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COUNTY OF WELD
2015
FINAL
BUDGET MESSAGE
PRESENTED TO :
WELD COUNTY BOARD OF COMMISSIONERS
Douglas Rademacher, Chair
Barbara Kirkmeyer, Pro-Tern
Sean P. Conway, Commissioner
Mike Freeman, Commissioner
William F. Garcia, Commissioner
BY THE DIRECTOR OF BUDGET
DONALD D. WARDEN
December, 2014
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TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 19
STRATEGIC PLAN 23
POINTS OF ISSUE AND POLICY MATTERS :
2015 BUDGET STRATEGY 57
2015 BUDGET CALENDAR 60
Explanation of Overview of Budget and Management System 61
Overview of Budget and Management System 63
Hierarchy of Budget Information 64
Budget Process 65
Significant Budget and Accounting Policies 66
Explanation of Individual Funds 68
Budget Policies 70
Significant Changes in Policy from Prior Years 71
Long Range Financial Policies 72
Capital Improvement Policy 74
Investment Policy 76
Fund Balance and Reserve Policy 77
Policy Directions 78
2015 Guidelines 80
2015 Special Budget Instructions 82
2015 Program Issues 84
Revenue Policies and Assumptions 85
Specific Revenue Assumptions of Significant Revenue 86
Major Revenue Historical Trends and Analysis 89
Organizational Responsibility for Budget Units 96
Policy Matters/Points of Issue with Fiscal Impact 99
EMPLOYEE SALARY SCHEDULE AND BENEFITS :
2015 Salary and Benefit Recommendations 101
2015 Other Benefits 102
Position Authorization Changes Due to 2015 Budget 103
SUMMARY OF FUNDS :
Graph - - All Funds Revenue 105
Graph - - All Funds Expenditures 106
Graph - - Mill Levy 107
2015 Summary of Fund Balances 108
2015 Summary of Major Revenues and Expenditures 110
2014 Estimated Summary of Major Revenues and Expenditures 112
2013 Actual Summary of Major Revenues and Expenditures 114
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PAGE
SUMMARY OF FUNDS (CONTINUED):
Governmental Funds - 2013 - 2015
Summary of Estimated Financial Sources and Uses 116
2014 Assessed Values to be Used for 2015 Budget 118
Net Program Cost 119
Seven Year Trend Data:
Beginning Fund Balance 121
County Expenditures 122
Weld County - Organizational Chart 123
Summary of County Funded Positions 124
GENERAL FUND:
Graph -- General Fund Revenues 127
Graph -- General Fund Expenditures 128
Seven Year Trend Data
General Government 129
Public Safety 130
Health and Welfare 131
Narrative Fund Summary 132
Summary of Revenue 135
Summary of Expenditures 137
Office of the Board 139
County Attorney 141
Public Trustee 143
Clerk to the Board 145
Clerk and Recorder:
Recording/Administration 147
Elections 149
Motor Vehicle 151
Treasurer 153
Assessor 155
County Council 158
District Attorney:
Seven Year Trend Data 159
Budget Unit Summary 161
Juvenile Diversion 162
Juvenile Restorative Justice 163
Victim/Witness Assistance 164
Finance and Administration 165
Accounting 167
Purchasing 169
Human Resources 171
Planning and Zoning 174
Buildings and Grounds 178
Information Technology 180
Geographical Information System 185
Innovation and Technology Projects 187
Printing and Supplies 189
ii
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 191
Budget Unit Summary - All Departments 192
Sheriff's Administration 197
Sheriff's Operations 199
Traffic Enforcement 201
Sheriff's Contract Services 203
Sheriff's Office Ordinance Enforcement 205
Regional Forensic Laboratory 207
Victim Advocate Services 209
Multi-Jurisdictional Drug Task Force 211
North Jail Complex 213
Centennial Jail 215
Contract Jail Space 216
Communications - County Wide 217
Communications System Development 220
Criminal Justice Information System 221
Coroner 223
Pre-Trial Services 226
Adult Diversion Services 229
Community Corrections 230
Building Inspection 232
Noxious Weeds 236
Office of Emergency Management 238
General Engineering 242
Missile Site Park 244
Parks and Trails 246
Airport 247
Senior Programs 248
Waste Water Management 249
Developmentally Disabled 250
Mental Health 251
Child Advocacy Center 252
Transfers:
Retirement 253
Human Services 254
Health Department 255
Economic Development 256
Building Rents 257
Non-Departmental 259
Retiree Health Insurance 260
Community Agency Grants 261
Extension Service 263
County Fair 265
Veteran's Office 266
Island Grove Building 267
Asset and Resource Management 268
Contingency (Salary) 269
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PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 271
Graph -- Public Works Expenditures 272
Graph -- Seven Year Trend Data 273
Narrative Fund Summary 274
Concerning Local Accountability for Money Used for
Highway Purposes 276
Construction Bidding for State-Funded Local Projects 277
Summary of Revenue 278
Summary of Expenditures 279
Summary — All Departments 280
Administration 281
Trucking 283
Motor Grader 285
Bridge Construction 287
Maintenance Support 289
Other Public Works 291
Mining 293
Pavement Management 295
Grants-in-Aid to Cities and Towns 297
Non-Departmental Revenue 298
Contingency (Salary) 299
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 301
Graph -- Social Services Expenditures 302
Graph -- Seven Year Trend Data 303
Fund Narrative 304
Estimated Revenue 305
Mandated Programs 306
Summary of Revenue 307
Summary of Expenditures 308
Summary — All Departments 309
County Administration 315
Non-Program Revenue 317
Other Programs 318
Child Support Administration 320
Temporary Assistance to Needy Families 322
Aid to Needy Disabled 324
Child Care 326
Old Age Pension 328
Child Welfare and Administration 330
Core Services 332
LEAP Program and Administration 334
General Assistance 336
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PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 339
Graph -- Health Fund Expenditures 340
Graph -- Seven Year Trend Data 341
Narrative Fund Summary 342
Summary of Revenue 344
Summary of Expenditures 345
Budget Unit Summary - All Departments 346
Administration 349
Non-Program Revenue 351
Health Communication 352
Public Health Services 354
Environmental Health Services 356
Public Health Preparedness 358
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 359
Narrative Fund Summary 360
Summary of Revenue 361
Summary of Expenditures 362
Summary — All Departments 363
Job Service (Wagner/Peyser) 364
Summer Job Hunt 365
Employment First 366
Assistance to Needy Families 367
Workforce Investment Act - Administration 368
Workforce Investment Act - Adult Program 369
Workforce Investment Act - Youth Program 370
10% Incentive Grant (CIMS) 371
Workforce Investment Act - Statewide Activities Grant 372
Workforce Investment Act - Dislocated Worker Program 373
Educational Lab 374
AmeriCorps Program 375
Tight Corp Program 376
AAA Administration 377
AAA Support Services 378
AAA Congregate Meal 380
AAA Home Delivered Meals 381
AAA Health Services 382
AAA Colorado Health Foundation 383
AAA Elder Abuse Grant 384
AAA Special Ombudsman 385
AAA Single Entry Point 386
AAA (CCT) 387
AAA (VALE) 388
AAA (State Funds) 389
Part E Family Caregiver Support 390
Community Services Block Grant 391
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PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 393
Conservation Trust Fund:
Summary of Revenue 394
Summary of Expenditures 395
Budget Unit Summary 396
Contingency Fund :
Summary of Revenue 399
Summary of Expenditures 400
Budget Unit Summary 401
Emergency Reserve Fund:
Summary of Revenue 402
Summary of Expenditures 403
Budget Unit Summary 404
Solid Waste Fund:
Summary of Revenue 405
Summary of Expenditures 406
Budget Unit Request Summary - Code Enforcement 407
Budget Unit Fund Summary 408
CAPITAL FUNDS:
Graph - - Seven Year Trend 411
Narrative Fund Summary 412
Summary of Revenue 413
Summary of Expenditures 414
Budget Unit Summary 415
Long Range Capital Projects Five-Year Plan 416
PROPRIETARY FUNDS:
Narrative Summary of Funds 457
IGS - Motor Pool Fund
Summary of Revenue 458
Summary of Expenditures 459
Budget Unit Summary - Motor Pool Administration 460
Budget Unit Summary - Motor Pool Equipment 462
IGS - Health Insurance Fund:
Summary of Revenue 465
Summary of Expenditures 466
Budget Unit Summary 467
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 469
Summary of Expenditures 470
Budget Unit Summary 471
IGS - Phone Services Fund:
Summary of Revenue 473
Summary of Expenditures 474
Budget Unit Summary 475
Weld County Finance Authority:
Budget Unit Summary 477
GLOSSARY 479
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 495
COLORADO'S LARGEST TEN COUNTY BUDGET COMPARISONS FOR PRIOR YEAR:
Population Distribution 507
Taxable Assessed Value by Type 508
Revenue Sources 509
Primary Sources of Revenue 510
Primary Revenue Sources (Normalized to Population) 511
Parcel Counts 512
Property Tax per Parcel 513
Citizens Served per County Employee 514
Support Functions per 1 ,000 Employees 515
Finance Support Functions per 1 ,000 Employees 516
Planning and Zoning/Building Inspection FTE per 10,000 Unincorporated Pop 517
Treasurer FTE per 100,000 Population/100,000 Tax Notices 518
Assessor FTE per 100,000 Population/10,000 Parcels 519
Clerk and Recorder FTE per 100,000 Population 520
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations 521
District Attorney FTE per 100,000 Population 522
Sheriff Office FTE per 100,000 Population 523
Sheriff Patrol FTE per 100,000 Unincorporated Population 524
vii
VIII
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1 , 2014
aean,
Executive Director
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DEPARTMENT OF FINANCE AND ADMINISTRATION
' PHONE: (970) 356-4000, EXT.4218
X86 FAX: (970) 352-0242
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� 1150 O STREET
�'1P.O. BOX 758
�. GREELEY, COLORADO 80632
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December 15 , 2014
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
The Weld County 2015 Final Budget for operations and capital outlay totals a gross amount of
$281 , 100, 398 with a net of $276, 184,753 when interfund transfers are excluded . The Internal
Service Funds total an additional $30,846,336. The budget has been prepared in accordance
with your directives developed during the budget process. The budget is funded with revenue
estimates of $ 143,228,902, anticipated fund balances of $ 145,895,000, and the maximum
allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter
of $ 141 ,724,346.
2015 BUDGET HIGHLIGHTS
Assessed value increased 28% or $1 .955 billion primarily from oil and gas production
r The county's mill levy will be reduced by over one mill to 15.800 mills
r Complete the design for the construction of 20 miles of the five-lane WCR 49 south
corridor from US 34 to 1-76 as part of a design/build contract
r Complete road and bridge mitigation projects resulting from the September 2013
flooding
r 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
r Continue implementation of the Strategic Investment Plan for the Future of Weld County
r Complete a major capital upgrade of the information technology ( IT) infrastructure in the
county as part of the 2015-2019 Five Year IT Capital Plan
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r Information Technology will do a major PC and computer monitor refresh along with a
major Microsoft upgrade
r Implement a new integrated public safety information system to replace the Spillman
public safety system
r Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
r Operate a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
r Add two Pretrial Specialists to accommodate HB 13- 1236 changes to jail bonding criteria
r Create an Oil and Gas Liaison/Coordinator position to deal with oil and gas issues
r Implement a storm water management program for MS4 compliance
r Fund current and past administrative costs of the Weld County Retirement Plan
r Continue efforts to control health care costs for county employees and their dependents
r Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
r Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
r Accommodate the impact of HB14-1317 on the delivery of day care
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
Economic activity will grow at a more earnest pace in 2015. Headwinds created by fiscal and
monetary policy have diminished and the global economy is improving , allowing the private
sector to gain momentum . Most economic uncertainty in 2015 will center on whether the
Federal Reserve can achieve a smooth deceleration of its monetary expansion policies.
Economic growth will accelerate in 2015, with GDP increasing 3.5 percent. The gains will come
from household and business spending . However, growth will continue to be slightly offset by
reduced government spending .
In December 2013, Congress approved a spending plan that would fund the federal government
for two years. The plan modifies the sequestration cuts by increasing spending $45 billion and
$20 billion in Federal FYs 2013- 14 and 2014-15, respectively, over current law levels. In
addition , Congress approved a suspension of the debt limit through March 15, 2015. When the
debt limit suspension ends, the debt limit will automatically increase to reflect the amount of
borrowing that occurred since the last debt limit.
The Federal Reserve continues to indicate that further reduction in its stimulus would be
appropriate as long as the economy continues to improve. The Federal Reserve has supported
the nation's recovery over the last five years with an unprecedented expansion of assets on its
balance sheet. In a fully mature economic expansion , the Federal Reserve's balance sheet
should be close to $ 1 trillion and the federal funds rate should be around 4 percent. Many
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analysts do not expect monetary policy to return to these levels until 2017 or 2018. This requires
the economy to recover gradually and assumes that long-term interest rates rise steadily and in
an orderly fashion .
In addition , the Federal Reserve has held the effective federal funds rate, the rate at which
banks lend money to each other overnight, close to zero. Tightening , or a reduction in the
money supply, will not occur in earnest until the Federal Reserve begins selling securities in
order to increase its target for the federal funds rate. The Federal Open Market Committee
(FOMC) has indicated it will not move to tighten until the unemployment rate is 6.5 percent or
lower. Many economic forecasts predict that tightening will begin in late 2015 .
There continues to be very little inflationary pressure, giving the Federal Reserve room to
maintain monetary policies to allow the nation's economy to strengthen further. Inflationary
pressure has remained muted even as the Federal Reserve has rapidly expanded the money
supply. Weak global economic conditions and excess capacity in manufacturing and the labor
market have contributed to this situation . However, a significant contributor to the lack of
inflationary pressure is the increasingly low rate at which money moves through the economy.
Little inflation pressure is expected as long as slack remains in the labor market. As the U . S .
economy improves, the Federal Reserve will tighten monetary policy, keeping inflation in check
throughout 2015. Prices are projected to increase 2 .0 percent in 2014 and 2 .4 percent in
2015.
The world economy continued to show improvement. Global conditions are expected to improve
further in 2015. The Euro region's financial crisis appears to be stabilizing . The United
Kingdom's economy is improving , and its unemployment rate is declining much faster than
previously expected . Japan's economy has shown improvements because of recent fiscal
policy, and the emerging and developing economies, which include Asia and Latin America, are
expected to pick up momentum and experience a more broad-based recovery in 2015. The
Organization for Economic Co-operation and Development (OECD) expects world output to
grow 3.9 percent in 2015.
The unemployment rate will hover around 4.0 percent in 2015 as continued improvement in
the labor market will encourage people to return to the labor force. In the fall of 2014 the Weld
County unemployment rate fell to 3.6% , which is the lowest in years. Economic activity will
continue to gain momentum in 2015. Although growth slowed in 2013 relative to 2012 ,
significant improvements occurred in major sectors of the economy, placing the economy on
healthier footing for stronger expansion in the coming years. The labor market continued to
incrementally improve, while gains in the housing market and residential construction helped
drive growth .
The Colorado economy continued to improve through 2013 and growth is expected to
accelerate into 2014 and 2015. The labor market added jobs throughout the year, with
especially strong growth in the private sector. The unemployment rate is falling while wages and
salaries are rising . Inflationary pressures will be moderate as long as the unemployment rate
stays elevated . Inflation in Colorado is expected to be 2 .8 percent in 2014 and 2 .4 percent in
2015.
The Weld County economy continues to be one of the strongest in the state. The unemployment
rate continues to decline, consumer spending continues to outpace the rest of the state, housing
permits continue to grow at a rapid rate, and nonresidential construction has maintained
strength . Oil and gas exploration , as measured by the number of rigs operating in the region ,
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continues to thrive. Growth in the county's labor market remains steady. Weld County, booming
because of the oil and gas exploration in the Niobrara shale formation , had the largest increase
in employment in the United states between December 2012 and December 2013, according to
the U . S . Bureau of Labor Statistics. The county's economic output grew 10. 1 percent from 2012
to 2013, putting Weld County at No .2 in the nation for GDP growth . Weld County's GDP was
$7.3 billion in 2008, and has grown steadily to $8. 59 billion in 2013, or 17. 7 percent, according
to the Bureau of Economic Analysis numbers. The driver of growth has been the oil and gas
development.
The northern Colorado region's real estate market continues to be vibrant. New residential
construction permits for all properties were up 37. 7 percent in the Greeley area on a year-over-
year basis in 2014. While prices are projected to continue to rise in 2015 growth may not be as
rapid as in 2014, as increasing interest rates may dampen the market. The value of
nonresidential projects continues to grow. This, along with housing growth , has also helped
maintain steady growth in construction jobs for the region's labor market. In Weld County, the
majority of projects were for commercial and education facilities. Retail sales continue to be
strong in Weld County. Consumer spending has outperformed the state .
Oil and gas development in Weld County continued to thrive. Throughout 2014, rig counts
across the region steadily increased , even as the overall number operating in Colorado
declined . This increase was the result of relatively high oil prices and the continued success of
plays in the Wattenberg field within the Denver-Julesburg Basin . In January 2014, there were 47
rigs operating in the region , accounting for 76 percent of the 62 total rigs in the state.
According to a study by the University of Colorado, Colorado's oil and gas industry reported an
average direct employment of more than 51 ,200 jobs with average wages of nearly $75,000 in
2012. Collectively, the industry contributed slightly more than $3.8 billion in employee income,
or 2.8% of total salaries and wages in the state. Additionally, that same year, over $614 million
went to private land owners through lease agreements with oil and gas companies. The industry
also contributed nearly $ 1 .6 billion in public revenues, $ 1 billion of which was derived directly
from severance taxes, public leases, public royalties, and property taxes. With the impact of the
recent recession on Colorado's economy, the oil and gas industry's jobs and monetary
contribution played a critical role in our recovery, and its importance today has not waned . The
industry continues to prove itself an enormous driver not only to this recovery, but to the
continued economic growth of Weld County and Colorado.
2015 BUDGET PLAN AND FOR THE FUTURE
There are a number of future issues and concerns that will be impacting Weld County's budget
in 2015 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
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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 2015 budget, the growth in the county's assessed
value from oil and gas values will exceed 28% . Oil and gas assessed valuation will be over
three-fifths of the county's total assessed valuation . 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 February, 2012, staff
developed and the Board of Weld County Commissioners approved the Strategic Investment
Plan for the Future of Weld County. The purpose of the Strategic Investment Plan for the
Future of Weld County was to provide the Board of Weld County Commissioners an analysis of
the optional uses of the projected property tax revenues from the new oil and gas development
in Weld County. The option selected was to develop a long term strategy of investment in the
county's infrastructure, technology and innovation , staff training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production . If the projected
energy production figures materialize eventually, even with the long term investment strategy
with the Weld County Home Rule Charter 5% property tax limitation and TABOR limitation lower
property tax rates will result for all taxpayers in Weld County.
While the growth in the County's assessed value and economic stimulus of the energy industry
in Weld County is positive, the downside is the County will have to add significant resources to
the Public Works budget again in 2015 to accommodate heavy hauling traffic, address safety
issues, and improve roads impacted by the oil and gas industry's heavy hauling on county roads
due to new exploration . A five-year Public Works Capital Improvement Plan will continue to be
updated annually and will ensure a fair and reasonable determination of project priorities in
accordance with the county's overall transportation needs, especially in dealing with the impact
of energy development in the county. A significant long term project will be the capital
improvements to the 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 five years requiring over $25 million per year to fund the road
improvements. To accomplish the project, a funding level of $25 million per year for five years is
required . Thus, added property tax resources will have to be included in the Public Works Fund
in 2015-2019. The schedule and plan approved by the Board on March 5, 2014, is as follows:
CIP 2014 2015 2016 2017 2018 2019
CR 49 South
US 34 to CR
36 ( 10 miles) Design/ROW Design/ROW Construction Construction
CR 36 to 1-76
( 10 miles) Design/ROW Design/ROW Construction Construction
CR 47 North
CR 60.5 - SH
392 (3.5
miles) Design/ROW Design/ROW Construction Construction
7
Investing in technology and innovation will continue to be a priority in Weld County. In February,
2014, Weld County opened its new state-of the-art regional communication center to serve all
public safety agencies in Weld County. January 1 , 2014, Weld County terminated the
outsourcing contract for information technology 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. The new organizational structure will allow the
department to be dynamic and flexible as technology continues to be an integral pad of our daily
work lives. This organizational support framework will provide Weld County a model for IT
support success. It blends additional resources for both technical and leadership positions and
provides a strong focus on creating a team environment. The change creates a county
department that will embrace project management, customer service, and still retain the
technical focus that is needed for an organization to be dynamic enough to meet the day-to-day
activities, but also be innovative and forward thinking . The County's goal is to provide a reliable,
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 and best practices for business transformation and improved service delivery in the
future.
Weld County continues to invest in training and staff development as part of its Strategic
Investment Plan for the Future of Weld County. A full time county training coordinator position
has been added to the Human Resources Department. A comprehensive training catalogue of
training opportunities for Weld County employees has been developed , and the training
sessions will be offered throughout the year with the goal of providing training to every county
employee. A management and supervisor program has been developed and will be offered
annually. In an era of rapid change, the need for knowledgeable, active, and engaged
employees will be greater than ever. The county must continue to attract and sustain a highly
qualified workforce that is responsive to the needs of the community now and in the future.
Building a skilled and adaptable workforce requires that the county continue to recruit qualified
employees and provide competitive salary and benefit packages. Sustaining such a workforce
includes ongoing training , professional development, and engagement in succession planning .
Employees must be encouraged to become adaptable, take initiative, and keep skills current
through organization-wide initiatives and ongoing departmental efforts.
The Strategic Investment Plan for the Future of Weld County calls for the county to 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. 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 when it eventually ends. 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, such as the
Niobrara Energy Park. This could mean looking at current economic development incentives,
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such as personal property tax credits, and providing infrastructure to accommodate new
companies in innovative and creative ways. Weld County is fortunate that it has the financial
resources to initiate, direct, and implement innovative economic development ideas when the
opportunities present themselves.
Beginning in 2010, to cope with the volatility of the oil and gas assessed values due to
variations in price and production that cause increases and decreases in the resulting property
tax levels it was decided to create a fluctuation reserve (Contingency Fund) where funds are
added to the reserve in years where the assessed value is greater and withdrawn from the
reserve in years where the assessed value from oil and gas is down . Such a fluctuation reserve
allows time to adjust to permanent changes, and guarantee a stable property tax revenue
stream to fund county programs. The fund balance of the Contingency Fund is approximately
$35 million . Reserves are the cornerstone of financial flexibility. Reserves provide a government
with options for responding to unexpected issues and buffer against shocks and other forms of
risk. Managing reserves, however, can be a challenge. The main question is how much money
to maintain in reserve - how much is enough , and when does it become too much? This can be
a sensitive question , since money held in reserve is money taken from constituent, and it can be
argued that excessive reserves should be returned to citizens in the form of lower taxes.
In light of the Weld County's volatile property tax revenue base due to the high percentage of oil
and gas assessed value and the fact that it cannot easily increase taxes to compensate for
other changes in its financial condition , due to TABOR and the Home Rule Charter restricting
tax increases without a vote of the people, it is prudent that Weld County balances the need for
the reserve and a property tax rate cut. The county must analyze the factors that influence the
level of reserves the county needs to hedge against uncertainty and loss. The primary risks are
volatility of property tax revenue due to oil and gas assessed valuation fluctuations; and extreme
events such as floods, and to a lesser extent, snowstorms. Secondary risks factors include cash
flow and unexpected spikes in expenditures.
The volatility of property tax revenue due to oil and gas assessed valuation fluctuations has a
two year window to manage the situation due to the lag in the time of production to payment of
taxes. A drop in price of oil and gas often results in a drop in production . Looking back over a
10-20 period the swing can be as much as a 40% drop in production value. Based upon this one
risk the county could justify a $50-60 million reserve. Infrastructure risks from a failed bridge
could approach $5 million . Extreme event risk, such as the 2013 flood , assuming FEMA
assistance of 75% , could approach $ 10-15 million for one event. Adding all these risks up the
county can justify a $65-80 million reserve among all of its funds. Counting the reserves in the
General Fund , Public Works Fund , and Contingency Fund Weld County is well positioned , but
must continue to monitor and add to the reserves to accommodate inflationary trends and other
changing conditions.
In 2015, with the anticipated increase in the assessed valuation Weld County will reach its
TABOR and Home Rule property tax limitation and will have to lower the mill levy by over one
mill to 15.800 mills. For a number of years Weld County has given a temporary property tax
credit equal to the difference of the limit of 22 . 038 mills and the 15.800 mills used to fund the
budget. The biggest risk that the county would run in reducing the mill levy without having an
eye on the future is the volatility of the price and production levels of oil and gas. One only has
to look back to the 2008-2009 production years when the average annual price of oil went from
$90.03 per barrel to $50.87 per barrel , and the average annual natural gas went from $6.94 per
mcf to $3.21 mcf. Production levels can also have big swings due to the economy,
governmental regulation changes, and demand caused by weather changes. The temporary tax
credit has allowed Weld County to deal with the volatility of the oil and gas price and production .
9
Even though the Board of Weld County Commissioners could legally reduce the temporary tax
credit and raise the net mill levy above the 15.800 mills in a year with a significant drop in
assessed value there is a political reluctance to do so , because there would be a perception by
many taxpayers that their property taxes were raised . The option of simply reducing the property
tax of taxpayers is tempting , but until the tax limitations are reached this option may be
shortsighted and eliminate long term financial options that ensure long term financial viability for
Weld County. However, in 2015, the property tax limits will dictate the reduction in the county
mill levy by over one mill to 15. 800.
In summary, as Weld County elected officials and managers approach the 2015 budget process
there will be the continuation of the long-term strategy of investment in the county's
infrastructure, technology and innovation , staff training and development, and economic
development to diversify the local economy which will all have a demonstrable long-term payoff.
In addition , the financial reserves of the county are adequate at this time to deal with the
volatility of the oil and gas assessed values and the risks faced by the county. The 2015 Budget
Plan is a continuation of Weld County's historical discipline of fiscal stability. The commitment to
the discipline of fiscal stability has enabled Weld County to remain solvent and responsive in an
uncertain economic environment and provide the services the public needs and expects.
Adherence to conservative and prudent fiscal management practices have enabled the 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.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General , Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $284,953,248 in 2015 , an increase
of 16. 98 percent over 2014, 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 2014 are shown in the following tabulation :
2015 2014 Increase
Revenue Sources 2015 Percent 2014 Percent - Decrease
Amount of Total Amount of Total from 2014
Property Taxes $141 ,724,346 49.7% $117,873,505 48.4% $ 23,850,841
Other Taxes 11 ,600,000 4.0% 9,450,000 3.9% 2, 150,000
Licenses and Permits 4,721 ,600 1 .7% 3,450,225 1 .4% 1 ,271 ,375
Intergovernmental
Revenues 65,272,311 22.9% 52,977,866 21 .7% 12,294,445
Charges for Services 9, 103,378 3.2% 8,242,560 3.4% 860,818
Miscellaneous Revenue 13,581 ,877 4.8% 13,450,439 5.5% 131 ,438
Fee Accounts 10,353,400 3.6% 9,975,250 4. 1 % 378, 150
Internal Service Charges 28,596,336 10. 1 % 28, 166,292 11 .6% 430,044
TOTAL $284.,953.,248 100.0%.. $243,586, 1. 37 100.0% $41 ,367, 111.
Expenditures by function for the General , Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $307,031 ,089 for 2015, which is an increase
of 20.01 percent over 2014. The amounts by function and the increase over 2014 are as follow
10
2015 2014 Increase
2015 Percent 2014 Percent - Decrease
Expenditure Sources Amount of Total Amount of Total from 2012
General Government $ 36,408,667 11 .9% $ 33,664,707 13. 1 % $ 2,743,960
Social Services 31 ,570,900 10.3% 30,399,000 11 .9% 1 , 171 ,900
Road and Bridge 84,449,304 27.5% 55,581 ,423 21 .7% 28,867,881
Public Safety 53,828,986 17.5% 51 ,778,225 20.2% 2,050,761
Human Services 8, 102,531 2.6% 8,260,245 3.2% -157,714
Health 9,651 , 180 3.0% 9, 129,247 3.6% 521 ,933
Capital 1 , 114,000 0.4% 8,650,000 3.4% -7,536,000
Public Works 10,327,026 3.4% 2,513,099 1 .0% 7,813,927
Contingency 10,000,000 3.3% 10,000,000 3.9% 0
Miscellaneous 29,472,024 9.6% 14,287, 143 5.6% 15, 184,881
Culture and Recreation 840,004 0.3% 735,258 0.3% 104,746
Auxiliary 420, 131 0.2% 418,227 0.2% 1 ,904
Internal Services 30,846,336 10.0% 30,416,292 11 .9% 430,044
TOTAL $ 307,031 ,089 100.0% $ 255,832,866 100.0% $ 51 , 198223
Capital Expenditures Fund: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2015 program is funded at $ 1 , 114,000, with
$125,000 from capital expansion fees, and $400, 000 from interest. Anticipated projects include
$300,000 for a grader shed for Public Works, and $814,000 for special projects. A carry-over
beginning fund balance of $24,400,000 is anticipated , and $23,811 ,000 ending reserve fund
balance for the future jail expansion ($ 19,561 ,000), Communications System reserve
($2 ,850,000), and Downtown Greeley land reserve ($ 1 ,400,000) is anticipated at the end of
2015.
Debt Administration: The County continues to have no bonded indebtedness. The passage
of HB1579, in 1981 , Section 30-35-201 , C. R.S . , now allows the debt ceiling to be three percent
of the assessed valuation of the county. Thus, Weld County maintains over a $270 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1 , 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim .
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund , with the exception of interest
attributed to the Conservation Trust Fund , Insurance Fund , Capital Expenditure Fund , Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2015 is $ 1 ,532,500.
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.
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Risk Management: During 2015, 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 be reduced by over one mill to 15. 800 mills. The assessed value for
the 2015 Budget is $8,969,895,330, which is up $ 1 ,955,285,393, or 28 percent over last year.
The assessed value for vacant land is down $5. 02 million , or 7.42 percent. Residential is up
$28.3 million , or 2 .52 percent; and commercial property is up $ 16.2 million , or 2 .26 percent.
Agricultural property is up $6.6 million , or 4.67 percent; industrial is up $95.9 million , or 21 .56
percent; natural resources is up $0.39 million , or 2 .68 percent; and State assessed property is
up $30.9 million , or 4.37 percent. The major increase is in oil and gas, up $ 1 . 838 billion , or
47. 12 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 $313.8 million , or 1 .43 percent.
Employee Compensation Pay: For the 2015 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 2015.
This is the first time in years that health insurance rates have not increased . Measures to control
health care costs, such as the wellness program , employee clinic, consumer driven plans, and
health reimbursement accounts have been making a positive impact on controlling the health
insurance costs for the county. Health coverage will be provided by CIGNA on a partially self-
insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option . No other benefit changes are
anticipated .
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$ 145,895, 000 to begin 2015. 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
$ 123,817, 159. 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 2015, 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 2015 budget. All other fund balance amounts are undesignated . With the
above projection , ending fund balances should be $133,817, 159. 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 2014 BUDGET
The major factors impacting the 2015 budget continue to be dominated by the oil and gas
development in Weld County, state and federal budget issues, service restructuring in Weld
County government, and the execution of the Strategic Investment Plan for the Future of Weld
County.
As discussed earlier there are plenty of reasons to feel good about the economic prospects of
Weld County. In fall unemployment was at 3.8% . Unemployment was the lowest level in years
and below the state as a whole for the first time in more than five years. Forbes Magazine
ranked the Greeley area as No. 4 in the nation for projected job growth . The magazine projected
12
jobs in this area would grow at 3.8 percent annually. In June, a study done by the U .S .
Conference of Mayors predicted the Greeley area's economy would grow at 4.8 percent through
2020. Much of the recent growth , both in jobs and economic activity, comes from the oil and gas
industry. The bulk of the job growth of 4,800 in the second quarter of this year came from oil and
gas (2 ,500). Beside the oil and gas industry Vestas, which has plants in Windsor and Brighton ,
has announced they will add 800 new jobs, and the dairy industry, driven by Leprino Foods, has
continued its surging growth . All are signs that the county has come through the challenging
economic times with budgets that remain strong and a business climate that remained friendly.
As has been the case for the last three to four years growth and development activity directly, or
indirectly, related to oil and gas exploration seems to be the main economic driver in the
majority of positive economic activities in Weld County. The County has seen several
compressor stations, injection wells, new pipelines, and other oil and gas support and service
industries seeking permits. Given the commitments of the large oil and gas companies in Weld
County, the County seems primed to see considerable long-term investment and development
in the oil and gas arena .
The volatility of the oil and gas assessed values continues to be a major impact to the County's
budget planning the last five years. For the 2015 budget, oil and gas assessed values are up
1 .838 billion dollars with a 47. 12 percent increase. As pointed out in the 2015 Budget Plan and
For the Future section while the growth in the County's assessed value and economic stimulus
of the energy industry in Weld County is positive, the downside is the County will have to add
significant resources to the Public Works budget again in 2015 to accommodate heavy hauling
traffic, address safety issues, and improve roads impacted by the oil and gas industry's heavy
hauling on county roads due to new exploration . On May 20, 2014, the Board approved the
design/build option for the WCR 47/49 Corridor at a total cost of $ 125 million . It will require a
cash flow mechanism of advancing funds to the Public Works Fund in 2015-2016 from the
Contingency Fund and Capital Expenditure Fund to be repaid in 2017-2018. Savings should be
realized by design/build in three years reducing the $ 125 million estimated costs. The WCR 47
north portion will bid as an optional bid in the same package or an option to add onto the bid at
the end of the construction :
2015 is shaping up to be a year of significant change for the Weld County Department of
Human Services. Internally, the department is putting the final touches on the implementation of
its up-front document imaging system and evaluating the level of success achieved through
various departmental staff reorganizations. Externally, the department 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 the
department's care, expanding the scope of the project to include trauma-informed care services.
Counties in Colorado will likely take on the responsibility of determining eligibility for all Medicaid
applicants, including those previously served through a state-wide vendor, due to their choice to
apply on-line for Medical services, only. This and other issues arising from implementation of
the Affordable Care Act (ACA) will continue to drive the need toward more innovation and
efficiencies within the Assistance Payments Division of the Department. The passage of HB 14-
1317 will produce noticeable changes in the delivery of Child Care services throughout the
State. It strips away many of the tools counties previously had to control costs and stay within
budget, leaving Waiting Lists as a last resort tool . Weld County has historically avoided the use
of such Waiting Lists, because they tend to reward those residents who apply early for
assistance, while leaving others who may be at greater need for those services behind , simply
because of their relative delay in applying . Finding ways to abide by the requirements of this Act
while, at the same time, maintaining a fair and equitable means of delivering services will be
one of the department's most significant planning challenges.
13
Finally, for the third year the Strategic Investment Plan for the Future of Weld County
recommendations are incorporated into the 2015 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 $135, 110,244 up $28, 104,382 . Without including
adjustments for cost of living , and salary step increases, the budget for general government
functions is up $2 , 156,002 . 2015 will have just a mail general election resulting in lower costs of
$568,461 . Motor Vehicle has four additional Office Tech II/Ill positions ($ 172 ,004) due to the
workload increase in Motor Vehicle with increased vehicle sales and transactions. Under the
District Attorney the new Juvenile Restorative Justice program has been added in response to
the passage of HB 12- 1254. The program will cost $122 ,973, but is fully funded from state court
fees. Finance is down $203,497 with the mid-year combining of the Finance Director and
Budget Director positions into one. Human Resources' budget is up $73, 578 for an additional
HR Generalist position approved mid-year along with addition funds for training and advertising
for vacant positions. The Planning Department is down $66,654 with the transfer of two
engineering positions ($353,317) from the Engineering budget the charge backs for services
from the Engineering budget were reduced by $471 ,266. In the final budget an Oil and Gas
Liaison/Coordinator position ($93,481 ) was added to deal with oil and gas issues. Building and
Grounds is up $ 136,911 primarily for increased costs of utilities, services and supplies to
maintain all county facilities. The budget also reflects one Building Maintenance Worker Ill
position ($67, 861 ) addition to provide a low voltage technician to troubleshoot and repair
cameras, security systems, speaker systems, and fire alarm systems with the goal of eliminating
the outsourcing of these repairs for a cost savings to the County. In the final budget the Board
approved the transfer of 6 FTE for the custodian/maintenance jail inmate supervision function to
the North Jail budget from Building and Grounds for a total reduced cost of $328, 315.
The 2015 budget will be the first budget year that Weld County will have had an opportunity to
completely evaluate the staffing , organizational , and capital needs of the county's information
technology 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. Personnel Services for IT
are up $629, 006 with 44 FTE . The staffing level and organizational structure was approved by
the Board mid-year 2014 to support the IT needs in the county. Supplies are up $1 ,210,900.
The big increases are $981 ,400 for a PC refresh , $50,000 for monitor refresh , software, and
other miscellaneous supplies. Purchased supplies are up $ 19, 504 primarily for training . Capital
is funded at $2 ,673,912, up $ 1 ,873,264 compared to 2014. The 2015-2019 Five Year IT Capital
Plan averages $ 1 , 183, 100 per year. 2015 is a catch up year and when it is accounted for the
average annual amount for capital will drop to approximately $ 1 ,000,000 per year. The
operating costs for PC refresh and Microsoft licensing will be $1 ,300 ,312 . In doing a 2016-2020
replacement plan the average annual amount for these items will be approximately $860,000.
After the 2015 catch-up expenses are funded the long term capital , PC refresh , and Microsoft
upgrade average annual funding requirement will be $ 1 ,930,000 less. The result is although the
2015 IT budget is $8,094,264 after the 2015 catch up expenses are incurred the average annual
ongoing costs will be approximately $6,200 ,000. Due to the one-time additional resources
budgeted in the 2015 IT budget the Innovation and Technology Projects budget was reduced by
$1 ,000, 000.
