Momose Coum 2012 ADOPTED BUDGET

Montrose, Colorado 81401 MomosE Coum C 0 L 0 IU D 0

2012 ADOPTED BUDGET Table of Contents

Page

Montrose County At-A-Glance i - ii Organizational Chart iii Board of County Commissioners iv - vi

2012 Budget Overview

Budget Message 1 Fund Balance History 17 Source & Use of Funds 18 2012 Budget Summary, By Fund 20 2012 Revenue Summary, By Type 21 2012 Expense Summary, By Type 22 Expense Summary, By Department 23 General Government, Revenue Summary 24 General Government, Expense Summary 25 Interfund Transfers 26

Department Summanes

Total, All-Departments 27 Airports 29 Assessor 35 Clerk & Recorder 39 Coroner 43 County Administration 47 County Attorney 51 Facilities Department 53 Finance Department 61 Health & Human Services Department 65 Internal Services Department 77 Public Works Department 83 Sheriff's Office 93 Treasurer & Public Trustee 99 Non-Departmental 103 Table of Contents (Continued)

Page Fund Summaries

Total, All Funds 105 General Fund Ill Clerk Technical Fund 114 Conservation Trust Fund 116 Tabor Ennergency Reserve Fund 118 Innpact Fee Fund 120 Local Public Health Fund 122 Public Safety, Sales Tax Fund 124 Road & Bridge Fund 126 Justice Center, Sales & Use Tax Fund 128 Social Services Fund 130 Solid Waste Fund 132 Capital Expenditures Fund 134 Airport Debt Service Fund 136 Airport Operations Fund 138 Fleet Management Fund 140 Financial Summary, By Fund (2012 - 2009) 142

Supplementai Information

PTE Schedule 145 2012 Budget Resolution 146 2011 Property Tax Levy - Resolution 149 Property Tax Calculations 150 Property Tax, Data & History 152 Sales Tax, Data & History 156 Specific Ownership Tax History 160 Highway Users Tax History 161 Capital Improvement Project Fund, 5-Year Plan 162 Debt Schedule 163 MONTROSE COUNTY AT A GLANCE

OUR COUNTY Montrose County is located in beautiful Southwest Colorado! Our thriving community is home to 41,412 neighbors in over 2,200 square miles in the Uncompaghre River and Paradox Valleys. In addition to being the Agricultural hub of the western slope, we are home to Black Canyon of the Gunnison National Park, as well as the Gunnison Gorge National Recreation and Wilderness Areas. The majority of our County is made up of National Forest, Bureau of Land Management or National Park lands. Our main cities include Montrose, Maher, Naturita, Nucla, Olathe and Paradox. Our team of nearly 385 employees is committed to serving the needs of our friendly community and visitors to our area.

OUR MISSION Montrose County is dedicated to providing quality of life services for all County residents and visitors. Our main goal is to provide a safe, healthy and prosperous community for all.

MONTROSE COMMUNITY DATA

Montrose County has many attributes that nnake it an attractive place to live and do business, including an abundance of outdoor recreational activities, an excellent workforce, higher education opportunities, and developing business parks. The city was recently named the IS'"^ fastest growing micropolitan area in the United States, thanks to our unique and progressive business atmosphere, friendly people, and outstanding quality of life.

Businesses interested in relocating or expanding here will find plenty of support. The Montrose Economic Development Corporation (MEDC) serves as a "one stop" information and processing center. Eligible businesses can qualify for state and local financial incentives in the way of job training dollars and matching grants. In addition, Montrose County is classified as a State Enterprise Zone. The enterprise zone affords many State tax advantages to companies who locate here. As an added incentive, Montrose has a streamlined construction approval and permitting process that saves time and money.

Montrose has a vibrant manufacturing community with over 70 manufacturing companies, Some of our primary employers include Western Skyways, a piston and turbine engine overhauling facility; Russell Stover Candies; Scott Fly Rod, an internationally known fly fishing rod company; and Ross Reels, which manufactures fly-fishing reels.

Location and Accessibility: The Montrose Regional Airport provides passenger service to major cities including Denver, Houston, Dallas, Chicago, Newark, Atlanta, Salt Lake City, and Los Angeles. Montrose connects to 1-70, 65 miles to the north with a four-lane highway. We are also fully connected to the "digital highway" via Colorado's high-speed digital network. DEMOGRAPHICS Square Miles - 2,241 Population - 41,276 Persons Per Square Mile - 18.4 Median Age - 38 Communities: Montrose, Olathe, Naturita, Nucla Housing Units - 18,250 Households - 15,640 Avg. Persons Per Houseiioid - 2.49 Median Home Value - $188,600 Labor Force - 22,054 # Employed - 20,204 Unemployment Rate - 8.4% Median Houseliold Income - $48,108 K-12 Enrollment - 5,946 Local Sales Taxes: 7.65% (3% City, 2.9% State, 1.75% County) Personal Income Tax - 4.63% Corporate Income Tax - 4.63% Property Tax - Commercial Rate Commercial, Industrial, and vacant land properties are assessed at 29% of market value. A typical mill levy in Montrose County is 54.902 mills. Example: market value: $400,000 x; assessment rate: 29% = assessed value $116,000 x mill levy .054 = estimated tax $6,369. (Source: County Assessor's Office) Property Tax - Residential Rate Residential property is assessed in the State of Colorado at approximately 7.96% percent of market value. A typical mill levy in Montrose County is 52.705 mills. Example: market value: $180,000 x assessment rate: 7.96%=assessed value $14,328 x mill levy .052705 = estimated tax $755. (Source: Montrose County Assessor's Office)

MAJOR EMPLOYERS IN MONTROSE COUNTY - # Employees Montrose County School District - 850 Montrose Memorial Hospital - 530 Russell stover Candies - 400 Montrose County - 385 Wal-Mart Supercenter - 380 Volunteers of America - 350 City Market - 210 City of Montrose - 175 Community Options - 160 Home Depot - 120 Delta Montrose Electric Association - 115 Hansen Weather Port - 175 Western Skyw/ays - 86 Wells Fargo - 72 Rocky Mountain Steel - 70 Gordon Composites - 77 Tri state Generation - Nucla - 59 West End Public Schools - 55 Safeway - 45 Best Sign Systems = 44

ii MONTROSE COUNTY CITIZENS 4.

County Surveyor Board of County Commissioners County Coroner Clerk & Recorder District Attorney ntv Assessor Treasurer . t : District 1 District 2 Districts

County County Manager Attorney

Asst Coiffil PubUc BOCC/ Information Administration Officer Manager Vssi < imiity Attorney

Internal Heallh and Facilities l<'inance Human Public Works Airport Services Services

I Planning and : Human "'•^^ ^ Budgeting riililir llialtli ! Development Operations Fairgrounds j— Resources ; :. J ^Li- • •"'-'•'--rij -f^^^^ Airport Accounts Inrnrmatidn Engineering Maintenance Payable Ilutnaii .': Rescue Technology I Services , FlrcfiehtiiiE^ I Road and Accounts7^ Bridge Janitorial Keceivaiilr CIS -..iL . . I Emergency Communir: I I '-WB^ Manauement ^. Towers Pavroll (;iants -J

Sales and Vi .— j-(iyja^B Fleet Services Tax , I>ui chasing - ^

"i Strategic ^ Solid Waste < SI I Planning ~~ I'.vteusion

Safety & '- Regulatory Gary Ellis Board of County Commissioners Title: District 2 Commissioner, Vice Chairman

Personal History Gary is originally from Omaha, Nebraska. He moved to Colorado in 1969 and he and his wife Kathy moved to Montrose in 2000 to embrace the quality of life it offers. The preeminent theme of law enforcement is to serve and protect. This has been the theme that has dominated Gary's life. Commissioner Ellis' goal is to serve the citizens of Montrose and protect the quality of life consistent with sound fiscal policies.

