
Fixed Charges
785
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 307,260
$ 358,305
$ 353,305
$ 360,426
Revenue
0
0
0
0
Net County Cost
$ 307,260
$ 358,305
$ 353,305
$ 360,426
Budgeted Positions
10.25
13.00
11.00
11.00
SUMMARY OF CHANGES: An additional $3,000 has been added to Personnel Services. This
addition reflects the change of the half-time Horticulture position to full-time (now the
Horticulture/Agriculture position) and the agreement between the County and CSU to split the
funding 50/50. Previously, the County fully funded the half-time position. With this change, the
County agreed to increase their contribution by up to $3,000, with CSU matching total county
funds, up to $25,000.
After examination of the 2015 actual expenses, and year-to-date expenses in 2016, Supplies and
Purchased Services have been decreased by $3,000 and $5,000 respectively. Operating
supplies were reduced by $3,000. In Purchased Services the reductions were in printing ($3,000),
repairs ($1,000), and postage ($2,000) with an offsetting increase of $1,000 in travel and
meetings.
Two nutrition educator positions have been removed from Budgeted Positions. These positions
were CSU grant -funded positions, so they do not impact the budget.
Final budget adjustments include an increase in salaries of $7,121.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
279
EXTENSION SERVICES
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment
Master Gardener contacts
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
910 1,000 1,000
2,884 3,000 3,000
.358 .421 .358
$1.07
$1.21 $1.17
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.
280
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
FINAL
NEXT FY
Personnel Services
$ 83,846
$ 79,585
$ 79,585
$ 80,382
Supplies
0
20,000
20,000
20,000
Purchased Services
40,995
40,995
40,995
40,995
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 124,841
$ 140,580
$ 140,580
$ 141,377
Revenue
0
0
0
0
Net County Cost
$ 124,841
$ 140,580
$ 140,580
$ 140,377
Budgeted Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: No change. The department would like to carry over the $20,000
each year from 2015 and 2016 for livestock pens to get new tie rails in the Livestock Barn in 2017.
Final budget adjustments include an increase in salaries of $797.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered
Exhibitors registered
Attendees
Efficiency Measures
Per capita cost (county support)
7,465 7,500 7,600
1,758
1,800 1,800
36,000 37,000 37,000
$0.436 $0.473 $0.460
281
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
FINAL
NEXT FY
Personnel Services
$ 82,598
$ 111,001
$ 111,001
$ 109,514
Supplies
1,555
1,500
2,000
2,000
Purchased Services
4,899
7,850
7,350
7,350
Gross County Cost
$ 89,052
$ 120,351
$ 120,351
$ 118,864
Revenue
2,560
16,640
16,640
16,640
Net County Cost
$ 86,492
$ 103,711
$ 103,711
$ 102,224
Budgeted Positions
1.5
2.0
2.0
2.0
SUMMARY OF CHANGES: Supplies are up $500 for other supplies. Purchased Services are
down $500 primarily in phones ($1,300) with offsetting increases in travel and meetings ($700),
and printing ($100). Overall 2017 budget request amount is the same as last year.
Final budget adjustments include a decrease in salaries of $1,487.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
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
2,634 2,650
4,947 4,800
0.053 0.068
$0.302 $0.349
PROJECTED
2,650
4,800
0.068
$0.332
282
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal HHS7: 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 HHS8: 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 HHS9: 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%
283
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
70,131
117,490
143,796
143,796
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 70,131
$ 117,490
$ 143,796
$ 143,796
Revenue
0
0
0
0
Net County Cost
$ 70,131
$ 117,490
$ 143,796
$ 143,796
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2017 is $478,092, which is
an increase from the 2016 budget of $55,794 or 13.2 percent. Revenue from rents and facility
use fees for 2017 will increase $3,195 to $190,500. The County payment for the Event Center is
proposed to be $143,796, which is an increase of $26,306 from the 2016 payment of $117,490
or 22.4 percent. The increase is primarily in salaries and benefits. 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.
The City of Greeley will also contribute $143,796 for 2016, per the intergovernmental agreement
between Weld County and the City of Greeley for the operation of the facility.
It should be noted, although staffing and cost have been shifted to the Events Center from other
Island Grove County buildings, the total 2017 county costs for both the Event Center and other
Island Grove County buildings is only up $3,479 or less than one percent from $537,955 to
$540,729.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
284
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,186,126
3,214,324
3,496,170
3,496,170
Fixed Charges
373,000
333,149
349,391
349,391
Capital
0
0
0
0
Gross County Cost
$ 3,559,126
$ 3,547,473
$ 3,845,561
$ 3,845,561
Revenue
0
0
0
0
Net County Cost
$ 3,559,126
$ 3,547,473
$ 3,845,561
$ 3,845,561
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. $40,000 for engineering for water rights on
gravel pits, $2,085 for discharge permits, and $44,606 for water right assessments owned by the
county. $302,700 is funded for the leases of county assets. $3,446,170 is funded for depreciation
of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
285
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
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 2,306,806
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 2,506,806
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 2,506,806
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects no increase in health insurance costs. 2017 salary
increases are a policy issue for the Board, but there are funds for step increases due employees
in 2017 and 2.5 percent contingency salary amount included in this budget. There are no other
benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: Approved as recommended.
286
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