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Home My WebLink About20153952.tiff t UNTVI 0 %VELD ( 1 I IC I r• ' 'f *�" -- •'}� '• rr++►,wc - -s 4, r- eP• ..f--!- '..o*r Tom„vs • p ;t - • • MM R now ,r- « �' II rfi '' r w • •� • ry i y • Ili .?'.ft-' t + I • e ` . � 1 4 i 0••• - •• - • i . ., , Yi . Nos .• a . OP 1, •`tatik n ac � .awt. • vr + at 7if,� 1 • ik • 1 . *f :St 4 'i . . J ... 11( a - lir li, I , 440 a' " k e, ' , ". ;: . . ....„... ..• . kid,. .• r l 'Or s.t/ir **et t ?IP • .1 14 .. ":4,, ' .' • , . Ina .4 , , , • • sido, , . .. 11,00, Calleri : • IS . . 4.1g, I. , -I it.. "IPP4 1, .1, 1 , AL% ••kiliellp 4 Vii' « 4 s i li t . iiii."Ii. IIPi: t i rniiii ., - . -); , . VIIIP 1tis'skirdaocemp •lity. re . • w _ s is:rics.. . 4.- ,. lir ti . . .. „... .. i• • >1444,,tp# al ip .il i - 4. . - ... k.‘ 4r4 . I I.IF lee. i ik se j -it - ' :; I 1 d nrilliot •. . . . . J- _ 2 OH) 1 on ) ..._, 111 FINAL . . 1 BUDGET . . . . . 40, .11 . ...„„ ... t • AP" 40 t 4104 •r .. • iier \s„.. 4 • 1 \ier . tied 7 if,- a I Pr: .. 4 ,..:_:, . , . , . . ,.. , 4 s . 4 , ..., ,• k 41(\ ittit ii 1?),Iiii 1 �., 1, th ,. # . • '►. k •i 0 oils. 0,4 , r-,.. . . 4 011).4, . ... . , i . .. . . sii. , , . 4 .. . , a4_, . . -Ste rt.. .. •J 4, 4 se • • votc • ' t yd• -111 ow .3 • ilk ♦ lifi may+ . , i. !e • S ,�� ,.•• t L• • • �I 1 'rc-1 MC i ill ' ."-, . '-:.V A- - .:' . . ' -•t' ri} •' • f 4 lit ell . 16fra .w'e!►''�' e"!` 4'•" �''It',!R ' " , se. • T' '�Ai t .. _ ` , • •• 1e • • • • Elf a4i , - Seel •0 • ID i t THE FOUR SEASON ' S OF WELD COUNTY ...sit: STATE OF COLORADO _. ! ,.. J LL ! r7 UN iY 1-, i f ' - .,, • :it,. �.... },t'p„4-•+. F- t I • COUNTY OF WELD 2016 FINAL BUDGET MESSAGE PRESENTED TO : WELD COUNTY BOARD OF COMMISSIONERS Barbara Kirkmeyer, Chair QMike Freeman , Pro-Tem Sean P . Conway, Commissioner Julie A. Cozad , Commissioner Steve Moreno, Commissioner BY THE DIRECTOR OF FINANCE AND ADMINISTRATION DONALD D . WARDEN QDecember, 2015 0 \ 1861 , TrE GOUNTYIi411 TABLE OF CONTENTS 111 PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 16 STRATEGIC PLAN 19 POINTS OF ISSUE AND POLICY MATTERS : 2016 BUDGET STRATEGY 53 2016 BUDGET CALENDAR 56 Explanation of Overview of Budget and Management System 57 Overview of Budget and Management System 59 Hierarchy of Budget Information 60 Budget Process 61 Significant Budget and Accounting Policies 62 Explanation of Individual Funds 64 Budget Policies 66 4 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 2016 Guidelines 76 Li) 2016 Special Budget Instructions 78 2016 Program Issues 80 Revenue Policies and Assumptions 81 Specific Revenue Assumptions of Significant Revenue 82 Major Revenue Historical Trends and Analysis 84 Department/Fund Matrix and Organizational Responsibility for Budget Units 91 Policy Matters/Points of Issue with Fiscal Impact 94 EMPLOYEE SALARY SCHEDULE AND BENEFITS : 2016 Salary and Benefit Recommendations 97 2016 Other Benefits 98 Position Authorization Changes Due to 2016 Budget 99 SUMMARY OF FUNDS : Graph - - All Funds Revenue 101 Graph - - All Funds Expenditures 102 Graph - - Mill Levy 103 2016 Summary of Fund Balances 104 2016 Summary of Major Revenues and Expenditures 106 2015 Estimated Summary of Major Revenues and Expenditures 108 2014 Actual Summary of Major Revenues and Expenditures 110 i • PAGE SUMMARY OF FUNDS (CONTINUED ) : Governmental Funds - 2014 - 2016 Summary of Estimated Financial Sources and Uses 112 2015 Assessed Values to be Used for 2016 Budget 114 N et Program Cost 115 Seven Year Trend Data : Beginning Fund Balance 117 County Expenditures 118 Weld County - Organizational Chart 119 S ummary of County Funded Positions 120 GENERAL FUND : Graph -- General Fund Revenues 123 Graph -- General Fund Expenditures 124 Seven Year Trend Data General Government 125 Public Safety 126 Health and Welfare 127 N arrative Fund Summary 128 S ummary of Revenue 130 Summary of Expenditures 132 Office of the Board 134 County Attorney 136 illi Public Trustee 138 Clerk to the Board 140 Clerk and Recorder: Recording/Administration 142 Elections 145 Motor Vehicle 147 Treasurer 149 Assessor 151 County Council 154 District Attorney : Seven Year Trend Data 155 Budget Unit Summary 157 Juvenile Diversion 158 Juvenile Restorative Justice 159 Victim/Witness Assistance 160 Finance and Administration 161 Accounting 163 P urchasing 165 Human Resources 167 Planning and Zoning 170 Buildings and Grounds 175 Weld Plaza Building 178 Information Technology 179 Geographical Information System 183 Innovation and Technology Projects 185 410 Printing and Supplies 187 ii PAGE • GENERAL FUND ( CONTINUED ) : S heriffs Office : Seven Year Trend Data 189 Budget Unit Summary - All Departments 190 S heriff' s Administration Patrol 196 S heriff's Administration Detention 198 S heriff's Professional Standards 200 S heriff's Civil Unit 202 S heriff' s Support Services 204 S heriff' s Patrol 206 S heriff's Investigations Unit 208 Municipal Contract Enforcement 210 S heriff' s Office Ordinance Enforcement 212 Regional Forensic Laboratory 214 Victim Advocate Services 216 Multi-Jurisdictional Drug Task Force 218 Inmate Services 220 Security Unit 222 Courts and Transportation 224 Contract Jail Space 225 Communications - County Wide 226 Communications System Development 229 Public Safety Information System 230 Coroner 232 P re-Trial Services 236 Work Release 239 Adult Diversion Services 240 Community Corrections 241 Building Inspection 243 N oxious Weeds 247 Office of Emergency Management 249 General Engineering 252 Missile Site Park 254 Parks and Trails 256 Airport Transfer 257 Senior Programs 258 Waste Water Management 259 Developmentally Disabled 260 Mental Health 261 Child Advocacy Center 262 Transfers : Retirement 263 Human Services 264 Health Department 265 Economic Development 266 Building Rents 268 N on- Departmental 270 Retiree Health Insurance 271 Community Agency Grants 272 Bright Futures 274 Extension Service 276 iii PAGE GENERAL FUND ( CONTINUED ) : County Fair 278 Veterans Services 279 Island Grove Building 281 Asset and Resource Management 282 Contingency (Salary) 283 PUBLIC WORKS FUND : Graph -- Public Works Revenues 285 Graph -- Public Works Expenditures 286 Graph -- Seven Year Trend Data 287 N arrative Fund Summary 288 Concerning Local Accountability for Money Used for Highway Purposes 290 Construction Bidding for State-Funded Local Projects 291 S ummary of Revenue 292 S ummary of Expenditures 293 Summary — All Departments 294 Administration 295 Trucking 297 Motor Grader 299 Bridge Construction 301 Maintenance Support 303 Other Public Works 305 Mining 307 Pavement Management 309 Grants-in -Aid to Cities and Towns 311 N on-Departmental Revenue 312 Contingency (Salary) 313 SOCIAL SERVICES FUND : Graph -- Social Services Revenues 315 Graph -- Social Services Expenditures 316 Graph -- Seven Year Trend Data 317 Fund Narrative 318 Estimated Revenue 319 Mandated Programs 320 S ummary of Revenue 321 S ummary of Expenditures 322 S ummary — All Departments 323 County Administration 329 Non- Program Revenue 331 Other Programs 332 Child Support Administration 334 Temporary Assistance to Needy Families 336 Aid to Needy Disabled 338 Child Care 340 Old Age Pension 342 Q Child Welfare and Administration 344 Core Services 346 Adult Protective Services 348 iv PAGE SOCIAL SERVICES FUND (CONTINUED ) : LEAP Program and Administration 350 General Assistance 352 PUBLIC HEALTH AND ENVIRONMENT FUND : Graph -- Health Fund Revenues 355 Graph -- Health Fund Expenditures 356 Graph -- Seven Year Trend Data 357 N arrative Fund Summary 358 Summary of Revenue 360 S ummary of Expenditures 361 Budget Unit Summary - All Departments 362 Administration 365 N on - Program Revenue 367 Health Communication 368 P ublic Health Services 370 Environmental Health Services 372 P ublic Health Preparedness 374 HUMAN SERVICES FUND : Graph -- Seven Year Trend Data 375 N arrative Fund Summary 376 S ummary of Revenue 377 Summary of Expenditures 379 S ummary — 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 v PAGE SPECIAL REVENUE FUNDS : Narrative Summary of Special Revenue Funds 407 Conservation Trust Fund : S ummary of Revenue 408 S ummary 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 : S ummary of Revenue 419 S ummary of Expenditures 420 Budget Unit Request Summary - Code Enforcement 421 Budget Unit Fund Summary 422 CAPITAL FUNDS : Graph - - Seven Year Trend 425 N arrative Fund Summary 426 Summary of Revenue 427 S ummary of Expenditures 428 Budget Unit Summary 429 Long Range Capital Projects Five-Year Plan 430 PROPRIETARY FUNDS : N arrative Summary of Funds 473 IGS - Motor Pool Fund S ummary of Revenue 474 S ummary of Expenditures 475 Budget Unit Summary - Motor Pool Administration 476 Budget Unit Summary - Motor Pool Equipment 478 IGS - Health Insurance Fund : S ummary of Revenue 481 S ummary of Expenditures 482 Budget Unit Summary 483 vi PAGE PROPRIETARY FUNDS (CONTINUED ) : IGS - Insurance Fund : S ummary of Revenue 485 S ummary of Expenditures 486 Budget Unit Summary 487 IGS - Phone Services Fund : Summary of Revenue 489 S ummary of Expenditures 490 Budget Unit Summary 491 Weld County Finance Authority : Budget Unit Summary 493 GLOSSARY 495 • SUPPLEMENTAL DATA: U pstate Colorado : Economic and Demographic Profile 511 COLORADO ' S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR : Population Distribution 524 Taxable Assessed Value by Type 525 Revenue Sources 526 Primary Sources of Revenue 527 Primary Revenue Sources ( Normalized to Population 528 Parcel Counts 529 P roperty Tax per Parcel 530 Citizens Served per County Employee 531 Support Functions per 1 , 000 Employees 532 Finance Support Functions per 1 , 000 Employees 533 P lanning and Zoning/Building Inspection FTE per 10 , 000 Unincorporated Pop 534 Treasurer FTE per 100 , 000 Population/ 100 , 000 Tax Notices 535 Assessor FTE per 100 , 000 Population/ 10 , 000 Parcels 536 Clerk and Recorder FTE per 100 , 000 Population 537 Clerk Motor Vehicle FTE per 100 , 000 Vehicle Registrations 538 District Attorney FTE per 100 , 000 Population 539 S heriff Office FTE per 100 , 000 Population 540 S heriff Patrol FTE per 100 , 000 Unincorporated Population 541 vii 0 v GOUNTY • GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin gu ishe d B udge t Presentation Award PRESENTED TO " dik Weld County Colorado For the Fiscal Year Beginning January 1 , 2015 filer deS•Atrzsa Executive Director • 1 0 X861 do '/StrE = J UNTYT 0 2 • ! , \ DEPARTMENT OF FINANCE AND ADMINISTRATION 1 $ 61 PHONE : (970 ) 356-4000 , EXT.4218 FAX : (970) 352-0242 tacrEfic 1150 O STREET P . O . BOX 758 GREELEY, COLORADO 80632 COUNTY December 14 , 2015 w Weld County Board of Commissioners 1150 0 Street Greeley, CO 80631 y • Board Members : As Weld County begins 2016 the County is in excellent financial condition with no debt, no sales tax , one of the lowest mill levies among all Colorado counties , a significant cash reserve , and a fully funded pension plan . The Weld County 2016 Final Budget for operations and capital outlay totals a gross amount of $300 , 949 , 224 with a net of $295 , 779 , 975 when interfund transfers are excluded . The Internal Service Funds total an additional $30 , 764 , 247 . The budget has been prepared in accordance with your directives developed during the budget process . The budget is funded with revenue estimates of $ 134 ,431 , 569 , anticipated fund balances of $ 105 , 550 , 000 , and the maximum allowed property tax under Amendment One (TABOR ) and the Weld County Home Rule Charter of $ 180 , 543 , 870 . 2015 BUDGET HIGHLIGHTS ➢ Assessed value increased 27 .4 % , or $2 .456 billion , primarily from oil and gas production . ➢ Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 . ➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $30 million . ➢ Begin the two year construction of the concrete five-lane CR 49 corridor from U . S . Highway 34 south to 1 -76 as part of a design/build contract . ➢ Begin 2016 with a fully funded pension plan . ➢ Implement the Bright Futures program to provide financial aid to Weld County high school graduates , GED recipients , and veterans pursuing post high school education or training . ; C ➢ Implement a new integrated public safety information system . 3 ➢ Restructured the Sheriff's organization and budget to accommodate the new Sheriff's vision for the office , including moving the work release program to Justice Services . ➢ Add eight additional staff in order to expand the capacity of the jail to 734 beds . ➢ Complete road and bridge mitigation projects resulting from the 2013 flooding . ➢ Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry's new oil and gas drilling exploration . ➢ Add staff in the Veteran ' s Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services . ➢ Begin charging 10 % of the actual dispatching costs in 2016 to all agencies , and progressively increasing the actual cost by 2 . 5% each year until 2020 , when the user rates will be 20 % of actual costs for dispatching . ➢ Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study . ➢ Medicaid caseloads have grown by 72 % in the past three years , partially due to economic factors and partially due to Colorado' s implementation of the Affordable Care Act to the point that 25% of county residents are on Medicaid . ➢ Accommodate the impact of HB14- 1317 on the delivery of day care .410 ➢ Continue efforts to control health care costs for county employees and their dependents . FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK The economies of both Weld County and Colorado are strong . Low oil prices are expected to slow the pace of Colorado's expansion in 2016 . Nationwide , low oil prices will be a net positive outside of the oil producing states , boosting growth . The expansion and inflationary pressure will be moderated in 2016 by tightening monetary policy . The biggest risk to expectations for Colorado's and Weld County' s economies is the trajectory of oil prices and its impact on employment and income growth . Oil prices decreased precipitously in the second half of 2014 , from more than $ 100 per barrel in June to around $50-60 per barrel in 2015 . The impact of the price drop on future drilling activity in Colorado will depend on the length of time that prices remain at or below current levels . It is forecast that oil prices will begin to rise gradually through 2016 , and that oil production in Weld County and the broader Niobrara formation will remain strong , though at a somewhat reduced level , throughout 2016 . The biggest impact on the Colorado economy will come in the form of reduced investment and capital expenditures by the oil industry . The Denver Post has reported that nine oil companies announced , in March , a combined total of $2 billion in reduced capital expenditures within Colorado . Other sectors of the economy , including the financial and banking sectors , construction , manufacturing , professional and business services , and health care have strong momentum , with low debt , strong earnings , and growing consumer demand . Cutbacks in the oil industry, therefore , are expected to be a moderating influence in employment, wages , and income gains in the Denver 4 metropolitan area and the northern Front Range . History shows that economists and financial markets are dismally bad at predicting even the direction of oil prices . Forecasts published by prominent economists expect a wide variation in prices for the rest of the year, with some predicting them to fall to less than $30 , and others expecting them to steadily recover to $80 by the end of the year. Those predicting that oil prices will continue to fall point to a continuously building oversupply of oil , evidenced by the surge in the nation 's stock inventories of crude oil . Production is likely to have fallen off as the number of oil rigs operating in both Colorado and the nation has dropped . Those predicting steady gains in oil prices point to a rebalancing of the market, as a slowly strengthening global economy increases demand , while reductions in global production reduce supply. Weld County continues to boast one of the strongest regional economies in the state . The e mployment level continues to increase and the unemployment rate , already among the lowest in the state , continues to fall . Growth in retail sales is accelerating while the growth in residential and nonresidential construction continues to be strong . A potential downside is the recent drop in oil prices , which appears to have slowed the pace of oil development in the region . The regional labor market continues to be the strongest in the state , with employment growing n early five percent in Weld County on a year-over-year basis . The healthy rate of job growth kept the regional unemployment rate among the lowest in the state with the October unemployment rate of 3 . 2 % in Weld County . Regional construction activity continues to grow at a healthy rate . In the last year residential permits increased 18 . 5 percent in Weld County. There were 238 nonresidential construction projects started last year, an increase of 53 . 5 percent on a year-over- year basis . During this same period , the total value and square footage of projects increased 38 .4 percent. The growth rate for retail sales in Weld County the last three years outpaced both the state and the nation as a whole . In summary, the Weld County economy , like the Colorado economy , is expected to grow at rates at or above its historical trend through 2016 . The labor market continues to improve with more jobs and fewer people looking for work . These labor market improvements have begun to put u pward pressure on wages , giving households more money to save and spend . Healthier y households will boost consumer spending and business activity, fueling more growth in earnings r and investments . Because of momentum in the economy , the Federal Reserve is expected to begin to slowly raise short-term interest rates as we approach 2016 . Economic growth will be moderated by tightening monetary policy and a weak global economy. Although low oil prices are expected to be a boost for the economy nationwide , the boost will be offset by lower production and income in the oil industry . Low oil prices are expected to moderate the pace of Colorado's expansion in 2016 , primarily in the Denver Metropolitan area and the northern Front Range , where Weld County is the center of the energy development activity. 2016 BUDGET PLAN AND FOR THE FUTURE The budget has several major purposes . It converts the County' s long- range and strategic plans and policies into services and programs ; serves as a vehicle to communicate these plans to the public; details the costs of County services and programs ; and outlines the revenues that support the County's services . Once adopted by the Board of Weld County Commissioners , it becomes a work plan of objectives to be accomplished during the next fiscal year. As the budget process begins , each department head and elected official needs to examine his or her department's 410 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 . 5 The mission of Weld County is leading with responsive, innovative and cost effective services. The budget process provides a comprehensive method of achieving that mission of Weld County and accountability to the citizens of Weld County . In addition , the budget can assure that the highest standards of stewardship have been adhered to in determining the amount and use of public resources . The ultimate goal of the budget process is to develop a financial operating plan which will provide for and insure the health , safety, and welfare of all residents of Weld County . Further, to facilitate the orderly and efficient delivery of county government services as prescribed by the Home Rule Charter, state statutes , federal and state mandates , and citizen input . Finally, the budget process should promote an organizational culture which fosters access to information and citizen awareness about Weld County . Although the financial health of Weld County government is currently excellent, it is important to look to the future issues , possible problems and alternative solutions to these problems . Besides the traditional role of budgeting to responsibly manage available current year funding , there must be a continued emphasis of long -term planning , recognition of the cumulative 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 2016 and subsequent fiscal years . The continued impact of oil and gas development in the county touches on many aspects of Weld County currently , and in planning for the future . The energy development presents both challenges and opportunities for Weld County government . As has been the case for the last four to five years , growth and development activity directly, or indirectly , related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County . The County has seen several compressor stations , injection wells , new pipelines , and other oil and gas support and service industries seeking permits . Given the commitments of the large oil and gas companies in Weld County , the County seems primed to see considerable long-term investment and development in the oil and gas arena . Although the future of energy development in Weld County appears bright, it is not without risks . Oil and gas production in Colorado has risks associated with the potential of more government regulations and voter initiatives trying to restrict or limit 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 five years . For the 2016 budget, the growth in the county' s assessed value from oil and gas values exceeds 25 % . Oil and gas assessed valuation are close to two-thirds of the county's total assessed valuation . Since November, 2014 , due to the oversupply of oil worldwide the price of oil has dropped from over $ 100 a barrel to the price range of $40-50 per barrel . Because of the volatility of production levels and price fluctuations of the oil and gas values , the County must continue to prudently manage the increased property tax base created by the energy development in 2016 and be prepared for a significant drop in the assessed valuation for 2017 the county will be facing . Any 2016 budget decision needs to be made by keeping in mind the future drop in property tax revenues in 2017 . The drop in assessed valuation for the 2017 budget could lower the Weld County assessed valuation 20-25% below the 2015 budget level for property tax . In February, 2012 , staff developed , and the Board of Weld County Commissioners approved , the Strategic Investment Plan for the Future of Weld County. The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the Board of Weld County Commissioners an analysis of the optional uses of the projected property tax revenues from the new oil and gas development in Weld County . The option selected was to develop a long term strategy of investment in the county's infrastructure , technology and innovation , staff training and development, economic development for diversification of the local economy, and to establish a 6 fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . This strategy positions Weld County well financially to deal with the future drop in the oil and gas assessed valuation and lower property tax level to be faced in 2017 . Based upon industry projections hopefully after the 2017 budget year the price of oil and gas will recover and stabilize at price levels that will be somewhere between the low of $40 a barrel and the high of over a $ 100 a barrel . The financial planning done by Weld County the last four years has funded the unfunded liability of the retirement plan , a fluctuation contingency reserve of $30 million and reserves in the Public Works Fund and Capital Fund . The $30 million contingency fund will provide the financial flexibility to adjust to the volatile property tax revenue patterns in the next two to three years without having to make significant reductions to basic operational spending , which requires just under $ 115 million in property tax revenue to maintain the current spending levels . The capital reserve will leave the County on track to be able to construct the $42 million jail expansion in 2018-2019 . The fund balance in the Public Works Fund should be adequate to accomplish the major capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1 -76 , and north from CR 60 . 5 (SH 263 ) to SH 392 over the next three years , requiring over $ 16 . 5 million in property tax per year to fund the road improvements . To accomplish the project, a funding level of $25 million per year for five years has been required . In 2016 , to be positioned in 2017 , the proposed budget process provides a comprehensive method of addressing issues faced by the County . Weld County managers must continue to find ways to reduce costs , increase program productivity, find new revenue sources , and raise revenues without increasing taxes beyond the TABOR and Home Rule Charter limits . Weld County government's trend of being more creative and innovative to make better use of resources -- human , financial , and technological -- must continue . It is only through improved practices and approaches that services are maintained and public confidence in government is enhanced . GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions , including General , Special Revenue , Capital Expenditures , Internal Service , and Enterprise Funds , total $314 , 975 ,439 in 2016 , an increase of 10 . 54 percent over 2015 , primarily in property taxes , intergovernmental , charges for service , fees , internal service charges , and miscellaneous revenues . The amount of revenue from various sources and the changes compared to 2015 are shown in the following tabulation : 2015 2016 Increase 2015 Percent 2016 Percent - Decrease Amount of Total Amount of Total from 2015 Revenue Sources Property Taxes $ 131 , 586 , 154 46 . 2% $ 153 , 213 , 068 48 . 7% $ 21 , 626 , 914 Other Taxes 11 , 600 , 000 4 . 0 % 11 , 710 , 000 3 . 7% 110 , 000 Licenses and Permits 4 , 721 , 600 1 . 7% 6 , 061 , 000 1 . 9 % 1 , 339 ,400 Intergovernmental Revenues 65 , 272 , 311 22 . 9% 69 , 192 , 838 22 . 0% 3 , 920 , 527 Charges for Services 9 , 103 , 378 3 . 2 % 8 , 910 , 798 2 . 8% - 192 , 580 Miscellaneous Revenue 23 , 720 , 069 8 . 3% 26 , 746 , 798 8 . 5% 3 , 026 , 729 Fee Accounts 10 , 353 ,400 3 . 6% 10 , 376 , 690 3 . 3 % 23 , 290 Internal Service Charges 28 , 596 , 336 10 . 1 % 28 , 764 , 247 9 . 1 % 167 , 911 TOTAL $284 , 953 , 248 100 . 0% $314 , 975 ,439 100 . 0% $30 , 022 , 191 7 I Expenditures by function for the General , Special Revenue , Capital Expenditures , Internal Services , and Enterprise Funds total $ 326 , 544 , 222 for 2016 , which is an increase of 6 . 36 percent over 2015 . The amounts by function and the increase over 2015 are as follow 2015 2016 Increase 2015 Percent 2016 Percent - Decrease Expenditure Sources Amount of Total Amount of Total from 2016 General Government $ 36 ,408 , 667 11 . 9% $ 37 , 619 , 242 11 . 5% $ 1 , 210 , 575 Social Services 31 , 570 , 900 10 . 3% 34 , 521 , 500 10 . 6% 2 , 950 , 600 Road and Bridge 84 ,449 , 304 27 . 5% 101 , 184 , 933 31 . 0 % 16 , 735 , 629 Public Safety 53 , 828 , 986 17 . 5% 56 , 040 , 974 17 . 2% 2 , 211 , 988 Human Services 8 , 102 , 531 2 . 6% 8 , 659 , 774 2 . 6% 557 ,243 Health 9 , 651 , 180 3 . 0% 10 , 393 , 180 3 . 2% 742 , 000 Capital 1 , 114 , 000 0 .4% 16 , 925 , 000 5 . 2% 15 , 811 , 000 Public Works 10 , 327 , 026 3 .4% 14 , 279 , 128 4 .4% 3 , 952 , 102 Contingency 10 , 000 , 000 3 . 3% 10 , 000 , 000 3 . 1 % 0 Miscellaneous 29 ,472 , 024 9 . 6% 4 , 748 , 212 1 .4% -24 , 723 , 812 Culture and Recreation 840 , 004 0 . 3% 785 ,436 0 .2 % -54 , 568 Auxiliary 420 , 131 0 . 2 % 622 , 596 0 .2% 202 ,465 Internal Services 30 , 846 , 336 10 . 0% 30 , 764 , 247 9 .4% -82 , 089 TOTAL $ 307, 031 , 089 100 . 0% $ 326 , 544 , 222 100 . 0% $ 19 , 513 , 133 Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2016 program is funded at $ 16 , 925 , 000 , with $ 125 , 000 from capital expansion fees , and $300 , 000 from interest . Anticipated projects include $300 , 000 for a grader shed for Public Works , $750 , 000 for Chase Building improvements , and $ 1 , 195 , 000 for special projects . A carry-over beginning fund balance of $ 16 , 500 , 000 is anticipated , and $31 , 180 , 000 ending reserve fund balance for the future jail expansion ($27 , 830 , 000 ) , Communications System reserve ($2 , 850 , 000 ) , and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2016 . Debt Administration: The County continues to have no bonded indebtedness . The passage of HB1579 , in 1981 , Section 30-35-201 , C . R . S . , now allows the debt ceiling to be three percent of the assessed valuation of the county. Thus , Weld County maintains approximately a $340 million allowable debt capacity in accordance with Colorado State statute . The 1997 Certificate of Participation Bonds for the construction of the Correctional Facility were paid off on the call date of August 1 , 2007 . Weld County currently has no debt of any type and is one of only a few local jurisdictions in the nation that can make that claim . Cash Management: Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity . Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund , with the exception of interest attributed to the Conservation Trust Fund , Insurance Fund , Capital Expenditure Fund , Trust Funds , and the interest earned on certain deposits held for other taxing authorities . The amount of interest anticipated in 2016 is $ 1 ,432 , 500 . The County's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio . Accordingly, deposits are either insured by federal depository insurance or collateralized . All collateral on deposits is held either by the government , its agent, or a financial institution 's trust department in the government's name . 8 4.1) Risk Management: During 2016 , Weld County will continue to be a member of Colorado Counties Casualty and Property Pool , therefore , all casualty insurance coverage is being provided via pooling with other Colorado counties . The pool offers full safety and risk management programs to minimize losses . Losses are funded on a self- insurance option basis . Worker's Compensation will be provided via a state approved self-insurance program . Mill Levy: The mill levy will remain at 15 . 800 mills . The assessed value for the 2016 Budget is $ 11 ,426 , 827 , 210 , which is up $2 ,456 , 931 , 880 , or 27 .4 percent over last year. The assessed value for vacant land is up $ 13 . 19 million , or 21 . 06 percent . Residential is up $294 .42 million , or 25 . 52 percent; and commercial property is up $45 . 28 million , or 6 . 17 percent . Agricultural property is up $31 . 14 million , or 20 . 95 percent; industrial is up $98 . 93 million , or 18 . 30 percent; natural resources is up $4 . 09 million , or 27 .41 percent; and State assessed property is up $34 . 96 million , or 4 . 74 percent . The major increase is in oil and gas , up $ 1 . 931 billion , or 33 . 65 percent, which is due to price and production being up with the new energy development . There is an actual value increase of new construction of $473 . 367 million , or 1 . 93 percent . Employee Compensation Pay: For the 2016 budget, a salary increase of 3 . 0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . Health insurance rates will not increase for the employees or the county for 2016 for the second year in a row . Measures to control health care costs , such as the wellness program , employee clinic , consumer driven plans , and health reimbursement accounts have been making a positive impact on controlling the health insurance costs for the county . Health coverage will be provided by CIGNA on a partially self-insured basis with a Preferred Provider Organization ( PPO ) option 11111 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 $ 105 , 550 , 000 to begin 2016 . This remains at one of the highest levels in many years . The strong fund balance figures have been achieved through conservative budget practices and the high assessed value from oil and gas revenues . The ending fund balances are projected at $93 , 981 , 217 . However, the ending fund balance is actually understated because $ 10 , 000 , 000 in the Contingency Fund is appropriated , thus not showing up in the ending fund balance figure . The $ 10 , 000 , 000 is not anticipated to be spent in 2016 , and if no emergencies or unforeseen events happen , the amount should be in the ending fund balance . There is no fund balance earmarked in the 2016 budget . All other fund balance amounts are undesignated . With the above projection , ending fund balances should be $ 103 , 981 , 217 . 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 2016 BUDGET As stated earlier, as Weld County begins 2016 the County is in excellent financial condition with no debt, no sales tax , one of the lowest mill levies among all Colorado counties , a significant cash reserve , and a fully funded pension plan . The major factors impacting the 2016 budget continue to be dominated by the oil and gas development in Weld County, state and federal budget issues , service restructuring in Weld County government, and the execution of the Strategic Investment Plan for the Future of Weld County.tal) As has been the case for the last four to five years , growth and development activity directly , or y indirectly, related to oil and gas exploration seems to be the main economic driver in the majority 9 of positive economic activities in Weld County. The County has seen several compressor stations , injection wells , new pipelines , and other oil and gas support and service industries seeking permits . Given the commitments of the large oil and gas companies in Weld County , the County seems primed to see considerable long-term investment and development in the oil and gas arena . The volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning the last five years . For the 2016 budget , the growth in the County' s assessed value from oil and gas values exceeds 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 . Because of the volatility of production levels and price fluctuations of the oil and gas values , the County must continue to prudently manage the increased property tax base created by the energy development in 2016 , and be prepared for the significant drop in the assessed valuation for 2017 that the County will be facing . Any 2016 budget decision needs to be made by keeping in mind the future drop in property tax revenues in 2017 . The drop in assessed valuation for the 2017 budget could lower the Weld County assessed valuation 20-25 % below the 2015 budget level for property tax . In anticipation of the significant drop in the 2017 assessed valuation , there is approximately $63 million in one-time expenses in the 2016 budget with $23 million going into the contingency reserve , $5 million for engineering costs for the Weld Parkway , $ 12 . 36 million in property tax incentive credits , $ 15 million for property tax credits for the Weld County Bright Futures Program , $8 . 25 million in capital reserve . This amounts to over a third of the County's 2016 property tax revenues . Thus , allowing for nearly a 50 % drop in oil and gas assessed valuation in 2017 without adversely impacting the core county program budgets . A significant long term project will be the capital improvements to the CR 49/47 Corridor, south from Highway 34 to 1 -76 , and north from CR 60 . 5 (SH 263 ) to SH 392 , over the next three years , requiring over $40 million per year to fund the road improvements in 2016 and 2017 , and $25 million in 2018 . To accomplish the project, added property tax resources will have to be included in the Public Works Fund for the next three years . On May 20 , 2014 , the Board approved the design/build option for the CR 47/49 Corridor at a total cost of $ 125 million . The first section of the project from Highway 34 to CR 60 . 5 was completed in November, 2015 . A design/build contract for the section from Highway 34 to 1 -76 was awarded in August , 2015 , with construction to be completed in 2017 . Savings have been realized by doing a design/build . The schedule is as follows : CIP P 2014 2015 2016 nit2018 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 2013-2017 . The property tax for the Public Works Fund has been increased $ 10 million the last three years from $6 . 5 million in 2013 , to $ 16 . 5 million in 2016 . No debt has been incurred , nor have funds had to be advanced from other county funds to accomplish this project . 10 Finally , for the fourth year the Strategic Investment Plan for the Future of Weld County 4#4 recommendations are incorporated into the 2016 Budget . The plan calls for developing a long-term strategy of investment in the County's infrastructure , technology and innovation , staff training and development , economic development for diversification of the local economy , and establishing a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . The General Fund is funded at the level of $ 118 , 161 , 264 down $ 16 , 948 , 980 . The major change is the $25 million for the retirement plan funding last year is not included in this year's budget. The added funding in 2015 made the retirement plan fully funded at the end of 2015 . Without including adjustments for cost of living , and salary step increases , the budget for general government functions is up $507 , 203 . The budget reflects the projected costs of conducting for a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election . In the Clerk and Recorder's office an Administrative Assistant position was eliminated mid -2015 for a savings of $78 , 094 . The Assessor is requesting an additional Data Collector position ($54 , 736 ) , plus the upgrade of two Personal Property Appraisers ($8 , 264 ) . Under the District Attorney the new Juvenile Restorative Justice program added in response to the passage of HB 12- 1254 will be funded at $222 , 003 . The program is fully funded from state court fees . Human Resources' budget is up $ 169 , 090 with the mid-year approval of the recruitment position , the recommendation to add an additional Assistant Recruiter to absorb more of the Human Services HR function , and the one year succession staffing for the Benefits Manager. Building and Grounds is up $ 137 , 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($72 , 315 ) , and additional carpenter position ($65 , 013 ) due to workload requirements . With the purchase of the Chase Plaza Building the CO budget reflects the costs of the entire building ($590 , 000 ) and revenues from the leased space ($990 , 000 ) and Social Service space reimbursement ($85 , 600 ) total $ 1 , 075 , 600 . The building generates a positive cash flow of $485 , 600 , which is being used to upgrade the building in the 0 Capital Fund . Last year was the first budget year that Weld County had an opportunity to completely evaluate the staffing , organizational , and capital needs of the county' s information technology ( IT ) requirements . January 1 , 2014 , Weld County terminated the outsourcing contract for information technology ( IT) services with Xerox and now provides those services with county employees under the leadership of a new Chief Information Officer. This change is a strategic decision to improve technology services , increase customer satisfaction and provide accountability for IT related projects . In the Information Technology budget an additional security position was approved mid -year ($ 104 , 955 ) . For 2016 supplies are down $221 , 588 due to a reduction in small items of equipment is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $ 11 , 500 primarily for training , and $500 , 000 is allocated for new 2016 IT projects requested by departments . Capital is down $ 1 ,497 ,412 in accordance with the Five Year Capital Improvement Plan with $993 , 500 for computer equipment and $ 183 , 000 for software . Overall the IT budget for 2016 is down $ 1 , 102 , 545 , which was planned when the Five Year Capital Improvement Plan was developed last year. The GIS budget is up $99 , 755 . The major increase is the $ 116 ,400 for imagery to do aerial mapping to update portions of the county . The updated imagery is done every 3-5 years depending upon growth and changes . Innovation and Technology Projects budget is funded at $500 , 000 , which is down $500 , 000 from last year. Public safety functions are up $ 1 , 599 , 017 in the budget . The Sheriff's Office budget was II restructured mid-2015 with the election of a new Sheriff. The overall net Sheriff' s Office recommended budget is up $ 1 , 388 , 905 or 4 . 0113/0 . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase or 3 . 13 % of the 4 . 01 % total increase . Staffing costs for the Sheriff's Office were increased $609 , 033 . 11 It includes six Deputy Detention Officer III ($463 , 119 ) , and two Detention Sergeants ($209 , 806 ) to accommodate the growing inmate population and the need to increase our facility capacity to 734 beds . In addition in Patrol there is a request to move the 0 . 75 FTE Desk Clerk to full -time ($31 , 636 ) . The mid-year staffing adjustments reduced the costs by $95 , 528 . Another significant item is the increase of $ 152 , 436 for inmate medical services related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . Board approved reorganizing work release under Justice Services effective January 1 , 2016 . Budget unit number will be changed to 1000-24125 to be in the Justice Services organizational structure . The Board funded an additional Office Tech III position ($53 , 634 ) to provide clerical support to the Work Release unit . The Weld County Regional Communication Center (WCRCC ) budget is up $58 , 984 for an additional position to do quality assurance for certification programs and professional standards . The Criminal Justice Information System (CJIS ) budget is up $40 , 541 primarily due to an added analyst position because of the installation of the new public safety IT system purchased in 2015 . The Commissioners made the decision in 2014 to replace the Spillman public safety information technology system with a new system . Office of Emergency Management is up $29 , 320 for software to monitor chemical facilities , and mobile computing to provides the technological foundation to assist emergency managers in their responsibilities during an incident . Engineering is up $3 , 890 , 959 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 2016 budget . Staff costs increased $213 , 090 to fund a new Survey Tech II position ($ 82 , 819 ) and a Water Engineer position ($ 130 , 271 ) . General Fund 's subsidy to the Public Health Department is up $216 , 806 due to anticipated salary step and cost-of-living increases . Veteran 's Services is up $32 , 235 to move a part-time Office Tech II to full time to deal with the call volume coming into the office due to aging Vietnam veterans and the Iraq and Afghanistan veterans . An increase of $ 1 , 687 , 868 is included for other General Fund departments' anticipated salary step and cost-of- living increases in 2016 . Health insurance has no rate increase for employees or the employer in 2016 for two years in a row. A new budget unit with a budget of $ 143 , 940 is the Bright Futures Weld County program and the donations and tax credits that support it . The program offers student grants from donations to eligible Weld County high school graduates , students earning GEDs and veterans pursuing post high school education or training . Under SB 15-82 the county is authorized to allow the use of county property tax incentive payments or credits to taxpayers contributing to the program for workforce development . Besides the administrative costs the county is funding $ 15 , 000 , 000 in property tax incentive payments or credits to taxpayers contributing to the program in 2015 .The $ 15 , 000 , 000 will be placed in a trust fund for tax incentives and the donations will be in a separate trust fund restricted for use for the student grants only. The budgeted appropriations for Public Works in 2016 total $ 101 , 184 , 933 up $ 16 , 735 , 629 . Municipal share back is funded at $2 , 123 , 594 . Budget reflects no increase in health insurance costs . 2016 salary increases are funds for step increases due employees in 2016 and a 3 . 0 percent cost of living salary adjustment is included in this budget for a total of $336 , 611 . Other Public Works budget unit is budgeted at $65 , 187 , 236 based on the Capital Improvement Plan (CIP ) . Purchased Services increased $ 17 , 580 , 872 primarily for the construction of the Weld Parkway (WCR 49 ) . There is $45 , 000 , 000 for the CR 49 project, and $ 3 , 100 , 000 for the SH392/CR 47 RAMP project . $2 , 611 , 253 is budgeted for the Haul Route Program ( HARP ) . For flood related projects there is $6 , 000 , 000 ( FHWA) for Bridge 53/58A , $ 1 , 000 , 000 ( FEMA) for Bridge 87/42 . 5A, $ 1 , 500 , 000 ( FHWA) for Bridge 1 /344B , $ 1 , 500 , 000 ( FEMA) for Bridge 19/46 . 5A, and $500 , 000 ( FEMA) for WCR's 100 , 110 , and 108 . Other contract payments are for cement 12 ($265 , 000 ) , chip seal ($ 135 , 000 ) , and asphalt ($250 , 000 ) , seeding ($50 , 000 ) , low volume roads ($293 , 747 ) , BMP projects ($ 125 , 000 ) and bridge rehabilitation ($275 , 000 ) . Fixed Charges total $ 747 , 180 for right-of-ways funded at $65 , 000 and , $682 , 180 is carried over from 2015 for Bridge 68/59A . Pavement Management is funded at an increased level of $ 121 , 106 due to converting three seasonal employees to full time . The Trucking budget is up $24 , 361 due to an increase in the hauling contract . Mining operations are up $2 , 708 , 880 to fund contract mining and hauling at the Koenig Gravel Pit . Seasonal staffing is down $257 , 926 even with the cost of living adjustment due to converting seven positions to full time status in other departments . Seasonal employees will go from 54 to 47 in 2016 . Motor grader operations are up $224 , 046 primarily due to the increased purchase of dust palliative in 2016 for energy development impacted roads . Bridge Construction is up $47 ,466 primarily due to converting two seasonal positions to full time . Other operating budgets for road and bridge maintenance are funded at near the 2015 funding level . With some operational economies to offset some of the inflationary costs the current service level should be able to be maintained with the funding recommended . Change continues to be the only constant for the Weld County Department of Human Services . The 2014 and 2015 State Legislative sessions produced several bills that will greatly impact the programs and services provided . HB 14- 1317 implemented numerous changes to the Child Care Assistance Program . To implement the bill , we have expanded the eligibility criteria for the program , modified the client co-pay structure , and are developing a tiered reimbursement process to encourage high quality certification of our providers . SB 15-012 will likely not be fully implemented for several years , due to the changes in technology it requires . However, once implemented , it will significantly impact the workload demanded from our eligibility technicians 11;10 and Child Support staff, as well as placing further strain on our already depleted Colorado Works Reserve funds . SB 15-242 began the implementation of expanding the Child Welfare staffing , across the State , in reaction to the 2014 Colorado Child Welfare Workload Study . Weld County received funding for four additional Child Welfare Caseworkers and Supervisors . Additionally, the Child Welfare Division will continue to participate in the State-wide Title IV- E ( Foster Care and Adoption Assistance Entitlement Grant) Waiver Project, designed to provide permanent connections for children entrusted to our care , expanding the scope of the project to include trauma-informed care services . Medicaid caseloads have grown significantly in the past several years , partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act . From January 2013 , to May 2015 , the number of Weld County residents enrolled in Medicaid has grown by from 39 , 360 to 67 , 732 , a 72 % increase in just 29 months . Approximately 25 % of Weld County residents are now enrolled in Medicaid . The total Social Services Fund budget is $34 , 521 , 500 . The programs are funded by property tax of $9 , 636 , 565 , state and federal funds of $24 , 884 , 935 , and the potential use of fund balance to cover unanticipated cost overruns . The department is requesting a total of twenty-three (23 ) positions including three (3 ) Customer Navigators , one ( 1 ) Training and Technology Manager, one ( 1 ) Service Coordinator, four (4 ) Income Maintenance Technicians , two (2 ) Fraud Investigators , one ( 1 ) Operations Manager — North County , and one ( 1 ) Program Resource Specialist in County Administration , one manager in Child Support , four (4 ) in Child Welfare , and five (5 ) in Adult Protection . The Board approved all positions requested except one ( 1 ) Training and Technology Manager, one ( 1 ) Service Coordinator, and one ( 1 ) Customer Navigators in the 11) final budget. The Human Services Fund is funded at $ 8 , 346 , 812 for 2016 , which is up $525 , 337 or 6 . 