Work Experience Gary has a total of 37 years of experience in law enforcement. During his time with the Denver Police Department, he rose to the rank of lieutenant, a management position within that organization.

Current Service Commission Ellis serves on the following boards:

• Airport Advisory Board • Club 20 - County Representative • FEMA Emergency Food and Shelter Executive Committee • CTSI - County Health Pool • CTSI - Board of Directors • CCI Steering Committee: • Community Corrections Board

Family He and Kathv have two children and six grandchildren.

iv Ron Henderson Board of County Commissioners Title: District 1 Commissioner, Board Member

Personal History Ron Henderson is a native of tlie Uncompahgre Valley and Montrose High School graduate. Ron and his wife Diane have traveled the world extensively. This travel promoted a deep and abiding desire, in Ron, to make Montrose County an even better place to live, work, and play.

Ron is looking forward to serving the taxpaying citizens of Montrose County in achieving and completing mutually directed goals. Ron is available during regular business hours at the County Administration Building, or by appolntnnent to the public.

Worlc Experience Commissioner Henderson grew up working In the family sand and gravel extraction, road building, and transit mix concrete business. In 1987 he became a local Real Estate Broker, a profession to which he is still dedicated.

Current Service Commission Henderson serves on the following boards:

• Montrose County Weed Commission • CCI Steering Committee • MADA Board, Montrose County Fair Board, ex Officio Member • Montrose Economic Development Council Representative • Montrose / Delta Public Lands Partnership • Region 10 Quarterly Board of Directors • Montrose County Housing Authority Board

Education Mr. Henderson holds a Bachelor's degree in Zoology from the University of Colorado.

v David White Board of County Commissioners Title: District 3 Commissioner, Chairman ofthe Board

Personal History

David White is originally from Coral Gables, Florida, and has lived in Montrose since 1999.

Work Experience David has varied experience in business and in public service. Prior to moving to Montrose, David served as a General Manager for Bekins Moving and Storage, Vice President of Carl J. White and Associates, Inc. (a consulting firm), and a City Councilor for the City of Colorado Springs from 1989 to 1993. He is currently the CEO of Future Moves of America and President of The MOOving Co., LLC (an intrastate household goods moving company). Service in Montrose

• City Council from 2004 - 2008 • Mayor from 2007 - 2008. • Economic Development Corporation board of directors (three years) • Montrose County Airport Advisory Board

Current Service Commissioner White is currently a member of the:

• Montrose Rotary Club • Montrose Rod and Gun Club • Juvenile Diversion Executive Committee • San Miguel Basin Fair All Around Board • Montrose Memorial Hospital Board • Methamphetamine Coalition • West End Juvenile Diversion • Mesa State Advisory Committee

Education Commissioner White holds a Bachelor of Science degree in Business Administration from Auburn University and has attended the Graduate School of Public Affairs at the University of Colorado.

Family He has six children between the ages of 15 and 30 and three grandchildren. David's interests include classic cars, reading, skiing, shooting, exercise, and cooking.

vi (This page intentionally left blank) Montrose Coum i; II1, (I ll ii II (I

To: Montrose County Citizens From: Jesse Smitii, County Manager Regarding: 2012 Adopted Budget

The annual budget process is detailed and time-intensive. The Board of County Commissioners (BOCC) and County management annually evaluate the budget process to establish parameters and Departmental guidelines for developing the proposed budget. The last year has been both motivating and challenging for both Montrose County and our County citizens. The 2012 budget is fiscally responsible and takes into account various resources and strategies for delivering the most cost-effective and efficient programs and services to the Montrose County community.

In March 2010 an overall County- wide strategic plan was developed to provide the vision, objectives and goals that the County will need to accomplish to meet the expectations of our citizens over the next 3-5 years. The strategic plan acts as a citizen-driven guide for county leadership to utilize in mal

• Encourage diversified economic development and managed growth • Improve and maintain a safe transportation system • Provide for the public safety • Effective and responsive County government • Develop our natural resources while supporting a healthy environment

The budget for 2012 was developed in accordance with, and is linked to, the Departmental Strategic Business Plans in conjunction with the County-wide strategic plan. Linking dollars spent to results/outcomes will enhance the County's ability to measure and manage performance, and improve the public's ability to understand the operations of the County. To accomplish these goals; a new chart of accounts had to be established in order to link budget dollars to the programs and activities identified in each Department's operating plan.

Also in 2011 Montrose County developed and innplemented a long-range financial plan used as the cornerstone ofthe budget development process for 2012. A five-year financial model was developed for each of the major operating funds from which revenue projections and specific fund balance goals were used to calculate the maximum level of expenditures for each fund. Proactive financial planning enables us to make small adjustments in our financial plan as opposed to reacting when change is already upon us.

1 As the county faces the effects of reduced tax revenues and outside funding sources, county leadership had to mal

2012 Budget Highlights:

• Total revenue is projected to decease approximately $8.4 million or 15.3% from 2011- 2012 ( excluding interfund transfers) • Property tax revenue for 2012 is projected to be $3.3 million lower than 2011 • Montrose Regional Airport revenue will decline $4.6 million due to reduced Federal and state grant awards for capital projects • Total expenditure budget for 2012 has been reduced $5 million or 9.1% (excluding interfund transfers) • The net use of $4 million results in Ending Fund Balances for 2012 totaling $28.3 million • $1.2 million being transferred to Capital Expenditures Fund to fund future facility needs • Established a new Fleet Fund as an Internal Service Fund • A decrease of 31.43 positions • Includes funding for several capital projects: > Construction of the Justice Center Annex Facility > Montrose Regional Airport - Relocation of Taxiway Bravo > Remodel a portion of current Justice Center facility > Remodel west wing of South Campus facility > Several vehicle replacements through the new internal Fleet Fund

All employees, not just the leadership, are currently evaluating methods for improving the daily operations ofthe organization. We are dedicated to utilizing our materials, supplies and employees to maximize our internal resources and external output. Our goal is to maintain the level and quality of County operations, programs and services with less available resources.

The county implemented several cost-saving measures to reduce the fiscal impact on the 2012 budget, including a reduction in the employee benefit allowance, elimination of the annual employee sick-leave payouts, implementation of a plan to eliminate termination/retirement sick-leave payouts, implementing the use of a comp-time policy to reduce overtime accruals and total overtime expenditures, implementing a universal on-call pay for all administrative departments, and eliminating on-call pay for non-exempt employees.

Many cost-savings measures were implemented with a particular emphasis on improving operational efficiencies. The Wright Express Fuel Card was implemented to begin tracking the

2 use and expenditure of fuel for all county fleet vehicles. This program allows staff to monitor the performance of the vehicle and make appropriate decisions for the on-going use, repair, and rotation of all county vehicles. The BOCC also approved a lease contract for the county- wide use of copiers, fax, and scanning machines. The lease agreement is anticipated to minimize on-going operational costs typically associated with the maintenance and use of county-owned machines. The new machines are equipped with a software package to track the use and cost associated with each print activity. This program will assist in the evaluation of printing costs and provide the ability to strategize use for cost reductions.