14
Public safety functions are up $758, 106 in the budget. The Sheriff increased costs in the
recommended budget by $605,421 . There are no additional positions requested by the Sheriff.
The Sheriffs increases are primarily associated with the jail , which will experience some
inflationary cost increases and added costs from additional inmates to be served for medical
services ($ 110,465) and food services ($59,351 ). Counting the 54 beds put into service this
year there are 95 extra beds which allow the delay for any new jail construction until the 2018-
2020 timeframe. Sheriff's Office capital is down $22 ,350, and uniform costs are up $32,000.
Other expenditures in the Sheriff's office are stable at the current level . The Criminal Records
Management IGA with the City of Greeley in the amount of $545,066 was transferred from the
Criminal Justice Information System (CJIS) budget to the Sheriff's Operations budget, since
they are the users of the service. The Community Corrections budget is up $274,004 with all
costs being offset by state revenues. Justice Services has requested two Pretrial Service
Specialist positions ($ 121 , 138) for Pretrial Services to handle the additional evaluation
workloads with passage of HB 13- 1236 encouraging judges to rely less on monetary bond
schedules, and to use Pretrial Services more . The additional positions will produce cost
avoidance in the jail and generate approximately $5,000 in service fees. The Coroner is
requesting that the part-time clerical position be funded full-time ($30,715), and capital
expenses are up $29,649. Building Inspection is up $71 ,423 for an additional Electrical
Inspector and an upgrade of a Lead Inspector position ($3,261 ). The Noxious Weeds budget is
up $54, 940 to fund an addition seasonal mowing position ($15,290), $30,000 to fund tub
grinding of trees, and $ 12,000 to rent two mowers.
The Weld County Regional Communication Center (WCRCC) budget is down $236, 137 in gross
costs and down $584,565 in net costs. On the expense side of the budget all the costs of the
WCRCC are included in this budget for a total cost of $7,026,617. The budget includes the
added costs for the back-up communications center opened in July of this year. Of the total
costs E911 will pay $2 ,026, 158. The personnel costs are lower in 2015 due to actual costs of
the 61 FTE assigned to the WCRCC and the realignment of information technology staff to
Criminal Justice Information System (CJIS) and Information Technology budgets. The CJIS
budget is down $517, 975 primarily due to the transfer of the Criminal Records Management IGA
costs to the Sheriff's Operations budget. There is $ 166,678 included for computer equipment.
The Commissioners made the decision mid-year to replace the Spillman public safety
information technology system with a new system . The new system was paid for with 2014
funds, but will be fully implemented during 2015.
Engineering is funded at $ 10,327 ,026. The budget includes $7, 130, 000 for design fees for the
Weld County Road (WCR) 49 south corridor ($4, 880,000), WCR 49/47 north corridor
($2 ,000,000), and the RAMP project design of WCR 74/SH 392 intersection improvements
($250,000). The Board added a position ($84, 011 ) to administer the Municipal Separate Storm
Sewer (MS4) storm water management program . General Fund's subsidy to the Public Health
Department is up $445,833 due to anticipated salary step and cost-of-living increases, plus
health insurance costs being up due to more participation in the plan . With the underfunding of
the Weld County Retirement Plan the Board has 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 over $ 1 million . The county stopped paying
the fees in the 1980's, so the $25,000,000 in the final budget is to not only pay the current fees,
but reimburse for the years that the General Fund did not pay due to surplus funding . The
added funding will help make the plan fully funded by the end of the year. The amount is
$15, 000, 000 more than last year. An increase of $1 , 155,554 is included for other General Fund
departments' anticipated salary step and cost-of-living increases in 2015. Health insurance has
no rate increase for employees or the employer in 2015.
15
The budgeted appropriations for Public Works in 2015 total $84,449,304 up $28 ,867,881 .
Municipal share back is funded at $2 ,274,091 . Budget reflects no increase in health insurance
costs. 2015 salary increases are funds for step increases due employees in 2015 and a
3.0 percent cost of living salary adjustment is included in this budget for a total of $525,530.
Other Public Works budget unit is budgeted at $52, 117, 110 based on the Capital Improvement
Plan (CIP). Purchased Services increased $26,250,381 for the following : Contract Payments
increased $910,000 based on capital improvement projects for 2015. Strategic Roads
decreased $7,849,619 to fund only construction costs for capital improvement projects for a
total of $ 11 ,545,381 , which include CR 49/CR44 intersection ($4, 545, 381 ), flood project bridge
CR 87/42 .5A ($ 1 ,000,000) and flood project bridge 53/58A ($6,000,000). The Haul Route
Program increased $ 11 , 190, 000 for a total of $13,435,000 based on anticipated 2015 projects.
Right-of-Way and Utility Purchases increased $21 , 100,000 for a total of $21 ,250, 000 for right-of-
way purchases for CR 47/SH 392 Ramp project ($800, 000), CR 74/SH 392 Ramp project
($300,000), CR 49/47 south from US 34-CR 38 ($4,000, 000), CR 49/47 south from CR 38-1-76
($3,000,000), CR 47/49 north corridor CR 64-SH 392 ($ 1 , 000, 000). Utilities are budgeted for the
CR 49 south corridor ($ 10,000,000) and CR49/47 north corridor ($2 , 000,000). Grants and
Donations increased $900,000 for a total of $2 ,400,000 based on two bridge grant projects for
Bridges 26/25A ($850,000) and 68/59A ($ 1 ,550,000).
Pavement Management is funded at an increased level of $429,777 due to vehicle costs. The
Trucking budget is up $315,787 due to vehicle costs and adding six weeks onto the hauling
contract ($ 159,264). Mining operations are up $ 108,047 with the addition of two additional
positions to handle the 2015 mining workload . Seasonal staffing is up $229 , 150 due to cost of
living adjustment and staffing levels for the 2015 workload . Motor grader operations are up
$472 ,364 primarily due to vehicle costs, and the transfer of the Property Accountability
Specialist position from Administration to the Motor Grader Division . Bridge Construction is up
$489,849 to primarily due to vehicle costs. Other operating budgets for road and bridge
maintenance are funded at near the 2014 funding level . With some operational economies to
offset some of the inflationary costs the current service level should be able to be maintained
with the funding recommended .
The total Social Services Fund budget is $31 ,570, 900. The programs are funded by property
tax of $8,438, 837, state and federal funds of $23,902 ,000, and the potential use of fund balance
to cover unanticipated cost overruns. The department continues to pursue innovative programs
to avoid , or reduce the duration of, clients' need for services. While this may, in some cases,
drive greater costs in the current year, it is anticipated that these measures will enable the
department to avoid costs in future years.
The Human Services Fund is funded at $7,821 ,475 for 2015, which is down $166,593 or 2 .08
percent, from the previous year, even though there are major shifts in funding by program .
Community Services Block Grant is up $135,077, and Senior Nutrition programs are up
$57,646. Department of Labor programs are down $47,910. Area Agency on Aging is up
$260,859 or 8.96 percent.
The Department of Public Health & Environment's total 2015 budget is $9,447,955. 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 2015 budget
16
was prepared to ensure adequate resources will be available to efficiently and effectively deliver
essential services to the increasing number of residents and businesses in Weld County.
On the revenue side of the budget, property taxes are budgeted at $ 141 ,724,346, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR.
Revenue from interest earnings remain at $1 , 100,000 for 2015, as interest rates are projected to
remain low through 2015. Planning and Building Inspection fees are up $1 , 185,000 due to all
the new oil and gas activity in the County and some upturn in development. Intergovernmental
revenues are up $360,642 primarily due to higher Community Correction grants of $274,004,
and the new Juvenile Restorative Justice grant ($ 122 , 973). Charges for Services are up
$632,056 primarily from charges related to the WCRCC ($348,428), and Elections ($230,000).
Fines from traffic enforcement have dropped $ 132 ,000 due to staffing issues and historical
revenue patterns. Indirect cost recovery is up $72, 169. Revenue from Clerk and Recorder fees
are up $400,000 as vehicle sales and housing sales have recovered , and all the recording
activity from oil and gas activity. All other revenues are relatively stable with little change.
The 2015 resources for Public Works total $ 132 ,948,000, which includes a fund balance of
$59,635,000, in addition to the revenue shown in the budget. Property tax is set at $ 16,500,000
up $5,000,000. Specific ownership tax is estimated to be $7 ,400,000, up $ 100,000 from 2014,
as vehicle sales recover. Total HUTF will be $9, 700, 000 up $ 150,000 from 2014. Permit
revenues are budgeted at $500,000. Motor vehicle registration fees are $340,000, and grazing
fees are $70 ,000. Oil and gas revenues are $ 16,000,000. Federal mineral lease revenues are
$1 ,425,000, and PILT is budgeted at $330,000.
Other revenues from project reimbursements total $ 17,048 ,000, which are up $7,909,765.
Transportation impact fees are budgeted at $ 1 ,500,000. There are Energy Impact Assistance
grants of $6,200,000 for HARP projects of $4, 000, 000 and $2,200,000 for CR 390. A HES
grant for $828, 000 for the intersection of CR 44/49 is funded . There are state grants for
$ 1 ,200,000 for Bridge 68/59A, and $320,000 for Bridge 26/25A. There are two FHWA flood
project grants for Bridge 87/42.5A ($ 1 ,000,000), and Bridge 53/58A ($6,000,000). Severance
tax is budgeted at $4,000,000. In accordance with the policy adopted by the Board of County
Commissioners in 2010, the severance tax revenue is budgeted at a five year leveling average
due to the fluctuations of the revenue created by the price and production levels of oil and gas
commodities.
The 2015 Budget contains adequate resources to provide a level of service similar to 2014. The
operational plan supported by the 2015 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency
while maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an
environment of constant change that has never been more apparent. The State of Colorado
faces long term structural budget issues and the federal government continues to wrestle with a
major deficit issue. Many tough decisions associated with implementation of programs, and
how they are to be funded , must be dealt with by the Board of County Commissioners with
17
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,
44/adelf4e4L
Donald D. Warden , Director
Budget and Management Analysis
18
ABOUT WELD COUNTY
Weld County covers an area of 3, 999 square miles in north central Colorado . It is bordered
on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area .
The third largest county in Colorado, Weld County has an area greater than that of Rhode
Island , Delaware and the District of Columbia combined .
The climate is dry and generally mild with warm summers, mild winters and a growing
season of approximately 138 days. The land surface is fairly level in
the east, with rolling prairies and low hills near the western border.
Elevations in
the county range from 4,400 to 5, 000 feet.
The South Platte River and its tributaries, the Cache la Poudre, Big "' '"
Thompson , Little Thompson , Boulder, St. Vrain , and other smaller
streams, flow into Weld County from the south and west, leaving the
county on the east. ' ` ` _
POPULATION
There are 31 incorporated towns in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains almost
half the county's population . Generally, most of the remaining population resides within a
20 to 30 miles radius of Greeley ; the northeastern part of the county is sparsely populated .
HISTORY
Major Stephen H . Long made an expedition to the area now known as Weld County in 1821 .
He reportedly said that the region would never be fit for human habitation and should
remain forever the unmolested haunt of the native hunter, bison and jackal . In 1835 a
government expedition came through the general area ; the next year a member of that
party, Lt. Lancaster Lupton , returned to establish a trading post located just north of the
present town of Fort Lupton . In about 1837 Colonel Ceran St. Vrain established Fort St.
Vrain ; Fort Vasquez was built south of Platteville about 1840 . The latter was rebuilt in the
1930 's by the State Historical Society .
The U . S . Congress took parts of the Territories of Nebraska , Kansas, New Mexico and Utah
to create the Territory of Colorado in 1861 . All parts of Colorado lying east of Larimer
County and north of the present Adams County were in the original Weld County, one of 17
counties established by the first territorial legislature in September, 1861 . Weld County was
named for Lucius Weld , the first territorial secretary ; St. Vrain became the first county seat.
During the first 16 years of Weld County's history the county seat was moved from St. Vrain
to Latham (three miles east of the present Greeley) to Evans, to Greeley, to Evans again ,
and finally in 1877, returned to Greeley .
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900's. Originally they came as railroad workers ; many
soon worked in the productive beet fields and eventually became prosperous landowners.
Weld County's Spanish -surname population began to arrive during the mid 1920's as
laborers for the sugar beet industry .
19
Weld County's sugar beet industry began with the building of sugar factories in
Greeley and Eaton in 1902 . In 1903 another was built in Windsor, followed in 1920
by one at Fort Lupton and another at Johnstown in 1926 .
-
LIVEABILITY ~ ons
Weld County's livability is just one of the features that make it a great _ tis �- .----
place to live . Abundant Colorado sunshine, low humidity, cool summer
nights, and mild winters provide a climate where people thrive . `fi' �
44370 4
Recreational opportunities are almost endless . Much of Weld County is •
within an hour's distance of the majestic Rocky Mountains . Sports •
fans don 't have far to go to cheer for their favorite professional teams
in Denver.
Weld County's cultural assets include Centennial Village, an authentic recreation of pioneer
life on the Colorado plains. The Meeker Museum in Greeley is a national historic site . Fort
Vasquez in southern Weld County has an exciting history as an early Colorado trading post.
The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the
Mississippi . The University of Northern Colorado's Little Theatre of the Rockies is one of
America 's premier college dramatic organizations.
North Colorado Medical Center is a leading public medical facility
and the Northern Colorado Oncology Center is a major cancer
treatment facility in Colorado .
EDUCATION
Education has always been an important part of life in Weld
County where twelve school districts offer educational ` *► -ti ' ••
opportunities which have earned a reputation for quality . �`._ �a ``
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.
20
Weld County is the second leading area in Colorado in the production of oil and gas. The
county's many abundant resources provide a sound economic base and a secure future for
the area .
One of Weld County's most valuable resources is its labor force . The people resources
provide a healthy labor climate for any corporation or industry .
OPPORTUNITY
Weld County offers unbounded opportunity for both employers and employees . The
available services, recruitability, location , resources and livability make Weld County a
desirable place in which to work and live.
Weld County has one more important ingredient, a positive attitude toward growth . We love
Colorado and we'd love having you here, too .
INDUSTRY
Numerous industrial sites are located throughout Weld County . Fully •
developed rail and non - rail parks; undeveloped parcels, many '1�5 •
d - 4
zoned and with rail utilities adjacent to the property ; a variety of
) 1— r
industrial and commercial sites ; and availability of both new and 1
renovated prime office space are indicative of this area 's attitude 1
toward growth . Convenient access to every type of supply artery
facilitates the industrial possibilities in Weld County . -
Major employers who already call Weld County " home" include :
Anadarko Petroleum Corporation
Burris Company, Inc.
Care Stream Health Care
Haliburton
Harsh International
Hensel - Phelps Construction
JBS Swift Beef Company
Noble Energy
Banner Health : Northern Colorado Medical Center
Owens-Illinois
Roche Constructors
Star Tek Inc.
State Farm Insurance
Vestas Wind Systems
PRINCIPAL PROPERTY TAX PAYERS:
Noble Energy
Anadarko Petroleum Corporation
Petroleum Development Corp
Public Service of Colorado (Xcel)
Encana Oil and Gas
DCP Midstream LP
EOG Resources Inc.
Vestas Blade America Inc.
Kerr-McGee Oil and Gas
Patina Oil and Gas Corp
21
22
STRATEGIC
PLAN
2014 - 2018
23
WHY A STRATEGIC PLI1N?
Weld County is a changing and diverse community. Our
strategic planning process will provide a methodology to
achieve a consensus of what is needed for the future. As such
the strategic plan provides Weld County policy makers,
managers and employees with
a game plan or blueprint that
guides decision making
towards our shared priorities
to 4, ,
and a rationale for resource
duuLa.uuil. These plan
priorities provide the
measuring stick we need to
determine if Weld County is
Strategic planning also
provides for government
accountability and continuous
improvement.
24
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
o
25
OUR VISION FOR THE FUTURE
This vision statement reflects our , s, / fl‘ 1
citizens' expectations for Weld County t;t • a
% , ,, -, ••
1
government into the future . '` `ski.
'' 'ti 4
•Qiit 1'O4 14 t 4 --
,\; :o_ tte\ta
frat.bNi
11%
`.k +
Mt
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES .
26
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
• vve are accountable to eacn otner ana the public ror proviaing gooa
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 ( 51 tax
limitation )
• We operate the county by employing good business practices
vve I I Idll Ildll I I I5LdI JIdL) IIIIy It) CI IJUI C SCI VILC3 lI Idl LIIILCI IJ I CIy VII, III
good times and bad times
• We are a " pay as you go" county with no debt
• We achieve operational efficiency through continuous efforts to improve
and innovate , thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting
all other options
COMMITMENT
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
V V ._. Jll I V L {.V VI V V I \A L. J AIJ L. I IVI Jl.. 1 V 1l L. % V VlA1 t.1 {,. ILL. I IJ
• 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
27
OUR GUIDING
PRINCIPLES
These guiding principles are the basic values of eve())
level of Weld County government. They guide the w y
we make our decisions and coy out our actions every dqy.
► Ensure long-term fiscal stability for the county
P Customer-focused and customer-driven
► Accountable and responsible to the public
riunuc allu ucVclop lcaucisnip, uuupciauun, d.11u
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
28
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
1/4
weaknesses of Weld County government to
g lam_
meet these challenges. The major trends
arrecting weia county are: me,,
• ,..,,by Development - V111V�1 W1111V
Changes
`/11W11`111` �. V V 11 V 111 _ Innovation and
Technology
s 1W11V F/ .. Z li__ V1.. 11 _ `/ \, V►11V, Government
Financial Trends
29
TRENDS IMPACTING WELD COUNTY
Energy Development
Weld County is experiencing 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 4000 square miles. New
technologies have made the 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 billion to 1 .5 billion barrels of oil-equivalent in the Wattenberg Field . The production will
translate into a boost for the local economy, job creation , and tens of millions of dollars in
p1 upei Iy IdACJ dl lU JCVCI dl IUC ldACJ lUl IUUdI JUI IJUIUIIUI It,.
The additional production of oil and gas is resulting in significant increases in the county's
assessed value with the oil and gas production exceeding fifty-percent of the county's total
assessed valuation . Because of the volatility of production levels and price fluctuations of the
oil and gas production , the county must 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 , staff training
and development, economic development for diversification of the local economy, and to
establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy
prices and production . If the projected energy production figures materialize eventually even
with the long term investment strategy with the Weld County Home Rule Charter 5 % property
LOA 1111111011Ln I QI IU TABOR limitation lower property tax rates will result for all taxpayers in Weld
County.
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.
The energy industry will face future challenges from stricter state and federal restrictions, such
CIO LI IG I IGVV VVGII OGLLJciL,fl I UIGO, IJUI ILA VVOLGI LGOLII I I IG I.icUI I.y vim' I IGGc1 LL/ L.LJI lilt IUG ILO
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.
30
TRENDS IMPACTING WELD COUNTX
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 diversity with the growing Latino population . Weld County's changing
demographics are evident in the shift from a rural charter to a more and more urbanized
population . The county has centers of population outside just 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. The age of the population is shifting in Weld County, as it is nationwide with
the aging baby boomers. 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
,„ maximize delivery of services to the more diverse citizenry of
Weld County.
31
TRENDS IMPACTING WELD COUNTY
Changing Economy
The end of the Great Recession which began in 2008 has officially been declared , yet the nation
continues to experience slow economic growth . Employment is showing year-over-year gains,
jobless claims are generally declining , incomes are rising modestly, and GDP numbers point to
sustained economic growth . For many in America , however, it still feels very much like the
zone crisis continues to instill fear in U .S .
markets. The nation is adding jobs month-over-month on a slow trajectory of growth . Measure
of wealth , including home values and investments, have only recently begun to show
encouraging signs of sustainable improvement.
Weighing on the minds of many Americans, especially business leaders, is the uncertainty of
the fiscal policies of Congress and the Obama Administration . Congress continues to fail to act
in resolving the federal deficit, federal spending cuts, and tax issues. Many businesses are
hesitant to hire or make business investments decisions until fiscal policy and the general
political environment become more stable and predictable. The federal budget cuts will
eventually impact Weld County programs.
Looking forward the economy is growing at a "reasonable" rate, yet less than pre-2008 rates.
/! Jl
would be if the economy was working at its potential . Too many people are unemployed or
underemployed . From the macroeconomic perspective, this means inefficiency. From the
microeconomic perspective, this means many families are struggling . Much of the problem
stems from the fact the economy fell so far. It will take time for the economy to return to
"normal" , as we knew it prior to the credit crisis, housing bubble, and Great Recession .
Weld County has many positives going for it in these uncertain financial and economic times to
deal with the challenges we will face , such as no long term debt, a healthy fund balance, energy
development boom , and a diversified local economy and tax base. Weld County is in excellent
financial condition compared to most other local governments because for many years Weld
County has been fiscally conservative in its approach to budgeting and funding its services and
capital programs.
With challenging economic conditions being faced probably for the next few years, Weld County
managers are going to have to continue to find ways to reduce costs and increase program
productivity. 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 . Weld County's budget strategy for the next five years must continue
to use the proven methodologies which have allowed the county to successtully deal with past
budgets. Looking at future strategic approaches must continue as Weld County is challenged by
these new economic times.
32
TRENDS IMPACTING WELD COUNTX
Innovation and Technology
What is occurring in the world around us is that the pace of change in our world is accelerating
exponentially. This dynamic is challenging all of us as individuals and as organizations, and shows
no sign of abating . In fact, the pace of change underway now in our world 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.
Managers at the county are expected to create and maintain a workplace that supports a culture of
continuous improvement and innovation . This can be achieved through employee suggestions,
open communication , training , and innovation and technology projects, among other opportunities.
In an era of rapid change, the need for knowledgeable, active, and engaged employees will be
greater than ever. The county must continue to attract and sustain a highly qualified workforce that
is responsive to the needs of the community now and in the future.
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, 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 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
the social media.
33
TRENDS IMPACTING WELD COUNTY
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with
the direct impact of the oil and gas development, and accommodating the future growth in the
_ .. . _. . _ _ . . . . .. . _ _ _ _. . . _ . . _ .. . _. . _ . _ _. _ 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 several county roadways that
need to be mitigated . Although the county has made tremendous progress the last twenty-
five 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 have changed from rural roads to urbanized roads due
to the traffic volume demanding a higher capacity and level of service.
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 . vvnen me plan is broken aown into ten year time increments, me snort-term
(2011 -2016) amount is $39. 8 million , mid-range (2016-2025) $ 178 million , and long-range
(2026-2035) $ 186.4 million . Prior to last year 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 approximately another net $7. 5 million going into the Public Works
Fund from property taxes raising the property tax level to $ 16 . 5 million from 2015 forward .
The additional property tax investment in the transportation system together with the
anticipated federal mineral leasing dollars, and 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.
34
TRENDS IMPACTING WELD COUNTX
County Government Financial Trends
Commitment to the discipline of fiscal stability has enabled Weld County to remain solvent
and responsive in an uncertain economic environment and provide the services the public
needs and expects. Adherence to conservative and prudent fiscal management practices
have enabled the 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.
The county will face budgetary challenges over the next few years that will involve rising
costs, particu-larly if inflation returns as the Federal Reserve discontinues its economic
stimulus via low interest rates, and the reality of decreasing federal revenues in the future.
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 boom in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
re-serves policy that specifies that a large contingency fluctuation reserve be maintained as
a buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost struc-ture using this multi-faceted approach is
assurance of its commitment to maintaining fiscal health and stability of the county.
A significant measure of Weld County's commitment to providing residents with quality
services will be how well essential infrastructure is maintained and renewed . The county will
continue to be a responsible steward of public assets. 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 similar, annual five-year Capital Improvement Program will be used to assess the
condition of all facilities and to plan necessary repair and maintenance, as well as fund new
facilities needed , such as an expanded correctional facility. Included in the capital plan will
be funding to upgrade and replace the county's critical public safety communication
infrastructure and systems. The county will continue to use a proactive approach to maintain
the physical environment, modernize and replace aging facilities and equipment, and
maximize the public return on investments.
35
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS WEAKNESSES
• Fiscally responsible and • Rapid urban growth changing service
constrained needs
• Visionary and proactive • Enhanced communication with public
• Growing emphasis on strategic • urowing transportation aria
management and planning infrastructure needs
• Provide good and effective • Geographic diversity of county
services to citizens
• Growing demand for services
• Committed to being responsive
government • Economic slow growth has driven
demands for services
the citizens
• Quality of life
• Coordinated efforts inside and
outside the county
• Oil and gas Development
36
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES CHALLENGES
• Oil and gas development • Oil and gas development
• Attractive area for new growth • New economy
development oil and gas
• Great workforce • Increase demand for infrastructure
and services
and coordinated efforts • Demographic changes
• Using technology to provide ♦ Urbanization
service improvement
• Located on the northern edge of mandates
Denver metropolitan area
• Balance citizen expectations
• Business friendly environment with limited resources
• Proximity to three major • State and Federal environment
universities policies
• Deployment of technology
37
` 4\
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
�/1Wii V, 11i Va—�.Laa ao l.• aV a1 as VaV 11 t ea as V11V 1 \/ S VW .aa U t.S YV . /`1V yYi �i YV,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective / key performance indicators. The
strategic area are :
•Public Safety
• Health Services
*Transportation
• Economic Development
•Land Use and Planning Services
• Enabling Strategies: Financial and Operational Support
38
STRATEGIC AREA :
PUBLIC SAFETY
39
STRATEGIC AREA : PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1 : Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3 : Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated date entry efforts.
• Mission Statement: Provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Public Safety Bureau)
o Goal PSPSB 1 : Protect the well being of the citizens of Weld County.
o Goal PSPSB2: Establish and maintain meaningful communication with the
citizens of Weld County.
• Mission Statement: To provide excellent customer service, improve quality of life, and
protect the constitutional rights of all people. (Offender Supervision Bureau)
o Goal PSOSB 1 : To accept and lawfully hold prisoners in a safe, humane, and
wholesome environment that returns people to the community better, or no worse,
than when they arrive.
o Goal PSOSB2: 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)
40
o Goal PS 1 : To answer 100% of 911 calls within 15 seconds.
• Mission Statement: To provide a responsive, proactive, medico-legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS2- 1 Perform all death investigation in a timely manner
o Goal PS2-2: To provide for a safe work environment
o Goal PS2-3 : Enhance professionalism and promote department excellence.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Community Corrections)
o Goal PS-3 : Provide safe, constructive and less expensive alternatives to use of
jail and prisons; promote an accountable, coordinated justice system that focuses
on present and future needs of Weld County.
• Mission Statement: To coordinate emergency preparedness planning in Weld County.
(Office of Emergency Management)
o Goal PS-4: Reduce the risk and mitigate the impact to communities and citizens
due to all hazard incidents.
41
STRATEGIC AREA :
HUMAN SERVICES
42
STRATEGIC AREA : HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Public Health and Environment)
o Goal 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 and reinforce "best customer service" standards and
commitment within all employees and partners of the Department of Human
Services.
o Goal HHS6: Assist in providing veterans access to eligible state and federal
benefits to meet their needs.
43
STRATEGIC AREA :
HEALTH SERVICES
44
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.
45
STRATEGIC AREA :
TRANSPORTATION
46
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 TPW1 : Provide effective and efficient administrative and managerial
support and supervision to the Public Works Department.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings and other facilities for the safe and efficient use by the citizens of Weld
County and others. (Public Works Mining)
o Goal TPW2: To perform mining, crushing, and screening of aggregate materials
and recycled asphalt.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Bridge)
o Goal TPW3 : To repair and replace bridges, construct capital improvement
projects, assist with snow removal on road system and county parking lots, install
and replace culverts and cattle guards and perform tree removal/trimming in
county right of ways.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Grader)
o Goal TPW4: To provide for the maintenance of 2,500 miles of gravel roads.
• Mission Statement: To design, build, and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Public Works Trucking)
o Goal TPW5 : 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.
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• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others. (Weld County Maintenance Support)
o Goal TPW6: Assure safe travel for the general public by maintaining clearly
marked and signed roads and bridges; assist in plowing of snow from county
parking lots and roads; install and maintain snow fence in selected areas of the
county.
• Mission Statement: To design, build and maintain safe and economical roads and
bridges, buildings, and other facilities for the safe and efficient use by the citizens of
Weld County and others.
o Goal TPW7 : Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb
and gutter, seal coat, aggregate, and other contracted services as assigned.
(Pavement Management)
o Goal TPW8: Provide engineering services including design, development,
inspections, and all phases of highway engineering, bridge engineering and
construction inspection and testing. (Engineering)
o Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious
weed control) on County property and assist land owners with compliance with
the law through public education and assistance. (Pest and Weed)
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STRATEGIC AREA :
ECONOMIC
DEVELOPMENT
49
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.
50
STRATEGIC AREA :
LAND USE
51
STRATEGIC AREA : LAND USE
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our
greater community, so that quality of life and property values are maintained for County
residents, business and property owners through a coordinated and cooperative planning
process.
o Goal LU1 : Increase effectiveness by maintaining regular communication with the
public, outside agencies, County departments, and the County Planning
Commission.
o Goal LU2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economical investments.
o Goal LU3: Provide consistency, quality, and thoughtful planning.
o Goal LU4: Minimize government by implementing common sense approaches to
solving problems and adapting to change.
o Goal LU5 : Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal LU6: Ensure safe construction throughout unincorporated Weld County.
o Goal LU7: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
o Goal LU8: Maintain quality, professional and timely site inspections.
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STRATEGIC AREA :
ENABLING STRATEGIES
53
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 ES1 : 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)
54
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld taxing authorities. (Assessor)
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 : Ensure the timely acquisition of "best value" goods and services
while maintaining integrity and inclusion (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)
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Information Services & GIS)
o Goal ES 16: Capitalize on technology to improve service, increase efficiency and
provide greater information access and exchange.
o Goal ES 17: Deliver timely, high quality, and cost-effective printing and supply
services to County departments (Printing & Supply)
• Mission Statement: To provide phone services expertise and resources to support and
facilitate excellent public service delivery. (Phone Services)
o Goal ES 18: Capitalize on phone technology to improve service, increase
efficiency and provide greater phone access and exchange.
o Goal ES19: To provide quality, sufficient, and well-maintained county vehicles
to county departments. (Motor Pool)
55
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56
2015
BUDGET S TRA TEG Y
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 16.804 mill
levy cannot be raised without political fallout in these economic times.
In the 2015 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. Local 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 2015
before budget preparations begin .
A target of ten percent off the 2014 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 2014 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 2015 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.
57
New or expanded mandates will be absorbed within the 2015 target amount by
all budget units.
Additional program options outside the overall budget plan will be proposed for
Board consideration . Staff will explore the options as directed by the Board , and
these options will be topics of discussion at the public work sessions and
hearings.
Ar Self supporting budgets will float at the 2014 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 2015 will follow the "sunset review" process to determine if
the position needs to be filled .
Ar 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 2015 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 2015, while accomplishing a balanced budget. The 2015 budget must be
structured to attempt, within available funds, to ensure that:
Basic services are funded at adequate levels.
Revenue has been estimated at realistic levels.
Reserves that afford protection for the future are funded .
Productivity improvement programs are continued .
Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
TABOR Amendment limits will be adhered to in the budget.
Legislative and regulatory changes are accommodated .
GIS , e-government, web based applications and other technologies are
employed in cost effective manners in the county.
Population growth and development is planned for and accommodated .
58
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 2015-2019 at the level of $25 million .
59
2015
BUDGET CALENDAR
March 31 Board reviews the 2015 budget plan .
April 28 - May 4 Director of Finance discusses target budgets and 2015
budget plan with department heads and elected officials.
June 16 Elected officials and department heads submit applications
for the technology and 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 ACS .
June 16 Elected officials and department heads submit requests for
vehicles to the Controller.
July 7 Submit budget request to Director of Finance
July 7 - September 15 Finance office review.
September 16 Early warning budget work session and community agency
requests.
September 16 Budget Message to Board and transmit Proposed Budget to
Commissioners.
October 14 and 16 Budget work session hearings with Commissioners and
elected officials and department heads.
November 6 Publish notice of final budget hearing .
October 17 - December 14 Prepare final budget.
December 15 Public Hearing to adopt mill levy.
December 15 Public Hearing on Final Budget, 9:00 a . m .
60
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting , at best, is an inexact science. It can be both precise and unyielding as numbers
tend to be, or as flexible as priority changes dictate. In the end , the goal of Weld County's
budgeting process is to produce a "user friendly" document, designed to enhance policy
makers' , managers' , and citizens' understanding of major issues, resource choices, and impact
of the total budget. The budget is not only a financial plan , but a policy document, operational
guide, and communication device.
As a financial plan , Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation , review, and adoption process, includes a demographics or community profile
section , and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services,
surveys, town meetings, citizen input, and various forms of input from citizen advisory boards.
Based upon the community assessments, policy formulation is done by analyzing community
needs, developing county-wide goals, assessing prior year program performance, reviewing
policy alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is
the creation of a capital improvements plan and long range plan .
Program planning at the department level follows policy formulation . All departments assess
their programs, explore alternatives, design and define existing and new programs, develop
program objectives, and relate present operations to the programs planned . The budget is then
based upon the program , performance, and periodic program review. This process allows for
the allocation of resources by program area and multi-year projections. The programs are then
evaluated on an on-going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
61
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.
62
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
Examine and Evaluate Relate to Present
Measurement Operations
Alternatives 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
63
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
DEPARTMENT BUDGET UNITS
6
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.
65
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 Internal
Fund Revenue Capital Service Funds
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 2014, payable in 2015, and 3) various routinely provided
services (health department). Unbilled charges for services are recorded in the appropriate funds at year
end .
Expenditures are generally recorded when the related fund liability is incurred .
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in
which it is earned and becomes measurable. Expenses are recorded when liabilities are incurred . Due
to Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary
Funds.
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BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary
management control device during the year to monitor the individual departments (level of classification
which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end .
The Director of Finance and Administration is authorized to transfer budgeted amounts within
departments of each fund . Any revisions that alter the total appropriation for each department must be
approved by the Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1 -111 , C. R. S. , provides that, if during the fiscal year, the governing board deems it
necessary, in view of the needs of the various offices or departments, it may transfer budgeted and
appropriated monies from one or more spending agencies in the fund to one or more spending agencies
in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund.
Section 29-1 -111 , C. R. S. , provides that, if during the fiscal year, the governing body or any spending
agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget
from any source other than the local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured funds by enacting a
supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1 . Taxes are levied no later than
December 15 and are payable the following year in two installments on February 28 and June 15, or in
full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes
as well as property taxes for all school districts, cities and towns and special districts located within the
county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax
levies for county purposes, when applied to the total valuation for assessment of the county, shall be
reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem
taxation in the preceding year, plus five percent (5%), except to provide for the payment of bonds and
interest. The Board of County Commissioners may submit the question of an increased levy to the
County Council and, if in the opinion of a majority of the County Council , the county is in need of
additional funds, the Council may grant an increased levy for the county in such amount as it deems
appropriate, and the county is authorized to make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal
to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified
electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be
increased above the prior year mill levy, except by a vote of the people. In addition, the growth of
property tax revenue cannot exceed the prior year amount plus inflation plus net new construction ,
without voter approval.
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EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax-supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund . The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992 , is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action .
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public
welfare programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to be used for the acquisition , development, and
maintenance of new and existing conservation sites within Weld County. The funds are
derived from the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and
expenditures for health care, health education , health monitoring , and other related
activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
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Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the
County.
Capital Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement
projects on County property as required by Section 29-1 -301 , C . R.S . , 1973.
PROPRIETARY FUND TYPES:
Funds that focus on the determination of operating income, changes in net assets (or cost
recovery), financial position , and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds. Since the 2013 budget Weld County no longer has
any Enterprise Funds with the transfer of the Paramedic Service to the North Colorado Medical
Center, Inc.
Internal Service Funds
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost-reimbursement basis.
Motor Vehicle Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The
program is a combination of insured risks and protected self-insurance risks.
Phone Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost-reimbursement basis.
Health Insurance Fund: This fund accounts for the self-insured health , dental , and
vision plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase
of county facilities. There are no active leases. The last lease was paid off on August 1 ,
2007.
69
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
• 2015 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget
Unit Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level . In addition , comments on the
summaries explain implementation issues and provide goals and workload and performance
data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing
board and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments
are consistent with the policies determined and set by the Board
of County Commissioners.
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
r The county's mill levy will be reduced by over one mill to 15.800 mills
r Continue implementation of the Strategic Investment Plan for the Future of Weld County
r Create an Oil and Gas Liaison/Coordinator position to deal with oil and gas issues
r Implement a storm water management program for MS4 compliance
r Complete a major capital upgrade of the information technology ( IT) infrastructure in the
county as part of the 2015-2019 Five Year IT Capital Plan
or Information Technology will do a major PC and computer monitor refresh along with a
major Microsoft upgrade
r Implement a new integrated public safety information system to replace the Spillman
public safety system
r Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
r Operate a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
or Fund current and past administrative costs of the Weld County Retirement Plan
r Continue efforts to control health care costs for county employees and their dependents
r Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
r Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
r Accommodate the impact of HB14- 1317 on the delivery of day care
or Participate for the second year in the Title IV-E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project
r Complete the design for the construction of the five-lane WCR 49 south corridor from
US 34 to 1-76 as part of a design/build contract
r Complete road and bridge mitigation projects resulting from the September, 2013
flooding
r 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
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LONG RANGE
FINANCIAL POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures
cannot exceed available resources. No debt financing of the operational budget is permitted .
Weld County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced , even if the constitutional requirement is lifted .
Long Range Planning : The Board of County Commissioners has adopted countywide
strategic goals. The recommended budget shall , to the extent possible, based upon available
resources, be consistent with the goals and objectives of the county's strategic goals. The
process shall involve identifying several critical areas which have or are expected to have an
impact on the financial condition of the county over the next five years. Once the critical issues
are identified , specific goals and objectives will be developed along with an implementation plan
by impacted departments.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance
and Administration . The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding , acquisition or construction . The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal , replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification : Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year
and long-term . Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and
indirect costs, where the user of the goods or services has the ability to pay. All fees will be
reviewed periodically to insure that they are still appropriate. Fees will be available for the
public and adopted by code in public meetings.