72 percent, from the previous year, even though there are major shifts in funding by program . 13 4 Community Services Block Grant is up $ 157 , 987 , and Senior Nutrition programs are up $63 , 354 . Department of Labor programs are down $ 12 , 600 . Area Agency on Aging is up $ 304 , 245 or 9 . 59 percent. The Department of Public Health and Environment's total 2016 budget is $ 10 , 189 , 955 . The department remains challenged to keep pace with service needs as the county population continues to grow and more families are living in poverty . The complexity of work , shortage of qualified Public Health personnel and intermittent surges in activity (e . g . , disease control and investigation of various communicable diseases endemic to our region , oil and gas expansion , etc . ) create unique staffing issues that stress routine operations . The proposed 2016 budget was prepared to ensure adequate resources will be available to efficiently and effectively deliver essential services to the increasing number of residents and businesses in Weld County . On the revenue side of the budget , property taxes are budgeted at $ 180 , 543 , 870 , the maximum amount under the Weld County Home Rule Charter's property tax limitation and TABOR . Revenue from interest earnings are up $300 , 000 at $ 1 ,400 , 000 for 2016 , as interest rates are projected to move up during the course of the year. Planning and Building Inspection fees are up 4 $ 1 , 340 , 000 due to all the oil and gas activity in the County and an upturn in development . Intergovernmental revenues are up $84 , 848 primarily due to higher District Attorney grants of $28 , 163 , and the Juvenile Restorative Justice grant ($96 , 531 ) . Charges for Services are down $ 160 , 907 primarily from charges related to the District Attorney discover fees ($42 , 500 ) , Elections ($30 , 000 ) , GIS ($40 , 000 ) , and Sheriff concealed weapons permits . Fines from traffic enforcement are up $ 159 , 500 due to all patrol staff working traffic and not just the traffic enforcement unit with the new Sheriff's reorganization . Indirect cost recovery is up $ 1 , 815 , 321 due to Social Services' cro allocation . All other revenues are relatively stable with little change . The 2016 resources for Public Works total $ 122 , 152 , 360 , which includes a fund balance of $47 , 000 , 000 , in addition to the revenue shown in the budget . Property tax is set at $ 16 , 500 , 000 same as last year. Specific ownership tax is estimated to be $9 , 000 , 000 , up $ 1 , 600 , 000 from 2015 , as vehicle sales recover. Total HUTF will be $9 , 900 , 000 up $200 , 000 from 2015 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $ 340 , 000 , and grazing fees are $360 , 000 . Oil and gas revenues are $ 14 , 000 , 000 . Federal mineral lease revenues are $ 1 ,425 , 000 , and PILT is budgeted at $40 , 000 . Other revenues from project reimbursements total $ 19 , 087 , 360 , which are up $3 , 539 , 360 . Transportation impact fees are budgeted at $ 1 , 500 , 000 . There are Energy Impact Assistance grants of $5 , 300 , 000 with $4 , 500 , 000 for the CR 49 project and $800 , 000 for four Tierl projects . There is one state grant to finish Bridge 68/59A for $545 , 744 . There are four flood project grants for Bridge 87/42 . 5A ($ 1 , 225 , 000 ) , Bridge 19/46 . 5A ($ 1 , 200 , 000 ) , Bridge 13/44B ($ 1 , 200 , 000 ) , and Bridge 53/58A ($5 , 374 , 026 ) . FEMA grant of $400 , 000 for CR' s 120 , 110 , and 108 . There is RAMP funding of $ 1 , 842 , 590 for the intersection of CR 47/392 . $2 , 000 , 000 is anticipated from the sale of the Hokestra Gravel Pit Cell 2 . Severance tax is budgeted at $2 , 500 , 000 . In accordance with the policy adopted by the Board of County Commissioners in 2010 , the severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities . The 2016 Budget contains adequate resources to provide a level of service similar to 2015 . The operational plan supported by the 2016 budget maintains Weld County Government's commitment to excellence and efficiency in carrying out our continued responsibilities to taxpayers . First and foremost we will maintain the fiscal discipline and prudent use of resources that have earned the County the excellent reputation it has for financial management with no bonded indebtedness . The County will continue our commitment to the highest standards of service , continuing to focus on improving service and communication with our citizens within our 14 resources . Demands in many areas continually exceed resources available . To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service . Many uncertainties face county governments like Weld County, as we operate in an environment of constant change that has never been more apparent . The State of Colorado faces long term structural budget issues and the federal government continues to wrestle with a major deficit issue . Many tough decisions associated with implementation of programs , and how they are to be funded , must be dealt with by the Board of County Commissioners with citizen input . Hopefully , this budget document has allowed the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County . As a final note , I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials , department managers , and employees in recognizing the problems and issues confronting the County and responding with creativity and understanding . The County, as a whole , also recognizes the Weld County taxpayers and consumers of county services who provide the economic resources to the County , and we pledge our commitment to continue to provide the best in county services possible . Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado . More information may be found on Weld County's website at www . co .weld . co . us . Very truly yours , Donald D . Warden , Director Finance and Administration 15 I ABOUT WELD COUNTY 410 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 . 16 4 Weld County ' s sugar beet industry began with the building of sugar factories in I 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 . t se.LIVEABILITY inn I, Weld County ' s livability is just one of the features that make it a great . - :sits place to live . Abundant Colorado sunshine , low humidity , cool summer - , " ' e - 0 r � . - nights , and mild winters provide a climate where people thrive . -%- t T 1 Recreational opportunities are almost endless . Much of Weld County is '' 1 pp � '� within an hour' s distance of the majestic Rocky Mountains . Sports lw . . 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 . is EDUCATION _ E: Education has always been an important part of life in Weld _ :� County where twelve school districts offer educational Lessisses........ #--� s -. L ' / I opportunities 0pp ortunities 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 third leading agricultural area in the United States . Weld County is Colorado ' s leading producer of cattle , grain and sugar beets . An abundance of water has been important to not only the agricultural community , but also to industrial development . • Weld County is the second leading area in Colorado in the production of oil and gas . The county ' s many abundant resources provide a sound economic base and a secure future for the area . 17 %is* One of Weld County ' s most valuable resources is its labor force . The people resources vie a healthy labor climate for any corporation or industry . provide p 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 . F •e- INDUSTRY Numerous industrial sites are located throughout Weld County . Fully rail and non - railparks ; undevelopedparcels , many ' r �"''�'' � et it developed p .. zoned and with rail utilities adjacent to the property ; a variety of � I 1 � pa4 sites ; and availability industrial and commercial of both new and 4sa ci renovated p prime office space are indicative of this area ' s attitude ` ` - j. � Id 'toward growth . Convenient access to every type of supply artery4r � 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 4110 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 P RINCIPAL PROPERTY TAX PAYERS : N oble Energy Anadarko Petroleum Corporation Petroleum Development Corp P ublic Service of Colorado (Xcel ) Encana Oil and Gas DCP Midstream LP EOG Resources Inc . Vestas Blade America Inc . Kerr-McGee Oil and Gas Patina Oil and Gas Corp 18 STRAfl41CI PLAN 2016 - 20 .0 •. • IA g "" 6 I\ r:OV L" 0 STRATEGIC PLAN 2016 2020 0 I _ s ° I le ` J aanIsa'` `"►gin J 'a'r ♦:I ♦Y t _. ("Tilltt 7 --- 7 •'. . cakiw..,......._ , t • imp. f.,.. „ . 7\11rA #71r legal .. . 7.\. ,t ._.n �•m l r cal - c.. .A A PANTY • 4 i A. 1.. 4 19 WHY A STRATEGIC PLAN ? Weld County is a changing and diverse community. Our strategic planning process will provide a methodology to achieve a consensus of what is needed for the future . As such the strategic plan provides weld county policy makers , managers , and .� r employees with a game plan or blueprint that guides decision making towards our shared priorities and a rationale for resource allocation . These plan '4, priorities provide the measuring � - a -- - stick we need to determine if = 's Weld County is fulfilling its � responsibilities . Strategic planning also provides for government accountability and continuous improvement . 20 OUR PRIORITY STRATEGIC THEMES 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 OUR VISION FOR THE FUTURE This vision statement reflects our , . , . . ,• • • i � citizens ' expectations for Weld County � ..... .. . , .. 4 . :. , 3 government into the future . ;_;��_ • ,,�• � ' • t., lanouris. , ti 1 li It. k411/4 4 1: -AS jet f 0 iffia ‘::: . at 1 v IL . file, . i /4 A- .,....„. _ _.... , 11 .. iiio, ,fi, . . FADING WITH RESPONSIVE , INNOVATIVE / AND COST EFFECTIVE SERVICES . 0 22 WELD COUNTY CULTURE INTEGRITY • We maintain the public's trust through honest and fair behavior • We exhibit the courage to do the right thing for the right reason • We are accountable to each other and the public for providing good service and value • We promote open communication • We conduct county business openly resulting in efficient and ethical use of county fund STEWARDSHIP • We ensure responsible stewardship to all that is entrusted to us • We recognize Weld County has conservative constituents ( 5 % tax limitation ) • We operate the county by employing good business practices • We maintain fiscal stability to ensure services that citizens rely on , in good times i � and bad times • We are a " pay as you go" county with no debt • We achieve operational efficiency through continuous efforts to improve and innovate , thereby maximizing value for our taxpayers • We only add money to the solution of county problems after exhausting all other options COMMITMENT • We are committed to excellence in all that we do as an organization • We work with professionalism and purpose • We strive to provide superior service to our citizens • We provide regional leadership to forge cooperative partnerships and leverage resources for the benefit of our citizens • We represent the county's interests aggressively at the state and federal level to maximize county revenues, minimize county costs, and get favorable decisions for Weld County citizens and taxpayers • We have dedicated , skilled and adaptable county employees that have a history of turning plans and resources into achievement and success in serving Weld County residents 23 OUR GUIDING PRINCIPLES These guiding principles are the basic values of every level of Weld County government. They guide the way we make our decisions and carry out our actions every day. insure long- term fiscal stability for the county � Customer-focused and customer-driven )=. Accountable and responsible to the public >- Provide and develop leadership, cooperation, and collaboration aimed at improving service ?. 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 (..... TRENDS IMPACTING WELD COUNTY We identified the trend and events that may �,�, impact our ability to provide and improve °•� services . Analyzed the strengthens and , , „\ , ':�,4 ' _ weaknesses of Weld County government to . ., , • C `� meet these challenges . The major trends .i, , -.4: �a� � affecting Weld County are : �@' x> . ,. G • Energy Development • Demographic Changes • Innovation and Technology • Transportation • Economic • County Government Development Financial Trends 0 25 TRENDS IMPACTING WELD COUNTY Energy Development Although fossil fuel extraction in Weld County is as old as the County itself, in the last six years Weld County has experienced the biggest oil and gas boom in its history . Weld County has over 20 , 000 active wells — about 40 percent of the state's total — the greatest majority located in the southern part of the county in the Wattenberg Field within the Niobrara Formation . The Niobrara Formation is a geologic formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin , including nearly all of Weld County' s 4 , 000 square miles . New technologies have made extracting oil and gas through the tight shale that underlies the formation an economically viable proposition . Energy companies are investing in new wells and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as 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 N 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 g 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 Coci 11 direct impact of the oil and gas development , and accommodating the future growth in the -=1 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 SPimprovements . 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, cl* 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 pportunities present themselves . 30 County Government Financial Trends a Lir Adherence to conservative and prudent fiscal management practices have enabled Weld County to maintain balanced budgets and stable reserves , implement proactive strategies to manage county programs , avoid debt entirely through cash financing of capital projects and provide core services to residents . The county's financial discipline has enabled us to embrace the changes that are reshaping all aspects of our lives — from how we live and work to how we share information and communicate — in many ways fundamentally changing the public' s expectations of, and relationship with , government . There are a number of future issues and concerns that will be impacting Weld County' s budget in subsequent fiscal years . Some of the issues are shared by many local governments , such as the state's structural budget issues long term , federal debt, ever increasing healthcare costs , and growing citizen service demands . Unique to Weld County is the continued impact of oil and gas development touching on many aspects of Weld County currently, and in planning for the future . The energy development presents both challenges and opportunities for Weld County government. As has been the case for the last four to five years , growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County . Given the commitments of the large oil and gas companies in Weld County , the County seems primed to see considerable long -term investment and development in the oil and gas arena . Although the future of energy development in Weld County appears bright, it is not without risks . Oil and gas production in Colorado has risks associated with the potential of more government regulations and voter initiatives trying to restrict or limit fracking in Colorado communities . These regulatory risks , if implemented , could dramatically impact future oil and gas development in Colorado . The volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning . The dramatic drop in oil prices due to global supply and demand , beginning in late 2014 , shows the vulnerability the county faces due to the high percentage of assessed valuation tied to oil production and prices . Because of the volatility of production levels and price fluctuations of the oil and gas values , the county must continue to prudently manage the property tax base created by the energy development . In February, 2012 , staff developed , and the Board of Weld County Commissioners approved , the Strategic Investment Plan for the Future of Weld County, with the purpose of providing an analysis of the optional uses of the projected property tax revenues from the new oil and gas development in Weld County . The option selected was to develop a long -term strategy of investment in the County' s infrastructure , technology and innovation , workforce training and development , economic development for diversification of the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . The County' s budget must continue to reflect a multi-year strategic approach to managing county resources within the ongoing challenging economic environment . The primary goals of this strategy are to preserve core services , maintain the commitment to the county's capital program , and accommodate the impacts of the energy development in Weld County . The county has been able to accomplish these objectives while adhering to its fund balance and re-serves policy that specifies that a large contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values . The proactive management county' s of its cost struc-ture using this multi-faceted approach is assurance of its commitment to maintaining fiscal health and stability . 31 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified STRENGTHS : WEAKNESSES : • Fiscally responsible and Enhance communications constrained with public • Visionary and proactive • Provide good and • improve relationships effective services to with other entities Q • citizens • Understand the impacts Commitment to being a of demographic changes responsive government • Responsible and in the county accountable to the citizens . Focus efforts to recruit • Coordinated efforts inside and retain good and outside the county • Good use of technology to employees communicate internally • Improve public and externally perception of Weld • Strong advocates for our citizens and their values County • Effective use of • Use technology to technology to provide advance county services services 32 D Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified OPPORTUNITES : CHALLENGES : • Increasing revenues • Changing demographics of equal increased voice county with growth and leverage • Immigration from different • Budget strength equals areas and cultures political strength ( language ) • Oil and gas volatility and • TArkechnology on the impact on the economy as leading edge a whole • Consolidation / partnersh • Biased reporting in the ips through government media collaboration and • Distrust of government at private community all levels organizations • Private competition and • Self promotion public labor market nationally and through • Natural disasters, industry leaders pandemic, terrorists, and cyber security • Leveraging resources • Citizen activists locking up • Diversification of the government local economy • Federal and state structural • Education / information budget problems telling our own story 33 � STRATEGIC AREA PLANS OVERVIEW The following pages provide an overview of each strategic area plans , including the mission statement for each strategic area, the goals and desired outcomes, strategies to achieve the goals, and performance objective / key performance indicators . The strategic area are : • Public Safety tle • Health Service • Human Services • Transportation • Community and Economic Development • Enabling Strategies : Financial and Operational Support 34 STRATEGIC AREA : � PUBLIC SAFETY • 35 STRATEGIC AREA : PUBLIC SAFETY sedv • 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 PD 1 : Protect the well being of the citizens of Weld County. o Goal SO PD2 : Establish and maintain meaningful communication with the citizens of Weld County. • Mission Statement: To accept and lawfully hold prisoners in a safe, humane and wholesome environment that returns people to the community better, or no worse, than they arrived. (Detention Division) o Goal SO 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) 111 o Goal PS WCRCCI : To answer 90% of 9- 1 - 1 calls during the average busy hour each day within 10 seconds . 36 o Goal PS WCRCC2 : To answer 95% of 9- 1 - 1 calls during the average busy hour 4111i# each day within 20 seconds . o Goal PS WCRCC3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. o Goal PS WCRCC4 : To resolve all Service Requests 90% monthly. o Goal PS WCRCC5 : Implement a new public safety information system. • Mission Statement: To provide a responsive, proactive, medico-legal investigation in an efficient and compassionate manner. (Coroner) o Goal PS Cl : Continually adjust to meet readiness and service needs o Goal PS C2 : Enhance professionalism and promote department excellence. o Goal PS C3 : Maintain highly qualified investigation staff prepared to meet the present and future needs of the department. • Mission Statement: To support and improve the functions of our criminal justice system • by providing innovative and cost-effective services and/or programs to those functions ; enhancing public safety and quality of life of our citizens; and creating opportunities for the individuals processed by our justice system to demonstrate their potential as contributing, responsible members of our community. (Justice Services) o Goal JS- 1 : To reduce the cost of pretrial incarceration through effective pretrial release and supervision services; assure defendant court appearance and no new law enforcement contact while on supervision in the community. (Justice Services) o Goal JS-2 : To assist the Criminal Justice Advisory Committee (CJAC) be a resource to local justice system policy makers to analyze, problem solve and create efficiencies to overall service delivery. Use this information to regularly update and maintain long-term resource and capital needs for Weld County. (Justice Services) o Goal JS-3 : To provide safe and less expensive alternatives to the use of jail and prison; administer the Weld County Community Corrections Board, various contracts and agreements with the Colorado Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of the Community Corrections Facility. (Community Corrections) • 37 cur • Mission Statement: To coordinate emergency preparedness planning in Weld County. (Office of Emergency Management) o Goal PS OEM 1 : Prevention and Mitigation - Identify situations or conditions that have the potential of causing injury to people, damage to property and to the environment. o Goal PS OEM 2 : Preparedness - To safeguard against terrorism, manmade and natural disasters. It is focused on actions that protect citizens, residents, visitors, networks and critical assets in Weld County. o Goal PS OEM 3 : Response - The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred. It is focused on ensuring that the County is able to effectively respond to any threat or hazard, including those with cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs, restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. III 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. 0 38 STRATEGIC AREA : HUMAN SERVICES • • 39 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 • • 41 O 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 • • 43 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 O • 45 • STRATEGIC AREA : ECONOMIC DEVELOPMENT • Mission Statement: Create a region with a healthy and sustainable economy that creates wealth, preserves the quality of life, and improves the standard of living for area residents . Focus on facilitating and attracting investment, creating new job opportunities, stimulating income growth and expanding the local community tax base . o Goal ED 1 : Encourage the expansion of existing businesses and the location of new industries that will provide employment opportunities in Weld County. o Goal ED2 : Support and facilitate public and private economic development efforts that are consistent with the Goals and Policies of Weld County. o Goal 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 47 • STRATEGIC AREA : LAND USE • Mission Statement: To promote quality, well planned development, while respecting the agricultural tradition, by cultivating and maintaining positive relationships with our greater community, so that quality of life and property values are maintained for County residents, business and property owners through a coordinated and cooperative planning process. o Goal CED 1 : Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. o Goal CED2 : Plan for 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 . • 48 • STRATEGIC AREA : ENABLING STRATEGIES • • 49 STRATEGIC AREA : ENABLING STRATEGIES • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery. (Office of the Board) o Goal ES 1 : Enable County departments and its service partners to deliver quality customer service. o Goal ES2 : Enhance community access to reliable information regarding services and County government issues . o Goal ES3 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads. (County Attorney) o Goal ES4 : To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. (Clerk to the Board) • Mission Statement: To ensure the process of recording and maintaining permanent records which are accessible to the public . (Clerk & Recorder - Recording) o Goal 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) 50 o Goal ES 10 : Ensure the financial viability of the County through sound financial management practices . (Finance & Administration) o Goal ES 11 : Deliver on promises and be accountable for performance. (Finance & Administration) o Goal ES 12 : Ensure the financial accounting of County funds is accurate (Accounting) o Goal ES 13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers. (Purchasing) o Goal ES 14 : Attract, develop and retain an effective diverse and dedicated team of employees . (Human Resources) o Goal 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 ES 18 : Perform preventative maintenance actions to reduce lifetime operational cost. (Building & Grounds) o Goal ES 19 : To provide quality, sufficient, and well-maintained county vehicles to county departments . (Motor Pool) o Goal 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/InformationTechnolou/index .html • 51 IY 1861 . aBLt 52 ■ POINTS OF isskiE ANT) . . . . • . . . •. . . . . . . . • . . • POLIey mATTseRs r. N n• ti 0 . . •. • „, • • 41 • • • • • • • • • •• *30. • _ . . . • 1014 • . - • ' C -` • • 2016 BUDGET STRATEGY The budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches . The budget is based upon the following assumptions and approaches : ➢ No local property tax initiative will be approved by the voters and the 15 . 800 mill levy cannot be raised without political fallout in these economic times . ➢ In the 2016 budget request, any net county cost increase in a budget unit must be offset with a corresponding decrease in a department's total budget. ➢ Unless a change is legally mandated , the county's share of partnership programs will not increase , it will decrease wherever possible . County dollars will not displace federal or state reductions . ➢ Program managers and the public will be made aware of the proposed service reductions as soon as possible . ➢ Early warning sessions will be held in September addressing budget issues identified early in the process . ➢ All county departments and offices will receive a set target amount for 2016 before budget preparations begin . ➢ A target of ten percent off the 2015 budget base will be uniformly applied to all budget units . ' ➢ Fringe benefits will be left at the current level of benefit . ➢ No salary adjustments will be included in the requested budget . The Board will determine any salary adjustments above the 2015 level in the Final Budget process . Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount . ➢ Any 2016 classification upgrades will be treated like new position requests in the budget process , with the department funding any requests within the target amount . ➢ There will not be any recommended increases in staff in the recommended budget to the Board . Increased workload will be absorbed by existing personnel wherever possible through increased productivity . ➢ Outside agencies will be treated like county departments , since most provide contractual services . ➢ New or expanded mandates will be absorbed within the 2016 target amount by all budget units . 53 J ➢ Additional program options outside the overall budget plan will be proposed for Board consideration . Staff will explore the options as directed by the Board , and these options will be topics of discussion at the public work sessions and hearings . ➢ Self supporting budgets will float at the 2015 funding levels . ➢ A review of all discretionary programs will be done by the Department Head or Elected Official and the Board . ➢ All vacant positions in 2016 will follow the "sunset review" process to determine if the position needs to be filled . ➢ Resources for new activities will come from increased productivity and termination of existing activities wherever possible . No new non-mandated programs will be proposed without proportionate cutbacks in other programs . ➢ All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services . ➢ As 2016 budget requests accommodate or are integrated with long term program strategies , they will be highlighted . The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 2016 , while accomplishing a balanced budget . The 2016 budget must be structured to 1110 attempt, within available funds , to ensure that : ➢ Basic services are funded at adequate levels . ➢ Revenue has been estimated at realistic levels . ➢ Reserves that afford protection for the future are funded . ➢ Productivity improvement programs are continued . ➢ Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay . ➢ TABOR Amendment limits will be adhered to in the budget . ➢ Legislative and regulatory changes are accommodated . ➢ GIS , e-government, web based applications and other technologies are employed in cost effective manners in the county . ➢ Population growth and development is planned for and accommodated . 54 • ➢ New initiatives associated with the human capital management strategies are accommodated . ➢ Weld County must continue the initiatives required to foster area economic development and to improve the quality of life . ➢ The WCR 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 . • • 55 111 2016 BUDGET CALENDAR April 14 Board reviews the 2016 budget plan . May 11 - May 14 Director of Finance and Administration discusses target budgets and 2016 budget plan with department heads and elected officials . June 16 Elected officials and department heads submit applications for the innovation investment program projects to Finance . June 16 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance . June 16 Elected officials and department heads submit phone service requests to Phone Services . June 16 Elected officials and department heads submit new position requests and any reclassification requests to Personnel . June 16 Elected officials and department heads submit requests for information services requests to Information technology . June 16 Elected officials and department heads submit requests for vehicles to the Controller. July 2 Submit budget request to Director of Finance July 2 - September 14 Finance office review . September 15 Early warning budget work session and community agency requests . September 15 Budget Message to Board and transmit Proposed Budget to Commissioners . October 20 and 22 Budget work session hearings with Commissioners and elected officials and department heads . November 6 Publish notice of final budget hearing . October 21 - December 13 Prepare final budget . December 14 Public Hearing to adopt mill levy . December 14 Public Hearing on Final Budget, 9 : 00 a . m . (IS 56 EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting , at best, is an inexact science . It can be both precise and unyielding as numbers tend to be , or as flexible as priority changes dictate . In the end , the goal of Weld County's budgeting process is to produce a " user friendly" document, designed to enhance policy makers' , managers' , and citizens' understanding of major issues , resource choices , and impact of the total budget . The budget is not only a financial plan , but a policy document, operational guide , and communication device . As a financial plan , Weld County' s budget includes all funds , presents a summary of historical and projected revenues and expenditures , describes major revenue sources , underlying assumptions and trends , and includes projected changes to fund balances . As a policy document , the budget includes a budget message articulating strategic priorities , describes budget and financial policies , and addresses long -term concerns and issues . As an operations guide , the document includes an organizational chart(s ) , provides authorized personnel schedules , describes departmental services or functions , and includes goals and objectives . As a communications device , the budget includes a summary of budgetary issues , trends , and resource choices , explains the impact of other plans or planning processes , describes the preparation , review , and adoption process , includes a demographics or community profile section , and contains a table of contents and glossary of terms . The budget and management system begins with community assessments that take the form of formal assessments , such as those done by the Health Department and Social Services , surveys , town meetings , citizen input, and various forms of input from citizen advisory boards . Based upon the community assessments , policy formulation is done by analyzing community needs , developing county-wide goals , assessing prior year program performance , reviewing policy alternatives , establishing priorities , and fiscal policy . A spin off of the policy formulation is the creation of a capital improvements plan and long range plan . Program planning at the department level follows policy formulation . All departments assess their programs , explore alternatives , design and define existing and new programs , develop program objectives , and relate present operations to the programs planned . The budget is then based upon the program , performance , and periodic program review . This process allows for the area and multi -year projections . The programs are then allocation of resources by program y p g evaluated on an on -going basis through program analysis , review of performance , and an examination and evaluation of alternatives . This input then cycles into the policy formation process for a new budget cycle . 57 The budget and management system is supported by the Banner Accounting System , fiscal control and cost accounting by program , and workload and performance management systems and reports . In summary , Weld County's budget process is virtually a year-around process , combining months of planning , analysis , program and policy review, and constant monitoring . The adopted budget asserts Weld County' s commitment to meet or exceed the community' s highest priority expectations at the lowest possible cost to citizens . In the end , the budget represents a balance between the political process represented by citizen input , policymakers , county departments and offices , and teamwork . The following two pages show the process graphically . 58 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Develop County-Wide Goals Community Assess Prior Year' s Long Range Planning Assessment Performance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy V SUPPORT PROGRAM Accounting System PROGRAM EVALUATION Fiscal Control PLANNING Cost Accounting Program Analysis By Program Assess Program Alternatives Review Program Design Program Performance Define Program Objectives Performance Relate to Present Examine and Evaluate Measurement Alternatives Operations Systems and Reports Revise as Necessary Service Delivery BUDGETING BASED ON PROGRAMS , PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 59 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS Budget Policies Implementation and Results of Budget Process Strategic Objectives Revenue Policies Major Program Goals Policy Directions Specific Revenue Assumptions Accounting Policies Policy Matters/ Investment Policies Points of Issue Capital Improvement Workload Data Policies Department Objectives Budget Guidelines Significant Changes Allocation of Resources N / DEPARTMENT BUDGET UNITS 0 60 BUDGET PROCESS OBJECTIVES: 1 . Identify the cost of existing activities within the county. 2 . Analyze new or expanding services , using common criteria for justification , aimed at identifying mandated and optional programs . 3 . Rank , in priority order, all new and existing services which fall within a marginal range of funding . 4 . Aggressively analyze major revenue sources . 5 . Eliminate procedures which were not fully utilized in the decision making process of the budget . 6 . Identify optional programs and service levels which may be reduced if necessary. 7 . Continue refinement of the budget process with the key aspects of planning , evaluation , priority setting , rational resources allocation process , and creative management approaches . 8 . Utilize the target budget approach . 9 . Continue a strategic planning process . 61 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting Accrual Basis of Budgeting (Government Fund Types) (Proprietary Fund Types) General Special Capital Internal Fund Revenue Service Funds ' I � t Public Health Health Motor Pool Works Insurance Social Human Phone Insurance Services Services Services Conservation Weld Solid Waste Finance Trust Corp. BUDGETARY ACCOUNTING BASIS: The Weld County budgetary procedure uses the following Basis of Accounting . Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements . Basis of Accounting relates to the timing of the measurements made , regardless of the measurement focus applied . The governmental funds and expendable trust funds utilize the modified accrual basis of accounting . Under this method revenue is recorded in the year in which it becomes both measurable and available as net current assets . " Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period . Revenue susceptible to accrual , that is , measurable and available to finance the County's operations , or of a material amount and not received at the normal time of receipt, primarily consists of 1 ) state highway users tax ; 2 ) property taxes , assessed in 2015 , payable in 2016 , and 3 ) various routinely provided services ( health department) . Unbilled charges for services are recorded in the appropriate funds at year end . Expenditures are generally recorded when the related fund liability is incurred . Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable . Expenses are recorded when liabilities are incurred . Due to Colorado legal requirements , capital expenses are budgeted and appropriated in the Proprietary Funds . 62 BUDGET ADOPTION: 410, 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 . till 63 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities . General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds . Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund . The three percent of fiscal spending reserve established in accordance with the State Constitution Amendment One (TABOR ) , passed November 3 , 1992 , is included in the General Fund 's fund balance . Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finances specified activities as required by law or administrative action . Public Works Fund: The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance . This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities . Social Services Fund: The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition , development , and maintenance of new and existing conservation sites within Weld County . The funds are derived from the Colorado State Lottery . Contingent Fund: The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures . Public Health Fund: The Weld County Department of Public Health and Environment provides health services to County residents . The fund reflects revenue and expenditures for health care , health education , health monitoring , and other related activities . Human Services Fund: The Human Services Fund accounts for various Federal and State human service grants . Primary funding agencies are DOL , HHS , and CSA . O 64 Solid Waste Fund: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County . Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County . Capital Expenditures Fund: This fund accounts for various capital improvement projects on County property as required by Section 29- 1 -301 , C . R . S . , 1973 . PROPRIETARY FUND TYPES: 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 . Since the 2013 budget Weld County no longer has any Enterprise Funds with the transfer of the Paramedic Service to the North Colorado Medical Center, Inc . Internal Service Funds Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis . Motor Vehicle Fund: This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds . Insurance Fund: This fund accounts for all insurance costs for the County . The program is a combination of insured risks and protected self-insurance risks . Phone Services Fund: This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis . Health Insurance Fund: This fund accounts for the self- insured health , dental , and vision plans offered County employees . Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of county facilities . There are no active leases . The last lease was paid off on August 1 , 2007 . 65 o BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms : • Budget Process • Program Policy Changes/Impacts • County Strategic Objectives • Revenue Policies and Assumptions • Policy Directions • Significant Budget and Accounting Policies • 2016 Budget Guidelines The overall County budget policies are reflected at the program level on each of the " Budget Unit Summary" sheets . The " Budget Unit Summary" sheets describe how the policies impact operations , service levels and/or finances at the program level . In addition , comments on the summaries explain implementation issues and provide goals and workload and performance data for monitoring purposes . The " Budget Unit Summary" has been structured as follows to accommodate the governing board and public reader: kit • Department Description • Resources • Summary of Changes • Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators • Workload Measures • Staff Recommendations NOTE: In accordance with Article IV , Section 4-2 (6 )(b ) , the Director of Finance and Administration shall cause the policies adopted or approved by the Board of County Commissioners to be implemented in the county as required by the Board of County Commissioners and insure that the activities of the departments are consistent with the policies determined and set by the Board of County Commissioners . 66 Q SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS ➢ Begin the two year construction of the concrete five- lane WCR 49 south corridor from US 34 to 1 -76 as part of a design/build contract ➢ Begin 2016 with a fully funded pension plan ➢ Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 ➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $30 million ➢ Implement the Bright Futures program to provide financial aid to Weld County high school graduates and veterans pursuing post high school education or training ➢ Implement a new integrated public safety information system ➢ Restructured the Sheriff's organization and budget to accommodate the new Sheriff's vision for the office . ➢ Add eight addition staff in order to expand the capacity of the jail to 734 beds Q ➢ Complete road and bridge mitigation projects resulting from the 2013 flooding ➢ Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration ➢ Add staff in the Veteran 's Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services ➢ Begin charging 10 % of the actual dispatching costs in 2016 to all agencies , and progressively increasing the actual cost by 2 . 5 % each year until 2020 , when the user rates will be 20 % of actual costs for dispatching ➢ Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study ➢ Medicaid caseloads have grown by 72 % in the past three years , partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act to the point 25 % of county residents are on Medicaid ➢ Accommodate the impact of HB14- 1317 on the delivery of day care ➢ Participate for the third year in the Title IV-E ( Foster Care and Adoption Assistance Entitlement Grant) waiver project Q ➢ Continue efforts to control health care costs for county employees and their dependent ➢ Transfer administration of the work release program from the Sheriff to Justice Services 67 O 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. (kir 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 68 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 $330 million . Debt under the debt limit includes all financial obligations over one year in duration , e . g . general obligation bonds , revenue bonds , certificates of participation , notes , lease purchase agreements , letters of credit, revenue warrants , long term lease obligations , or any other multiple-fiscal year direct or indirect debt or other financial obligation . Obligations for pension plans are excluded under Colorado state law. Stabilization Funds : Weld County maintains a prudent level of financial resources in the form of a contingent reserve , plus adequate fund balances for cash flow, to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures . See fund balance policy in the policy section of the Budget Message for more details . Operating/Capital Expenditure Accountability : A budgetary control system will be maintained by the Finance Department to ensure accountability and adherence to the budget by restricting the expenditure of funds above the amount appropriated for the spending agency . Monthly financial reports will be available on-line through the accounting system for elected officials and department heads , detailing the progress towards budget compliance . These reports will , at a %NW minimum , compare the current budget and year-to-year revenues and expenditures by department . Contingency Planning : Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets , budget policies , cash management, and investment policies , programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting County citizens . Strategic Investment Plan for the Future of Weld County : Due to the anticipated oil and gas boom in Weld County from development of the Niobrara formation Weld County property tax revenue will increase . As a result in February, 2012 , staff developed and the Board of Weld County Commissioners approved the Strategic Investment Plan for the Future of Weld County. A long-term strategy of investment in the county's infrastructure , technology and innovation , staff training and development , and economic development for diversification of the local economy can all have a demonstrable long -term payoff. A good county transportation system facilitates the movement of goods and services . Investment in innovation and technology will lay the foundation for new and more efficient governmental services being provided by Weld County government . Staff development ensures that the county's employees have the skills required to provide the very best service possible to the citizens of Weld County . Investment in economic development for the diversity of the local economy will lay a solid foundation for long-term economic growth in the county and allow Weld County to be competitive in retaining and attracting quality companies and a labor force to support those companies . Weld County has to focus on investing rather than spending in order to ensure long-term economic prosperity not only while the energy boom is happening , but also when it eventually ends . 