In addition to the aforementioned policy strategies, there are no salary adjustments or performance-based bonuses in the approved 2012 budget. In 2011 Montrose County retained an independent consultant to complete a comprehensive compensation analysis from which the County plans to establish and maintain an overall compensation plan. The County is developing a plan that promotes organizational excellence to drive results and accomplish the goals ofthe citizen initiated County Strategic Plan. Montrose County's compensation plan will be designed to attract and retain qualified employees committed to delivering exceptional services to residents and visitors of Montrose County. The goal ofthe plan is to assure that an individual's pay is commence orate with the individual's performance and current market value.

Several large capital projects have been planned for 2012. On August 15, 2011 a new district court judge was appointed to the Seventh Judicial District. The Montrose County combined Court (District and County courts) and Probation Department has outgrown the available space at the Montrose County Justice Center. Beginning in January 2012 Montrose County will break ground on a new Justice Center Annex facility that will accommodate the 911 dispatch center, District Attorney's office. County coroner, and Child Support Enforcement Unit. Relocating these services into the new facility will free up space in the Justice Center to be converted to new court rooms, judges' chambers, and hearing rooms to help accommodate our new district court judge.

Additionally the Montrose Regional Airport will be undergoing airport construction in the summer of 2012 to increase the safety and efficiency of primary taxiways and taxiway connectors. Taxiway "Bravo" will be relocated to parallel runway 13-31 from Taxiway "Charlie" to Taxiway Connector "Bravo 1". The project will be completed in three consecutive phases: Schedule l-Relocate Taxiway B (from Taxiway "B2" to Taxiway "B4"0; Schedule ll-Relocate Taxiway B (from Taxiway "Bl" to Taxiway "B2"); and Schedule Ill-Relocate Taxiway B (from Taxiway "C" to Taxiway "D"). These changes will facilitate increased traffic flow for both commercial and general aviation users ofthe airport.

It is important for County citizens to understand how property taxes are calculated and distributed. The County Treasurer is responsible for collecting taxes for ALL taxing jurisdictions within the County and distributing the tax revenue to them, IVIost of the taxes collected are collected for local school districts. Approximately 30% of the property taxes collected by the Treasurer are for County use. Taxes for any given year are collected in the following year.

3 For example, 2011 property taxes will be collected in 2012 and are based on property values as of July 1, 2009. Montrose County will see significant reductions in property tax collections over the next few years.

The County uses a modified accrual basis of accounting. Under this method, revenue is recognized in the year which it was earned. Expenditures are generally recorded when the related liability is incurred. Expenditures may include commitments arising from unfilled purchase orders, uncompleted contracts, and other obligations for certain funds. Those commitments are called encumbrances and lapse at year-end.

WHAT DID WE ACCOMPLISH IN 2011?

The Montrose County Sheriffs Office is committed to making strides in increasing public safety and awareness while continuing to strive for fiscal responsibility. This transition to an improved, more efficient and effective system of operation has proven to be a valuable asset for the Sheriffs department. The Sheriffs Office has implemented an accountability and tracking program to facilitate community feedback and strategic planning. This is being accomplished through the MCSO website, direct citizen input and phone calls to citizens who have received services. The Montrose County Sheriffs office also signed a memorandum of understanding with the Montrose Police Department that allows for better joint investigation and use of unique capabilities by the other agency. This collaborative effort increases efficiency and reduces duplication of money spent on training and equipment. Utilizing public donations the MCSO also added a new K-9 program. This will provide an increased capability to interdict illegal drugs. Training for our public safety personnel remains a top priority. In 2011 12,989 man hours of training were completed including certification for VIN inspectors which will allow us to provide M-F certified VIN inspections for our citizens. A "new off limits" training for sexual assault prevention classes for schools was conducted through collaboration with local law enforcement, schools and the Child Advocacy Center. A school resource deputy program has been implemented at the Olathe High School, Olathe Middle School and Oak Grove Elementary. Consolidation of the West End dispatch center was implemented in 2011 to improve efficiency of our regional dispatch functionality as well as reduce costs associated with providing this service to the community.

The Assessor rounded out a busy year with several major accomplishments, including the direct integration ofthe County GIS mapping system with the Assessor's property records search web application as well as further development and enhancements to the Field Appraiser software. In 2011 the Assessor had sales confirmation of 731 residential, vacant, and commercial sales transactions; processed all new Senior and Veteran Exemptions; completed 128+ business personal property field audits; processed 1,000+business property declarations; inspected and updated records based on 333 county and city building permits; provided certified assessment valuations for all 41 taxing jurisdictions for 2011; and passed the 2011 Property Assessment Study Audit. Despite the decline in the real estate transactions, the Assessor's office is

4 mandated by state law to adhere to the parameters set forth by the state for real estate assessments.

The Treasurer-Public Trustee's office completed all of the statutory requirements to include printing and mailing 25,000 tax notices, collection of property taxes and distribution ofthe tax revenue to 41 authorities. The banking and reporting responsibilities were completed accurately and by the scheduled time requirements. Additionally the office processed 286 foreclosures in 2011 compared to 386 in 2010. This overall decline in new files compares more closely with the 288 that were received in 2009. Additionally the Treasurer's office held 233 foreclosure sales, prepared 247 confirmation deeds, and executed 1,547 releases of deeds of trust, a 27% decrease from 2010. The Montrose County website now includes specific foreclosure information and weekly newspaper publications for the public's review, Also, tax payments can be conveniently made by "E" checks in addition to the credit card option.

During 2011 the Clerk and Recorder's offices' focus has been on creating efficient and value added ways of providing services to our customers by decreasing the costs associated with providing services as well as customer wait times. Systematic mapping of our business processes has helped us to better understand how our processes work, identifying and implementing improvements, and encouraging an environment conducive to continuous improvement,

Montrose County Coroner's office of Medical Investigations provided the citizens of Montrose County continuous, competent and compassionate service on a 24/7 basis as well as disaster preparation in a fiscally responsible manner. Citizens who had family members fall victim of a sudden incident, unattended, violent or suspicious death were provided the best death investigations available in order to present a correct and appropriate cause and manner of death. These included 386 deaths which were reviewed and investigated. Additionally 120 of the deaths required and included on scene and/or physical examination ofthe decedent and/or in depth review of their medical records and circumstances related thereto. There were 101 death certificates issued or consulted on and there were 29 autopsies performed under the authority and auspices ofthe Montrose County Coroner's Office. The cases autopsied included 2 homicides, 9 suicides, 7 accidents, 3 drug overdoses and 10 natural deaths. The Facilities Division developed a Montrose County Facilities Master Plan to provide the County a roadmap for facility development during the next five years. This plan was developed in-house and required no outside consultants. Current County facilities include the Justice Center, Airport, Administration Building, Old Courthouse, South Campus, Fairgrounds and many other facilities in Montrose, Nucla and other locations. As a result ofthe Facilities Master Plan the Justice Center Annex Project was selected as the next new project the County would implement to meet current and future space requirements. The Annex will be a 17,000 square foot steel building located on the Justice Center property immediately south of the Sheriff's Office. This building will house the 911 Dispatch Center, the Coroner, the Child Support Department and the District Attorney's Office. Remodeling the Sally Port section of the Administration Building was also completed. This area will be used by the Elections Department as a future voting area and voting equipment storage area. A historical assessment