Use of One-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 to fund assets or other non-recurring expenditures, or to put the one-time revenues in a
reserve fund .
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Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay
cash for major projects rather than borrowing . Any existing debt will be retired at the earliest
possible time during the life of the debt unless circumstances change significantly. Weld
County's debt level per Weld County's Home Rule Charter and state law cannot exceed three
percent of the current assessed value of the county. The current debt capacity is over $270
million . Debt under the debt limit includes all financial obligations over one year in duration , e.g .
general obligation bonds, revenue bonds, certificates of participation , notes, lease purchase
agreements, letters of credit, revenue warrants, long term lease obligations, or any other
multiple-fiscal year direct or indirect debt or other financial obligation . Obligations for pension
plans are excluded under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need
to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or
unpredicted one-time expenditures. See fund balance policy in the policy section of the Budget
Message for more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence to the budget by
restricting the expenditure of funds above the amount appropriated for the spending agency.
Monthly financial reports will be available on-line through the accounting system for elected
officials and department heads, detailing the progress towards budget compliance. These
reports will , at a minimum , compare the current budget and year-to-year revenues and
expenditures by department.
Contingency Planning : Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the anticipated oil and gas
boom in Weld County from development of the Niobrara formation Weld County property tax
revenue 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.
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CAPITAL IMPROVEMENT POLICY
1 . Capital Improvement Plan - A plan for capital expenditures to be incurred each year
over a fixed period of several years (normally on a five year cycle) setting forth each
capital project and identifying the expected fiscal year for each project and the
anticipated revenues to finance those projects.
2 . Capital Improvement Staff Committee - The Director of Finance and Administration
develops a Long Range County-wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County-wide needs with program
managers. The Board of County Commissioners is responsible for approving capital
improvement policies, as well as, approving capital improvement programming as a part
of the annual budget.
3. Capital Assets - Capital assets are defined as land , improvements to land , easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure , and all other tangible or intangible assets that are
used in operations and that have initial useful lives extending beyond a single reporting
period .
4. Capital Projects - Capital projects are defined as those major, non-recurring projects
that have a time interval of at least three (3) years between such expenditures and have
a total cost of at least $ 10,000 . Purchases of real property and selected equipment may
be exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B . Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D . The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and approved by the Board
of County Commissioners for funding and implementation for each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - Capital assets,
which include property, plant equipment, software, rights-of-way, and infrastructure
assets (e.g . , roads, bridges and similar items, ) are reported in the applicable
governmental or business-type funds. Capital assets are defined by the County as
assets with an initial , individual cost of more than $5,000 and a useful life of more than
one year. All fixed assets are valued at historical cost or estimated historical cost if
actual historical cost is not available. Donated capital assets are recorded at estimated
fair market value at the date of donation .
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The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized .
All reported capital assets, except for gravel roads, are depreciated . Improvements are
depreciated over the remaining useful lives of the related capital assets. Depreciation
on all assets is provided on the straight-line basis (asset value divided by years of useful
life) over the following estimated useful lives:
Buildings 20 - 50 years
Improvements 20 years
Infrastructure - Bridges 50 years
Infrastructure - Roads 20 years
Equipment 3 - 5 years
Heavy Equipment 10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation . To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained . The
County has elected to use this alternative approach only for gravel roads.
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INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy. 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 .25 percent in 2015.
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FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on
December 14, 2011 , nunc pro tunc January 1 , 2011 . The policy was created to help reduce the
negative impact on the County in times of economic uncertainty, major fluctuations in oil and
gas assessed valuations, and potential losses of funding from other governmental agencies.
The policy established minimum requirements for reserves and guidelines for the use of certain
funds. The reserves and restrictions are also consistent with the requirements under Colorado
statute or state constitutional requirements. The County Fund Balance Policy requires the
following :
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for the purpose of future heath programs for the benefit of
the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for the purpose of future welfare programs for the
benefit of the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for the purpose of future welfare, senior, and
employment programs for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten ( 10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance to provide: ( 1 )
a reasonable level of assurance that Weld County's operations will continue even if
circumstances occur where revenues are insufficient in an amount that is equal to at
least one-percent of annual expenditures to cover necessary expenses for public
safety, public welfare and public works; (2) there is a major reduction in oil and gas
assessed valuations; or (3) there are other unexpected needs or emergency
situations costing an amount that is equal to at least one-percent of annual total
expenditures that do not routinely occur. The Contingency Fund shall be funded by
property tax with a half-mill applied to the county's assessed value annually, unless
the Board of Weld County Commissioners adjusts the amount in the annual budget
process.
• The three-percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in
an amount equal to six-million dollars or three-percent of the TABOR revenue limit,
whichever is greater.
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POLICY DIRECTIONS
-- Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission .
-- Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
-- Continue revenue maximization policy to support County services to users.
-- Continue policy of identifying ways to minimize the reliance upon property tax funding .
-- Advocate legislative positions.
-- Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
-- Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
-- Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
-- Organization assessment
-- Contraction in services
-- Productivity improvement
-- Reprivatization and contracting
-- Automation
-- Energy conservation
-- Administrative reorganization
-- Innovation/technological transfer
-- Continue position sunset review process to assess the need for any vacated positions.
-- Utilize a target budget approach with the following features:
-- Identifies County's resource capacity
-- Clearly identifies targets and related reductions
-- Identify proposed non-funding early
-- Allows time to accommodate reductions (employees)
-- Offers support to managers to eliminate marginal services, less
productive employees, etc.
-- Allows board discretion in allocating funds to unfunded programs in
critical service areas
-- Targets all offices, departments, and outside agencies
-- Better reflects County priorities
-- Since limits are known , allows planning of alternative expenditure levels
six months before fiscal year begins
-- Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
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-- Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
-- Clearly identify all newly mandated program costs for the Board .
-- Continue the County's share of partnership programs, unless a change is legally
mandated , and decrease the share wherever possible.
-- Maximize manpower avoidance or substitution methods for all departments through
automation , productivity improvements, or cost cutting strategies.
-- Recommend capital outlay expenses for equipment only when the need has been fully
justified , the useful life of equipment cannot be extended , and it has been determined
that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Equipment Service Manager for consideration in the budget
process.
-- Continue to examine priorities, which services to provide, best way to deliver services,
and most cost effective way to provide services within the constraints of TABOR.
-- Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
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2015 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.
Ar 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 .
Ar 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.
A- 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 2014's budget presentation .
r Salaries should be budgeted at the 2014 level . Any salary increase for a class unique to
a department must be absorbed in target amounts.
All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified .
Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in November. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will
be substantially restricted . Ranking forms will begin at 90% of target, and must be
completed by each department.
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In reviewing the 2015 budget request, The Director of Finance will develop preliminary
recommendations to the Board of County Commissioners. The Director of Finance 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 2015
budget process.
Use the following budget population data for performance measures:
YEAR POPULATION
2013 (Actual) 270,600
2014 (Estimated) 275,300
2015 (Projected) 283,500
Interns: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g . , mileage). No mid-year intern
position requests will be approved that have a cost that is not already budgeted in the
final budget.
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2015
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2015 budget.
1 . All budgets (including Enterprise and IGS) must be submitted by July 7, 2014.
2. All departments are requested to submit, on or before June 16, 2014, the following items
that will be part of your 2015 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 2015. Unplanned
moves will only be done if absorbed in the 2015 budget.
D . Information Services requests for computer hardware, software,
system upgrades or system study.
E. New or replacement vehicle requests to the Controller for
inclusion in the Motor Pool budget.
F. Applications for the technology and innovation investment
program projects to Finance.
3. Salary and fringe benefits will be budgeted at the 2014 level . Any anticipated increase
over 2014 level must be absorbed in target amount.
4. For budgetary purposes, please use the 54¢ per mile reimbursement rate in developing
your 2015 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 $3.25/gallon , diesel
$3.50/gallon , and E85 $3.25/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 2015.
8. Postage costs are anticipated to be 49¢ in 2015.
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9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance 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 2015. See Director of Finance for exact format.
12 . Any 2015 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 2015 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 at extension 4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions.
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2015
PROGRAM ISSUES
r Complete the design for the construction of the four-lane WCR 49 south corridor from
US 34 to 1-76 as part of a design/build contract
r Complete road and bridge mitigation projects resulting from the September, 2013
flooding
r 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
r Continue implementation of the Strategic Investment Plan for the Future of Weld County
r Create an Oil and Gas Liaison/Coordinator position to deal with oil and gas issues
r Implement a storm water management program for MS4 compliance
r Complete a major capital upgrade of the information technology ( IT) infrastructure in the
county as part of the 2015-2019 Five Year IT Capital Plan
r Information Technology will do a major PC and computer monitor refresh along with a
major Microsoft upgrade
r Implement a new integrated public safety information system
r Fund the oil and gas revenue fluctuation reserve in the Contingency Fund
r Add an additional Electrical position to accommodate new development and energy
development
r Operate a Restorative Justice Program in the District Attorney's Office for juvenile
offenders
r Add two Pretrial Specialists to accommodate HB 13- 1236 changes to jail bonding criteria
r Fund current and past administrative costs of the Weld County Retirement Plan
r Continue efforts to control health care costs for county employees and their dependents
r Accommodate the impacts of the Affordable Care Act on Medicaid eligibility applicants
r Implement a number of cost containment and strategies to mitigate growing cost of
Human Services programs
r Accommodate the impact of HB14- 1317 on the delivery of day care
r Participate for the second year in the Title IV-E (Foster Care and Adoption Assistance
Entitlement Grant) waiver project
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REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2015
budget.
1 . Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2 . Continual search for new sources of revenue shall be made to diversify the
County's financing plan .
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected .
5. Proposed rate increases are based upon :
A. Fee policies applicable to each activity.
B . Related cost of the service provided .
C . The impact of inflation in the provision of services.
D . Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated .
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need .
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose
of providing a specific program .
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a local economy similar to 2014 with some recovery of residential
development. Assume interest rates averaging 1 .25 percent throughout 2015.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation .
11 . Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding .
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward-looking economic indicators have
been noted and taken into account in forecasting revenue trends.
Property Tax: Levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation . Although little increase in assessed value growth is
anticipated due to the lack of construction activity, the assessed value is anticipated grow
significantly due to increased energy prices and new exploration in Weld County. Oil and gas
values accounts for over three-fifths of the county's assessed valuation . As we plan for 2015
and beyond we are assuming that the price of oil will stay in the $75-$ 100 per barrel range.
Natural gas prices have been very volatile the last two years as more supply comes onto the
market, exceeding growth in demand . 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 2015 budget is up $ 1 .838 billion or 47. 12
percent. Overall assessed values are up 28 percent.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be up in
2015 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: Some recovery of construction is beginning to be
seen . 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. The combination of all activities point to higher inspection and
permit fee revenues in 2015 and beyond .
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. In December 2013, Congress approved a spending plan
that would fund the federal government for two years. The plan modifies the sequestration cuts
by increasing spending $45 billion and $20 billion in Federal FYs 2013-14 and 2014-15,
respectively, over current law levels. In addition , Congress approved a suspension of the debt
limit through March 15 , 2015. When the debt limit suspension ends, the debt limit will
automatically increase to reflect the amount of borrowing that occurred since the last debt limit.
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.
The 2015 budget shows a jump in intergovernmental revenues due to the grant projects in
Public Works Fund associated with state Energy Impact Assistance grants, and flood recovery
and mitigation projects from the September, 2013 epic flood . Many of these grants are one-time
and will be dropped after 2015.
Police Service Contract: Based on signed contractual agreements.
Charges for Services: Charges to special districts and other public entities are based upon
signed contracts.
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Drunken Driving Fines: Based on $30 per offender at anticipated level of 1 , 090 with two
percent waiver rate.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 1 .25
percent times the estimated average daily cash balances. Based upon Federal Reserve
projections interest rates will not change dramatically through 2015.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. Increased energy prices and new exploration on county lease
should result in added revenues in the future. These revenues have been up significantly the
last three years.
Rental: All rental income is based upon signed leases.
Overhead/A-87 Cost Plan: Revenues based upon the 2013 Indirect Cost Plan approved by
the Department of Health and Human Services that results in federal revenue allowable from
grants. Social Services has been charged the full indirect cost allocation amount since July 1 ,
2012 , which results in approximately an additional $ 1 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and recent legislative
changes. Increased oil and gas recording activity in the county is resulting in higher projected
revenues in this area .
Treasurer's Fees: Based upon historical level of activity for fees, which have been relatively
constant.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Vehicle sales are projected to continue to increase as the
economy improves and individuals who have delayed purchases will need to begin to replace
older vehicles.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less
three percent reduction that Weld County has historically experienced . With the passage of
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 , 2014.
Health Fees: Based upon historical patient/client caseload with 2015 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 , 2014.
State Lottery: Funded at the current level , with no anticipated legislative changes.
87
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Paramedic Service Fees: Effective May 7, 2012 , Weld County transferred the operational and
financial responsibility to NCMC, Inc. and Banner Health . Therefore, this operation's revenue
will not be in future budgets.
Internal Service Fund Revenues: Revenues for each IGS Fund equal funded anticipated
expenditures in user departments' budgets.
Work Release Inmate Fee: Based upon average of 200 work release inmates per day.
Severance Tax: See policy on severance tax direct distribution in Public Works Non-
Departmental Revenue (Budget Unit 2000-90100).
88
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION 2011 2012 2013 2014 2015
Property Taxes $ 78, 195,961 $ 89,713,452 $ 107,816,616 $ 117,873,505 $ 141 ,724,346
Other Taxes 7,613,371 9,934,961 8,310,000 9,450,000 11 ,600,000
Fees 9,445,288 9,389,307 8,777,422 9,975,250 10,353,400
Intergovernmental 44,888, 187 48,878,851 48,851 ,520 52,977,866 65,272,311
Licenses/Permits 2,093,316 2,968,095 2,866,875 3,450,225 4,721 ,600
Charges for Services 6,899,382 7,741 ,896 5,800,931 8,242,560 9, 103,378
Internal Services 24,439,880 23,341 ,642 26,221 ,780 28, 166,292 28,596,336
Paramedic Fees 6,803,592 1 ,667,980 0 0 0
Miscellaneous 15,838,807 15,369,437 11 ,518, 124 13,450,439 13,581 ,877
TOTAL REVENUES $ 196217,784 $ 209,005,621 $ 220,163.268 $ 243,586, 137 $ 284,953.248
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
160
140 -
120 _
Property Taxes
ta 100 -
80ressessisegerIntergovernmental
60 Internal Service
x
40 — - -- <= — Other Revenue
20 —
0 —
2011 2012 2013 2014 2015
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 . Although little increase in
assessed value growth is anticipated due to the slow recovery in construction activity, the
assessed value is anticipated to grow significantly due to increased energy prices and new
exploration in Weld County. Oil and gas values accounts for over three-fifths of the county's
assessed valuation and the changes in commodity prices contributes to the big fluctuations in
property taxes from year to year. 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.
89
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.
As cited earlier in December 2013, Congress approved a spending plan that would fund the
federal government for two years. The plan modifies the sequestration cuts by increasing
spending $45 billion and $20 billion in Federal FYs 2013-14 and 2014-15, respectively, over
current law levels. In addition , Congress approved a suspension of the debt limit through March
15, 2015. When the debt limit suspension ends, the debt limit will automatically increase to
reflect the amount of borrowing that occurred since the last debt limit. 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.
The 2015 budget shows a jump in intergovernmental revenues due to the grant projects in
Public Works Fund associated with state Energy Impact Assistance grants, and flood recovery
and mitigation projects from the September, 2013 epic flood . Many of these grants are one-time
and will be dropped after 2015.
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 2015.
OTHER REVENUE TRENDS
20 -
—*—Other Taxes
15
( Fees
10 Licenses Permits
—X—Charge For Srvs
5
A —?I — Paramedic Fees
0 - Miscellaneous
2011 2012 2013 2014 2015
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 2011 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 starting to improve as the economy recovers and some 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, some recovery of
construction is beginning to be seen . 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
90
infrastructure is anticipated to continue for the next few years. 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.
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. Fines from traffic violations remain down , which follows a national trend . 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 will continue in future
years.
91
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2016-2020 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation . The projections are set at 5% annually.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $80-$ 100.
• New production in the Niobrara formation will offset the drop in natural gas prices, and
ultimately lead to higher assessed values 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.
• 2015 intergovernmental revenues have a one-time spike due to flood recovery grants. In
2016 the fund level will return to a normal pattern .
• 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 2016 2017 2018 2019 2020
Property Taxes $146,436,419 $153,658,240 $161 ,241 , 152 $169,203,209 $177,563,370
Other Taxes 9,722,000 10,350,660 10,655, 180 10,968,835 11 ,291 ,900
•
Fees 10,635,252 10,951 ,310 11 ,301 ,849 11 ,637, 154 11 ,982,519
Intergovernmental 66, 141 ,835 67,028,959 67,934,057 68,857,514 69,799,720
Licenses/Permits 4,348,038 4,478,269 4,612,407 4,750,569 4,892,877
Charges for Services 9,382,374 9,414,571 9,904, 179 9,951 ,414 10, 156,498
Internal Services 30,349,928 32,227,785 34,239,365 36,394,873 38,705,312
Miscellaneous 24,477,578 24,802,434 24,629,505 24,508,856 24,590,554
TOTAL REVENUES $301 ,493,424 $ 312,912,228 $ 324,517,694 , $ 336,272,424 $ 348,982,750
92
Major Revenue Projections
200
180
160
140
u., 120 Property Taxes
a
o
100 Intergovernmental
80 Internal Service
60 Other Revenue
40
20
0
2016 2017 2018 2019 2020
2016 -2020 EXPENDITURE PROJECTIONS
DESCRIPTION 2016 2017 2018 2019 2020
General Government $37, 133,835 $38,570,350 $39,201 ,098 $40,701 ,946 $41 ,399,038
Public Safety 55,442,356 57, 104, 126 60,025,750 62,425,023 64,296;273
Public Works 94,527,081 97,362,894 100,283,780 103,292,294 106,391 ,063
Public Health and 42,042,457 42,879,242 43,732,762 44,603,353 45,491 ,355
Welfare
Human Services 8,258,961 8,418,519 8,581 ,268 8,747,272 8,916;596
Culture and Recreation 849,739 859,765 870,092 880,730 891 ,686
Internal Services 32,667,428 34,614,810 36,698,001 38,927,268 41 ,313,679
Capital 8,975,000 9,025,000 8,725,000 8,575,000 8,725,000
Miscellaneous 15,031 ,749 15, 175,445 15,323,365 15,475,629 15,632;374
TOTAL EXPENSES $294,928,606 $ 304,010, 151 $ 313,441 , 116 $ 323,628,515 $ 333,057,064
93
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 2016-2019, and oil and gas development continues to impact the roads
and bridges.
Major Expenditure Projections
120
100
General Govt
Public Safety
80
N Public Works
c
60 _ _ - - _ - - Public Hlth and Welfare
Human Services
40 Internal Services
Capital
20
Miscellaneous
0
2016 2017 2018 2019 2020
94
2016 -2020 FUND BALANCE PROJECTIONS
2016 2017 2018 2019 2020
Begin Fund Balance 123,817, 159 $130,381 ,977 $139,284,054 $150,360,630 $163,004,539
Total Revenues 301 ,493,424 312,912,228 324,517,693 336,272,424 348,982,750
Total Expenses 294,928,606 304,010, 151 313,441 , 116 323.628,515 333,057,064
Ending Fund Balance $130,381 ,977 $139,284,054 $150,360,630 $163,004,539 $178,930,225
Fund Balance Projections
400
350
300
250 Beg Fund Bal
200 Revenue
Expense
150
End Fund Bal
100
50
0
2016 2017 2018 2019 2020
95
ORGANIZATIONAL RESPONSIBILITY
FOR BUDGET UNITS
BUDGET UNIT RESPONSIBLE OFFICIAL
General Fund:
Office of the Board Chairman , Board of County Commissioners
County Attorney County Attorney
Public Trustee Public Trustee
Planning and Zoning Director, Planning Services
Clerk to the Board Clerk to the Board
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Motor Vehicle Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
Maintenance of Building and Grounds Director, Buildings and Grounds
County Council Chairman , County Council
District Attorney District Attorney
Juvenile Diversion District Attorney
Victim Witness District Attorney
Adult Diversion District Attorney
Finance and Administration Director, Finance
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
Innovation and Technology Projects Chief Information Officer
Sheriff Sheriff
Crime Control and Investigation Sheriff
96
BUDGET UNIT RESPONSIBLE OFFICIAL
Regional Forensic Lab Sheriff
Victim Advocates Sheriff
Drug Task Force Sheriff
Traffic Enforcement Sheriff
Municipal Contracts Sheriff
Communications - County-wide Director, Public Safety Communications
E-911 Administration Director, Public Safety Communications
Criminal Justice Information System Director, Public Safety Communications
Communications System Development Director, Public Safety Communications
Coroner Coroner
Centennial Jail Sheriff
North Jail Sheriff
Community Corrections Director, Justice Services
Building Inspection Director, Planning Services
Office of Emergency Management Director, Office of Emergency Management
County-wide Animal Control Sheriff
Pest and Weed Control Director, Public Works
Justice Services Director, Justice Services
Economic Development Director, Finance
Waste Water Management Director, Finance
Engineering Director, Public Works
Extension Service Extension Agent
Veteran's Office Director, Buildings and Grounds
Airport Director, Finance
Mental Health Director, Finance
Child Advocacy Center Director, Finance
Developmentally Disabled Director, Finance
Seniors Program Director, Finance
Missile Site Director, Buildings and Grounds
Parks and Trails Director, Finance
97
BUDGET UNIT RESPONSIBLE OFFICIAL
Building Rents Director, Finance
Non-Departmental Director, Finance
Community Agency Grants Director, Finance
Island Grove Building Director, Finance
Asset and Resource Management Director, Finance
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
Contingency Fund Director, Finance
Emergency Reserve Fund Director, Finance
Solid Waste Fund Director, Finance
Capital Fund:
Capital Expenditure Fund Director, Finance
Proprietary Funds:
Motor Pool Fund Controller
Insurance Fund Director, Finance
Phone Services Fund Chief Information Officer
Health Insurance Fund Director, Finance
98
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING INCLUDED EXCLUDED
Clerk and Recorder:
Motor Vehicle- Addition of Four Office Tech II Positions $ 172,004
Treasurer:
Upgrade Accountant Ito Accountant II 1 ,512
District Attorney:
Restorative Justice Program 122,973
Restorative Justice Program-Revenue -122,973
Accounting:
Upgrade of Senior Accountant 4,251
Human Resources:
Two HR Generalists to Senior HR Generalists 5,592
Planning:
Planning Manager Upgrade 7, 388
Oil and Gas Position (Planner III ) 83,586
Building and Grounds:
Low Voltage Technician 67, 861
Contract Savings on Low Voltage Maintenance -70,000
Innovation and Technology Projects:
Enterprise Solution for Video/Security Camera System 150,000
Accreditation , Audit, & Risk Management System 7,700
Analytic Workstations (Spillman and Tiburon) 23, 100
Free Standing CellSense Search System 31 , 396
E-Ticket System for Traffic Unit 28,694
Coroner:
0. 5 FTE Office Tech to Full Time 31 ,857
Justice Services:
Two Pretrial Services Specialist (HB 13- 1236) 121 , 138
0.75 FTE Criminal Justice Planner 67, 198
Noxious Weeds:
Part time Mower Position 15,290
99
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING INCLUDED EXCLUDED
Engineering:
Additional Engineer III $91 ,757
Two Additional Engineering Technicians 139,756
MS4 Stormwater Position 84, 011
Mental Health:
Weld County Prevention Partners $20,000
Economic Development:
Upstate Colorado Economic Development 90,000 10,000
Community Agencies:
211 Information and Referral 25,000 25,000
Catholic Charities 0 15,000
A Woman's Place 0 20,000
Greeley Transition House 0 15,000
RSVP 5,500 0
1451 Collaboration Management (One-time) 0 48,000
TOTAL GENERAL FUND $ 1 ,058,211 $ 279,310
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance has a different recommendation than
the budget unit's department head/elected official .
100
2015 SALARY AND B ENEFI T
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 2015 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 2015. 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 2015.
101
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination , lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600, 000 at $0 . 160/$ 1 ,000/per month
LONG TERM DISABILITY (LTD): $.32/$ 100 compensation
SHORT TERM DISABILITY: $.21 /$ 10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180-day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Live Well Solutions.
WELLNESS: Wellness program will be enhanced for all County employees with the addition of
a full-time Wellness Coordinator and new wellness resources.
EXECUTIVE PAY PLAN: Elected Officials and Chief Deputies have a direct benefit plan for
health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan - ( 10.75 percent of gross salary for County and 10.75 percent
employee contribution . )
PERA - ( 13.7 percent of gross salary for County contribution and 8.5 percent of gross
salary for employee contribution . )
VOLUNTARY COVERAGES : Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee
paid .
102
POSITION AUTHORIZATION CHANGES
DUE TO 2015 BUDGET
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-10100 Commissioners 0.7 Office Technician III (PIO) 1 .0 Office Technician III (PIO)
1000-10400 Clerk to Board None 0.25 Office Technician III
1000-11300 Motor Vehicle None 4.0 Office Technician II
1000-12100 Treasurer Accountant I Accountant II
1000-13100 Assessor 2.0 Appraiser III 2.0 Appraiser IV
1000-15250 Restorative Justice None 1 .0 Case Manager
1000-16100 Finance 1 .0 Director Budget None
1000-16200 Accounting Sr. Accountant (Grade 45) Sr. Accountant (Grade 47)
1000-16400 Human Resources 1 .0 HR Generalist 2.0 Sr. HR Generalist
1000-17100 Planning None 1 .0 Engineer II
1000-17100 Planning None 1 .0 Engineer-Design
1000-17100 Planning None Oil and Gas Liaison/Coord .
1000-17200 Building and Grounds None 1 .0 Building Maint. Worker III
1000-17200 Building and Grounds 5 Lead Custodians None
1000-17200 Building and Grounds 1 Custodian/Maint. Mgr. None
1000-17300 Information Tech 35.0 FTE 44.0 FTE
1000-21220 SO Contract Svc. None 3 School Resource Officers
1000-23200 Coroner 0.5 Office Technician II/Ill 1 .0 Office Technician II/III
1000-24100 Justice Services None 2.0 FTE Pre-Trail Specialists
1000-24410 North Jail None 4 Custodian/Maint. Work Supr.
1000-24410 North Jail None 1 Custodian/Maint. Mgr.