69 • 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 . 70 • All reported capital assets , except for gravel roads , are depreciated . Improvements are depreciated over the remaining useful lives of the related capital assets . Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life ) over the following estimated useful lives : Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the asset and the cost incurred to maintain the service potential to locally established minimum standards in lieu of depreciation . To elect this option the County must develop and implement an asset management system which measures , at least every third year by class of asset, if the minimum standards are being maintained . The County has elected to use this alternative approach only for gravel roads . • • 71 INVESTMENT POLICY On March 5 , 2003 , the Board of County Commissioners adopted a comprehensive investment policy . A copy of the detailed investment policy can be obtained by contacting the Weld County Treasurer at (970 ) 356-4000 , Extension 3260 . The following is a brief overview of the investment policy : The County Treasurer is responsible for the investment of all available monies . The statutes defining legal investments for Colorado counties are Sections 24-75-601 and 30- 10-708 , C . R . S . Investment priorities are ( 1 ) safety , (2 ) liquidity, and (3 ) yield . In compliance with statutes , deposits/investments are made only in "qualified " financial institutions , i . e . , those which are federally insured by either FDIC or FSLIC . Further, any deposit/investment amount in excess of $250 , 000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners , Sections 11 - 10- 118 and 11 -47- 118 , C . R . S . Such designation occurs when acceptable collateral is pledged to secure the total deposit . Deposits/investments shall be made in the name of the treasurer in one or more state banks , national banks having their principal offices in this state , or in compliance with the provisions of Article 47 of Title 11 , C . R . S . 1973 , savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners . The Board of County Commissioners can designate , by resolution , an average annual rate of interest income to be paid to a specific fund or funds . All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax . The County maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund . Several of the County's funds also hold investments on their own account . The cash and investments of the Pension Trust Fund are held separately from those of the other County funds . Deposits: At year end , the estimated carrying amount of the County's deposits is over $ 170 million . Of this amount , approximately $ 1 million will be covered by Federal deposit insurance , and the remainder was collateralized with securities held by the pledging financial institution 's trust departments or agents in the County's name . Investments: Statutes authorize the County to invest in obligations of the U . S . Treasury , agencies , and instrumentalities , commercial paper, and repurchase agreements . The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages . Interest revenue is projected on the basis of an average interest rate of 1 . 50 percent in 2016 . 72 FUND BALANCE AND RESERVE POLICY Weld County considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County . A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures . The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable . The appropriate size of such fund balance reserves depends on the potential viability of the County's revenues and expenses , as well as its working cash needs to handle seasonality of revenues or expenditures . The Board of County Commissioners adopted the County Fund Balance Policy on December 14 , 2011 , nunc pro tunc January 1 , 2011 . The policy was created to help reduce the negative impact on the County in times of economic uncertainty, major fluctuations in oil and gas assessed valuations , and potential losses of funding from other governmental agencies . The policy established minimum requirements for reserves and guidelines for the use of certain funds . The reserves and restrictions are also consistent with the requirements under Colorado statute or state constitutional requirements . The County Fund Balance Policy requires the following : • Any remaining fund balance following all restrictions and commitments in the Health Fund shall be assigned for the purpose of future heath programs for the benefit of the citizens of Weld County . Q • 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 n ecessary 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 n eeds 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 CIO amount equal to eight-million dollars or three-percent of the TABOR revenue limit, whichever is greater. 73 POLICY DIRECTIONS -- Incorporate Guiding Principles , Mission Statement , and Strategic Goals into the budget submission . -- Incorporate the Strategic Investment Plan for the Future of Weld County into the budget. -- Continue revenue maximization policy to support County services to users . -- Continue policy of identifying ways to minimize the reliance upon property tax funding . -- Advocate legislative positions . -- Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce . -- Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations . -- Utilize cost cutting/revenue raising strategies to hold down costs and support County services . This may be accomplished by : -- Organization assessment -- Contraction in services 11 -- Productivity improvement Reprivatization and contracting -- Automation -- Energy conservation -- Administrative reorganization -- Innovation/technological transfer -- Continue position sunset review process to assess the need for any vacated positions . -- Utilize a target budget approach with the following features : -- Identifies County's resource capacity -- Clearly identifies targets and related reductions -- Identify proposed non -funding early -- Allows time to accommodate reductions (employees ) -- Offers support to managers to eliminate marginal services , less productive employees , etc . -- Allows board discretion in allocating funds to unfunded programs in critical service areas -- Targets all offices , departments , and outside agencies -- Better reflects County priorities -- Since limits are known , allows planning of alternative expenditure levels six months before fiscal year begins -- Constrains growth in existing levels , so high priority requests can be granted while lower priority projects are cut 74 -- Examine all user and service fees and make recommendations for increases or other calfi adjustments to match the cost of providing such services . -- Clearly identify all newly mandated program costs for the Board . -- Continue the County's share of partnership programs , unless a change is legally mandated , and decrease the share wherever possible . -- Maximize manpower avoidance or substitution methods for all departments through automation , productivity improvements , or cost cutting strategies . -- Recommend capital outlay expenses for equipment only when the need has been fully justified , the useful life of equipment cannot be extended , and it has been determined that salvage equipment is unavailable for use . Vehicle replacement must be recommended by the Equipment Service Manager for consideration in the budget process . -- Continue to examine priorities , which services to provide , best way to deliver services , and most cost effective way to provide services within the constraints of TABOR . -- Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible . 75 • 2016 GUIDELINES ➢ There will be no recommended increases in personnel in the recommended budget to the Board . Increased workload should be absorbed by existing personnel wherever possible through increased productivity . ➢ Resources for new activities should come from increased productivity and termination of existing activities wherever possible . No new non-mandated programs should be proposed without proportionate cutbacks in other programs . Any new programs or expansion of existing programs will be highlighted as a policy issue for the Board . ➢ All newly mandated program costs should be clearly identified for the Board . ➢ Unless a change is legally mandated , the county's share of partnership programs should not be increased , the share should be decreased wherever possible . ➢ Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation , productivity improvements , or cost cutting strategies . ➢ Capital outlay expenses for equipment should only be recommended when the need has been fully justified , the useful life of equipment cannot be extended , and it has been determined that salvage equipment is unavailable for use . Vehicle replacement must be • recommended by the Motor Pool Contract Administrator for consideration in the budget process . ➢ Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 2015's budget presentation . ➢ Salaries should be budgeted at the 2015 level . Any salary increase for a class unique to a department must be absorbed in target amounts . ➢ All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services . ➢ Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified . ➢ Target budget amounts will be provided to each department and office . Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in November. Therefore , all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted . Ranking forms will begin at 90 % of target, and must be completed by each department. • 76 ➢ In reviewing the 2016 budget request , The Director of Finance and Administration will develop preliminary recommendations to the Board of County Commissioners . The Director of Finance and Administration will ask the same basic questions that , hopefully, each of the departments asked regarding the evaluation of their program activities . These questions concern need and purpose , objectives , departmental priorities and rank, achievements and benefits expected , means , if any for measuring results , consequences of not implementing the request, impact on other agencies or departments , alternative approaches or service level , resources required , means of financing , and whether or not all cost cutting and revenue generating strategies have been applied . ➢ Unless a significant organizational change has occurred , upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2016 budget process . ➢ Use the following budget population data for performance measures : YEAR POPULATION 2014 (Actual ) 275, 300 2015 ( Estimated ) 283 , 500 2016 ( Projected ) 292 , 000 ➢ Interns : Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request . Costs should include any salaries , equipment (vehicle ) , service and supplies (e . g . , mileage ) . No mid -year intern position requests will be approved that have a cost that is not already budgeted in the final budget . 77 2016 • SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2016 budget. 1 . All budgets (including Enterprise and IGS ) must be submitted by July 6 , 2015 . 2 . All departments are requested to submit, on or before June 16 , 2015 , the following items that will be part of your 2016 budget : A . Special Project Request for Building and Grounds projects estimated to be over $5 , 000 . B . Any additional position requests or reclassifications , as outlined in the Budget Manual , to allow Personnel to assess the need . C . Phone Service Requests for phone changes in 2016 . Unplanned moves will only be done if absorbed in the 2016 budget . D . Information Services requests for computer hardware , software , system upgrades or system study. (See April 1 , 2015 memo regarding 2016 IT Project Request process ) E . New or replacement vehicle requests to the Controller for inclusion IIIin the Motor Pool budget. F . Applications for the technology and innovation investment program projects to Finance . 3 . Salary and fringe benefits will be budgeted at the 2015 level . Any anticipated increase over 2015 level must be absorbed in target amount. 4 . For budgetary purposes , please use the 55 . 5 ¢ per mile reimbursement rate in developing your 2016 budget . 5 . Any requests for equipment should be submitted as part of your departmental budget request . Once a determination has been made as to whether or not the Board of County Commissioners will approve your request for equipment purposes , the total amount will be moved to a Capital Outlay budget unit as has been the practice in past years . 6 . Motor Vehicle IGA rates should be ascertained from the Controller for budget purposes . This is necessary because of the varying rates for unique kinds of vehicles , such as patrol cars , etc . Fuel costs should be budgeted as follows : unleaded $2 . 75/gallon , diesel $ 3 . 00/gallon , and E85 $2 . 75/gallon . 7 . Any new or replacement vehicles should be discussed with the Controller and a Vehicle Request Form completed . Vehicles being replaced must be identified on the Vehicle Request Form and will be turned in when the replacement arrives in 2016 . 8 . Postage costs are anticipated to be 49¢ in 2016 . 78 9 . The target budget amount provided to your budget unit(s ) can only be adjusted after discussing it with the Director of Finance and Administration in order to coordinate the overall target amounts . 10 . Any amount in excess of the 90 % target amount must have an Appropriation Request Exceeding Target Budget Level form and be ranked on the Budget Unit Ranking Form for the regular budget. 11 . Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2016 . See Director of Finance and Administration for exact format . 12 . Any 2016 position classification upgrades will be treated the same as a new position request in the budget process , with the department funding any requests within the target amount . Unless there has been a significant organizational change , reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2016 budget process . 13 . Early Warning Budget Hearings will be held in September. 14 . As revenues are budgeted , each department should examine whether credit cards should be implemented at the point of sale for the specific service being offered . If credit card services for payment are an option , discuss with the Director of Finance , the manner in which the credit card service fee can be recovered or absorbed in the fee structure in compliance with all legal and credit card service provider requirements . 15 . A worksheet showing each line item with five years' history is being provided to show historical expenditure patterns . 16 . INTERNS : Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request . Costs should include any salaries , equipment (vehicle ) , service and supplies (e . g . , mileage ) . No mid -year intern position requests will be approved that have a cost that is not already budgeted in the final budget . 17 . The training budget for your department should be delineated in the format per the attached instructions in conjunction with the Human Capital Management Strategy . If, in the development of your budget request , you determine that there are unique requirements or unique situations in your department that affect your budget presentation , please do not hesitate to contact the Director of Finance and Administration at extension 4218 to answer questions , or to get approval for variation to the normal procedures outlined in the special instructions . 0 79 2016 PROGRAM ISSUES ➢ Plan and accommodate the anticipated drop in assessed valuation in 2017 due to the dramatic drop in oil prices in 2015 . ➢ Implement the Bright Futures program to provide financial aid to Weld County high school graduates and veterans pursuing post high school education or training . ➢ Begin the two year construction of the concrete five-lane CR 49 south corridor from US 34 to 1 -76 as part of a design/build contract . ➢ Complete road and bridge mitigation projects resulting from the 2013 flooding . ➢ Continue to fund a Haul Route Program ( HARP ) to improve county roads impacted by the energy industry due to new oil and gas drilling exploration . ➢ Begin 2016 with a fully funded pension plan . ➢ Restructured the Sheriff' s organization and budget to accommodate the new Sheriff' s vision for the office . ➢ Add eight addition staff in order to expand the capacity of the jail to 734 beds . • ➢ Implement a new integrated public safety information system . ➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $30 million . ➢ Add staff in the Veteran ' s Office to increase service level due to aging Vietnam veterans and the Iraq and Afghanistan veterans requiring more services . ➢ Begin charging 10 % of the actual dispatching costs in 2016 to all agencies , and progressively increasing the actual cost by 2 . 5 % each year until 2020 , when the user rates will be 20 % of actual costs for dispatching . ➢ Implement SB 15-242 which expands the Child Welfare staffing by four in reaction to the 2014 Colorado Child Welfare Workload Study. ➢ Medicaid caseloads have grown by 72 % in the past three years , partially due to economic factors and partially due to Colorado' s implementation of the Affordable Care Act to the point 25 % of county residents are on Medicaid . ➢ Accommodate the impact of HB14- 1317 on the delivery of day care . • ➢ Participate for the third year in the Title IV- E ( Foster Care and Adoption Assistance Entitlement Grant) waiver project. ➢ Continue efforts to control health care costs for county employees and their dependents . ➢ Transfer administration of the work release program from the Sheriff to Justice Services • 80 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2016 budget . 1 . Wherever possible , those receiving the benefits of a government service should pay for what they receive in full through current fees , charges , and other assumptions . 2 . Continual search for new sources of revenue shall be made to diversify the County's financing plan . 3 . The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source . 4 . Estimated revenues are conservatively projected . 5 . Proposed rate increases are based upon : A . Fee policies applicable to each activity . B . Related cost of the service provided . C . The impact of inflation in the provision of services . D . Equitability of comparable fees .C, 6 . Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated . Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need . 7 . Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program . 8 . Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date . 9 . Assume a local economy similar to 2015 , except the reduction in oil prices could impact employment and spending in the county. Assume interest rates averaging 1 . 25 percent throughout 2016 . 10 . Property taxes are based upon the maximum allowable under Amendment One (TABOR ) and the Weld County Home Rule Charter limitation . 11 . Assume that unless there is proven evidence to the contrary , federal and state categorical and entitlement grants will continue at the current level of funding . 81 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Where appropriate, the local economic conditions and forward-looking economic indicators have been noted and taken into account in forecasting revenue trends. Property Tax: Levy with maximum allowable , per Weld County Home Rule Charter and Amendment One (TABOR) limitation . With construction activity picking up and the recovery of the real estate market along with energy prices in 2014 assessed in 2015 and new exploration in Weld County the assessed value is anticipated grow significantly for the 2016 budget, but drop dramatically in 2017 due to the drop in oil prices in 2015 . Oil and gas values accounts for over two-thirds of the county's assessed valuation in 2016 . As we plan for 2017 and beyond we are assuming that the drop in the price of oil will stabilize in the $45-65 per barrel range . Natural gas prices have also been very volatile the last 2-3 years as more supply comes onto the market , exceeding growth in demand . Even with the drop in the price of oil excitement related to exploration of the Niobrara shale formation in northern Weld County remains high , driving several significant job-creating projects in Weld County and more energy production that will add to the county' s assessed valuation in future years . Oil and gas assessed value for the 2016 budget is up $ 1 . 931 billion or 33 . 65 percent . Overall assessed values are up 27 .4 percent . Specific Ownership Tax: Personal property tax on vehicles ( SOT) is anticipated to be up in 2016 due to increasing vehicle sales as the economy recovers and the new vehicles figure into the five year sliding fee schedule . Building Inspection and Planning Permits: Continued recovery of construction is being seen . There is more activity in residential building in the unincorporated part of the County with some factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing inventories are low. The investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices . The combination of all activities point to higher inspection and permit fee revenues in 2016 and beyond . State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level provided by state or federal agency . We can anticipate moderation in non-defense discretionary spending and some spending cuts in entitlements . Spending and revenue imbalances at the state and federal levels will most likely result in lower or at best slower growth in intergovernmental revenues for the county in the future . Police Service Contract: Based on signed contractual agreements . Charges for Services: Charges to special districts and other public entities are based upon signed contracts . Earning on Investments: Interest revenue is calculated on the average earnings rate of 1 . 50 percent, times the estimated average daily cash balances . Based upon Federal Reserve projections interest rates will not change dramatically through 2016 . Royalties: Based on analysis of oil and gas leases active on 40 , 000 plus acres of mineral interests owned by Weld County. These revenues have been up significantly the last four years , but are anticipated to level off due to lower oil prices . Rental: All rental income is based upon signed leases . 82 Overhead/A-87 Cost Plan: Revenues based upon the 2014 Indirect Cost Plan approved by the Department of Health and Human Services that results in federal revenue allowable from grants . Social Services has been charged the full indirect cost allocation amount since July 1 , 2012 , which results in approximately an additional $2 million in revenues in this area . County Clerk Fees: Calculated on the historical level of activity, and recent legislative changes . Increased oil and gas recording activity in the county is resulting in higher projected revenues in this area . Treasurer's Fees: Based upon historical level of activity for fees , which have been relatively constant . Highway Users - Special Bridge: Revenue based upon signed state and federal grant contracts . Motor Vehicle Registration Fees: Vehicle sales are projected to continue to increase as the economy improves and individuals who have delayed purchases will need to begin to replace older vehicles . Highway User's Tax: Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced . With the passage of 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 , 2015 . Health Fees: Based upon historical patient/client caseload with 2016 rates applied . With more and more uninsured patients , utilization continues to increase in county clinic due to affordability . Human Resource Grants: Based upon contract funding level as of October 1 , 2015 . State Lottery: Funded at the current level , with no anticipated legislative changes . Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators . Paramedic Service Fees: Effective May 7 , 2012 , Weld County transferred the operational and financial responsibility to NCMC , Inc . and Banner Health . Therefore , this operation 's revenue will not be in future budgets . Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated expenditures in user departments' budgets . Work Release Inmate Fee: Based upon average of 200 work release inmates per day. 4110 Severance Tax: See policy on severance tax direct distribution in Public Works Non - Departmental Revenue ( Budget Unit 2000-90100 ) . 83 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2012 2013 2014 2015 2016 Property Taxes $ 89 , 713 ,452 $ 107 ,816 , 616 $ 117 , 873 , 505 $ 141 , 724 , 346 $ 153 , 213 ,068 Other Taxes 9 , 934 , 961 8, 310 , 000 9 ,450 , 000 11 , 600 , 000 11 , 710 ,000 Fees 9, 389 , 307 8 , 777,422 9, 975,250 10 , 353 ,400 10 , 376,690 Intergovernmental 48, 878,851 48 , 851 , 520 52 , 977 , 866 65, 272 , 311 69 , 192 , 838 Licenses/Permits 2 , 968, 095 2 , 866 , 875 3 ,450 , 225 4 , 721 , 600 6 , 061 , 000 Charges for Services 7, 741 , 896 5, 800 , 931 8 , 242 , 560 9, 103 , 378 8 , 910 , 798 Internal Services 23 , 341 , 642 26 ,221 , 780 28, 166 ,292 28 , 596 , 336 28, 764 ,247 Paramedic Fees 1 , 667 , 980 0 0 0 0 Miscellaneous 15 , 369 ,437 11 , 518, 124 13 ,450 ,439 13 , 581 , 877 26 , 746,798 TOTAL REVENUES $ 209,005 , 621 $ 220 , 163.268 $ 243 ,586, 137 $ 284, 953,248 $ 314 ,975 ,439 TREND ANALYSIS Where appropriate, the local economic conditions and forward-looking economic indicators have been noted and taken into account in forecasting revenue trends. MAJOR REVENUE TRENDS 200 - 150 - - Property Taxes In - Intergovernmental 100 g "It Internal Service 50 —0— Other Revenue • 0 I I I 1 I 2012 2013 2014 2015 2016 Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations , which are growth in actual property value , plus cost-of-living . As has been the case for the last four to five years growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main influence on the grow of the property tax base in the county . The volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning the last five years . For the 2016 budget, the growth in the county's assessed value from oil and gas values exceeds 27 `)/0 . 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 increased property tax base created by the energy development in 2016 and be prepared for a significant drop in the assessed valuation for 2017 the county will be facing . 84 Intergovernmental: State and federal revenues have grown little the last five years with state funded programs impacted by the state budget reductions due to the recovering economy and the federal budget cuts due to sequestration and deficit reduction measures . The drop in 2012 is due to transferring the Supplemental Foods program to the Weld Food Bank, and the end of the five year Building Healthy Marriages Grant . The 2013 revenue was stable due the increased Child Welfare allocation and the return of State of Colorado Energy Impact Assistance grants . The significant jump of over 20 % in 2015 was attributed primarily to the increased state and federal funding for Public Works projects , many associated with the recovery efforts from the September, 2013 epic flooding . The higher funding level continues into 2016 with Public Works projects including $4 . 5 million for WCR 49 and four major bridge replacement projects . Many of these grants are one-time and will be dropped after 2016 . We can anticipate moderation in non-defense discretionary spending and some spending cuts in entitlements . Spending and revenue imbalances at the state and federal levels will most likely result in lower or at best slower growth in intergovernmental revenues for the county in the future . Internal Services: Predictable revenue based on stable usage . Health insurance costs in the self-insured are slowing , so the increases in this area over the next five years should be more moderate . For example there will be no health insurance rate increase in 2016 for the second year in a row. OTHER REVENUE TRENDS 30 --f— other Taxes 25 20 - 4— Fees 15 ` - Licenses Permits 10 -94— Charge For Srvs 5 s Paramedic Fees A 0 C >K X T X ier Miscellaneous 2012 2013 2014 2015 2016 Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax . Increase trend is due to new formula for the direct distribution of severance tax to cities and counties from the state . Severance tax revenues follow the price of oil and gas , since that is where they are derived . Fees: Fees have been increased and new fees added . New legislation increased 2012 Clerk and Recorder fees . Increased oil and gas recording activity in the county is resulting in higher projected revenues in this area over the next few years . Fees from vehicle registration should increase as vehicle sales are projected to continue to increase as the economy improves . Planning fees are growing significantly as the economy recovers and construction activity returns , as well as , activity from oil and gas infrastructure development and drilling activity . Licenses/Permits: As cited in the Revenue Assumption section earlier, there is stronger recovery of construction in the county . Despite the low activity in residential building in the unincorporated part of the County some factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing inventories are low . The investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices . The combination of all activities point to higher inspection and permit fee revenues in the near future . The trend for the next five years should be a gradual increase only . 85 Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects . Paramedic Fees: Effective May 7 , 2012 , Weld County transferred the operational and financial responsibility to NCMC , Inc . and Banner Health . Therefore , this operation ' s revenue will not be in future budgets . Miscellaneous: Revenue predictable , even though some variation in specific years . Interest revenue is found in this category. Public Works contracts are up due to reimbursable road projects in 2015-2016 . Fines from traffic violations are projected to be up in 2016 . Oil and gas royalty payments were up substantially the last three years , but should moderate in the coming five years as bonus amounts drop . The policy decision to charge Social Services the full amount of indirect costs raised this category over $ 1 million in 2013 and another $ 1 . 1 million in 2016 . 86 FIVE YEAR PROJECTED REVENUE AND EXPENDITURE TRENDS 2017 -2021 REVENUE PROJECTIONS The forecasting revenue trends cited in the graphs below are discussed in the previous section, Major Revenue Historical and Future Trends and Analysis. Assumptions include: • Property tax levy with maximum allowable , per Weld County Home Rule Charter and Amendment One (TABOR) limitation . The projections are set at 5% annually . • Due to the drop in oil prices Weld County anticipates a significant drop in assessed valuation in 2017 ($55 million ) and then a leveling off with normal growth as oil prices stabilize . • Assessed value from oil and gas will fluctuate , but the Contingency Reserve will allow for a leveling effect with oil prices being in the range of $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 . • Internal Services will be driven primarily by inflation , especially the inflation of health insurance costs . • Internal Services revenues are offset by the same expenditure amount. DESCRIPTION 2017 2018 2019 2020 2021 Property Taxes $ 121 , 000 , 000 $ 126 , 949 , 999 $ 133 , 197 ,498 $ 139 , 757 , 375 $ 146, 645 , 242 Other Taxes 11 , 380 , 000 12 , 058, 100 12 ,413 , 543 12 , 779 , 649 13 , 156, 739 Fees 10 , 865, 241 11 , 188 , 198 11 , 545 ,844 11 , 888 ,469 12 , 241 ,373 Intergovernmental 70 , 278, 513 71 ,231 ,493 72 ,204 , 070 73 , 196 , 669 74 , 209, 725 Licenses/Permits 5 , 727 , 620 5 , 899 ,239 6 , 076 , 006 6 ,258 , 076 6,445, 608 1 Charges for Services 9 , 196 , 791 9 , 193 , 955 9, 647 ,467 9, 657 , 511 9 , 824, 279 Internal Services 30 , 512 , 187 32 , 394 , 911 34 ,411 , 506 36 , 572 , 178 38 ,887 ,936 Miscellaneous 24 , 394 , 721 24 , 824 ,418 24 , 759 ,472 24 , 750 , 044 24 , 946 ,299 TOTAL REVENUES $283 , 355, 073 $ 293 ,740 , 313 $ 304 ,255,406 $ 314 ,859, 971 $ 326 . 357 ,201 87 Major Revenue Projections 160 140 120 100 Property Taxes N S0 Intergovernmental 60 X X ) ( )C X earnsInternal Service -4E— Other Revenue 40 20 0 - 2017 2018 2019 2020 2021 I 2017 -2021 EXPENDITURE PROJECTIONS DESCRIPTION 2017 2018 2019 2020 2021 General Government $37 ,422 , 752 $38 , 899, 029 $39, 720 , 771 $41 ,418 , 381 $42 , 168, 180 Public Safety 57 , 015 , 099 58 , 725, 552 62 , 297 , 318 64 , 166 ,238 66 ,091 ,225 Public Works 98 ,457 , 561 79 , 701 ,288 82 , 092 , 327 84 , 555 , 096 87 , 091 , 749 Public Health and 45, 808 ,909 46 , 721 , 023 47 , 651 , 379 48, 600 , 342 49 , 568,284 Welfare Human Services 8 , 769, 710 8 , 939 , 985 9 , 113 , 666 9 , 290 , 820 9 ,471 , 517 Culture and Recreation 785, 936 796 , 051 806 ,470 817 ,201 828, 254 Internal Services 32 , 572 , 187 34 , 516 , 711 36 , 596 , 960 38, 823 , 195 41 , 206 ,484 Capital 9, 025 , 000 8 , 575 , 000 8 , 575 , 000 8 , 575 , 000 8, 575, 000 Miscellaneous 5 , 352 , 914 5 , 505, 600 5 , 662 , 764 5 , 824 , 544 5 , 991 , 070 TOTAL EXPENSES $295, 210 , 068 $ 282 , 380 , 239 $ 292 , 516 . 655 $ 302 . 070 , 817 $ 310 ,991 , 763 C 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 $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 . • Internal Services will be driven primarily by inflation , especially the inflation of health insurance costs . • Internal Services revenues are offset by the same expenditure amount . • Capital costs follow the revenue contribution to the Capital Expenditure Fund in accordance with the Capital Improvements Plan . • Public Works will see a major increase as the 20 mile WCR 49/47 Corridor is constructed in 2016-2018 , and oil and gas development continues to impact the roads and bridges . • Due to the funding of WCR49/47 Corridor project a planned fund balance drop of $25 million in both 2016 and 2017 is built into the projections . J MajorExpenditure Projections 120 100 —4-- General Govt —IIII— Public Safety 80 In erk— Public Works = 60 —X— Public Hlth and Welfare X ) < ; Human Services 40 tunraizgalzasra Internal Services Capital 20 Miscellaneous 0 2017 2018 2019 2020 2021 89 2017 -2021 FUND BALANCE PROJECTIONS 2017 2018 a 2019 2020 2021 Begin Fund Balance 103 , 981 , 217 $92 , 126 ,222 $ 103,486 , 296 $ 115 ,225 , 047 $ 128 , 014 , 201 Total Revenues 283 , 355 , 073 293 , 740 , 313 304 ,255 ,406 314 ,859 , 971 326 ,357 ,201 Total Expenses 295 ,210 , 068 282 ,380 ,239 292 , 516 , 655 302 ,070 , 817 310 ,991 , 763 Ending Fund Balance $92 , 126, 222 $ 103 ,486, 296 $ 115, 225, 047 $ 128 , 014 ,201 $ 143 , 379 , 639 Fund Balance Projections 350 300 250 =4-- Beg Fund BaI 200 .o se— Revenue 150 —Iir Expense —}-- End Fund Bal 100 50 0 2017 2018 2019 2020 2021 • 90 DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL IP RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman , Board of County Commissioners County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Clerk to the Board Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor • Loth Maintenance of Building and Grounds Director, Buildings and Grounds County Council Chairman , County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Adult Diversion District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Director, General Services Printing and Supply Controller Human Resources Director, Human Resources Information Services Chief Information Officer Geographical Information System Chief Information Officer Capital Outlay Director, Finance and Administration Innovation and Technology Projects Chief Information Officer Sheriff Administration Units (21100- Sheriff 21140 ) 91 BUDGET UNIT RESPONSIBLE OFFICIAL 4110 Patrol Unit Sheriff Investigation Unit Sheriff Regional Forensic Lab Sheriff Victim Advocates Sheriff Drug Task Force Sheriff Contract Services Sheriff Communications - County-wide Director, Public Safety Communications E-911 Administration Director, Public Safety Communications Public Safety Information System Director, Public Safety Communications Communications System Development Director, Public Safety Communications Coroner Coroner Court & Transportations and Work Sheriff Release Units Inmate Services and Security Units Sheriff Community Corrections Director, Justice Services Building Inspection Director, Planning Services Office of Emergency Management Director, Office of Emergency Management Ordinance Enforcement Sheriff Pest and Weed Control Director, Public Works Justice Services Director, Justice Services Economic Development Director, Finance and Administration Waste Water Management Director, Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran ' s Office Director, Buildings and Grounds Airport Director, Finance and Administration Mental Health Director, Finance and Administration Child Advocacy Center Director, Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Buildings and Grounds 92 BUDGET UNIT RESPONSIBLE OFFICIAL Parks and Trails Director, Finance and Administration Building Rents Director, Finance and Administration Non - Departmental Director, Finance and Administration Community Agency Grants Director, Finance and Administration Island Grove Building Director, Finance and Administration Asset and Resource Management Director, Finance and Administration County Fair Extension Agent Special Revenue Funds: Public Works Fund Director, Public Works Social Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration Emergency Reserve Fund Director, Finance and Administration g Y Solid Waste Fund Director, Finance and Administration Capital Fund: Capital Expenditure Fund Director, Finance and Administration Proprietary Funds: Motor Pool Fund Controller Insurance Fund Director, Finance and Administration Phone Services Fund Chief Information Officer Health Insurance Fund Director, Finance and Administration 93 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Assessor Data Collector Position $ 54 , 736 Upgrade of Personal Two Property Appraisers 8 , 264 Appraiser Position Upgrades $33 , 838 District Attorney: Vehicle 22 , 000 U pgrades of DA Administrative Coordinator 9 , 370 U pgrade Community Relations Director 0 Human Resources: Assistant Recruiter 56 , 985 Building and Grounds: P lumber ( Back fill for retirement transition ) 72 , 315 Carpenter 65 , 013 Innovation and Technology Projects : , s , Content Management System for County Website 101 , 671 Weld Imaging Solution 281 , 204 mono MILO Range Theater and Training Simulator 97 , 125 MILO Range Theater Remodel 20 , 000 Sheriff: Six Deputy Detention Officer III 463 , 119 Two Detention Sergeants 209 , 806 Desk Clerk (0 . 75 to 1 . 0 FTE and benefits ) 31 , 636 Medical Contract RN Coverage 24/7 in Booking 152 ,436 Part-time Polygraph Contract 12 , 000 Small Items of Equipment 10 % Reduction 33 , 514 Firearms Supplies 10% Reduction 15 , 853 Travel and Training 10 % Reduction 13 ,409 Vehicle Maintenance ( Fuel for extra traffic enforcement) 41 , 125 Two Additional Jail Transport/Medical Vehicles 58 , 000 Lights and Radios for Two Jail Vehicles 25 , 000 Criminal Justice Information System : Analyst Position 106 , 044 Justice Services : Client Services Fund 10 , 773 Work Release Office Technician 52 , 987 • 94 POLICY MATTERS/POINTS OF ISSUE C WITH FISCAL IMPACT (Continued) FUNDING INCLUDED EXCLUDED Engineering: Water Engineer III ( mid -year) $ 130 , 271 Engineering Technicians 82 , 819 Economic Development: U pstate Colorado Economic Development 100 , 000 U NCBiz Hub Incubator 10 , 000 Community Agencies: Rotary- Poudre Learning Center 15 , 000 211 65 , 000 RSVP 10 , 500 A Woman 's Place 8 , 000 Bright Futures : Bright Futures Administrative Costs $ 143 , 940 Veterans Services : 0 Clerical Support 0 . 5 to 1 . 0 FTE with Benefits $32 , 235 0 TOTAL GENERAL FUND $ 2 , 384,749 $ 261 ,239 SOCIAL SERVICES FUND : Three Customer Navigators $87 , 000 $43 , 500 Training and Technology Manager 0 81 , 000 Service Coordinator 0 70 , 000 Four Income Maintenance Technicians 200 , 000 Two Fraud Investigators 124 , 500 Operations Manager- North County 88 , 600 Program Resource Specialist 62 , 000 Child Support Manager 80 , 000 Four Child Welfare Positions ( HB 15-242 ) 332 , 700 4 . 5 Long Term Care Managers 276 , 000 Six Position Upgrades/Reclassifications 43 , 800 TOTAL SOCIAL SERVICES FUND $ 1 ,294, 600 $ 194, 500 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 . 0 95 0 % ct \ X8 61 / -zw rlr � . O fSc5TUNT �\ 96 r■ • ■n ■ . • EMPLOYEE • • • . • . • • • SA uhatay s a toteD (ALE . •. ..• .. • . • . . • . . . . . . • . . . . . . • . . . . . . • . • . . . . • • . • . • . . . . . . . • . . • . • . . A ND • . . . . . . • . . . . . . . . • . . . • . • • . . . • . . . . . . . • . • • • • • . . • . . . • . . . . • • " . . . . • . . . . • . , • • . . . • . . . • . . . . . . . . . . • . • . . . . . .. . . . . . . • • • • • • • • • • • • E N EF I TS . . • • . • • . .• • . • . . . • • . . • . • . . . . . . • . . • • • • • . . . . • . . . . . . . . . . . . • . . .. .. . • . . . . .•• • .. . . . . . . . . . . • • . • . . . . . . . . • . • . • . . • . . . . • • . . . • . • . ... . . . . . . . • • . • . • • • . •.• ••• • . . . . • . . . • . • . . . . • • • . • • " . . • • . . . • . . . . . • . • • ••• . • . . • . •. .• .• • • • • " . • . • . . . . • . • . . • • • AP' %1 • 444 •• • • • • . 2016 SALARY AND BENEFIT ri RECOMMENDATIONS Weld County has always strived to pay competitive and equitable salaries and benefits . To maintain this competitive position , Weld County participates in various salary surveys . Salaries are set by the Board of County Commissioners after full consideration is given to : • Present pay rates compared to labor market competitors . The competitive job market may vary by job classification or specific job . The comparison is to beginning salary and middle level salary. Weld County does not compare to maximum salary range amounts . • Ability to pay and the sustainability of the pay long term . • Benefits and supplemental pay policies . • Supply/demand situations for personnel needs . • Supply/demand situation in the labor market . • Employees' expectations . • Retention of career employees . • Taxpayers' perceptions of pay and benefits . • Economic conditions locally and nationally . Salary Surveys Utilized : Mountain States Employers' Council — Public Employers Mountain States Employers' Council — Front Range In light of the economic conditions and Weld County's own financial situation as we look forward , the following recommendations are being made : • For the 2016 budget , a salary increase of 3 . 0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . • Health insurance rates will not increase at all in 2016 . Health coverage will be provided by CIGNA on a partially self-insured basis with a Preferred Provider Organization ( PPO ) option and a High Deductible Health Plan/Health Reimbursement Account ( HDHP/HRA) option . • Retirement costs will remain the same based upon the Board 's policy to fully fund the Annual Retirement Contribution (ARC ) calculated by the Weld County Retirement Plan 's actuary each year. • All other benefits are recommended to remain the same for 2016 . 97 POSITION A UTHORIZA TION CHANGES DUE TO 2016 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000- 11100 Clerk and Recorder Administrative Assistant None 1000- 13100 Assessor None Data Collector 1000- 13100 Assessor Analyst (Grade 25) Analyst (Grade 30) 1000- 13100 Assessor Appraiser II (Grade 25) Appraiser II (Grade 26) 1000- 13100 Assessor Appraiser IV (Grade 36) Appraiser IV (Grade 38) 1000- 15100 District Attorney Officer Admin. (Grade 40) DA Admin Coordinator (Grade 44) 1000- 16400 Human Resources None Benefits Manager (one year transition) 1000- 16400 Human Resources None Recruiter Assistant 1000- 17200 Building and Grounds None Bldg. Maint. Worker IV 1000- 17200 Building and Grounds None Bldg. Maint. Worker III 1000-21200 SO Patrol 0.75 FTE Desk Clerk 1 .00 FTE Desk Clerk 1000-24125 Work Release None Office Technician III 1000-24415 SO Security Unit None 6- Detention Deputy III 1000-24415 SO Security Unit None 2- Detention Sergeants 1000-22100 Communications None Quality Assurance Mgr. 1000-22400 CJIS None PS Systems Analyst 1000-31100 Engineering None Water Engineer 1000-31100 Engineering None Survey Tech II 1000-90160 Bright Futures None Office Tech III 1000-90160 Bright Futures None Office Tech IV 1000-96400 Veterans Services 0. 50 FTE Office Tech II 1 .00 FTE Office Tech II 2000-30100 PW Admin None Operations Manager 2000-30100 PW Admin None Budget Manager 2000-32300 Bridge Construction None 2- Service Worker III 2000-32400 Maintenance Support None Service Worker III 2000-32700 Pavement Management None 2- Service Worker III 2100-42110 SS Administration None 2-Customer Navigators 2100-42110 SS Administration None 4-Income Maintenance Tech 2100-42110 SS Administration None 2-Fraud Investigators 2100-42110 SS Administration None Operations Mgr. No. County 2100-42110 SS Administration None Program Resource Specialist 2100-42200 SS Child Support None Child Support Manager 2100-42410 SS Child Welfare None 4-Child Welfare Positions 2100-42450 SS Adult protection None 5 -Adult Protection Positions 2500-41100 PH Administration 8 .00 FTE 10.00 FTE 2500-41210 PH Communication 11 .75 FTE 13 .75 FTE 2500-41300 PH Services 43 .70 FTE 41 .35 FTE Note : Changes in grades and pay associated with the mid-manager and manager salary survey study are not included on the above listing. 99 II ALL FUNDS REVENUE $ 180 , 000 , 000 $ 160 , 000 , 000 $ 140 , 000 , 000 - r $ 120 , 000 , 000 I O 2015 $ 100 , 000 , 000 _ .,. $ 80 , 000 , 000 ■ 2016 $60 , 000 , 000 _ .. $40 , 000 , 000 — $20 , 000 , 000$ 0 • • ... • I �� x cn cn co co a) co a) u) ~ � L.1... N � � O (6 O-it^' L� L� a_ w caVJ L W 4� CD 73 L.L O O c (3) com E CD Z Ea � 2 2016 Revenue 0 Total $420 , 525 , 439 (2015 $430 , 848 , 248 ) Internal Services $28 , 764,247 7% Fund Balance Net Property Tax $ 105 , 550 , 000 $ 153, 213 , 068 25% 36% Miscellaneous . iir Other Taxes $26, 746, 798 =-- $ 11 , 710 , 000 6% Chg for Service Intergovernmental 3% $8 , 910 , 798 $69 , 192 , 838 Fees $ 10, 376 ,690 2 /0 17% 30/0 Licenses/Permits $6 , 061 , 000 1 % 0 101 ALL FUNDS EXPENDITURES 6 $ 120, 000, 000 $ 100, 000,000 O2016 ■ 2015 $80, 000,000 — $60, 000,000 $40, 000, 000 $20,000,000 SII $0 i -I i ........ .`oo o`� °�° . 4> Q see Viso ate° �o �`�o, .moo ooh .goo �o� �� •��' Q �� de ono o�� 4r� woe �� o, • .,�� QJ•p\ G°� QJ�°� cc"- °J lb g '`000 c�a� GJ Ce 2016 EXPENDITURES Total $ 326 , 544 , 222 ( 2015 $ 307 , 031 , 089 Capital Contingency $16,925,000 $10,000,000 /° Auxiliary 5 3% $622,596 Health Public Works 0% $10,393, 180 $14,279, 128 I 3% ° Public Safety Social Services 4 /° $56,040,974 $34,521 ,500 17% 11 % Culture/Recreation . Internal Services — $785,436 $30,764,247 0% 90/0 - Miscellaneous General Government 0 $4,748,212 $37,619,242 2% 12% Human Services $8,659,774 3% Road & Bridge $101 , 184,933 31 % 102 MILL LEVY 2016 TOTAL 15 . 800 Insurance Social Services 0 . 175 0 . 843 Capital 1 % 5% 1 . 444 90/0 Public Works ` 1 .444 General 9 % 9 . 881 63 %• f\,,t' `- ;9t 111 Contingency 2 . 013 13 % 2015 TOTAL 15 . 800 Social Services 0 . 941 Capital Insurance 6% 0 0 . 223 0 % 1 % Public Works __ 1 . 839 tr f� •F `� � y General Contingency g➢. s p ac. e, s, ; 0 �y s_ ,1 12 . 797 0 % 81 % 103 2016 SUMMARY OF FUND BALANCES -_ 2015 2015 2016 2016 2016 lir BEGINNING MILL BEGINNING MILL PROPERTY FUND BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 18 , 437 , 583 12 . 797 $ 12 , 000 , 000 9 . 881 $ 112 , 907 , 305 SPECIAL REVENUE FUNDS : • 2000 Public Works 58 , 177 , 470 1 . 839 47 , 000 , 000 1 .444 16 , 500 , 000 2100 Social Services 3 , 610 , 053 0 . 941 3 , 600 , 000 0 . 843 9 , 636 , 565 I 2200 Conservation Trust 378 , 607 - 340 , 000 - - • 2300 Contingent 34 , 988 , 751 - 7 , 000 , 000 2 . 013 23 , 000 , 000 2500 Health Department 3 , 326 , 611 - 5 , 300 , 000 - - 2600 Human Services 758 , 892 - 760 , 000 - - 0 2700 Solid Waste 2 , 042 , 989 - 1 , 200 , 000 - - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 18 , 636 , 650 - 16 , 500 , 000 1 . 444 16 , 500 , 000 GROSS TOTALS 140 , 357 , 606 15 . 577 $ 93 , 700 , 000 15 . 625 $ 178 , 543 , 870 LESS INTERFUND TRANSFERS - - - - I rJET TOTAL 140 , 357 , 606 15 . 577 93 , 700 , 000 15 . 625 $ 178 , 543 , 870 I INTERNAL SERVICE FUNDS : 6000 Motor Pool Operating 2 , 339 , 972 - 2 , 300 , 000 - - 6200 Health Insurance 7 , 024 , 679 - 7 , 000 , 000 - - I 6300 Insurance 2 , 199 , 714 0 . 223 2 , 200 , 000 0 . 175 2 , 000 , 000 6400 Phone Service 1 , 328 , 119 - 350 , 000 - - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 12 , 892 , 484 0 . 223 $ 11 , 850 , 000 0 . 175 $ 2 , 000 , 000 $ 12 , 892 , 484 GROSS TOTAL ALL FUNDS $ 153 , 250 , 090 15 . 800 $ 105 , 550 , 000 15 . 800 $ 180 , 543 , 870 0 104 Assessed Value $ 11 , 426 , 827 , 210 2016 2016 2016 2016 2016 2016 INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 4 , 609 , 255 $ 2 , 100 , 754 $ - $ 131 , 617 , 314 $ 118 , 161 , 264 $ 13 ,456 , 050 27 , 727 , 360 30 , 925 , 000 - 122 , 152 , 360 101 , 184 , 933 20 , 967 , 427 24 , 884 , 935 - - 38 , 121 , 500 34 , 521 , 500 3 , 6001000 425 , 000 2 , 500 - 767 , 500 419 , 760 347 , 740 - 30 , 000 , 000 10 , 000 , 000 20 , 000 , 000 3 , 721 , 827 1 , 311 , 230 5 , 156 , 898 15 , 489 , 955 10 , 189 , 955 51300 , 000 7 , 8241461 510 , 000 12 , 351 9 , 106 , 812 8 , 3461812 760 , 000 11200 , 000 - 2 , 400 , 000 1 , 200 , 000 1 , 200 , 000 - 425 , 000 - 33 , 425 , 000 16 , 925 , 000 16 , 500 , 000 $ 69 , 192 , 838 $ 36 , 474 , 484 $ 5 , 169 , 249 $ 383 , 080 , 441 $ 300 , 949 , 224 $ 82 , 131 , 217 - - ( 5 , 169 , 249 ) (5 , 169 , 249 ) ( 5 , 169 , 249 )rs 69 , 192 , 838 $ 36 , 474 , 484 $ - $ 377 , 911 , 192 $ 295 , 779 , 975 82 , 131 , 217 - 9 , 221 , 000 - 11 , 521 , 000 9 , 221 , 000 2 , 300 , 000 - 17 , 914 , 044 - 24 , 914 , 044 17 , 914 , 044 7 , 000 , 000 - 210 , 000 - 4 , 410 , 000 2 , 210 , 000 2 , 200 , 000 I - 1 , 419 , 203 - 1 , 769 , 203 1 , 419 , 203 350 , 000 - $ - $ 28 , 764 , 247 $ - $ 42 , 614 , 247 $ 30 , 764 , 247 11 , 850 , 000 $ 69 , 192 , 838 $ 65 , 238 , 731 $ - $ 420 , 525 , 439 $ 326 , 544 , 222 93 , 981 , 217 0 105 2016 BUDGET SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2016 2016 2016 2016 2016 BEGINNING PROPERTY INTERGOV'T OTHER NTERFUNC FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 12 , 000 , 000 112 , 907 , 305 $ 4 , 609 , 255 $ 2 , 100 , 754 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 47 , 000 , 000 16 , 500 , 000 27 , 727 , 360 30 , 925 , 000 - 2100 Social Services 3 , 600 , 000 9 , 636 , 565 24 , 884 , 935 - - 2200 Conservation Trust 340 , 000 - 425 , 000 2 , 500 - 2300 Contingent 7 , 000 , 000 23 , 000 , 000 - - - 2500 Health Department 5 , 300 , 000 - 3 , 721 , 827 1 , 311 , 230 5 , 156 , 898 2600 Human Services 760 , 000 - 7 , 824 ,461 510 , 000 12 , 351 2700 Solid Waste 1 , 200 , 000 1 , 200 , 000 - 4 CAPITAL PROJECT FUNDS : - 4 4000 Capital Expenditure 16 , 500 , 000 16 , 500 , 000 0 425 , 000 - GROSS TOTALS $ 93 , 700 , 000 $ 178 , 543 , 870 $ 69 , 192 , 838 $ 36 ,474 ,484 $ 5 , 169 , 249 I LFCS INTERFUND TRANSFEF - - - - (5 , 169 , 249 ) I TOTAL $ 93 , 700 , 000 $ 178 , 543 , 870 $ 69 , 192 , 838 $ 36 ,474 ,484 $ - INTERNAL SERVICE FUNDS : 6000 Motor Pool Operating 2 , 300 , 000 - - 9 , 221 , 000 - 6200 Health insurance 7 , 000 , 000 - - 17 , 914 , 044 - 6300 Insurance 2 , 200 , 000 2 , 000 , 000 - 210 , 000 - 6400 Phone Service 350 , 000 - - 1 ,419 , 203 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 11 , 850 , 000 $ 2 , 000 , 000 $ - $ 28 , 764 , 247 $ - G ROSS TOTAL ALL FUNDS $ 105 , 550 , 000 $ 180 , 543 , 870 $ 69 , 192 , 838 $ 65 , 238 , 731 $ - a 106 Assessed Value $ 11 , 426 , 827 , 210 t ) F 2016 2016 2016 2016 2016 2016 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 131 , 617 , 314 $ 70 , 675 , 046 $ 45 , 997 , 068 $ 1 ,489 , 150 $ 118 , 161 , 264 $ 13 ,456 , 050 122 , 152 , 360 13 , 180 , 691 88 , 004 , 242 - 101 , 184 , 933 20 , 967 ,427 38 , 121 , 500 23 , 801 , 700 10 , 719 , 800 - 34 , 521 , 500 3 , 600 , 000 767 , 500 - 419 , 760 - 419 , 760 347 , 740 30 , 000 , 000 - 10 , 000 , 000 - 10 , 000 , 000 20 , 000 , 000 15 ,489 , 955 7 , 895 , 512 2 , 2941443 - 10 , 189 , 955 51300 , 000 9 , 106 , 812 4 , 743 , 744 3 , 603 , 068 - 81346 , 812 760 , 000 2 ,400 , 000 - 1 , 200 , 000 - 1 , 200 , 000 1 , 200 , 000 33 ,425 , 000 - - 16 , 925 , 000 16 , 925 , 000 16 , 500 , 000 $ 383 , 080 ,441 $ 120 , 296 , 693 $ 162 , 238 , 381 $ 18 ,414 , 150 $ 300 , 949 , 224 $ 82 , 131 , 217 (5 , 169 , 249 ) (5 , 169 , 249 ) (5 , 169 , 249 ) - 377 , 911 , 192 $ 120 , 296 , 693 $ 157 , 069 , 132 $ 18 ,414 , 150 $ 295 , 779 , 975 $ 82 , 131 , 217 11 , 521 , 000 - 9 , 196 , 000 25 , 000 9 , 221 , 000 2 , 3001000 24 , 914 , 044 - 17 , 914 , 044 - 17 , 914 , 044 7 , 000 , 000 4 ,410 , 000 - 2 , 210 , 000 - 2 , 210 , 000 2 , 200 , 000 1 , 769 , 203 319 , 173 1 , 000 , 030 100 , 000 1 ,419 , 203 350 , 000 $ 42 , 614 , 247 $ 319 , 173 $ 30 , 320 , 074 $ 125 , 000 $ 30 , 764 , 247 $ 11 , 850 , 000 $ 420 , 525 ,439 $ 120 , 615 , 866 $ 187 , 389 , 206 $ 18 , 539 , 150 $ 326 , 544 , 222 $ 93 , 981 , 217 • 0 107 2015 ESTIMATE SUMMARY OF MAJOR REVENUES AND EXPENDITURES 0 2015 2015 2015 2015 2015 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 18 ,437 , 583 $ 114 , 785 , 509 $ 4 , 525 ,407 $ 14 , 960 , 874 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 58 , 177 ,470 16 , 500 , 000 25 , 988 , 000 30 , 825 , 000 - 2100 Social Services 3 , 610 , 053 8 ,438 , 837 23 , 902 , 000 - - 2200 Conservation Trust 378 , 607 - 450 , 000 2 , 500 - 2300 Contingent 34 , 988 , 751 - - 11 , 249 - 2500 Health Department 3 , 326 , 611 - 3 , 143 , 780 1 ,400 , 881 6 , 903 , 294 2600 Human Services 758 , 892 - 7 , 263 , 124 546 , 000 12 , 351 2700 Solid Waste 2 , 042 , 989 - - 1 , 100 , 000 - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 18 , 636 , 650 - - 525 , 000 - GROSS TOTALS $ 140 , 357 , 606 $ 139 , 724 , 346 $ 65 , 272 , 311 $ 49 , 371 , 504 $ 6 , 915 , 645 L. .S INTERFUND TRANSFE - - - - (6 , 915 , 645 ) i TOTAL $ 140 , 357 , 606 $ 139 , 724 , 346 $ 65 , 272 , 311 $ 49 , 371 , 504 $ - INTERNAL SERVICE FUNDS 6000 Motor Pool Operating 2 , 339 , 972 - - 9 , 109 , 543 - 6200 Health insurance 7 , 024 , 679 - - 17 , 914 , 044 - 6300 Insurance 2 , 199 , 714 2 , 000 , 000 - 160 , 000 - 6400 Phone Service 1 , 328 , 119 - - 1 ,412 , 749 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 12 , 892 ,484 $ 2 , 000 , 000 $ - $ 28 , 596 , 336 $ - GROSS TOTAL ALL FUNDS $ 153 , 250 , 090 $ 141 , 724 , 346 $ 65 , 272 , 311 $ 77 , 967 , 840 $ - a IOW 108 Assessed Value $8 , 969 , 895 , 330 fl 2015 2015 2015 2015 2015 2015 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 152 , 709 , 373 $ 67 , 334 , 742 $ 70 , 174 , 802 $ 3 , 199 , 829 $ 140 , 709 , 373 $ 12 , 000 , 000 131 ,490 ,470 12 , 573 , 226 71 , 917 , 244 - 84 ,490 , 470 47 , 000 , 000 35 , 950 , 890 22 , 815 ,400 9 , 535 ,490 - 32 , 350 , 890 3 , 600 , 000 831 , 107 - 491 , 107 - 491 , 107 340 , 000 35 , 000 , 000 - 28 , 000 , 000 - 28 , 000 , 000 7 , 000 , 000 14 , 774 , 566 7 ,421 , 916 2 , 052 , 650 - 9 ,474 , 566 5 , 300 , 000 8 , 580 , 367 5 , 015 , 634 2 , 804 , 733 - 7 , 820 , 367 760 , 000 3 , 142 , 989 - 1 , 9421989 - 1 , 942 , 989 1 , 200 , 000 19 , 161 , 650 - - 2 , 661 7 650 2 , 661 , 650 16 , 500 , 000 $ 401 , 641 ,412 $ 115 , 160 , 918 $ 186 , 919 , 015 $ 5 , 8611479 $ 307 , 941 ,412 $ 93 , 700 , 000 a. (6 , 915 , 645) (6 , 915 , 645) (6 , 915 , 645 ) - 394 , 725 , 767 $ 115 , 160 , 918 $ 180 , 003 , 370 $ 5 , 861 ,479 $ 301 , 025 , 767 $ 93 , 700 , 000 11 , 449 , 515 - 9 , 149 , 515 - 9 , 149 , 515 2 , 3001000 24 , 938 , 723 - 17 , 938 , 723 - 17 , 938 , 723 7 , 0001000 4 , 359 , 714 - 2 , 159 , 714 - 2 , 159 , 714 2 , 200 , 000 2 , 740 , 868 286 , 504 1 , 154 , 364 950 , 000 2 , 390 , 868 350 , 000 y P$ 43 ,488 , 820 $ 286 , 504 $ 30 ,402 , 316 $ 950 , 000 $ 31 , 638 , 820 $ 11 , 850 , 000 $ 438 , 214 , 587 $ 115 ,447 ,422 $ 210 ,405 , 686 $ 6 , 811 ,479 $ 332 , 664 , 587 $ 105 , 550 , 000 0 109 2014 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES III 2014 2014 2014 2014 2014 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 16 , 533 , 398 $ 82 ,495 , 357 $ 6 , 925 , 218 $ 30 , 517 , 533 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 28 , 612 , 215 11 ,470 , 129 14 , 949 , 885 52 , 203 , 125 5 , 000 , 000 2100 Social Services 3 , 273 , 976 8 ,418 , 892 23 , 020 ,426 - - 2200 Conservation Trust 370 , 619 - 409 , 938 2 , 639 - 2300 Contingent 34 , 999 , 000 4 , 989 , 751 - - - 2500 Health Department 1 , 663 , 516 - 2 , 834 , 235 2 , 649 , 624 4 ,441 , 746 2600 Human Services 803 , 924 - 7 , 180 , 352 505 , 550 12 , 351 2700 Solid Waste 1 , 692 , 782 - - 1 , 523 , 081 - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 18 , 818 , 145 8 , 229 , 940 - 952 , 219 1 ,400 , 000 GROSS TOTALS $ 106 , 767 , 575 $ 115 , 604 , 069 $ 55 , 320 , 054 $ 88 , 353 , 771 $ 10 , 854 , 097 _ LrcS INTERFUND TRANSFI - - - - ( 10 , 854 , 097) 1 TOTAL $ 106 , 767 , 575 $ 115 , 604 , 069 $ 55 , 320 , 054 $ 88 , 353 , 771 $ • INTERNAL SERVICE FUND 6000 Motor Pool Operating 2 , 234 , 625 - - 10 , 942 , 193 - 6200 Health insurance 3 , 631 , 543 - - 17 , 396 , 310 - 6300 Insurance 2 , 141 ,416 1 , 995 , 017 - 221 , 825 - 6400 Phone Service 1 , 252 ,466 - - 1 , 306 , 321 - 6500 Weld Finance Corp - - - a - NET TOTAL - IS FUNDS $ 9 , 260 , 050 $ 1 , 995 , 017 $ - $ 29 , 866 , 649 $ - G ROSS TOTAL ALL FUNDS $ 116 , 027 , 625 $ 117 , 599 , 086 $ 55 , 320 , 054 $ 118 , 220 ,420 $ - C 110 Assessed Value $7 , 014 , 609 , 937 i i 2014 2014 2014 2014 2014 2014 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SUPPLIES PRIATIONS BALANCE $ 136 ,471 , 506 $ 64 ,405 , 367 $ 52 , 710 , 756 $ 917 , 800 $ 118 , 033 , 923 $ 18 ,437 , 583 112 , 235 , 354 11 , 805 , 868 42 , 252 , 016 - 54 , 057 , 884 58 , 177 ,470 34 , 713 , 294 21 , 819 , 123 9 , 284 , 118 - 31 , 103 , 241 3 , 610 , 053 783 , 196 - 404 , 589 - 404 , 589 378 , 607 39 , 988 , 751 - 5 , 000 , 000 - 51000 , 000 34 , 988 , 751 11 , 589 , 121 61564 , 149 1 , 685 , 982 12 , 379 81262 , 510 3 , 3261611 8 , 502 , 177 5 , 146 , 084 2 , 5971201 - 7 , 743 , 285 758 , 892 3 , 215 , 863 - 1 , 172 , 874 - 1 , 172 , 874 2 , 042 , 989 29 ,400 , 304 - - 10 , 763 , 654 10 , 763 , 654 18 , 636 , 650 $ 376 , 899 , 566 $ 109 , 740 , 591 $ 115 , 107 , 536 $ 11 , 693 , 833 $ 236 , 541 , 960 $ 140 , 357 , 606 O0 , 8541097 ) ( 10 , 854 , 097 ) ( 10 , 854 , 097) - 366 , 045 ,469 $ 109 , 740 , 591 $ 104 , 253 ,439 $ 11 , 693 , 833 $ 225 , 687 , 863 $ 140 , 357 , 606 aiit 13 , 176 , 818 - 10 , 836 , 846 - 10 , 836 , 846 2 , 3391972 21 , 027 , 853 - 14 , 003 , 174 - 14 , 003 , 174 7 , 024 , 679 4 , 3581258 - 2 , 158 , 544 - 2 , 158 , 544 2 , 199 , 714 21558 , 787 239 , 057 991 , 611 - 1 , 230 , 668 1 , 328 , 119 $ 41 , 121 , 716 $ 239 , 057 $ 27 , 990 , 175 $ - $ 28 , 229 , 232 $ 12 , 892 ,484 $ 407 , 167 , 185 $ 109 , 979 , 648 $ 132 , 243 , 614 $ 11 , 693 , 833 $ 253 , 917 , 095 $ 153 , 250 , 090 0 111 0 GOVERNMENT FUNDS 2014-2016 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2014 2015 2016 Taxes 130 , 031 ,486 141 , 301 , 351 162 , 923 , 068 Licenses and permits 5 ,434 , 346 4 , 721 , 600 6 , 061 , 000 Intergovernmental 55 , 320 , 054 65 , 272 , 311 69 , 192 , 838 Miscellaneous 43 , 265 , 005 23 , 616 , 121 26 , 746 , 798 Fees 12 , 202 , 782 10 , 353 ,400 10 , 376 , 690 Charges for Services 13 , 024 , 221 9 , 103 , 378 8 , 910 , 798 Total Estimated Financial Sources $ 259 , 277 , 894 $ 254 , 368 , 161 $ 284 , 211 , 192 EXPENDITURES Current: General governemt 47 ,479 , 034 36 ,408 , 667 37 , 619 , 242 Public safety 52 , 038 , 711 53 , 828 , 986 56 , 040 , 974 Public works 54 , 057 , 884 94 , 817 ,496 115 ,464 , 061 Public health and welfare 39 , 365 , 751 41 , 825 ,456 44 , 914 , 680 Human services 8 , 262 , 510 8 , 102 , 531 8 , 659 , 774 0 Culture and recreation 771 , 342 840 , 004 785 ,436 Miscellaneous 12 , 948 , 977 34 , 540 , 977 5 , 370 , 808 Capital outlay 10 , 763 , 654 2 , 661 , 650 16 , 925 , 000 Contingency/Reserves $ - $ 28 , 000 , 000 $ 10 , 000 , 000 Total Use of Resources $ 225 , 687 , 863 $ 301 , 025 , 767 $ 295 , 779 , 975 Net Increase ( Decrease ) in Fund Balance 33 , 590 , 031 (46 , 657 , 606 ) ( 11 , 568 , 783 ) Fund balance at Beginning of the Year $ 106 , 767 , 575 $ 140 , 357 , 606 $ 93 , 700 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves $ 140 , 357 , 606 $ 93 , 700 , 000 $ 82 , 131 , 217 Contingencies/Reserves Appropriated but Unspent - - 10 , 000 , 000 Fund Balance at End of Year - with Contingencies/Reserves $ 140 , 357 , 606 $ 93 , 700 , 000 $ 92 , 131 , 217 0 112 PROPRIETARY FUNDS • 2014-2016 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2014 2015 2016 Taxes $ 1 , 995 , 017 $ 2 , 000 , 000 $ 2 , 000 , 000 Intergovernmental - - - Fees - - - Charges for Services 29 , 866 , 649 28 , 596 , 336 28 , 764 , 247 Total Estimated Financial Sources $ 31 , 861 , 666 $ 30 , 596 , 336 $ 30 , 764 , 247 EXPENDITURES Motor Pool $ 10 , 836 , 846 $ 9 , 149 , 515 $ 9 , 221 , 000 Health Insurance 14 , 003 , 174 17 , 938 , 723 17 , 914 , 044 Insurance 2 , 158 , 544 2 , 159 , 714 2 , 210 , 000 Phone Service 1 , 230 , 668 2 , 390 , 868 1 ,419 , 203 Weld Finance Corp - - - Total Use of Resources $ 28 , 229 , 232 $ 31 , 638 , 820 $ 30 , 764 , 247 • Net Increase ( Decrease ) in Fund Balance 3 , 632 ,434 ( 1 , 042 ,484 ) - Fund balance at Beginning of the Year 9 , 260 , 050 12 , 892 ,484 11 , 850 , 000 Fund Balance at End of Year - without y Unspent Contingencies/Reserves 12 , 892 ,484 11 , 850 , 000 11 , 850 , 000 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year - with Contingencies/Reserves $ 12 , 892 ,484 $ 11 , 850 , 000 $ 11 , 850 , 000 O 113 Weld County, Colorado ill Weld FinalTaxable Assessed Value ( 2015) Class 2014 Final Assd Value 2015 Final Assd Value Change $ Change % Vacant $ 62 , 623 , 500 $ 75 , 809 , 040 $ 13 , 185 , 540 21 . 06% Residential $ 1 , 153 ,472 , 240 $ 1 ,447 , 893 , 380 $ 294 ,421 , 140 25 . 52 % Commercial $ 733 , 310 , 060 $ 778 , 585 , 040 $ 45 , 274 , 980 6 . 17% Industrial $ 540 , 611 , 520 $ 639 , 540 , 080 $ 98 , 928 , 560 18 . 30 % Agricultural $ 148 , 595 , 510 $ 179 , 732 , 720 $ 31 , 137 , 210 20 . 95% Natural Rsc $ 14 , 908 , 830 $ 18 , 995 , 220 $ 4 , 086 , 390 27 .41 % Oil & Gas $ 5 , 738 ,450 , 910 $ 7 , 669 ,479 , 580 $ 1 , 931 , 028 , 670 33 . 65% State Assd $ 738 , 109 , 300 $ 773 , 068 , 200 $ 34 , 958 , 900 4 . 74% Total Value : $ 9 , 130 ,081 , 870 $ 11 , 583 , 103 ,260 $ 2 ,453, 021 , 390 27% Less TIF Value $ ( 160 , 186 , 540) $ ( 156 , 276 , 050 ) Net Total: $ 8, 969, 895, 330 $ 11,426, 827, 210 $ 2,456, 931, 880 27% Value Changes 2014-2015 Weld Assd Value By Type e 2015 1111 . 9000 State Assd Residential 12 8000 7% 12% = Vacant 7000 1% 6000 Commercial 7% v 5000 4000 ;,, � Industrial rai5% a 3000 - -,_. Agricultural Oil & Gas 2% 2000 f 66% 1000 Natural Rsc ill o M rn ill 0% c.Jodi. �aects ecc> J4��a\ J�� ,9 .\b- Cry rya RS" C,o�t� \tea vs'i �a�Jc C' ``0 5 Class 0 114 0 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED : CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 969, 348 $ 439,978 $ 1 ,409, 326 PUBLIC TRUSTEE 0 $ 3,244 3, 244 CLERK & RECORDER (2 ,871 ,682) $ 1 ,004, 187 ( 1 ,867,495) ELECTIONS 1 ,286,681 $ 149, 046 1 ,435,727 TREASURER (2 ,484, 704) $ - (2,484,704) ASSESSOR 3 ,024, 530 $ 618,660 3,643, 190 COUNTY COUNCIL 48, 874 $ 6,910 55,784 DISTRICT ATTORNEY 5, 184,675 $ 610 ,738 5,795,413 SHERIFF 4, 804, 308 $ 2,221 ,407 7 ,025, 715 CORONER 914 ,420 $ 164 ,603 1 ,079,023 CLERK TO THE BOARD 401 , 335 $ 69,747 471 , 082 TOTAL $ 11 ,277,785 $ 5,288, 519 $ 16 ,566 ,304 MANDATED :STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY $ 19, 159,709 $ 3,252, 015 $ 22 ,411 ,724 COURTS AND TRANSPORTATION 2 ,692, 500 $ 285, 905 2 ,978,405 CONTRACT JAIL SPACE 0 $ - 0 COMMUNITY CORRECTIONS 0 $ 292 ,043 292,043 SOCIAL SERVICES 9 ,636 ,565 $ 1 ,834, 784 11 ,471 , 349 HUMAN RESOURCES 12, 351 $ 507 ,497 519 , 848 PUBLIC HEALTH 4, 537, 102 $ 1 , 159, 358 5,696,460 TOTAL $ 36 ,038,227 $ 7,331 ,602 $ 43, 369,829 IS CRITICAL -- NON-MANDATED COUNTY COST CRIMINAL JUSTICE INFO SYSTEM $ 687,209 $ 651 $ 687, 860 II CRIME LAB 466,995 $ 121 ,765 588 ,760 POLICE SERVICES (LEVEL) 8 ,348, 053 $ 995, 919 9, 343 ,972 SHERIFF CONTRACT SERVICES 99,628 $ - 99 ,628 I COMMUNICATIONS-COUNTY-WIDE 4 ,276,230 $ - 4 ,276 ,230 COMMUNICATION SYSTEM DEVEL 50,000 $ - 50,000 OFFICE EMERGENCY SERVICES 331 ,861 $ 122 ,609 454,470 DRUG TASK FORCE 275,445 $ 3 , 562 279,007 TOTAL $ 15 ,423 ,566 $ 1 ,244, 507 $ 15,779,928 C 115 0 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION INNOVATION & TECHNOLOGY PROJECTS 500,000 $ - $ 500 ,000 PLANNING & ZONING/BLDG INSP ( 1 ,776,500) $ 519,639 ( 1 ,256,861 ) ANIMAL CONTROL/CODE ENFORCEMENT 256,705 $ 7, 036 263 ,741 NOXIOUS WEEDS 936, 952 $ 49 ,570 986 ,522 EXTENSION SERVICE 358, 305 $ 109, 344 467 ,649 VETERAN'S OFFICE 103,711 $ 29,659 133 ,370 AIRPORT 0 $ 1 , 326 1 , 326 MENTAL HEALTH 203,225 $ - 203 ,225 MISSILE SITE PARK 75,606 $ 7,872 83 ,478 COUNTY FAIR 140, 580 $ 5,204 145,784 DEVELOPMENTALLY DISABLED 38,225 $ - 38 ,225 SENIOR COORDINATORS 19,000 $ - 19 ,000 VICTIMM/ITNESS ASSISTANCE 466,202 $ 28,813 495,015 JUVENILE DIVERSION 31 , 594 $ 14 ,898 46 ,492 JUVENILE RESTORATIVE JUSTICE 0 $ - 0 VICTIM ADVOCATES 77,235 $ - 77 ,235 WASTE WATER MANAGEMENT 10,000 $ 58,889 68 ,889 ECONOMIC DEVELOPMENT 165,000 $ - 165 , 000 A KID'S PLACE 0 $ - 0 GEOGRAPHICAL INFORMATION SYSTEM 256,265 $ 36, 829 293 ,094 COMMUNITY AGENCY GRANTS 90 ,737 $ - 90, 737 PARKS AND TRAILS 29,000 $ - 29,000 ISLAND GROVE BUILDING 117,490 $ - 117,490 PRE-TRIAL SERVICES 802 ,986 $ 88, 319 891 , 305 WORK RELEASE 474,453 $ - 474 ,453 rr ADULT DIVERSION 59,630 $ - 59,630 WELD PLAZA BUILDING (485,600) $ - (485 ,600) BRIGHT FUTURES 143,940 $ - 143 , 940 ASSET & RESOURCE MANAGEMENT 3 ,547 ,473 $ - 3, 547,473 TOTAL $6,642 ,214 $ 957 , 397 $ 7 ,599,611 I PUBLIC WORKS $ 16 , 500,000 $ 2 ,481 , 316 $ 18,981 , 316 ENGINEERING 14,279, 128 $ 296,830 14 , 575, 958 TOTAL $ 30 , 779, 128 $ 2 ,778, 146 $ 33 ,557,274 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 16,500 ,000 $ - 16, 500,000 TOTAL $ 16 ,500 , 000 $ - $ 16, 500,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 829,684 $ (829,684) $ - BUILDING & GROUNDS 6 ,205,763 (6,205 ,763) 0 FINANCE & ADMINISTRATION 367,434 (367,434) 0 ACCOUNTING 806, 528 (806 ,528) 0 PURCHASING 275, 164 (275, 164) 0 HUMAN RESOURCES 1 ,291 , 148 ( 1 ,291 , 148) 0 PBX/PHONES 0 0 0 INSURANCE 2 , 000,000 (2 ,000,000) 0 NON-DEPARTMENTAL 610, 535 (610 ,535) 0 BUILDING RENTS 0 0 0 INFORMATION SERVICES 6 ,991 , 719 (6,991 , 719) 0 I. PRINTING & SUPPLY 103,296 ( 103,296) 0 TOTAL $ 19 ,481 ,271 $ ( 19,481 ,271 ) $ - 116 0 I SEVEN YEAR TREND I i Beginning Fund Balance 0 0 0 unc co u 160,000 ,000 -V1it r- i 140,000,000 V. 0 o e 0 N a 120,000 ,000 in ta o !x a a r- o 0 v M M Air 100,000 ,000 --A Lti Sitar iT ° ccTt T- cd 80 ,000,000 CO CD M CD r� , V , 60,000,000 471 0 N i 40 ,000,000 - , a t +u 20 ,000,000 'l 0 A V , -V (,, 2010 2011 2012 2013 2014 2015 2016 I0 117 SEVEN YEAR TREND County Expenditures o Gen Gov $ 120 o Public Safety O Roads & Bridges O Health/Human Srv/Soc Sry /V $ 100 -, ZZ $80 -, 0 Z $60 J .Q -, /V zz , Z71_ /V up 4 $40 , -"--2" IP z N rn2 6 z ,:r zN. h co `n 0)„.: z o c„ Lo N_r_ N. z 2 z c\I Ln i‘ Z Z ,_ 1 In (.0 ri) co cY, cli N N. CO � d' co co cNi cY) $20 -, 4 IC IC (fl co. CO Ln in N co• 00N r- CO C ) r CO N N N N C� CO CO CO $0 -'' 7 ./' 7 - V,. - ./, 7 4,-- 2010 2011 2012 2013 2014 2015 2016 4 118 WELD COUNTY HOME RULE GOVERNMENT County Citizens J.1.. .. . . . ,.. t___ . _., „--- County CdètntyTrinSliffill- . _ . . . Sheri -- Assessor Corrections, Law EtZ'jcem Recorder Council Commissioner Animal Control, - Record_ inS, Motor Vehicle, Elections 1111- Task Force, Code Enforcem T Motor Vehicle -� 1 t- -_- --1 County Department of Department of Department of Department of ' Department of Human Services Attorney Finance and Public Health and Public Works Planning Services Administration I Environment Commissioner Commissioner Commissioner Coordinator Commissioner Commissioner Coordinator Coordinator _ Coordinator Coordinator r Human Services Health Administration Engineering Planning and Zoning Accounting ,n Social Services Road Environmental Health and Bridge Building Inspection AAA Budget Public Health Services Board of Adjustment .. Capital '" Child Support p Projects International Building Code Health Communication, Buildings and Assistance Payments Contract Administration Education and Planning Planning Commission Grounds Child/Adult Protection Grant Administration imi Board of Public Health Utility Board Employment Services Finance Division I Veterans Services Human Resources --� OW M, TN County Extension , Printing and Supply General Services Office Office of Risk Management am Emergency Coroner Special Projects Management Fair Board Purchasing ` Treasurer's Office --- -- Justice Services Clerk to the Board Communications Public Safety IT Red = Elected Positions Information Services f GIS and Mapping Phone Services C Housing Authority 119 SUMMARY OF III COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE ) 2016 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2015 2016 2016 CHANGE 2014 GENERAL FUND : Office of the Board 7 . 700 8 . 000 8 . 000 8 . 000 County Attorney 5 . 000 5 . 000 5 . 000 5 . 000 Clerk to the Board 5 . 000 6 . 000 6 . 000 6 . 000 Clerk and Recorder 49 . 000 53 . 000 52 . 000 52 . 000 - 1 . 000 Elections 5 . 000 5 . 000 5 . 000 5 . 000 s Treasurer 10 . 000 10 . 000 10 . 000 10 . 000 Assessor 34 . 000 34 . 000 35 . 000 35 . 000 + 1 . 000 County Council 1 . 000 1 . 000 1 . 000 1 . 000 District Attorney 55 . 625 55 . 625 55 . 000 55 . 000 -0 . 625 SJuvenile Diversion 1 . 000 1 . 000 1 . 500 1 . 500 +0 . 500 Restorative Justice 0 . 000 1 . 000 0 . 500 0 . 500 -0 . 500 Victim Witness 10 . 625 10 . 625 11 . 000 11 . 000 +0 . 375 Finance and Administration 1 . 750 1 . 000 1 . 000 1 . 000 • Accounting 6 . 000 6 . 000 6 . 000 6 . 000 Purchasing 2 . 500 2 . 500 2 . 500 2 . 500 Human Resources 7 . 000 8 . 000 10 . 000 11 . 000 + 3 . 000 Planning and Zoning 13 . 000 16 . 000 16 . 000 16 . 000 Buildings and Grounds 28 . 000 23 . 000 25 . 000 25 . 000 +2 . 000 Information Services 35 . 000 45 . 000 46 . 000 i 46 . 000 + 1 . 000 Printing and Supply 3 . 000 3 . 000 3 . 000 3 . 000 SO Admin Patrol 22 . 000 18 . 000 16 . 000 16 . 000 -2 . 000 SO Admin Detention 0 . 000 29 . 000 30 . 000 29 . 000 C4 SO Prof. Standards 0 . 000 6 . 000 6 . 000 6 . 000 SO Civil Unit 0 . 000 6 . 000 6 . 000 6 . 000 SO Support Services 0 . 000 7 . 000 7 . 000 7 . 000 120 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2015 2016 2016 CHANGE 2014 Sheriff Patrol 64 . 75 51 . 750 52 . 000 52 . 000 +0 . 250 Sheriff Investigations 0 . 000 17 . 000 17 . 000 17 . 000 Municipal Contract Enforcement 19 . 500 12 . 500 12 . 500 12 . 500 Animal Control/Code Enforcement 3 . 000 3 . 000 3 . 000 3 . 000 Crime Lab 2 . 000 4 . 000 4 . 000 4 . 000 Victim Advocates 2 . 000 2 . 000 2 . 000 2 . 000 Drug Task Force 1 . 000 2 . 000 2 . 000 2 . 000 Inmate Services 204 . 00 14 . 000 14 . 000 14 . 000 Security 0 . 000 155 . 000 163 . 000 163 . 000 +8 . 000 Courts and Transport 22 . 000 24 . 000 24 . 000 24 . 000 Communications 61 . 000 61 . 000 62 . 000 62 . 000 + 1 . 000 Criminal Justice Info . Sys . 7 . 000 7 . 000 8 . 000 8 . 000 + 1 . 000 Coroner 6 . 500 7 . 000 7 . 000 7 . 000 Justice Services 7 . 500 9 . 500 9 . 500 9 . 500 Work Release 16 . 000 15 . 000 15 . 000 16 . 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 11 . 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 24 . 000 26 . 000 28 . 000 28 . 000 +2 . 000 Missile Site 1 . 000 1 . 000 1 . 000 1 . 000 Bright Futures 0 . 000 0 . 000 2 . 000 2 . 000 +2 . 000 Extension Service 10 . 375 10 . 250 12 . 500 13 . 000 +2 . 750 Fair 1 . 000 1 . 250 1 . 250 1 . 250 Veteran 's Office 1 . 500 1 . 500 2 . 000 2 . 000 +0 . 500 TOTAL GENERAL FUND 774 . 325 804 . 500 825 . 250 826 . 250 22 . 250 121 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2015 2016 2016 CHANGE 2014 PUBLIC WORKS : Maintenance Support 9 . 000 9 . 000 10 . 000 10 . 000 + 1 . 000 Administration 7 . 000 6 . 000 8 . 000 8 . 000 +2 . 000 Motor Graders 46 . 000 47 . 000 47 . 000 47 . 000 Trucking 33 . 000 33 . 000 33 . 000 33 . 000 Bridge Construction 28 . 000 28 . 000 30 . 000 30 . 000 +2 . 000 Pavement Management 13 . 000 15 . 000 17 . 000 17 . 000 +2 . 000 Mining 5 . 000 7 . 000 7 . 000 7 . 000 TOTAL PUBLIC WORKS 141 . 000 145 . 000 152 . 000 152 . 000 7 . 000 HEALTH FUND : Administration 8 . 000 8 . 000 10 . 000 10 . 000 +2 . 000 Health Communication 11 . 650 11 . 750 13 . 750 13 . 750 +2 . 000 tri Environmental Services 23 . 750 25 . 750 25 . 750 25 . 750 Health Preparedness 2 . 700 2 . 500 2 . 500 2 . 500 Public Health Services 44 . 125 43 . 700 41 . 350 41 . 350 -2 . 350 TOTAL HEALTH FUND 90 . 225 91 . 700 93 . 350 93 . 350 + 1 . 650 SOCIAL SERVICES 306 . 500 315 . 500 338 . 500 335 . 500 +20 . 000 HUMAN SERVICES 83 . 000 82 . 000 82 . 000 82 . 000 PHONE SERVICES 3 . 000 3 . 000 i 3 . 000 3 . 000 GRAND TOTAL 1 , 398 . 05 1 ,441 . 700 1 ,494. 100 1 ,492 . 100 +50 . 900 122 r■ ■ ■� J F N FiRetek F (AND r f > i .14 E Tl 4T . .. J I . . ■■ I ,...e GENERAL FUND 1 Revenue Changes $ 120,000,000 - $ 100,000,000 Iler $80,000, 000 O2015 O2016 $60,000, 000 $40,000, 000 - $20,000,000 fr $0 a. T i T ! 1 1 T r i I I I r am" rri Ill Is „Fey '��y I' •`may Ges Bey oJy t�Ge-St co ekliN se et°g Oar *sae' °Jet yey1/4 °� y.6° �yG0 Jt`a ilk—al Q o, 00 4' 5 0 • G `*,�¢, �• lb' e O* 2016 Revenue Total $ 131 , 617 , 314 ( 2015 $ 146 , 271 , 790 Other Taxes $210,000 Fee Accounts 0% $10,251 ,690 8% Intergovernmental Property Tax $4,609,255 $85,576,503 4% 65% Licenses/Permits $5,007,000 4% Charges for Services $6,627,398 5% 0 Fines/Forfeitures Fund Balance Miscellaneous $332,000 $12,000,000 $7,003,468 0% 9% 5% 123 GENERAL FUND EXPENDITURE CHANGES $60,000,000 I $50,000, 000 ® 2015 $40,000,000 O2016 $30,000, 000 $20, 000,000 $ 10, 000,000 0-1 $0 - I f• 1 1 I I I Public Safety General Gov. Health & Human Serv. Misc. Auxilary Public Works Culture/Rec. Welfare 2016 Expenditures Total $ 118 , 161 , 264 ( 2015 $ 135 , 110 , 244 Health & Welfare $4, 740,327 4% Human Serv. $325, 313 misc. 0% $4, 168, 008 General Gov. 4% $37,619,242 Auxilary 32% $622 , 596 - l 1 %,.....000011PPublic Works $ 14,279, 128 12% Culture/Rec. $365,676 0% Public Safety $56 ,040, 974 47% 124 • SEVEN YEAR TREND Public Works $ 120 $ 100 w $80 • • $60 $40 $20 2010 2011 2012 2013 2014 2015 2016 125 • SEVEN YEAR TREND Public Safety $60 $50 $40 Mast $30 - — - $20 $ 10 2010 2011 2012 2013 2014 2015 2016 126 • SEVEN YEAR TREND Health & Welfare $60 $50 z � ° $30 - J $20 $ 10 $0 2010 2011 2012 2013 2014 2015 2016 127 GENERAL FUND SUMMARY The General Fund is funded at the level of $ 118 , 161 , 264 down $ 16 , 948 , 980 . The major change is the $25 million for the retirement plan funding last year is not included in this year's budget . The added funding in 2015 made the retirement plan fully funded at the end of 2015 . Without including adjustments for cost of living , and salary step increases , the budget for general government functions is up $507 , 203 . The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated for the Presidential Election . In the Clerk and Recorder' s office an Administrative Assistant position was eliminated mid-2015 for a savings of $ 78 , 094 . The Assessor is requesting an additional Data Collector position ($54 , 736 ) , plus the upgrade of two Personal Property Appraisers ($8 , 264 ) . Under the District Attorney the new Juvenile Restorative Justice program added in response to the passage of HB 12- 1254 will be funded at $222 , 003 . The program is fully funded from state court fees . Human Resources' budget is up $ 169 , 090 with the mid-year approval of the recruitment position , the recommendation to add an additional Assistant Recruiter to absorb more of the Human Services HR function , and the one year succession staffing for the Benefits Manager. Building and Grounds is up $ 137 , 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($72 , 315 ) , and additional carpenter position ($65 , 013 ) due to workload requirements . With the purchase of the Chase Plaza Building the budget reflects the costs of the entire building ($590 , 000 ) and revenues from the leased space ($990 , 000 ) and Social Service space reimbursement ($85 , 600 ) total $ 1 , 075 , 600 . The building generates a positive cash flow of $485 , 600 , which is being used to upgrade the building in the Capital Fund . Last year was the first budget year that Weld County had an opportunity to completely evaluate the staffing , organizational , and capital needs of the county's information technology ( IT) requirements . January 1 , 2014 , Weld County terminated the outsourcing contract for information technology ( IT) services with Xerox and now provides those services with county employees under the leadership of a new Chief Information Officer. This change is a strategic decision to improve technology services , increase customer satisfaction and provide accountability for IT related projects . In the Information Technology budget an additional security position was approved mid -year ($ 104 , 955 ) . For 2016 , supplies are down $221 , 588 due to a reduction in small items of equipment which is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $ 11 , 500 primarily for training , and $500 , 000 is allocated for new 2016 IT projects requested by departments . Capital is down $ 1 ,497 ,412 in accordance with the Five Year Capital Improvement Plan , with $993 , 500 for computer equipment and $ 183 , 000 for software . Overall the IT budget for 2016 is down $ 1 , 102 , 545 , which was planned when the Five Year Capital Improvement Plan was developed last year. The GIS budget is up $99 , 755 . The major increase is the $ 116 ,400 for imagery to do aerial mapping to update portions of the county . The updated imagery is done every 3-5 years depending upon growth and changes . Innovation and Technology Projects budget is funded at $500 , 000 , which is down $500 , 000 from last year. Public Safety functions are up $ 1 , 599 , 017 in the budget . The Sheriff's Office budget was restructured mid -2015 with the election of a new Sheriff. The overall net Sheriff's Office recommended budget is up $ 1 , 388 , 905 or 4 . 01 % . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase , or 3 . 13% of the 4 . 01 % total increase . Staffing costs for the Sheriff's Office were increased $609 , 033 . It includes six Deputy Detention Officer III ($463 , 119 ) , and two Detention Sergeants ($209 , 806 ) to accommodate the growing inmate population and the need to increase our facility capacity to 734 beds . In addition , in Patrol there is a request to move the 0 . 75 FTE Desk Clerk to full-time ($31 , 636 ) . The mid -year staffing adjustments reduced the costs by $95 , 528 . Another significant item is the increase of $ 152 ,436 for inmate medical services related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . Board approved reorganizing work release under Justice Services effective January 1 , 2016 . Budget unit number will be changed to 1000-24125 to be in the Justice Services organizational structure . The Board 128 funded an additional Office Tech III position ($53 , 634 ) to provide clerical support to the Work Release unit. CIO The Weld County Regional Communication Center (WCRCC ) budget is up $58 , 984 for an additional position to do quality assurance for certification programs and professional standards . The Criminal Justice Information System (CJIS ) budget is up $40 , 541 primarily due to an added analyst position because of the installation of the new public safety IT system purchased in 2015 . The Commissioners made the decision in 2014 to replace the Spillman public safety information technology system with a new system . Office of Emergency Management is up $29 , 320 for software to monitor chemical facilities , and mobile computing to provide the technological foundation to assist emergency managers in their responsibilities during an incident . Engineering is up $3 , 890 , 959 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 2016 budget. Staff costs increased $213 , 090 to fund a new Survey Tech II position ($82 , 819 ) and a Water Engineer position ($ 130 , 271 ) . General Fund 's subsidy to the Public Health Department is up $216 , 806 due to anticipated salary step and cost-of-living increases . Veteran 's Services is up $32 , 235 to move a part-time Office Tech II to full time to deal with the call volume coming into the office due to aging Vietnam veterans and the Iraq and Afghanistan veterans . An increase of $ 1 , 687 , 868 is included for other General Fund departments' anticipated salary step and cost-of- living increases in 2016 . Health insurance has no rate increase for employees or the employer in 2016 for two years in a row . A new budget unit with a budget of $ 143 , 940 is the Weld County Bright Futures Program and the donations and tax credits that support it . The program offers student grants from donations to eligible Weld County high school graduates , students earning GEDs and veterans pursuing post high school education or training . Under SB 15-82 the County is authorized to allow the use of county property tax incentive payments or credits to taxpayers contributing to the program for workforce development . Besides the administrative costs the County is funding $ 15 , 000 , 000 in property tax incentive payments or credits to taxpayers contributing to the program in 2015 . The $ 15 , 000 , 000 will be placed in a trust fund for tax incentives and the donations will be in a separate trust fund restricted for use for the student grants only . The available resources to the General Fund are $ 131 , 617 , 314 compared to $ 146 , 271 , 790 in 2015 , down $ 14 , 654 ,476 . Property taxes are budgeted at $ 112 , 907 , 305 with a personal property tax adjustment of ($27 , 357 , 713 ) for a net $85 , 549 , 592 down $ 19 , 097 , 125 . Revenue from interest earnings are up $300 , 000 at $ 1 ,400 , 000 for 2016 , as interest rates are projected to move up during the course of the year. Planning and Building Inspection fees are up $ 1 , 340 , 000 due to all the oil and gas activity in the County and an upturn in development . Intergovernmental revenues 141 are up $84 , 848 primarily due to higher District Attorney grants of $28 , 163 , and the Juvenile Restorative Justice grant ($96 , 531 ) . Charges for Services are down $ 160 , 907 primarily from charges related to the District Attorney discover fees ($42 , 500 ) , Elections ($ 30 , 000 ) , GIS ($40 , 000 ) , and Sheriff concealed weapons permits . Fines from traffic enforcement are up $ 159 , 500 due to all patrol staff working traffic and not just the traffic enforcement unit with the new Sheriff's reorganization . Indirect cost recovery is up $ 1 , 815 , 321 due to Social Services ' allocation . All other revenues are relatively stable with little change . The beginning fund balance is anticipated to be $ 12 , 000 , 000 for 2016 . An estimated ending fund balance of $ 13 ,456 , 050 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 kir of the citizens of Weld County in 2016 and future years . 129 GENERAL FUND SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Ora Acct Account Title Budaet Reauest Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 114,785,509 105,303,621 105,303,621 112,907,305 1 )00 90100 4116 PROPERTY TAX ADJUSTMENT (10, 138, 192) (24,754,029) (24,754,029) (27,357,713) . 000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 115, 197 0 0 26,911 1000 90100 4150 TOBACCO PRODUCTS 200,000 210,000 210,000 210,000 TOTAL TAXES 104,962,514 80,759,592 80,759,592 85,786,503 ILICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 7,000 7,000 7,000 7,000 N 1000 17100 4221 PERMITS 410,000 500,000 500,000 500,000 1000 25100 4222 BUILDING 1 ,850,000 2,500,000 2,500,000 2,500,000 1000 25100 4224 ELECTRICAL 600,000 1 , 100,000 1 , 100,000 1 , 100,000 1000 25100 4226 PLAN CHECK 800,000 900,000 900,000 900,000 TOTAL LICENSES AND PERMITS 3,667,000 5,007,000 5,007,000 5,007,000 INTERGOVERNMENTAL 1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 0 0 0 1000 15100 4336 REIMBURSEMENTS 122, 148 122, 148 122, 148 122, 148 1000 21110 4336 REIMBURSEMENTS 0 16,000 16,000 16,000 1000 21200 4336 REIMBURSEMENTS 0 25,000 25,000 25,000 1000 21210 4336 REIMBURSEMENTS 25,000 0 0 0 1000 24410 4336 REIMBURSEMENTS 16,000 0 0 0 1000 15200 4340 GRANTS 65,504 90,082 90,082 90,082 1000 15250 4340 GRANTS 122,973 219,504 219,504 219,503 1000 15300 4340 GRANTS 141 ,000 140,829 140,829 140,829 1120 15300 4340 GRANTS 39,784 39,784 39,784 39,784 1130 15300 4340 GRANTS 125,755 129,011 129,011 129,011 114006 15300 4340 GRANTS 16, 180 16, 180 16, 180 16, 180 1000 21300 4340 GRANTS 60,800 64,767 64,767 64,767 1000 24200 4340 GRANTS 108, 195 109,400 109,400 109,400 116014 24220 4340 GRANTS 2,834,865 0 0 0 116015 24220 4340 GRANTS 0 2,839,996 2,839,996 2,839,996 1000 26200 4340 GRANTS 38,000 38,000 38,000 38,000 1000 96400 4340 GRANTS 2,400 16,640 16,640 16,640 1000 90100 4352 THORNTON 54,000 63,580 63,580 63,580 000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 348,936 348,936 348,936 272,670 )00 21200 4354 CITIES AND TOWNS 31 ,040 31 ,040 31 ,040 31 ,040 i000 21300 4354 CITIES AND TOWNS 2,500 15,000 15,000 15,000 1000 24410 4354 CITIES AND TOWNS 250,000 0 0 0 1000 24415 4354 CITIES AND TOWNS 0 250,000 250,000 250,000 1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 0 0 0 8,450 1000 90100 4357 SOUTH FIRESTONE URA 118,327 118,327 118,327 101 , 175 TOTAL INTERGOVERNMENTAL 4,525,407 4,694,224 4,694,224 4,609,255 CHARGE FOR SERVICES 1000 10400 4410 CHARGE FOR SERVICES 7, 164 7,617 7,617 7,617 1000 11200 4410 CHARGE FOR SERVICES 300,000 270,000 270,000 270,000 1000 15100 4410 CHARGE FOR SERVICES 69,000 69,000 69,000 69,000 1000 15200 4410 CHARGE FOR SERVICES 3,500 4,000 4,000 4,000 1000 15250 4410 CHARGE FOR SERVICES 0 2,500 2,500 2,500 1000 17350 4410 CHARGE FOR SERVICES 50,000 50,000 50,000 10,000 N 1000 17600 4410 CHARGE FOR SERVICES 243,500 243,500 243,500 243,500 1000 21100 4410 CHARGE FOR SERVICES 420,207 130,000 130,000 130,000 1000 21110 4410 CHARGE FOR SERVICES 0 328,400 328,400 328,400 1000 21130 4410 CHARGE FOR SERVICES 0 175,000 175,000 175,000 1000 21210 4410 CHARGE FOR SERVICES 0 1 ,203,650 1 ,203,650 1 ,203,650 1000 21220 4410 CHARGE FOR SERVICES 1 , 163,650 0 0 0 1000 22100 4410 CHARGE FOR SERVICES 2,728,961 2,735,395 2,735,395 2,735,395 1000 22400 4410 CHARGE FOR SERVICES 311 ,973 327,986 327,986 327,986 1000 24100 4410 CHARGE FOR SERVICES 30,000 30,000 30,000 30,000 1000 24150 4410 CHARGE FOR SERVICES 14,000 14,000 14,000 14,000 1000 24410 4410 CHARGE FOR SERVICES 332,500 4,500 4,500 4,500 1000 24420 4410 CHARGE FOR SERVICES 964,350 0 0 0 1000 24425 4410 CHARGE FOR SERVICES 0 964,350 964,350 964,350 1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 6,000 1000 50100 4410 CHARGE FOR SERVICES 2,000 3,000 3,000 3,000 1000 90100 4420 PARKING 21 ,000 21 ,000 21 ,000 21 ,000 1000 13100 4430 SALE OF SUPPLIES 500 500 500 500 1000 15100 4430 SALE OF SUPPLIES 85,000 42,500 42,500 42,500 4000 17100 4430 SALE OF SUPPLIES 1 ,000 500 500 500 00 17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000 34,000 TOTAL CHARGE FOR SERVICES 6,788,305 6,667,398 6,667,398 6,627,398 FINES 1000 21200 4510 FINES 0 300,000 300,000 300,000 1000 21210 4510 FINES 140,500 0 0 0 1000 90100 4510 FINES 32,000 32,000 32,000 32,000 TOTAL FINES 1 30 172,500 332,000 332,000 332,000 GENERAL FUND SUMMARY OF REVENUES 2016 2015 2016 2016 2016 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 91.0000 90100 4610 EARNINGS ON INVESTMENTS 1 , 100,000 1 ,400,000 1 ,400,000 1 ,400,000 ,00 17250 4624 RENTS FROM BUILDINGS 0 1 ,075,600 1 ,075,600 1 ,075,600 , 000 22100 4624 RENTS FROM BUILDINGS 57, 114 58,976 58,976 58,976 1000 90100 4624 RENTS FROM BUILDINGS 475,909 483,610 483,610 483,610 1000 90100 4650 OVERHEAD 2,008,787 3,824, 108 3,824, 108 3,824, 108 1000 21200 4670 REFUND OF EXPENDITURE 10,000 10,000 10,000 10,000 1000 21260 4670 REFUND OF EXPENDITURE 135,674 135,674 135,674 135,674 1000 22100 4670 REFUND OF EXPENDITURE 139,680 15,000 15,000 15,000 1000 23200 4680 OTHER 500 500 500 500 TOTAL MISCELLANEOUS 3,927,664 7,003,468 7,003,468 7,003,468 FEES, CABLE FRANCHISE 1000 12100 4720 ADVERTISING FEES 40,000 40,000 40,000 40,000 1000 10300 4730 OTHER FEES 7,650 13,440 13,440 13,440 1000 11100 4730 OTHER FEES 6,400,000 6,300,000 6,300,000 6,400,000 1000 12100 4730 OTHER FEES 3,500,000 3,500,000 3,500,000 3,500,000 1000 13100 4730 OTHER FEES 40,000 50,000 50,000 50,000 1000 15100 4730 OTHER FEES 2,000 0 0 0 1000 21110 4730 OTHER FEES 0 188,250 188,250 188,250 1000 24410 4730 OTHER FEES 186,750 0 0 0 1000 90100 4740 FEES, CABLE FRANCHISE 52,000 60,000 60,000 60,000 TOTAL FEES 10,228,400 10,151 ,690 10,151 ,690 10,251 ,690 TOTAL GENERAL FUND 134,271 ,790 114,615,372 114,615,372 119,617,314 0 0 131 i GENERAL FUND SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 957,673 952,643 952,643 969,348 1000 10200 COUNTY ATTORNEY 804,251 804,704 804,704 829,684 1000 10400 CLERK TO THE BOARD 359,722 362,509 362,509 408,952 1000 11100 COUNTY CLERK 941 ,485 871 ,259 871 ,259 886,959 1000 11200 ELECTIONS AND REGISTRATION 965,952 1 ,542,250 1 ,542,250 1 ,556,681 1000 11300 MOTOR VEHICLE 2,487,008 2,484, 583 2,484,583 2,641 ,359 1000 12100 TREASURER'S OFFICE 1 ,016,736 1 ,015,456 1 ,015,456 1 ,055,296 1000 13100 ASSESSOR 2,773, 534 2,967,838 2,967,838 3,075,030 1000 14100 COUNTY COUNCIL 48,299 48,299 48,299 48,879 1000 15100 DISTRICT ATTORNEY 5,285,833 5,243,417 5,243,417 5,418,323 1000 15200 JUVENILE DIVERSION 88,429 125,676 125,676 125,676 1000 15250 RESTORATIVE JUSTICE 122,973 222,003 222,003 222,003 1000 15300 VICTIM WITNESS 538,340 571 ,512 571 ,512 607,031 1120 15300 VICTIM WITNESS 39,784 39,784 39,784 39,784 1130 15300 VICTIM WITNESS 125,755 129,011 129,011 129,011 114006 15300 VICTIM WITNESS 16, 180 16, 180 16, 180 16, 180 1000 16100 FINANCE 355,872 355,872 355,872 367,434 1000 16200 ACCOUNTING 777, 178 765,328 765,328 806,528 1000 16300 PURCHASING 265,927 268,414 268,414 275, 164 1000 16400 PERSONNEL 1 ,040,700 1 , 177,669 1 , 177,669 1 ,291 , 148 1000 17100 PLANNING OFFICE 1 ,700,842 1 ,916,880 1 ,916,880 1 ,914,229 1000 17200 BUILDINGS AND GROUNDS 6,065, 174 6,216,202 6,216,202 6,205,763 1000 17250 WELD PLAZA 0 590,000 590,000 590,000 1000 17300 INFORMATION SERVICES 8,094,264 6,991 ,719 6,991 ,719 6,991 ,719 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 166,510 266,265 266,265 266,265 1000 17375 INOVATION AND TECHNOLOGY PROJECTS 1 ,000,000 500,000 500,000 500,000 1000 17600 PRINTING AND SUPPLY 370,246 370,346 370,346 380,796 TOTAL GENERAL GOVERNMENT 36,408,667 36,815,819 36,815,819 37,619,242 PUBLIC SAFETY 1000 21100 ADMINISTRATION PATROL 2, 157,878 1 ,416,475 1 ,414,375 1 ,484,844 1000 21110 ADMINISTRATION DETENTION 0 1 ,893,261 1 ,893,261 1 ,889,218 1000 21120 PROFESSIONAL STD 0 791 , 171 777,371 812,268 1000 21130 CIVIL 0 484,340 484,340 516,931 1000 21140 SUPPORT SERVICES 0 920,943 894,976 938,697 1000 21200 PATROL 8,200,389 6,972,437 6,887,903 6,805,337 1000 21205 INVESTIGATIONS 0 1 ,746,092 1 ,740,892 1 ,908,756 1000 21210 CONTRACT SERVICES 1 , 132,370 1 ,298,375 1 ,298,375 1 ,303,278 1000 21220 MUNICIPAL CONTRACT SERVICES 1 ,213,810 0 0 0 1000 21230 ORDINANCE ENFORCEMENT 223,698 263,022 263,022 256,705 1000 21260 REGIONAL LAB 367,829 586,404 584,804 602,669 1000 21300 VICTIM ADVOCATES 164,823 163,709 163,709 157,002 1000 21410 DRUG TASK FORCE 121 ,557 292,217 292,217 275,445 1000 22100 COMMUNICATIONS SERVICE 7,026,617 7,085,601 7,085,601 7,085,601 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 50,000 50,000 50,000 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 974,654 1 ,015, 195 1 ,015, 195 1 ,015, 195 1000 23200 COUNTY CORONER 945,914 917,765 917,765 914,920 1000 24100 JUSTICE SERVICES 836,927 847,700 847,700 832,986 1000 24125 WORK RELEASE 0 1 ,397,651 1 ,397,651 1 ,438,803 1000 24150 ADULT DIVERSION 73,538 73,538 73, 538 73,630 1000 24200 COMMUNITY CORRECTIONS-ADMIN 108, 195 109,400 109,400 109,400 116014 24220 COMMUNITY CORRECTIONS-SERVICES 2,834,865 0 0 0 116015 24220 COMMUNITY CORRECTIONS-SERVICES 0 2,839,996 2,839,996 2,839,996 1000 24410 INMATE SERVICES 20,883,900 5,748,980 5,745,980 5,629,551 1000 24415 SECURITY 0 13,438,050 13,436,350 13,784,658 1000 24420 COURTS AND TRANSPORTATION 3,938,901 2,624,494 2,621 ,494 2,692,500 1000 25100 BUILDING INSPECTION 1 ,326,473 1 ,308,820 1 ,308,820 1 ,309,771 1000 26100 WEED AND PEST 918,538 925,838 925,838 942,952 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 328, 110 357,430 357,430 369,861 TOTAL PUBLIC SAFETY 53,828,986 55,568,904 55,428,003 56,040,974 a WIV 132 GENERAL FUND SUMMARY OF EXPENDITURES 2016 2015 2016 2016 2016 Fund Org Expenditure Function Budget Request Recommend Final a PUBLIC WORKS 1000 31100 ENGINEERING 10,327,026 9,289,681 9,289,681 14,279, 128 CULTURE AND RECURATION 1000 50100 MISSILE PARK 78,051 75,751 75,751 78,606 1000 50200 PARKS AND TRAILS 29,000 29,000 29,000 29,000 TOTAL CULTURE AND RECURATION 107,051 104,751 104,751 107,606 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 19,000 19,000 19,000 19,000 1000 56120 WASTE WATER 10,000 10,000 10,000 10,000 1000 56130 DEVELOPMENTALLY DISABLED 38,225 38,225 38,225 38,225 1000 56140 MENTAL HEALTH 203,225 203,225 203,225 203,225 1000 56160 COUNTY CONTRIBUTIONS 25,000,000 0 0 0 1000 56160 COUNTY CONTRIBUTIONS 4,332,647 4,549,453 4,549,453 4,549,453 TOTAL HEALTH AND WELFARE 29,603,097 4,819,903 4,819,903 4,819,903 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 155,000 175,000 155,000 165,000 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 610,535 610,535 610,535 610,535 1000 90150 COMMUNITY AGENCIES GRANTS 68,831 109,237 35,737 90,737 1000 90160 BRIGHTER WELD 0 115,940 115,940 143,940 1000 96100 EXTENSION 336,511 340,511 340,511 358,305 1000 96200 FAIR 134, 114 134, 114 134, 114 140,580 1000 96400 VETERANS 83,620 115,855 115,855 120,351 1000 96500 ISLAND GROVE BUILDINGS 112,319 117,490 117,490 117,490 1000 96600 ASSET AND RESOURCE MANAGEMENT 3,334,487 3,547,473 3,547,473 3,547,473 1000 99999 SALARY CONTINGENCY 0 1 ,687,868 1 ,687,868 0 TOTAL MISCELLANEOUS 4,680,417 6,779,023 6,705,523 5, 129,411 TOTAL GENERAL FUND 135,110,244 113,553,081 113,318,680 118, 161 ,264 110 0 133 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 776 ,451 $ 830 , 323 $ 830 , 323 $ 847 , 028 Supplies 1 , 560 1 , 900 1 , 900 1 , 900 Purchased Services 107 , 916 125 , 450 120 ,420 120 ,420 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 885 , 927 $ 957 , 673 $ 952 , 643 $ 969 , 348 • Revenue 0 0 0 0 Net County Cost $ 885 , 927 $ 957 , 673 $ 952 , 643 $ 969 , 348 Budgeted Positions 7 . 