5 of the Old Courthouse was completed by Andrews & Anderson Architects. The building aesthetics, HVAC, structural, electrical and other systems were evaluated for future renovation in a historically correct manner. A renovation cost estimate was completed as well. This document will serve as a future blueprint for refurbishing the Old Courthouse. The Raspberry No. 1 Communications Site was purchased. This site is a critical link in the microwave system and the 800 Mega Hertz communications system which provides service to the west end ofthe County, including the areas of Nucla and Naturita. This system also supports IT functions for the County. This purchase assures control of this communications system far into the future. During 2011 the Facilities Department took many steps to improve energy efficiency throughout the county buildings. Several ofthe HVAC systems were adjusted to operate more efficiently. Replacement motors, lighting and other equipment contained the highly efficient "Energy Star" rating. Low water requirement plumbing parts such as flush valves on urinals and toilets were installed to conserve water and reduce costs.

The Montrose County Fairgrounds had a busy and productive 2011. We hosted a number of successful community events including the Montrose Home and Garden Expo, Montrose Rod and Gun Club Gun Show, Lion's Club Carnival, Black Canyon Horse Races, Habitat Roller Derby, Montrose County Fair and Rodeo, Indian Nations Pow Wow, Friends Thanksgiving Dinner along with numerous 4-H, FFA and Veteran group events. Our goal in 2011 was to improve the visual appeal of the Fairgrounds by continuing to cleanup areas and maintain the landscaping on the grounds. To help the events currently using the facility we invested in new pipe and drape, tables and folding chairs. In the kitchen we replaced the stove and upgraded the hood and fire suppression system. In 2011 we also completed both a master plan and strategic plan for the facility. The master plan focused on capital improvement items to be done over the next five years to improve the functionality of the Fairgrounds. Our strategic goals focused on increasing the usage of the Fairgrounds while providing top notch customer service to facility users.

Montrose County Administration department had a busy year implementing the electronic BOCC agenda process and live video streaming of Board of County Commission meetings. The BOCC section ofthe County website was also improved to increase accuracy and become more citizen friendly. Administration fine- tuned the Munis contract software to improve efficiency. Revised procedures were also developed for tracking and processing public records requests. Additionally an electronic grants management process was implemented in 2011. During 2011 Administration completed a remodeling project that allowed us to consolidate staffing and public access which resulted in the reduction of an FTE.

Finance coordinated the development and implementation of aligning the 2012 budget to specific measurable results outlined in our departmental strategic business plans which supports one ofthe goals outlined in our County Strategic Plan. In order to accomplish this goal a new chart of accounts was established in order to link budget dollars to programs and activities identified in each departmental plan. Also in 2011 Finance developed and implemented a long-range financial plan used as the cornerstone ofthe budget development process. A five-year financial model was developed for each of the major operating funds from which revenue projections and specific fund balance goals were used to calculate the maximum

6 level of expenditures for each fund. Finance also implemented a paperless payroll system to help reduce costs associated with payroll processing and increase efficiency. A Sales and Use Tax section was also added to the County website to help improve communication and transparency with Montrose County citizens.

In 2011, the most significant accomplishment for the Internal Services Division was the reorganization of county administrative departments to consolidate internal supportive departments into one cohesive division. In conjunction with this administrative reorganization, the IT Department was also reorganized to improve customer service and communication. The HR Department was reorganized to expand the focus ofthe department to include organizational development and implement an internal training program. The focus of these efforts is largely driven by the new county strategic plan and the individual departmental strategic business plans.

IT completed the implementation ofthe Storage Area Network (SAN). This increased the number of servers in our virtual environment and implemented a Veeam backup solution. The combination of these projects significantly increases server uptime, decreases the amount of time to get servers back online if/when they do go down, and creates a more secure and efficient backup and recovery process. Other technology improvements include the purchase ofthe ArcGIS Server and new online parcel map viewer and the and the geographic integration of neighboring City and County data, roads and address points for use by dispatch to ensure accurate data when coordinating emergency responders.

Major internal accomplishments include the collaborative community application and award for America's Promise Alliance 100 Best Communities for Youth. This award highlighted the county's ability to work with several local organizations on a significant community project with a common goal. Other internal accomplishments included the complete review ofthe Personnel Policy Manual, which included new Code of Ethics and post incident and random drug testing policies. The revised policy manual was a major step towards consolidating different policies and practices being followed across the County into uniform application. Internal Services worked with an outside consultant to complete an external market compensation evaluation and internal equity evaluation. The results will be used to draft a county-wide compensation policy focused on a performance-based merit system and presented to the Board of County commissioners for consideration and possible adoption in 2012. This proposed compensation structure will work in conjunction with the new performance appraisal process implemented in 2011. The consistent use ofthe performance management system with all employees will be used to track progress towards integrating the County's strategic plan into the daily lives of our employees and the associated results.

Montrose Regional Airport completed planned capital improvement projects in 2011 designed to provide airport users with a safe and user friendly facility. The 2011 passenger terminal expansion and remodel project was completed in November, adding an additional 10,935 sq. ft. of space to the terminal and an additional 10,000 sq. ft. remodel. Features ofthe expansion include a new business center, larger airline ticketing area, baggage screening equipment,

7 signage and passenger seating. Safety and security were greatly enhanced by the completion of a 10ft high commercial grade airfield perimeter fence and gate system. Other notable airport projects completed in 2011 include crack seal and remarking secondary runway 13-31, new airfield sign panels, painting the terminal roundabout and providing new guidance and information signage for the passenger terminal.

Montrose County Health and Human Services had a record year in providing basic health, welfare, and safety services to community residents in 2011. The department worked to increase customer service, decrease wait times, decrease processing times, and meet the new state and federal mandates. Basic cash assistance caseload increased by 18% and one-time diversion by 16%. Basic cash assistance (total annual receipt of assistance) is 30% of an annual 100% of poverty salary. Supplemental nutrition assistance programs (SNAP and WIC) continued to increase due to the economic decline. SNAP caseloads were 3453/month in 2008 and 5,742/month in 2011. There was an 8% increase over 2010. Local food purchasing went from <$5,000,000 a year (2008) to >$10,300,000 in year (2011) through these programs. Child Care assistance hit a low with fewer families requesting services and with the initiation of a waiting list secondary to inadequate allocation to serve all requests for child care. Average children served in 2008 was 369/month compared to 216/month in 2011. Child Welfare (Child Protective Services) failed to meet its goal of maintaining less than 50 children in out-of-home (OOH) placement per month, and its attempt to reach average OOH placements of 40. Child Protective Services experienced a 22% increase in monthly OOH placements in 2011 (average 54/month); due largely to increased poverty, domestic violence, and illegal substance use. Referrals for abuse and neglect increased by 14% indicating improved awareness of problem. Immunizations is providing fewer flu and pneumonia immunizations as more local providers are providing that service; however HHS continues to be the major provider for childhood immunizations. Surveillance and follow-up on communicable disease incidence continues to require more committed time of both public health nursing staff and environmental health staff. Our aging demographic, the poorer health status of population we serve, is impacting caseload growth which in turn impacts costs to our community. Early Intervention and prevention services will take a backseat in 2012 as essentially all those programs/services will be discontinued, transferred in some cases to outside sources, or reduced drastically: Fatherhood Initiative, Teen Companion Program, Healthy Steps, Community Support, Temporary General Assistance, Women's Wellness Initiative, RunAway Homeless Youth Initiative.