1000-25100 Building Inspection None 1 .0 Electrical Inspector
1000-25100 Building Inspection 1 .0 Electrical Inspector 1 .0 Lead inspector
1000-26100 Noxious Weeds None 1 .0 PT PW Service Worker II
1000-31100 Engineering 1 .0 Engineer II None
1000-31100 Engineering 1 .0 Engineer-Design None
1000-31100 Engineering None 2.0 Engineer Tech II
1000-31100 Engineering None 1 .0 ROW Agent
1000-31100 Engineering 1 .0 Engineering Admin . Trans. Planner/Dev. Review
1000-31100 Engineering None MS4 Administrator
1000-96100 Extension 0.5 4-H Coordinator 0.625 4-H Coordinator
1000-96200 Fair None 0.25 Data Entry Clerk
2000-30100 PW Admin. 1 .0 Property Specialist None
2000-32200 Motor Grader None 1 .0 PW Service Worker II
2000-32200 Motor Grader None 1 .0 Property Specialist
2000-32600 Mining None 2.0 PW Service Worker II
2000-32700 Pavement Mgt. None 2.0 PW Service Worker II
2100-42100 Social Services 306.5 FTE 315.5 FTE
2520-41210 PH Communication 11 .65 FTE 11 .75 FTE
2530-41300 PH Services 44. 125 FTE 43.75 FTE
2580-41500 PH Env. Health 23.75 FTE 25.75 FTE
2580-41500 PH Preparedness 2.7 FTE 2.5 FTE
2600-60000 Human Services 83.0 FTE 82.0 FTE
103
a's
O
104
ALL FUNDS REVENUE
$ 160 , 000 , 000$ 140 , 000 , 000
$ 120 , 000 , 000
$ 100 , 000 , 000 _ 02014
$80 , 000 , 000 • 2015
$60 , 000 , 000
_-
$40 , 000 , 000 -
$20 , 000 , 000 -
$0 El! ■■ m ■■ ■■
x cn cn — cn C) cn (1) cn
F- X U
N C E U 0 C
, LL d) s_ 5-/� a) CO 5
-1--� //-(� // M f/L�
LW L c LL CO 2 W V J
a N L
O -f• j N "T O U � C�
r2 O O (i' DC
a) U LL J
2015 Revenue
Total $430, 848,248 (2014 $345, 188, 137)
Internal Services
$28,596,336
7% Property Tax
$141 ,724,346
Cer
Fund Balance / 33%
$145,895,000
Other Taxes
$11 ,6 0,000
Miscellaneous
$13,581 ,877 Chg for Intergovernmental Fees
3% Service $65,272,311 $10,353,400
$9, 103,378 15% 2%
2%
Licenses/Permits
$4,721 ,600
1 %
105
ALL FUNDS EXPENDITURES
$90,000,000
$80,000,000
$70,000,000 -
❑2015 12014
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
ii$10,000,000 _
$0 I 1 1 1 1 1 1 1 1 11-
Goy �o �6 `a6 . � ��Rs\ �e'�� ,.s e�� ��o • Goy oJ5 Goy• ee
St�a 'o o J`o �Q- �o �a �� 5G ��
co°G .(2`) G Q O) c‘
�ec�\ Sz) �J� �� \�,,ec
0e
2015 EXPENDITURES
Total $307 , 031 , 089 (2014 $255, 832 , 866)
Capital
$1,114,000
Contingency 0%
$10,000,000
3% Auxiliary Health
Public Works $420,131 $9,651,180
$10,327,026 0% 3% Publ 8 8 986
3% � r
$53, ,
Social Services 18%
$31,570,900 Culture/Recreation
10% $840,004
Internal Services 0%
$30,846,336 General Government
10% $36,408,667
12%
MiscellaneousJ
$29,472,024 Human
10 %
Services
$8,102,531
3% Road & Bridge
$84,449,304
28%
106
MILL LEVY
2015 TOTAL 15 . 8
Insurance
0.223 Social Services Capital
1 % 0.941 0
6% \IL
Public Works
1 . 839
12%
illi
7
General
Contingency 12 .797
0 81 %
0%
2014 TOTAL 16 . 804
Insurance
0.285
2% Social
Services
1 .203 Capital
7% 1 . 176
7%
Public Works
1 .639 -_ _ _--
10% General
11 .788
Contingency �- -1,--� 70%
0.713
4%
107
2015 BUDGET
SUMMARY OF FUND BALANCES
2014 2014 2015 2015 2015
BEGINNING MILL BEGINNING MILL PROPERTY
FUND BALANCE LEVY BALANCE LEVY TAXES
1000 General Fund $ 16, 165,207 11 .788 $ 12 ,000, 000 12.797 $ 114,785, 509
SPECIAL REVENUE FUNDS :
2000 Public Works 49,994,714 1 .639 59,635, 000 1 . 839 16,500, 000
2100 Social Services 3,068,948 1 .203 2 ,300, 000 0.941 8,438, 837
2200 Conservation Trust 365, 323 - 360, 000 - -
2300 Contingent 34,999,314 0.713 35,000, 000 - -
2500 Health Department 2,254,270 - 2 ,250, 000 - -
2600 Human Services 808, 166 - 800, 000 - -
2700 Solid Waste 1 ,692 ,781 - 1 ,200,000 - -
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 19,064,535 1 . 176 24,400,000 - -
GROSS TOTALS 128,413,258 16.519 $ 137,945,000 15.577 $ 139,724,346
LESS INTERFUND TRANSFERS - - -NET TOTAL $ 128,413,258 16.519 $ 137,945,000 15.577 $ 139,724,346
INTERNAL SERVICE FUNDS :
6000 Motor Pool Operating 1 ,454,353 - 1 ,500, 000 - -
6200 Health Insurance 3,635,517 - 3,600, 000 - -
6300 Insurance 1 ,641 ,500 0.285 2 ,000, 000 0.223 2 ,000, 000
6400 Phone Service 1 , 100,831 - 850, 000 - -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 7 , 832 ,201 0.285 $ 7,950, 000 0.223 $ 2 ,000, 000
$ 7 , 832 ,201
GROSS TOTAL - ALL FUNDS $ 136,245,459 16.804 $ 145,895,000 15.800 $ 141 ,724, 346
108
Assessed Value $8 , 969 , 895 , 330
2015 2015 2015 2015 2015 2015
INTERGOV'T OTHER INTERFUND AVAILABLE APPRO- ENDING
REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE
$ 4,525,407 $ 14,960, 874 $ - $ 146,271 ,790 $ 135, 110,244 $ 11 , 161 , 546
25,988,000 30,825, 000 - 132 , 948,000 84,449, 304 48,498,696
23, 902 ,000 - - 34,640,837 31 ,570, 900 3,069,937
450,000 2,500 - 812 ,500 486, 520 325,980
- - - 35, 000,000 10,000, 000 25,000, 000
3, 143,780 1 ,400,881 4,903,294 11 ,697,955 9,447,955 2 ,250,000
7,263, 124 546, 000 12 ,351 8,621 ,475 7,821 ,475 800,000
1 , 100, 000 - 2 ,300,000 1 , 100,000 1 ,200, 000
- 525, 000 - 24,925,000 1 , 114,000 23,811 ,000
$ 65 ,272 ,311 $ 49,360,255 $ 4,915,645 $ 397,217,557 $ 281 , 100,398 $ 116, 117, 159
- - (4,915,645) (4,915,645) (4, 915,645) -
$ 65,272,311 $ 49,360,255 $ - $ 392,301 ,912 $ 276, 184,753 116, 117, 159
9, 109,543 - 10,609,543 9, 109,543 1 ,500,000
17,914, 044 - 21 ,514,044 17,914, 044 3,600,000
- 160,000 - 4, 160,000 2 , 160, 000 2 ,000,000
- 1 ,412 ,749 - 2 ,262,749 1 ,662 ,749 600,000
$ - $ 28,596,336 $ - $ 38,546,336 $ 30,846,336 7,700,000
$ 65,272 ,311 $ 77,956,591 $ - $ 430,848,248 $ 307,031 ,089 123,817, 159
10
2015 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2015 2015 2015 2015 2015
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 12,000,000 $ 114,785,509 $ 4,525,407 $ 14,960,874 $ -
SPECIAL REVENUE FUNDS :
2000 Public Works 59,635,000 16,500,000 25,988,000 30,825,000 -
2100 Social Services 2,300,000 8,438,837 23,902,000 - -
2200 Conservation Trust 360,000 - 450,000 2,500 -
2300 Contingent 35,000,000 - - - -
2500 Health Department 2,250,000 - 3, 143,780 1 ,400,881 4,903,294
2600 Human Services 800,000 - 7,263, 124 546,000 12,351
2700 Solid Waste 1 ,200,000 - - 1 , 100,000 -
CAPITAL PROJECT FUNDS :
4000 Capital Expenditure 24,400,000 - - 525,000 -
GROSS TOTALS $ 137,945,000 $ 139,724, 346 $ 65,272,311 $ 49,360,255 $ 4,915,645
LESS INTERFUND TRANSFER - - - - (4,915,645)
NET TOTAL $ 137,945,000 $ 139,724,346 $ 65,272,311 $ 49, 360,255 $ -
INTERNAL SERVICE FUNDS :
6000 Motor Pool Operating 1 ,500,000 - - 9, 109,543 -
6200 Health insurance 3,600,000 - - 17,914,044 -
6300 Insurance 2,000,000 2,000, 000 - 160,000 -
6400 Phone Service 850,000 - - 1 ,412,749 -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 7,950, 000 $ 2 ,000, 000 $ - $ 28,596,336 $ -
GROSS TOTAL - ALL FUNDS $ 145,895, 000 $ 141 ,724,346 $ 65,272,311 $ 77,956,591 $ -
110
Assessed Value $8 , 969, 895, 330
2015 2015 2015 2015 2015 2015
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 146,271 ,790 $ 67,334,742 $ 64,575,673 $ 3, 199, 829 $ 135, 110,244 $ 11 , 161 ,546
132,948,000 12,573,226 71 ,876,078 - 84,449, 304 48,498,696
34,640,837 22,815,400 8,755,500 - 31 ,570,900 3,069,937
812 ,500 - 486, 520 - 486, 520 325,980
35, 000,000 - 10,000,000 - 10,000, 000 25,000,000
11 ,697,955 7,421 ,916 2,026,039 - 9,447, 955 2,250,000
8,621 ,475 5,015,634 2,805,841 - 7,821 ,475 800,000
2,300,000 - 1 , 100,000 - 1 , 100, 000 1 ,200,000
24, 925,000 - - 1 , 114,000 1 , 114, 000 23,811 ,000
$ 397,217,557 $ 115, 160,918 $ 161 ,625,651 $ 4,313,829 $ 281 , 100,398 $ 116, 117, 159
(4,915,645) (4,915,645) (4,915,645) -
$ 392 ,301 ,912 $ 115, 160,918 $ 156,710,006 $ 4,313,829 $ 276, 184,753 $ 116, 117, 159
10,609,543 - 9, 109,543 - 9, 109, 543 1 ,500,000
21 ,514,044 - 17,914,044 - 17,914, 044 3,600,000
4, 160,000 - 2, 160,000 - 2 , 160, 000 2,000,000
2,262 ,749 286,504 1 , 126,245 250,000 1 ,662 ,749 600,000
$ 38,546,336 $ 286,504 $ 30,309,832 $ 250,000 $ 30,846,336 $ 7,700,000
$ 430,848,248 $ 115,447,422 $ 187,019,838 $ 4,563, 829 $ 307,031 ,089 $ 123,817, 159
111
2014 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2014 2014 2014 2014 2014
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 16, 165,207 $ 82,684,668 $ 4, 164, 765 $ 22 ,673, 014 $ -
SPECIAL REVENUE FUNDS :
2000 Public Works 49,994,714 11 ,500,000 16,578,235 47, 143,474
2100 Social Services 3,068,948 8,438,837 21 ,205,333 - -
2200 Conservation Trust 365,323 - 412,000 3,000 -
2300 Contingent 34,999,314 5,000,000 - - -
2500 Health Department 2,254,270 - 3, 164,816 1 ,369,460 4,441 , 746
2600 Human Services 808, 166 - 7,452,717 523,000 12,351
2700 Solid Waste 1 ,692,781 - - 900,000 -
CAPITAL PROJECT FUNDS :
4000 Capital Expenditure 19,064,535 8,250,000 - 675, 000 1 , 000,000
GROSS TOTALS $ 128,413,258 $ 115,873, 505 $ 52 ,977,866 $ 73,286,948 $ 5,454,097
LESS INTERFUND TRANSFER: - - - - (5,454,097)
NET TOTAL $ 128,413,258 $ 115,873,505 $ 52 ,977,866 $ 73,286,948 $ -
INTERNAL SERVICE FUNDS :
6000 Motor Pool Operating 1 ,454,353 - - 8,865,647 -
6200 Health insurance 3,635,517 - - 17,914,044 -
6300 Insurance 1 ,641 ,500 2,000, 000 - 640,000 -
6400 Phone Service 1 , 100,831 - - 1 ,292,248 -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 7,832 ,201 $ 2 ,000, 000 $ - $ 28,711 ,939 $ -
GROSS TOTAL - ALL FUNDS $ 136,245,459 $ 117,873, 505 $ 52 ,977,866 $ 101 ,998,887 $ -
112
Assessed Value $7 ,014,609, 937
2014 2014 2014 2014 2014 2014
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 125,687,654 $ 64,405,367 $ 48,364,487 $ 917,800 $ 113,687,654 $ 12,000,000
125,216,423 11 ,581 ,959 53,999,464 - 65,581 ,423 59,635,000
32,713, 118 21 , 129,000 9,284, 118 - 30,413, 118 2,300,000
780,323 - 420, 323 - 420, 323 360,000
39,999,314 - 4,999,314 - 4,999, 314 35,000,000
11 ,230,292 6, 919,443 2,047,351 13,498 8,980,292 2,250,000
8,796,234 5, 146,084 2,850, 150 - 7,996,234 800,000
2,592 ,781 - 1 ,392 ,781 - 1 ,392 ,781 1 ,200,000
28, 989,535 - - 4,589,535 4,589, 535 24,400,000
$ 376,005,674 $ 109, 181 ,853 $ 123,357,988 $ 5,520,833 $ 238,060,674 $ 137,945,000
(5,454,097) (5,454,097) (5,454,097) -
$ 370,551 ,577 $ 109, 181 ,853 $ 117,903,891 $ 5,520,833 $ 232 ,606,577 $ 137,945,000
10, 320,000 - 8,820,000 - 8,820, 000 1 ,500,000
21 ,549,561 - 17,949,561 - 17,949,561 3,600,000
4,281 ,500 - 2,281 ,500 - 2 ,281 ,500 2,000,000
2, 393,079 249,429 1 ,042 ,819 250, 831 1 ,543, 079 850,000
$ 38,544, 140 $ 249,429 $ 30,093,880 $ 250,831 $ 30,594, 140 $ 7,950,000
$ 409,095,717 $ 109,431 ,282 $ 147,997,771 $ 5,771 ,664 $ 263,200,717 $ 145,895,000
11
2013 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2013 2013 2013 2013 2013
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND
FUND BALANCE TAXES REVENUE REVENUE TRANSFER
1000 General Fund $ 15,803,775 $ 70,935,740 $ 7,649,787 $ 24,491 ,741 $ -
SPECIAL REVENUE FUNDS :
2000 Public Works 31 ,401 ,640 8,975,949 10,737,377 31 ,073,480 5,000, 000
2100 Social Services 4,839,614 6,483, 126 22,560,348 - -
2200 Conservation Trust 318,904 - 450,659 2,408 -
2300 Contingent 28,018,636 11 ,980,678 - - -
2500 Health Department 1 ,464,638 - 3,092,533 1 ,609, 167 4, 169,382
2600 Human Services 915,390 - 7,424,255 493, 180 12 , 351
2700 Solid Waste 1 ,012,000 - - 1 ,440,065 -
CAPITAL PROJECT FUNDS :
4000 Capital Expenditure 15,900,060 7, 184, 197 - 384,228 4,500,000
ENTERPRISE FUNDS :
5000 Paramedic Services - - - - -
GROSS TOTALS $ 99,674,657 $ 105,559,690 $ 51 ,914,959 $ 59,494,269 $ 13,681 ,733
LESS INTERFUND TRANSFER - - - - ( 13,681 ,733)
NET TOTAL $ 99,674,657 $ 105,559,690 $ 51 ,914,959 $ 59,494,269 $ -
INTERNAL SERVICE FUNDS :
6000 Motor Pool Operating 535,231 - 1 , 372,535 9,748,398 -
6200 Health insurance 1 ,567,977 - - 15,080,595 -
6300 Insurance 2,024,606 1 ,997,895 - 229,384 -
6400 Phone Service 1 , 188,373 - - 1 ,209, 188 -
6500 Weld Finance Corp - - - - -
NET TOTAL - IS FUNDS $ 5,316, 187 $ 1 ,997, 895 $ 1 ,372,535 $ 26,267,565 $ -
GROSS TOATL - ALL FUNDS $ 104,990, 844 $ 107,557,585 $ 53,287,494 $ 85,761 ,834 $ -
114
Assessed Value $6 ,416, 128, 090
2013 2013 2013 2013 2013 2013
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FINANCING SUPPLIES PRIATIONS BALANCE
$ 118,881 ,043 $ - $ 102 ,715,836 $ - $ 102 ,715,836 $ 16, 165,207
87, 188,446 - 37, 193,732 - 37, 193,732 49,994,714
33, 883,088 - 30,814, 140 - 30,814, 140 3,068,948
771 ,971 - 406,648 - 406,648 365,323
39,999,314 - 5,000,000 - 5,000, 000 34,999,314
10, 335,720 - 8,081 ,450 - 8,081 ,450 2,254,270
8,845, 176 - 8,037,010 - 8,037,010 808, 166
2,452 ,065 - 759,284 - 759,284 1 ,692,781
27, 968,485 - - 8,903, 950 8,903, 950 19,064,535
$ 330,325,308 $ - $ 193,008, 100 $ 8,903,950 $ 201 ,912,050 $ 128,413,258
( 13,681 ,733) ( 13,681 ,733) ( 13,681 ,733) -
$ 316,643,575 $ - $ 179,326,367 $ 8,903, 950 $ 188,230,317 $ 128,413,258
11 ,656, 164 - 10,201 ,811 - 10,201 ,811 1 ,454,353
16,648,572 - 13 ,013,055 - 13,013,055 3,635,517
4,251 ,885 - 2 ,610,385 - 2 ,610,385 1 ,641 ,500
2, 397,561 179,505 1 , 117,225 - 1 ,296,730 1 , 100,831
$ 34, 954, 182 $ 179,505 $ 26,942 ,476 $ - $ 27, 121 ,981 $ 7,832,201
$ 351 ,597,757 $ 179,505 $ 206,268,843 $ 8,903, 950 $ 215,352 ,298 $ 136,245,459
11
GOVERNMENT FUNDS
2013-2015
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
ACTUAL PROJECTED BUDGET
REVENUES 2013 2014 2015
Taxes 115,265,284 125,323,505 151 ,324,346
Licenses and permits 3,341 ,876 4,550,225 4,721 ,600
Intergovernmental 51 ,914,959 52,977,866 65,272,311
Miscellaneous 25, 198,719 41 ,068,913 13,581 ,877
Fees 11 ,297,773 9,975,250 10,353,400
Charges for Services 9,950,307 8,242,560 9, 103,378
Total Estimated Financial Sources $ 216,968,918 $ 242, 138,319 $ 254,356,912
EXPENDITURES
Current:
General governemt 28,851 ,931 36,664,707 36,408,667
Public safety 47,430,385 51 ,778,225 53,828,986
Public works 39,328,747 68,094,522 94,776,330
Public health and welfare 38,895,590 39,393,410 41 ,222,080
Human services 8,037,010 8,980,292 8, 102,531
Culture and recreation 659,652 735,258 840,004
Miscellaneous 16, 123,052 17,371 ,314 29,892, 155
Capital outlay 8,903,950 4,589,535 1 , 114,000
Contingency/Reserves $ - $ 4,999,314 $ 10,000,000
Total Use of Resources $ 188,230,317 $ 232,606,577 $ 276, 184,753
Net Increase (Decrease) in Fund Balance 28,738,601 9,531 ,742 (21 ,827,841 )
Fund balance at Beginning of the Year $ 99,674,657 $ 128,413,258 $ 137,945,000
Fund Balance at End of Year - without
Unspent Contingencies/Reserves $ 128,413,258 $ 137,945,000 $ 116, 117, 159
Contingencies/Reserves Appropriated
but Unspent - - 10,000,000
Fund Balance at End of Year - with
Contingencies/Reserves $ 128,413,258 $ 137,945,000 $ 126, 117, 159
11
PROPRIETARY FUNDS
2013-2015
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
ACTUAL PROJECTED BUDGET
REVENUES 2013 2014 2015
Taxes $ 1 ,997,895 $ 2 ,000, 000 $ 2,000, 000
Intergovernmental 1 ,372 , 535 - -
Fees - - -
Charges for Services 26,267, 565 28,711 , 939 28,596, 336
Total Estimated Financial Sources $ 29,637, 995 $ 30,711 , 939 $ 30,596, 336
EXPENDITURES
Motor Pool $ 10,201 , 811 $ 8,820, 000 $ 9, 109,543
Health Insurance 13,013, 055 17,949, 561 17,914, 044
Insurance 2,610,385 2 ,281 , 500 2 , 160, 000
Phone Service 1 ,296,730 1 ,543, 079 1 ,662 ,749
Weld Finance Corp - - -
Total Use of Resources $ 27, 121 , 981 $ 30,594, 140 $ 30,846, 336
Net Increase (Decrease) in Fund Balance 2,516,014 117,799 (250, 000)
Fund balance at Beginning of the Year 5,316, 187 7,832 ,201 7,950, 000
Fund Balance at End of Year - without
Unspent Contingencies/Reserves 7,832 ,201 7,950, 000 7,700, 000
Contingencies/Reserves Appropriated
but Unspent - - -
Fund Balance at End of Year - with
Contingencies/Reserves $ 7,832 ,201 $ 7,950, 000 $ 7,700, 000
11
Weld County, Colorado
Weld Final Taxable Assessed Value 2014
Class 2013 Final Assd Value 2014 Final Assd Value Change $ Change %
Vacant $ 67,644,470 $ 62,623,500 $ (5,020,970) -7.42%
Residential $ 1 , 125, 171 ,520 $ 1 , 153,472,240 $ 28,300,720 2 .52%
Commercial $ 717, 135,660 $ 733,310,060 $ 16, 174,400 2.26%
Industrial $ 444,712, 190 $ 540,611 ,520 $ 95,899,330 21 .56%
Agricultural $ 141 ,969,440 $ 148,595,510 $ 6,626,070 4.67%
Natural Rsc $ 14,519,910 $ 14,908,830 $ 388,920 2.68%
Oil & Gas $ 3,900,510,227 $ 5,738,450,910 $ 1 ,837,940,683 47. 12%
State Assd $ 707, 171 , 100 $ 738, 109,300 $ 30,938,200 4.37%
Total Value: $ 7,118,834,517 $ 9,130,081 ,870 $ 2,011 ,247,353 28%
Less TIF Value $ (104,224,580) $ ( 160, 186,540)
Net Total: $ 7,014,609,937 $ 8,969,895,330 $ 1,955,285,393 28%
Value Changes 2013-2014 Weld Assd Value By Type
2014
Residential
7000 131
y State Assd Vacant
o 6000 - [commercial
ad �
ig 36
5000 - —
0 if Industrial
To 4000 — _ 66
N 3000
m
A
4 2000 Oil & Gas
NIA
gricultural
631
l000 Natural Rsc
n rn� _ n 01
Ja,,<:c aec` cc,eo\a\�aoy��`x\ .co��Jia\`� �
�a�&-' 4",`a\ePya,,
C11 Cf \ Class
118
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 957,673 $ 497,078 $ 1 ,454,751
PUBLIC TRUSTEE 0 $ 15,747 15,747
CLERK & RECORDER (2,971 ,507) $ 993.775 (1 ,977,732)
ELECTIONS 665,952 $ 122,509 788,461
TREASURER (2,523,264) $ - (2,523,264)
ASSESSOR 2,733,034 $ 674,995 3,408,029
COUNTY COUNCIL 48,299 $ 10,893 59,192
DISTRICT ATTORNEY 5,007,685 $ 663,404 5,671 ,089
SHERIFF 1 ,737,671 $ 2,187,824 3.925.495
CORONER 945,414 $ 265,940 1 ,211 ,354
CLERK TO THE BOARD 352,558 $ 79,630 432,188
TOTAL $ 6,953,515 $ 5,511 ,795 $ 12,465,310
MANDATED:STATE/FEDERAL COUNTY COST
NORTH JAIL $ 20,098,650 $ 3,365,352 $ 23,464,002
CENTENNIAL JAIL 2,974,551 $ 149,699 3,124,250
CONTRACT JAIL SPACE 0 $ - 0
COMMUNITY CORRECTIONS 0 $ 323,100 323, 100
SOCIAL SERVICES 8,438,837 $ 1 ,465,774 9,904,611
HUMAN RESOURCES 12,351 $ 678.240 690,591
PUBLIC HEALTH 4,320,296 $ 1 ,024,331 5,344,627
TOTAL $ 35,844,685 $ 7,006,496 $ 42,851 ,181
CRITICAL -- NON-MANDATED COUNTY COST
CRIMINAL JUSTICE INFO SYSTEM $ 662,681 $ 12,333 $ 675,014
CRIME LAB 232,155 $ 181 ,854 414,009
POLICE SERVICES (LEVEL) 8,159,349 $ 906,996 9,066;345
SHERIFF CONTRACT SERVICES 50, 160 $ - 50,160
COMMUNICATIONS-COUNTY-WIDE 4, 100,862 $ - 4, 100,862
COMMUNICATION SYSTEM DEVEL 50,000 $ - 50,000
OFFICE EMERGENCY SERVICES 290, 110 $ 110.693 400,803
DRUG TASK FORCE 121 ,557 $ 4,708 126,265
TRAFFIC ENFORCEMENT 966,870 $ 21 .756 988,626
TOTAL $ 14,633,744 $ 1 ,238,340 $ 15,872,084
119
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS 1 ,000,000 $ - $ 1 ,000,000
PLANNING & ZONING/BLDG INSP (633,685) $ 529,983 (103,702)
ANIMAL CONTROL/CODE ENFORCEMENT 223,698 $ 9,666 233,364
NOXIOUS WEEDS 912,538 $ 57,072 969,610
EXTENSION SERVICE 336,511 $ 142,061 478,572
VETERAN'S OFFICE 81 ,220 $ 20,250 101 ,470
AIRPORT 0 $ 12,611 12,611
MENTAL HEALTH 203,225 $ - 203,225
MISSILE SITE PARK 76,051 $ 7,717 83,768
COUNTY FAIR 134,114 $ 8,231 142,345
DEVELOPMENTALLY DISABLED 38,225 $ - 38,225
SENIOR COORDINATORS 19,000 $ - 19,000
VICTIM ASSISTANCE 397,340 $ 42,240 439,580
JUVENILE DIVERSION 19,425 $ 19,585 39,010
JUVENILE RESTORATIVE JUSTICE 0 $ - 0
VICTIM ADVOCATES 101 ,523 $ - 101 ,523
WASTE WATER MANAGEMENT 10,000 $ 71 ,951 81 ,951
ECONOMIC DEVELOPMENT 155,000 $ - 155,000
A KID'S PLACE 0 $ - 0
GEOGRAPHICAL INFORMATION SYSTEM 116,510 $ 38,742 155,252
COMMUNITY AGENCY GRANTS 68,831 $ - 68,831
PARKS AND TRAILS 29,000 $ - 29,000
ISLAND GROVE BUILDING 112,319 $ - 112,319
PRE-TRIAL SERVICES 806,927 $ 81 ,073 888,000
ADULT DIVERSION 59,538 $ - 59,538
RETIRMENT TRANSFER 25,000,000 $ - 25,000,000
ASSET & RESOURCE MANAGEMENT 3,334,487 $ - 3,334,487
TOTAL $32,601 ,797 $ 1 ,041 , 182 $ 33,642,979
GENERAL ASSISTANCE: $ - $ - $ -
PUBLIC WORKS $ 16,500,000 $ 2,819,827 $ 19,319,827
ENGINEERING 10,327,026 $ 317,386 10,644,412
TOTAL $ 26,827,026 $ 3,137,213 $ 29,964,239
CAPITAL:
EQUIPMENT $ - $ - $ -
BUILDINGS 0 $ - 0
TOTAL $ - $ - $ -
SUPPORT FUNCTION
COUNTY ATTORNEY $ 804,251 $ (804,251 ) $ -
BUILDING & GROUNDS 6,065,174 (6,065, 174) 0
FINANCE & ADMINISTRATION 355,872 (355,872) 0
ACCOUNTING 777,178 (777,178) 0
PURCHASING 265,297 (265,297) 0
HUMAN RESOURCES 1 ,040,700 (1 ,040,700) 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 8,094,264 (8,094,264) 0
PRINTING & SUPPLY 92,746 (92,746) 0
TOTAL $ 20,106.017 $ (20, 106,017) $ -
1
SEVEN YEAR TREND
Beginning Fund Balance
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2009 2010 2011 2012 2013 2014 2015
121
SEVEN YEAR TREND
County Expenditures
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$70 -4"
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2009 2010 2011 2012 2013 2014 2015
122
WELD COUNTY HOME RULE GOVERNMENT
County Citizens
r
County Board of County
4117
• Sheriff Clerk and
Assessor Council Commissioners Corrections, Law Enforcement, Recorder
Animal Control, Forensic Lab,
Task Force, Code Enforcement Recording, Motor Vehicle, Elections
County - — Department of
Department of Department of Department of Department of Human Services
Attorney Finance and Public Health and Public Works Planning Services
Administration Environment Commissioner
Commissioner Commissioner Coordinator
Commissioner Commissioner Coordinator Coordinator ,
Coordinator _ Coordinator .
Human Services
Health Administration Engineering Planning and Zoning
Accounting Social Services
Environmental Health Road and Bridge Building Inspection
Budget AAA
Public Health Services Board of Adjustment a
Capital Projects Child Support
International Building Code
Health Communication, Buildings and Assistance Payments
Contract Administration Education and Planning Planning Commission
Grounds I Child/Adult Protection
_
Grant Administration Board of Public Health Utility Board
Finance Division Veterans Services
Employment Services
L
Human Resources
and Supply —
Printing County Extension
General Services Office
Office of
Risk Management
Coroner Emergency
Fair Board
Special Projects Management
Justice Services
Treasurer's Office —
Purchasing
Clerk to the Board Communications
— Public Safety IT
Housing Authority Red = Elected
Information Services Positions
GIS and Mapping
Phone Services
12
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE)
2015
LAST REQUEST FINAL CURRENT TO
DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL
YEAR YEAR 2014 2015 2015 CHANGE
2013
GENERAL FUND:
Office of the Board 7. 000 7.700 8. 000 8.000 +0. 300
County Attorney 5.000 5.000 5. 000 5.000
Planning and Zoning 11 .000 13.000 15.000 16.000 +3. 000
Clerk to the Board 5.000 5.000 5.250 5.250 +0 .250
Accounting 6.000 6.000 6. 000 6.000
Finance and Administration 1 . 750 1 . 750 1 . 000 1 .000 -0.750
Clerk and Recorder 49.000 49.000 51 . 000 53.000 +4 .000
Elections 5.000 5.000 5.000 5.000
Treasurer 10.000 10.000 10. 000 10.000
Assessor 33. 500 34.000 34. 000 34.000
Human Resources 6.000 7.000 8. 000 8.000 + 1 . 000
Buildings and Grounds 28.000 28.000 29. 000 23.000 -5. 000
Information Services 0. 000 35.000 44. 000 44.000 +9. 000
Victim Witness 10.625 10.625 10.625 10.625
Juvenile Diversion 1 .000 1 .000 1 . 000 1 .000
Restorative Justice 0. 000 0. 000 1 . 000 1 .000 + 1 . 000
Purchasing 2. 500 2. 500 2 .500 2 .500
District Attorney 55.625 55.625 55.625 55.625
Coroner 6. 500 6. 500 7. 000 7.000 +0 . 500
Centennial Jail 38.000 38.000 38. 000 38.000
North Jail 197.000 204.000 204. 000 209.000 +5 .000
Sheriff 20.000 22.000 22 . 000 23.000 + 1 . 000
Victim Advocates 2.000 2.000 2 . 000 2.000
Crime Lab 2.000 2.000 2. 000 2.000
Drug Task Force 1 .000 1 .000 1 . 000 1 .000
124
LAST REQUEST FINAL CURRENT TO
DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL
YEAR YEAR 2014 2015 2015 CHANGE
2013
Sheriff Contract Services 9. 500 9. 500 9. 500 12.500 +3 . 000
Building Inspection 11 .000 11 .000 12 . 000 12.000 + 1 . 000
Police Services 63.750 64.750 64.750 65.750 + 1 . 000
Traffic Enforcement 10.000 10.000 10. 000 10.000
Communications 2.000 61 .000 61 . 000 61 .000
Criminal Justice Info. Sys. 0. 000 7. 000 7. 000 7.000
Community Corrections 1 .000 1 .000 1 . 000 1 .000
Noxious Weeds 2.000 2 .000 2 . 000 2.000
Office of Emerg . Mgmt. 2. 500 3. 000 3. 000 3.000
Justice Services 6. 500 7. 500 10.250 9. 500 +2 . 000
Adult Services 1 . 000 1 . 000 1 . 000 1 .000
Veteran's Office 1 .000 1 . 500 1 . 500 1 . 500
Missile Site 1 .000 1 .000 1 .000 1 .000
General Engineering 22.000 24.000 25. 000 26.000 +2. 000
Printing and Supply 3.000 3.000 3. 000 3.000
Fair 0. 750 1 . 000 1 .250 1 .250 +0.250
Extension Service 12.080 10. 375 10.250 10.250 -0 . 125
Animal Control/Code
Enforcement 3.000 3.000 3.000 3 .000 0
TOTAL GENERAL FUND 655.580 773.325 794.50 801 .75 +28.425
PUBLIC WORKS :
Maintenance Support 9.000 9.000 9.000 9.000
Administration 7.000 7.000 7. 000 7.000
Motor Graders 46.000 46.000 47. 000 47.000 + 1 . 000
Trucking 33.000 33.000 33. 000 33.000
Bridge Construction 28.000 28.000 28. 000 28.000
Pavement Management 13.000 13.000 15. 000 15.000 +2. 000
Mining 5.000 5.000 i 7.000 7.000 +2 . 000
TOTAL PUBLIC WORKS 141 .000 141 .000 146. 000 146.000 5.000
125
LAST REQUEST FINAL CURRENT TO
DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL
YEAR YEAR 2014 2015 2015 CHANGE
2013
HEALTH FUND:
Administration 8.000 8.000 8. 000 8.000
Health Communication 11 .250 11 .650 11 .750 11 .750 +0 . 100
Environmental Services 23.750 23.750 25.750 25.750 +2 . 000
Health Preparedness 2.600 2.700 2 .500 2 .500 -0 .200
Public Health Services 42.600 44. 125 43.700 43.700 -0.425
TOTAL HEALTH FUND 88.200 90.225 91 .700 91 .700 + 1 .475
SOCIAL SERVICES 301 . 500 306. 500 315. 500 315.500 +9. 000
HUMAN SERVICES 83. 000 83. 000 82 . 000 82 .000 - 1 .000
PHONE SERVICES 2 .000 3.000 3.000 3.000
GRAND TOTAL 1 ,271 .28 1 ,397.05 1 ,432.700 1 ,439.950 +42.900
126
GENERAL FUND
Revenue Changes
$120,000,000
$100,000,000
$80,000,000 - 02014
$60,000,000 02015
$40,000,000
$20,000,000 --
$0 1 r I F-1-1 i En I i i I to Ag
CO"Q °fie ��re e fr
ePG °4" c�eey\� °s y.*°� .y°e`\ J*a.
eti, �o, • ae ey ce Q
Gr
2015 Revenue
Total $ 146 , 271 , 790 (2014 $ 119 , 522 , 447)
Other Taxes
$200,000 Fee Accounts
0% $10,228,400
Net Property Tax 7%
$104,762,514
72%
Intergovernmental
$4,525,407
3%
Licenses/Permits
$3,667,000
2%
Charges for Services
$6,788,305
Fund Balance 5%
$12,000,000 Miscellaneous
8% $3,927,664 Fines/Forfeitures
3% $172,500
0%
127
GENERAL FUND
EXPENDITURE CHANGES
$60,000,000 - - -
$50.000,000
$40,000,000 ■2014
O2015
$30,000,000
$20,000,000
$10.000,000
SO
Public Safety General Gov. Health & Human Serv. Misc. Auxilary Public Works Culture/Rec.
Welfare
2015 Expenditures
Total $ 135, 110 , 244 (2014 $ 107 , 005, 862)
Human Serv.
$293.407
0%
Health & Welfare
Auxilary
$4,523,521
Misc. $420,131
3% 1 $28,955,022 0%
General Gov. 22%
$36,408,667
27% ;: ` Public Works
_ $10,327,026
8%
Culture/Rec.
�> $353,484
0%''''. •^ .,.,�,�,_ a =r
Public Safety
$53,828,986
40%
128
SEVEN YEAR TREND
General Government
$40
$35 -
$30
$25
Co
$20
$15 -
$ 10 -
$5 -
$0
2009 2010 2011 2012 2013 2014 2015
129
SEVEN YEAR TREND
Public Safety
$60
$50
$40
0 $30
$20
$10
$0
2009 2010 2011 2012 2013 2014 2015
130
SEVEN YEAR TREND
Health & Welfare
$60
$50
$40 -
0 $30
$20
$10
$0 L
2009 2010 2011 2012 2013 2014 2015
131
GENERAL FUND S UMMA R Y
The General Fund is funded at the level of $ 135, 110,244 up $28, 104, 382 . Without including
adjustments for cost of living , and salary step increases, the budget for general government
functions is up $2 , 156,002 . 2015 will have just a mail general election resulting in lower costs of
$568,461 . Motor Vehicle has four additional Office Tech II/III positions ($ 172 ,004) due to the
workload increase in Motor Vehicle with increased vehicle sales and transactions. Under the
District Attorney the new Juvenile Restorative Justice program has been added in response to
the passage of HB 12- 1254. The program will cost $ 122 ,973, but is fully funded from state court
fees. Finance is down $203,497 with the mid-year combining of the Finance Director and
Budget Director positions into one. Human Resources' budget is up $73,578 for an additional
HR Generalist position approved mid-year along with addition funds for training and advertising
for vacant positions. The Planning Department is down $66,654 with the transfer of two
engineering positions ($353, 317) from the Engineering budget the chargebacks for services
from the Engineering budget were reduced by $471 ,266. In the final budget an Oil and Gas
Liaison/Coordinator position ($93,481 ) was added to deal with oil and gas issues. Building and
Grounds is up $ 136,911 primarily for increased costs of utilities, services and supplies to
maintain all county facilities. The budget also reflects one Building Maintenance Worker III
position ($67, 861 ) addition to provide a low voltage technician to troubleshoot and repair
cameras, security systems, speaker systems, and fire alarm systems with the goal of eliminating
the outsourcing of these repairs for a cost savings to the County. In the final budget the Board
approved the transfer of 6 FTE for the custodian/maintenance jail inmate supervision function to
the North Jail budget from Building and Grounds for a total reduced cost of $328,315.
The 2015 budget will be the first budget year that Weld County will have had an opportunity to
completely evaluate the staffing , organizational , and capital needs of the county's information
technology 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. The new organizational structure will allow the department
to be dynamic and flexible as technology continues to be an integral part of our daily work lives.
This organizational support framework will provide Weld County a model for IT support success.
It blends additional resources for both technical and leadership positions and provides a strong
focus on creating a team environment. The change creates a county department that will
embrace project management, customer service, and still retain the technical focus that is
needed for an organization to be dynamic enough to meet the day-to-day activities, but also be
innovative and forward thinking . The County's goal is to provide a reliable, 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 and best
practices for business transformation and improved service delivery in the future.
Personnel Services for IT are up $629,006 with 44 FTE . The staffing level and organizational
structure was approved by the Board mid-year 2014 to support the IT needs in the county.
Supplies are up $ 1 ,210,900. The big increases are $981 ,400 for a PC refresh , $50, 000 for
monitor refresh , software, and other miscellaneous supplies. Purchased supplies are up
$19, 504 primarily for training . Capital is funded at $2,673,912, up $ 1 ,873,264 compared to
2014. The 2015-2019 Five Year IT Capital Plan averages $ 1 , 183, 100 per year. 2015 is a catch
up year and when it is accounted for the average annual amount for capital will drop to
approximately $ 1 , 000,000 per year. The operating costs for PC refresh and Microsoft licensing
will be $ 1 , 300,312. In doing a 2016-2020 replacement plan the average annual amount for
these items will be approximately $860,000. After the 2015 catch-up expenses are funded the
long term capital , PC refresh , and Microsoft upgrade average annual funding requirement will
be $ 1 ,930,000 less. The result is although the 2015 IT budget is $8,094,264 after the 2015
catch expenses are incurred the average annual ongoing costs will be approximately
132
$6,200,000. Due to the one-time additional resources budgeted in the 2015 IT budget the
Innovation and Technology Projects budget was reduced by $ 1 ,000,000.
Public safety functions are up $758, 106 in the budget. The Sheriff increased costs in the
recommended budget by $605,421 . There are no additional positions requested by the Sheriff.
The Sheriff's increases are primarily associated with the jail , which will experience some
inflationary cost increases and added costs from additional inmates to be served for medical
services ($ 110,465) and food services ($59,351 ). Counting the 54 beds put into service this
year there are 95 extra beds which allow the delay for any new jail construction until the 2018-
2020 timeframe. Sheriff's Office capital is down $22 ,350, and uniform costs are up $32, 000.
Other expenditures in the Sheriff's office are stable at the current level . The Criminal Records
Management IGA with the City of Greeley in the amount of $545,066 was transferred from the
Criminal Justice Information System (CJIS ) budget to the Sheriff's Operations budget, since
they are the users of the service. The Community Corrections budget is up $274,004 with all
costs being offset by state revenues. Justice Services has requested two Pretrial Service
Specialist positions ($ 121 , 138) for Pretrial Services to handle the additional evaluation
workloads with passage of HB 13- 1236 encouraging judges to rely less on monetary bond
schedules, and to use Pretrial Services more. The additional positions will produce cost
avoidance in the jail and generate approximately $5,000 in service fees. The Coroner is
requesting that the part-time clerical position be funded full-time ($30,715), and capital
expenses are up $29,649 . Building Inspection is up $71 ,423 for an additional Electrical
Inspector and an upgrade of a Lead Inspector position ($3,261 ). The Noxious Weeds budget is
up $54, 940 to fund an addition seasonal mowing position ($15,290), $30,000 to fund tub
grinding of trees, and $ 12 ,000 to rent two mowers.
The Weld County Regional Communication Center (WCRCC) budget is down $236, 137 in gross
costs and down $584,565 in net costs. On the expense side of the budget all the costs of the
WCRCC are included in this budget for a total cost of $7,026,617. The budget includes the
added costs for the back-up communications center opened in July of this year. Of the total
costs E911 will pay $2,026, 158. The personnel costs are lower in 2015 due to actual costs of
the 61 FTE assigned to the WCRCC and the realignment of information technology staff to
Criminal Justice Information System (CJIS) and Information Technology budgets. The CJIS
budget is down $517,975 primarily due to the transfer of the Criminal Records Management IGA
costs to the Sheriff's Operations budget. There is $ 166,678 included for computer equipment.
The Commissioners made the decision mid-year to replace the Spillman public safety
information technology system with a new system . The new system was paid for with 2014
funds, but will be fully implemented during 2015.
Engineering is funded at $ 10,327,026. The budget includes $7, 130,000 for design fees for the
Weld County Road (WCR) 49 south corridor ($4,880,000), WCR 49/47 north corridor
($2 ,000,000), and the RAMP project design of WCR 74/SH 392 intersection improvements
($250,000). The Board added a position ($84, 011 ) to administer the Municipal Separate Storm
Sewer (MS4) storm water management program . General Fund's subsidy to the Public Health
Department is up $445,833 due to anticipated salary step and cost-of-living increases, plus
health insurance costs being up due to more participation in the plan . With the underfunding of
the Weld County Retirement Plan the Board has 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 over $ 1 million . The county stopped paying
the fees in the 1980's, so the $25,000,000 in the final budget is to not only pay the current fees,
but reimburse for the years that the General Fund did not pay due to surplus funding . The
added funding will help make the plan fully funded by the end of the year. The amount is
$15, 000, 000 more than last year. An increase of $ 1 , 155,554 is included for other General Fund
departments' anticipated salary step and cost-of-living increases in 2015. Health insurance has
no rate increase for employees or the employer in 2015.
133
The available resources to the General Fund are $ 146,271 ,790 compared to $ 119,522,447 in
2014, up $26,749, 343. Property taxes are budgeted at $ 114,785,509 with a personal property
tax adjustment of ($ 10,022 ,995) for a net $ 104,762,514, up $22 , 077,846. Revenue from interest
earnings remain at $ 1 , 100,000 for 2015, as interest rates are projected to remain low through
2015. Planning and Building Inspection fees are up $ 1 , 185,000 due to all the new oil and gas
activity in the County and some upturn in development. Intergovernmental revenues are up
$360,642 primarily due to higher Community Correction grants of $274,004, and the new
Juvenile Restorative Justice grant ($ 122 ,973). Charges for Services are up $632,056 primarily
from charges related to the WCRCC ($348,428), and Elections ($230, 000). Fines from traffic
enforcement have dropped $ 132,000 due to staffing issues and historical revenue patterns.
Indirect cost recovery is up $72, 169. Revenue from Clerk and Recorder fees are up $400,000
as vehicle sales and housing sales have recovered , and all the recording activity from oil and
gas activity. All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $ 12 ,000,000 for 2015. An estimated ending
fund balance of $11 , 161 , 546 is projected for year-end . The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent
with the anticipated ending fund balances for the last few years. It is prudent fiscal
management for Weld County to maintain an anticipated fund balance of this level to respond to
unforeseen needs of the citizens of Weld County in 2015 and future years.