70 8 . 00 8 . 00 8 . 00 SUMMARY OF CHANGES: The budget is down $5 , 030 . Local travel is down $5 , 000 based upon usage and memberships which are down $ 1 , 030 due to NENA membership . The budget has an offsetting increase in phones of $ 1 , 000 . Final budget adjustments include an increase in salaries of $ 16 , 704 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 134 OFFICE OF THE BOARD (CONTINUED) 1000- 10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10 , 000/capita 0 . 280 0 .282 0 .274 Per capita cost (county support) $3 .21 $3 . 38 $3 . 32 Goal ES1 : Enable County departments and its service partners to deliver quality customer service. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES1 - 1 : Clearly- Citizen satisfaction feedback for High High High defined performance service delivery departments expectations and standards ES1 -2: Conveniently Resident and visitor satisfaction High High High • accessed and easy-to- feedback with County services use services ES1 -3 : Unity of County service delivery ES1 -4: Satisfied customers Goal ES2: Enhance community access to reliable information regarding services and County government issues. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES2- 1 : Easily Community satisfaction with High High High accessible information availability information regarding County services and Customers awareness of services High High High programs (priority provided by Weld County outcome) government ES2-2 : Positive Percent of residents with a positive 90% 90% 90% image of County image of Weld County government government • 135 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000- 10200 DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions . The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of County regulations . The three full-time assistants share the responsibilities of the County Attorney . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 696 , 591 $ 696 , 187 $ 696 , 187 $ 720 , 267 S upplies 10 , 513 2 , 000 2 , 000 2 , 900 P urchased Services 211 , 513 106 , 064 106 , 517 106 , 517 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 918 , 617 $ 804 , 251 $ 804 , 704 $ 829 , 684 Revenue 0 0 0 0 N et County Cost $ 918 , 617 $ 804 , 251 $ 804 , 704 $ 829 , 684 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES: The only change is the charge back from Clerk to the Board for backup coverage of the Paralegal position increased $453 . Funding for attorneys at Human Services is included in the Social Services Fund . Final budget adjustments include an increase in salaries of $24 , 080 . " FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: $900 was added for computer software for the Daptiv timesheet module to do timekeeping for the cost allocation of the County Attorney staff members . All other items approved as recommended . • 136 COUNTY ATTORNEY (CONTINUED) 111 1000- 10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of new requests for legal assistance 480 500 500 N umber of new mental health cases 70 70 70 Number of new code violations 120 120 120 Efficiency Measures FTE ' s per 10 , 000/capita 0 . 182 0 . 176 0 . 171 Per capita cost (county support) $3 . 33 $2 . 84 $2 . 84 N umber of agenda requests/D & N/mental cases per FTE 175 175 175 Goal ES3 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED ipr OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES4- 1 : Efficient Client satisfaction of elected officials and and effective legal department heads 99% 99% 99% representation of Weld County 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000- 10300 DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as prescribed in Section 38-37- 101 , C . R . S . , et. seq . Salaries and operating costs are funded by public trustee fees outside of County budget . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 S upplies 836 0 0 0 P urchased Services 1 , 902 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 738 $ 0 $ 0 $ 0 Revenue 147 , 608 7 , 650 13 ,440 13 ,440 N et County Cost $ 144 , 870 $ - 7 , 650 $ - 13 ,440 $ - 13 ,440 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 anticipated that excess revenue , in the amount of $ 13 ,440 , will be transferred to the General Fund in 2016 . The amount has been less the last two years based upon anticipated drop in foreclosure and refinancing activity . In 2012 , HB 12- 1329 was approved and now requires the Public Trustee to prepare and submit an annual budget to the Board of County Commissioners for review. It also subjects the Public Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state and/or the county procurement process . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The Weld County Public Trustee' s office has always submitted the office ' s budget to the county . HB 12- 1329 states that the budget shall be " reviewed " by the Board of County Commissioners , but does not state "approved " . HB 12- 1329 does not appear to change what has been the practice in Weld County for some time . BOARD ACTION: Approved as recommended . 138 PUBLIC TRUSTEE BUDGET 2016 111 INCOME Release income after Recording Fees $ 225 , 000 Foreclosure income from Statutory Fees 130 , 000 Interest Earned on Balances 1 , 000 Total Income $ 356 , 000 EXPENSES Personnel : Public Trustee Salary $ 72 , 500 Staff Salaries 142 , 000 Temporary Labor 0 FICA Contribution 17 , 000 SUTA Taxes 710 Retirement Plans 12 , 500 Medical Insurance 30 , 000 Education/Training 1 , 800 Misc./Other 0 Total Personnel $ 276 , 510 Operating Expenses : Accounting/Auditing/Legal Services $ 17 , 000 � Building/Office Rental/Storage 27 , 700 Dues and Meetings 2 ,400 • Equipment Maintenance/Rental 3 , 000 IT Support 6 , 500 Office Supplies 3 , 500 Postage 400 Misc/Other 1 ,400 Telephone/Utilities 3 , 100 Travel/Mileage 1 , 050 Total Operating $ 66 , 050 Capital Outlay : Software $ 0 Computer Hardware 0 Office Furniture 0 Total Capital Outlay 0 Total Expenses $ 342 , 560 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 13 ,440 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000- 10400 DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of the County Commissioners , retains all records of the Board , and processes liquor licenses . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 338 , 642 $ 323 , 851 $ 323 , 851 $ 370 , 294 Supplies 60 , 650 33 ,435 36 , 675 36 , 675 Purchased Services 12 , 211 9 , 600 9 , 600 9 , 600 Fixed Charges -5 , 949 - 7 , 164 - 7 , 617 - 7 , 617 Capital 0 0 0 0 Gross County Cost $ 405 , 554 $ 359 , 722 $ 362 , 509 $ 408 , 952 Revenue 5 , 159 7 , 164 7 , 617 7 , 617 Net County Cost $ 400 , 395 $ 352 , 558 $ 354 , 892 $ 401 , 335 0111) Budgeted Positions 5 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES: Supplies are up $3 , 240 due to computer software increases . Purchased services are in total the same , but accounts have been adjusted to reflect expenditure patterns changes in specific accounts . The charge back amount to the County Attorney for clerical coverage is up $453 . Revenue from providing phone switchboard services for Phone Services are up $453 at $7 , 617 . Net county cost is up $2 , 334 . Final budget adjustments include an increase in salaries of $46 ,443 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 110 140 CLERK TO THE BOARD (CONTINUED) 1000- 10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, Number of meetings transcribed 200 200 200 Number of images optically scanned 60 , 000 60 , 000 60 , 000 Number of BOE appeals processed 50 750 50 Efficiency Measures FTE 's per 10 , 000/capita 0 . 182 0 . 213 0 . 205 Per capita cost (county support) $ 1 .45 $ 1 . 24 $ 1 . 37 Cost per meeting/hearing $2 , 001 . 98 $ 1 , 762 . 79 $2 , 006 . 68 Goal ES4 : To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. 4 DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES3 - 1 : User Percent of users (residents, visitors, friendly employees, etc.) satisfied with services government and information 99% 99% 99% information and services ES3 -2 : Percent of Commissioner and Timeliness of departmental records (current and provision of public historical) electronically scanned and 99% 99% 99% records available upon request or accessible via Tyler Web ES3 -3 : Processing Percent of records which are accurately of, and access to, prepared for auction, or oil and gas records of County- revenues which are received for 99% 99% 99% owned mineral processing interests 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000- 11100 DEPARTMENT DESCRIPTION: The Recording Department records , scans , retrieves and reproduces copies of legal documents , and issues marriage licenses . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 698 , 086 $ 765 , 181 $ 687 , 087 $ 702 , 787 Supplies 55 , 599 87 ,475 87 ,475 87 ,475 Purchased Services 53 , 670 73 , 829 81 , 697 81 , 697 Fixed Charges 7 , 807 15 , 000 15 , 000 15 , 000 Capital 12 , 995 0 0 0 Gross County Cost $ 828 , 157 $ 941 ,485 $ 871 , 259 $ 886 , 959 Revenue 6 , 631 , 357 6 , 400 , 000 6 , 300 , 000 6 ,400 , 000 Net County Cost $ - 5 , 803 , 200 $ - 5 ,458 , 515 $ - 5 ,428 , 741 $ - 5 , 513 , 041 Budgeted Positions 8 FTE Recording 8 FTE Recording 7 FTE Recording 7 FTE Recording g 3 FTE Admin . 3 FTE Admin . 2 FTE Admin . 3 FTE Admin . SUMMARY OF CHANGES: An Administrative Assistant position was eliminated mid -2015 for a savings of $78 , 094 . Purchased Services were increased $7 , 868 in phones ($600 ) , travel ($3 ,468 ) , and training ($3 , 800 ) . Travel training is up to allow more staff to attend conferences and additional management and computer training , since managers are new to their positions . On July 27 , 2015 , the Board agreed to allow more public access to recorded information through the property portal , which will result in a $300 , 000 reduction in Clerk and Recorder fees in 2016 , which means a net decrease in revenues of $ 100 , 000 due to the $200 , 000 increase in motor vehicle revenues projected . Final budget adjustments include an increase in salaries of $ 15 , 700 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Revenue estimates were increased by $ 100 , 000 after re-evaluating the impact of making documents on -line available to the public at no cost . All other items approved as recommended . 0 142 CLERK AND RECORDER (CONTINUED) 1000- 11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of documents recorded 78 , 043 85 , 847 91 , 574 N umber of copies produced 104 , 214 114 , 635 172 , 988 N umber of marriage licenses issued 1 , 584 1 , 742 1 , 636 Efficiency Measures FTE 's per 10 , 000/capita - Recording 0 . 291 0 . 282 0 . 240 Per capita contribution $3 . 01 $3 . 32 $3 . 04 N umber of documents recorded per FTE 7 , 095 7 , 804 9 , 157 Q o 143 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 PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educate customers Press release, working with Public Education Ongoing Ongoing public that call or come into Campaign the office. Educate on how to use the system to best serve the public needs. Clear and understandable website. Provide access for Maintain quality Ongoing Ongoing copies Assist with the upkeep of the work for accurate online vendor system and and availability of continue to improve the copies process with the vendor. Work with County Ongoing Ongoing Receive Upkeep the recording system IT and Vendor for documents for with the latest updates, train updates and recording and employees on ways to use the training. electronic vendor system more recording effectively. Accept e- recordings, mail, Ongoing Ongoing and in office Acutely accept, record, index, documents and and verify documents. record. Index 150 documents a day with Zero percent error ratios. Verify documents within three days after indexing. Issue Marriage and Acutely process marriage and Following state Civil Union civil union applications, statute for filling Ongoing Ongoing Licenses along with licenses. Follow out application. state statute. Develop online Working with IT application tool. to develop an online application for people to pre- fill out license Military application. Discharges Follow state statute on recording and providing Maintain copies _ confidentiality Ongoing _ Ongoing 144 BUDGET UNIT RE UEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000- 11200 DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general elections every two years , conducts voter registration , maintains records alphabetically and by precinct , conducts schools for election judges , provides supplies for elections , issues certificates of registration for proof of age and citizenship for international travel , services municipal clerks , school districts , special districts , and conducts special elections each November in the off year. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 537 , 051 $ 424 ,459 $ 570 ,429 $ 584 , 860 Supplies 349 , 534 311 , 314 623 , 946 623 , 946 Purchased Services 130 , 280 218 , 605 330 , 395 330 , 395 Fixed Charges 6 , 011 11 , 574 17 ,480 17 ,480 Capital 0 0 0 0 Gross County Cost $ 1 , 022 , 876 $ 965 , 952 $ 1 , 542 , 250 $ 1 , 556 , 681 Revenue 167 , 786 300 , 000 270 , 000 270 , 000 Net County Cost $ 855 , 090 $ 665 , 952 $ 1 , 272 , 250 $ 1 , 286 , 681 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES: The budget reflects the projected costs of conducting a Primary Election and a Presidential Election with a large turnout anticipated due to the Presidential Election . The added costs total $576 , 298 for 2016 . Revenues are estimated at $270 , 000 , since there will not be as much revenue from TABOR elections in a normal election year, versus an off- year. Presidential Year Election — Combined Mail Ballot Election with 18 Voter Service and Polling Centers . Five sites open early and 13 will be open on Election Day . Final budget adjustments include an increase in salaries of $ 14 , 431 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: The Board approved the i3logix ballot tracking service . Funds for i3logix were included in the recommended budget. The Board did not approve the request for the election inventory system ($24 , 320 in 2016 and $2 , 535 , annually for five years ) . All other items approved as recommended . 145 S ELECTIONS (CONTINUED 1000- 11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 356 ,492 392 , 141 368 , 816 Revenue generated from elections $ 167 , 786 $300 , 000 $270 , 000 Efficiency Measures FTE' S per 10 , 000/capita 0 . 182 0 . 176 0 . 171 Per capita cost (county support) $3 . 11 $2 . 35 $4 .41 Transactions per FTE 71 , 298 78 ,428 73 , 763 Goal ES6 : Ensure that every eligible voter is given the opportunity to vote either through Mail Ballots, Voter Service and Polling Centers or Provisional voting . Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election . Provide a Voter Service and Polling Center that is organized , safe and free of influence . Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office . DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educated Voters Press releases, meetings, high school Voter Ongoing Ongoing student council elections, tours of the Education election office. Availability to public, Campaign Clear and understandable website. Opportunities for Maintain and recruit Voter Service and Assessable Even years — Ongoing every eligible Polling Centers, Drop-off locations and locations, high June, October registered voter to 24-hour drop boxes locations throughout public traffic and November conveniently cast a Weld County during election time. areas Odd years- vote. October/Nov. Votes counted and Maintain voting equipment and retain Returning Ongoing Ongoing reported accurately trained election judges. judges, testing and in a timely accuracy of manner. equipment Integrity of voter Knowledgeable staff on all data entry Ongoing Ongoing records processes and low error ratio Training and maintained. reports State within two years of Integrity of ballot Clear procedures following state law Completion of permanent security State employment. certification National Two to Seven Thorough State and National certification and National within seven years after knowledge of certification years of permanent Election Law permanent employment employment 146 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000- 11300 DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees , specific ownership tax , sales tax , and files chattel mortgages on motor vehicles , processes title applications , maintains files on all titles and license plates issued in Weld County , and provides law enforcement agencies with vehicle registration information . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 207 , 665 $ 2 , 274 , 348 $ 2 , 274 , 348 $ 2 , 431 , 124 Supplies 15 , 981 16 , 720 16 , 720 16 , 720 Purchased Services 215 , 959 195 , 940 193 , 515 193 , 515 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 ,439 , 605 $ 2 ,487 , 008 $ 2 ,484 , 583 $ 2 , 641 , 359 Revenue 0 0 0 0 Net County Cost $ 2 , 439 , 605 $ 2 , 487 , 008 $ 2 ,484 , 583 $ 2 , 641 , 359 35 Full-time 39 Full-time 39 Full-time 39 Full-time Budgeted Positions 3 Part-time 3 Part-time 3 Part-time 3 Part-time • SUMMARY OF CHANGES: Budget was reduced by $2 , 425 . The reductions were in travel ($ 1 , 200 ) , training ($500 ) , equipment repairs ($999 ) and printing ($700 ) with an offsetting increase of $974 in phones . Final budget adjustments include an increase in salaries of $ 156 , 776 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . a 147 MOTOR VEHICLE (CONTINUED) PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 582 , 814 641 , 095 605 ,466 FORT LUPTON BRANCH OFFICE : Number of 140 154 178 marriage licenses issued DEL CAMINO BRANCH OFFICE : Number of 182 200 240 marriage licenses issued Efficiency Measures FTE' S per 10 , 000/capita — DMV 1 . 38 1 .48 1 .44 Per capita cost $8 . 86 $8 . 77 $9 . 05 Number of titles/registrations issued per FTE 15 , 337 15 ,264 14 , 950 Goal ES7 : To ensure every motor vehicle is properly titled and registered according to current Colorado laws. To be accountable and responsible to the public' s needs within the guidelines of the law. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the motor vehicle office and all duties charged to the office. Ensure that the citizens receive professional, timely and quality service at all times PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES7- 1 : Receive 100% accuracy with 99% 99% 99% documents for indexing and verification titling and registering Customer satisfaction 0 complaints 0 complaints 0 complaints ES7-2 : Educate Press releases 4 4 4 customers (public, dealers, banks, title Website updates 4 4 4 clerks, etc.) Posting of educational signs 15 15 15 148 BUDGET UNIT RE UEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000- 12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds , such as property taxes , and disbursing funds collected for the state , county school districts , municipalities and special districts . The Treasurer deposits County funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 648 ,430 $ 678 , 306 $ 678 , 306 $ 718 , 146 S upplies 14 , 722 111 , 500 112 , 000 112 , 000 P urchased Services 151 , 012 226 , 930 214 , 150 214 , 150 Fixed Charges 149 0 0 0 Capital 0 0 11 , 000 11 , 000 Gross County Cost $ 814 , 313 $ 1 , 016 , 736 $ 1 , 015 ,456 $ 1 , 055 , 296 Revenue 3 , 317 ,491 3 , 540 , 000 3 , 540 , 000 3 , 540 , 000 N et County Cost $ - 2 , 503 , 178 $ -2 , 523 , 264 $ -2 , 524 , 544 $ -2 ,484 , 704 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES: Supplies and Purchased Services have been aligned to actual expenditure amounts from the past. Supplies are up $500 . Many supply costs are recouped through collection expense/costs . Some of these costs are mileage , signs , distrait posting , deed charges for title work and advertising . Purchased Services are down $ 12 , 780 primarily in contract payments for banking services . In capital the department is requesting the purchase of a new Canon All - In-One Printer and small scanners . The current printer has reached its end of life maintenance . The department also can eliminate other devices in the office by replacing this printer. It would eliminate a separate fax machine , an older HP 4350 , and two HP 2035 printers . Final budget adjustments include an increase in salaries of $39 , 840 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval , including the replacement of the printer, and small scanners . BOARD ACTION: Approved as recommended . 149 TREASURER (CONTINUED) 110 1000- 12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $482M $583M $699M Investments $203M $ 180M $ 140M Efficiency Measures FTE 's per 10 , 000/capita 0 . 363 0 . 353 0 . 343 Per capita expenditure $2 . 96 $3 . 59 $3 . 61 Goal ES8 : To provide County treasury and tax collection services in the most accurate, efficient and cost- effective manner possible. DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED be OUTCOMES OUTCOMES OUTCOMES OUTCOMES ES8- 1 : Effective and cost-efficient Cost per tax bill $5 .28 $5 .26 $5 .02 County tax collection Number of tax bills per FTE 17,333 17,333 18,900 ES8-2 : Investments that are safe, liquid Return on investments 0 . 88% 0. 88% 0 . 88% and deliver the best yield possible — in that order eit‘ 150 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR' S OFFICE 4 BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000- 13100 DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and personal property in Weld County; maintains accurate public records , including ownership history, parcel values and parcel maps ; completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques ; completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system ; and completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 ,411 , 704 $ 2 , 548 , 738 $ 2 , 611 , 738 $ 2 , 718 , 930 Supplies 509 , 944 55 , 296 164 , 000 164 , 000 Purchased Services 170 , 196 169 , 500 192 , 100 192 , 100 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3 , 091 , 844 $ 2 , 773 , 534 $ 2 , 967 , 838 $ 3 , 075 , 030 Revenue 127 , 379 40 , 500 50 , 500 50 , 500 Net County Cost $ 2 , 964 ,465 $ 2 , 733 , 034 $ 2 , 917 , 338 $ 3 , 024 , 530 Budgeted Positions 34 . 0 34 . 0 35 . 0 35 . 0 SUMMARY OF CHANGES: Personnel Services increased $63 , 000 . The Assessor is requesting an additional Data Collector position ($54 , 736 ) , plus the upgrade of two Personal Property Appraisers ($8 , 264 ) . The Assessor is also requesting that HR do a salary survey of senior analyst and commercial appraiser classifications . Supplies are up $96 , 804 due to the cost of the annual software maintenance of the new appraisal system . Purchased Services are up $ 11 , 100 for the subscription service of Co-Star appraisal data , and $ 11 , 500 for cell phone charges for field staff not included in the 2015 budget. Final budget adjustments include an increase in salaries of $ 107 , 192 . I FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Based upon workload the additional data collector position is justifies , as are the reclassifications requested for parity in compensation . The software cost increase to support the new appraisal system , Co-Star subscription fee , and field staff cell phone costs all contribute to the efficiency of the • department and are justified . Based upon a salary survey of appraiser positions HR is recommending increasing Appraiser Analysts (Grade 30 to 35 ) , Appraiser II (Grade 25 to 26 ) , Appraiser IV Commercial (Grade 36 r IV Supervisor ( Grade 36 to 38 . Total cost would be $33 , 838 : Salaries to 38 ) and Appraise p ) $28 , 579 , FICA $ 1 , 772 , Retirement $3 , 072 and Medicare $415 ) . HR and Finance recommend approval . Policy issue . 151 ASSESSOR (CONTINUED) 0 1000- 13100 BOARD ACTION: The Board approved the upgrade of the two Appraiser Analysts positions (Grade 35 ) on August 5 , 2015 , when they were vacant . All other items approved as recommended . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of parcels ( including personal property 213 ,000 215 , 000 219 ,000 and SA) Telephone Calls Answered 28 , 000 29 , 000 28 , 000 N umber of administrative updates to database 140 ,000 140 , 000 145 , 000 N umber of walk-ins requesting assistance 3 , 000 5000 3 ,000 Number of Property Inspections 9 , 000 9 ,000 9 , 000 Sales Verification 9 , 000 11 , 000 12 , 000 Efficiency Measures N to FTE's per 10 ,000/capita 1 . 25 1 . 25 1 . 21 Per capita cost (county support) $9 .62 $9 . 35 $ 10 . 36 P pp ) Cost per parcel $ 12 .43 $ 12 . 31 $ 13 . 81 Parcels Per FTE 6 , 173 6 , 323 6 , 169 4 Effectiveness Measures (desired results) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 800 926 873 4 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to 100% 100 % 100% Market value a 152 ASSESSOR (CONTINUED) 0 1000- 13100 Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing authorities. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ADJUST ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES9- 1 : Effective Complete submission of the tax warrant County property by the January 10`h statutory date 0 valuation Compliance with all statutory deadlines 100% 100% 100% and requirements Successful report on the annual study audit for Assessors ES9-2: User Percent of users satisfied with friendly e- electronic/technology access to services government and information sharing for 100% 100% 100% assessment and Percent of operations, services and property data programs available through website access 0 0 153 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council - - 1000- 14100 DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five member, unsalaried County Council chosen in non -partisan elections . Major responsibilities of the Council are setting salaries of all elected officials , filling vacancies in the Board of County Commissioners , reviewing county government and making periodic reports to the citizens , and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 11 , 872 $ 19 , 333 $ 19 , 333 $ 19 , 913 Supplies 0 300 300 300 Purchased Services 1 , 281 28 , 666 28 , 666 28 , 666 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 13 , 153 $ 48 , 299 $ 48 , 299 $ 48 , 874 Revenue 0 0 0 0 Net County Cost $ 13 , 153 $ 48 , 299 $ 48 , 299 $ 48 , 874 Budgeted Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: Per the County Council minutes of May 18 , 2015 , there are no changes to this budget for 2016 , other than final salary and benefit adjustments . Final budget adjustments include an increase in salaries of $580 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 154 SEVEN YEAR TREND District Attorney 6 5 4 16110 U) z O 3 J 2 2 1 2010 2011 2012 2013 2014 2015 2016 n 155 SEVEN YEAR TREND District Attorney Local Cost 5.4 5.2 5 LIFf 4 .8 co O J J 4.6 4.2 - - 2010 2011 2012 2013 2014 2015 2016 159 156 BUDGET UNIT REQUEST SUMMARY ILO AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000- 15100 DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies ; answers all criminal complaints of the people ; handles such civil matters as juvenile actions and non -support actions ; serves as attorney for all county officers , except the County Commissioners ; handles consumer fraud and welfare fraud complaints . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 , 774 , 176 $ 4 , 955 , 733 $ 4 , 939 , 772 $ 5 , 114 , 678 Supplies 283 , 299 70 , 000 70 , 000 70 , 000 Purchased Services 206 , 965 260 , 100 233 , 645 233 , 645 Fixed Charges 3 , 756 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5 , 268 , 196 $ 5 , 285 , 833 $ 5 , 243 ,417 $ 5 ,418 , 323 Revenue 253 , 644 278 , 148 233 , 648 233 , 648 Net County Cost $ 5 , 014 , 552 $ 5 , 007 , 685 $ 5 , 009 , 769 $ 5 , 184 , 675 Budgeted Positions 55 . 625 55 . 625 55 . 000 55 . 000 SUMMARY OF CHANGES: Personnel Services have been reduced by $ 15 , 961 with the mid -year elimination of Office Tech I - File Clerk ($ 11 , 806 ) , and reclassification of Paralegal to Office Tech IV ($4 , 155 ) . The department has requested reclassifications or pay grade increases for the Office Administrator and Community Relations Director. The two positions are part of a larger classification study , so any changes will be reflected in the final budget . Final budget adjustments include an increase in salaries of $ 174 , 906 . Purchased Services have been adjusted to reflect historical expenditure patterns for a net reduction of $26 ,455 . Postage is up $2 , 000 , books are down $500 , contract payments are down $22 , 500 , and vehicle costs are down $5 ,455 . A new vehicle has been requested for District Attorney . With a change in statute , in 2016 , there will be a reduction of discovery revenue by $44 , 500 , since starting mid -2016 the state will be providing discover materials at no cost . FINANCE/ADMINISTRATION RECOMMENDATION: The vehicle request ($22 , 000 ) is a policy matter for the Board . Therefore , it has not been included in the recommended budget amounts in this budget or the Motor Pool budget . The requested personnel upgrades will be addressed in the final budget work session when the study is complete . All other items are recommended as requested . BOARD ACTION: Board approved the vehicle request ($22 , 000 ) and radio ($4 , 000 ) in the Motor Pool budget for the DA . Other items 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. 157 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY 460 BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000- 15200 DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation . Counseling component provides supervision , counseling , an apology letter to victim , restitution payments , community service hours , and a variety of groups and other services to juvenile offenders who would otherwise be prosecuted through the Courts . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 93 , 183 $ 86 , 096 $ 123 , 567 $ 123 , 567 4 Supplies 412 633 409 409 Purchased Services 1 , 590 1 , 700 1 , 700 1 , 700 Gross County Cost $ 95 , 185 $ 88 429 $ 125 , 676 $ 125 , 676 Revenue 89 ,482 69 , 004 94 , 082 94 , 082 Net County Cost $ 5 , 703 $ 19 ,425 $ 31 , 594 $ 31 , 594 Budgeted Positions 1 1 1 . 5 1 . 5 SUMMARY OF CHANGES: A larger amount of salary funds were requested from DCJ Diversion funds , and awarded . This new amount more accurately reflects the division of work between DCJ Diversion and Restorative Justice Pilot dollars . This change is documented both in this budget and in the Restorative Justice Pilot budget. Diversion participant program fees for juveniles who participate in Restorative Justice will be deposited into 15250 , Restorative Justice . Per our MOU with contracted agent Youth and Family Connections , $50 of each program fee will be paid to them for contracted services performed . These transactions will come out of 15250 and the remainder of those funds will be given to the county to offset the County match/Net County Cost required of the DCJ Diversion funds . Revenue includes $90 , 082 for the DCJ Diversion funds and $4 , 000 for fees . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: 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. 158 BUDGET UNIT REQUEST SUMMARY CO 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 . I RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15 , 253 $ 68 , 000 $ 52 , 401 $ 52 ,401 Supplies 0 0 2 , 500 2 , 500 Purchased Services 40 , 935 54 , 973 167 , 102 167 , 102 Gross County Cost $ 56 , 188 $ 122 , 973 $ 222 , 003 $ 222 , 003 Revenue 86 , 243 122 , 973 222 , 003 222 , 003 Net County Cost $ -30 , 055 $ 0 $ 0 $ 0 Budgeted Positions 1 1 . 5 . 5 SUMMARY OF CHANGES: Initially these state dollars funded one case manager position . ilke Based on the scope of the work and the availability of other funds , we 've requested that state Restorative Justice dollars fund half of the Diversion Director salary in the coming year. This decreases the amount in salary from this budget. The Purchased Services line item reflects the amount that is given to Youth and Family Connections to provide Restorative Justice facilitation . This amount has increased significantly in response to need and based on advice given by the funder. Diversion participant program fees for juveniles who participate in Restorative Justice will be deposited into 15250 , Restorative Justice . Per our MOU with contracted agent Youth and Family Connections , $50 of each program fee will be paid to them for contracted services performed . These transactions will come out of 15250 and the remainder of those funds will be given to the county to offset the County match/Net County Cost required of the DCJ Diversion funds . This is a pass through and these dollars do not fund any County programming . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Concur with the I method to handle the program fees with Youth and Family Connections . BOARD ACTION: Approved as recommended . N GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the au District Attorney does not provide workload measures or goals in the budget document. 159 BUDGET UNIT REQUEST SUMMARY CO AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000- 15300 DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims Rights Amendment . The VW Program provides services to all victims/witnesses involved in cases being prosecuted through the DA Office . Crime Victim Compensation provides services to any crime victim who has filed a police report . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 846 , 210 $ 691 , 123 $ 725 , 702 $ 761 , 221 I Supplies 2 , 285 1 , 500 2 , 000 2 , 000 Purchased Services 25 ,416 27 ,436 28 , 785 28 , 785 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 843 , 911 $ 720 , 059 $ 756 ,487 $ 792 , 006 Revenue 423 , 188 322 , 719 325 , 804 325 , 804 CO Net County Cost $ 420 , 723 $ 397 , 340 $ 430 , 683 $ 466 , 202 Budgeted Positions 10 . 625 10 . 625 11 . 0 11 . 0 SUMMARY OF CHANGES: Office supplies are up $ 500 , postage is up $622 , phones are up $ 1 , 197 , and printing is down $470 . With reductions in the District Attorney Office 's salary budget mid -year the Board authorized an intern position to move to a Victim Witness Assistant position ($34 , 579 ) Revenue for the program comes from the following grants : VALE ($ 129 , 011 ) ; VOCA ($39 , 784 ) ; and VAWA ($ 16 , 180 ) ; Administrative funds from VALE ($88 , 000 ) , and COMP ( $46 , 110 ) . VALE Scholarships for COVA and COMP/VALE Conferences ($6 , 719 ) . Total revenue is $325 , 804 up $3 , 085 . Net county costs are up $33 , 343 . Final budget adjustments include an increase in salaries of $35 , 519 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the 0 District Attorney does not provide workload measures or goals in the budget document. 160 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000- 16100 • DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of N County Commissioners . N RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 356 , 276 $ 348 , 362 $ 348 , 362 $ 359 , 924 Supplies 634 1 , 000 1 , 000 1 , 000 Purchased Services 4 , 105 6 , 510 6 , 510 6 , 510 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 361 , 015 $ 355 , 872 $ 355 , 872 $ 367 ,434 Revenue 0 0 0 0 Net County Cost $ 361 , 015 $ 355 , 872 $ 355 , 872 $ 367 ,434 Budgeted Positions 1 . 75 1 . 00 1 . 00 1 . 00 kis SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $ 11 , 562 . No other changes . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 0 161 FINANCE AND ADMINISTRATION (CONTINUED) 1000- 16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 12 . 79 % 3 . 00 % 3 . 00 % Budgeted fund balance vs . actual variance 7 . 85% 3 . 00 % 3 . 00 % Efficiency Measures FTE ' S per 10 , 000/capita 0 . 065 0 . 035 0 . 034 • Per capita cost (county support) $ 1 . 31 $ 1 . 26 $ 1 . 26 Goal ES10 : Ensure the financial viability of the County through sound financial management practices. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SidES 10- 1 : Sound Number of audit exceptions 0 0 0 asset management and financial Return on investments 1 .25% 1 .25% 1 .25% investment strategies ES10-2 : Plan Percent of cash reserves 60.4% 46% 30% necessary resources to meet current and future operating and capital needs (priority outcome) Goal ES11 : Deliver on promises and be accountable for performance. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES11 - 1 : Percent of strategic plan outcomes with 100% 100% 100% Alignment of appropriate performance indicators services provided with community' s Community satisfaction with value of 95% 95% 95 % needs and desires County services for tax dollars paid 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000- 16200 DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general accounting functions , and must maintain and produce accurate records for various departments' use to allow proper budgetary control . Maintains records for grants in the County , and assists in the annual audit by an independent auditor. Issues County warrants and provides budgetary control by processing supplemental appropriations , etcetera . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 613 , 807 $ 626 , 178 $ 626 , 178 $ 667 , 378 Supplies 119 , 697 107 , 500 106 , 500 106 , 500 Purchased Services 403 , 723 33 , 500 32 , 650 32 , 650 Fixed Charges 0 0 0 0 Capital 26 , 069 10 , 000 0 0 Gross County Cost $ 1 , 163 , 296 $ 777 , 178 $ 765 , 328 $ 806 , 528 Revenue 0 0 0 0 CNet County Cost $ 1 , 163 , 296 $ 777 , 178 $ 765 , 328 $ 806 , 528 Budgeted Positions 6 . 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES: Line items are adjusted due to actual usage . Replacement of scanner was completed in 2015 , so there is no additional capital items needed in 2016 . Overall budget decreased by $ 11 , 850 . Final budget adjustments include an increase in salaries of $41 , 200 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 0 163 A C COON TING (CONTINUED) 1000- 16200 PERFORMANCE MEASURES • ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 14 , 764 15 , 000 15 , 000 Average number of employees paid 1 ,492 1 , 500 1 , 500 Number of employees trained on General 256 300 300 Ledger Total County federal funds $37 . 0M $34 . 0M $37 . 0M Efficiency Measures FTE 's per 10 , 000/capita . 218 . 212 . 205 Per capita cost (county support) $2 . 78 $2 . 70 $2 . 76 Account Payable warrants per week per 284 280 280 NP FTE Employees paid monthly per Payroll FTE 1 ,492 1 , 500 1 , 500 GS Goal ES12 : Ensure the financial accounting of County funds is accurate. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 11 - 1 : Government Financial Officers Achieved Achieved Planned Compliance with Association awards financial laws and generally accepted Complete submission of CAFR to Achieved Achieved Planned accounting required agencies by July 1St principles, etc. ES 11 -2 : Annual external audit has no major Achieved Achieved Planned Cohesive, issues standardized County-wide financial systems and processes 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES %MO BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000- 16300 DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid , telephone proposal , or quotation . Maintains vendor bid list for all types of bidding . Department seeks approval from the Board of County Commissioners on all bids over $ 10 , 000 . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 162 , 982 $ 166 , 482 $ 166 , 482 $ 173 , 232 Supplies 170 350 350 350 Purchased Services 5 , 226 7 , 375 7 , 375 7 , 375 Fixed Charges 85 , 563 91 , 720 94 , 207 94 , 207 Gross County Cost $ 253 , 941 $ 265 , 927 $ 268 , 414 $ 275 , 164 Revenue 0 0 0 0 Net County Cost $ 253 , 941 $ 265 , 297 $ 268 ,414 $ 275 , 164 Budgeted Positions 2 . 5 2 . 5 2 . 5 2 . 5 SUMMARY OF CHANGES: The overall Purchasing budget is proposed to increase by $2 ,487 . The increase is the result of increased costs to Fixed Charges ( Note : The General Services Director' s salary and benefits are represented in Fixed Charges ) due to step increases , proposed cost of living increase , insurance , and related retirement costs . Requests for Supplies and Purchased Services remain the same as 2015 . Final budget adjustments include an increase in salaries of $6 , 750 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . • 165 PURCHASING (CONTINUED) 1000- 16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of formal bids presented to BOCC 139 145 145 N umber of bids 203 225 225 N umber of Purchase Orders placed 912 975 975 • Efficiency Measures FTE' S per 10 , 000/capita 0 . 090 0 . 088 0 . 086 Per capita cost (county support) $0 . 922 $0 . 936 $0 . 942 N umber of formal bids presented to BOCC 139 145 145 Goal ES - 13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers . DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY (2014) (2015) (2016) PERFORMANCE INDICATOR(S) * ES- 13 - 1 : To Inclusion of as many vendors as possible On-going and On-going and On-going acquire goods on every bidding opportunity. continual. continual. and and services at continual. the best Evaluation of current practices by possible value. attending appropriate training and review of peer codes. 1 seminar Attendance of Attendance attended. 3 seminars. at 1 seminar. All goods and services acquired via requirements of the Weld County Code. 100 % 100 % 100 % Development of guidance documents and other tools so that Departments are 8 Developed. All developed All confident in their practices. documents developed ES 13 -2 : Ensure updated and 2 documents all procurement additional updated. processes are created. conducted in accordance Purchases will be audited for compliance On-going and On-going and On-going with county, with Weld County Code. continual. continual. and state, and continual. federal rules. 166 E RE UT SUMMARYSBUDGET UNIT AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000- 16400 DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is responsible for setting up employment policies , rules , job classification , and compensation . Full scope employment efforts managed by Human Resources , with assistance given as needed , especially in the areas of recruiting , hiring , discipline and terminations . Training of staff including supervisors , managers and line employees play an important role in this department . The county's risk management and wellness programs are also funded in this budget unit . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 740 , 572 $ 798 , 380 $ 895 ,419 $ 1 , 008 , 898 Supplies 95 , 945 189 , 600 202 , 350 202 , 350 Purchased Services 93 , 319 62 , 600 79 , 900 79 , 900 Fixed Charges 89 -9 , 880 0 0 Capital 0 0 0 0 Niro Gross County Cost $ 929 , 925 1 , 040 , 700 1 , 177 , 669 1 , 291 , 148 Revenue 28 , 551 0 0 0 Net County Cost $ 901 , 374 $ 1 , 040 , 700 $ 1 , 177 , 669 $ 1 , 291 , 148 Budgeted Positions 7 8 10 11 SUMMARY OF CHANGES: Personnel Services are up $97 , 039 with the mid -year approval of the recruitment position , and the recommendation to add an additional Assistant Recruiter (Grade 21 ) to absorb more of the Human Services HR function . Supplies are up $ 12 , 750 solely due to PeopleSoft maintenance contract costs with the upgraded system . Purchased Services are up $ 17 , 300 due to advertising being up with the new recruitment efforts in the county and paying all advertising costs in HR versus some in department budgets . The charge back amount of $9 , 880 to Phone Services is no longer applicable since the Clerk to the Board fulfills this function now . Final budget adjustments include an increase in salaries of $41 , 428 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The two additional positions are justified to accommodate the workload increases caused by the additional FTE 's in IT and Communication and normal growth , plus the Board 's directive to centralize all HR functions that had previously been done in the Sheriff' s Office and Human Services . 167 HUMAN RESOURCES (CONTINUED) 1000- 16400 BOARD ACTION: Approved as recommended including the two additional positions . The Assistant Recruiter position will be transferred from the Human Services Department' s Organizational Development and Support unit . The Board also approve the back filling of the Benefits Manager position in 2016 for succession planning and training of a new person due to the Benefits Manger retiring at the end of 2016 ($72 , 051 ) . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions ( FTE ' S ) 1 , 396 1 ,430 1 , 450 Occupied FTE ' S 1 , 350 1 , 390 1 ,410 Employees Terminated/Resigned/Retired 100 100 100 Employees Hired 100 100 120 Turnover Rate 10 % 11 % 0 % LIV Efficiency Measures FTE 'S per 10 , 000/capita . 263 . 282 . 377 Per capita cost (county support) $3 . 27 $ 3 . 67 $4 .42 Personnel served per FTE 199 179 132 Goal ES14 : Attract, develop and retain an effective diverse and dedicated team of employees. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 12- 1 : Continue working with our Testing done Testing, Continue to streamline Provide Departments in recruiting after filtering, process. Increase ability to departments and hiring efforts to interviews, recruiting best test skills prior to with best provide the best qualified managers not candidates interviewing candidates qualified individuals for their open getting enough when possible. Continue to personnel positions. qualified research recruiting sources candidates to find best candidates. 168 RESOURCES HUMAN (CONTINUED) 1000- 16400 PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 12-2 : Enhance PeopleSoft use Managers put The enhancements created by the upgrade should PeopleSoft for our employees & basic info in make PeopleSoft a much better took for ePerformance Managers. Continue to ePerformance employees, supervisors and managers. Managers system create better evaluations to look at use ePerformance as a management tool becomes and data for all to see. PAST throughout the year to enable ability to track & greater value Continue to enhance performance monitor skills year round. Evaluations become for our reporting to Enable better tool for managing performance level & Managers and Managers to use discussions had with employees on an ongoing employees ePerformance as a basis. Reporting delivered will enable managers successful management to monitor and hold staff accountable more tool. successfully. ES 12-3 : Continue training programs Development Continue Leadership Classes for Supervisors and Workforce in skills needed for staff in process Managers skills to development. Develop and support County initiate leadership training priorities for our employees to (leadership, enable them to grow and customer be successful as managers service, fiscal and leaders. problem- solving, etc) County Skills Work within our Ongoing training at all levels will enhance the Training Departments and outside skills and employee satisfaction and help reduce resources to offer specific turnover. training to all County employees to enhance their skills and abilities on an everyday basis. Included is working with ACS on Computer support (Excel or other programs needed), ES 12-4: Continue to enhance Development Goal is to continue to reduce the health risks Enhance Wellness Program, in process affecting the individuals thereby affecting our Wellness partnering with our claims for both Health Insurance as well as Program to providers to provide Workers Comp by .75% annually. provide cost effective metrics and proof savings and of County cost savings. benefits to County and employees 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000- 17100 DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land use decisions in relationship to the Weld County Comprehensive Plan , zoning , and the issuance of land use entitlements . The department provides information , guidance , and assistance to Weld County citizens and jurisdictions with land use decisions and community development activities . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 318 , 692 $ 1 , 596 , 931 $ 1 , 596 , 931 $ 1 , 594 , 280 Supplies 11 , 358 17 , 500 21 , 000 21 , 000 Purchased Services 590 , 054 256 , 119 437 , 364 437 , 364 Contra Account - 147 , 322 - 169 , 708 - 138 ,415 - 138 ,415 Gross County Cost $ 1 , 772 , 782 $ 1 , 700 , 842 $ 1 , 916 , 880 $ 1 , 914 , 229 Revenue 579 , 885 411 , 000 500 , 500 500 , 500 Net County Cost $ 1 , 192 , 897 $ 1 , 289 , 842 $ 1 ,416 , 380 $ 1 ,413 , 729 Budgeted Positions 13 . 00 16 . 00 16 . 00 16 . 00 SUMMARY OF CHANGES: Supplies are up $3 , 500 with $2 , 000 for small items of equipment y for computer equipment , and food supplies $ 1 , 500 for hosted meeting expenses . Purchased Services are up due to the charge backs from Engineering of $233 , 668 , and the Oil and Gas Liaison position charge from Environmental Health ($ 120 , 346 ) . Contra account for charges to Building Inspection is funded at $ 138 ,415 with the restructuring of duties . Revenues are up $89 , 500 based upon anticipated building and land use activity in 2016 . Final budget adjustments include a decrease in salaries of $2 , 651 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . All increases are justified . BOARD ACTION: Approved as recommended . 170 PLANNING AND ZONING (CONTINUED) 1000- 17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2014) (2015) (2016) Current Planning Work Outputs N umber of total applications submitted 562 550 500 N umber of administrative land use cases 464 440 425 N umber of Grading Permits 44 50 50 N umber of Geo Hazard Permits 1 1 1 N umber of FHDP ( Flood Hazard Dev. Permits ) 73 75 75 Long Range Planning Work Outputs N pecial Projects 6 10 5 Walk in 's 1 , 092 1 , 100 1 , 050 Pre-Application Meetings 308 300 285 Code Revisions 5 10 8 Comp Plan Amendments 0 1 1 Technical Support Work Outputs Total Public Hearings (PC and BOCC ) 98 100 85 Case Clean Up ( RE , SE , USR , Subdivisions ) 25 50 50 Town/County Staff Outreach Meetings 12 13 12 Compliance Planning Work Outputs N umber of site visits 567 560 525 N umber of violations issued 246 250 225 N umber of violations to County Attorney 56 60 50 Average number of County Court hearings 15 15 12 (Vouchers) 0 0 5 Efficiency Measures FTE 's per 10 , 000/capita .472 . 564 . 548 Per capita cost (county support) $4 . 33 $4 . 54 $4 . 84 O 171 PLANNING ZONING AND (CONTINUED) 1000- 17100 Goal CED1 : Increase effectiveness by maintaining regular communication with the public, outside agencies, County departments, and the County Planning Commission. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED1 - 1 : Improved Revise website as needed but no less than 100% 100% 100% community access monthly to land use trend information and Implementation of Citizen Access 50% 75% 100% services module in Accella. 25% 50% 75% Implement EDR (Electronic Document Review) CED1 -2 : Prepare a A survey will be sent out to all customers survey to gain that completed an entitlement process feedback from with the County, e.g. RE, SE, SPR, USR, customers on the Subdivision, etc. The purpose of the 25% 25% 50% land use process survey is to gain feedback about level of service and to provide suggestions. CED1 -3 : Strong Staff attendance of monthly meetings 12 10 10 relationships with with Municipal planning staff municipal planning IV departments and Attend one Annual Summit with excellent municipal staff and conduct 2020 Forum 1 1 1 knowledge of as precursor to Comp Plan Amendment current regional issues CED1 -4: A well- Minimum of six Planning Commission 6 6 6 informed and training sessions prepared Planning Commission A well-informed Minimum of one BOA training sessions 1 1 1 and prepared Board throughout year of Adjustment CED1 -5 : Adequate Update Ordinance and Policies per 100% 100% 100% decision making Commissioner direction tools for BOCC 100% of special projects requested by the Board are completed 100% 100% 100% 172 a Si a 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 PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED2- 1 : Updated Completion of any Comprehensive Plan 0 0 2 Regional amendments related to RUA' s Urbanization Area Plans CED-2 : Provide Staff attendance at HWY 85 Coalition 12 12 6 staff to support the meetings. HWY 85 Coalition Progress towards a HWY 85 Regional Plan 75% 95% 80% Goal CED3 : Provide consistency, quality, and thoughtful land use and transportation planning. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) • CED3- 1 : Increased Support new non-agrarian development n/a n/a 1 infill development, to occur within intergovernmental located where agreement area and urban growth public infrastructure boundaries is available CED3-2 : Continue Revision of WCC in response to research 100% 100% 100% to develop and and applicant feedback concerning Weld evolve land use County' s process versus land use process which processes in other jurisdictions minimizes burdensome restrictions Goal CED4: Develop and maintain incentives for small business development DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED4- 1 : Approval and Authorization of SBIP 1 2 3 Promote small plans by the Board of County business Commissioners development in the County 173 PLANNING AND ZONING ( CONTINUED ) � . 1000 - 17100 Goal CED5: Minimize government by implementing common sense approaches to solving problems and adapting to changes. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED5- 1 : Routinely reviewing code to determine 2 4 8 Continually review applicability and ensuring that the code is County codes to consistent with the County' s vision, ensure they meet policies and ideology. Accomplished the county's through code changes philosophy and ideology Goal CED6: Work with, not against, the flowing tide of free markets whereby reducing or eliminating red tape and barriers to entry. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED6- 1 : Promote Meet with business leaders, owners and 100% 100% 100% and sustain a economic development groups. Provide business friendly outreach and education on the various culture programs that the County offers. Promote economic development 174 SUMMARY BUDGET UNIT REQUEST AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000- 17200 DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and grounds in the fields of air conditioning , heating , plumbing , carpentry , painting , electrical , lawn and grounds care , furniture moves , snow removal , etc . This Department performs cleaning tasks in the Courthouse , Centennial Complex , Human Services Buildings , South County Services Building , Public Works Headquarters , North County Jail , Health Building , Training Center, Southwest Weld Administration Building , Public Safety Administration Building , Alternative Programs Building , Community Corrections Building , Regional Crime Lab , and Weld Business Park Administrative Buildings . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 925 , 522 $ 1 , 863 , 274 $ 2 , 000 , 602 $ 1 , 990 , 163 Supplies 648 , 148 712 , 700 688 , 000 688 , 000 Purchased Services 3 , 672 ,474 3 , 698 , 200 3 , 756 , 600 3 , 756 , 600 Fixed Charges 30 , 281 31 , 000 31 , 000 31 , 000 Contra Account - 268 ,433 -240 , 000 -260 , 000 -260 , 000 6 Capital 46 , 691 0 0 0 Gross County Cost $ 6 , 054 , 683 $ 6 , 065 , 174 $ 6 , 216 , 202 $ 6 , 205 , 763 Revenue 0 0 0 0 Net County Cost $ 6 , 054 , 683 $ 6 , 065 , 174 $ 6 , 216 , 202 $ 6 , 205 , 763 Budgeted Positions 28 23 25 25 SUMMARY OF CHANGES: Personnel Services are up $ 137 , 328 for an additional plumber position to transition the retirement of the long time plumber in October, 2016 ($ 72 , 315 ) , and additional carpenter position ($65 , 013 ) due to workload requirements . Supplies are down $24 , 700 with a reduction in janitorial supplies ($ 50 , 000 ) , offset by increases in office supplies ($300 ) , electrical supplies ($ 5 , 000 ) and other operation supplies ($20 , 000 ) . Purchased Services are up $58 ,400 due to increases in water ($ 18 , 000 ) , gas ($51 , 000 ) , and a decrease of trash removal ($ 10 , 000 ) and minor items ($600 ) . The contra account for charge back to reimbursable departments is up $20 , 000 at $260 , 000 . Final budget adjustments include a decrease in salaries of $41 , 947 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The two new positions are required to transition the plumber function due to a retirement and the workload of the carpenter unit . Not filling the carpenter unit would delay project completion . Other cost increases appear justified due to use and inflationary trends . Costs are up about 2 . 32 % . At an average maintenance cost of $4 .43 per square foot, the department is very good by industrial standards . Most entities are in the $7 . 00 to $ 10 . 00 per square foot range . BOARD ACTION: Approved as recommended , including the two positions . 175 • BUILDINGS AND GROUNDS (CONTINUED) 1000- 17200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of square feet maintained 1 , 353 , 924 1 , 318 , 282 1 ,401 , 696 N umber of preventative maintenance work orders ( PMs) 535 535 535 N umber of tracked repair work orders 8 , 500 8 , 500 9 , 000 Efficiency Measures FTE'S per 10 , 000/capita 1 . 02 0 . 81 0 . 86 Per capita cost (county support) $21 . 99 $21 . 39 $21 .25 Cost per square foot $4 .47 $4 . 60 $4 .43 Goal ES15 : Plan, construct, and maintain well-designed County facilities in time to meet the needs of 41. Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES15 - la Customer Maintain customer complaints above satisfaction with 98% level . 99% 98% 99% cleanliness of facilities ES15-2b Prioritize and correct safety deficiencies 100% 100% 100% Eliminate injuries as they arise contributed to 100% of facilities meeting ADA 100% 100% 100% facility requirements deficiencies ES15 -3c Improve Respond to hot/cold calls within 30 99% 98% 99% customer minutes above the 98% response level satisfaction with environmental comfort controls Goal ES16: Direct planning, design, engineering, construction services, and capital improvements DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Cost effectively Ensure construction and improvement 100% 100% 100% manage building projects stay within budget improvements and construction 176 BUILDINGS AND GROUNDS (CONTINUED) 1000- 17200 Goal ES17: Ensure a responsive, service-oriented, effective maintenance services DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Maintenance Maintenance issues are cleared within 30- 98% 98% 98% requests are days of work order submission completed within a timely manner for customers Goal ES18: Perform preventative maintenance actions to reduce lifetime operational cost DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Reduce Complete monthly, quarterly, and annual 100% 100% 100% operational costs periodic maintenance requirements in through effective accordance with manufacturer preventative recommendations and industry standards maintenance program O 1111 177 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS 11-4 BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000- 17250 DEPARTMENT DESCRIPTION: The Weld Plaza Building was purchased in 2014 for future justice services and court related county offices . The building has excess space that will be leased until there is a county need . This budget accounts for the costs and rental revenues of the building . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 579 , 000 579 , 000 Fixed Charges 0 0 11 , 000 11 , 000 N Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 590 , 000 $ 590 , 000 Revenue 0 0 1 , 075 , 600 1 , 075 , 600 Net County Cost $ 0 $ 0 $ -485 , 600 $ -485 , 600 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The building is managed by real estate management firm . Budget reflects the costs of the entire building ($590 , 000 ) and revenues from the leased space ($990 , 000 ) and Social Service space reimbursement ($85 , 600 ) total $ 1 , 075 , 600 . The building generates a positive cash flow of $485 , 600 . In the capital budget there is $750 , 000 budgeted for upgrades and improvement to the facility . In July , 2016 , the Child Welfare unit with approximately 120 employees will be relocated to the Plaza Annex , and the first floor of the main building . They will occupy approximately 24% of the building . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . O 178 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000- 17300 DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the development , maintenance , and use of computer systems , software , networks , and telecommunications for the processing and distribution of data support services to Weld County. RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 , 270 , 822 $ 4 , 899 , 828 $ 5 , 004 , 783 $ 5 , 004 , 783 Supplies 380 , 000 1 , 590 , 900 1 , 369 , 312 1 , 369 , 312 Purchased Services 110 , 120 129 , 624 641 , 124 641 , 124 Contra Account - 1 , 200 , 000 - 1 , 200 , 000 - 1 , 200 , 000 - 1 , 200 , 000 Capital 800 , 000 2 , 673 , 912 1 , 176 , 500 1 , 176 , 500 Gross County Cost $ 4 , 360 942 $ 8 , 094 , 264 $ 6 , 991 , 719 $ 6 , 991 719 Revenue 0 0 0 0 Net County Cost $ 4 , 360 , 942 $ 8 , 094 , 264 $ 6 , 991 , 719 $ 6 , 991 , 719 Budgeted Positions 35 45 46 46 SUMMARY OF CHANGES: An additional security position was approved mid -year ($ 104 , 955 ) . Supplies are down $221 , 588 due to a reduction in small items of equipment, which is in accordance with the Five Year Capital Improvement Plan and a better breakout of hardware and software maintenance costs by line item . Purchased Services are up $511 , 500 primarily for training , and $500 , 000 for unallocated projects in 2016 . Charge backs in the contra account are unchanged . Capital is down $ 1 ,497 ,412 in accordance with the Five Year Capital Improvement Plan with $993 , 500 for computer equipment and $ 183 , 000 for software . For 2016 , compliance projects ( legal , vendor or state mandated ) and departmental projects there has been $500 , 000 funded in account 6570 Miscellaneous . It is anticipated that a IT budget work session will be held with IT staff and requesting departments presenting the requests along with IT management and Finance and Administration recommendations for the Board 's review . The Commissioners will make the final determination of 2016 funding of each project . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The budget is broken out more accurately in the respective line items since the department is gathering better detail after assuming the operation from a contractor in 2014 . The expenditures are consistent with the Five Year Capital Improvement Plan . 0 179 INFORMA T/ N SERVICES O (CONTINUED) 1000- 17300 BOARD ACTION: Approved as recommended . The Board approved all of the proposed departmental IT projects for 2016 except the following : • Motor Vehicle Wait Time ($ 120 , 000 ) • Treasurer Printer ($8 , 000 ) Budgeted in department's budget instead . • Treasurer Scanners ($2 , 215 ) Budgeted in department's budget instead . • Motor Vehicle Web Cameras ($6 , 000 ) • Treasurer Web Cameras ($6 , 000 ) The savings of $ 142 , 215 was moved to the Imaging Solutions project for 2016 . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of Personal Computer systems supported 3 , 000 3 , 150 3 , 200 N umber of Personal Computer systems installed/replaced 350 350 350 N umber of IT Managed Projects 50 65 70 N umber of Technical Support Calls/Month 1 ,400 1 , 400 1 ,400 N umber of Office 365 Accounts Migrated 500 500 500 N umber of Virtual Servers Managed 225 175 175 N umber of Application Managed 125 125 125 Efficiency Measures FTE ' S per 10 , 000/capita 1 . 271 1 . 587 1 . 575 Per capita cost (county support) $ 17 . 56 $28 . 55 $23 . 94 Mission Statement (Information Technology) : The mission of the Weld County Information Technology (IT) Department is to provide responsive, adaptive, transformative, innovative, and cost-effective information technology solutions and services. This assists County departments and offices to successfully achieve their objectives. IT will assist with the implementation and support of technology solutions empowering the citizens of Weld County to access information and mission critical services in a comprehensive, responsive and effective manner. 180 INFORMANSERVICES TIO (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. 181 INFORMA TION SERVICES 0 (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. 0 NOTE : INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT : http ://wci.weld.gov/DepartmentLinks/InformationTechnology/index.html 0 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: INFORMATION SERVICES flipit BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000- 17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS ) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 96 , 248 119 , 050 107 , 375 107 , 375 Purchased Services 88 , 601 29 ,460 15 , 240 15 , 240 Fixed Charges 0 18 , 000 18 , 000 18 , 000 Capital 0 0 125 , 650 125 , 650 Gross County Cost $ 184 , 849 $ 166 , 510 $ 266 , 265 S 266 , 265 Revenue 98 , 024 50 , 000 50 , 000 10 , 000 Net County Cost $ 86 , 825 $ 116 , 510 $ 216 , 265 $ 256 , 265 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The overall budget is up $99 , 755 . The major increase is the $ 116 ,400 for imagery to do aerial mapping to update portions of the county . The updated imagery is done every 3-5 years depending upon growth and changes . Other line items have actually decreased $ 16 , 645 , such as software costs , printing , phones , and other professional services . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . As growth in the county has resumed with the economy recovering the updated imagery is needed . BOARD ACTION: Revenue was reduced by $40 , 000 with the Board ' s policy of reducing the charge for GIS parcel data to the public . All other items approved as recommended . 183 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000- 17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 128 , 000 128 , 600 129 , 200 # Parcels Updated 600 600 600 # Available Coverage ( Layers ) in GIS 3 , 200 3 , 200 3 , 200 Efficiency Measures FTE' S per 10 , 000/capita 0 . 000 0 . 000 0 . 000 Per capita costs (County support) $0 . 32 $0 .41 $0 . 88 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of Information Services , see goals for Budget Unit 1000- 17300 . O 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Innovation and Technology Projects - - 1000- 17375 DEPARTMENT DESCRIPTION: Innovation and Technology Projects focus on how to take advantage of innovative technological solutions for service delivery in county government, help in reengineering county practices and policies to determine the most efficient ways to conduct business , to help departments determine how to consolidate the delivery of any redundant services , and to realize the maximum potential of new technologies that Weld County can implement . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 64 , 874 0 0 0 Purchased Services 10 , 000 1 , 000 , 000 500 , 000 500 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 74 , 874 $ 1 , 000 , 000 $ 500 , 000 $ 500 , 000 I Co Revenue 0 0 0 0 Net County Cost $ 74 , 874 $ 1 , 000 , 000 $ 500 , 000 $ 500 , 000 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: As this program moves into its fourth year the program has evolved into a program with a different character than first envisioned . Also , the amount of funding to support the concept has proven to be substantially less than the original $2 , 000 , 000 funding level . Part of the change is that many of the technology projects first envisioned are being incorporated into the Information Technology ( IT) budget. In the 2015 budget $ 1 , 000 , 000 was moved to the IT budget , and in the 2016 budget another $500 , 000 has been moved to the IT budget , as an allocation to be used for new IT requests from departments . The $500 , 000 remaining in the 2016 budget for projects should be adequate to address enterprise solutions , and technology projects not fitting into the IT budget . The following are the 2016 projects : 185 INNOVATION AND TECHNOLOGY PROJECTS (C ON TIN UED) 1000- 17375 DEPARTMENT PROJECT COST Sheriff MILO Range Theater and Training Simulator $97, 125 Sheriff MILO Range Theater Remodel 20, 000 IT Weld Imaging Solution ( $ 100, 000-$500, 000 ) 281, 204 IT Content Management System for County Website ($ 250, 000 with $ 148, 329 in IT budget ) 101, 671 TOTAL $500,000 FINANCE/ADMINISTRATION RECOMMENDATION: All of the enterprise IT projects are recommended . The Weld Imaging Solution project can either be fully funded at the approximate $500 , 000 amount with added resources from unallocated fund balance or phased in over two years . The MILO Range Theater and Training Simulator is included in the recommended budget. Events in Colorado and throughout the nation the last several months have placed the question of the exercise of the use of force , in the criminal justice system , under the public spot light . With videos and cell phone cameras the public is now picking apart the use of force by law enforcement . Law enforcement agencies are now placed in the position of explaining , not only the totality of the circumstances of a use of force , but also what training was provided to prepare the professional for the use of force encounter. The MILO Range Theater and Training Simulator is recommended for two reasons . One , to better train our law enforcement officers to prepare them for situations that may call for the use of force encounters to insure their safety and the public's safety . Two , the program is a risk management measure to minimize the risks and liability of the officers involved and the county . Policy issue . BOARD ACTION: All projects were approved as recommended . The savings of $ 142 , 215 from IT projects not approved in budget unit 1000- 17300 will be used for the Imaging Solutions project for 2016 , as well as the $ 186 , 391 not allocated to projects for a total of $ 328 , 606 . As a result with $281 , 204 in this budget, and the $328 , 606 in the 1000- 17300 budget a total of $609 , 810 will be devoted to the Imaging Solutions project in 2016 . The remaining $ 171 , 331 of the total estimated cost of $785 , 141 will be funded in 2017 to complete the project . 186 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000- 17600 M DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to the County. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 214 , 609 $ 196 , 566 $ 196 , 566 $ 207 , 016 Supplies 83 , 083 87 , 500 87 , 500 87 , 500 Purchased Services 80 , 203 86 , 180 86 , 280 86 , 280 Fixed Charges 196 0 0 0 Capital 58 , 354 0 0 0 Gross County Cost $ 436 ,445 $ 370 , 246 $ 370 , 346 $ 380 , 796 Revenue 206 , 586 277 , 500 277 , 500 277 , 500 Net County Cost $ 229 , 859 $ 92 , 746 $ 92 , 846 $ 103 , 296 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES: Increase of $ 1 , 100 for vehicle costs for mail/supply delivery, and a reduction of $ 1 , 000 for equipment rental . There is a net change of $ 100 . Final budget adjustments include an increase in salaries of $ 10 ,450 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . fb 187 PRINTING AND SUPPLIES (CONTINUED) 1000- 17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 2 , 800 2 , 800 2 , 900 Mail Pieces 700 , 000 700 , 000 700 , 000 Supply Orders 1 , 300 1 ,400 1 ,400 Efficiency Measures FTE 's per 10 , 000/capita 0 . 109 0 . 102 0 . 103 Per Capita cost (county support) $0 . 337 $ . 327 $ . 354 Goal ES13 : Deliver timely, high quality and cost-effective printing and supply services to County departments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES13 - 1 : User 98% of users satisfied with quality and 99% 99% 99% friendly printing timeliness of services services to meet expanding user needs 188 SEVEN YEAR TREND Sheriffs Office Local Costs $40 $35 $30 $25 z $20 $ 15 - - $5 2010 2011 2012 2013 2014 2015 2016 0 189 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 29 , 056 , 670 $ 30 , 322 , 638 $ 30 , 984 , 658 $ 30 , 569 , 945 Supplies 954 , 371 945 , 651 1 , 071 , 254 994 , 197 Purchased Services 6 ,494 , 909 7 , 232 , 086 8 , 017 , 385 7 , 529 , 393 Fixed Charges -48 , 776 - 119 , 170 -50 , 676 -50 , 676 Capital 46 , 300 23 , 950 15 , 000 15 , 000 Gross County Cost $ 36 , 503 474 $ 38 ,405 , 155 $ 40 , 037 621 $ 39 , 057 859 Revenue 3 , 705 , 663 3 , 738 , 971 3 , 841 , 631 2 , 877 , 281 Net County Cost $ 32 , 797 811 $ 34 , 666 , 184 $ 36 , 195 , 990 $ 36 , 180 , 578 Budget Positions 356 . 25 364 . 25 373 . 5 357 . 5 SUMMARY OF CHANGES: The Sheriff's Office budget was restructured mid-2015 with the election of a new Sheriff. As a result, a summary of the overall Sheriff's Office budget is being provided , since comparison in individual budgets is difficult until history is established . The overall net Sheriff's Office recommended budget is up $ 1 , 388 , 905 or 4 . 01 % . The big driver of costs is accommodating the growth in the inmate population , which amounts to approximately $ 1 . 1 million of the increase , or 3 . 13% of the 4 . 01 % total increase . Personnel Services was increased $662 , 020 . It includes an additional Booking Tech ($52 , 987 ) , six Deputy Detention Officer III ($463 , 119 ) , and two Detention Sergeants ($209 , 806 ) to accommodate the growing inmate population and the need to increase the facility capacity to 734 beds . In addition , in Patrol there is a request to move the 0 . 75 FTE Desk Clerk to full -time ($31 , 636 ) . The mid-year adjustments reduced the costs by $95 , 528 . Supplies are up $ 76 , 236 or 8 . 1 % increase . The increases are in office supplies ($6 , 572 ) , small equipment ($422 , 264 ) , computer equipment ($21 , 506 ) , firearms supplies ($27 , 423 ) and inmate supplies ($ 19 , 888 ) . Reductions were in uniforms ($ 10 , 389 ) , and other supplies ($ 11 , 028 ) . Costs were driven by replacing older equipment (weapons , vest, etc . ) , supplies for the growing inmate population , and inflationary trends . Purchased Services are up $693 , 765 or 9 . 6 % increase . The increases are in inmate transportation ($ 10 , 000 ) , inmate medical costs ($311 , 568 ) , contract payment ($ 55 , 795 ) , other professional services ($86 , 981 ) , vehicle costs ($ 143 , 628 ) , travel and training ($25 , 830 ) and miscellaneous other accounts $59 , 963 . The increase of $311 , 568 for medical services is made up of $ 164 , 131 related to a 5% CPI and $ 152 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . Cost increases were attributed to inmate population growth , exchanging lights and radios in new patrol vehicle , training , and inflationary trends . 190 SHERIFF OFFICE SUMMARY I C.- (CONTINUED) SUMMARY OF CHANGES (Continued) : Fixed Costs are down $68 ,494 due to a change in accounting method , and equipment is down $8 , 950 . Revenues are up $ 102 , 660 . Most revenues are stable , with the exception of traffic fines being up $ 159 , 500 , offset by the drop in concealed weapons permits . FINANCE/ADMINISTRATION RECOMMENDATION: The requested nine positions relating to the jail are all recommended due to the growing inmate population and opening of an additional jail pod . The move of the 0 . 75 FTE Desk Clerk to full -time ($ 31 , 636 ) in Patrol is included in the recommended budget , but is a policy issue for the Board regarding service level . Under Supplies the original request of $ 1 , 071 , 254 was reduced by $49 , 367 by reducing small items of equipment by $ 33 , 514 or 10 % and firearm supplies by $ 15 , 853 or 10 % . The department is being asked to prioritize the top 90 % needed in these line items . Prior to the reduction total supplies were up $ 125 , 603 or 13 . 3% . With the reduction , supplies are up $76 , 236 or 8 . 1 % . Operation of the department should not be adversely impacted by the reductions . The Sheriff concurs with the reductions . In Purchased Services the original request of $8 , 017 , 385 (an increase of 10 . 9% ) was reduced by $91 , 534 to $ 7 , 925 , 851 (an increase of 9 . 6% ) . Vehicle maintenance was reduced by $66 , 125 based upon projected Motor Pool costs and allowing $95 , 000 for exchanging lights and radios in new patrol vehicles . Travel and training costs were reduced 10 % or $ 13 ,409 . The Sheriff concurs with the reductions . A part time polygraph contract ($ 12 , 000 ) was not included in the recommended budget . This request was withdrawn by the Sheriff after the budget submission . Vehicle expenses of $25 , 000 for lights and radios in two new patrol vehicles requested in the Patrol budget for detention medical appointments , juvenile releases , and work release regressions was withdrawn along with the vehicle request in the Motor Pool budget . Another policy issue is the $ 152 , 436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . This addition to the medical contract is recommended and included in the 2016 budget . The proposal not only insures better care and screening for inmates coming into the facility, but can also be viewed as a risk management measure for the facility in light of growing litigation in this area nationwide . BOARD ACTION: See individual budget units . NOTE : Board approved reorganizing work release under Justice Services effective January 1 , 2016 . Budget unit number will be changed to 1000-24125 to be in the Justice Services organizational structure . 191 — a as a a FF' S HERI S OFFICE DETENTIONS DIVISION COMBINED GOAL/DESIRED OUTCOMES C KEY PERFORMANCE INDICA TORS Sheriffs Office Mission Statement: "To provide effective public safety services with honor and integrity." Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe, humane and wholesome environment that returns people to the community better, or no worse, than they arrived." Goal SO DD 1 : Lawfully hold prisoners in a safe and humane environment. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1 - 1 : ( 1 ) The number of rule violations in the past Inmates comply with 12 months divided by the average daily jail 4.08 4. 10 4. 12 facility rules and population in the past 12 months regulations (2) The number of violent infractions in the past 12 months divided by the average daily 1 .08 1 . 10 1 . 15 jail population in the past 12 months SO DD 1 -2: ( 1 ) The number of documented inmate Food service illnesses attributed to food service operations operations are in the past 12 months divided by the average 0.0 0.0 0.0 hygienic, sanitary daily jail population in the past 12 months and provide a nutritional diet (2) The number of inmate grievances about food service decided in favor of the inmate in .060 .067 .074 0 the past 12 months divided by the average daily jail population in the past 12 months SO DD 1 -3 : ( 1 ) The average daily jail population in the past Actual secure bed 12 months divided by the total number of occupancy is within general population beds available in the past 12 88.3% 92. 1 % 95.0% reasonable months operational jail capacity (2) The number of inmate grievances about crowding and housing conditions decided in .013 .013 .013 favor of the inmate in the past 12 months divided by the average daily jail population in the past 12 months SO DD 1 -4: Inmates ( 1 ) The number of inmates with positive initial have access to a tests for TB, Hepatitis A, B, or C, HIV or continuum of health MRSA in the past 12 months divided by the .008 .009 .010 care consistent with average daily jail population in the past 12 that available in the months community (2) The number of inmate deaths due to suicide or homicide in the past 12 months divided by 0.0 0.0 0.0 the average daily jail population in the past 12 months (3) The number of prescriptions written in the past 12 months divided by the average daily 41 .8 44.5 45 .0 jail population in the past 12 months 0 192 e ale S AS- aSHERIFF'S OFFICE DETENTIONS DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICA TORS SO DD 1 -5 : ( 1 ) The number of inmates participating in the Inmates have Right to Read program while confined in jail opportunities to the last 12 months divided by the number of 22. 1 % 50. 1 % 75 .0% improve themselves inmates sentenced to jail 6 months or more in while confined the past 12 months (2) The number of inmates graduating the Right to Read program while confined in jail the last 5.2% 10.9% 25 .0% 12 months divided by the number of inmates sentenced to jail 6 months or more in the past 12 months Goal SO DD 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre-adjudication options to secure custody. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 2- 1 : Secure ( 1 ) The average daily population of work county jail beds are release and electronic home detention programs used efficiently and in the past 12 months divided by the average effectively daily population of all offenders supervised by 28.2% 28.3% 28.5% the Sheriff's Office in the past 12 months (2) The number of offenders released from jail within 24 hours of admission in the past 12 months divided by the number of jail 39.2% 35 .2% 36. 1 % admissions in the past 12 months (3) The number of jail bed days used for pre- trial detention by the county/district courts in the past 12 months divided by the total number 59.7% 60. 1 % 60.5% of jail bed days in the past 12 months (4) The number of jail bed days used for jail sentences by the county/district courts in the past 12 months divided by the total number of jail bed days in the past 12 months 35 .8% 35 .0% 34.3% (5) The number of jail bed days used by other than the county/district courts in the past 12 months divided b y the total number of jail bed 4.5% 4.9% 5 .2% days in the past 12 months SO DD 2-2: ( 1 ) The number of clients successfully Jail alternative completing the work release program in the past programs effectively 12 months divided by the number of clients 80. 1 % 83 .4% 84.5% supervise clients in admitted to the work release program in the the community past 12 months (2) The number of clients successfully completing the electronic home monitoring program in the past 12 months divided by the 94. 1 % 96. 8% 97. 1 % number of clients admitted to the electronic home monitoring program in the past 12 months 193 OFFICE SHERIFF'S PATROL DIVISION COMBINED GOAUDESIRED 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 ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ( 1 ) Total number of UCR Part I Reported ( 1 ) 939 ( 1 ) 967 ( 1 ) 996 SO PD 1 - 1 : Crimes Proactively work to (2) 803 (2) 827 (2) 852 reduce crime (2) Total number of UCR Part II Reported Crimes (3) Total NIBR reported crime for (3) 1895 (3) 1952 (3) 2011 unincorporated Weld County SO PD 1 -2: Identify ( 1 ) Total submissions to the crime lab ( 1 ) 928 ( 1) 1129 (1 ) 1330 crime trends and effectiveness of (2) Total cases generated (2) 811 (2) 940 (2) 1069 forensic science to reduce crime (3) Total pieces of evidence processed (3) 3425 (3) 3786 (3) 4147 ( 1 ) Total traffic accidents in Sheriff's Office ( 1 ) 793 ( 1 ) 847 ( 1 ) 901 SO PD 1 -3 : Jurisdiction Traffic Safety (2) Total traffic tickets (2) 3200 (2) 3410 (2) 3620 (3) Total model traffic tickets (3) 1694 (3) 1828 (3) 1962 (4) Total written warnings (4) 1397 (4) 1439 (4) 1482 (5) Alcohol related crashes in Sheriff's Office (5) 27 (5) 24 (5) 21 Jurisdiction (6) Traffic fatalities (6) 62 (6) 47 (6) 48 ( 1 ) Maximize the rate of property recovery by Recovered Recovered Recovered SO PD 1 -4: Recover monitoring the reported value of recovered $589,323 $598,278 $616,226 victim property property in relation to the reported value of Stolen Stolen Stolen stolen property (reported in NIBR for Sheriff's $4,965,899 $2,613 ,855 $2,692,270 Office jurisdiction) Rate Rate Rate 12% 22% 22% ( 1 ) Total civil process served/attempted ( 1 ) 6674 ( 1 ) 6874 ( 1 ) 7080 SO PD 1 -5 : (2) Total civil process served by public safety Service of civil deputies. (2) 434 (2) 447 (2) 460 process 194 OFFICE SHERIFF'S PATROL DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Goal SO PD 2 : Establish and maintain meaningful communication with the citizens of Weld County DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ( 1 ) Advocate contacts for Sheriff's Office SO PD 2- 1 : Inform Service area ( 1 ) 1148 ( 1 ) 1100 ( 1 ) 1050 victims of restorative services available to them in the community ( 1 ) Number of required violent sexual offender SO PD 2-2 : notifications. ( 1 ) 1 ( 1 ) 1 ( 1 ) 1 Appropriate (2) Number of registered sex offenders for dissemination of unincorporated Weld County and the (2) 224 (2) 227 (2) 231 public safety jurisdictions serviced by the Weld County information Sheriff's Office for sex offender registration. 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF ' S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 755 , 281 $ 1 ,405 , 530 $ 1 , 310 , 002 $ 1 , 380 ,471 Supplies 199 , 840 187 , 811 29 , 618 28 ,418 Purchased Services 115 , 783 133 , 358 76 , 855 75 , 955 Fixed Charges -641 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 070 , 263 $ 1 , 726 , 699 $ 1 ,416 ,475 $ 1 ,484 , 844 Revenue 355 , 695 420 , 207 130 , 000 130 , 000 0 Net County Cost $ 1 , 714 , 568 $ 1 , 306 ,492 $ 1 , 286 , 475 $ 1 , 354 , 844 Budget Positions 22 . 0 18 . 0 16 . 0 16 . 0 SUMMARY OF CHANGES: This budget unit was formerly the Sheriff's Administration 's budget (21100 ) . In 2015 , the Sheriff' s Administration ' s budget was divided into Administrative Patrol (21100 ) , Administrative Detention (21110 ) , Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ) . Two positions were eliminated due to efficiency . The significant decreases in Supplies , Purchased Services and Revenues account for increases in other sections of the budget . Specifically — for Supplies , the Uniform budget was moved to Support Services (21140 ) . The decrease in Purchased Services here increases Professional Services , Training and Travel expenses in Professional Standards , Org 21120 . The decrease in Revenue is shown as an increase in Revenue under Civil (21130 ) and Patrol (21200 ) to accurately reflect where the revenue was generated . Final budget adjustments include an increase in salaries of $70 ,469 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Small items of equipment were reduced by $ 1 , 200 , and out-of town expenses were reduced by $900 . BOARD ACTION: Approved as recommended . 0 196 SHERIFF ADMINISTRATION PATROL (CONTINUED) 0 1000-21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 799 0 . 618 0 . 548 Per Capita Net County Cost $6 . 23 $4 . 65 $4 . 64 GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 0 IP 197 BUDGET UNIT REQUEST SUMMARY 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 1 , 622 , 177 $ 1 , 675 , 164 $ 1 , 671 , 121 S upplies 0 13 , 650 194 , 005 194 , 005 P urchased Services 0 7 , 100 17 , 592 17 , 592 Fixed Charges 0 0 0 0 Capital 0 6 , 500 6 , 500 6 , 500 Gross County Cost $ 0 $ 1 , 649 ,427 $ 1 , 893 , 261 $ 1 , 889 , 218 Q Revenue 0 255 , 750 532 , 650 532 , 650 N et County Cost $ 0 $ 1 , 393 , 677 $ 1 , 360 , 611 $ 1 , 356 , 568 Budget Positions 0 29 . 0 30 . 0 29 . 0 SUMMARY OF CHANGES: The Administrative Detention budget was part of the North Jail Complex budget (24410 ) . In 2015 , the Sheriff's Administration ' s budget (21100 ) was divided into Administrative Patrol (21100 ) , Administrative Detention (21110 ) , Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ) . Personnel Services increases in the amount of $52 , 987 account for an additional booking technician requested . The increase in Supplies accounts for a decrease in the Support Services budget (21140 ) under Office Supplies and Client Supplies . Client Supplies increases by 24 . 5% due to the request to increase capacity in the jail based on occupancy, and by a small cost per inmate increase for supplies each year. The $ 10 , 000 increase in Purchased Services is specific to the Postage budget being removed from Support Services (21140 ) and added to Administration Detentions (21110 ) . Revenue generated from inmate telephone and commissary contracts are now accounted for in this budget unit, resulting in the revenue increase of $276 , 900 and a net budget decrease of $ 33 , 066 . Final budget adjustments include an increase in salaries of $49 , 591 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . No change . 198 SHERIFF ADMINISTRATION DETENTION (CONTINUED) 1000- 21110 BOARD ACTION: The Booking Tech position ($53 , 634 ) was not approved due to the transfer of the Work Release program to Justice Services . A clerical position was added in Work Release instead of this budget unit . All other items approved as recommended . The Board did agree to look at the workload data mid -2016 to see if the added Booking Tech position is justified by the growing workload at that time . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE ' s per 10 , 000/capita 0 1 . 102 0 . 993 Per Capita Net County Cost 0 $4 . 86 $4 . 65 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 199 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF ' S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff' s 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 Sheriff' s Office practice and procedure are aligned . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 587 , 207 $ 587 , 207 $ 610 , 333 Supplies 0 0 24 , 698 24 , 698 Purchased Services 0 57 , 180 179 , 266 177 , 237 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 644 , 387 $ 791 , 171 $ 812 , 268 43 Revenue 0 0 0 0 Net County Cost $ 0 $ 644 , 387 $ 791 , 171 $ 812 , 268 Budget Positions 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES: In 2015 , the Sheriff's Administration 's budget (21100 ) was divided into Administrative Patrol (21100 ) , Administrative Detention (21110 ) , Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ) . The increase in Supplies of $24 , 698 is for replacing outdated equipment and software used for recruiting and training purposes . The Increase in Purchased Services of $ 117 , 086 is due to moving expenses from the Admin Patrol and Detentions budgets specific to memberships and background investigation subscriptions , academy instructors , contract services needed for the hiring and testing process specific to the Sheriff's Office , and consolidating most travel and training under Professional Standards . Final budget adjustments include an increase in salaries of $23 , 126 . FINANCE/ADMINISTRATION RECOMMENDATION: Out-of-town expenses were reduced by $ 1 , 800 . A part-time polygraph contract ($ 12 , 000 ) was not included in the recommended budget. This request was withdrawn by the Sheriff after the budget submission . All other line items are recommended as requested . BOARD ACTION: The Greeley firing range contract increased by $ 11 , 771 in the final budget. All other items approved as recommended . 10 200 SHERIFF PROFESSIONAL STANDARDS • (CONTINUED) 1000-21120 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE' s per 10 , 000/capita 0 0 . 218 0 . 205 Per Capita Net County Cost 0 $2 . 34 $2 . 78 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . e 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF ' S OFFICE Lie BUDGET UNIT TITLE AND NUMBER: Sheriff' s Civil Unit - - 1000-21130 DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by serving civil process and precepts issued from the courts . Civil papers are generally court issued documents but may also pertain to small claims , court summons or subpoenas . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 432 , 830 $ 432 , 830 $ 465 ,421 Supplies 0 0 2 , 310 2 , 310 Purchased Services 0 0 49 , 200 49 , 200 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 0 $ 432 , 830 $ 484 , 340 $ 516 , 931 Revenue 0 0 175 , 000 175 , 000 Net County Cost $ 0 $ 432 , 830 $ 309 , 340 $ 341 , 931 Budget Positions 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES: In 2015 , the Sheriff' s Administration 's budget was divided into Administrative Patrol (21100 ) , Administrative Detention (21110 ) , Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ) . The biggest change is the moving of the vehicle and phone expenses specific to the processors to this unit from Patrol , increasing Purchased Services by $49 , 200 . The increase in Revenue of $ 175 , 000 is reflected as a decrease in Revenue from the Admin Patrol Budget to accurately reflect the source of revenue . Final budget adjustments include an increase in salaries of $32 , 591 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . Ninf 202 SHERIFF CIVIL UNIT (CONTINUED) 1000-21130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Received 0 7 , 203 7 , 200 Concealed Weapon Permits Issued 0 3 , 504 3 , 500 Efficiency Measures FTE 's per 10 , 000/capita 0 0 . 254 0 . 205 Per Capita Net County Cost 0 $2 . 54 $ 1 . 17 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . • 4111) 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF ' S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff' s 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 426 , 258 $ 426 , 258 $ 469 , 979 Supplies 0 251 , 844 438 , 632 413 ,465 Purchased Services 0 107 , 882 53 , 853 53 , 053 Fixed Charges 0 2 , 200 2 , 200 2 , 200 Capital 0 0 0 0 Gross County Cost $ 0 $ 788 , 184 $ 920 , 943 $ 938 , 697 Revenue 0 275 , 000 0 0 Net County Cost $ 0 $ 513 , 184 $ 920 , 943 $ 938 , 697 %ow Budget Positions 0 7 . 0 7 . 0 7 . 0 SUMMARY OF CHANGES: This budget unit was formerly part of both the Sheriff's Operations (21200 ) and North Jail (24410 ) budget units . In 2015 , the Sheriff' s Administration ' s budget was divided into Administrative Patrol (21100) , Administrative Detention (21110 ) , Professional Standards (21120 ) , Civil (21130 ) and Support Services (21140 ) . Supplies increased by $ 186 , 788 due to Uniforms being included here and not in Budget Unit 21100 . Uniforms actually decreased by over $20 , 000 due to the new uniforms approved in 2015 . There is an increase in Firearm Supplies and Small Equipment to cover replacement training weapons , non-lethal options , office equipment , radios , printers , patrol vehicle equipment and traffic equipment that is becoming unsafe and outdated . The decrease in Purchased Services is mainly due to the reallocating of Postage ($ 10 , 000 to 21110 ) , Subscriptions ($23 , 000 to 21120 ) and Other Professional Services ($ 12 , 000 to 21100 ) . The removal of Revenue from this category is reflected as an increase in Admin Detentions (21110 ) . Final budget adjustments include an increase in salaries of $43 , 721 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $9 , 314 , and out-of-town travel was reduced by $800 . Firearms supplies were reduced 10 % or $ 15 , 853 . All other line items are recommended as requested . BOARD ACTION: Approved as recommended . Itragg 204 SHERIFF SUPPORT SERVICES 0 (CONTINUED) 1000- 21140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE ' s per 10 , 000/capita 0 0 . 247 0 . 240 Per Capita Net County Cost 0 $ 1 . 81 $3 . 21 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 0 0 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF' S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Patrol - - 1000-21200 DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity or threat to general public safety , to include traffic safety enforcement , in unincorporated areas of county and within municipalities contracting for law enforcement service . Unit provides crime prevention information and strategy education , serves arrest warrants , transports prisoners , and conducts criminal investigations . Activities are frequently coordinated with municipal , other county, state , and federal law enforcement and regulatory agencies . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6 , 301 ,462 $ 5 , 191 , 627 $ 5 , 160 , 263 $ 5 , 077 , 697 Supplies 274 ,409 338 , 076 169 , 699 156 , 699 Purchased Services 1 , 171 , 217 1 , 679 , 115 1 , 642 ,475 1 , 570 , 941 Fixed Charges 2 , 917 870 0 0 Capital 0 0 0 0 Gross County Cost $ 7 , 750 005 $ 7 , 209 , 688 $ 6 , 972 ,437 $ 6 , 805 , 337 Revenue 90 ,435 206 , 540 366 , 040 366 , 040 Net County Cost $ 7 , 659 , 570 $ 7 , 003 , 148 $ 6 , 606 , 397 $ 6 ,439 , 297 Budgeted Positions 64 . 75 51 . 75 52 52 SUMMARY OF CHANGES: This budget unit was formerly the Sheriff' s Operations budget (21200 ) . In 2015 , the Sheriff' s Operations budget (21200 ) was divided into Sheriff' s Patrol (21200 ) and Sheriff' s Investigation Unit (21205 ) . A request to increase the Desk Deputy to full-time status results in an increase of $31 , 636 to Personnel Services . The overall decrease in Personnel Services of $31 , 364 is due to a decrease in budgeted overtime for Patrol . The decrease in Supplies is accounted for by the increase to Support Services (21140 ) , specifically in small equipment and firearm supplies . Purchased Services reflects an increase of $52 , 040 . This is explained with increased costs associated with toxicology expenses , evidence contracts , and actual expenses averaged out over the last year. The increase in Revenue of $ 159 , 500 is the result of implementing a new target approach to traffic enforcement utilizing all deputies assigned to the Patrol Unit . Final budget adjustments include a decrease in salaries of $82 , 566 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $ 13 , 000 , and out-of-town travel was reduced by $5 ,409 . Vehicle expenses were reduced by $66 , 125 ($41 , 125 due to duplication of costs in the Civil unit when vehicles were transferred , and $25 , 000 for build out costs for two new vehicles that are associated with jail medical transports ) . The request for the two vehicles was withdrawn . All other line items are recommended as requested . BOARD ACTION: Approved as recommended , including the added 0 . 25 FTE for the desk clerk . In the 2017 budget process the Board would like more information and justification on how low the ten FTE 's for traffic control have been integrated into the Patrol unit . 206 SHERIFF'S PATROL Q (CONTINUED) 1000- 21200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 739 752 760 Juvenile Arrest 45 53 55 Total Citations* 588 654 660 Dispatched Calls for Service 42 , 741 42 , 712 43 , 000 Efficiency Measures FTE ' s per 10 , 000/capita 2 . 35 1 . 83 1 . 78 Per capita net cost $27 . 81 $23 . 57 $22 . 05 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 207 BUDGET UNIT REQUEST SUMMARY Q AGENCY/DEPARTMENT NAME: SHERIFF' S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Investigations Unit- - 1000-21205 DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity documented by patrol deputies and determine if a criminal act was committed , attempt to identify and apprehend the person (s ) responsible and attempt to recover property that has been reported stolen . The investigations unit is available 24/7 to respond to the scene of criminal activity . This unit responds to and investigates any major persons and property crimes ; this includes the collection and preservation of evidence , interviewing victims and potential suspects and people of interest , writing search and arrest warrants , preparing written reports , establishing probable cause , apprehending suspects and testifying in court. RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY $ 1 , 556 , 03 $ 1 , 723 , 90 Personnel Services $ 0 $ 1 , 493 , 039 9 3 Supplies 0 0 42 , 500 38 , 500 Purchased Services 0 0 147 , 553 146 , 353 Fixed Charges 0 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 1 ,493 , 039 $ 1 , 746 , 092 $ 1 , 908 , 756 Revenue 0 0 0 0 Net County Cost $ 0 $ 1 ,493 , 039 $ 1 , 746 , 092 $ 1 , 908 , 756 Budgeted Positions 0 17 . 0 17 . 0 17 . 0 SUMMARY OF CHANGES: This budget unit was formerly part of the Sheriff' s Operations budget (21200 ) . In 2015 , the Sheriff' s Operations budget (21200 ) budget was divided into Sheriff's Patrol (21200 ) and Sheriff' s Investigation Unit (21205 ) . The increase in Personnel Services of $63 , 000 is specific to overtime which was removed from Patrol (21200 ) . The Supplies increase reflects small equipment purchases to update recording equipment in the interrogation rooms , small purchases and updated software for investigative equipment totaling $42 , 500 . Purchased Services increasing by $ 147 , 553 reflects a decrease in Patrol (21200 ) expenses , mainly specific to vehicle expenses and investigative databases specific to investigations . Final budget adjustments include an increase in salaries of $ 167 , 864 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $4 , 000 , and out-of-town travel was reduced by $ 1 , 200 . All other line items are recommended as requested . QBOARD ACTION: Approved as recommended . 208 SHERIFF'S INVESTIGATIONS UNIT (CONTINUED) 0 1000- 21205 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See Patrol Unit for Work Outputs Efficiency Measures FTE 's per 10 , 000/capita 0 0 . 600 0 . 582 Per capita net cost 0 $5 . 27 $6 . 54 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 0 0 209 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 080 ,477 $ 1 , 143 , 899 $ 1 , 143 , 899 $ 1 , 148 , 802 Supplies 44 , 845 6 , 500 6 , 500 6 , 500 Purchased Services 149 , 659 134 , 175 147 , 976 147 , 976 Contra 0 -70 , 764 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 274 , 981 $ 1 , 213 , 810 $ 1 , 298 , 375 $ 1 , 303 , 278 Revenue 1 , 365 , 722 1 , 163 , 650 1 , 203 , 650 1 , 203 , 650 Net County Cost $ 909 , 259 $ 50 , 160 $ 94 , 725 $ 99 , 628 CO Budget Positions 19 . 5 12 . 5 12 . 5 12 . 5 SUMMARY OF CHANGES: This budget unit was formerly the Sheriffs Traffic Enforcement budget (21210 ) . In 2015 , the Sheriff's Traffic Enforcement Unit (21210 ) was combined with the Sheriff' s Patrol Unit (21200 ) and Municipal Contract Enforcement (21220 ) became (21210 ) . Purchased Services increased $ 13 , 801 , which is due to increased vehicle expenses specific to the vehicles assigned to this unit . An increase in Revenue of $40 , 000 is due to implementing a strategic plan , assisting municipalities in the transition from contracted law enforcement services to creating their own Police Department. The Contra Account adjustment was removed because with the strategic plan , additional adjustments would become unnecessary . Final budget adjustments include an increase in salaries of $4 , 903 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 210 TRAFFIC AND MUNICIPAL CONTROL (CONTINUED) Q 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 198 205 213 Juvenile Arrest 50 54 60 Total Citations 566 586 610 Dispatched Calls for Service 8 ,487 8 , 784 9 , 092 Efficiency Measures FTE 's per 10 , 000/capita . 708 .441 .428 Per capita net cost $3 . 30 $0 . 18 $0 . 34 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 211 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 165 , 184 $ 179 , 300 $ 179 , 300 $ 172 , 983 Supplies 3 , 094 4 , 700 4 , 200 4 , 200 Purchased Services 138 , 701 124 , 698 164 , 522 164 , 522 Fixed Charges - 85 , 000 -85 , 000 -85 , 000 -85 , 000 Capital 0 0 0 0 Gross County Cost $ 221 , 979 $ 223 , 698 $ 263 , 022 $ 256 , 705 Revenue 52 0 0 0 Net County Cost $ 221 , 927 $ 223 , 698 $ 263 , 022 $ 256 , 705 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES: Supplies decreased by $500 for uniforms . Purchased Services increased $39 , 824 for the build out for a new vehicle . No other changes . Final budget adjustments include a decrease in salaries of $6 , 317 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 212 ORDINANCE ENFORCEMENT (CONTINUED) 0 1000-21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2 ,404 2 , 200 2 , 250 Animals Transported to Shelter 485 475 480 Efficiency Measures FTE 's per 10 , 000/capita 0 . 109 0 . 106 0 . 103 Per capita cost (county support) $0 . 81 $0 . 79 $0 . 88 Miles Driven per Call for Service 40 . 51 49 . 51 45 . 00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 0 0 213 BUDGET UNIT REQUEST SUMMARY 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 226 , 937 $ 461 , 650 $ 461 , 650 $ 479 , 515 Supplies 25 , 909 18 , 350 30 , 000 30 , 000 Purchased Services 32 , 281 80 , 080 55 , 130 53 , 530 Fixed Charges 31 , 124 31 , 124 31 , 124 31 , 124 Capital 8 , 324 8 , 500 8 , 500 8 , 500 C Gross County Cost $ 324 , 575 $ 599 , 704 $ 586 ,404 $ 602 , 669 Revenue 164 , 227 135 , 674 135 , 674 135 , 674 Net County Cost $ 160 , 348 $ 464 , 030 $ 450 , 730 $ 466 , 995 Budget Positions 2 . 0 4 . 0 4 . 0 4 . 0 SUMMARY OF CHANGES: With the budget restructuring in 2015 , all positions associated with the crime lab are now included in this budget unit . An increase in Supplies of $ 11 , 650 for computer replacements , and a decrease in Purchased Services of $24 , 950 in repair and maintenance of equipment and professional services results in an overall net decrease of $ 13 , 300 to this budget unit . I Final budget adjustments include an increase in salaries of $ 17 , 865 . I FINANCE/ADMINISTRATION RECOMMENDATION: Out-of-town travel was reduced by $ 1 , 600 . All other line items are recommended as requested . BOARD ACTION: Approved as recommended . 0 214 REGIONAL FORENSIC LABORATORY Q (CONTINUED) 1000- 21260 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases/items completed — drugs and arson 449/ 1 , 796 699/2 , 796 699/2 , 796 computer forensics , latent prints , shoe and WCSO/GPD WCSO/GPD WCSO/GPD tire tracks , DNA only only only 769/3 , 076 1 , 251 /5 , 004 1 , 251 /5 , 004 all lab staff all lab staff all lab staff except CBI except CBI except CBI Court Testimony 5 24 24 appearances appearances appearances Efficiency Measures FTE 's per 10 , 000/capita . 073 . 141 . 137 Per capita cost (county support) $0 . 58 $ 1 . 63 $ 1 . 60 Effectiveness Measures (desired results) Quality Audit 6 16 18 Proficiency Testing (Test Run/Errors ) 7/0 8/0 8/0 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 215 BUDGET UNIT REQUEST SUMMARY Q 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 117 , 931 $ 133 , 104 $ 133 , 103 $ 126 , 396 S upplies 6 , 345 1 ,400 1 , 600 1 , 600 P urchased Services 9 , 339 30 , 319 29 , 006 29 , 006 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 133 , 615 $ 164 , 823 $ 163 , 709 $ 157 , 002 Revenue 67 , 803 63 , 300 79 , 767 79 , 767 N et County Cost $ 65 , 812 $ 101 , 523 $ 83 , 942 $ 77 , 235 Budgeted Positions 2 . 0 2 . 0 2 . 0 2 . 0 Q SUMMARY OF CHANGES: This budget unit has an increase in Supplies of $200 for office supplies , and a decrease in Purchased Services of $ 1 , 313 in vehicle costs . There is an increase in Revenue of $ 16 ,467 as more municipalities benefiting from this service voluntarily contribute funds . Final budget adjustments include a decrease in salaries of $6 , 707 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 0 216 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1 , 214 1 , 050 1 , 075 Victims served per 10 , 000/capita 44 . 10 37 . 04 36 . 82 Efficiency Measures FTE 's per 10 , 000/capita 0 . 073 0 . 071 0 . 068 Per capita cost (county support) $0 . 24 $ 0 . 36 $0 . 26 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 128 , 301 $ 221 , 967 $ 221 , 967 $ 205 , 195 Supplies 1 ,445 0 0 0 Purchased Services 0 0 70 , 250 70 , 250 Fixed Charges 70 , 248 0 0 0 Capital 0 0 0 0 Gross County Cost $ 199 , 994 $ 221 , 967 $ 292 , 217 $ 275 , 445 Revenue 0 0 0 0 Net County Cost $ 199 , 994 $ 221 , 967 $ 292 , 217 $ 275 ,445 Budgeted Positions 1 . 0 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES: The only change is the accounting for contracted support of the 4 Task Force required as a part of participation ($70 , 250 ) . Final budget adjustments include a decrease in salaries of $ 16 , 772 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Accounting change did not change overall county costs . BOARD ACTION: Approved as recommended . 218 MUL TI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000- 21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 169 180 188 Drug Arrests 178 194 208 Search Warrants Executed 20 21 22 Cocaine Seizures ( Pounds ) 35 . 2 35 . 2 42 .4 Methamphetamine Seizures ( Pounds ) 26 . 5 21 . 5 25 . 3 Marijuana Seizures ( Pounds ) 31 . 3 80 .4 93 . 4 Meth Lab Seized 0 0 0 Efficiency Measures CIFTE 's per 10 , 000/capita 0 . 036 0 . 071 0 . 068 Per capita cost (county support) $ 0 . 73 $0 . 78 $0 . 94 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff' s Office Summary page . 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16 , 187 , 575 $ 1 , 139 , 286 $ 1 , 139 , 286 $ 1 , 186 , 988 Supplies 362 , 973 42 , 720 39 , 823 36 , 823 Purchased Services 3 , 920 , 923 4 , 125 , 741 4 , 569 , 871 4 ,405 , 740 Fixed Charges 3 , 414 0 0 0 Capital 30 , 807 8 , 950 0 0 Gross County Cost $ 20 , 505 692 $ 5 , 316 697 $ 5 , 748 , 980 $ 5 , 629 , 551 Revenue 1 , 127 , 159 4 , 500 4 , 500 4 , 500 • Net County Cost $ 19 , 378 , 533 $ 5 , 312 , 197 $ 5 , 744 ,480 $ 5 , 625 , 051 Budgeted Positions 204 . 0 14 . 0 14 . 0 14 . 0 SUMMARY OF CHANGES: This budget unit was formerly part of the North Jail budget (24410 ) . In 2015 , the North Jail budget (24410 ) budget was divided into Inmate Services (24410 ) and Security Unit (24415 ) . Supplies decreased by $2 , 897 . The increase in Purchased Services of $444 , 130 is due to an increase in contracted medical services ; $ 164 , 131 is related to a 5 % CPI and $ 152 ,436 is related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed in a timely manner reducing liability . Increases and accounting for other contracted services , to include food services , up $58 , 579 , Inmate law library services of $34 , 945 and phones services of $ 12 , 000 make up the majority of the increase . Final budget adjustments include an increase in salaries of $47 , 702 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $3 , 000 . A policy issue is the $ 152 ,436 related to adding 24/7 coverage in booking with an RN to insure medical screens on new arrests are completed . This addition to the medical contract is recommended and included in the 2016 budget . The proposal not only insures better care and screening for inmates coming into the facility, but can also be viewed as a risk management measure for the facility in light of growing litigation in this area nationwide . All other line items are recommended as requested . 220 SHERIFF INMATE SERVICES (CONTINUED) 1000- 24410 BOARD ACTION: The medical services contract was reduced $ 164 , 131 due to the contract provider not requiring a COLA increase for 2016 , if the county funded nursing positions 24/7 in booking ($ 152 ,436 ) . As a result the Board approved funding the nursing positions in booking 24/7 . All other items approved as recommended . PERFORMANCE MEASURES: Included in Security Unit ( 1000-24415 ) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . le 221 BUDGET UNIT REQUEST SUMMARY 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 12 , 696 , 008 $ 13 , 343 , 140 $ 13 , 691 ,448 Supplies 0 34 , 150 35 , 205 35 , 205 Purchased Services 0 26 , 000 59 , 705 58 , 005 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 12 , 756 , 158 $ 13 ,438 , 050 $ 13 , 784 , 658 Revenue 0 250 , 000 250 , 000 250 , 000 Net County Cost $ 0 $ 12 , 506 , 158 $ 13 , 188 , 050 $ 13 , 534 , 658 41.1 Budgeted Positions OJ 155 . 0 163 . 0 163 . 0 SUMMARY OF CHANGES: In 2015 , the North Jail budget (24410 ) budget was divided into Inmate services (24410 ) and Security Unit (24415 ) . Personnel Services increased by $647 , 132 based on a request to increase staffing by two (2 ) Sergeants and six (6 ) Detention Deputy III positions . This is based on an ever increasing inmate population and the need to increase our facility capacity to 734 beds . Supplies increased by $ 1 , 055 and Purchased Services increased by $33 , 705 , made up of training and travel specific to the Security Unit , and an increase in equipment repairs and maintenance . Final budget adjustments include an increase in salaries of $348 , 308 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $ 1 , 700 . All other line items are recommended as requested . BOARD ACTION: Approved as recommended . 222 SECURITY UNIT (CONTINUED) ill 1000- 24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Secure Jail Population Daily 604 630 650 Avg . Work Release Clients Daily 169 185 185 Avg . Electronic Home Monitoring Daily 69 70 75 Total Offenders Under Supervision Daily 842 885 910 All Offenders Processed Into Facilities 12 , 219 12 , 567 12 , 944 Number of Offenders Transported to 20 , 219 20 , 623 21 , 035 Court Appearances New Correctional Officers Entering 48 50 50 Basic Training Efficiency Measures SIP Detention Division FTE 's per g . 79 7 . 34 6 . 88 10 , 000 Capita Per capita net cost $78 . 19 $ 73 .43 $ 74 . 84 Avg . Medical Cost Per Inmate Daily $ 15 . 58 $ 14 . 27 $ 14 .48 Avg . Food Cost Per Inmate Daily $3 . 30 $ 3 . 29 $3 .44 Secure Facility Occupancy Rate 88% 92 % 88 . 5 % GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 0 223 BUDGET UNIT REQUEST SUMMARY • AGENCY/DEPARTMENT NAME: SHERIFF ' S OFFICE BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit - - 1000-24420 DEPARTMENT DESCRIPTION: Colorado Revised Statute 30- 1 - 114 (2 ) requires the Sheriff to assist the District Attorney and the Courts of record in the county . 94 CV 419 , Div I , 19th Judicial District , August 17 , 1994 , ordered the Sheriff to provide security for the Weld County Courthouse . This unit provides the transportation of inmates held on Weld County court orders in other jurisdictions back to Weld County . Additionally , they are responsible to coordinate and facilitate the transportation of inmates to and from the North Jail Complex to their court appearances at the court complex . This budget unit supports the resources to comply with all of these requirements . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 928 , 553 $ 2 , 088 , 687 $ 2 , 088 , 687 $ 2 , 159 , 693 Supplies 33 , 120 18 , 890 24 , 774 21 , 774 Purchased Services 473 , 930 484 , 980 510 , 033 510 , 033 Fixed Charges 0 2 ,400 1 , 000 1 , 000 Capital 0 0 0 0 Gross County Cost $ 2 ,435 , 603 $ 2 , 594 , 957 $ 2 , 624 ,494 $ 2 , 692 , 500 Revenue 0 0 0 0 gip Net County Cost $ 2 ,435 , 603 $ 2 , 594 , 957 $ 2 , 624 ,494 $ 2 , 692 , 500 I Budgeted Positions 22 . 0 24 . 0 24 . 0 24 . 0 SUMMARY OF CHANGES: This budget unit was formerly the Centennial Jail budget (24420 ) . In 2015 , the Centennial Jail budget (24420 ) budget was divided into Court and Transportation Services (24420 ) and Work Release (24425 ) . An increase in Supplies of $5 , 884 is due to small equipment needed during transport . Purchased Services increased by $25 , 053 and is materially accounted for as follows : transportation increased by $ 10 , 000 , contracted services (contracted court security) increased by $9 , 541 , and Vehicle Expenses increased by $3 , 592 . Final budget adjustments include an increase in salaries of $71 , 006 . FINANCE/ADMINISTRATION RECOMMENDATION: Small items of equipment were reduced by $3 , 000 . All other line items are recommended as requested . 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 . 224 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY I Personnel Services $ 0 $ 0 $ 0 $ 0 Su lies 0 0 0 0 pp 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 QBudgeted Positions 0 0 0 0 SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted jail space to supplement on -site jail capacity. This indication , however, is based upon reasonable forecasts about the future and does not account for unforeseen impacts on jail utilization during 2016 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . PERFORMANCE MEASURES: See Security Unit budget for details . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 0 225 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County-wide Communications - - 1000-22100 DEPARTMENT DESCRIPTION: The Weld County Regional Communications Center (WCRCC ) provides dispatch services for 18 law enforcement agencies , 20 fire departments , 3 rescue/ambulance departments , plus local government including public works . Weld County assumed management of the WCRCC on September 2 , 2013 . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 , 707 , 985 $ 5 , 080 , 831 $ 5 , 147 , 968 $ 5 , 147 , 968 Supplies 107 , 275 27 , 225 29 , 505 29 , 505 Purchased Services 339 , 717 1 , 866 , 998 1 , 908 , 128 1 , 908 , 128 Fixed Charges 11 ,468 0 0 0 Contra Account 0 0 0 0 Capital 0 51 , 563 0 0 Gross County Cost $ 5 , 166 ,445 $ 7 , 026 , 617 $ 7 , 085 , 601 $ 7 , 085 , 601 Revenue 1 , 437 , 228 2 , 925 , 755 2 , 809 , 371 2 , 809 , 371 Net County Cost $ 3 , 729 , 217 $ 4 , 100 , 862 $ 4 , 276 , 230 $ 4 , 276 , 230 Budgeted Positions 61 61 62 62 SUMMARY OF CHANGES: Personnel Services include $86 , 080 for an additional position to do quality assurance for certification programs and professional standards . In addition , due to the need to determine 2016 user agencies' charges in June the anticipated COLA for salaries and health insurance is included . The salary increases were offset by the reduction in planned overtime in the 2016 budget for the 12- hour shifts . By going to 8-hour shifts $ 132 , 376 in overtime was reduced . Supplies are up $2 , 280 for minor equipment supplies , like keyboard , mice , mats , chairs , etc . Purchased services are up $41 , 130 . The Public Safety IT chargeback amount is up $26 , 690 , E911 texting contract is funded at $50 , 000 , various maintenance contracts are up some with offsetting reductions in training , and phone costs . Revenues are based upon the new user rate structure adopted by the Board on December 29 , 2014 , which will begin charging all agencies for 10 % of the actual cost in 2016 and progressively increasing the actual cost by 2 . 5 % each year until 2020 , when the user rates will be 20 % of actual costs for dispatching based on the prior four year average of call volume . Fire and law will each have their own rate based upon dispatch console assignment . The costs include the total operational costs and infrastructure depreciation , less what the E911 Authority contributes . For 2016 , user will be charged $519 , 692 under the formula . E911 will pay $ 1 , 843 , 513 , and Banner will pay $372 , 190 . In addition , there is revenue from tower rentals of $58 , 976 , and the Niwot tower maintenance of $ 15 , 000 for total revenue of $2 , 809 , 371 . 226 COMMUNICATIONS (CONTINUED) 1000- 22100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval , including the new quality assurance position ($86 , 080 ) . BOARD ACTION: Approved as recommended , including the additional position . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs E-911 Calls 114 , 548 112 , 000 120 ,275 Non-911 Calls 286 , 656 229 , 000 301 , 000 CAD Incidents for Law and Fire/Ambulance 391 ,460 321 , 000 411 , 000 EMD Calls 21 , 669 21 , 735 22 , 752 Efficiency Measures FTE 's per 10 , 000 per Capita 2 . 23 2 . 15 2 . 12 Per Capita Cost - Operating Budget $ 13 . 54 $ 14 .47 $ 14 . 34 EMD Call per FTE 431 452 367 CAD Incident per FTE 6 , 500 6 , 688 6 ,629 227 aa COMMUNICA TIONS (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 PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 1 - 1 : Percentage of calls answered within 74.04% 90% 90% Improve customer 10 seconds service in the most critical components of emergency dispatch services. Goal PS WCRCC 2 : To answer 95% of 9-1-1 calls during the average busy hour each day within 20 seconds. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Percentage of calls answered within 95 .63% 95% 95% Improve customer 20 seconds service in the most critical components of emergency dispatch services. 228 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Communication System Development - - 1000-22200 DEPARTMENT DESCRIPTION: Capital outlay for development of the county-wide communications system and replacement plan for radios . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 7 , 870 0 0 0 Purchased Services 21 , 218 0 0 0 Fixed Charges 0 0 0 0 Capital 1 , 998 , 839 50 , 000 50 , 000 50 , 000 Gross County Cost $ 2 , 027 , 927 $ 50 , 000 $ 50 , 000 $ 50 , 000 Revenue 0 0 0 0 Net County Cost $ 2 , 027 , 927 $ 50 , 000 $ 50 , 000 $ 50 , 000 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: Since 2013 , Weld County has funded $950 , 000 per year, for the Communications System Reserve for future communications systems upgrades . In 2011 , the Board approved budgeting Communications system upgrade funding in the Capital Expenditure Fund . The E911 Authority also has a capital funding and capital reserve program to replace E911 capital items that they fund annually . At the end of 2016 , there will be a reserve of $2 , 850 , 000 in the Capital Expenditure Fund for communications equipment, and the E911 Authority will have a reserve of approximately $730 , 000 . For 2016 , only $50 , 000 is budgeted for unanticipated Communications equipment for tower equipment or radios . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 229 BUDGET UNIT REQUEST SUMMARY 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 BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 702 , 963 $ 766 , 111 $ 929 , 227 $ 929 , 227 Supplies 455 , 017 15 , 810 15 , 810 15 , 810 Purchased Services 719 ,477 546 , 009 505 , 802 505 , 802 Fixed Charges 54 ,411 0 0 0 Contra Account -31 , 124 -519 , 954 -546 , 644 -546 , 644 Capital 105 , 377 166 , 678 111 , 000 111 , 000 Gross County Cost $ 2 , 006 , 121 S 974 , 654 $ 1 , 015 , 195 $ 1 , 015 , 195 Revenue 808 , 561 311 , 973 327 , 986 327 , 986 Net County Cost $ 1 , 197 , 560 $ 662 , 681 $ 687 , 209 $ 687 , 209 Budgeted Positions 7 . 0 7 . 0 8 . 0 8 . 0 SUMMARY OF CHANGES: Personnel Services include $ 106 , 044 for an analyst position because of the installation of the new public safety IT system purchased in 2015 . In addition , due to the need to determine 2016 City of Greeley records charges in June , the anticipated COLA for salaries is included . Purchased Services are down $40 , 207 primarily in IT maintenance costs by $71 , 862 , offset with an increase of $36 , 073 in training due to training associated with the new Public Safety IT system . Other changes in accounts are minor. Capital includes $96 , 000 for MDT replacements and $ 15 , 000 for a redundant VM server for a total in capital of $ 111 , 000 . Revenue is $327 , 986 for the 2016 City of Greeley records charges , which is 21 % of the Public Safety IT costs . 0 230 PUBLIC SAFETY INFORMATION SYSTEM (CONTINUED) • 1000-22400 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval , including $ 106 , 044 for an analyst position because of the installation of the new Public Safety IT system . BOARD ACTION: Approved as recommended , including the additional position . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 2 ,455 2 , 506 2 , 577 Efficiency Measures FTE ' S per 10 , 000/capita 0 . 254 0 . 247 0 . 274 Per capita cost (county support) $4 . 35 $2 . 33 $2 . 35 Goal PS WCRCC 3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 3 - 1 : Resolve severe/immediate/urgent issues 100% 100% 100% Improve customer 100% monthly. service to public safety agencies. Goal PS WCRCC 4 : To resolve all Service Requests 90 % monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Resolve all service requests 90% 95% 100% 100% Improve customer monthly. service to public safety agencies. Goal PS WCRCC 5 : Implement a new public safety information system. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC5 - 1 : 2016-2017 Implementation 0% 10% 100% Implement a new public safety information system. 231 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL SERVICES BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200 DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County . Autopsies are performed in all cases of suspicious death , or at the discretion of the Coroner' s or District Attorney' s Office . State laboratories are available in Denver; however, Weld County' s Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 559 , 383 $ 607 , 265 $ 607 , 265 $ 604 ,420 Supplies 30 , 265 26 , 800 26 , 800 26 , 800 Purchased Services 304 , 041 282 , 200 283 , 700 283 , 700 Fixed Charges 0 0 0 0 Capital 0 29 , 649 0 0 Gross County Cost $ 893 , 689 $ 945 , 914 $ 917 , 765 $ 914 , 920 • Revenue 335 500 500 500 Net County Cost $ 893 , 354 $ 945 ,414 $ 917 , 265 $ 914 ,420 Budgeted Positions 6 . 5 7 7 7 SUMMARY OF CHANGES: The Contract Services account has been increased $ 1 , 500 due to rate increases . The department is not requesting any equipment in 2016 . Final budget adjustments include a decrease in salaries of $2 , 845 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 232 CORONER (CONTINUED) 111 1000- 23200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total Number of cases 1 , 366 1 , 360 1 , 375 Number of scene investigations 490 500 525 Number of full autopsies 215 170 180 Efficiency Measures FTE 's per 10 , 000/capita 0 . 254 0 .246 0 . 239 Per capita cost (county support) $3 . 24 $3 . 33 $3 . 13 Cost per autopsy (contractor) $925 $ 1 , 060 $ 1 , 060 Goal PS Cl : Continually adjust to meet readiness and service needs DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY End of 2015 PERFORMANCE INDICATOR(S) PSC 1 - 1 : 100% of investigative reports are 91 % 97% 98% Investigative report submitted to the supervisor within 14 cycle time days of assignment. PSC 1 -2 : Autopsy 100% of autopsies are conducted 97% 98% 100% cycle time within 24 hours of the death/decision to autopsy PSC 1 -3 : Decedent 80% of decedent property is returned 96% 98% 100% property to family within 21 -days PPSC 1 -4 : Indigent Working with the Public Not 80% 100% Bodies Administrator and local Funeral monitored Homes to release indigent bodies from the Coroner' s possession within 60 days from the date of death PSC 1 -5 : Performance 100% of annual performance reports 70% 80% 100% Reports of employees submitted on time 233 CORONER (CONTINUED) 1000-23200 Goal PS C2 : Enhance professionalism and promote department excellence. DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS C2- 1 : Maintain Continue to meet annually (or as Meetings Include the 100% positive working needed) with outlined agencies to completed addition of relationships with inquire about areas of satisfaction with FH, NCMC. local area funeral and/or improvement. In addition, add SO and homes, GPD and SO NCMC to include their feedback. GPD 100% Performance will be measured by meeting minutes PS C2-2 : Conversion to Spillman. Not 80% 100% Reduce/eliminate monitored task redundancy in computer case reporting PS C2-3 : Review Date changes to the Strategic Plan N/A Review On going and update the scheduled for department Strategic June 2015 Plan in support of the Director' s goal to the BOCC PS C2-3 : Monthly Continue to provide training and 65% 75% 100% training or readiness readiness exercises to staff at monthly exercise meetings Performance will be measured by meeting minutes. PS C2-4: Participate Statewide start date New item 50% 100% in the Colorado conversation to an electronic death registration format 234 CORONER (CONTINUED) • 1000-23200 Goal PS C3 : Maintain highly qualified investigation staff prepared to meet the present and future needs of the department DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS C3 - 1 : National Making sure every investigator is 100% 100% 100% certification for all nationally certified within first year of eligible investigators employment. PS C3 -2 : Meet 100% of investigators certified 100% 100% 100% annual 16 through testing Continuing 2014 Goal Education hours for was met and the Coroner at reported to required by CCSTB on Colorado Coroner time. Standards and Training Board (CRS 30- 10-601 . 8) PS C3-3 : Meet the Investigator credentials renewed 2014 Goal 100% On going 5-year 45 hours of was met and Continuing reported to Education hours for ABMDI self and staff who qualify under ABMDI PS C3-4: Meet the Investigator credentials renewed 100% of In progress 100% 4-year 64 hrs of eligible required Continuing investigators On going Education for self renewed and staff who qualify under the Colorado Coroner' s Association. PS C 3 -5 : Develop a Annual Survey 100% Pending 100% staff that is fully Action absorbed by and Previous survey was reviewed and enthusiastic about evaluated. Leadership meeting was their work and who held. take positive action to further the organization' s reputation and interests. 235 BUDGET UNIT REQUEST SUMMARY 111) AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100 DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to the Court about newly arrested persons entering the jail , and offer recommendations on possible safe release options of these persons . They also provide supervision methods for selected defendants released from jail before trial in order to decrease any unnecessary and costly pretrial incarceration , to assure that they will appear and answer before the Court and to reduce any future criminal acts . Department also provides administrative support to the Criminal Justice Advisory Committee (CJAC ) . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 556 , 716 $ 783 , 350 $ 783 , 350 $ 768 , 536 Supplies 8 , 637 17 , 000 17 , 000 17 , 000 Purchased Services 32 , 940 36 , 577 47 , 350 47 , 350 • Gross County Cost $ 598 , 293 $ 836 , 927 $ 847 , 700 $ 832 , 986 Revenue 27 , 363 30 , 000 30 , 000 30 , 000 Net County Cost $ 570 , 930 $ 806 , 927 $ 817 , 700 $ 802 , 986 Budgeted Positions 7 . 5 9 . 5 9 . 5 9 . 5 SUMMARY OF CHANGES: The request is for an increase to Professional Services from $ 19 , 227 to the original allocation of $30 , 000 ($ 10 , 773 ) . The Client Services Fund allows expenditure flexibility to purchase drug/alcohol testing and electronic monitoring services of certain defendants court-ordered to pretrial supervision as a condition of their bond . Funds defray costs to defendants to help meet court orders and avoid returning them to jail for cost avoidance . Improved performance by defendants is achieved to appear for court hearings and in providing better public safety overall . No other changes . Final budget adjustments include a decrease in salaries of $ 14 , 814 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The requested increase restores the funding to pre-2009 levels . The added funding significantly contributes to the success of certain clients , thus avoiding more costly incarceration in the county jail . Recommendation is cost effective . BOARD ACTION: Approved as recommended , including the additional $ 10 , 773 for the client account. 236 PRETRIAL SERVICES (CONTINUED) 1000-24100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Pretrial Services Assessments 2 , 116 2 , 700 2 , 800 Defendants on Supervision (ADP ) 1 , 018 1 , 000 1 , 000 Efficiency Measures • FTE 's per 10 , 000/capita . 271 . 335 . 325 Per capita net cost $2 . 10 $2 .40 $2 . 75 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. I DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES PS-3 JS-2 : Pretrial To use evidence based practices in 2, 116 2,700 2,800 Services. Assist defendant risk assessment for possible defendant risk defendant risk projected county and judicial pretrial release and supervision of assessments at assessments at defendant risk officials by defendants in the community; the jail and the jail and assessments at • formulating release 1 ,018 1 ,000 the jail and recommendations defendants on defendants on 1 ,000 • and providing supervision supervision defendants on supervision of supervision defendants that reasonably assure Estimated variable cost $433 ,890 (at $340,697 (at that those on avoidance/savings by helping manage 6. 13 days of 4.9 days of $340,697 (at conditional release high expense of operating the jail ; and release to PTS release to PTS 4. 9 days of return to court and supervision) supervision) release to PTS do not engage in supervision) criminal activity pending their trial and/or sentencing. 237 PRETRIAL SERVICES (CONTINUED) 0 1000-24100 Goal PS JS2 : To assist the Criminal Justice Advisory Committee (CJAC) be a resource to local justice system policy makers to analyze, problem solve and create efficiencies to overall service delivery. Use this information to regularly update and maintain long-term resource and capital needs for Weld County. DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES PS-3 JS 3-1 : Set meeting dates, agendas, take Six (6) Six (6) Six (6) Provide professional meeting minutes and distribute to meetings meetings meetings staffing and members and the BOCC; maintain guidance to the CJAC bylaws CJAC; facilitate, and advance the work of this committee. • O 238 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 ( Formerly 1000-24425 ) DEPARTMENT DESCRIPTION: Section 18- 1 . 3- 106 , C . R . S . , allows for the operation of jail alternative programs to be used by the court in sentencing . This unit offers a cost effective alternative to secure custody for low risk offenders . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 136 , 836 $ 1 , 125 , 863 $ 1 , 125 , 863 $ 1 , 167 , 015 S upplies 34 , 172 27 , 560 27 , 690 27 , 690 P urchased Services 244 , 620 241 ,458 244 , 098 244 , 098 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 415 , 628 $ 1 , 394 , 881 $ 1 , 397 , 651 $ 1 ,438 , 803 Revenue 964 , 325 964 , 350 964 , 350 964 , 350 N et County Cost $ 451 , 303 $ 430 , 531 $ 433 , 301 $ 474 ,453 Budgeted Positions 16 . 0 15 . 0 15 . 0 16 . 0 460 SUMMARY OF CHANGES: The Work Release Unit was part of the 24420 Centennial budget in 2014 . This unit was given a designated budget number 24425 in 2015 when the new administration took over. The Office/Booking Technician III assigned to Work Release was moved to the Administration Detention Unit budget . The duties of this position are the same as a Booking technician and supervision of this position is provided by a Detention Booking Supervisor. Supplies are up $ 130 for client supplies , and Purchased Services are up $2 , 640 for GPS high risk monitoring services . Final budget adjustments include an decrease in salaries of $ 12 ,482 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: The Board funded an additional Office Tech III position ($53 , 634 ) to provide clerical support to the Work Release unit. Board approved reorganizing work release under Justice Services effective January 1 , 2016 . Budget unit number will be changed to 1000-24125 to be in the Justice Services organizational structure . The Board also approved raising the daily work release fee from $ 14/day to $ 15/day effective January 1 , 2016 . All other items 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 . 239 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY' S OFFICE BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150 DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal offenses alternatives to traditional criminal justice or juvenile justice proceedings . Staff screens defendants for acceptance into the program and develop service plans to address defendants' risks and needs . Completion of the program will result in dismissal of charges or its equivalent . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 70 , 384 $ 72 , 538 $ 72 , 538 $ 72 , 630 Supplies 0 500 500 500 Purchased Services 78 500 500 500 Gross County Cost $ 70 ,462 $ 73 , 538 $ 73 , 538 $ 73 , 630 Revenue 16 , 605 14 , 000 14 , 000 14 , 000 Net County Cost $ 53 , 857 $ 59 , 538 $ 59 , 538 $ 59 , 630 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES: There are not any proposed changes in the Adult Diversion program 16111 for calendar year 2016 . Final budget adjustments include an increase in salaries of $92 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See District Attorney goals at the end of Budget Unit 1000- 15100 . 240 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES 001) BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220 DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized under Title 17 , Article 27 of the Colorado Revised Statute to administer funds allocated by the Colorado legislature through the Division of Criminal Justice ( DCJ ) for administration and placement of offenders into community corrections programs . The Weld County Community Corrections Board , under the authority of the Board of Commissioners of Weld County, sub-contracts with selected vendors to provide residential and/or non -residential supervision services of adult felony offenders sentenced directly to these programs , or in lieu of, or as a transition from prison . Justice Services oversees all aspects to the administration of community corrections . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 54 , 736 $ 54 , 719 $ 56 , 985 $ 56 , 985 S upplies 1 , 887 3 , 000 3 , 000 3 , 000 P urchased Services 2 , 861 324 2 , 855 465 2 , 880 609 2 , 880 609 Fixed Charges 28 , 908 29 , 876 8 , 802 8 , 802 Capital 0 0 0 0 Gross County Cost $ 2 , 946 855 $ 2 , 943 060 $ 2 , 949 396 $ 2 , 949 396 Revenue 2 , 985 439 2 , 943 060 2 , 949 396 2 , 949 396 N et County Cost $ -38 , 584 $ 0 $ 0 $ 0 Budgeted Positions 1 1 1 1 4 SUMMARY OF CHANGES: Average daily residential and non- residential offender populations at the community corrections facility remain steady . State allocation for SFY 15/ 16 : $ 1 , 463 ,469 for Residential Diversion services , $754 , 842 for Residential Transition services , $ 308 , 099 for Residential Condition of Parole services , $67 , 307 for Non - Residential services , $ 105 , 000 for Correctional Treatment Support services , $46 , 215 for Residential Condition of Probation services , $95 , 064 for Facility Payment Funding to mitigate vendor staff turnover and promote evidence based programming and $ 109 ,400 for Corrections Board and administration . Lease amount to use the community corrections facility by vendor increased to $284 , 976 per year and is listed under Budget Unit # 1000-90100 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . No county costs for this program . BOARD ACTION: Approved as recommended . 241 COMMUNITY CORRECTIONS ADMINISTRATION (CONTINUED) 1111 1000- 24200 & 24220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Intervention Community Correction Services : Total Average Daily Populations of Offender Populations by Type - Residential Transition , Residential Diversion , Non - Residential Diversion and IRT Placements : 236 250 250 Efficiency Measures FTE 's per 10 , 000/capita 0 . 036 0 . 035 0 . 034 Goal PS JS3 : To provide safe and less expensive alternatives to the use of jail and prison ; administer the Weld County Community Corrections Board, various contracts and agreements with the Colorado Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of 1111 the Community Corrections Facility. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS JS3-1 : Cost savings by providing a less costly 157 residential 160 residential 160 residential Community alternative jail and prison (ADP) (ADP) (ADP) Corrections - incarceration for adult convicted Provide safe, offenders; community based 67 non 60 non 60 non correctional residential residential residential placement for Recidivism rates for offenders, eligible adult completing the Community 2% 2% 2% offenders ordered Corrections Program is substantially by the Courts lower after release than offenders and/or Department either released from prison or placed of Corrections. directly on parole. Ensure offenders are given All offenders participate in some form opportunities & of educational and/or vocational 237 240 240 access to resources; programming. treatment and employment Receive, manage, and process all services, while community corrections funds from the $2,669,055 $2,943 ,059 $2 ,949,396 living in staff- State; secure correctional setting Cost avoidance/savings ratio of Community Corrections Programs to $ 1 ,736,577 $ 1 ,383 ,901 $ 1 ,377,564 County. 242 BUDGET UNIT REQUEST SUMMARY IIIAGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 DEPARTMENT DESCRIPTION: Building Inspection administers building codes , reviews plans , and makes on-site inspections during each phase of construction to insure minimum requirements are met . The Department also assists Weld County citizens in understanding and applying the International Building Code for utmost construction safety . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 906 , 020 $ 1 , 043 , 075 $ 1 , 043 , 075 $ 1 , 044 , 026 Supplies 94 ,495 30 , 500 40 , 000 40 , 000 Purchased Services 84 , 790 83 , 190 87 , 330 87 , 330 Fixed Charges 189 , 821 169 , 708 138 ,415 138 ,415 Capital 0 0 0 0 Gross County Cost $ 1 , 275 , 126 $ 1 , 326 ,473 $ 1 , 308 , 820 $ 1 , 309 , 771 Revenue 5 , 813 , 128 3 , 250 , 000 4 , 500 , 000 4 , 500 , 000 Net County Cost $ -4 , 538 , 002 $ - 1 , 923 , 527 $ -3 , 191 , 180 $ -3 , 190 , 229 Budgeted Positions 11 12 . 00 12 . 00 12 . 00 10 SUMMARY OF CHANGES: Supplies are up $9 , 500 with an increase in small items of equipment ($ 1 , 500 ) , computer software ($5 , 000 ) , and operating supplies ($3 , 000 ) . The added costs are primarily due to providing iPads and printers for the building inspectors , so they have mobile devices in the field . Purchased Services are up $4 , 140 primarily due to phones and vehicle costs . Fixed costs dropped $31 , 293 for charge backs from Planning for administrative support due to staff duty restructuring . Revenues are up $ 1 , 250 , 000 due to the increased building activity and oil and gas well activity in the county . The revenue estimate for 2015 was understated . Final budget adjustments include a increase in salaries of $951 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The increases due to more activity are justified . The expenses for the mobile devices for the building inspectors are a very cost effective solution and add efficiencies to the function . With the restructuring of the Building Official function in June , 2015 , there is a vacant building inspection position in the department . It is recommended to fund the position in the 2016 budget, but freeze filling it until the need justifies it . 0 BOARD ACTION: Approved as recommended . 243 BUILDING INSPECTION (CONTINUED) II 1000- 25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs N umber of inspections performed 23 , 052 22 , 000 20 , 500 Avg . # of inspections per building permit 17 . 66 20 19 N umber of Inspectors 5 6 6 N umber of inspections per inspector daily 18 . 5 20 19 N umber of Building Compliance violations 94 115 95 N umber of Building Complaints 63 80 70 N umber Compliance cases closed 72 60 60 N umber of miles driven by inspectors 135 , 000 140 , 000 140 , 000 N umber of inspectors performing illCombination Residential Inspections 3 3 3 Cil) 244 a BUILDING INSPECTION (CONTINUED) 1000-25100 Goal CED 7: Ensure safe construction throughout unincorporated Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED7- 1 : Attendance of each Plans 14 14 14 Conduct safe and Examiner/Building Inspector/Building quality plan Official/Tech at 2 ICC classes (7 staff) 100% 100% 100% reviews and inspections Maintenance of appropriate certifications following adopted codes Goal CED 8: Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 8- 1 : To Revise handouts and update website 100% 100% 100% ensure current and quarterly updated information is available to the public on handouts and website Host/attend two Building Trades 2 2 2 Ensure routine Advisory meetings per year communication with builders and contractors Plans examiner present to the Building 4 4 4 Ensure inspectors Official any changes to code quarterly have more handouts in the field for a non- technical audience Provide "team training" in the field to 3 3 3 Consistent ensure consistency by inspectors inspections conducted in the field 245 BUILDING INSPECTION (CONTINUED) 1000-25100 Goal CED 9: Maintain quality, professional and timely site inspections. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 9- 1 : Percentage of complete records 100% 100% 100% Maintain a record of permit expirations and inspections to ensure permits are current. Provide 24 hour Percentage of 24 hour turnaround 99. 5 99.5 99.5 turnaround time inspections(measured by complaints) for inspections. Ensure timeliness Maintain proficiency in Accella to ensure 90% 95% 95% of entering information is updated and available inspections and appropriate follow-up. Provide plan Review plans in a timely manner current 100% 100% 100% review turnaround with policy time frame — measurable by within current complaints policy time frame. Return customers Measurable by number of complaints 100% 100% 100% call and questions annually within 24 hours. Maintain quality Measurable by annual complaints 100% 100% 100% customer service with existing staff levels 246 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100 DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the County . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 375 ,433 $ 425 , 288 $ 425 , 288 $ 442 , 402 Supplies 78 , 168 77 , 200 76 , 200 76 , 200 Purchased Services 363 , 072 416 , 050 424 , 350 424 , 350 Fixed Charges 43 , 191 0 0 0 Capital 0 0 0 0 Gross County Cost $ 859 , 864 $ 918 , 538 $ 925 , 838 $ 942 , 952 Revenue 2 , 500 6 , 000 6 , 000 6 , 000 Net County Cost $ 857 , 364 $ 912 , 538 $ 919 , 838 $ 936 , 952 Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE 6 PT 7 PT 7 PT 7 PT SUMMARY OF CHANGES: Supplies decreased $ 1 , 000 as the Computer Software and Attachments line item was reduced $ 1 , 000 based on costs for Landowner Specialist Mapping maintenance fees . Purchased Services increased a total of $8 , 300 : Printing and Duplicating decreased $ 1 , 500 based on anticipated usage ; Vehicle Expense increased $ 10 , 000 based on historic figures ; and Repair and Maintenance Other decreased $200 based on anticipated purchases in 2016 . Final budget adjustments include an increase in salaries of $ 17 , 114 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: The tractor requested in the Motor Pool budget was not approved . Only the mower unit of the tractor will be replaced . All other items approved as recommended . 247 NOXIOUS WEEDS (CONTINUED) 1000- 26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs All operations will meet established codes , polices , and procedures 100 % 100 % 100 % Attendance at all safety meetings 95 % 95% 95 % Lane miles mowed annually 1 , 300 1 , 300 1 , 300 Efficiency Measures FTE 's per 10 , 000/capita . 073 . 071 . 068 Per capita cost (county support) $3 . 11 $3 . 22 $3 . 21 I Goal TPW9 : Implement the Colorado Weed Management Act on County properties and in assist landowners with IPcompliance with the law through public education and assistance. • DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW9- 1 : 98% of citizen and landowner generated 100% 100% 100% Respond to calls contacts responded to within one working and emails from day. landowners within one working day. TPW9-2 : 95% of non-roadway properties owned by Yes Yes Yes Perform noxious Weld County sprayed or otherwise controlled weed control on all for noxious weeds annually. Weld County owned properties. TPW9-3 : 95% of all Weld County maintained roads Yes Yes Yes Mowing/spraying and intersections will be addressed for of all roads noxious weeds annually. maintained by Weld County. TPW9-4 : 90% of all legal notices mailed to landowners 100% 90% 90% Resolve all legal in Weld County will be brought into notices mailed to compliance. landowners for noxious weed infestations. 248 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200 DEPARTMENT DESCRIPTION: Section 24-32-2107 , C . R . S . , requires each county to maintain a Disaster Agency which has jurisdiction over and serves the entire county . The Director or Coordinator of the Disaster Agency is responsible for the planning and coordination of local disaster services , develops plans , and coordinates emergency planning in case of either natural or other disasters on county, state , and federal level . The focus for OEM is All - Hazards Planning and Coordination with county departments , agencies and organizations . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 274 , 537 $ 275 , 265 $ 275 , 265 $ 287 , 696 Supplies 4 , 104 7 , 900 35 ,400 35 ,400 Purchased Services 26 , 729 44 , 945 46 , 765 46 , 765 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 304 , 275 $ 328 , 110 $ 357 ,430 $ 369 , 861 Revenue 23 , 000 38 , 000 38 , 000 38 , 000 Net County Cost $ 281 , 275 $ 290 , 110 $ 319 ,430 $ 331 , 861 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES: Changes to the OEM budget include increases to Purchased Services for the P . E .A. C . web based program for planning of chemical facilities located in the county. This web based program will allow subject matter experts to identify risks associated to chemicals stored at specific business around the county based on the types of chemicals stored and the interaction they may have if an incident occurs . Estimated cost is $9 , 500 . The cost is based on a review of all facilities and their risk . Mobile computing now provides the technological foundation to assist emergency managers in their responsibilities during an incident . Properly implemented mobile technology can decrease post-disaster response time . Yet mobile technology alone does not solve the challenges emergency managers face during and after an incident . What is required is a comprehensive , holistic approach to damage assessment and recovery . OEM is requesting $ 18 , 000 to purchase a mobile program that will help with this process . This is an online system and requires an estimated annual renewal of $ 3 , 500 . Additional increases in the budget are for costs associated with printing , duplication , phones , printing of preparedness documents and framing of maps for the EOC . Costs for EOC phones have increased . Total additional costs are $500 for printing costs and $ 1 , 320 for phones . Final budget adjustments include an increase in salaries of $ 12 , 431 . 249 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000- 26200 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The two computer applications are a cost effective way to manage the two functions discussed , Information Technology concurs with the recommendation to acquire the two applications . Other increases are justified . BOARD ACTION: Approved as recommended . The Board also authorized the OEM Director to put together a training seminar next year with the funds for it coming out of the Non - Departmental training funds , estimated cost is $ 15 , 000 . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of drills and exercises 12 12 12 N umber of people participating in drills 500 500 500 N umber of inspections and/or reports 18 18 18 Efficiency Measures FTE 's per 10 , 000/capita 1 . 090 1 . 058 1 . 027 Per capita cost $ 1 . 02 $ 1 . 02 $ 1 . 14 Mission Statement : To support Weld County and its citizens in Preparedness , Prevention , Mitigation , Response , and Recovery using an All - Hazards approach , and to develop and sustain broad and sincere relationships among individuals and organization to encourage trust , advocate a team atmosphere , build consensus , and facilitate communication . (Office of Emergency Management) o Goal PS OEM 1 : Prevention and Mitigation - Identify situations or conditions that have the potential of causing injury to people , damage to property and to the environment . ( Office of Emergency Management) o Goal PS OEM 2 : Preparedness - To safeguard against terrorism , manmade and n atural disasters . It is focused on actions that protect citizens , residents , visitors , n etworks and critical assets in Weld County . ( Office of Emergency Management) 0 250 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000- 26200 o Goal PS OEM 3 : Response - The capabilities necessary to save lives , protect property and the environment, and meet basic human needs after an incident has occurred . It is focused on ensuring that the County is able to effectively respond to any threat or hazard , including those with cascading effects , with an emphasis on saving and sustaining lives and stabilizing the incident , as well as rapidly meeting basic human needs , restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. (Office of Emergency Management) o Goal PS OEM 4 : Finance and Administration - Development of fiscal and administrative procedures to support the emergency management budget for staffing and daily operations . (Office of Emergency Management) 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 . (Office of Emergency Management) o Goal PS OEM 6 : Planning - The collection , analysis and use of information and the development, promulgation , and maintenance of the organizational comprehensive emergency management plan , action plans and mitigation plans . (Office of Emergency Management) o Goal PS OEM 7 : Recovery - Recovery includes those capabilities necessary to assist communities affected by an incident in recovering effectively . It is focused on a timely restoration , strengthening , and revitalization of the infrastructure ; housing ; a sustainable economy ; and the health , social , cultural , historic, and environmental fabric of communities affected by a catastrophic incident . N OTE : OFFICE OF EMERGENCY MANAGAGEMENT HAS A COMPREHESIVE STRATEGIC P LAN AVAILABLE ONLINE AT : http ://www. co .weld . co . us/Departments/OEM/index . html 0 251 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100 DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs ; development referrals ; field survey operations to establish line and grade control ; administrative and inspection work in utility and subdivision construction ; performs laboratory tests to determine soil properties , construction and materials quality ; all phases of highway engineering , bridge engineering , design and construction inspection . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 297 , 076 $ 2 , 652 , 239 $ 2 , 865 , 329 $ 2 , 854 , 776 Supplies 108 , 265 300 , 000 179 , 500 179 , 500 Purchased Services 760 , 995 7 , 563 , 106 6 ,454 , 065 11 ,454 , 065 Capital 7 , 700 0 0 0 Contra -526 , 770 - 188 , 319 -209 , 213 -209 , 213 Gross County Cost $ 2 , 647 , 266 $ 10 , 327 , 026 $ 9 , 289 , 681 $ 14 , 279 , 128 Revenue 0 0 0 0 Net County Cost $ 2 , 647 , 266 $ 10 , 327 , 026 $ 9 , 289 , 681 $ 14 , 279 , 128 ( ) Budgeted Positions 24 26 28 28 SUMMARY OF CHANGES: Personnel Services increased $213 , 090 to fund a new Survey Tech II position ($82 , 819 ) and a Water Engineer position ($ 130 , 271 ) approved mid -year. Supplies decreased a total of $ 120 , 500 based on the following : Small Items of Equipment increased $50 , 000 to fund a R-Value Machine , which will replace outdated materials testing procedures ; Computer Software and Attachments decreased $ 139 , 000 as computer services are not being charged back to Engineering ; and Road Construction Supplies decreased $31 , 500 based on anticipated needs in 2016 . Purchased Services increased a total of $3 , 890 , 959 based on the following : Memberships and Registrations increased $ 1 , 000 based on anticipated fees ; Other Purchased Services were added in the amount of $ 13 , 800 to fund MS4 Administration costs , equipment , and stormwater discharge permits ; Engineering and Architectural decreased $40 , 000 based on capital improvement projects ; Other Professional Services increased $293 , 359 for geotechnical services on the WCR 49 project ; Vehicle and Maintenance Equipment increased $ 15 , 800 in order to replace trimble surveying equipment ; Travel and Meetings increased $2 , 000 based on historic figures and anticipated needs for 2016 ; Training increased $ 5 , 000 based on historic figures and anticipated training needs ; and Strategic Roads increased $3 , 600 , 000 based on capital improvement projects for 2016 . Contra Account increased $20 , 894 to fund the charge-back to the Planning Department . Final budget adjustments include a decrease in salaries of $ 10 , 553 . 252 GENERAL ENGINEERING (CONTINUED) 1000-31100 FINANCE/ADMINISTRATION RECOMMENDATION: The additional Survey Tech II is justified to keep pace with the projects anticipated in 2016 . The Board approved a full -time , in- house Water Engineer in June . Bringing the water engineering in-house will reduce costs and allow the county to gain more control of the work . The other line item changes are justified based upon the projects for 2016 and upgrading of equipment and training . Major change is having lower WCR 49 costs in this budget for engineering and design in 2016 . BOARD ACTION: Approved as recommended , including the additional positions and an additional $5 , 000 , 000 for the Weld Parkway project per IHC contract requirements . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of designs completed 4 11 9 N umber of construction projects completed 6 6* 6 N umber of land use case reviews 500 150 150 Access Permit 460 460 460 Right-of-Way Permits 560 560 560 Special Transport Permits 1 , 500 1 , 500 1 , 500 *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 PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW8- 1 : Plans will not require changes after 100% 100% 100% Develop accurate project goes to construction 95% of the Capital Improvement time Plans TPW8-2 : Construction tests will not require 100% 100% 100% Perform accurate repeat tests or re-calculations 95% of construction testing the time TPW8-3 : Improvement agreements will be error 100% 1005 100% Present accurate free when presented to the BOCC 98% improvement of the time agreements 253 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100 DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas . Also provides security for the park . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 51 , 244 $ 52 , 351 $ 52 , 351 $ 55 , 206 Supplies 2 , 313 3 , 200 3 , 200 3 , 200 Purchased Services 29 , 598 22 , 500 20 , 200 20 , 200 Fixed Charges 1 , 522 0 0 0 Capital 0 0 0 0 Gross County Cost $ 84 , 677 $ 78 , 051 $ 75 , 751 $ 78 , 606 Revenue 3 , 032 2 , 000 3 , 000 3 , 000 Net County Cost $ 81 , 645 $ 76 , 051 $ 72 , 751 $ 75 , 606 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Purchased Services have decreased $2 , 300 due to a reduction in the electricity line item by $3 , 000 , and vehicle maintenance by $ 1 , 000 . The reductions were offset by increases in phones ($ 100 ) , trash ($600 ) , and equipment rental ($ 1 , 000 ) . Revenues are budgeted at $3 , 000 , up $ 1 , 000 , due to fee changes approved mid -year. Final budget adjustments include an increase in salaries of $2 , 855 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 1140 254 MISSILE SITE PARK � (CONTINUED) 1000- 50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 600 600 600 Work Outputs FTE's per 10 , 000/capita 0 . 036 0 . 035 0 . 034 Per capita cost (county support) $0 . 296 $0 . 268 $0 . 259 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and Grounds Budget Unit ( 1000- 17200 ) . O 255 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS l BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200 DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future park projects . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 29 , 000 29 , 000 29 , 000 29 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 000 $ 29 , 000 $ 29 , 000 $ 29 , 000 Revenue 0 0 0 0 Net County Cost $ 29 , 000 $ 29 , 000 $ 29 , 000 $ 29 , 000 Budgeted Positions SUMMARY OF CHANGES: Budget includes $29 , 000 for the joint maintenance and administration of the Poudre River Trail with Windsor and Greeley . This represents $ 18 , 000 towards the staff position and $ 11 , 000 towards maintenance . The budget is the same as last year. The Board agreed , in April , 2004 , to fund the County' s share . A new IGA was developed in 2006 , which includes full maintenance and administration of the trail , with each party paying one-third of the costs . The City of Greeley actually does the maintenance and administration through its Parks Department . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . This budget unit consolidates all spending on trail maintenance and development , as well as any new park development. Recommend the $29 , 000 for maintenance of the Poudre River Trail . No other projects have been requested for 2016 . BOARD ACTION: Approved as recommended . 256 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT U BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100 I DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley - Weld County Airport. RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a Q 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 . 0 257 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the nineteen senior centers throughout the county . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 ,, Purchased Services 14 , 250 19 , 000 19 , 000 19 , 000 Fixed Charges 0 0 0 0 Capital 0 r 0 0 0 Gross County Cost $ 14 , 250 $ 19 , 000 $ 19 , 000 $ 19 , 000 Revenue 0 0 0 0 Net County Cost $ 14 , 250 $ 19 , 000 $ 19 , 000 $ 19 , 000 Budgeted Positions n/a n/a n/a n/a 0 SUMMARY OF CHANGES: Recommended budget of $ 19 , 000 is the same as 2015 . The funds will be equally divided among the nineteen ( 19 ) senior centers throughout Weld County resulting in $ 1 , 000 per site . Each site determines how the money can best be spent to benefit their senior program . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 0 258 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120 DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management, and Big Thompson Watershed Forum . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 9 , 141 10 , 000 10 , 000 10 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9 , 141 $ 10 , 000 $ 10 , 000 $ 10 , 000 Revenue 0 0 0 0 Net County Cost $ 9 , 141 $ 10 , 000 $ 10 , 000 $ 10 , 000 Budgeted Positions n/a n/a n/a n/a Loy SUMMARY OF CHANGES: This budget is the same as 2015 , and includes dues for the North Front Range Water Quality Planning Organization ( NFRWQPO ) ($9 , 000 ) and membership for the Big Thompson Watershed Forum ($ 1 , 000 ) . Membership for the Little Dry Creek Watershed Group ($6 , 000 ) is included in the Budget Unit account 1000-96600-6340 budget, since it involves drainage issues and not water quality. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continued membership in NFRWQPO and Big Thompson Watershed Forum . BOARD ACTION: Approved as recommended . 259 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED (lir---14 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 N citizens of the county. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 39 , 206 38 , 225 38 , 225 38 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 39 , 206 $ 38 , 225 $ 38 , 225 $ 38 , 225 • Revenue 0 0 0 0 Net County Cost $ 39 , 206 $ 38 , 225 $ 38 , 225 $ 38 , 225 Budgeted Positions n/a n/a n/a n/a Ilk. 4 SUMMARY OF CHANGES: Envision has requested the same amount granted in 2015 , which is $ 38 , 225 . No change . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . CI) 260 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral Health which provides extensive mental health services to citizens in Weld County . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 172 , 548 203 , 225 203 , 225 203 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 172 , 548 $ 203 , 225 $ 203 , 225 $ 203 , 225 Revenue 0 0 0 0 Net County Cost $ 172 , 548 $ 203 , 225 $ 203 , 225 $ 203 , 225 Budgeted Positions n/a [ n/a J 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 2015 . $ 75 , 000 is included for the Weld County Problem Solving Courts program to treat clients in the DUI Court, Family Treatment Court, and Drug Court. The court has asked that up to $7 , 500 of the $75 , 000 be dedicated towards gap funding of professional training . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH base amount of $ 108 , 225 , the $20 , 000 for SESS , and the $75 , 000 for Weld County Problem Solving Courts . This is the same funding level as 2015 . Use of up to $ 7 , 500 of the $ 75 , 000 by the Weld County Problem Solving Courts towards gap funding of professional training is a Board policy issue . BOARD ACTION: Approved as recommended , except the Board did not approve the use of up to $7 , 500 of the $75 , 000 by the Weld County Problem Solving Courts towards gap funding of professional training . The Board wants the entire $ 75 , 000 used on clients , and not any of the funds on training . The Board feels training is the responsibility of the State , not the county . C 261 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER Q BUDGET UNIT TITLE AND NUMBER: A Kid 's Place - - 1000-56150 DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young victims of child abuse and non -offending family members . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 11 , 913 0 0 0 Fixed Charges 0 0 0 0 Contra Account - 3 , 971 0 0 0 Gross County Cost $ 7 , 942 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 7 , 942 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a in SUMMARY OF CHANGES: This program is now funded in the Social Services budget under Child Welfare , since the usage justifies Social Services paying 100 % . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this program in the Social Services budget under Child Welfare in 2016 , since the usage justifies Social Services paying 100 % . BOARD ACTION: Approved as recommended . The program to be funded in the Social Services Fund in 2016 . 0 262 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for Weld County Retirement Plan . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 10 , 000 , 000 25 , 000 , 000 0 0 Capital 0 0 0 0 Gross County Cost $ 10 , 000 , 000 $ 25 , 000 , 000 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 10 , 000 , 000 $ 25 , 000 , 000 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a L SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund for the administrative costs of the program . With the underfunding of the Weld County Retirement Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan . The administrative costs include the investment fees and other administrative costs . Annually the costs are approximately $ 1 , 000 , 000 . The County stopped paying the fees in the 1980' s . From 2011 -2015 the General Funds made substantial contributions to repay the Retirement Fund for the past administrative costs . As a result as of December 31 , 2015 , it is anticipated that the Weld County Retirement Plan will be fully funded under the new accounting rules of GASB 67 and 68 . The level of funding for this purpose can be reduced in years where the property tax revenues from oil and gas fluctuate downward and when the retirement fund is fully funded . Due the retirement plan being totally funded no contribution is required in the 2016 budget . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . Plan is project to be fully funded by December 31 , 2015 , so no funding required for 2016 . 0 263 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS t) BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program ( Human Services Budget) . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12 , 351 12 , 351 12 , 351 12 , 351 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12 , 351 $ 12 , 351 $ 12 , 351 $ 12 , 351 Revenue 0 0 0 0 Net County Cost $ 12 , 351 $ 12 , 351 $ 12 , 351 $ 12 , 351 Budgeted Positions n/a n/a n/a n/a 0 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 . O 264 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS 46110 BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 S upplies 0 0 0 0 P urchased Services 0 0 0 0 Fixed Charges 3 , 874 ,463 4 , 320 , 296 4 , 537 , 102 4 , 537 , 102 Capital 0 0 0 0 Gross County Cost $ 3 , 874 ,463 $ 4 , 320 , 296 $ 4 , 537 , 102 $ 4 , 537 , 102 Revenue 0 0 0 0 N et County Cost $ 3 , 874 , 463 $ 4 , 320 , 296 $ 4 , 537 , 102 $ 4 , 537 , 102 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See Health Fund for details . 0 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund . 0 265 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200 DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic development program through the Upstate Colorado Economic Development ( Upstate Colorado ) , a public/private non-profit organization . Starting in 2009 , the County began contributing to the East Colorado Small Business Development Center (SBDC ) , in addition to Upstate Colorado Economic Development . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 S upplies 0 0 0 0 P urchased Services 1 , 834 , 353 155 , 000 175 , 000 165 , 000 Gross County Cost $ 1 , 834 , 353 $ 155 , 000 $ 175 , 000 $ 165 , 000 Revenue 1 , 273 , 549 0 0 0 N et County Cost $ 560 , 804 $ 155 , 000 $ 175 , 000 $ 165 , 000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Upstate Colorado requested $ 100 , 000 , which is up $ 10 , 000 from the 2015 level of $90 , 000 . The $ 100 , 000 would return Upstate Colorado to their 2009 funding level . East Colorado Small Business Development Center ( new name ) requested $65 , 000 , plus $ 10 , 000 for the UNCBiz Hub Incubator. FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that SBDC be funded at $65 , 000 for 2016 . Funding at this level will allow SBDC to retain the same staffing level approved for funding by the Board for 2015 . SBDC opened the UNC BizHub Collaborative in January , 2015 . The Collaborative offers another level of services above and beyond those offered by the SBDC . For 2016 , the estimate would be that SBDC would service 350 clients , and provide at least 12 educational seminars . Funding for SBDC has grown from $7 , 300 in 2011 , $35 , 000 in 2012 , and $45 , 000 in 2013 , $65 , 000 in 2014 , and $65 , 000 in 2015 . Funding the additional $ 10 , 000 for the UNCBiz Hub Incubator is a policy issue regarding expansion of service level for the Board . The recommended budget includes $90 , 000 for Upstate Colorado . It is a policy issue for the Board to determine if they want to fund Upstate Colorado at the requested level of $ 100 , 000 , which is the funding level prior to 2009 . In light of the fact that nearly two-thirds of the property tax base of Weld County is derived from the energy industry it is critical long term for the county to increase the diversification of the local property tax base , and the primary job employment base to have a long term sustainable local economy . Upstate Colorado and SBDC are the two primary agencies for promoting economic development in Weld Colorado . The added resources will allow for the proper marketing of Weld County and all the opportunities that exist for business to be successful in Weld County . • 266 ECONOMIC DEVELOPMENT (CONTINUED) 0 1000- 60200 BOARD ACTION: The Board declined to contribute the additional $ 10 , 000 for the UNC Biz Hub . It was the feeling of the Board that this was a UNC initiated project and the Commissioners do not want to commit to funding it. The Board did approve the additional $ 10 , 000 request for Upstate Colorado for total funding of $ 100 , 000 in 2016 in the General Fund . In addition $90 , 000 from the Economic Development Trust will be use to continue funding the small community economic development program . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See County's overall Economic Development goals in the Strategic Plan Section of the Budget Message . 0 0 267 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300 DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase contracts for county buildings . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 se Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 I 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 ti SUMMARY OF CHANGES: Budget reflects the County' s debt service on any long-term debt and/or lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP ) , as of August 1 , 2007 , Weld County has no long-term debt or long -term lease obligations . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . • 268 LEASE-PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29- 1 - 104 (2 )(d ) , C . R . S . , 1973 : A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property $ -O- B . The total maximum payment liability of the local government under all lease-purchase agreements involving real property over the entire terms of such agreements , including all optional renewal terms $ -0- C . The total amount to be expended during the ensuing fiscal year for payment obligations under all lease- purchase agreements other than those involving real property $ -O- D . The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such pagreements , including all optional renewal $ -0- 269 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non- Departmental - - 1000-90100 DEPARTMENT DESCRIPTION: Central budget unit containing county-wide costs that are not allocated to program budgets , e . g . training , audit fees , etc . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 S upplies 90 , 802 73 , 000 73 , 000 73 , 000 P urchased Services 479 , 290 414 , 362 443 , 602 443 , 602 Fixed Charges 63 , 863 123 , 173 93 , 933 93 , 933 Gross County Cost $ 633 , 955 $ 610 , 535 $ 610 , 535 $ 610 , 535 Revenue 84 ,410 ,431 109 , 182 ,473 87 , 118 , 153 92 , 060 , 096 N et County Cost $ - 83 , 776 ,476 $- 108 , 571 , 938 $ - 86 , 507 , 618 $ - 91 ,449 , 561 SUMMARY OF CHANGES: The expense side of this budget is unchanged from 2015 . Line item amounts have been adjusted to reflect recent expenditure patterns . Memberships are up for DRCOG ($ 12 , 700 ) , medical services have been transferred to Other Professional Services Q ($20 ,400 ) , and GovDeliver is funded at $7 , 500 . Training has been decreased to $40 , 000 , and the miscellaneous line item for unexpected items is down $ 19 , 240 at $ 37 , 933 . Revenues are down $ 17 , 122 , 377 over the current year. Property taxes are budgeted at $ 112 , 907 , 305 with a personal property tax adjustment of ($ 12 , 357 , 713 ) and $ 15 , 000 , 000 tax credit for the Weld County Bright Future Program for a net of $85 , 549 , 592 down $ 19 , 097 , 725 . Revenue from interest earnings are up $300 , 000 at $ 1 ,400 , 000 for 2016 , as interest rates are projected to move up during the course of the year. Tobacco tax revenues are up $ 10 , 000 since the state is sharing back a larger portion of the tax with local governments . Rents from Buildings total $483 , 610 from Social Services ($ 166 , 234 ) , PS Trophy ($ 16 , 800 ) , Community Corrections Building ($284 , 976 ) and ambulance station ($ 15 , 600 ) . Recovery of indirect costs is $3 , 824 , 108 and revenues from Urban Renewal Authorities ( URA) are budgeted at $272 , 670 for Brighton URA, $ 8 ,450 for the Erie URA , and $ 101 , 175 for South Firestone URA . Other smaller revenues are stable with little change . Total revenues are $92 , 060 , 096 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: BOARD ACTION: The Board approved $ 15 , 000 , 000 in property tax credits per SB 15-82 to fund the Weld County Bright Futures Program . Urban renewal authority revenues were adjusted for final assessed values . Final property tax amount was adjusted due to the final assessed value . Tax incentive credits were approved for Specialty Products ($2 , 502 ) , Norfolk Steel ($4 , 653 ) , Carestream ( $ 10 , 903 ) , Cargill ($26 ) , and Advance Forming Technology ($8 , 827 ) , for a total of $26 , 911 . The final property tax adjustment was $2 , 603 , 684 . All other items approved as recommended . O 270 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120 DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health benefits . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Beginning January 1 , 2007 , in accordance with GASB 45 , employers must account for the actuarial cost of post-employment benefits paid to retirees . Weld County's only program outside of the retirement program is the payment of health insurance benefits to retirees . Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize the cost of the benefit in periods related to when services are received by the employer (Weld County) . 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 . 271 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150 DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that do not fit under a specific county program . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 63 , 331 68 , 831 109 , 237 90 , 737 Gross County Cost $ 63 , 331 $ 68 , 831 $ 109 , 237 $ 90 , 737 Revenue 0 0 0 0 Net County Cost $ 63 , 331 $ 68 , 831 $ 109 , 237 $ 90 , 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 5 , 500 10 , 500 0 0 211 Information and Referral 25 , 000 65 , 000 25 , 000 65 , 000 Youth and Family Connection 27 , 594 0 0 0 Catholic Charities 0 0 0 0 Greeley Transitional House 0 0 0 0 A Woman 's Place 0 8 , 000 0 0 Rotary — Poudre Learning Center 0 15 , 000 0 15 , 000 1451 Collaboration Management 0 0 0 0 Audio Information Network 5 , 737 5 , 737 5 , 737 5 , 737 Total $68 , 831 $ 109 ,237 $35, 737 $ 90 , 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 2015 . Recommend approval . Final funding $5, 000. RSVP has requested $ 10 , 500 for 2016 . Board funded the $5 , 500 request on a one-time basis in 2015 . 2016 funds would be used for volunteer mileage , and recognition . Funding is a policy issue for the Board . No funding, because 2015 funding was to be one-time only. 0 272 COMMUNITY AGENCY GRANTS (CONTINUED) rr 1000-90150 y FINANCE/ADMINISTRATION RECOMMENDATION (Continued) : 211 Information and Referral program has requested $65 , 000 for the 211 information and referral system operated by United Way . This is an increase of $40 , 000 over the 2015 funding level of $25 , 000 . The additional funds are for a one-time request to build 211 capacity with $35 , 000 to move the database to a taxonomy structure , and $5 , 000 for computer hardware upgrade . The recommended budget includes current level funding of $25 , 000 . The additional $40, 000 requested was approved as one-time funding. Final funding $65, 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 4110 funding will be made until 2019 . Homeless Shelters have not been funded in the past by General Fund dollars . Catholic Charities and Greeley Transitional House did not request General Fund monies for 2016 . A Woman 's Place requested $8 , 000 for 2016 . Human Services has been doing a $20 , 000 program with a voucher process through CSBG for the shelters . The shelters want to have funds in grant form , not voucher form . The shelters also want to be funded by General Fund dollars , because of the uncertainty of CSBG dollars . The recommended 2016 budget does not include General Fund dollars for the homeless shelters . If the homeless shelters are funded it should be by a Human Services allocation of CSBG dollars as vouchers to clients or other Human Services program funds . Recommend no General Fund funding . Social Services may fund with CSBG funds , if funds are available . No funding. Funding will be through CSBG program. Rotary-Poudre Learning Center ( PLC) has request $ 15 , 000 to construct a business plan , and marketing plan for the expansion of the PLC to encourage private funding . This is a one-time request. The County has never funded organizations to do business and marketing plans . It would seem that the Rotary Clubs in the area comprised of business and community leaders would have the expertise through volunteer resources to put together a business and marketing plan for this project without county funding . The request is not included in the recommended budget . However, it is suggested the group seek funding through the State Department of Public Health and Environment from the Noble pollution fine dollars for the actual capital improvements associated with the project . Final funding is $ 15, 000 one-time. %PO BOARD ACTION: See notes for each agency regarding final funding in italics . Net change was $ 55 , 000 . 273 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: Treasurer BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160 DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures Program and the donations and tax credits that support it . The program offers student grants from donations to eligible Weld County high school graduates , students earning GEDs and veterans pursuing post high school education or training . Under SB 15-82 the County is authorized to allow the use of county property tax incentive payments or credits to taxpayers contributing to the program for workforce development . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 95 , 940 $ 95 , 940 Supplies 0 0 10 , 000 20 , 000 Purchased Services 0 0 10 , 000 28 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 115 , 940 $ 143 , 940 Revenue 0 0 0 0 to, Net County Cost $ 0 $ 0 $ 115 , 940 $ 143 , 940 Budgeted Positions 0 0 2 2 SUMMARY OF CHANGES: Weld County Bright Futures Program administration initial budget request . Program includes two positions , one clerical and one public relations/administration position . Supplies and services are an estimate for the first year until some experience is gained with the program . $ 15 , 000 , 000 in property tax incentive credits are budgeted and will be placed in a trust fund . Donation for this program will be placed in a separate trust fund to pay the student grants . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: The Board added $28 , 000 in the final budget for the annual maintenance of the eScholarship software to support the program ($ 18 , 000 ) , and addition promotional materials ($ 10 , 000 ) . All other items approved as recommended . In addition to this budget the Board approved $ 15 , 000 , 000 in property tax credits per SB 15-82 to fund the Weld County Bright Futures Program . 274 BRIGHT FUTURES (CONTINUED) 1000- 90160 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 0 0 1 , 000 Investments 0 0 $ 10M Efficiency Measures FTE's per 10 , 000/capita 0 0 0 . 685 Per capita expenditure $0 $0 $0 .49 ID 275 BUDGET UNIT REQUEST SUMMARY • AGENCY/DEPARTMENT NAME: EXTENSION SERVCES BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100 DEPARTMENT DESCRIPTION: Provide adults and 4- H youth with unbiased , research -based education for agricultural , environmental , and consumer issues . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 179 ,425 $ 194 , 004 $ 194 , 004 $ 211 , 798 Supplies 110 , 503 98 , 107 102 , 107 102 , 107 Purchased Services 26 , 509 44 ,400 44 , 400 44 , 400 Fixed Charges 908 0 0 0 Capital 0 0 0 0 Gross County Cost $ 317 , 345 $ 336 , 511 $ 340 , 511 $ 358 , 305 Revenue 0 0 0 0 Net County Cost $ 317 , 345 $ 336 , 511 $ 340 , 511 $ 358 , 305 Budgeted Positions 10 . 375 10 . 25 12 . 50 13 . 00 SUMMARY OF CHANGES: Contract Labor was increased $4 , 000 to a total of $92 , 807 , with the additional money in support of two half-time AmeriCorps volunteers that will work under a grant secured by CSU Extension . The bulk of the expenses for this program are covered by CSU and the grant (a total of $ 13 , 300/FTE ) . The AmeriCorps volunteers will provide 900 hours of 4-H after- school programming at two locations in Weld County. When added to current staff, these two . 5 FTE positions raise budgeted positions to 12 . 50 . Final budget adjustments include an increase in salaries of $ 17 , 794 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended , including the $4 , 000 for the two AmeriCorp volunteers . On November 25 , 2015 , the Board authorized an amendment to the MOU with CSU to add a half-time horticulture/agriculture position to make it full time . CSU will fund the added costs of the half-time horticulture/agriculture position through the MOU . 276 EXTENSION SERVICES (CONTINUED) 1000- 96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4-H enrollment 1 , 200 1 , 200 1 , 200 2 , 831 2 , 900 3 , 000 Efficiency Measures FTE' s per 10 , 000/capita . 368 . 362 .445 Per capita cost (county support) $ 1 . 15 $ 1 . 19 $ 1 . 23 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : This Budget Unit's goals and objectives are part of a separate CSU Extension ' s published document available through Colorado State University . 277 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE %Of BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200 DEPARTMENT DESCRIPTION: To organize , plan , and administer the annual County Fair. RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 69 , 388 $ 73 , 119 $ 73 , 119 $ 79 , 585 Supplies 23 , 122 20 , 000 20 , 000 20 , 000 Purchased Services 40 , 995 40 , 995 40 , 995 40 , 995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 133 , 505 $ 134 , 114 $ 134 , 114 $ 140 , 580 Revenue 0 0 0 0 Net County Cost $ 133 , 505 $ 134 , 114 $ 134 , 114 $ 140 , 580 Budgeted Positions 1 . 00 1 . 25 1 . 25 1 . 25 SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $6 ,466 . QNo other changes . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered (2013 totals ) 7 ,454 7 , 500 7 , 600 Exhibitors registered 1 , 568 2 , 000 1 , 800 Attendees 36 ,405 36 , 000 37 , 000 Efficiency Measures Per capita cost (county support) $0 . 485 $0 . 473 $0 .481 278 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400 DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 65 ,452 $ 74 , 270 $ 106 , 505 $ 111 , 001 Supplies 2 , 899 1 , 500 1 , 500 1 , 500 Purchased Services 6 , 077 7 , 850 7 , 850 7 , 850 Gross County Cost $ 74 ,428 $ 83 , 620 $ 115 , 855 $ 120 , 351 Revenue 3 , 600 2 , 400 16 , 640 16 , 640 Net County Cost $ 70 , 828 $ 81 , 220 $ 99 , 215 $ 103 , 711 Budgeted Positions 1 1 . 5 2 . 0 2 . 0 SUMMARY OF CHANGES: Personnel Services are up $32 , 235 to move a part-time Office Tech H to full -time to deal with the call volume coming into the office (average 380 calls/month ) due to aging Vietnam veterans and the increased number of Iraq and Afghanistan veterans . Other expenditures totals are the same . Revenues are up $ 14 , 240 due to the state increasing the reimbursement rate for the Veteran Service Officer from $200/month to $8 . 00/hour times 2 , 080 hours for a total of $ 16 , 640 . This is the first increase in years from the state . Net county costs are up $ 17 , 995 . Final budget adjustments include an increase in salaries of $4 ,496 . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval due to service level demand resulting from additional veterans seeking services . BOARD ACTION: Approved as recommended , including moving apart-time Office Tech II to full time . ACTUAL ESTIMATED PROJECTED Work Outputs Active files 700 800 1 , 100 Office visits 2 , 500 4 , 500 4 , 560 Efficiency Measures FTE 's per 10 , 000/capita 0 . 055 0 . 053 0 . 068 Per capita cost ( county support $0 . 296 $0 . 286 $ 0 . 355 279 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 PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Obtain the appropriate Ensure accurate submission of claim 100% 100% 100% claim outcome for the applications that include proper veterans documented supporting documents conditions Goal HHS8: Assist veterans and dependents enroll in Veterans Administration health care DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Register eligible Accurately complete appropriate VA 100% 100% 100% veterans in the VA health care applications along with health care system supporting credentials Goal HHS9 : Provide education assistance and burial and survivor benefits for veterans and dependents services DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Veteran and/or Obtain and submit appropriate credentials 100% 100% 100% dependents received to support entitlement applications education, burial and survivor benefits they are entitled 280 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION QBUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building ( Event Center) . RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 S upplies 0 0 0 0 P urchased Services 29 , 176 112 , 319 117 ,490 117 ,490 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 176 $ 112 , 319 $ 117 ,490 $ 117 ,490 Revenue 0 0 0 0 N et County Cost $ 29 , 176 $ 112 , 319 $ 117 ,490 $ 117 ,490 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The Event Center's proposed budget for 2016 is $422 , 298 , which is an increase from the 2015 budget of $44 , 335 or 11 . 7 percent . Revenue from rents and facility use fees for 2016 will increase $ 10 , 409 to $ 187 , 305 . The County payment for the Event Center is proposed to be $ 117 ,490 , which is an increase of $ 5 , 171 from the 2015 payment of $ 112 , 319 or 4 . 6 percent . The increase is in salaries and benefits . The workload is increasing from getting more and more requests from Extension and 4- H for use of the facility . Utilities are up $ 12 , 006 . Historically , when the final costs are reconciled with the City of Greeley at the end of the year the amount paid by the county is less than budgeted . Tom Welch , Island Grove Facilities Manager, has been good about only using part-time labor and overtime when it is truly needed . The City of Greeley will also contribute $ 117 ,490 for 2016 , per the intergovernmental agreement between Weld County and the City of Greeley for the operation of the facility . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . 281 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION 0 BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600 DEPARTMENT DESCRIPTION: Funds costs associated with the management of county property assets and leases . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 2 , 910 , 573 2 , 637 , 793 3 , 234 , 324 3 , 214 , 324 Fixed Charges 389 , 639 696 , 694 333 , 149 333 , 149 Capital 0 0 0 0 Gross County Cost $ 3 , 300 , 212 $ 3 , 334 ,487 $ 3 , 567 ,473 $ 3 , 547 ,473 Revenue 0 0 0 0 Net County Cost $ 3 , 300 , 212 $ 3 , 334 ,487 $ 3 , 567 ,473 $ 3 , 547 ,473 Budgeted Positions n/a n/a n/a n/a 41:0 SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the management of county property assets and leases . The budget includes $6 , 000 for the assessment for the Little Dry Creek Watershed Group . $40 , 000 for engineering for water rights on two gravel pits ( Hoekstra , and Fiscus) , and $28 , 949 for water right assessments owned by the county . $304 , 200 is funded for the leases of county assets . $3 , 168 , 324 is funded for depreciation of county assets . FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . BOARD ACTION: Approved as recommended . • 282 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-99999 DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures . In the proposed budget, this includes appropriations for points of issue . RESOURCES ACTUAL BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1 , 687 , 868 $ 0 S upplies 0 0 0 0 P urchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 1 , 687 , 868 $ 0 Revenue 0 0 0 0 N et County Cost $ 0 $ 0 $ 1 , 687 , 868 $ 0 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget reflects no increase in health insurance costs . 2016 salary increases are a policy issue for the Board , but there are funds for step increases due employees in 2016 and a 3 . 0 percent contingency salary amount included in this budget . There are no other benefit changes . FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board policy issue . BOARD ACTION: Approved as recommended , including the 3 % cost of living adjustment. Health insurance did not increase for 2016 . There are no other benefit changes . III 283 0 o iXTE 1) •s a• :r\ 1 •1 • 1 8 6 1 / p � NTY 0 284 Hello