The Public Works Division was also part ofthe overall reorganization that was implemented in 2011. Public Works now includes the following departments: Road and Bridge, Engineering, Internal Fleet Services, Planning and Development, and Emergency Management. In 2011 the Road and Bridge department implemented scheduling of projects and maintenance utilizing a new Primavera software. Reconstruction projects included new chip seal surface treatment on 4.8 miles of collector or arterial roads. Asphalt overlays were also applied to 1.00 miles of subdivision roads in Rancho Casias Subdivision. Two retaining walls were installed on 1135 Rd for slide mitigation with the help of DOLA matching grant funds. Chip seal wear surface was applied to 18.7 miles of collector or arterial roads. 3 bridges were replaced with concrete box culverts.

8 and re-decked 2 small span bridges. Over 2 million lineal feet of yellow and white highway paint striping was completed. Road and Bridge continues to upgrade road and street signs to larger high intensity prismatic signage for better visibility and safety. Additionally upgraded guardrails were installed at four bridge locations.

The Engineering department was very busy in 2011. Engineers are continuing their work on both the Redvale transportation plan as well as support ofthe in-stream flow analysis and public meetings on San Miguel River water rights. Also completed in 2011 was a modified roadway template and reconstruction techniques resulting in substantial cost savings of up to 30% on capital maintenance projects. Additionally a preliminary 5 year capital maintenance plan was established. Average daily traffic counts were completed on the majority of county roads and published on our website.

Despite a reduction in PTE's, the Planning and Development Department was able to meet all demands for services while finishing the year under budget. The department supported the organization as a whole by providing internal consulting services to other departments. These services included planning and administration for the airport, site/capital improvements planning for the fairgrounds and a variety of architectural services for facilities. They also promoted local economic development through the reduction of land use regulations including the elimination of the Commercial Corridor Overlay District from the County Zoning Resolution. In 2011 a new County Emergency Manager was appointed and joined the Public Works team. A new Accident Prevention Program was implemented this year as well supervisory training for personnel and employees on the new Accident Prevention Program.

All Departments worked hard throughout 2011 to provide quality services to citizens. The above list reflects examples of the commitment to excellence of each of our employees and Departments; however, it is not intended to report all ofthe accomplishments. County employees do their best on a daily basis to provide the best services possible with the resources available to them. We believe the quality of our services has steadily improved over the past six years and will continue to improve as we learn more about citizen expectations.

9 WHAT DO WE HAVE PLANNED FOR 2012?

A summary of the adopted expenditure budget follows along with highlights for some of the major features ofthe budget and primary changes from 2011.

Expenditures 2012 Adopted Salaries & benefits $23,040,186 Materials & supplies 2,295,819 Services & charges 3,924,180 Utilities 1,015,188 Vehicle & Equip Oper 1,401,100 Intergovernmental 2,238,250 Internal service charges 3,581,845 Debt payments 572,015 Other non-personnel 2,587,744 Sub-total operating 40,656,327 Capital projects 9,895,754 Transfers-Out 9,450,667 Total Montrose $60,002,748

Overall expenditures (not including the Montrose Memorial Hospital) are anticipated to be $60 million. Adjusting for transfers between funds (which results in the double counting of expenditures) the budget (i.e. planned expenditures) equates to $50.5 million which represents a 9.1% decrease over the $55.6 million revised budget for 2011. A significant portion ofthe $5 million decrease is attributed to fewer capital improvements projects at the Montrose Regional Airport, which are 97.5% funded by FAA and State grants. General Fund expenditures are budgeted to be $9 million (adjusting for transfers out to other funds) which represents a 15.2% decrease from 2011.

The number of full-time/part-time equivalent positions for the County is budgeted to decrease by 31.43 from 416.07 to 384.64 for 2012.

Major Countv Objectives for 2012 are:

• Creation and implementation of a County-wide Organization Development Plan, including cross training of staff and team building • Business process analysis and mapping • Internal and external communications effort • Succession planning throughout the County • Management for results program • Expansion ofthe County's website and improved citizen communications

10 Maior Objectives bv Division or Department for 2012 are:

BOCC/ Countv Administration Clerl< and Recorder • Demonstrate Strategic Plan to • Professional development and training of employees/citizens by incorporating into employees through the County's Supervisory office signage, forms, emails Development University • Completion of Administrative Procedures • Continue digitization and indexing ofthe manual County's existing recorded documents • Monthly reports to demonstrate • Successful coordination of regularly scheduled agenda/streaming web page usage Municipal. Primary and 2012 General • Broadcasting BOCC sessions via Public TV elections • Continue digitization of County records • Utilization of new ballot processing location to • Implement Citizen Education Program on increase efficiency and transparency ofthe County Government Elections held in Montrose County • Conduct focus group on Strategic Plan • Reduce staffing costs while improving • Finalize an annual Citizen Satisfaction Survey efficiency and auditability of customer services offered through the deployment of a workflow management and queuing system in Assessor the Motor Vehicle Department • Complete County-wide reappraisal of 25,000+ parcels Coroner • Implement HB 11-1146 which will affect the • Mitigate unfunded mandates of new autopsy classification of up to 1800 residential statute agricultural properties • Decrease number of autopsies in natural • Continue to refine and upgrade the Field deaths Appraisal software and its processes • Better educate local taxpayers on the • On-going training and development appraisal and assessment procedures used by the Assessor's Office Sheriffs Office • Develop a zone based policing program Treasurer • Develop sex assault education program • Expand electronic reports to 95% efficiency • Increase focus on community outreach and and cost effectiveness crime prevention • Develop plan to increase electronic tax • Full implementation of MCSO Tracking and payments Accountability program • Accomplish the responsibilities directed by state statutes

11 Finance Facilities Maintenance Implementation of electronic timekeeping • Complete construction of JC Annex Provide online financial reports that include • Remodel Justice Center Courts Building operational data • Secure rights to County Communications Develop a "Budget in Brief document towers Further develop the Finance website as a • Remodel West Wing of South Campus communication tool for the community • Complete Sally Port remodel Internal Services Develop a county-wide fiber backbone Fairgrounds Create a brand forthe Strategic Business • Improve sound system, roadways, and parking Plan/Managing for results areas Create an outline of a succession • Increase usage of the outdoor areas planning/talent management program • Optimize indoor space for additional events Create an employee training program • Coordinate with Fair Board to improve annual Implement e-bidding on formal solicitations County Fair Audit random samples of procurement records Public Works Increase number of county-wide contracts to Reconstruct 3.5 miles of road drive cost-savings Overlay 1.5 miles of road Create a map viewer that can be accessed via Crack seal 18 miles of road a smartphone device Chip seal 19.5 miles of road Create a comprehensive procedure manual Replace 3 small span bridges for addressing parcel boundaries Continue sign upgrades Draft, adopt and implement Economic Install 3'^ retaining wall on 1135 Rd. Development Master Plan Complete Redvale transportation plan Initiate 100 Best Community Leadership Refine 5 year capital improvement plan Program Complete permitting of expansion of Neal Implement a County wellness program gravel pit Finalize implementation of enterprise Finalize Jig Rd phase 111 reconstruction plans software Complete U.S Army Corp of Engineers wetland Health and Human Services mitigation permitting Meet eligibility mandated and administrative Secure right of way for new Maple Grove processing goals by 95% intersection improvements Investigate 100% of referrals regarding Adoption and implementation ofthe 2009 communicable disease International Building Code (IBC) Assess/investigate or respond to adult Create a business friendly regulatory protective and child protective service environment referrals at 90 to 96% compliance Complete implementation ofthe FASTER fleet software Airport Complete draft of new Emergency Operations • Complete the extension of taxiway "B" Plan • Possibly complete rehabilitation ofthe Conduct/participate in two Emergency Airport's primary runway 17-35 Management exercises • Complete safety area improvements at the Implement new jobsite Safety Inspection Nucla Airport Checklist • Complete a new airport terminal at Hopkins Field