134
GENERAL FUND
SUMMARY OF REVENUES
2015
2014 2015 2015 2015
Fund Org Acct Account Title Budget Request Recommend Final
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES 82,684,668 91 ,512,514 91 ,512,514 114,785,509
1000 90100 4116 PROPERTY TAX ADJUSTMENT (123,726) 0 0 (10, 138, 192)
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE 123,726 0 0 115,197
1000 90100 4150 TOBACCO PRODUCTS 150,000 200,000 200,000 200,000
TOTAL TAXES 82,834,668 91 ,712,514 91 ,712,514 104,962,514
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE 6,000 7.000 7,000 7,000
1000 17100 4221 PERMITS 375,000 410,000 410,000 410,000
1000 25100 4222 BUILDING 1 ,200,000 1 ,850.000 1 .850,000 1 ,850,000
1000 25100 4224 ELECTRICAL 400,000 600,000 600,000 600,000
1000 25100 4226 PLAN CHECK 500,000 800,000 800,000 800,000
TOTAL LICENSES AND PERMITS 2,481 ,000 3,667,000 3,667,000 3,667,000
INTERGOVERNMENTAL
1000 90100 4318 PAYMENT IN LIEU OF TAXES 2,000 2,000 2,000 2,000
1000 15100 4336 REIMBURSEMENTS 120,280 122,148 122, 148 122, 148
1000 21210 4336 REIMBURSEMENTS 25,000 25,000 25,000 25,000
1000 24410 4336 REIMBURSEMENTS 16,000 16,000 16,000 16,000
1000 15200 4340 GRANTS 65,030 71 ,970 71 ,970 65,504
1000 15250 4340 GRANTS 0 121 ,904 121 ,904 122,973
1000 15300 4340 GRANTS 144,000 141 ,000 141 ,000 141 ,000
1120 15300 4340 GRANTS 39,784 39,784 39,784 39,784
1130 15300 4340 GRANTS 125,755 125,755 125,755 125,755
114006 15300 4340 GRANTS 16, 180 16, 180 16,180 16, 180
1000 21300 4340 GRANTS 60,800 60,800 60,800 60,800
1000 24200 4340 GRANTS 102,656 108,195 108, 195 108,195
114014 24220 4340 GRANTS 0 2,834,865 2,834,865 2,834,865
116013 24220 4340 GRANTS 2,566,400 0 0 0
1000 26200 4340 GRANTS 70,500 70,500 70,500 38,000
1000 96400 4340 GRANTS 2,400 2,400 2,400 2,400
1000 90100 4352 THORNTON 54,000 54,000 54,000 54,000
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 465,305 465,305 465,305 348,936
1000 21200 4354 CITIES AND TOWNS 31 ,040 31 .040 31 ,040 31 ,040
1000 21300 4354 CITIES AND TOWNS 2,000 2,500 2,500 2,500
1000 24410 4354 CITIES AND TOWNS 250,000 250,000 250,000 250,000
1000 90100 4357 SOUTH FIRESTONE URA 5,635 5,635 5,635 118,327
TOTAL INTERGOVERNMENTAL 4,164,765 4,566,981 4,566,981 4,525,407
CHARGE FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES 5,949 7, 164 7,164 7,164
1000 11200 4410 CHARGE FOR SERVICES 70,000 300,000 300,000 300,000
1000 15100 4410 CHARGE FOR SERVICES 35,000 69,000 69,000 69,000
1000 15200 4410 CHARGE FOR SERVICES 7,000 7.000 7,000 3,500
1000 17350 4410 CHARGE FOR SERVICES 50,000 50.000 50,000 50,000
1000 17600 4410 CHARGE FOR SERVICES 243,500 243,500 243,500 243,500
1000 21100 4410 CHARGE FOR SERVICES 463,500 420,207 420,207 420,207
1000 21220 4410 CHARGE FOR SERVICES 956,653 956,653 956,653 1 ,163,650
1000 22100 4410 CHARGE FOR SERVICES 2,523,231 2,728,961 2,728,961 2,728,961
1000 22400 4410 CHARGE FOR SERVICES 312,991 311 ,973 311 ,973 311 ,973
1000 24100 4410 CHARGE FOR SERVICES 25,000 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 332,500 332,500 332,500 332,500
1000 24420 4410 CHARGE FOR SERVICES 964,325 964,350 964,350 964,350
1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 6,000
1000 50100 4410 CHARGE FOR SERVICES 2,000 2,000 2,000 2,000
1000 90100 4410 CHARGE FOR SERVICES 600 0 0 0
1000 90100 4420 PARKING 23,500 21 ,000 21 ,000 21 ,000
1000 13100 4430 SALE OF SUPPLIES 500 500 500 500
1000 15100 4430 SALE OF SUPPLIES 85,000 85,000 85,000 85,000
1000 17100 4430 SALE OF SUPPLIES 1 ,000 1 ;000 1 ,000 1 ,000
1000 17600 4430 SALE OF SUPPLIES 34,000 34,000 34,000 34,000
TOTAL CHARGE FOR SERVICES 6,156,249 6,584,808 6,584,808 6,788,305
FINES
1000 21210 4510 FINES 272,500 140,500 140,500 140,500
1000 90100 4510 FINES 32,000 32.000 32,000 32,000
TOTAL FINES 304,500 172,500 172,500 172,500
135
GENERAL FUND
SUMMARY OF REVENUES
2015
2014 2015 2015 2015
Fund Orq Acct Account Title Budget Request Recommend Final
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 1 ,100,000 1 ,100,000 1 ,100,000 1 ,100,000
1000 22100 4624 RENTS FROM BUILDINGS 54,096 57,114 57, 114 57,114
1000 90100 4624 RENTS FROM BUILDINGS 470,206 475,909 475,909 475,909
1000 90100 4650 OVERHEAD 1 ,936,618 2,112,910 2,112,910 2,008,787
1000 21200 4670 REFUND OF EXPENDITURE 10,000 10,000 10,000 10,000
1000 21260 4670 REFUND OF EXPENDITURE 134,595 134,595 134,595 135,674
1000 22100 4670 REFUND OF EXPENDITURE 0 0 0 139,680
1000 23200 4680 OTHER 500 500 500 500
TOTAL MISCELLANEOUS 3,706,015 3,891 ,028 3,891 ,028 3,927,664
FEES
1000 12100 4720 ADVERTISING FEES 35,000 40,000 40,000 40,000
1000 10300 4730 OTHER FEES 59,500 7,650 7,650 7,650
1000 11100 4730 OTHER FEES 6,000,000 6,400,000 6,400,000 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 40.000 40,000 40,000
1000 15100 4730 OTHER FEES 2,000 2,000 2,000 2,000
1000 24410 4730 OTHER FEES 186,750 186,750 186,750 186,750
1000 90100 4740 FEES, CABLE FRANCHISE 52,000 52.000 52,000 52,000
TOTAL FEES 9,875,250 10,228,400 10,228,400 10,228,400
TOTAL GENERAL FUND 109,522,447 120,823,231 120,823,231 134,271 ,790
136
GENERAL FUND
SUMMARY OF EXPENDITURES
2015
2014 2015 2015 2015
Fund Org Expenditure Function Budget Request Recommend Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 941 , 170 955,786 955,786 957,673
1000 10200 COUNTY ATTORNEY 789, 195 791 ,310 791 ,310 804,251
1000 10400 CLERK TO THE BOARD 314,224 325,819 325,819 359,722
1000 11100 COUNTY CLERK 953, 181 926,285 926,285 941 ,485
1000 11200 ELECTIONS AND REGISTRATION 1 ,527,771 959,310 959,310 965,952
1000 11300 MOTOR VEHICLE 2,261 ,230 2,378,451 2,378,451 2,487,008
1000 12100 TREASURER'S OFFICE 924,759 978,771 978,771 1 ,016,736
1000 13100 ASSESSOR 2,688,567 2,688,567 2,688,567 2,773,534
1000 14100 COUNTY COUNCIL 47,736 47,736 47,736 48,299
1000 15100 DISTRICT ATTORNEY 5, 191 ,248 5,231 ,248 5,231 ,248 5,285,833
1000 15200 JUVENILE DIVERSION 99,502 102,985 102,985 88,429
1000 15250 RESTORATIVE JUSTICE 0 121 ,904 121 ,904 122,973
1000 15300 VICTIM WITNESS 514,947 515,534 515,534 538,340
1120 15300 VICTIM WITNESS 39,784 39,784 39,784 39,784
1130 15300 VICTIM WITNESS 125,755 125,755 125,755 125,755
114006 15300 VICTIM WITNESS 16, 180 16, 180 16, 180 16, 180
1000 16100 FINANCE 560,369 355,872 355,872 355,872
1000 16200 ACCOUNTING 717,985 723,236 723,236 777, 178
1000 16300 PURCHASING 255,923 262,361 262,361 265,927
1000 16400 PERSONNEL 835,036 952,993 952,993 1 ,040,700
1000 17100 PLANNING OFFICE 1 ,767,495 1 ,607,360 1 ,607,360 1 ,700,842
1000 17200 BUILDINGS AND GROUNDS 6,099,343 6,236,254 6,236,254 6,065, 174
1000 17300 INFORMATION SERVICES 4,360,942 8,094,264 8,094,264 8,094,264
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 267,099 166,510 166,510 166,510
1000 17375 INOVATION AND TECHNOLOGY PROJECTS 2,000,000 1 ,000,000 1 ,000,000 1 ,000,000
1000 17600 PRINTING AND SUPPLY 365,266 365,266 365,266 370,246
TOTAL GENERAL GOVERNMENT 33,664,707 35,969,541 35,969,541 36,408,667
PUBLIC SAFETY
1000 21100 SHERIFF ADMINISTRATION 2,055,306 2,087,528 2,087,528 2, 157,878
1000 21200 SHERIFF'S OPERATIONS 7,565,563 7,538,665 7,538,665 8,200,389
1000 21210 TRAFFIC CONTROL 1 ,087,374 1 ,085,369 1 ,085,369 1 , 132,370
1000 21220 MUNICIPAL CONTRACT SERVICES 914,257 922, 193 922, 193 1 ,213,810
1000 21230 ORDINANCE 88 ENFORCEMENT 216,081 215,869 223,698 223,698
1000 21260 REGIONAL LAB 336,643 361 ,530 361 ,530 367,829
1000 21300 VICTIM ADVOCATES 162, 147 162,547 162,547 164,823
1000 21410 DRUG TASK FORCE 112, 144 112, 144 112, 144 121 ,557
1000 22100 COMMUNICATIONS SERVICE 7,262,754 7, 180,852 7, 180,852 7,026,617
1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 50,000 50,000 50,000
1000 22400 CRIMIAL JUSTICE SYSTEM 1 ,492,629 1 ,519,720 1 ,519,720 974,654
1000 23200 COUNTY CORONER 843,361 904,867 904,867 945,914
1000 24100 JUSTICE SERVICES 622, 120 811 ,456 744,258 836,927
1000 24150 ADULT DIVERSION 64,953 64,953 64,953 73,538
1000 24200 COMMUNITY CORRECTIONS-ADMIN 102,656 108, 195 108, 195 108, 195
116013 24220 COMMUNITY CORRECTIONS-SERVICES 2,566,400 0 0 0
116014 24220 COMMUNITY CORRECTIONS-SERVICES 0 2,834,865 2,834,865 2,834,865
1000 24410 NORTH JAIL COMPLEX 20,202,728 20,416,082 20,416,082 20,883,900
1000 24420 CENTENNIAL JAIL 3,851 ,231 3,891 ,939 3,891 ,939 3,938,901
1000 25100 BUILDING INSPECTION 1 , 159,889 1 ,234,649 1 ,234,649 1 ,326,473
1000 26100 WEED AND PEST 811 ,935 866,875 866,875 918,538
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 298,054 298,054 298,054 328, 110
TOTAL PUBLIC SAFETY 51 ,778,225 52,668,352 52,608,983 53,828,986
PUBLIC WORKS
1000 31100 ENGINEERING 2,513,099 10,203,015 10,203,015 10,327,026
CULTURE AND RECURATION
1000 50100 MISSILE PARK 86,292 78,051 78,051 78,051
1000 50200 PARKS AND TRAILS 29,000 29,000 29,000 29,000
TOTAL CULTURE AND RECURATION 115,292 107,051 107,051 107,051
1
GENERAL FUND
SUMMARY OF EXPENDITURES
2015
2014 2015 2015 2015
Fund Org Expenditure Function Budget Request Recommend Final
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS 14,250 14,250 14,250 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 203,225 223,225 203,225 203,225
1000 56150 A KID'S PLACE 7,942 7,942 7,942 0
1000 56160 COUNTY CONTRIBUTIONS 10,000,000 10,000,000 10,000,000 25,000,000
1000 56160 COUNTY CONTRIBUTIONS 3,886,814 4,332,647 4,332,647 4,332,647
TOTAL HEALTH AND WELFARE 14,160,456 14,626,289 14,606,289 29,603,097
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 144,700 165,000 144,700 155,000
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 700,535 700,535 700,535 610,535
1000 90150 COMMUNITY AGENCIES GRANTS 67,060 191 ,831 63,331 68,831
1000 96100 EXTENSION 335,432 336,511 336,511 336,511
1000 96200 FAIR 106,680 131 ,812 131 ,812 134, 114
1000 96400 VETERANS 82,795 82,795 82,795 83,620
1000 96500 ISLAND GROVE BUILDINGS 92,990 112,319 112,319 112,319
1000 96600 ASSET AND RESOURCE MANAGEMENT 3,243,891 3,334,487 3,334,487 3,334,487
1000 99999 SALARY CONTINGENCY 0 1 , 155,554 1 , 155,554 0
TOTAL MISCELLANEOUS 4,629,383 6,045,844 5,917,344 4,680,417
TOTAL GENERAL FUND 107,005,862 119,785,092 119,556,923 135,110,244
1
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major
department is overseen by one Commissioner, with each Commissioner serving as an assistant
in another area, on a rotating basis each year. Statutory duties also include sitting as the Board
of Equalization to hear appeals on tax assessments; sitting as the County Board of Social
Services; and filling , by appointment, all vacancies in county offices except the Board of
Commissioners.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 757, 956 $ 813,820 $ 828,436 $ 830,323
Supplies 1 ,605 1 ,700 1 ,900 1 ,900
Purchased Services 106,613 125,650 125,450 125,450
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 866, 174 $ 941 , 170 $ 955,786 $ 957,673
Revenue 0 0 0 0
Net County Cost $ 866, 174 $ 941 , 170 $ 955,786 $ 957,673
Budgeted Positions 7.70 7.70 8.00 8.00
SUMMARY OF CHANGES: Due to the increased workload associated with the public
information social media function in the county on May 21 , 2014, the Board authorized the
Communications Specialist position to go from 28 hours per week to 40 hours per week
effective July 1 , 2014. The increased annual cost is $ 14,616. Supplies were increased by $200
for food for meetings. Phone costs were increased $4,000 with an equal offset in travel and
meeting costs. Memberships include CCI ($55 ,000), NACO ($4, 000), Accelerate Colorado
($5,000), NENA ($500), and conference registrations ($3,250). All other accounts are
unchanged .
Final budget adjustments include an increase in salaries of $ 1 ,887.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
139
OFFICE OF THE BOARD
(CONTINUED)
1000- 10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
7
FTE s per 10, 000/capita 0.259 0.280 0.282
Per capita cost (county support) $3 .27 $3.42 $3.38
Goal ES1: Enable County departments and its service partners to deliver quality customer service.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES 1-1 : Clearly- Citizen satisfaction feedback for High High High
defined performance service delivery departments
expectations and
standards
ES 1 -2: Conveniently Resident and visitor satisfaction High High High
accessed and easy-to- feedback with County services
use services
ES 1-3: Unity of
County service
delivery
ES 1 -4: Satisfied
customers
Goal ES2: Enhance community access to reliable information regarding services and County government
issues.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES2-1 : Easily Community satisfaction with High High High
accessible information information availability
regarding County
services and programs Customers awareness of services High High High
(priority outcome) provided by Weld County government
ES2-2: Positive image Percent of residents with a positive 90% 90% 90%
of County government image of Weld County government
140
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 $ 643,759 $ 683,246 $ 683,246 $ 696, 187
Supplies 1 , 031 2 ,000 2,000 2,000
Purchased Services 257,939 103,949 106, 064 106, 064
Fixed Charges 40 0 0 0
Capital 0 0 0 0
Gross County Cost $ 902,769 $ 789, 195 $ 791 , 310 $ 804,251
Revenue 0 0 0 0
Net County Cost $ 902 , 769 $ 789, 195 $ 791 ,310 $ 804,251
Budgeted Positions 5 5 5 5
SUMMARY OF CHANGES: The budget is up $2, 115. There is an increase of $ 1 ,200 for the
West Law services; the chargeback for clerical support from the Clerk to the Board is up $ 1 ,215
with an offsetting reduction in postage of $300.
Final budget adjustments include an increase in salaries of $ 12, 941 .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
141
COUNTY ATTORNEY
(CONTINUED)
1000- 10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# of new requests for legal assistance 480 500 500
# of new mental health cases 70 70 70
# of new code violations 120 120 120
Efficiency Measures
FTE s per 10,000/capita 0. 185 0. 182 0. 176
Per capita cost (county support) $3.34 $2.92 $2.84
Number 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
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES3- 1 : Efficient Client satisfaction of elected officials and
and effective legal department heads 99% 99% 99%
representation of
Weld County
142
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
Supplies 126 0 0 0
T
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 126 $ 0 $ 0 $ 0
Revenue 188,245 59,500 7 ,650 7,650
Net County Cost $ 188, 119
$ - 59,500 $ - 7,650 $ - 7,650
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 $7,650, will be transferred to the General
Fund in 2015. The amount is $51 ,850 less than 2014 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 .
143
PUBLIC TRUSTEE
BUDGET 2014
INCOME
Release income after Recording Fees $ 180,000
Foreclosure income from Statutory Fees 195 ,000
Interest Earned on Balances 1 , 000
Total Income $ 376,000
EXPENSES
Personnel :
Public Trustee Salary $ 72 ,500
Staff Salaries 142,000
Temporary Labor 0
FICA Contribution 17,000
SUTA Taxes 500
Retirement Plans 10,600
Medical Insurance 42,000
Education/Training 1 ,800
Misc./Other 250
Total Personnel $ 286,650
Operating Expenses :
Accounting/Auditing/Legal Services $ 25,000
Building/Office Rental/Storage 27,000
Dues and Meetings 2,000
Equipment Maintenance/Rental 6,600
IT Support 9,000
Office Supplies 3,000
Postage 400
Misc/Other 2,000
Telephone/Utilities 3,600
Travel/Mileage 600
Total Operating $ 79,200
Capital Outlay:
Software (upgrade/new) $ 2 ,500
Computer Hardware 0
Office Furniture 0
Total Capital Outlay $ 2, 500
Total Expenses $ 368,350
NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 7,650
144
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
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 $ 254, 868 $ 289,948 $ 289,948 $ 323,851
Supplies 39, 121 22 ,300 33,435 33,435
Purchased Services 13,630 7,925 9,600 9,600
Fixed Charges -6,324 - 5,949 - 7 , 164 - 7, 164
Capital 0 0 0 0
Gross County Cost $ 301 ,295 $ 314,224 $ 325,819 $ 359,722
Revenue 13,786 5,949 7, 164 7, 164
Net County Cost $ 287, 509 $ 308,275 $ 318,655 $ 352 ,558
Budgeted Positions 5 5 5.25 5.25
SUMMARY OF CHANGES: On May 12 , 2014, the Board approved a restructure of the
department's staffing with the retirement on an Office Tech IV, which allowed the addition of a
0.25 FTE Office Tech III at no additional cost. Supplies are up $11 , 135 due to the budgeting of
the software cost for Tyler Minutes in this budget. Purchased Services are up $ 1 ,675 primarily
due to publishing costs associated with the County Code from Colorado Code. Other accounts
were adjusted for historical expenditure patterns. Chargeback for back-up clerical support for
the County Attorney is up $ 1 ,215. Revenues are up $ 1 ,215 for clerical back-up coverage for
Phone Services. Net county costs are up $ 10,380.
Final budget adjustments include an increase in salaries of $33,903.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . All increases
appear justified .
BOARD ACTION: Approved as recommended .
145
CLERK TO THE BOARD
(CONTINUED)
1000- 10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings transcribed 200 200 200
Number of images optically scanned 60,000 60,000 60,000
Number of BOE appeals processed 750 50 750
Efficiency Measures
FTE's per 10,000/capita 0. 185 0. 182 0. 185
Per capita cost (county support) $1 .06 $1 . 12 $1 .24
Cost per meeting/hearing $1 ,437.55 $1 ,541 .38 $1 ,762.79
Goal ES4: To improve service, increase efficiency and provide greater information access and exchange
between the County Commissioners and the citizens of Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATORS)
ES4- 1 : User Percent of users (residents, visitors,
friendly employees, etc.) satisfied with services
government and information 99% 99% 99%
information and
services
ES4-2: Timeliness Percent of Commissioner and
of provision of departmental records (current and
public records historical) electronically scanned and 99% 99% 99%
available upon request or accessible via
Tyler Web
ES4-3: 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
146
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 $ 694,930 $ 749,981 $ 749,981 $ 765, 181
Supplies 59,575 107,475 87,475 87,475
Purchased Services 60,376 80,725 73,829 73, 829
Fixed Charges 10,737 15,000 15,000 15,000
Capital 0 0 0 0
Gross County Cost $ 825,618 $ 953, 181 $ 926,285 $ 941 ,485
Revenue 6,392 , 187 6,000,000 6,400,000 6,400,000
Net County Cost $ - 5,566,569 $ - 5,046,819 $ - 5,473,715 $ - 5,458,515
Budgeted Positions 8 FTE Recording 8 FTE Recording 8 FTE Recording 8 FTE Recording
3 FTE Admin. 3 FTE Admin. 3 FTE Admin. 3 FTE Admin.
SUMMARY OF CHANGES: Office supplies are down $20, 000, and postage is down $6,896.
No other expenditure changes.
Revenue is up $400,000 due to vehicle sales and recording activity being up due to oil and gas
activity and mortgage refinancing .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . There have been
discussions about not charging for web access to Recording records. The estimated revenue
loss is estimated to be between $275,000-$300,000 per year. Policy issue.
BOARD ACTION: Approved as recommended . Salary and benefit amounts reflect the Clerk
and Recorder's $ 102 ,500 salary amount approved by the County Council October 20, 2014.
The web access is still under study with Information Services. Based upon a preliminary
analysis there does not appear there would be a significant loss in revenue to provide web
access. Current subscribers would continue to pay for the subscriptions for the other benefits
that they receive. Therefore, revenue was not adjusted .
147
RECORDING/ADMINISTRATION
(CONTINUED)
1000- 11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 88,528 78,043 85,847
Number of copies produced 242, 181 104,214 114,635
Number of marriage licenses issued 1 ,563 1 ,584 1 ,742
Number of civil union licenses issued 53 19 21
Efficiency Measures
FTE's per 10,000/capita — Recording 0.296 0.291 0.282
Per capita contribution $3.05 $3.46 $3.32
Number of documents recorded per FTE 11 ,066 9,755 10,731
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.
PRELIMINARY
DESIRED PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
ES5- 1 : Receive 100% accuracy with 99.5% 99.5% 99.5%
documents for indexing and verification
recording and
electronic
recording
ES5-2: Educate Posted educational signs 15 15 15
citizens on the
research process Website updates 4 4 4
ES5-3 : Provide Customer satisfaction 0 complaints 0 complaints 0 complaints
access for copies
148
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration , maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel , services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 355, 964 $ 675,667 $ 417,817 $ 424,459
Supplies 154,260 569, 190 311 , 314 311 , 314
Purchased Services 83, 182 267, 160 218,605 218 ,605
Fixed Charges 7,519 15,754 11 ,574 11 ,574
Capital 0 0 0 0
Gross County Cost $ 600,925 $ 1 ,527,771 $ 959,310 $ 965,952
Revenue 402 ,453 70,000 300,000 300,000
Net County Cost $ 198,472 $ 1 ,457,771 $ 659,310 $ 665,952
Budgeted Positions 5 5 5 5
SUMMARY OF CHANGES: 2015 will be an off-year election year requiring only one General
Election with lower turnout. The net result is a drop in net county costs of $798 ,461 . The budget
is funded for a mail election .
In the final budget revenue is $300,000 due to the fees charged other entities for the
consolidated election .
Final budget adjustments include an increase in salaries of $6,642.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
149
ELECTIONS (CONTINUED)
1000- 11200
PERFORMANCE MEASURES
•
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 344,349 356,492 392, 141
Revenue generated from elections $402,453 $70,000 $300,000
Efficiency Measures
FTE'S per 10,000/capita 0. 185 0. 182 0. 176
Per capita cost (county support) $0.73 $5.30 $2.35
Transactions per FTE 68,870 71 ,298 78,428
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.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ES6- 1 : 100% of vote centers are ADA compliant 100% 100% 100%
Opportunities for
every eligible
registered voter to
conveniently cast a
vote
ES6-2: Votes 100% accuracy between votes cast and votes
counted and reported 99.9% 99.9% 99.9%
reported accurately
and in a timely
manner
ES6-3: Integrity 100% accuracy between votes cast and votes 100% 100% 100%
of voter records reported
maintained
ES6-4: Educated Measured by the percent of voter turn-out 90% 90% 90%
voters
ES6-3: Voter Press Releases 8 8 8
Outreach
Direct Mailings 8 8 8
Website announcements 4 4 4
150
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000- 11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership
tax, sales tax, and files chattel mortgages on motor vehicles, processes title applications,
maintains files on all titles and license plates issued in Weld County, and provides law
enforcement agencies with vehicle registration information .
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1 ,982 ,581 $ 2 ,079,789 $ 2 , 165,791 $ 2 ,274,348
Supplies 16,748 16,720 16,720 16,720
Purchased Services 175,209 164,721 195,940 195, 940
1 1
Fixed Charges 945 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2, 175,483 $ 2,261 ,230 $ 2 ,378,451 $ 2,487,008
Revenue 0 0 0 0
Net County Cost $ 2, 175,483 $ 2 ,261 ,230 $ 2 ,378,451 $ 2 ,487,008
35 Full-time 35 Full-time 37 Full-time 39 Full-time
Budgeted Positions
3 Part-time 3 Part-time 3 Part-time 3 Part-time
SUMMARY OF CHANGES: Personnel Services include two additional Office Tech II/III
positions ($86,002) due to the workload increase in Motor Vehicle with increased vehicle sales
and transactions. Purchased services are up $31 ,219 due to postage ($25, 193) and phones
($6,026).
Final budget adjustments include an increase in salaries of $22, 555.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval , including the two
additional positions. Workload increases justify the increase.
BOARD ACTION: The Board approved two additional Office Tech II/Ill positions ($86,002 ) for
a total of four new positions in 2015 due to the workload increase in Motor Vehicle. In addition
the Board authorized two cash counting machines for the south county offices to be purchased
in 2014, so they are not in the 2015 budget. No other changes were made to the budget.
151
MOTOR VEHICLE
(CONTINUED)
1000- 11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 573,537 582,814 641 ,095
FORT LUPTON BRANCH OFFICE: Number 110 140 154
of marriage licenses issued
FORT LUPTON BRANCH OFFICE: Number 5 6 7
of civil union licenses issued
DEL CAMINO BRANCH OFFICE: Number of 221 182 200
marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 7 4 5
civil union licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV 1 .30 1 .38 1 .48
Per capita cost $8.04 $8.21 $8.77
Number of titles/registrations issued per FTE 16,386 15,337 15,264
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.
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
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000- 12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the
county, and invests reserve funds as allowed by statute and approved by the Board of
Commissioners.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 571 ,467 $ 638,829 $ 640,341 $ 678,306
Supplies 190, 095 59,500 111 ,500 111 , 500
Purchased Services 160,463 226,430 226,930 226, 930
Fixed Charges 220 0 0 0
Capital 15,880 0 0 0
Gross County Cost $ 938, 125 $ 924,759 $ 978,771 $ 1 ,016,736
Revenue 3, 197,208 3,535,000 3,540,000 3,540,000
I
Net County Cost $ - 2,259,083 $ - 2 ,610,241 $ -2 ,561 ,229 $ -2 ,523,264
Budgeted Positions 10 10 10 10
SUMMARY OF CHANGES: Personnel Services increased modestly to accommodate an
upgrade in the Accountant position from Accountant Ito Accountant II , which is $ 1 , 512 a year in
difference as this is a 20 hour per week position .
Supplies have been increased by $2,000 to accommodate usage and inflation . An additional
$50, 000 in computer software has been included for a contract with the vendor to the Treasurer
system to maintain a test environment, as well as, costs to change to the merchant services
account. This will allow the department to take credit cards at the counter, which the department
cannot currently do. Revenue is up $5, 000.
Final budget adjustments include an increase in salaries of $37, 965.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval , including the
upgrade of the Accountant I position to Accountant II .
BOARD ACTION: Approved as recommended , including the upgrade of the Accountant
position . No other changes.
153
TREASURER
(CONTINUED)
1000- 12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $454M $488M $541M
Investments $110M $120M $125M
Efficiency Measures
FTE's per 10,000/capita 0.370 0.363 0.353
Per capita expenditure $3.47 $3.34 $3.59
Work Outputs
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
OUTCOMES OUTCOMES OUTCOMES OUTCOMES
ES8- 1 : Effective
and cost-efficient Cost per tax bill $4.95 $4.88 $5. 16
County tax
collection Number of tax bills per FTE 17,400 17,400 17,400
ES8-2: Investments
that are safe, liquid Return on investments 1 .20% 0.81 % 1 .25%
and deliver the best
yield possible — in
that order
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000- 13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and
personal property in Weld County; maintains accurate public records, including ownership
history, parcel values and parcel maps; completes appraisals of all real and personal property
using statutory mandates and mass appraisal techniques; completes statutory reports and
certifications for Weld County taxing authorities for use in the property tax system ; and
completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2 ,287,478 $ 2 ,463,771 $ 2 ,463,771 $ 2 ,548,738
Supplies 61 ,894 55,296 55,296 55,296
Purchased Services 259, 171 169,500 169, 500 169,500
Fixed Charges 60 0 0 0
I
Capital 35,850 0 0 0
Gross County Cost $ 2 ,644 ,453 $ 2 ,688,567 $ 2 ,688,567 $ 2 ,773,534
Revenue 50,528 40,500 40,500 40,500
Net County Cost $ 2,593,925 $ 2,648,067 $ 2,648,067 $ 2,733,034
Budgeted Positions 33.5 34.0 34.0 34.0
SUMMARY OF CHANGES: No change. By going to postcards and posting everything on line
it has offset the need for increased postage during the 2015 reappraisal year for Notice of
Valuation (NOV). Two Appraiser III positions were upgraded to Appraiser IV mid-year.
Final budget adjustments include an increase in salaries of $62,267.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended . Salary and benefit amounts reflect the
Assessor's $110,000 salary amount approved by the County Council October 20, 2014.
155
ASSESSOR
(CONTINUED)
1000- 13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 210, 000 213, 000 215,000
property and SA)
Telephone Calls Answered 30,000 28,000 28,000
Number of administrative updates to database 135, 000 140, 000 140,000
Number of walk-ins requesting assistance 3, 000 3, 000 3, 500
Number of Property Inspections 8, 000 9, 000 9, 000
Sales Verification 8, 000 9, 000 10,000
Efficiency Measures
FTE's per 10,000/capita 1 .24 1 .25 1 .25
Per capita cost (county support) $9. 59 $9.62 $9.64
Cost per parcel $ 12.35 $ 12 .43 $ 12.90
Parcels Per FTE 6,461 6, 173 6,323
Effectiveness Measures (desired results,
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 1 , 015 800 926
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to 100% 100% 100%
Market value
156
ASSESSOR
(CONTINUED)
1000- 13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing
authorities.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ADJUST ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES9-1 : Effective Complete submission of the tax warrant
County property by the January 101'' statutory date
valuation
Compliance with all statutory deadlines 100% 100% 100%
and requirements
Successful report on the annual study
audit for Assessors
ES9-2: User Percent of users satisfied with
friendly e- electronic/technology access to services
government and information
sharing for 100% 100% I OU`'.
assessment and Percent of operations, services and
property data programs available through website
access
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000- 14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five
member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of
the Council are setting salaries of all elected officials, filling vacancies in the Board of County
Commissioners, reviewing county government and making periodic reports to the citizens, and
authorizing an increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,547 $ 18,770 $ 18,770 $ 19,333
Supplies 14 300 300 300
Purchased Services 2, 131 28,666 28,666 28 ,666
Fixed Charges 84 0 0 0
Capital 0 0 0 0
Gross County Cost $ 8,776 $ 47,736 $ 47,736 $ 48,299
Revenue 0 0 0 0
Net County Cost $ 8,776 $ 47,736 $ 47,736 $ 48,299
Budgeted Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $563.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended . The request to give the County Council's
secretary a 6% cost of living was denied , since all other county employees are receiving a 3%
cost of living . She will receive the 3% cost of living also. As part time position it does not get
step increases, consistent with all other similar part time positions under the County Code.
The request to increase the professional services amount to $55,000 for audits was denied .
However, the Board did want a legislative intent note in the budget indicating if the County
Council identified a need for an audit in 2015, and the Commissioners agreed they would do a
supplemental appropriation for the necessary amount. This has been the arrangement for a
number of years, but is so noted in the 2015 budget.
158
SEVEN YEAR TREND
District Attorney
6
5 -
4
z
O 3
J_
2
1 -
0
2009 2010 2011 2012 2013 2014 2015
159
SEVEN YEAR TREND
District Attorney Local Cost
5.1
5 -
4.9
4.8
4.7
z
O 4.6
4.5
4.4
4.3
4.2
4.1 +
2009 2010 2011 2012 2013 2014 2015
1
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000- 15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or
investigation and complaint of law enforcement agencies; answers all criminal complaints of the
people; handles such civil matters as juvenile actions and non-support actions; serves as
attorney for all county officers, except the County Commissioners; handles consumer fraud and
welfare fraud complaints.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,660,654 $ 4,901 , 148 $ 4,901 , 148 $ 4,955,733
Supplies 292 ,685 70,000 70,000 70 ,000
•
Purchased Services 206,818 220, 100 260, 100 260, 100
I
Fixed Charges 1 ,768 0 0 0
Capital 0 0 0 0
Gross County Cost $ 5, 161 ,925 $ 5, 191 ,248 $ 5,231 ,248 $ 5,285,833
Revenue 233,781 242,280 278, 148 278, 148
Net County Cost $ 4,928, 144 $ 4,948,968 $ 4, 953, 100 $ 5, 007,685
Budgeted Positions 55.625 55.625 55 .625 55.625
SUMMARY OF CHANGES: The increase in the Purchased Services is as a result of increased
mileage costs from the Sheriff's Office for the service of subpoenas, which is not reimbursable
from the state mandated costs fund .
A replacement vehicle has been requested to replace the vehicle driven by the District Attorney.
The current vehicle is a 2009 and has over 103,000 miles. The Motor Pool budget includes a
vehicle for the District Attorney's Office, but it is a replacement for an investigator's car that is in
need of replacement, not the District Attorney's vehicle.
Final budget adjustments include an increase in salaries of $54, 585.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION: Approved as recommended . The Board did not approve the replacement
vehicle requested , and dropped the number of assigned vehicles to the District Attorney's Office
to two for use by investigators and on-call Deputy District Attorneys.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
161
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000- 15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to
reduce the juvenile caseloads for the Courts and Probation . Counseling component provides
supervision , counseling , an apology letter to victim , restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 93, 194 $ 96,002 $ 100,652 $ 86,096
Supplies 223 500 633 633
Purchased Services 2,458 3, 000 1 ,700 1 ,700
Gross County Cost $ 95,875 $ 99,502 $ 102 ,985 $ 88,429
Revenue 67,976 72,030 78,970 69,004
Net County Cost $ 27,899 $ 27,472 $ 24,015 $ 19,425
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: Additional funds from the Restorative Justice Pilot Program allow
for the hiring of a case manager. The Juvenile Diversion budget will cover 50% of the Director's
salary ($50,326) and 68% of the case manager's salary ($35,770).
Office supplies are up $ 133, professional services are down $1 ,250 , and travel is down $50.
Revenues include $3, 500 from fees charged clients, and $65, 504 in State DCJ grant funding .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: The final budget amounts above were adjusted to the final grant amounts for
the Juvenile Diversion and Juvenile Restorative Justice programs.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice -- 1000-15250
DEPARTMENT DESCRIPTION: Comply with House Bill 13-1254 to provide diversion from the
criminal court system , case management, and Restorative Justice referral and services, in
collaboration with community partner and contracted provider, Youth and Family Connections.
Served juveniles would otherwise be prosecuted by the Courts.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 51 ,438 $ 68,000
Supplies 0 0 0 0
Purchased Services 0 0 70,466 54, 973
Gross County Cost $ 0 $ 0 $ 121 ,904 $ 122 ,973
Revenue 0 0 121 ,904 122,973
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions 0 0 1 1
SUMMARY OF CHANGES: This is a newly funded state program resulting from HB 13-1254
with initial funding received in April 2014. The funds allow the hiring of a full time case
manager. Funds from Restorative Justice will provide 50% of salary ($50, 326) funding for the
Director of Juvenile Diversion and 32% of salary ($17,674) funding for the Case Manager
position with the remainder of salaries being paid for out of the DCJ Juvenile Diversion grant
monies.
A MOU between the DA's Office and Youth and Family Connections (YFC) states that the DA's
Office will contract with YFC, who will provide Restorative Justice facilitation and programming
for Juvenile Diversion clients to be paid from state funds ($48,973). Money from this grant will
provide one full time position for YFC.
There is a $ 125 program fee for Restorative Justice which will be collected by the DA's Office
Juvenile Diversion program . There is a sliding scale for fee collection based on ability to pay.
20% of program fees collected will be disbursed to YFC for program implementation . This
amount is anticipated to be negligible.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: The final budget amounts above were adjusted to the final grant amounts for
the Juvenile Diversion and Juvenile Restorative Justice programs.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for
victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement,
Crime Victim Compensation and the Victims Rights Amendment. The VW Program provides
services to all victims/witnesses involved in cases being prosecuted through the DA Office.
Crime Victim Compensation provides services to any crime victim who has filed a police report.
T
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 625,348 $ 668,317 $ 668,317 $ 691 , 123
Supplies 1 , 182 1 , 100 1 ,500 1 ,500
Purchased Services 27, 115 27,249 27,436 27,436
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 653,645 $ 696,666 $ 697,253 $ 720,059
Revenue 306,082 325,719 322 ,719 322 ,719
Net County Cost $ 347,563 $ 370,947 $ 374,534 $ 397,340
Budgeted Positions 10.625 10.625 10.625 10.625
SUMMARY OF CHANGES: Office supplies are up $400, postage is down $ 191 , and printing is
up $465.
Revenue for the program comes from the following grants: VALE ($125,755); VOCA ($39, 784);
and VAWA ($ 16, 180); Administrative funds from VALE ($88,000), and COMP ($50 ,000). VALE
Scholarships for COVA and COMP/VALE Conferences ($3,000).Total revenue is $322 ,719
down $3, 000. The VALE administration grant decreased $3,000. Net county costs are up
$3,587.
Final budget adjustments include an increase in salaries of $22,806.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000- 16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 519,036 $ 551 ,859 $ 348,362 $ 348,362
Supplies 435 1 ,000 1 ,000 1 ,000
Purchased Services 6,034 7, 510 6,510 6,510
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 525,505 $ 560,369 $ 355,872 $ 355,872
Revenue 0 0 0 0
Net County Cost $ 525,505 $ 560,369 $ 355,872 $ 355,872
Budgeted Positions 1 .75 1 .75 1 .00 1 .00
SUMMARY OF CHANGES: Personal Services has been reduced by $203,497 due the
combining of the Director of Finance and Director Budget into one position . Travel has been
reduced $ 1 ,000. Total decrease in net county costs is $204,497.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The new Board in
January will have to decide how to structure the department long term .
BOARD ACTION: Approved as recommended .