12 WHAT RESOURCES ARE AVAIIABLE FOR 2012?

With the current instability ofthe national and local economies, the 2012 budget reflects conservative revenue estimates for sales and use tax. The reduced budget estimates provide Departments the ability to progress with approved projects and services and establish contingency plans for additional projects should revenue exceed projected estimates.

Other sources of revenue, including payment-in-lieu of taxes (PILT), building permit revenue, highway user's tax fund revenue (HUTF), interest, and specific ownership taxes remain uncertain at this time. We will maintain a conservative operating budget to the extent possible and continue to evaluate mechanisms for improving operational efficiency. We face many of the same pressures citizens do with increasing fuel and utility costs, in addition to other associated operating expenses. Although we may be limited in our ability to expand services and programs to our citizens, we remain hopeful the economy will improve in the near future and provide additional resources to utilize as we propel IVIontrose County forward.

Overall revenue is anticipated to decrease from an estimated $54.9 million in 2011 to $46.5 million for 2012 (excluding interfund transfers) Federal and state revenue is budgeted to decrease by $6,402,861 primarily due to fewer capital improvement projects in the Airport Operations Fund.

A summary of revenue changes from 2011 to 2012 is reflected below.

Revenue type 2011 2012 Estimate Estimate Property and other taxes $14,045,250 $10,743,100 Sales and use taxes 8,849,172 8,997,000 Licenses and permits 428,600 317,950 Federal and state revenue 22,872,910 16,785,049 Received from other governments 1,065,780 959,300 Charges for services 4,215,805 4,503,900 Other financing services 404,236 640,390 Internal Charges 3,032,429 3,581,845 Sub-total Revenue 54,914,182 46,528,534 Transfers-ln from other Funds 8,088,360 9,450,667 Total Sources $63,002,542 $55,979,201

Budgeted property tax revenue includes the amount of revenue estimated to be allowable within the limits ofthe State constitution for both the 5 Yi % and the TABOR limit. County property taxes for 2012 are budgeted to decrease by $3.3 million.

The Justice Center fund, the sales tax which sunset in July 2006 for construction and operation ofthe Justice Center, had a reserve fund which the County utilized for associated operations and services as outlined per the resolution. In 2011 the County implemented a GASB 54 ruling

13 that required this reserve balance to be transferred to the General Fund given that the Justice Center Sales Tax Fund no longer met the requirements of a special revenue fund. Other taxes include severance and cigarette taxes which do not provide a large source of revenue for the County. Severance taxes and cigarette tax revenue has remained stable for several years.

Federal and state revenue are budgeted to decrease by $6 million primarily due to fewer capital improvement projects in the Airport Operations Fund. There is one planned and one proposed project as part ofthe airport^s capital improvement program for 2012. The first planned project is the extension of taxiway "B" from the commercial ramp south to the approach end of runway 31. This project will allow for the conversion of an old taxiway to a vehicle service route thus minimizing risk of aircraft and vehicle incursions while increasing proficiency and safety. The second proposed project is the rehabilitation of the airport's primary runway 17-35 to include re-surfacing and painted markings. Once rehabilitated, the runway will continue to provide a safe and compliant landing surface for aircraft of all types.

Additionally safety area improvements are scheduled for runway 5-23 at Hopkins Field Airport to bring the runway into Federal Aviation Administration compliance. The improvements will shift County DD road to the northeast, away from the runway, making the area adjacent to runway 5-23 safer in the event an aircraft inadvertently exits the runway. A new airport terminal is also planned at Hopkins Field and will include approximately 3,000 sq. ft. of space. This project will include common space, a planning room, and other pilot amenities.

Revenue from other governments primarily comes from cities, other counties, and special districts for reimbursements of elections costs, dispatch and law enforcement services, the housing of prisoners for other governments and various pass-through grants. Revenue is estimated to decrease by $106,480 for 2012 from $1,065,780 in 2011 to $959,300.

Major sources of revenue included in charges for services include clerk and recorder fees, charges to inmates for personal items and telephone calls, and fuel flowage charges paid by the fixed base operator to the Airport. Impact fees are also included in this category. 2012 revenue estimates have been budgeted conservatively.

Other financing sources are comprised of terminal rents, excise tax rebates, user fee commissions, and parking revenue for the Airport; investment income, sale of fixed assets, and other miscellaneous sources of revenue.

Internal resources are those revenues that are charges from one fund to another. For example. County departments pay for internal services they receive from departments such as Finance, IT, Human Resource and Facilities Maintenance.

We have budgeted to receive full funding for payment-in-lieu of taxes (PILT) revenue in 2012. In late 2008, the federal government announced plans to fully fund PILT for five years beginning in 2008. The 2012 budgeted amount is the based on the estimates provided by the State of Colorado.

14 Since 2003, Higliway Users Tax revenue has remained essentially flat. Fluctuating gas prices, more fuel efficient vehicles, and the state using more ofthe revenue to fund state highway projects, the highway patrol, and the Department of revenue, have affected the amount of revenue the County receives each year. Based on trends, the 2012 budget accounts for slightly higher HUTF revenue than what was received for 2011.

WHAT ARE THE CHALLENGES FACING THE COUNTY?

In order to reduce the deficit, both the Feds and the State will have to make cuts in spending. Given the fact, that many state programs are set by Statute, there is limited areas where cuts can be made. Accordingly we need to anticipate that programs currently mandated to the county funded by federal and state funds will still be mandated, but the funding might well be reduced or go away. In these cases, tough decisions will have to be made by the Commissioners, with public input, as to whether the program should be cut at the local level, or continued. If continued, the county will have to pick up the costs. Accordingly, it is imperative that we continue to build and maintain appropriate fund balances to absorb cuts in future revenues. We know that the next two budget years (2013 & 2014) will see a reduction in property tax revenues due to reduced property valuations that will also have to be backfilled by fund balances.

We have kept a pulse on these conditions and their potential impact on the financial health of the County. We are very fortunate to be in a better financial position than many other jurisdictions. We have projected lower revenues in anticipation of a downturn in the economy. Nevertheless, it is incumbent upon us to anticipate, analyze, and respond to economic changes that may negatively impact our community and organization. We are building in regular check points throughout the year to continually monitor our revenues and expenditures in addition to the local and national economy. Adjustments will be made as necessary.

The BOCC and County Administration are committed to paying competitively. In 2011 a comprehensive compensation analysis was completed by an outside consulting firm. Using this information the County plans to establish and maintain an overall compensation plan. IVIontrose County's compensation plan will be designed to attract and retain qualified employees committed to delivering exceptional services to residents and visitors of IVIontrose County and recognition of outstanding individual performance.

Some Departments and programs in the County will continue to face funding shortfalls unless we can identify other sources of revenue for important services. Some projects, purchases, appropriate staffing levels and other needed expenditures have been deferred. New priorities have been established and respective budgets realigned. Some fund balance will be used to fund some critical needs identified by Departments.

15 We are encouraged by the anticipated changes in 2012. We will continue to monitor the receipt of revenue and anticipated expenditures closely and make adjustments as necessary to remain fiscally sound and proactively address changes in revenue streams. It is our hope to achieve the best results and efficiencies in our organization as possible as we continue to serve this great community.^^^

16 Montrose Countv 2012 Budget Overview Fund Balance History

I $35 I

17 Montrose Countv 2012 Budget Overview Source and Use of Funds

Millions

$70.0

$60.0

$56.0 $60.0

$50,0

$40.0 $32.3

1 $28.3

$30.0 i

$20.0

$10.0

$/4 Q\

•ginning Fura Sources Uses Net Source (US'!) Ending Fund $(10.0) of Funds Balances

' Endlni; Fund Balances for 2011 / BeginninB 2012 are projected at $32.3 million.

* The 2012 Budget projects Total Sources at approximately $56 million. ($46.5M excluding interfund tranfers).

The County has appropriated/budgeted Total Uses of $60 million for 2012, ($50.5 excluding interfund transfers),

* The Net Use of $4 million results in Ending Fund Balances for 2012 totaling $28.3 million.

18 Montrose Countv 2012 Budget Overview Source and Use of Funds

FUND BALANCE 2011 201Z Pet. Change

Fund Balance at the Beginning of the Year S 33,001,736 S 32,325,203 -2.0%

Plus: Total Projected Sources $ 63,002,542 S 55,979,201 -11.1%

= Total Funds Available S 96,004,278 S 88,304,404 -8.0%

Less: Total Uses (Adopted Budget) $ (63,679,075) S (60,002,748) -5.8%

= Projected Fund Balance at the End of the Year $ 32,325,203 $ 28,301,656 -12.4%

$ Change In Ending Fund Balance $ (676,533) $ (4,023,547) <

REVENUE 2011 2012 Pet. Change

Total Sources $ 63,002,542 $ 55,979,201 -11.1%

Less: Transfers Between Funds $ (8,088,360) $ (9,450,667) 16.8%

= Total Revenue s 54,914,182 $ 46,528,534 -15.3%

Less: Internal Service Charges s (3,032,429) $ (3,581,845) 18.1%

= Total New Revenue s 51,881,753 $ 42,946,689 -17.2%

EXPENSE 2011 2012 Pet. Change

Total Uses $ 63,679,075 $ 60,002,748 -5.8%

Less: Transfers Between Funds $ (8,088,360) $ (9,450,667) 16.8%

= Total Expenditures S 55,590,715 $ 50,552,081 -9.1%

Less: Internal Service Charges $ (3,032,429) $ (3,581,845) 18.1%

= Net Actual Expense $ 52,558,286 $ 46,970,236 -10.6%

NET SOURCE f USE) OF FUNDS 2011 2012 Pet. Change

Total "New" Revenue $ 51,881,753 S 42,946,689 -17.2%

Less: Net Actual Expense S (52,558,285) $ (46,970,236) -10.6%

= Net Source (Use) of Funds $ 1676,533) $ (4,023,547)

19 Montrose Countv 2012 Budget Overview Budget Summary, By Fund

2012 Projected Ending Fund Balances $ Millions

Tratisfers-ftt i Transfers-Out Jeginning Fund ;N«atangein 1 Ending Fund 2012 Adopted Budget Revenue from Otiier TOTAL SOURCES Expense to TOTAL USES fund Baiance j Funds Other Funds FundB GENERAL GOVERNMENT

100 General Fund $• 16,176,909 14,933,152 120,000 $ 15,053,152 8,968,012 8,327,917 $ 17,295,929 S (2,242,7771 5 13,934,132

205 County clerk Technical Fund 18,202_ 12,000 12,000 12,000 $ 12,000 ':$ ' ' :V'' . ' $ 18,202

210 Conservation Trust Fund 60,035 120,000 120,000 $_ .$ 120,000 $ 120,000 :$ • . : i. 60,035 215 Tabor Emergency Reserve Fund i. $ • • $ 222 Impact Fee Fund i. 577,659 s 1^ $ ,^ . $ 577,659

230 Local Public Health Fund $_ 410,429 1,343,880 i5?,TO0. $ 1,893,880 1,939,372 5 1,939,372 $ {45,4921 5 364,937

240 Public Safety Sales Tax Fund $ 1,277,728 4.?1%52_1_ 5,577,917 s 10,527,438 10,465,811 $ 10,465,811 61,627 S 1,339,355 250 4,350,552 Road & Bridge Fund i 10,971,155 10,971,155 10,793,916 400,000 S 11,193,916 s (222,761) $ 4,127,791

255 justice Center, Saies S Use Tax Fund s $ S s • s 265 Social Services Fund 1,079,881 5 5,505,750 5 5,505,750 5,556,185 100,000 $ 5,656,185 $ (150,435) L 929,44_6

2J70 Solid Waste Fund $ 1,565,461 112,000 S 112,000 54,249 s 54,249 $ 57,751 i 1,623,212 300 Capital Expenditures Fund S 5,148,007 1,200,000 S 1,200,000 3,277,000 s 3,277,000 i (2,077,000) $ 3,071,007 Sub: General Government s 30,664,863 37,947,458 7,447,917 s 45,395,375 41,066,545 8,947,917 s 50,014,462 (4,619,087) s 26,045,777 PROPRIETARY AaiVITIES

400 Airport Debt Service A. 495,327 502,750 $ 502,750 502,750 5 502,750 s $ 495,327

550 Airport Operations A 1,165,012 6,374,310 $ 6,374,310 6,405,018 502,750 $ 6,907,768 5 (533,458) $ 631,554 601 Fleet Management s 2,206,766 1,500,000 s 3,706,766 2,577,768 5 2,577,768 s 1,128,998 s 1,128,998 Sub; Proprietary Activities $ 1,660,339 8,581,076 2,002,750 s 10,583,826 9,485,536 502,750 $ 9,988,286 s 595,540 s 2,255,879

TOTAL; ALL FUNOS 32,325,203 1 46,528,534 9,450,667 55,979,201 50,552,081 9,450,667 60,002,748 s (4,023,547) 23,301,656

20 Montrose Countv 2012 Budget Overview Revenue Summary, By Type

iGeneral Fund $ 8,343,000 iSocial Services Fund $ 1,164,000

Total Property Tax 9,507,000

All Other Internal Service 14% Charges

Road & Bridge $ 5,336,000 Public Safety $ 3,661,000

Total Sales Tax 8,997,000

Federal $^ 9,507,381 State $ 7,277,668 All Other Agencies $ 959,300 Total Intergovernmental $ 17,744,349

2012 Revenue 2012 B Property Tax $ 9,507,000 Sales & Use Tax $ 8,997,000 Intergovernmental $ 17,744,349 Internal Service Charges $ 3,581,845 Another $ 6,698,340 Total Revenue $ 46,528,534