165
FINANCE AND ADMINISTRATION
(CONTINUED)
1000- 16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures 5.89% 3.00% 3.00%
Budgeted fund balance vs. actual variance 5.89% 3.00% 3.00%
Efficiency Measures
FTE'S per 10,000/capita 0.065 0.064 0.035
Per capita cost (county support) $1 .94 $2.04 $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)
ES 10- 1 :0- 1 : Sound Number of audit exceptions 0 0 0
asset management
and financial Return on investments 1 .75% 2.25% 2.25%
investment
strategies
ES 10-2: Plan Percent of cash reserves 52% 40% 40%
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)
ES 11 -1 : Percent of strategic plan outcomes with 100% 100% 100%
Alignment of appropriate performance indicators
services provided
with community's Community satisfaction with value of 95% 95% 95%
needs and desires County services for tax dollars paid
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE ANf) ArMAINISTRATInN
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 $ 549,273 $ 567,985 $ 572,236 $ 626, 178
Supplies 122 ,412 108,000 107,500 107, 500
Purchased Services 36,269 33, 000 33, 500 33, 500
Fixed Charges 0 0 0 0
Capital 27,337 9,000 10,000 10,000
Gross County Cost $ 735,291 $ 717,985 $ 723,236 $ 777, 178
Revenue 0 0 0 0
Net County Cost $ 735,291 $ 717,985 $ 723,236 $ 777, 178
Budgeted Positions 6.0 6.0 6.0 6.0
SUMMARY OF CHANGES: Personal Services are up $4,251 due to the recommended
upgrade of the Senior Accountant position . New check sealer/folder is included under capital .
Other items have been shifted to more accurately reflect where expenditures are classified .
Final budget adjustments include an increase in salaries of $53, 942 .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The
recommended upgrade of the Senior Accountant position by two grades is justified based upon
a market survey and relationship to other county positions. New check sealer/folder is justified
for replacement due to age and condition .
BOARD ACTION: Approved as recommended , including the approval of the upgrade of the
Senior Accountant position and checking sealer/folder.
167
ACCOUNTING
(CONTINUED)
1000- 16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 14,639 15,000 15,000
Average number of employees paid 1 ,404 1 ,500 1 ,500
Number of employees trained on General 300 300 300
Ledger
Total County federal funds $32.0M $34.0M $37.0M
Efficiency Measures
FTE's per 10,000/capita .222 .218 .212
Per capita cost (county support) $2.66 $2.61 $2.74
Account Payable warrants per week per 280 280 280
NP FTE
Employees paid monthly per Payroll FTE 1 ,404 1 ,500 1 ,500
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES 12- 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 l5r
principles, etc.
ES 12-2: Cohesive, Annual external audit has no major Achieved Achieved Planned
standardized issues
County-wide
financial systems
and processes
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000- 16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid ,
telephone proposal , or quotation . Maintains vendor bid list for all types of bidding . Department
seeks approval from the Board of County Commissioners on all bids over $ 10,000.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 157,489 $ 162 ,916 $ 162 ,916 $ 166,482
Supplies 367 500 350 350
Purchased Services 88,678 92,507 99,095 99, 095
Gross County Cost $ 246,534 $ 255,923 $ 262 ,361 $ 265,927
Revenue 0 0 0 0
Net County Cost $ 246,534 $ 255,923 $ 262, 361 $ 265,297
Budgeted Positions 2 .5 2.5 2 .5 2.5
SUMMARY OF CHANGES: There are no substantial changes from 2014. Office supplies were
reduced $ 150. Cost for the Director of General Services is represented within the Fixed
Charges and increased $6,588 due to step increase and cost-of -living adjustments.
Final budget adjustments include an increase in salaries of $3, 566.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
169
PURCHASING
(CONTINUED)
1000- 16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of formal bids presented to BOCC 161 170 170
Number of bids 194 190 190
Number of Purchase Orders placed 718 850 850
Efficiency Measures
FTE'S per 10,000/capita 0.092 0.091 0.088
Per capita cost (county support) $0.911 $0.930 $0.938
Number of formal bids presented to BOCC 161 170 175
Goal ES13: Ensure the timely acquisition of "best value" goods and services while maintaining integrity and
inclusion
DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED
OUTCOMES OUTCOMES OUTCOMES OUTCOMES
ES13-1 : An 98% of internal and external users 98% of internal 98% of internal 98% of
efficient and satisfied with timeliness, overall users satisfied users satisfied internal users
responsive service, and quality. with timeliness, with timeliness, satisfied with
procurement overall service, overall service, timeliness,
process and quality and quality overall service,
and quality
ES13-2: Vendors 100% of purchases follow the 100% 100% 100%
are assured open procurement process in the Weld
and competitive County Code.
bidding
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000- 16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification , and compensation . Full
scope employment efforts managed by Human Resources, with assistance given as needed ,
especially in the areas of recruiting , hiring , discipline and terminations. Training of staff
including supervisors, managers and line employees play an important role in this department.
The county's risk management and wellness programs are also funded in this budget unit.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 592,859 $ 631 ,503 $ 710,673 $ 798,380
Supplies 176,043 184,650 189,600 189,600
Purchased Services 51 , 154 47,400 62,600 62,600
Fixed Charges 0 -28, 517 -9,880 -9,880
Capital 0 0 0 0
Gross County Cost $ 820,056 $ 835, 036 $ 952 ,993 $ 1 ,040,700
Revenue 43, 193 0 0 0
Net County Cost $ 776,863 $ 835, 036 $ 952 ,993 $ 1 ,040,700
Budgeted Positions 6 7 8 8
SUMMARY OF CHANGES: Personnel Services are up due to the addition of an HR Generalist
position mid-year ($73,578), and the recommended upgrade of the two HR Generalist positions
($5,592) based upon salary survey data and to keep parity among similar county classifications.
Final budget adjustments include an increase in salaries of $87, 707.
Supplies are up $4,950 primarily to fund additional computers for the training room . Purchased
Services are up $600 for phones, $8, 000 for advertising for vacant positions. Training is up
$2 ,700 , and travel is up $4,500 in order to send staff to training for professional growth and
professional certification . Publications are down $800 and memberships are up $200.
FINANCE/ADMINISTRATION RECOMMENDATION: The upgrades of the two HR Generalist
positions are justified to keep parity within the county pay structure. Added costs for staff
development and training is necessary to keep the HR staff current in the rapidly changing HR
environment and training in the department has not been funded adequately in recent years.
The department also has the wellness and training coordinator functions that require
professional training .
BOARD ACTION: Approved as recommended , including the upgrade of the two HR Generalist
positions.
171
HUMAN RESOURCES
(CONTINUED)
1000- 16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S) 1 ,271 1 ,396 1 ,430
Occupied FTE'S 1 ,240 1 ,350 1 ,390
Employees
Terminated/Resigned/Retired 110 100 100
Employees Hired 110 100 100
Turnover Rate 11 % 10% 11 %
Efficiency Measures
FTE'S per 10,000/capita 0.222 .263 .282
Per capita cost (county support) $2.87 $3.03 $3.67
Personnel served per FTE 212 199 179
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)
ES14- 1 : Continue working with our Testing done Testing, Continue to streamline
Provide Departments in recruiting after filtering, process. Increase ability to
departments and hiring efforts to interviews, recruiting best test skills prior to
with best provide the best qualified managers not candidates interviewing candidates
qualified individuals for their open getting when possible. Continue to
personnel positions. enough research recruiting sources to
qualified find best candidates.
candidates
172
HUMAN RESOURCES
(CONTINUED)
1000- 16400
PRELIMINARY
DESIRED PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE
INDICATOR(S)
PeopleSoft Enhance PeopleSoft use for Managers put The enhancements created by the upgrade should
ePerformance our employees & basic info in make PeopleSoft a much better took for
system Managers. Continue to ePerformance employees, supervisors and managers. Managers
becomes create better evaluations to look at use ePerformance as a management tool
greater value and data for all to see. PAST throughout the year to enable ability to track &
for our Continue to enhance performance monitor skills year round. Evaluations become
Managers and reporting to Enable better tool for managing performance level &
employees Managers to use discussions had with employees on an ongoing
ePerformance as a basis. Reporting delivered will enable managers
successful management to monitor and hold staff accountable more
tool. successfully.
ES 14-3: 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 '1rograms needed),
Enhance Continue to enhance Development Goal is to continue to reduce the health risks
Wellness Wellness Program, in process affecting the individuals thereby affecting our
Program to partnering with our claims for both Health Insurance as well as
provide cost providers to provide Workers Comp by .75% annually.
savings and effective metrics and proof
benefits to of County cost savings.
County and
employees
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan , zoning , and the issuance of land use
entitlements. The department provides information , guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1 ,011 , 122 $ 1 , 150, 132 $ 1 ,503,449 $ 1 ,596,931
Supplies 14, 176 21 ,500 17,500 17,500
Purchased Services 718,577 743, 185 256, 119 256, 119
Contra Account -157,015 -147,322 -169,708 -169,708
Gross County Cost $ 1 ,586,860 $ 1 ,767,495 $ 1 ,607, 360 $ 1 ,700,842
Revenue 402,500 376,000 411 ,000 411 ,000
Net County Cost $ 1 , 184,360 $ 1 ,391 ,495 $ 1 , 196,360 $ 1 ,289,842
Budgeted Positions 10.25 13.00 15.00 16.00
SUMMARY OF CHANGES: Personnel Services increased $353,317 due to the transfer of two
engineering positions from Public Works to Planning to do planning functions. The charge back
amount in other professional services from Public Works has been reduced by $471 ,266 with the re-
structuring of what functions Public Works does for Planning for development reviews, floodplain
administration , etc. An upgrade of the Planning Manager's position ($7,388) was requested , but not
included in the budget.
Supplies dropped $4,000 primarily for computer software and attachments. The Contra Account is
up based up personnel costs charged to Building Inspection . Revenues are up $35,000 based upon
project activity in 2015.
FINANCE/ADMINISTRATION RECOMMENDATION: The upgrade of the Planning Manager
position requested is not recommended by Human Resources. Based upon a salary survey of
comparable positions the position is properly compensated at the current pay grade. After reviewing
the survey data Finance concurs. All other items are recommended as requested .
There have been discussions regarding the creation of a position that would be the liaison or
coordinator position for oil and gas matters and serve as the county's Local Government Designee
(LGD) for the Colorado Oil and Gas Conservation Commission . Estimated costs are $93,481 , if
the position was equivalent to a Planner Ill position at grade 45. Funding of such a position ,
role, and organizational placement is a policy issue.
BOARD ACTION: The Board denied the upgrade of the Planning Manager's position based upon
salary survey information provided by HR. The Board approved the Oil and Gas Liaison/Coordinator
position at pay grade 45 ($93,481 ) and agreed to placing the position organizationally in the
Department of Planning Services. No other changes.
174
PLANNING AND ZONING
(CONTINUED)
1000- 17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Current Planning Work Outputs
Number of total applications submitted 344 400 450
Number of administrative land use cases 243 325 350
Number of Grading Permits 0 50 60
Number of Geo Hazard Permits 0 4 4
Number of FHDP (Flood Hazard Dev. Permits) 0 40 30
Long Range Planning Work Outputs
Special Projects 2 6 6
Walk in's 928 950 975
Pre-Application Meetings 223 320 325
Code Revisions 4 4 4
Comp Plan Amendments 1 1 0
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 101 120 150
Case Clean Up (RE, SE, USR, Subdivisions) 50 50 50
Town/County Staff Outreach Meetings 12 12 12
Compliance Planning Work Outputs
Number of site visits 381 400 400
Number of violations issued 188 200 200
Number of violations to County Attorney 10 15 15
Average number of County Court hearings 10 15 15
(Vouchers) 0 2 6
Efficiency Measures
FTE's per 10,000/capita .407 .472 .564
Per capita cost (county support) $4.38 $5.05 $4.54
175
PLANNING AND ZONING
(CONTINUED)
1000- 17100
Goal LU1: 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 INDICATORS)
LU1-1 : 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 100% 100% 100%
services module in Accella.
100% 100% 100%
Implement EDR (Electronic Document
Review)
LU 1-2: Prepare a A survey will be sent out to all customers
survey to gain that completed an entitlement process
feedback from with the County, e.g. RE, SE, SPR, USR,
customers on the Subdivision, etc. The purpose of the 100% 100% 100%
land use process survey is to gain feedback about level of
service and to provide suggestions.
LU1-3: Strong Staff attendance of monthly meetings 12 12 12
relationships with w/ Municipal planning staff
municipal planning
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
LU1-4: A well- Minimum of six Planning Commission 6 6 12
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
LI 1-5: Adequate Update Ordinance and Policies per 100% 100% 100%
decision making Commissioner direction
tools for BOCC
100% of special projects requested by the
Board are completed 100% 100% 100%
176
PLANNING AND ZONING
( CONTINUED )
1000 - 17100
Goal LU2: 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)
LU2-1 : Updated Completion of any Comprehensive Plan 0 0 0
Regional amendments related to RUA's
Urbanization Area
Plans
LU2-2: 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% 95%
Goal LU3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU3-1 : Increased Support new non-agrarian development n/a n/a 4
infill development, to occur within intergovernmental
located where agreement area and urban growth
public infrastructure boundaries
is available
LU3-2: Continue to Revision of WCC in response to research 100% 100% 100%
develop and evolve and applicant feedback concerning Weld
land use process County's process versus land use
which minimizes processes in other jurisdictions
burdensome
restrictions
177
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000- 17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning , heating , plumbing , carpentry, painting , electrical , lawn
and grounds care, furniture moves, snow removal , etc. This Department performs cleaning
tasks in the Courthouse, Centennial Complex, Human Services Buildings, South County
Services Building , Public Works Headquarters, Paramedic Building , 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 ,895,073 $ 1 ,966,493 $ 2 ,034 ,354 $ 1 ,863,274
Supplies 731 ,726 724,000 712,700 712 , 700
Purchased Services 3, 535,606 3, 597, 850 3,698,200 3,698,200
Fixed Charges 29,248 21 ,000 31 ,000 31 ,000
Contra Account - 278,966 - 210,000 -240,000 -240,000
Capital 100, 177 0 0 0
Gross County Cost $ 6,012 ,864 $ 6,099,343 $ 6,236,254 $ 6,065, 174
Revenue 0 0 0 0
Net County Cost $ 6,012 ,864 $ 6,099,343 $ 6,236,254 $ 6,065, 174
Budgeted Positions 28 28 29 23
SUMMARY OF CHANGES: Increase in Personnel Services reflects one Building Maintenance
Worker III position ($67,861 ) addition to provide a low voltage technician to troubleshoot and
repair cameras, security systems, speaker systems, and fire alarm systems with the goal of
eliminating the outsourcing of these repairs for a cost savings to the County.
Purchased Services received a reduction of $70,000 which offset the addition of the low voltage
technician . However, Purchased Services has increased overall by $ 100,350. This is due to
increases in the electricity (3. 5% ) and water utility costs (2 .5%). Training for jail security
equipment and HVAC controls is funded at $4,000. Fixed Charges are up $ 10,000 due to
equipment rental .
The number of building square feet decreased in 2015. Two buildings were sold ; the former
Human Services building in Fort Lupton and the Ambulance Building in Evans. The two former
Frederick Head Start buildings were demolished due to deteriorating conditions. Since these
buildings were not being maintained at a normal standard , the impacts to the budget are
negligible. At an average maintenance cost of $4.60 per square foot, the department is very
good by industry standards. Most entities are in the $7. 50 to $10 .00 per square foot range.
Final budget adjustments include an increase in salaries of $ 157,235.
178
BUILDINGS AND GROUNDS
(CONTINUED)
1000- 17200
FINANCE/ADMINISTRATION RECOMMENDATION: The recommended budget includes
funding the Building Maintenance Worker Ill ($67,861 ) to be the voltage technician. Bringing
the function in-house appears to be cost effective. Recommend approval.
BOARD ACTION: Board approved the transfer of 6 FTE for the custodian/maintenance jail
inmate supervision function to the North Jail budget from Building and Grounds. The positions
are one-Custodial/Maintenance Manager (Grade 21 ) and five-Lead Custodian (Grade 12) for a
total reduced cost of $328,315. All other items were approved as recommended, including one
additional Building Maintenance Worker Ill position ($67,861 ) to be a low voltage technician.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 1 ,309,924 1 ,353,924 1 ,318,282
Number of preventative maintenance work orders
(PMs) 535 535 535
Number of tracked repair work orders 8,560 8,500 8,500
Efficiency Measures
FTE'S per 10,000/capita 1 .03 1 .02 0.81
Per capita cost (county support) $22.22 $22. 16 $21 .39
Cost per square foot $4.59 $4.50 $4.60
Goal ES15: Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld
County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES 15-1 : Safe, Percent of projects completed within
convenient and budget 100% 100% 100%
accessible facilities
planned and built 100% of facilities meeting ADA 100% 100% 100%
ready to meet requirements
needs
ES 15-2: Worker 90% of internal customers satisfied with 90% 90% 90%
friendly and functionality of County facilities
worker functional
facilities 90% of department users satisfied with 90% 90% 90%
quality and timeliness of facility
management services
ES 15-3:5-3: Well 90% of citizens satisfied with functionality 90% 90% 90%
maintained of County facilities
facilities
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000- 17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 4,270,822 $ 4,899,828 $ 4,899,828
Supplies 791 ,466 380,000 1 ,590,900 1 ,590,900
Purchased Services 3,765, 024 110, 120 129,624 129,624
Contra Account - 1 ,226,401 - 1 ,200,000 - 1 ,200,000 - 1 ,200,000
Capital 9,053 800,000 2,673,912 2,673, 912
Gross County Cost $ 3,339, 142 $ 4, 360,942 $ 8, 094,264 $ 8, 094,264
Revenue 2, 170 0 0 0
Net County Cost $ 3,336,972 $ 4,360,942 $ 8,094,264 $ 8,094,264
Budgeted Positions 0 35 44 44
SUMMARY OF CHANGES: The 2015 budget will be the first budget year that Weld County will
have had an opportunity to completely evaluate the staffing , organizational , and capital needs of
the county's information technology requirements. January 1 , 2014, Weld County terminated the
outsourcing contract for information technology 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. The new organizational structure will allow the
department to be dynamic and flexible as technology continues to be an integral part of our daily
work lives. This organizational support framework will provide Weld County a model for IT
support success. It blends additional resources for both technical and leadership positions and
provides a strong focus on creating a team environment. The change creates a county
department that will embrace project management, customer service, and still retain the
technical focus that is needed for an organization to be dynamic enough to meet the day-to-day
activities, but also be innovative and forward thinking . The County's goal is to provide a reliable,
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 and best practices for business transformation and improved service delivery in the
future.
Personnel Services are up $629, 006 with 44 FTE . The staffing level and organizational structure
was approved by the Board mid-year 2014 to support the IT needs in the county. Supplies are
up $ 1 ,210, 900. The big increases are $981 ,400 for a PC refresh , $50,000 for monitor refresh ,
software, and other miscellaneous supplies. Purchased supplies are up $19,504 primarily for
training .
180
INFORMATION SERVICES
(CONTINUED)
1000- 17300
SUMMARY OF CHANGES (Continued): Capital is funded at $2 ,673,912, up $ 1 ,873,912
compared to 2014. Capital items included are: Server Chassis-Private Cloud ($450,000), Server
Software ($41 ,000), Back-up Storage ($ 105,000), Back-up Software ($50,000), Network-
Vmware VCOPS management Application ($ 161 ,000), SAN-Storage Replication ($805,000),
Network-Non-core Upgrades ($292,000), Network- Public Safety ($52,000), Web Proxy and
Network Load Balancer ($90,000), Disaster Recovery/BCP ($ 125,000), VoIP
Telecommunication System Pilot ($ 120,000), Microsoft Licensing ($318,412), and
miscellaneous item ($64, 500).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The 2015-2019
Five Year IT Capital Plan averages $ 1 , 183, 100 per year. 2015 is a catch up year and when it is
accounted for the average annual amount for capital will drop to approximately $1 ,000,000 per
year. The operating costs for PC refresh and Microsoft licensing will be $ 1 ,300,312 . In doing a
2016-2020 replacement plan the average annual amount will be approximately $860, 000. After
the 2015 catch-up expenses are funded the long term capital , PC refresh , and Microsoft
upgrade average annual funding requirement will be $ 1 ,930,000 less. The result is although the
2015 IT budget is $8, 094,264 after the 2015 catch expenses are incurred the average annual
ongoing costs will be approximately $6,200,000.
BOARD ACTION: Approved as recommended .
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Personal Computer systems
supported 1 ,500 1 ,540 1 ,600
Number of Personal Computer systems
installed/replaced 300 300 800
Number of staff trained 350 350 350
Number of applications supported 235 240 240
Number of applications upgraded 125 125 125
Efficiency Measures
FTE'S per 10,000/capita 1 .515 1 .271 1 .552
Per capita cost (county support) $ 12 .33 $ 15.84 $28.55
181
INFORMATION SERVICES
(CONTINUED)
1000- 17300
Goal ES16: Weld County Information Technology has established two County-wide themes in information
technology support: 1) Weld IT will provide strong, secure information technology infrastructure, i.e. the equipment
and software normally transparent to most users, and 2) Weld IT will provide the staff and citizens the support that
will both allow and encourage the effective use of information technology.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
ES16-1 : Enable users with the most recent and Development By the end of 2015 compete
Empower users to cost effective desktop software. in process deployment of 891 computing
leverage mobile devices, upgrade all operating
and cloud Integrate Microsoft Office into the systems to Windows 7 and have
computing business functions of the county. a standardized Office experience
technologies. Customized Office experience to meet for all Weld County employees.
Provide computer the user's needs.
hardware that
enables users to Implement instant messenger
perform job technologies for county team members.
functions.
Implement a county-wide computer
refresh program. Standardize device for
the job function.
Enhanced mobility offerings including
soft phones and the ability to transition
from desk phone to mobile phone
182
ES 16-2: Improve Re-design wireless infrastructure to Development By mid-year 2015 implement
user experience improve performance. in process improved wireless system that
for accessing will make the wireless network
County electronic Implement a user-friendly, accessible, more secure and allow better
resources. wireless portal to ensure the appropriate control over guest access.
resources are available to County and
guest users. By mid-year 2015 implement a
new remote access solution that
Improve remote access to critical County provides access to county IT
systems. resources and improves the user
experience.
Provide a phone system which will
enhance user capabilities to allow the
users unified communications benefits,
outlook integration including presence,
integration with personal phones, as well
as mobility applications
Implement new and maintain existing
GIS mapping resources that are useful
for program management, situational
awareness, and public information
dissemination.
Implement new GIS resources that bring
transparency to the functions and
services of Weld County Government.
Implement a centrally managed GIS data
store, enabling the data in all GIS
applications to be synchronized.
Create mapping applications that enable
County Departments to simplistically
control their own data creation and
public dissemination.
ES 16-3: Align Development Align the application and
County Develop application roadmap and in process technologies associated to it, to
applications and service catalog to ensure Weld IT and the business of the department.
services to the other County depar tinents have a clear Ensure the department
success of the understanding for short and long-term understands the future or their
department and computing needs. technology and can plan for
the citizens of upgrades or changes in a pro-
Weld County. active manner.
183
ES 16-4: Establish formal PMO through the Development 50% *Project 90%
Develop an development and maintenance of project in process completion
innovative and management resources guiding projects percentage
cost-effective through the Initialization, Planning,
Project Monitoring/Controlling, and Execution
Management and Closure phases.
Office.
Implement project management software
ensuring timely and consistent project
information is easily accessible.
Monitor, control and communicate with
project managers and stakeholders
current project status as they relate to
common project constraints: time,
budget and risk.
Ensure professional development of
PMO staff through participation in PM1
recognized events and certifications.
ES 16-5: Measure Establish and communicate Service Development 50% *Project Average hold
performance of IT Level Agreements guiding end-user in process completion time = >20 sec.
staff to ensure support requests and expectation of percentage
customer response from designated IT staff. Average email
satisfaction. response time
Provide responsive, dynamic and = >15 min.
efficient technical support through
phone, email, walk-in and on-site Abandon ratio
services measuring success through first- = >5%
contact resolution and customer survey
results.
Develop a reliable single point of contact
for information technology requests
ensuring customer satisfaction through
increased call volume while providing
sub-20 second average caller wait times,
sub-15 minute email response,
immediate walk-in contact and sub-5%
phone contact abandon rates.
ES 16-6: Continue Proactively monitor, update, and replace 95% 99% 99.99%
to insure services environmental equipment to ensure
are working and equipment protection and uptime to
available minimize end user impact and downtime
ES 16-7: Improve customer service, including 70% 70% 90%
Continue to statically reporting, accurate billing, and
provide friendly client communications
and helpful
customer service
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION SERVICES
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000- 17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the
technical support for the development and maintenance of the Weld County geographical
information system that serves the entire county and some outside entities.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 83,207 89, 754 119,050 119, 050
Purchased Services 122,904 146,845 29,460 29,460
Fixed Charges 0 18 ,000 18,000 18,000
Capital 0 12,500 0 0
Gross County Cost $ 206, 111 $ 267,099 $ 166,510 $ 166,510
Revenue 60,663 50,000 50,000 50,000
Net County Cost $ 145,448 $ 217,099 $ 116,510 $ 116,510
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: The overall budget is down $ 100,589. The big change is in
Professional Service for imagery of $ 135, 000 in last year's budget is not needed in 2015.
Computer Software is up $29,250 primarily for ESRI and Geocortex maintenance costs. Printing
for map books is budgeted at $ 14,000. No equipment is needed in 2015 versus 2014 when
$12,500 was budgeted . Revenue is the same at $50,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
185
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000- 17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 125,000 128,000 128,600
# 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) $0.54 $0 .79 $0.41
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000- 17300.
186
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: 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 178,811 0 0 0
Purchased Services 204,059 2,000,000 1 ,000,000 1 ,000,000
Fixed Charges 0 0 0 0
Capital 45,411 0 0 0
Gross County Cost $ 428,281 $ 2 ,000,000 $ 1 ,000,000 $ 1 ,000,000
Revenue 0 0 0 0
Net County Cost $ 428,281 $ 2 ,000,000 $ 1 ,000,000 $ 1 ,000,000
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: This budget provides the financial resources to pay for the upfront
study costs and new technology or equipment identified in the process. As county departments
identify opportunities to make improvements in their departments operations through a
technology or other innovation investment, the department can tap into funds set aside in this
budget for the technology and innovation projects. Long-term , the technology and innovation
investments should provide a reasonable return on investment (ROI ). The Board of Weld
County Commissioners has approved the technology and innovation investment program and
process for 2015.
To meet the County's goal of providing a reliable, 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 and best practices for business transformation
and improved service delivery in the future significant capital resources have been budgeted in
the Information Services budget in 2015. As a result only $ 1 , 000,000 in 2015 is budgeted in the
Innovation and Technology Projects budget unit due to the large investment in technology in the
2015 Information Technology budget unit.
The project submitted for 2015 include the list on the following page.
187
INNOVATION AND TECHNOLOGY PROJECTS
(CONTINUED)
1000- 173 75
DEPARTMENT PROJECT COST
Building & Grounds/IT Enterprise Solution : Video/Security Camera System $150,000
Sheriff's Office Accreditation, Audit, & Risk Management System 7,700
Sheriff's Office Analytic Workstations 23,100
Sheriffs Office Free Standing CellSense Search System 31,396
Sheriff's Office E-Ticket System for Traffic Unit 28,694
TOTAL $240,890
FINANCE/ADMINISTRATION RECOMMENDATION: The following are the recommendations:
Video/Security Camera System : Recommend funding to provide a countywide enterprise
solution for the video/security camera systems existing in the county, such as in the jail and
courts. Plus, accommodate future requests of Human Service, Health , Treasurer, Clerk and
Recorder, etc.
Accreditation , Audit, & Risk Management System : Recommend funding the first year and then
fund in the SO budget. The system will provide a more reliable, and current Offender Supervisor
Bureau Procedure manual for officers to utilize. Should save time and costs and be a better
system .
Analytic Workstations: Not recommended . Hopefully the new public safety information system
will solve this issue. Not a good invest with the replacement of Spillman .
Free Standing CellSense Search System : Recommend funding the metal detection system for
use in the jail and courthouse. The system is uses a much more effective metal detection
technology than other devices. Should be cost effective and add safety to correctional officers,
the courts, and the general public.
E-Ticket System for Traffic Unit: Not recommended . Currently APS system is used . With the
replacement of Spillman the new public safety information system should have a good traffic
citation component. Not a good invest with the replacement of Spillman .
BOARD ACTION: Projects approved by the Board were the Video/Security Camera System
($ 150,000), Accreditation , Audit, & Risk Management System ($7,000), and Free Standing
CellSense Search System ($31 ,396). The Analytic Workstations will be provided with the normal
PC refresh funding . The Board left the entire $ 1 ,000, 000 in the budget as a contingency for
unanticipated projects in 2015.
The Director of Finance will work with the Board and department to revamp this program to
include other types of innovative county solutions or programs in 2015.
188
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000- 17600
DEPARTMENT DESCRIPTION: Provides printing and supply support and courier services to
the County.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 202,718 $ 191 ,586 $ 191 ,586 $ 196,566
Supplies 57,661 87, 500 87, 500 87,500
Purchased Services 55,344 86, 180 86, 180 86, 180
Fixed Charges 375 0 0 0
Capital 0 0 0 0
Gross County Cost $ 316,098 $ 365,266 $ 365,266 $ 370,246
Revenue 157,344 277,500 277,500 277,500
Net County Cost $ 158,754 $ 87,766 $ 87,766 $ 92 ,746
Budgeted Positions 3 3 3 3
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $4, 980.
No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
189
PRINTING AND SUPPLIES
(CONTINUED)
1000- 17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 2,750 2,800 2,800
Mail Pieces 700,000 700,000 700,000
Supply Orders 1 ,250 1 ,300 1 ,400
Efficiency Measures
FTE's per 10,000/capita 0. 111 0.109 0. 106
Per Capita cost (county support) $0.587 $0.319 $.327
Goal ES17: 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)
ES17- 1 : User 98% of users satisfied with quality and 99% 99% 99%
friendly printing timeliness of services
services to meet
expanding user
needs
190
SEVEN YEAR TREND
Sheriff's Office Local Costs
$40
$35
$30
$25
U)
$20
$15
$10 -
$5
$0
2009 2010 2011 2012 2013 2014 2015
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 27,731 ,556 $ 29,056,670 $ 29, 069,256 $ 30, 322 ,638
Supplies 992 ,063 954,371 945,651 945,651
Purchased Services 6,716,247 6,494,909 6,759, 153 7,232 ,086
Fixed Charges 24, 129 -48,776 -48,406 - 119, 170
Capital 180,473 46,300 68,212 23,950
Gross County Cost $ 35,644,468 $ 36,503,474 $ 36,793,866 $ 38,405, 155
Revenue 4, 168,696 3,705,663 3, 530,895 3,738,971
Net County Cost $ 31 ,475,772 $ 32 ,797,811 $ 33,262 ,971 $ 34,666, 184
Budget Positions 347.25 356.25 356.25 366.25
SUMMARY OF CHANGES: See individual budget units
FINANCE/ADMINISTRATION RECOMMENDATION: See individual budget units.
BOARD ACTION: See Individual budget units.
192
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "The mission of the Weld County Sheriffs Office is to provide excellent
customer service, improve quality of life, and protect the Constitutional rights of all people."
Public Safety Bureau Mission Statement: "The Public Safety Bureau will work proactively with communities to
build partnerships and solve problems"
Goal PS PSB 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 coded Persons (1) 75 (1) 70 (1) 71
PS PSB 1-1 : Crimes
Proactively work (2) Total number of UCR coded (2) 750 (2) 739 (2) 844
to reduce crime Property Crimes
(3) Total NIBR reported crime for Weld (3) 1,613 (3) 1 ,701 (3) 1,482
County Sheriffs Office Jurisdiction
(1) Total submissions to the crime lab
PS PSB 1-2: (2) Total cases generated (1) 751 (1) 700 (1) 1875
Identify crime (3) Total pieces of evidence processed
trends and (2) 840 (2) 991 (2) 900
effectiveness of
forensic science to (3) 4,498 (3) 7,646 (3) 2,850
reduce crime
(1) Total traffic accidents in Sheriff's (1) 640 (1) 619 (1)1607
PS PSB 1 -3: Office Jurisdiction
Traffic Safety (2) Total traffic tickets
(3) Total model traffic tickets (2) 2,680 (2) 2,447 (2) 3,818
(4) Total written warnings
(5) Alcohol related crashes in Sheriffs (3) 1,686 (3) 1,214 (3) 2,337
Office Jurisdiction
(6) Traffic fatalities (4) 2,268 (4) 5,260 (4) 1,824
(5) 32 (5) 30 (5) 24
(6) 30 (6) 26 (6) 37
(1) Maximize the rate of property Recovered Recovered Recovered
PS PSB 1 -4: recovery by monitoring the reported value $1,139,650 $1,342,197 $542,330
Recover victim of recovered property in relation to the Stolen Stolen Stolen
property reported value of stolen property (reported $3,938,174 $4,331 ,191 $1,838,304
in NIBR for Sheriffs Office jurisdiction) Rate Rate Rate
30% 31% 30%
PS PSB 1-5: ( 1) Total civil process served/attempted (1) 6,622 (1) 6,514 (1) 6,595
Service of civil (2) Total civil process served by public
process safety deputies. (2) 1350 (2) 855 (2) 357
193
SHERIFF'S OFFICE
PUBLIC SAFETY BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal PS PSB 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
PS PSB 2-1 : Service area (1) 952 ( 1 ) 730 (1) 822
Inform victims of
restorative
services available
to them in the
community
(1) Number of required violent sexual
PS PSB 2-2: offender notifications. (1) 0 ( 1 ) 0 (1) 0
Appropriate (2) Number of registered sex offenders for
dissemination of unincorporated Weld County and the (2) 170 (2) 170 (2) 200
public safety jurisdictions serviced by the Weld County
information Sheriffs Office for sex offender (3) 1 (3 ) I (3) 3
registration.
(3) Number of reverse 911 calls (4) 64 (4) 80 (4) 59
(4) Number of press releases
(1) Total number of people graduating (1) 20 (1 ) 25 (1 )36
PS PSB 2-3 from citizen's academy per year.
Establish and (2) Monitoring of total number of (2)254/956
maintain law community events and public (2) 308/1412 (2) 308/1412
enforcement demonstrations. (events/hours dedicated)
partnerships with
the community
*Due to the adoption of the Spillman RMS system, many of the statistical measurements that were previously
reported are no longer readily available and were modified to the listings above.
194
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
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 PS OSB 1 : Lawfully hold prisoners in a safe and humane environment.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS OSB 1 -1 : (1 ) The number of rule violations in the
Inmates comply past 12 months divided by the average 3.41 3.50 3.50
with facility rules daily jail population in the past 12 months
and regulations
(2) The number of violent infractions in the
past 12 months divided by the average 79 .75 .75
daily jail population in the past 12 months
PS OSB 1 -2: (1 ) The number of documented inmate
Food service illnesses attributed to food service
operations are operations in the past 12 months divided 0.0 0.0 0.0
hygienic, sanitary by the average daily jail population in the
and provide a past 12 months
nutritional diet
(2) The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months divided by .060 .045 .050
the average daily jail population in the past
12 months
PS OSB 1 -3: (1 ) The average daily jail population in the
Actual secure bed past 12 months divided by the total
occupancy is within number of general population beds 91 .60/0 92. 1o/0 92. 1
reasonable available in the past 12 months
operational jail
capacity 2) The number of inmate grievances
about crowding and housing conditions 009 .010 .010
decided in favor of the inmate in the past
12 months divided by the average daily jail
population in the past 12 months
PS OSB 1 -4: (1 ) The number of inmates with positive
Inmates have initial tests for TB, Hepatitis A, B, or C, HIV
access to a or MRSA in the past 12 months divided by . 18 . 19 .21
continuum of the average daily jail population in the past
health care 12 months
consistent with that
available in the (2) The number of inmate deaths due to
community suicide or homicide in the past 12 months 0.0 0.0 0.0
divided by 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 25.6 25.5 25.5
daily jail population in the past 12 months
195
SHERIFF'S OFFICE
OFFENDER SUPERVISION BUREAU
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
PS OSB 1 -5: (1 ) The number of inmates participating in
Inmates have the Right to Read program while confined
opportunities to in jail the last 12 months divided by the 0% 45. 1 % 75.0%
improve number of inmates sentenced to jail 6
themselves while months or more in the past 12 months
confined
(2) The number of inmates graduating the
Right to Read program while confined in jail 0% 30.0% 50.0%
the last 12 months divided by the number
of inmates sentenced to jail 6 months or
more in the past 12 months
Goal PS OSB 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)
PS OSB 2-1 : (1 ) The average daily population of work
Secure county jail release and electronic home detention
beds are used programs in the past 12 months divided by
efficiently and the average daily population of all 30.2% 29.0% 29.5%
effectively offenders supervised by 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 38.9% 39.2% 40. 1 %
12 months divided by the number of jail
admissions in the past 12 months
(3) The number of jail bed days used for
pre-trial detention by the county/district 60. 1 % 60.5% 60.5%
courts in the past 12 months divided by the
total number 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 35.7% 36.0% 36.5%
the past 12 months divided by the total
number of jail bed days in the past 12
months
(5) The number of jail bed days used by
other than the county/district courts in the 4.2% 3.5% 3.9%
past 12 months divided by the total number
of jail bed days in the past 12 months
PS OSB 2-2: (1 ) The number of clients successfully
Jail alternative completing the work release program in the
programs past 12 months divided by the number of 88.4% 85.0% 85.5%
effectively clients admitted to the work release
supervise clients program in the past 12 months
in the community
(2) The number of clients successfully
completing the electronic home monitoring
program in the past 12 months divided by 97.4% 98.0% 98.5%
the number of clients admitted to the
electronic home monitoring program in the
past 12 months
196
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration - - 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, but are not limited to, professional standards and
internal affairs, clerical staff support, staff training , agency procurement, Human Resources
Department support, recruiting , selection , personal uniform and equipment issue, agency
service billing , civil process service and lobby counter service access to the public.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1 ,252, 102 $ 1 ,766,359 $ 1 ,766,359 $ 1 ,836,709
Supplies 165,899 155,858 187,811 187,811
Purchased Services 498, 189 133,089 133,358 133,358
Fixed Charges 86 0 0 0
Capital 7,044 0 0 0
Gross County Cost $ 1 ,923,320 $ 2 ,055,306 $ 2 ,087,528 $ 2 , 157,878
Revenue 482 ,403 463,500 420,207 420,207
Net County Cost $ 1 ,440,917 $ 1 ,591 ,806 $ 1 ,667,321 $ 1 ,737,671
Budget Positions 20.0 22 .0 22 .0 23.0
SUMMARY OF CHANGES: The $32 , 000 increase in Supplies is primarily attributable to an
increase in the uniform budget for the Sheriffs Office that is intended to be an accurate
reflection of necessary purchases involving ongoing uniform and vest costs of 2015 new hires.
The $43,293 decrease in revenue is due to the predicted decrease in civil process papers
received and concealed weapons permits issued by the County for 2015.
Final budget adjustments include an increase in salaries of $70, 350.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended . Salary and benefit amounts reflect the Sheriffs
$140, 000 salary amount approved by the County Council October 20, 2014. On November 24,
2014, the Board approved a Business Manager position ($85, 733).
197
SHERIFF ADMINISTRATION
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Received 7,401 7,656 7,203
Concealed Weapon Permits Issued 937 3,865 3,504
Efficiency Measures
FTE's per 10,000/capita 0.739 0.799 0.811
Per Capita Net County Cost $5.29 $5.78 $6.21
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriffs Office Summary page.
198
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Operations - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety in unincorporated areas of county and within municipalities
contracting for law enforcement service. Department 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 $ 5 ,930, 131 $ 6,271 ,575 $ 6,271 ,575 $ 6, 388,233
Supplies 261 ,730 298, 148 299,744 299, 744
Purchased Services 988, 571 960, 840 966,476 1 ,511 ,542
Fixed Charges 3,810 0 870 870
Capital 0 35,000 0 0
Gross County Cost $ 7, 184,242 $ 7,565,563 $ 7,538,665 $ 8,200,389
Revenue 89,544 41 ,040 41 ,040 41 ,040
Net County Cost $ 7,094,698 $ 7,524,523 $ 7,497,625 $ 8, 159,349
Budgeted Positions 63.75 64.75 64.75 65.75
SUMMARY OF CHANGES: Supplies are up $1 ,596 due to increase of $4,040 for computer
software and attachments offset by a drop in small items of equipment of $2 , 181 , and uniforms
of $263. Purchased Services increased $5,636 primarily in contract service for the evidence
contract. Capital is down $35,000 with no capital requests for 2015. Revenue is unchanged at
$41 ,040.
Final budget adjustments include an increase in salaries of $ 116,658.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
Since the Sheriff's Office is the user of the service of the Records IGA with the City of Greeley it
may be more appropriate to place the contract amount of $545, 066 in the Sheriff's Operations
budget ( 1000-21200) and have the Sheriff's Office be the administrator of the contract, instead
of being funded in the Criminal Justice Information System budget ( 1000-22400). Policy issue.
BOARD ACTION: Board approved moving the criminal records contract amount with the City of
Greeley from the Criminal Justice Information System budget ( 1000-22400-6373) to the Sheriff's
Operations budget, since the Sheriff's Office is the user of the services and monitors the
contract performance. $545,066 will be transferred to account 1000-21200-6373. On November
24, 2014, the Board approved a Public Safety Bureau Quartermaster position ($69, 769). All
other items approved as recommended .
199
SHERIFF'S OPERATIONS
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest 726 739 752
Juvenile Arrest 37 45 53
Total Citations* 522 588 654
Dispatched Calls for Service 42,769 42, 741 42, 712
Efficiency Measures
FTE's per 10 ,000/capita 2. 39 2 .35 2.32
Per capita net cost $26. 16 $27.33 $28. 78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
*Traffic citations have been removed from the Total Citations category since they are reported in
PS PSB 1 -3. These numbers now reflect only criminal citations.
200
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Traffic Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provide traffic enforcement on county roads, and public
education on traffic safety.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 806,383 $ 886,878 $ 879,464 $ 926,465
Supplies 52 ,739 29,895 38,332 38,332
Purchased Services 114,278 170,601 167,573 167 ,573
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 973,400 $ 1 , 087,374 $ 1 ,085,369 $ 1 , 132 ,370
Revenue 165, 091 297, 500 165,500 165,500
•
Net County Cost $ 808, 309 $ 789,874 $ 919,869 $ 966,870
Budget Positions 10.0 10.0 10 10
SUMMARY OF CHANGES: Supplies are up $8,437 for small items of equipment. Purchased
Services are down $3,028 with printing down $375, repair and maintenance $500, travel $990,
and tuition $1 , 163.
A large decrease in revenue was realized in the first half of this year due to FTE vacancies in
the Public Safety Bureau . As the department fills these vacancies and implement a new
targeted approach to traffic enforcement, revenues are predicted to climb. However, they are
estimated to be down $ 132 ,000 from the 2014 budgeted amount and more reflective of actual
revenue amounts in 2013.
Final budget adjustments include an increase in salaries of $47, 001 .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Fines have
dropped dramatically since 2010 when they were $498,501 , and in 2011 when they were
$365, 933. The Sheriff may want to exam the philosophy of fines in relationship to traffic
enforcement. When the traffic unit was created it was funded with an expectation that fines
would support close to half of the costs of the program . It appears that due to staffing shortages
the traffic unit is being used to supplement the patrol division .
BOARD ACTION: Approved as recommended .
201
TRAFFIC CONTROL
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Traffic Stops 9,070 6,638 8,038
MTC Tickets Issued 1 ,560 2, 860 2 ,337
Total Traffic Warnings 1 ,940 1 ,701 1 ,824
Accident Reports Investigated 1 ,790 1 ,637 1 ,607
Alcohol Related Driving Investigations 101 108 115
Certified VIN Inspections 87 110 133
Efficiency Measures
FTE's per 10,000/capita .36 . 36 .35
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau and Offender Supervision Bureau Goals following Sheriff's Office Summary page.
202
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Services - - 1000-21220
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 $ 926,754 $ 802 ,623 $ 802,623 $ 1 , 143,899
Supplies 40 6,500 6,500 6,500
Purchased Services 70,709 105, 134 113,070 134, 175
Capital 0 0 0 0
Contra 0 0 0 -70,764
Gross County Cost $ 997,503 $ 914,257 $ 922 , 193 $ 1 ,213,810
t ,
Revenue 1 ,017,524 956,653 956,653 1 , 163,650
Net County Cost $ - 20,021 $ -42 ,396 $ -34,460 $ 50, 160
Budgeted Positions 9.5 9.5 9.5 12 .5
SUMMARY OF CHANGES: The only increase in the budgeted expenses is for fuel costs of
$7 ,936, otherwise no change.
On August 4, 2014, the Board approved an IGA with School District RE-1 to provide three
additional School Resource Officers to provide services during the school year to the school
district. The IGA is for a total amount of $206, 997. The contract rate is $53.24 an hour, 8 hours
a day for 162 days. Three FTE will be added with the IGA covering 2.34 FTE . The 0.66 FTE that
is unfunded will be used to cover or eliminate overtime that is currently being covered by current
employees. The 2015 Final Budget amount will need to be adjusted accordingly.
Final budget adjustments include an increase in salaries of $84,620.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: The final budget includes the addition of the three FTE to accommodate the
IGA with School District RE-1 to provide three additional School Resource Officers to provide
services during the school year to the school district. Purchased Services for vehicles increased
$21 , 105. Contra account to charge the North Jail for the officers time not spent as School
Resource Officer is up $70,764, and revenues are up $206,997. No other changes.
203
CONTRACT SERVICES
(CONTINUED)
1000-21220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched calls 5,950 8,890 10,500
Number of Case Reports 1 , 123 1 ,360 1 ,597
Efficiency Measures
FTE's per 10,000/capita 0.351 0.351 0.441
Per capita cost (county support) $ -0. 073 $- 0. 15 $ 0. 17
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
204
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 $ 172,389 $ 171 ,471 $ 171 ,471 $ 179,300
Supplies 3,447 6, 115 4,700 4,700
Purchased Services 105, 158 123,495 124,698 124,698
Fixed Charges - 85,000 -85,000 -85,000 -85,000
Capital 0 0 0 0
Gross County Cost $ 195,994 $ 216,081 $ 215,869 $ 223,698
Revenue 0 0 0 0
Net County Cost $ 195,994 $ 216,081 $ 215,869 $ 223,698
Budgeted Positions 3.0 3.0 3.0 3.0
SUMMARY OF CHANGES: Only changes are a $ 1 ,000 increase to charges related to
impounding of animals and postage increase of $300, which were offset by a decrease in
supplies of $ 1 ,415 and tuition of $97.
Final budget adjustments include an increase in salaries of $7,829.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended . In 2015 the department will not be using the
Longmont Animal Shelter, only the Weld County Humane Society's shelter.
205
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 3, 121 2,404 2,200
Animals Transported to Shelter 495 485 475
Efficiency Measures
FTE's per 10,000/capita 0. 110 0. 109 0. 106
Per capita cost (county support) $0.72 $0.78 $0.79
Miles Driven per Call for Service 30. 14 40.51 49.51
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
206
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, City of Loveland , City of Fort Collins, Larimer County and Weld County. The five
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 $ 171 ,028 $ 223,476 $ 223,476 $ 229,775
Supplies 152,594 17,800 18,350 18,350
Purchased Services 57 ,494 52 ,943 80,080 80,080
Fixed Charges 31 , 124 31 , 124 31 , 124 31 , 124
Capital 116,786 11 ,300 8,500 8,500
Gross County Cost $ 529, 026 $ 336,643 $ 361 ,530 $ 367,829
Revenue 317,389 134,595 134,595 135,674
Net County Cost $ 211 ,637 $ 202 ,048 $ 226,935 $ 232 , 155
Budget Positions 2 .0 2 .0 2 .0 2 .0
SUMMARY OF CHANGES: There is an additional $ 12 ,572 added to address the additional
training needs for both DME and DNA. In addition , there have been increases of $ 16,600 in the
cost of maintenance on software dongles and instruments that the lab will need to pay to
continue to provide case work for the requesting agencies. Supplies are up $550, books $500,
and registrations $165. These increases are offset by a reduction in phones ($2 , 500),
publications ($ 1 ,200), and computers ($2 ,000). Net increase in the amount of expenditures is
$24,887. Revenues are $ 134,595.
Final budget adjustments include an increase in salaries of $6,299.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The federal grant
for maintenance costs of the regional crime lab facility has been extended to cover the costs for
2015. Beginning in 2016 all participating agencies anticipate budgeting for their share of the
facility maintenance costs. Crime Lab maintenance costs are accounted for in Fund 5200.
There are 16.5 FTE operating out of the lab from the following agencies: Weld County 3.5,
Greeley 3. 5, Fort Collins 2.5, Larimer County 2 , Loveland 1 .5, and CBI 3.5.
BOARD ACTION: Revenue was increased $ 1 ,079 due to IGA with the City of Greeley. All other
items approved as recommended .
207
REGIONAL FORENSIC LABORATORY
(CONTINUED)
1000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs 2015
Cases/items completed — drugs and arson 307/493 260/1 ,200 360/1 „500
computer forensics, latent prints, shoe and WCSO/GPD WCSO/GPD
tire tracks, DNA only only
900/2 ,600 all 1000/2 ,900 all
lab staff lab staff except
except CBI CBI
Court Testimony 24 16 24
appearances appearances appearances
Efficiency Measures
FTE's per 10,000/capita . 074 . 073 . 071
Per capita cost (county support) $0.78 $0. 73 $0.82
Effectiveness Measures (desired results)
Quality Audit 6 6 6
Proficiency Testing (Test Run/Errors) 5/0 7/0 8/0
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
208
BUDGET UNIT REQUEST SUMMARY
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 $ 112, 128 $ 130, 828 $ 130,828 $ 133, 104
Supplies 8,676 2 ,500 1 ,400 1 ,400
Purchased Services 2,341 28,819 30,319 30,319
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 123, 145 $ 162 , 147 $ 162 ,547 $ 164, 823
r t ,
Revenue 62 ,443 62,800 63,300 63,300
Net County Cost $ 60,702 $ 99,347 $ 99,247 $ 101 , 523
Budgeted Positions 2 .0 2 .0 2.0 2.0
SUMMARY OF CHANGES: An increase in mileage up $ 1 ,250 and meeting expense up $750
for volunteers is offset with a reduction in supplies ($ 1 , 100), memberships ($100), and postage
($400) for a net increase in expenses of $400.
Revenues are up $500 in funds from municipalities of $2 , 500, and a VALE grant of $60,800,
which is the same as the current year.
Final budget adjustments include an increase in salaries of $2 ,276.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
209
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1 , 102 952 822
Victims served per 10,000/capita 38.87 33.58 28.99
Efficiency Measures
FTE's per 10 ,000/capita 0.074 0 .073 0.071
Per capita cost (county support) $0.22 $0.36 $0.36
***Above figures were adjusted to more accurately reflect current trends.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
210
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 $ 98,570 $ 112 , 144 $ 112 , 144 $ 121 ,557
Supplies 35, 126 0 0 0
Purchased Services 28, 565 0 0 0
Fixed Charges 70,248 0 0 0
Capital 0 0 0 0
Gross County Cost $ 232 ,509 $ 112 , 144 $ 112 , 144 $ 121 ,557
Revenue 63,711 0 0 0
Net County Cost $ 168,798 $ 112 , 144 $ 112 , 144 $ 121 ,557
Budgeted Positions 1 .0 1 .0 1 .0 1 .0
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $9,413.
No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
211
MULTI-JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 169 205 232
Drug Arrests 194 254 311
Search Warrants Executed 33 42 48
Cocaine Seizures (Kilos) 4 8 9
Methamphetamine Seizures (Pounds) 10 13 16
Marijuana Seizures (Pounds) 125 163 217
Meth Lab Seized 0 0 0
Efficiency Measures
FTE's per 10,000/capita 0.037 0. 036 .035
Per capita cost (county support) $0.40 $0.41 $0.43
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Safety
Bureau Goals following Sheriff's Office Summary page.
212
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: North Jail Complex - - 1000-24410
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 . Professional jail support services, such as, medical
care, food preparation , and facility programming are provided to meet these mandates.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 15,349,205 $ 15,625,927 $ 15,638, 927 $ 16, 199,983
I
Supplies 270,807 370,263 342,364 342, 364
Purchased Services 4,215, 904 4,201 ,438 4,417, 141 4, 323,903
Fixed Charges 3,861 5, 100 2,200 2 ,200
Capital 50,744 0 15,450 15,450
Gross County Cost $ 19,890,521 $ 20,202,728 $ 20,416,082 $ 20,883, 900
Revenue 1 ,075,384 785,250 785,250 785,250
Net County Cost $ 18,815, 137 $ 19,417,478 $ 19,630, 832 $ 20,098,650
Budgeted Positions 197.0 204.0 204.0 209.0 J
SUMMARY OF CHANGES: An increase of $13,000 in Personnel Services reflects an increase
in overtime based upon use. The increase in Purchased Services of $215,703 reflects an
increase in contracted medical services of $ 160,755, and other professional services including
contracted food services being up $59,351 . Due to cost reductions in Supplies of $27, 899,
Fixed Charges of $2 ,900 and Capital Equipment being down $15,450 the net requested
increase is $213,354. Revenue is unchanged . Final budget adjustments include an increase in
salaries of $268,598.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Overtime seems
justified based upon use pattern and anticipated cost-of-living . Increases are inflationary trends
for medical and food services, plus anticipated increase in inmate population .
BOARD ACTION: Due to the IGA with School District RE-1 to provide School Resource
Officers (SRO) for nine-months of the year the three officers will be used to fill in for overtime
positions in the jail during the time not required to do SRO duties. As a result, overtime was
reduced ($70,764). The jail medical contract cost of living adjustment is $93,238 less than
budgeted in the proposed budget, so the amount has been reduced in the final budget.
Board approved the transfer of 5 FTE for the custodian/maintenance jail inmate supervision
function to the Centennial Jail budget from Building and Grounds. The positions are one
Custodial/Maintenance Manager (Grade 21 ) and four Custodial/Maintenance Work Crew
Supervisors (Grade 15) for a total cost of $292,458. On November 24, 2014, the Board
approved the upgrade of four Office Techs to Booking Technician II (Grade 15), and previous
Booking Tech II positions where moved to Booking Tech III positions (Grade 18) for a cost of
$36, 391 . All other items were approved as recommended .
213
NORTH JAIL COMPLEX
(CONTINUED)
1000-24410
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg . Secure Jail Population Daily 577 630 630
Avg . Work Release Clients Daily 183 185 195
Avg . Electronic Home Monitoring Daily 67 70 75
Total Offenders Under Supervision Daily 827 885 900
All Offenders Processed Into Facilities 12,621 13,650 14,500
Number of Offenders Transported to 19,050 19,500 20,000
Court Appearances
New Correctional Officers Entering 48 45 45
Basic Training
Efficiency Measures
Offender Supervision FTE's per 8.68 8.85 8.54
10,000 Capita
Per capita net cost $75.92 $78.68 $81 .37
Avg . Medical Cost Per Inmate Daily $ 15.58 $ 13.98 $ 14.27
Avg . Food Cost Per Inmate Daily $3.30 $3. 17 $3.29
Secure Facility Occupancy Rate 92% 92% 92%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Goals on page prior to North Jail Complex ( 1000-24410) Summary.
214
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Centennial Jail - - 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 budget unit supports the resources to comply with all of these requirements.
Section 18- 1 .3-106, C. R.S . , allows for the operation of jail alternative programs to be used by
the court in sentencing , and Section 16-4- 105, C. R.S . , provides for the operation of a pre-trial
supervision program . Jail alternative programs operate within this budget unit.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,912,866 $ 3,065,389 $ 3, 072, 389 $ 3, 163,613
Supplies 41 ,005 67,292 46,450 46,450
I
Purchased Services 645,038 718,550 726,438 726,438
Fixed Charges 0 0 2 ,400 2,400
Capital 5,899 0 44,262 0
Gross County Cost $ 3,604,808 $ 3,851 ,231 $ 3,891 ,939 $ 3,938,901
Revenue 895,207 964,325 964,350 964,350
Net County Cost $ 2 ,709,601 $ 2 ,886,906 $ 2, 927,589 $ 2,974,551
Budgeted Positions 38.0 38.0 38. 0 38. 0
SUMMARY OF CHANGES: An overall requested increase includes $7, 000 in Personnel
Services for overtime. Capital Equipment is up $44,262 for replacement of obsolete equipment.
Fixed Charges for equipment rental is up $2 ,400. Purchased Services are up $7,888 for phones
and transportation costs. Due to cost reductions in Supplies of $20,842 the net requested
increase is $40,683.
Final budget adjustments include an increase in salaries of $91 ,224.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . All increases
appear justified in looking at the detail of the requests.
BOARD ACTION: The Ten Printer/Live Scan equipment requested for 2015 was purchased in
2014, so the amount of $44,262 in capital was reduced to zero in the final budget. All other
items were approved as recommended .
PERFORMANCE MEASURES: Included in North Jail Complex ( 1000-24410) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Performance Indicators.
215
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
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on-site jail capacity. This indication , however, is based upon
reasonable forecasts about the future and does not account for unforeseen impacts on jail
utilization during 2015.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
PERFORMANCE MEASURES: See North Jail budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Offender
Supervision Bureau Performance Indicators.
216
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 $ 1 ,510,507 $ 5,699,696 $ 5,080,831 $ 5,080,831
Supplies 116,733 14,445 27,225 27,225
Purchased Services 2,842, 195 1 ,548,613 ' 1 , 827, 156 1 , 866,998
Fixed Charges 40, 185 0 0 0
Contra Account -1 ,356,697 0 0 0
Capital 5,788 0 245,640 51 ,563
Gross County Cost $ 3, 158,711 $ 7,262 ,754 $ 7, 180,852 $ 7,026,617
Revenue 673,366 2,577,327 2,786,075 2,925,755
Net County Cost $ 2 ,485,345 $ 4,685,427 $ 4,394,777 $ 4, 100,862
Budgeted Positions 0 61 61 61
SUMMARY OF CHANGES: This budget includes all costs for the WCRCC. Personnel Services
is down $618,865 due to realignment of communications and public safety IT staff, reduced
overtime, and benefit adjustments. The 2015 budget fully funds the 61 FTE , necessary
overtime, and benefits.
Supplies are up $ 12 ,780 to reflect what is required after one year experience in operating
WCRCC. Purchased Services are up $278,543 primarily due to phone costs being up $ 106, 510
for the back-up center, and Motorola maintenance costs are $ 153,991 for additional consoles in
the back-up center. Small items of equipment include $4, 830 for computer tablets, $23,810 for
fire and law quality assurance software, and $217,000 for SMART 911 .
The County, with the recommendation of the Communications Advisory Board , has developed
and approved a formula for charging WCRCC user agencies. The method charges a flat rate
per call over certain thresholds for fire and police calls averaged over four years. For 2015,
user agencies will be charged $340,648 per the formula adopted . With the transfer of the Weld
County Paramedic Service to NCMC, Inc/Banner Health May 7, 2012 , Banner will reimburse the
county for dispatch service according to the formula in the amount of $362 , 155 for 2015. In
addition , the County recovers $2,026, 158 from E911 . The county will earn $57, 114 from tower
rental leases. Total revenues for 2015 will be $2,786,075.
217
COMMUNICATIONS
(CONTINUED)
1000-22100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The funding of a
part time administrative position for the Front Range Communications Consortium is not
included in the budget, but can be added in the final budget, if it is decided to by the Board to
fund the position . (Note: This was funded in 2014 via a personal services contract).
BOARD ACTION: Revenues were increased by $68,700 for reimbursement of tokens by
outside agencies, $ 15,000 for maintenance and $55,980 for repayment of the Mt. View Fire
tower costs. Maintenance for the Mt. View Fire tower is up $30,000, MOE redundant path for
FRRC is up $ 10,600, Motorola maintenance costs are down $61 , 007 with the five-year contract,
and cell phone costs are up $3,400. The E911 Authority Board did not approve the 911 Smart
software ($217,000), but did add $22,923 for incident command center screens. All other items
approved as recommended .
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 105,765 108,900 112,000
Non-911 Calls 216,946 223,000 229,000
CAD Incidents for Law and Fire/Ambulance 303,352 312,000 321 ,000
EMD Calls 19,564 20,700 21 ,735
ARS Documents Transcribed (Weld only) 12,522 13648 14,876
Warrants Processing Activity (County Wide) 10,000 11 ,038 12,000
Citations Processed (Weld only) 3,898 4,000 4,080
Efficiency Measures
FTE's per 10,000 per Capita 2.07 2.23 2. 15
Per Capita Cost - Operating Budget $9. 18 $17.02 $14.47
EMD Call per FTE 408 431 452
CAD Incident per FTE 6,320 6,500 6,688
ARS Document transcribed per FTE 2, 170 2,212 2,300
218
COMMUNICATIONS
(CONTINUED)
1000-22100
Goal PS1 : To answer 100% of 911 calls within 15 seconds.
DESIRED PRELIMINARY PERFOR-MANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PSI -01 : Improved Percentage of calls answered within 15 99% 99% 99%
customer service in seconds
the most critical
component of
emergency
dispatch services
219
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 56, 810 0 0 0
Purchased Services 17,464 0 0 0
Fixed Charges 0 0 0 0
Capital 457, 163 50,000 50,000 50, 000
Gross County Cost $ 531 ,437 $ 50,000 $ 50,000 $ 50,000
Revenue 0 0 0 0
Net County Cost $ 531 ,437 $ 50,000 $ 50,000 $ 50,000
Budgeted Positions 0 0 0 0
SUMMARY OF CHANGES: Since 2013, Weld County has funded $950,000 per year, for the
Communications System Reserve for future communications systems upgrades. In 2011 , the
Board approved budgeting Communications system upgrade funding in the Capital Expenditure
Fund . The E911 Authority also has a capital funding and capital reserve program to replace
E911 capital items that they fund annually also.
At the end of 2015 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 $ 1 .43
million .
For 2015 only $50,000 is budgeted for unanticipated Communications equipment for tower
equipment or radios.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
220
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Criminal Justice Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer-aided dispatch , criminal records
management, jail records management, and prosecution system .
RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 662 ,017 $ 766, 111 $ 766 , 111
Supplies 0 0 15 ,810 15,810
Purchased Services 1 ,610,564 830,612 1 , 091 , 075 546,009
Fixed Charges 0 0 0 0
Contra Account -31 , 124 0 -519,954 -519, 954
Capital 0 0 166,678 166,678
Gross County Cost $ 1 ,579,440 $ 1 ,492 ,629 $ 1 ,519,720 $ 974,654
Revenue 7,259 312,991 311 ,973 311 , 973
Net County Cost $ 1 ,572 , 181 $ 1 , 179,638 $ 1 ,207,747 $ 662,681
Budgeted Positions 0 7.0 7.0 7 .0
SUMMARY OF CHANGES: On May 3, 1993, Weld County entered into a contract with the City
of Greeley to operate and maintain the criminal records management system and Criminal
Justice Information Center. On July 7, 2010, the contract was updated to continue the
arrangement. In 2013, the contract was updated to continue the arrangement, except Weld
County will manage the public safety information system under the management of the Director
of Public Safety Communications. There are 7 FTE assigned to maintain the public safety
information at a cost of $766, 111 .
Supplies are funded at $ 15,810. Purchased Services include $35,000 for training , software
maintenance costs of $495 , 871 , phone costs of $9,024, and records management costs from
Greeley. Records management costs are allocated based upon resources used by each agency
being served . A cost allocation system formula and methodology agreed to by the City of
Greeley Finance Director and the Weld County Director of Finance and Administration is applied
annually to allocate costs. The County shall pay the total costs for its share of utilization . Weld
County's share for 2015 will be $545,066 for Records or 29%.
Capital costs include $ 154, 557 for computer equipment, and $ 12 , 121 for software purchases.
Charge backs to E911 for information services total $519,954 or 35% of the costs. Revenue in
the amount of $311 ,973 from the City of Greeley for their share (21 %) of information services for
Records. Net county costs are up $28, 109.
221
CRIMINAL JUSTICE INFORMATION
(CONTINUED)
1000-22400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Since the
Sheriffs Office is the user of the service of the Records IGA with the City of Greeley it may be
more appropriate to place the contract amount of $545,066 in the Sheriffs Operations budget
( 1000-21200) and have them be the administrator of the contract, instead of being funded in this
budget. Policy issue.
BOARD ACTION: Board approved moving the criminal records contract amount with the City of
Greeley from this budget to the Sheriffs Operations budget, since the Sheriffs office is the user
of the services and monitors the contract performance. $545,066 will be transferred to account
1000-21200-6373. All other items approved as recommended .
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
ARS documents transcribed 44,808 45,870 47, 050
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.254 0.247
Per capita cost (county support) $5 .81 $4.28 $2.33
GOALS/DESIRED OUTCOMES/PERFORMANCE INDICATORS: Same as Budget Unit 1000-
22100.
222
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 $ 526,356 $ 534,361 $ 566,218 $ 607,265
Supplies 11 ,341 26,800 26, 800 26, 800
Purchased Services 243,417 282 ,200 282 ,200 282,200
Fixed Charges 48 0 0 0
Capital 0 0 29,649 29,649
Gross County Cost $ 781 , 162 $ 843,361 $ 904,867 $ 945, 914
Revenue 545 500 500 500
Net County Cost $ 780,617 $ 842 ,861 $ 904, 367 $ 945,414
Budgeted Positions 6.5 6.5 7 7
SUMMARY OF CHANGES: Personnel Services are up $31 , 857 in order to move the 0. 5 FTE
Office Tech III to full-time. The workload of the office keeps growing and this will allow the Office
Tech to assume clerical duties that are currently being done by the Coroner and Deputy
Coroners.
No changes in the supplies or purchased services. Under capital a new Power Load system for
the Coroner vehicle is requested ($29,649).
Final budget adjustments include an increase in salaries of $41 , 047.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . Moving the
part-time clerical position to a full-time position to cope with the workload makes the most
management sense regarding staffing and is recommended . Making use of a Power Load
System in the Coroner vehicles will improve safety and reduce the likelihood of a disabling
employee back injury while attempting to load a decedent into or out of Coroner vehicles.
BOARD ACTION: Approved as recommended including moving the 0. 5 FTE Office Tech III to
full-time, and the purchase of the new Power Load system for the Coroner vehicle.
223
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
2013 ACTUAL 2014 ESTIMATED 2015 PROJECTED
Work Outputs
Total Number of cases 1 , 115 1 , 150 1 ,300
Number of scene investigations 460 460 500
Number of full autopsies 160 160 175
Efficiency Measures
FTE's per 10,000/capita 0.244 0.236 0.247
Per capita cost (county support) $2.88 $3.06 $3.33
Cost per autopsy (contractor) $925 $925 $1 ,060
Goal P52-I : Continually adjust to meet readiness and service needs
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PS2- 1 - 1 : In order to be tuned in to the "voice of In 80% 100%
Initiate an employee the employee" and ensure that valued development
engagement survey employees are engaged with the
organization
PS2- 1 -2 Meet service expectations and maintain 100% Completed for Annual
Annual Meetings excellent working relationships 2014
with area funeral
homes
PS2- 1 -3 Safety measure to address employee Ongoing Continuous Continuous
Monitor overtime fatigue while performing high-risk and monitoring monitoring
levels and adjust high accuracy tasks
work hours
PS2-1 -4 Provide for continuity of system 100% Completed in Completed
Conversion to performance and integration of April 2014
Spillman Database information with other peace officers
operating system
PS2- 1 -5 Publish the plan: Mission, Vision, 100% Completed in Completed
Complete/update the Values, and goals May 2014
Coroner Department
Strategic Plan
PS2- 1 -6 Achieve safety and wellness objectives 100% Completed in Continuous
Change and modify for staff; and improve quality of life January 2014 monitoring
staffing model as
needed
224
CORONER
(CONTINUED)
1000-23200
Goal PS2-2: Employee Development
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
PS2-2-1 : Continuing education for the coroner is 100% CEU Annual
Coroner only — Meet a requirement of Colorado Law: CRS requirement requirement
the 20 CEU 30-10-601 .8 requires that "each coroner was met as of
requirement of State shall complete a minimum of twenty June 2014
law hours of in-service training
PS2-2-2 Continuing education for those ABMDI 100% for 100% Recertification
All ABMDI certified investigators is a requirement current requirement
investigators — Meet of the certification body. ABMDI
the 5-year; 45-hours investigators
of CEU under
ABMDI
rec uirements
All State certified Continuing education under the CCA is 100% 100% Recertification
investigators — Meet a requirement of the certification body. current for requirement
the 4-year; 64 hours all
of CEU under investigators
Colorado Coroner
Association
requirements
Complete a Having a certification and competency In 100% 100%
continuing education path is a new requirement of State Law development by 11/30/14
path for new
personnel
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail , and offer recommendations on
possible safe release options of these persons. They also provide supervision methods for
selected defendants released from jail before trial in order to decrease any unnecessary and
costly pretrial incarceration , to assure that they will appear and answer before the Court and to
reduce any future criminal acts. Department also provides administrative support to the Criminal
Justice Advisory Committee (CJAC).
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 495,396 $ 569,543 $ 757,879 $ 783, 350
Supplies 6,238 16, 000 17 ,000 17,000
Purchased Services 50, 363 36,577 36,577 36,577
Gross County Cost $ 551 ,997 $ 622 , 120 $ 811 ,456 $ 836, 927
Revenue 27,363 25,000 30,000 30,000
Net County Cost $ 524,634 $ 597, 120 $ 781 ,456 $ 806,927
Budgeted Positions 6.5 7.5 10.25 9.5
SUMMARY OF CHANGES: This request is for two positions for Pretrial Services ($ 121 , 138) to
handle continued demand and associated workloads with the passage of HB 13- 1236 that
requires Judges to use risk assessments, done by Pretrial Services personnel , and to help
determine the release of certain defendants from jail and on bond . These additional positions
will most notably assist at weekend bond hearings. The positions will produce cost avoidance at
the jail , as well as, generate an additional $5,000 in service fees. The department also provides
administrative support and guidance to the Criminal Justice Advisory Committee (CJAC). A
three quarter position ($67, 198) is requested to provide sustainable criminal justice analysis,
planning and grant writing functions for the County and to support the CJAC. A small increase to
overall supplies to support these positions is also requested .
Final budget adjustments include an increase in salaries of $25,471 .
FINANCE/ADMINISTRATION RECOMMENDATION: The two positions for Pretrial Services
($ 121 , 138) to handle the continued demand and associated workloads to do risk assessments
are recommended . Based upon discussions with the courts there is a need to do a higher
percentage of risk assessments prior to the first court appearance for bond determination . The
current number of risk assessments being done has proven to be cost effective due to cost
avoidance at the jail . Policy Issue.
The criminal justice planner position ($67, 198) is not recommended . The County, on July 16,
2014, extended the contract for the criminal justice planning function until December 31 , 2015.
Therefore, it is not recommended to fund this position in the 2015 budget. The topic can be re-
evaluated in the 2016 budget process.
226
PRETRIAL SERVICES
(CONTINUED)
1000-24100
BOARD ACTION: Approved as recommended including two positions for Pretrial Services
($121 , 138) to handle the continued demand and associated workloads to do risk assessments.
The criminal justice planner position was not approved.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services assessments 1 ,667 1 ,852 2,316
Defendants on Supervision (ADP) 859 1 ,005 1 ,469
Efficiency Measures
FTE's per 10,000/capita .240 .277 .335
Per capita net cost $1 .94 $2. 17 $2.85
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention and prisons; help promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED DESIRED OUTCOMES DESIRED DESIRED DESIRED
OUTCOMES OUTCOMES OUTCOMES OUTCOMES
PS3-2: Pretrial PS3-2: Pretrial Services. Reduce PS3-2: PS3-2: PS3-2:
Services. Reduce cost of pretrial incarceration. Pretrial Pretrial Pretrial Pretrial
cost of pretrial release and supervision services Services. Services. Services.
incarceration. assure court appearances and reduce Reduce cost of Reduce cost of Reduce cost of
Pretrial release & new crime commission by defendants pretrial pretrial pretrial
supervision services released on bond incarceration. incarceration. incarceration.
assure court Pretrial release Pretrial release Pretrial release
appearances and & supervision & supervision & supervision
reduce new crime services assure services assure services assure
commission by court court court
defendants released appearances appearances appearances
on bond and reduce and reduce and reduce
new crime new crime new crime
commission by commission by commission by
defendants defendants defendants
released on released on released on
bond bond bond
227
** Cost avoidance figures are based on the number of defendants interviewed for bond setting, the average length of
stay in jail of these defendants before their release directly to Pretrial Services supervision and at a per day jail cost.
Ex. 2013: 1 ,667 defendants were interviewed, 859 defendants were actually ordered to pretrial supervision and their
average length of stay in jail was 10.94 days (in 2012 it was 15.74 days, a reduction by 4.8 days) before their release
to pretrial supervision and at a per day jail cost of approximately $69.53 (updated figure from the Sheriff's Office).
(859 x 10.94 x $69.53 = $653,405.) The estimated cost avoidance figure is 1,005 defendants x 10.94 days x $69.53
= $764,461 . The projected cost is 1,469 x 10.94 days x $69.53 = $1, 117,406. Please note that further cost avoidance
will likely be realized based on the projected number of defendants interviewed and released from jail who will not
be ordered to pretrial supervision.
PS4-2: Criminal Staff the CJAC, set agendas, meetings, 0 6 mtgs/yr 6 mtgs/yr
Justice Analysis prepare and present data and
Planning. Provide document activities.
criminal justice
analysis and Develop projections, analyze criminal 0 Development Ongoing
efficiency to the justice policy and programs and be a in progress analysis and
County and local resource to local justice system policy data gathering
criminal justice makers for problem solving and to assist county
processes. Provide efficiency. Use information to and local
support and regularly update and maintain long- criminal justice
information to the term resource and capital needs for agencies to
Criminal Justice Weld County. reduce costs to
Advisory Committee the county and
(CJAC) and Weld create
County. efficiencies in
overall service
deliveries.
228
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 $ 56,903 $ 63,953 $ 63,953 $ 72,538
Supplies 48 500 500 500
Purchased Services 777 500 500 500
Gross County Cost $ 57,728 $ 64,953 $ 64,953 $ 73,538
Revenue 14,475 14,000 14,000 14,000
Net County Cost $ 43,253 $ 50,953 $ 50,953 $ 59,538
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of $8, 585.
No other changes requested in this budget.
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.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board , under the authority of the Board of Commissioners of Weld County,
sub-contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison . Justice Services oversees all aspects to the administration of community
corrections.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 53,829 $ 52 ,392 $ 54,719 $ 54,719
Supplies 853 1 ,000 3,000 3, 000
Purchased Services 2,837,428 2, 587,736 2,855,465 2,855,465
Fixed Charges 29,080 27,928 29,876 29,876
Capital 0 0 0 0
Gross County Cost $ 2,921 , 190 $ 2 ,669,056 $ 2 ,943,060 $ 2 ,943,060
Revenue 2 ,844,248 2,669,056 2 ,943,060 2, 943, 060
Net County Cost $ 76,942 $ 0 $ 0 $ 0
Budgeted Positions 1 1 1 1
SUMMARY OF CHANGES: Average daily residential and non-residential offender populations
at the community corrections facility remain steady. State allocation for State FY 2014/2015:
$ 1 ,539,088 for Residential Diversion services, $739,366 for Residential Transition services,
$211 ,248 for Residential Condition of Parole services, $74,832 for Non-Residential services,
$ 130, 000 for Correctional Treatment Support services, $45,267 for Residential Condition of
Probation services (new line item ), $95,064 for Facility Payment Funding pilot project to mitigate
vendor staff turnover and promote evidence based programming (new line item) and $ 108, 195
for Corrections Board and County Administration . In addition , the budget includes continued
stable funding to support the Intensive Supervision Program (ISP) of certain inmates/parolees
under the local supervision of the Department of Corrections. Two (2% ) percent of these funds
based on monthly service utilization remains with Weld County for program administration .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . All costs are paid
by State funds; no cost to the county. Revenue from the lease of the community corrections
facility of $277,272 per year is listed under Budget Unit 1000-90100.
BOARD ACTION: Approved as recommended .
230
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Daily Populations of Residential Transition , 236 250 250
Residential Diversion beds, Non-Residential
Diversion slots and IRT Placements.
ADP Totals:
236 250 250
Efficiency Measures
FTE's per 10,000/capita 0.036 0.036 0.035
Goal PS3: Provide safe and less expensive alternatives to use of jail, detention and prisons; promote an
accountable, coordinated justice system that focuses on present and future needs of Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
PS3-1: Cost savings by providing a less costly 169 residential 170 residential 170 residential
Community alternative jail and prison (ADP) (ADP) (ADP)
Corrections - incarceration for adult convicted
Provide safe, offenders; 67 non 68 non 70 non
community based residential residential residential
correctional
placement for Recidivism rates for offenders, 2% 2% 2%
eligible adult completing the Community
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 300 315 315
opportunities & of educational and/or vocational
access to resources; programming.
treatment and
employment Receive, manage, and process all $2,921 , 190 $2,669,055 $2,943,059
services, while community corrections funds from the
living in staff- State;
secure correctional
setting Cost avoidance/savings ratio of $3,500,000 $3,600,000 $3,600,000
Community Corrections Programs to
County.
231
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on-site inspections during each phase of construction to insure minimum
requirements are met. The Department also assists Weld County citizens in understanding and
applying the International Building Code for utmost construction safety.
RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 762 , 128 $ 876,567 $ 951 ,251 $ 1 ,043,075
Supplies 185,984 60, 300 30, 500 30, 500
Purchased Services 82 ,263 75,700 83, 190 83, 190
Fixed Charges 157,015 147,322 169,708 169, 708
Capital 64,650 0 0 0
Gross County Cost $ 1 ,252 ,040 $ 1 , 159,889 $ 1 ,234,649 $ 1 ,326,473
Revenue 3,321 , 152 2, 100,000 3,250,000 3,250,000
Net County Cost $ -2 ,069, 112 $ -940, 111 $ -2 ,015,351 $ - 1 ,923,527
Budgeted Positions 11 11 .00 12.00 12.00
SUMMARY OF CHANGES: Personnel Services are up $71 ,423 for the additional Electrical
Inspector, and $3,261 for an upgrade of an Electrical Inspector (grade 41 ) to Lead Inspector
(grade 43) approved mid-year.
Supplies are down $30,000 for computer software and attachments. Purchased Services are up
$9,490 primarily for vehicle costs with offsetting reduction in printing and subscriptions. Fixed
Costs are up due to charge backs from Planning for staff support to Building Inspection .
Revenues up $ 1 , 150,000 with building fees being up $650, 000, electrical fees up $200, 000, and
plan checks up $300,000.
Final budget adjustments include an increase in salaries of $91 , 824.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The staffing
increase approved mid-year is justified based upon workload and the costs are more than offset
by increased revenues. The revenue estimates seem reasonable based on building and oil and
gas activity projections for 2015.
BOARD ACTION: Approved as recommended .
232
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of inspections performed 18, 155 19,000 19,500
Avg . # of inspections per building permit 15. 5 16 20
Number of Inspectors 4 5 6
Number of inspections per inspector daily 17.38 18.5 20
Number of Building Compliance violations 100 110 115
Number of Building Complaints 76 80 80
Number Compliance cases closed 52 60 60
Number of miles driven by inspectors 130,000 135,000 140, 000
Number of inspectors performing
Combination Residential Inspections 2.5 3 3
Plans Examiner/Inspector-On-Call Work Outputs)
Number of Plans Examiners 2 2 2
# of major plan reviews 370 400 500
# of minor plan reviews 1 ,479 1 ,600 1 ,700
Technical Support Work Outputs
# of building permits processed 2 ,451 2 ,750 3,000
Walk-in's 4,328 4500 5,000
Efficiency Measures
FTE's per 10,000/capita 0.407 0.400 0.423
Per capita gross cost $4.63 $4.21 $4.68
233
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU6: Ensure safe construction throughout unincorporated Weld County.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU6-1 : Conduct Attendance of each Plans 14 14 14
safe and quality Examiner/Building Inspector/Building
plan reviews and Official/Tech at 2 ICC classes (7 staff) 100% 100% 100%
inspections
following Maintenance of appropriate certifications
adopted codes
Goal LU-7: 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)
LU7-1 : To ensure Revise handouts and update website 100% 100% 100%
current and updated quarterly
information is
available to the
public on handouts
and website
Ensure routine Host/attend two Building Trades 2 2 2
communication Advisory meetings per year
with builders and
contractors
Ensure inspectors Plans examiner present to the Building 4 4 4
have more Official any changes to code quarterly
handouts in the
field for a non-
technical audience
Consistent Provide "team training" in the field to 3 3 3
inspections ensure consistency by inspectors
conducted in the
field
234
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal LU8: Maintain quality, professional and timely site inspections.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
LU8-1 : Maintain a Percentage of complete records 100% 100% 100%
record of permit
expirations and
inspections to
ensure permits are
current.
Provide 24 hour
turnaround time Percentage of 24 hour turnaround 99.5 99.5 99.5
for inspections. inspections(measured by complaints)
Ensure timeliness 90% 95% 95%
of entering Maintain proficiency in Accella to ensure
inspections and information is updated and available
appropriate follow-
up.
Provide plan
review turnaround Review plans in a timely manner current 100% 100% 100%
within current with policy time frame — measurable by
policy time frame. complaints
Return customers
call and questions Measurable by number of complaints 100% 100% 100%
within 24 hours. annually
Maintain quality
customer service Measurable by annual complaints 100% 100% 100%
with existing staff
levels
235
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 $ 312 ,257 $ 358,335 $ 373,625 $ 425,288
Supplies 62,039 79,550 77,200 77,200
Purchased Services 326,379 374, 050 416,050 416,050
Fixed Charges 9,500 0 0 0
Capital 0 0 0 0
Gross County Cost $ 710, 175 $ 811 ,935 $ 866,875 $ 918,538
Revenue 3,583 6,000 6 ,000 6, 000
Net County Cost $ 706,592 $ 805,935 $ 860,875 $ 912 ,538
Budgeted Positions 2 FTE 2 FTE 2 FTE 2 FTE
6 PT 6 PT 7 PT 7 PT
SUMMARY OF CHANGES: Personnel Services increased $15,290 to fund one additional
seasonal mower operator for five months. Supplies decreased a total of $2 , 350 for the
following : Computer Software and Attachments decreased $2 ,500 as no new Landowner
Specialist Mapping units will be needed in 2015 . Uniforms and Clothing was increased $ 150 for
steel-toed boot reimbursement for the additional seasonal employee.
Purchased Services increased a total of $42 ,000 for the following : Other Professional Services
increased $30,000 to fund tub grinding of trees and Machinery and Equipment Rental was
added in the amount of $ 12, 000 for the rental of two tractors for approximately 500 hours each .
Revenue is unchanged at $6,000.
Final budget adjustments include an increase in salaries of $51 ,663.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The additional
seasonal position for mowing is justified with all the additional paved roads in the county. Based
upon a cost analysis the rental of the two tractors for 500 hours each per year is the most cost
effective option rather than owning them . One of the old mowers was sent to auction , since it is
being replaced by one of the rental unit.
BOARD ACTION: Approved as recommended .
236
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 700 1 ,300 1 ,300
Efficiency Measures
FTE's per 10,000/capita .07 .07 .07
Per capita cost (county support) $2.62 $2.93 $3.22
Goal TPW9: Implement and monitor Colorado Weed Management Act (Noxious weed
control) on County property and assist land owners with compliance with the law through
public education and assistance.
DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED
OUTCOMES OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
TPW9- 1 : Weed 100% accuracy 100% of the time 100% 100% 100%
operations will meet
established codes,
policies, and
procedures.
TPW9-2: Mowing 95% accuracy 100% of the time 95% 95% 95%
Operations
TPW9-3: Roads 95% accuracy 100% of the time 90% 95% 95%
spot treated for
noxious weeds
237
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 $ 214,653 $ 245,209 $ 245,209 $ 275,265
Supplies 1 ,712 7,900 7, 900 7, 900
Purchased Services 25,672 44, 945 44,945 44, 945
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 242 ,037 $ 298,054 $ 298,054 $ 328, 110
Revenue 77,746 70,500 70,500 38,000
Net County Cost $ 164,291 $ 227,554 $ 227, 554 $ 290, 110
Budgeted Positions 2.5 3.0 3.0 3.0
SUMMARY OF CHANGES: Final budget adjustments include an increase in salaries of
$30, 056. There no other requested changes to the OEM budget for 2015.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Revenue for the State Emergency Preparedness grant was reduced
$32,500. All other items approved as recommended .
238
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 12 12 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 18 18 18
Efficiency Measures
•
FTE's per 10,000/capita .094 1 .090 1 .06
Per capita cost $0.61 $0.83 $1 .02
Goal PS4: Reduce the risk and mitigate the impact to communities and citizens due to all hazard
incidents.
PRELIMINARY PERFORMANCE
DESIRED OBJECTIVE/KEY
OUTCOMES PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED
Comprehensive Plans will be reviewed and updated
Preparedness on an annual basis or after a Man —
Planning; made or Natural incident.
Develop/Review of
Emergency Coordinate preparedness planning
Operations Plan, with County Departments to
Hazmat, Mitigation include; updates to safety plans and
and COOP plans. COOP planning. Work with local
Collect and communities on COOP Planning
document Tier II and EOP Updates/Development.
reports for Facilities Participate with the County IMT 100% 100% 100%
that have reportable (COG) for emergency planning and
chemicals. Utilize EOC operations.
CAMEO for tracking
incidents. Work with businesses and
organization in the County that are
required to file Tier II Reports. Use
CAMEO to document the reports
and any incidents that occur.
Provide information to agencies and
citizens upon request.
239
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
P It E LIMINARY PERFORMANCE
DESIRED OBJECTIVE/KEY
OUTCOMES PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED
Collaborative Develop community preparedness
Coordination; process and planning and
Residents will community engagement templates
understand their risk for community use.
and evaluate their Partner with other departments,
vulnerability to all- local jurisdictions, non-
hazards incidents governmental agencies, and
effectively. They will community organizations to deliver
be able to identify preparedness training to residents in
threats as hazards the community. 100% 100% 100%
occur and will take Advocate coordinated, consistent,
appropriate positive, directive emergency and
protection measures. disaster messaging throughout
Preparedness Weld County.
program participants Increase Weld County employee
will demonstrate preparedness in the workplace and
increased capabilities at home.
related to disaster
preparedness
Progressive Work with Weld County
Training and Departments, agencies and
Exercise organizations for planning of one
Provide opportunities Full Scale exercise each year.
for Table Top, Participate in two EOC exercise
Functional and Full each year and coordinate with other
Scale Exercises each jurisdiction on Table top exercises
year that meet and DOC exercises. (See EMPG
HSEEP standards Exercise Plan from OEM)
and include multi 100% 100% 100%
disciplinary Coordinate with other public safety
incidents. agencies, non-profit, faith-based,
and community-based organizations
Community to develop community preparedness
Preparedness training training for Weld County residents
programs and
initiatives for citizen
preparedness will
increase disaster
resiliency.
240
OFFICE OF
EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PRELIMINARY
PERFORMANCE
DESIRED OBJECTIVE/KEY
OUTCOMES PERFORMANCE ACTUAL . ESTIMATED PROJECTED
INDICATOR(S)
Resource Update WebEOC Resource
Management; inventory on an annual basis by
Develop and Aug. 31st. Work with Local
maintain up-to-date Jurisdictions to stay compliant 100% 100% 100%
information on and complete a review of the
available resources resource systems by July 31 of
in Weld County each year. _
Integrated Ensure unity of effort among all
Emergency levels of government and all
Management elements of communities, partner
Prepare for, respond with NGO's and local jurisdiction 100% 100% 100%
to, recover from, and for a consistent, enhanced County
mitigate against wide program.
disaster
Grants Coordinate with county agencies
Management to complete capability
Identify gaps in assessments and gap analysis at
capabilities and seek the County level. Use the 1 00% 100% 100%
grant funding to information to support priority
support increasing projects from available grants.
capability.
Incident and Provide information on current
Emergency incident or emergencies using
Communication media sources; texts, web, EAS
provides emergency etc. Provide information to First 100% 100% 100%
communication to Responders and Citizens with the
end users for active most current information utilizing
incidents and PIO's
emergencies.
241
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 , 146,407 $ 2 ,248,409 $ 2 ,528,228 $ 2,652,239
Supplies 142,900 145,000 300,000 300,000
Purchased Services 481 ,644 779,275 7,563, 106 7, 563, 106
Capital 8,691 0 0 0
Contra -644,627 -659,585 - 188,319 -188,319
Gross County Cost $ 2 , 135,015 $ 2,513,099 $ 10,203,015 $ 10,327,026
Revenue 0 0 0 0
Net County Cost $ 2, 135, 015 $ 2 ,513,099 $ 10,203,015 $ 10,327,026
Budgeted Positions 22 24 25 26
SUMMARY OF CHANGES: Personnel Services increased a total of $279,819 with the addition of one
new Engineer III position and two new Engineer Tech I positions. Two engineers were transferred to the
Planning Department. Final budget adjustments include an increase in salaries of $40,000.
Supplies increased $155,000 due to the following : Small Items of Equipment decreased $27,500 based
on anticipated needs for 2015. Computer Software and Attachments increased $134,000 as information
technology (IT) charges were moved to this line item as IT services are now provided in-house. Road
Construction Supplies increased $45,500 based on anticipated needs for 2015. Other Operating Supplies
increased $3,000 based for anticipated inspection and soils lab supplies.
Purchased Services increased $6,783,831 based on the following: Postage and Freight increased
$4,250 based on anticipated FedEx charges and mailing associated with the WCR 49 project.
Publications and Subscriptions increased $1 ,000 for books and technical manuals to be purchased ;
Memberships and Registration Fees increased $940 due to an increased number of nuclear gauge badge
certifications. Other Professional Services were eliminated as fees will be paid from other county
department budgets so it was reduced by $9,000. Phones increased $3,000 due to phone needs of
additional personnel. Information Services fees are included in the Computer Software and Attachments
line item so there was a reduction of $120,000. Other Professional Services increased $106,641 as the
NFRMPO local match ($6,641 ) is now paid from this budget, and $94,000 was added for geotech
services. Repair and Maintenance Equipment was added in the amount of $975 to fund maintenance cost
for the Canon large format scanner; Training was increased $9,600 to fund training for addition personnel;
Strategic Roads increased $6,792,425 for a total of $7, 130,000 for design fees for 49 south corridors
($4,880,000), WCR 49/47 north corridor ($2,000,000), and the RAMP project design of WCR 74/SH 392
intersection improvements ($250,000). The Contra Account was reduced $471 ,266 based on anticipated
engineering charge-back costs to Planning with the transfer of two positions to Planning .
242
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval . The design costs
for the WCR 47/49 corridor cover one of the largest Public Works projects in the history of the
county. The design will be done as part of a design/build contract.
The storm water requirements of the federal Clean Water Act are administered under the
Municipal Separate Storm Sewer (MS4) Program require the implementation of a storm water
management program for minimizing the impacts from runoff in Weld County in designated
urbanized areas. The county currently has a somewhat disjointed administrative approach to
the management of the MS4 program . Staff members from the departments of Planning , Health ,
Public Works, and Finance recommend that a staff position be added in Public Works to
coordinate the administration of the MS4 program (Grade 37 at a cost of $84, 011 ). Policy issue.
BOARD ACTION: Approved as recommended with the addition of the MS4 position ($84,011 )
to be hired immediately. $40,000 was added for overtime due to project workload .
On November 10, 2014, the Board approved the reclassifications of an Engineering Ill to a
ROW Agent, and Engineering Administrator to a Transportation Planner/Development Review.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
N umber of designs completed 6 4 4
N umber of construction projects completed 4 6 6
N umber of land use case reviews 468 500 500
Access Permit 453 460 500
Right-of-Way Permits 553 560 560
Special Transport Permits 1 ,510 1 ,500 1 , 500
Goal TPWS: Provide engineering services including design, development, inspections, and all phases of
highway engineering, bridge engineering and construction inspection and testing.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJEC'T'IVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
TPW8- 1 : Capital 95% accuracy 100% of the time 100% 100% 100%
Improvement
TPW8-2:
Construction 99% accuracy 100% of the time 100% 100% 100%
Testing
TPW8-3 :
Development 99% accuracy 100% of the time 100% 100% 100%
Review
TPW 8-4: Five Year 90% accuracy 100% of the time 100% 100% 100%
Plan
243
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 $ 48,430 $ 61 ,267 $ 52 ,351 $ 52,351
Supplies 2 ,704 4,025 3,200 3,200
Purchased Services 18,015 21 ,000 22,500 22,500
Fixed Charges 100 0 0 0
Capital 0 0 0 0
Gross County Cost $ 69,249 $ 86,292 $ 78,051 $ 78,051
Revenue 2 ,799 2 ,000 2 ,000 2 ,000
Net County Cost $ 66,450 $ 84,292 $ 76,051 $ 76,051
Budget Positions 1 1 1 1
SUMMARY OF CHANGES: Personnel Services are down $8, 916 due to employee not taking
county health insurance. Supplies have decreased by $825 due to the underutilization of budget
amount. Purchased services have risen by $1 ,500 due to the anticipated increase in utilities.
Revenues have remained steady with an anticipated $2 ,000, which is generated through the
use of the park for overnight camping and recreational vehicle dump station . Overall net county
costs have decreased by $8,241 .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
244
MISSILE SITE PARK
(CONTINUED)
1000-50100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors 550 600 600
Work Outputs
FTE's per 10,000/capita 0.037 0. 036 0. 035
Per capita cost (county support) $0.246 $0.306 $0.268
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit ( 1000- 17200).
245
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and
future park projects.
RESOURCES ACTUAL BUDGETED REQUESTED 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
i ^
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 2015.
BOARD ACTION: Approved as recommended .
246
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley -
Weld County Airport.
RESOURCES ACTUAL LAST BUDGETED REQUESTED 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 t 0
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: For the fourth year in a row the airport is not making any request
for funding . The airport does not have any projects that they feel are appropriate for the county
to participate in funding for 2015.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
247
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 LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 13,000 14,250 14,250 19,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 13, 000 $ 14,250 $ 14,250 $ 19,000
Revenue 0 0 0 0
Net County Cost $ 13, 000 $ 14,250 $ 14,250 $ 19,000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Recommended budget of $ 14,250 is the same as 2014. The funds
will be equally divided among the nineteen ( 19) senior centers throughout Weld County resulting
in $750 per site. Each site determines how the money can best be spent to benefit their senior
program .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Board increased this budget by $4,750, so each senior center receives
$ 1 ,000 in 2015
248
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 1 ,000 10,000 10,000 10,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 1 ,000 $ 10,000 $ 10 ,000 $ 10 ,000
i ^
Revenue 0 0 0 0
Net County Cost $ 1 ,000 $ 10,000 $ 10,000 $ 10, 000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: This budget is the same as 2014, 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 .
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision , formerly
Centennial Development Services, Inc. , which provides services for the developmentally
disabled citizens of the county.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 38,225 38,225 38,225 38,225
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 38,225 $ 38,225 $ 38,225 $ 38,225
Revenue 0 0 0 0
Net County Cost $ 38,225 $ 38,225 $ 38,225 $ 38,225
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Envision has requested the same amount granted in 2014, which
is $38,225. No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
250
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 128,225 203,225 223,225 203,225
Fixed Charges 56,600 0 0 0
Capital 0 0 0 0
Gross County Cost $ 184, 825 $ 203,225 $ 223,225 $ 203,225
Revenue 0 0 0 0
Net County Cost $ 184, 825 $ 203,225 $ 223,225 $ 203,225
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: NRBH is requesting $ 108,225 for the base amount funded
historically. NRBH is also requesting the continuation of the $20, 000 funded since 2013 for the
Suicide Education and Support Services (SESS). SESS' primary mission is to address the
suicide rate in Weld County. In addition in 2015 NRBH is requesting an additional $20, 000 for
sustaining Weld County Prevention Partners' (WCPP) efforts to prevent under-aged alcohol and
substance use among Weld County's youth , bringing the total NRBH request to $ 148,225.
$75,000 is included for the Drug Court program to match a grant in Probation to treat clients
with substance abuse problems.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the NRBH base
amount of $108,225, the $20, 000 for SESS , and the $75,000 for Drug Court. This is the same
funding level as 2014.
Weld County Prevention Partners' (WCPP) was created in 2004 under a grant from the
Colorado Center for Substance Abuse Prevention . In 2009 WCCP received a five year grant,
which provided $400,000 per year from the Substance Abuse and Mental Health Services
Administration (SAMSHA) for prevention programs in Weld County. The grant ends
September 30, 2014. NRBH has several strategies to sustain the WCCP work, including this
funding request to Weld County. The continuation of WCPP's efforts to address and reduce
under-age alcohol use appears justified by the current data about alcohol use and related
perceptions provided by NRBH in their detailed written request. The additional funding from the
county for the WCCP is a policy issue for the Board .
BOARD ACTION: Approved as recommended and did not fund the addition request of $20,000
for the Weld County Prevention Partners' program . As a result the $108,225 base amount and
the $20,000 for Suicide Education and Support Services were funded along with $75,000 for
Drug Court.
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to
young victims of child abuse and non-offending family members.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 9,530 11 ,913 11 ,913 0
Fixed Charges 0 0 0 0
Contra Account - 2,750 - 3,971 - 3,971 0
Gross County Cost $ 6,780 $ 7,942 $ 7,942 $ 0
Revenue 0 0 0 0
Net County Cost $ 6,780 $ 7,942 $ 7, 942 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The requested amount is the same as 2014, which is $ 11 , 913.
The program is used by the Sheriff's Office, District Attorney, and Social Services. Social
Services will reimburse the General Fund one-third of the cost of this contract.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend the Board consider funding
this program in the Social Services budget under Child Welfare in 2015, since the usage
justifies Social Services paying 100% .
BOARD ACTION: Board agreed to fund this program in the Social Services budget under Child
Welfare in 2015, since the usage justifies Social Services paying 100% .
252
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 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 0 0
I
Fixed Charges 5,000,000 10,000,000 10,000,000 25,000,000
Capital 0 0 0 0
Gross County Cost $ 5,000,000 $ 10,000,000 $ 10,000,000 $ 25, 000, 000
Revenue 0 0 0 0
Net County Cost $ 5,000,000 $ 10,000,000 $ 10,000,000 $ 25, 000,000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Retirement Fund for the
administrative costs of the program . With the underfunding of the Weld County Retirement Plan
the Board has 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 $ 1 ,000,000. The county stopped paying the fees in the 1980's, so the
$10,000, 000 is to not only pay the current fees, but go back over time and reimburse for the
years that the General Fund did not pay due to surplus funding . The level of funding for this
purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: The Board would like the Retirement Fund to be fully funded by
December 31 , 2015. Therefore, in the 2015 Final Budget the Board approved to change the
contribution for the Retirement Fund from $ 10,000,000 to $25,000,000 by reducing the Capital
Fund's property tax by $8,250,000, reducing the Contingency Fund's property tax by $5, 000,000
and using $1 ,750,000 more of the General Fund's property tax for the Retirement Fund . The
change leaves the total property tax amount the same and still allows for the drop in the mill levy
from 16.804 to 15.800.
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
,
RESOURCES ACTUAL BUDGETED REQUESTED 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 t 0 0 0
Net County Cost $ 12 ,351 $ 12 ,351 $ 12,351 $ 12, 351
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12 ,351 is for the
Area Agency on Aging Administration match .
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund .
254
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 0 0 0 0
Fixed Charges 3,661 ,473 3,874,463 4,320,296 4,320,296
Capital 0 0 0 0
Gross County Cost $ 3,661 ,473 $ 3 ,874,463 $ 4,320,296 $ 4,320,296
Revenue 0 0 0 0
Net County Cost $ 3,661 ,473 $ 3,874,463 $ 4, 320,296 $ 4, 320,296
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund .
255
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, a
public/private non-profit organization . Starting in 2009, the County began contributing to the
Northeast East Central 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
Supplies 0 0 0 0
Purchased Services 569,285 144,700 165, 000 155,000
Gross County Cost $ 569,285 $ 144,700 $ 165,000 $ 155,000
Revenue 444,585 0 0 0
Net County Cost $ 124,700 $ 144,700 $ 165,000 $ 155,000
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Upstate Colorado Economic Development (Upstate Colorado)
requested $ 100,000, which is up $20,300 from the 2014 level of $79, 700. The $ 100,000 would
return Upstate Colorado to their 2009 funding level . Colorado Small Business Development
Center (SBDC) requested $65,000, which is the same as 2013.
FINANCE/ADMINISTRATION RECOMMENDATION: It is recommended that SBDC be funded
at $65,000 for 2015. Funding at this level will allow SBDC to retain the same staffing level
approved for funding by the Board on May 6, 2013. The recommended budget includes $79,700
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 the over 60% 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. This
approach is consistent with the Strategic Investment Plan for the Future of Weld County.
BOARD ACTION: Board funded Upstate Colorado at $90,000 and SBDC at $65,000. In
addition the Board may fund a Small Town Economic Development Liaison position from the
Economic Development Trust Fund for three years with an increasing match requirement over
the three years from the towns.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
256
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
Purchased Services 0 0 0 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
,
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1 , 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
257
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 $ -0-
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 $ -0-
D . The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal $ -0-
258
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 $ 78,866 $ 0 $ 0 $ 0
Supplies 365,514 73,000 73,000 73,000
Purchased Services 1 , 198,832 551 ,535 504, 362 414,362
Fixed Charges 4,767 76,000 123, 173 123, 173
Gross County Cost $ 1 ,647,979 $ 700, 535 $ 700,535 $ 610, 535
Revenue 76,563,766 86,982 ,532 96,040 ,273 109, 182 ,473
Net County Cost $ - 74, 915,787 $ - 86,281 ,997 $ - 95,339,738 $- 108,571 ,938
SUMMARY OF CHANGES: The expense side this budget is unchanged from 2014. Line item
amounts have been adjusted to reflect recent expenditure patterns. The amount for the contract
with the Criminal Justice Planning function was reduced $62 ,000, medical supplies are down
$9,000, and memberships were reduce $2 ,285. Phones costs for internet circuits are up
$ 18,000, audit costs are up $4,500, and the miscellaneous line item for unexpected items is up
$47, 173.
Revenues are up $22, 199, 941 over the current year. Property taxes are budgeted at
$114, 785,509 with a personal property tax adjustment of ($10,022,995) for a net of
$ 104,762, 514, up $22 ,077,846. Interest earnings are projected to remain at $1 , 100,000 with
rates projected to remain low in 2015. Tobacco tax revenues are up $50,000 since the state is
sharing back a larger portion of the tax with local governments. Rents from Buildings total
$475, 909 from Social Services ($ 166,234), PS Trophy ($ 16,800), Community Corrections
Building ($277,275) and ambulance station ($ 15,600). Recovery of indirect costs is $2 ,008,787
and revenues from Urban Renewal Authorities (URA) are budgeted at $348,936 for Brighton
URA and $ 118,327 for South Firestone URA. Other smaller revenues are stable with little
change. Total revenues are $95, 321 , 938.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: BOARD ACTION: Because of the funding of the Oil and Gas Liaison position
in Planning that will do the CERR oil and gas employee count $90, 000 was decreased in this
budget for the contractor that has been doing the function the last few years.
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
Owens-Illinois ($80,814), Praxair ($4,327), Specialty Products ($ 11 ,697), Norfolk Steel ($5,067),
Carestream ($11 ,374), and PTI Group ($ 1 ,918) for a total of $115, 197. The final property tax
adjustment was ($- 10,022 ,995). All other items approved as recommended .
259
BUDGET UNIT REQUEST S UMMA R Y
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 .
260
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 .
T
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 112,467 67,060 191 , 831 68, 831
Gross County Cost $ 112,467 $ 67,060 $ 191 ,831 $ 68,831
Revenue 0 0 0 0
Net County Cost $ 112 ,467 $ 67,060 $ 191 ,831 $ 68,831
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL
Promises for Children $ 5,000 $ 5,000 $ 5,000 $ 5,000
RSVP 0 5,500 0 5,500
211 Information and Referral 25,000 50,000 25,000 25,000
Youth and Family Connection 31 ,323 27,594 27,594 27,594
Catholic Charities 0 15,000 0 0
Greeley Transitional House 0 15,000 0 0
A Woman's Place 0 20, 000 0 0
1451 Collaboration Management 0 48 ,000 0 0
Audio Information Network 5,737 5,737 5,737 5,737
Total $67,060 $191 ,831 $63,331 $68,831
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 2014. Recommend approval . Final funding $5, 000.
RSVP has requested $5,500 for senior volunteer services. Other than the funds for the
19 senior centers, historically, any funding for senior programs has been through the
Area Agency on Aging . For this reason it is not recommended to fund this request with
General Fund dollars. Funding this request is a policy issue for the Board . Board funded
the $5, 500 request on a one-time basis in 2015.
261
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
211 Information and Referral has requested $50,000 for the 211 information and
referral system operated by United Way. This is an increase of $25,000 over the 2014
funding level of $25, 000. The program provides a valuable service for county residence
with needs. Increase funding is policy issue for the Board . Final funding $25, 000. Board
agreed to donate six used laptop computers also.
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 2014. Recommend approval. Final
funding $5, 737.
Youth and Family Connections (formerly the Juvenile Assessment Center) has
requested the funding level of $27,594 as Weld County's share of law enforcement
support. This is the same as what was paid in 2014. Recommend approval . Final
funding $27, 594.
Collaborative Management Program (formerly the Interagency Oversight Group) was
funded last year, in the amount of $36,000, to cover the contribution to the lOG for
Human Services, Health Department, and District Attorney. Social Services paid the
amount in 2014, so no General Fund dollars were required . To strategically help the
TANF allocation the assessment will be paid by the Social Services Fund in this budget
unit for 2015. The program has requested an additional one-time payment of $48,000 in
2015 for a total request of $76,000. The increased funding is due to the state's
overspending of court fees that support the HB 1451 Collaborative Management
Program , which has resulted in a one year state funding shortfall . YFC is asking the
county to increase funding on a one time basis to avoid disruption in services. The
normal HB 1451 funding from the state is expected to resume in 2016. Social Services is
not able to fund the additional $48, 000 request. The one time funding of $48,000 from
General Funds is policy issue for the Board . No 2015 funding. Social Services was able
to fund the $48, 000 by using TANF funds ($24, 000) and Child Welfare funds through the
direct referrals to the R. 1. T. E. Program ($24, 000) in fiscal year 2014.
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities has requested $ 15, 000, Greeley Transitional House $15,000, and A Woman's
Place $20,000 for a total of $50,000 in 2015. 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
2015 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. Board decided no General Fund funding. Social Services may fund with CSBG
funds, if funds are available in February.
BOARD ACTION: See notes for each agency regarding final funding in italics. Net change was
$5,500.
262
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 $ 254,060 $ 201 ,278 $ 194, 004 $ 194,004
Supplies 102,310 90,954 98, 107 98, 107
Purchased Services 27,088 43,200 44,400 44,400
Fixed Charges 1 ,299 0 0 0
Capital 0 0 0 0
Gross County Cost $ 384,757 $ 335,432 $ 336,511 $ 336, 511
Revenue 0 0 0 0
Net County Cost $ 384,757 $ 335,432 $ 336,511 $ 336,511
Budgeted Positions 12.08 10.375 10.25 10.25
SUMMARY OF CHANGES: The increase of 0. 125 FTE represents five (5) hours per week for
the 4-H Events Coordinator position . This increase was approved in the spring of 2014 and has
been functioning at this level . The Fair Data Entry Clerk seasonal position , .25 FTE , is now
included as part of the Fair's budgeted positions instead of the Extension Office ($8,779). The
Personnel Services budget of $ 194,004 is for 5. 10 FTE county funded positions. The CSU MOU
amount for 2015 is $88,807 for 5. 15 FTE funded by CSU .
The increase of $1 ,200 in Purchased Services represents travel dollars for the CSU Extension
Regional Specialist. Previously, Weld County's contribution to the regional position was in-kind
(office space, phone, computer, etc. ). The position now has his office at CSU . He spends one
day per week (average) at the Weld County Extension Office or doing field visits with local
producers. The regional position is not included in the total of budgeted positions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
263
EXTENSION SERVICES
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 950 1 ,200 1 ,200
Efficiency Measures
FTE's per 10,000/capita .446 .368 .362
Per capita cost (county support) $ 1 .42 $ 1 .22 $ 1 . 19
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.
264
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan , and administer the annual County Fair.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 51 ,033 $ 47,987 $ 73, 119 $ 73, 119
Supplies 0 20,000 20,000 20,000
Purchased Services 40, 995 38,693 38,693 40,995
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 92,028 $ 106,680 $ 131 ,812 $ 134, 114
Revenue 0 0 0 0
Net County Cost $ 92 ,028 $ 106,680 $ 131 ,812 $ 134, 114
Budgeted Positions 0.75 1 .0 1 .25 1 .25
SUMMARY OF CHANGES: The Fair Data Entry Clerk seasonal position , .25 FTE, is now
included as part of the Fair's budgeted positions instead of the Extension Office ($8, 779). The
other impact to the Personnel Services costs is employee participation in the health insurance
plan has increased $16, 176. Under supplies $20,000 is included for the livestock pen
replacement program . Direct cash subsidy to the Fair is unchanged at $40, 995.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: The Board denied a late request for the subsidy amount for the Fair to be
increased to $65,000, but did allow the same amount as the past three years of $40,995 or an
increase of $2, 301 . All other items were approved as recommended , including the staffing
changes.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered (2013 totals) 7,568 7,400 7,500
Exhibitors registered 1 ,837 2 , 500 2,000
Attendees 34,000 35,000 36, 000
Efficiency Measures
Per capita cost (county support) $0.340 $0. 388 $0.473
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Veteran's Office - - 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 $ 73,445 $ 73,445 $ 74,270
Supplies 2,899 1 , 500 1 , 500 1 , 500
Purchased Services 6,077 7,850 7, 850 7, 850
Gross County Cost $ 74,428 $ 82 ,795 $ 82 ,795 $ 83,620
Revenue 3,600 2,400 2 ,400 2 ,400
Net County Cost $ 70, 828 $ 80,395 $ 80,395 $ 81 ,220
Budgeted Positions 1 1 .5 1 .5 1 .5
SUMMARY OF CHANGES: In recent years, the office has experienced an increase in activity
due to the increase of veterans returning from the wars in Iraq and Afghanistan . In addition , an
increase of Vietnam veterans and spouses filing for benefits has been experienced . Due to
increases a part-time position was funded mid-cycle 2013, which seems to provide adequate
resources to deal with the caseload . No change in the overall budget. Line items were shifted to
reflect historical expenditure patterns. Final budget adjustments include an increase in salaries
of $825.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files 800 700 800
Office visits 2,700 2 , 500 2 , 500
Efficiency Measures
FTE's per 10,000/capita 0.037 0. 055 0. 053
Per capita cost (county support $0.262 $0.292 $0.286
Goal H HS6: Assist in providing veterans access to eligible state and federal benefits to meet their needs.
DESIRED PRELIMINARY PERFORMANCE
OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED
PERFORMANCE INDICATOR(S)
HHS5- 1 : Insure all Percentage of served veterans receiving all 95% 95% 95%
veterans seeking eligible benefits
assistance receive
all eligible benefits
266
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES ACTUAL LAST BUDGETED REQUESTED FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 49,079 92,990 112,319 112,319
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 49, 079 $ 92,990 $ 112,319 $ 112 ,319
Revenue 0 0 0 0
Net County Cost $ 49, 079 $ 92,990 $ 112,319 $ 112 , 319
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2015 is $338, 980, which
is an increase from the 2014 budget of $46, 158 or 13.6 percent. Revenue from rents and
facility use fees for 2015 will increase $7,500 to $ 160,500. The County payment for the Event
Center is proposed to be $112,319, which is an increase of $ 19,329 from the 2014 payment of
$92 ,990 or 20.8 percent. The increase is in salaries and benefits of $35,034 due to adding back
a staff person that was cut in 2007. The workload is increasing from getting more and more
requests from Extension and 4-H for use of the facility. Utilities are up $ 11 , 124. 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 pad time labor and overtime when it is truly needed .
The City of Greeley will also contribute $ 112 ,319 for 2015, 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 .
267
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 2,588,497 2,694, 171 2,637,793 2,637,793
Fixed Charges 368, 123 549,720 696,694 696,694
Capital 0 0 0 0
Gross County Cost $ 2 ,956,620 $ 3,243,891 $ 3,334,487 $ 3,334,487
t , t
Revenue 0 0 0 0
Net County Cost $ 2 ,956,620 $ 3,243,891 $ 3,334,487 $ 3,334,487
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. The budget includes $6,000 for the
assessment for the Little Dry Creek Watershed Group. $ 170,000 for engineering services and
$50, 000 for legal services for adjudication of water rights on three gravel pits (Hoekstra , Giesert,
and Fiscus), and $68,934 for water right assessments owned by the county. $457,760 is funded
for the leases of county assets. $2 ,581 ,793 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval .
BOARD ACTION: Approved as recommended .
268
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 , 155,554 $ 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 $ 1 , 155,554 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 1 , 155,554 $ 0
Budgeted Positions n/a n/a n/a n/a
SUMMARY OF CHANGES: Budget reflects no increase in health insurance costs. 2015
salary increases are a policy issue for the Board , but there are funds for step increases due
employees in 2015 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 2015. There are no other benefit changes.
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