21 Montrose Countv 2012 Budget Overview Expense Summary, By Type

2012 Expense 2012 g Labor Expense $23,040,186 Mater ials & Supplies $2,295,819 Outs,deServices & Charges $3,924,180 Uti 11 ti es $1,015,188 Vehicle & Equi pment Oper. Expense $1,401,100 Intergovernmental Payments $2,238,250 Interfund Service Charges $3,581,845 Debt Payments $572,015 All Other Non-Personnel Operating $2,587,744 Major Capital Expenditures $9,895,754 Total Exper tise $50,552,081

22 Montrose Countv 2012 Budget Overview Expense Summary, By Department

EXPENSE TOTALS BY DEPARTMENT 2011 Revised 2012 Budset

Airport $ 11,168,000 S 6,511,672

Assessor S 601,797 S 552,112

Clerk & Recorder S 1,339,245 S 1,205,400

Coroner $ 156,903 S 157,168

County Administration $ 1,043,425 S 677,142

County Attorney $ 397,475 S 344,953

Facilities $ 3,688,221 $ 6,094,754

Finance S 665,658 $ 602,192

Health & Human Services S 8,807,170 $ 7,472,557

Internal Services $ 1,930,667 S 1,485,457

Public Worl

~~Sheriff $ 9,658,264 S 8,822,608~~

~~Treasurer & Public Trustee $ 312,488 $ 300,006~~

~~Non-Departmental $ 1,879,568 $ 2,055,611~~

~~Expense Total: $ 55,590,715 $ 50,552,081~~

~~Interfund Transfers 8,088,360 9,450,667~~

~~TOTAL USES $ 63,679,075 $ 60,002,748~~

~~Expense Total $ 55,590,715 $ 50,552,081~~

~~Less: Non-Departmental (1,879,568) (2,055,611)~~

~~Less; Major Capital (11,572,947) (9,895,754)~~

~~Department Operating Expense $ 42,138,200 $ 38,600,716~~

~~Department Operating Expense 2011 Budget 2012 Budget $ Change % Change~~

~~Airport $ 2,683,817 s 2,573,300 (110,517) -4.1% Assessor $ 591,403 1 552,112 ± _ (39,291) -6,6% Clerl< & Recorder 1 1,307,934 1,205,400 (102,534) -7.8%~~

~~Coroner S 156,903 $ 157,168 265 0.2%~~

~~County Administration s 1,042,450 $ 677,142 $ (365,308) -35.0%~~

~~County Attorney $ 397,475 s 344,953 (52,522) -13.2% Facilities .1 2,829,331 1 2,743,940 ± (85,391) -3.0% Finance s 617,543 s 602,192 s (15,451) -2.5%~~

~~Health & Human Services s 8,773,439 $ 7,472,557 s (1,300,882) -14.8%~~

~~Internal Services s 1,807,587 $ 1,443,457 $ (364,130) -20.1%~~

~~Public Worl~~

~~Sheriff $ 9,505,785 s 8,822,608 $ (683,178) -7.2%~~

~~Treasurer & Public Trustee $ 312,488 $ 300,006 $ (12,482) -4.0%~~

~~Operating Expense Total $ 42,138,200 $ 38,600,716 $ (3,537,484) -8.4%~~

~~23 Montrose Countv 2012 Budget Overview i General Government Revenue Summary~~

~~2011 2012 Pet. Change~~

~~Total Sources S 63,002,542 $ 55,979,201 -11.1%~~

~~Less: Transfers Between Funds S (8,088,360) $ (9,450,667) 16.8%~~

~~Total Revenue $ 54,914,182 $ 46,528,534 -15.3%~~

~~Less: Interfund Service Charges $ (3,032,429) $ (3,581,845) 18.1%~~

~~= New Revenue $ 51,881,753 $ 42,946,689 -17.2%~~

~~Less: Enterprise Fund Revenue (i.e. Airport) $ (10,978,269) $ (6,374,310) -41.9%~~

~~= Total Revenue for General Government Purposes | $ 40,903,484 | S 36,572,379 •10.6%~~

~~GENERAL GOVERNMENT REVENUE, BY TYPE 2011 2012 Pet. Change~~

~~Prooerty Tax~~

~~General Fund S 11,431,000 $ 8,343,000 -27.0%~~

~~Social Services Fund $ 1,281,000 $ 1,164,000 -9.1%~~

~~Road & Bridge Fund $ 70,000 S -100.0%~~

~~Sales & Use Tax~~

~~0.75% Public Safety Sales Tax $ 3,482,000 $ 3,661,000 5.1%~~

~~1.00% Road & Bridge Sales Tax $ 4,812,000 $ 4,867,000 1.1%~~

~~1.00% Road & Bridget Use Tax $ 469,000 $ 469,000 0.0%~~

~~Other Tax Revenue S 1,349,422 $ 1,236,100 -8.4%~~

~~InterRovernmental~~

~~Health & Human Services Department S 5,214,478 $ 5,250,950 -15.5%~~

~~PILT (Payments In-Lieu of Taxes) S 1,800,000 $ 1,800,000 0.0%~~

~~HUTF (Highway Users Tax Fund) $ 3,449,000 $ 3,705,518 7.4%~~

~~FASTER Program $ 715,000 $ 775,552 8.5%~~

~~Communications Center Charges to Other Govts, $ 641,420 $ 675,000 5,2%~~

~~All Other Intergovernmental Revenue $ 2,755,289 $ 1,737,729 -36.9%~~

~~Charges For Services~~

~~Clerl< & Recorder Fees $ 567,000 $ 550,000 -2.5%~~

~~Treasurer Fees $ 576,450 $ 567,000 -1.6%~~

~~Health & Human Services Dept. $ 184,250 $ 154,870 -15.9%~~

~~All Other Charges For Services S 289,850 $ 573,400 132.3%~~

~~All Other Revenue $ 715,325 $ 842,260 17.5%~~

~~TOTAL: GENERAL GOVERNMENT REVENUE~~

~~General Government Revenue is projected to decline 10.6% (or $4.33 Million) for tlie fiscal year ending December 31, 2012. ,~~

~~24 IVIontrose Countv 2012 Budget Overview General Government Expense Summary~~

~~2011 2012 Pet. Change~~

~~Total Uses (Adopted Budget) $ 63,679,075 S 60,002,748 -5.8%~~

~~Less: Transfers Between Funds $ (8,088,360) $ (9,450,667) 16.8%~~

~~= Total Expense $ 55,590,715 S 50,552,081 -9.1%~~

~~Less: Enterprise Fund Expenditures (i.e. Airport) S (11,168,000) S (6,907,768) -38.1%~~

~~= General Government Expense j $ 44,422,715 $ 43,644,313 -1.8%~~

~~2011 2012 Pet. Change~~

~~Labor Expense $ 24,672,250 $ 22,120,958 -10.3%~~

~~Non-Personnel Operating Expense S 16,661,701 $ 15,565,973 -6.6%~~

~~General Government Operating Expense $ 41,333,951 S 37,686,931 -8.8%~~

~~Major Capital $ 3,088,764 S 5,957,382 92,9% 1 Total General Government Expense $ 44,422,715 S 43,644,313 -1.8%~~

~~GENERAL GOVT. OPERATING EXPENSE, BY DEPARTMENT 2011 2012 Pet. Change~~

~~Assessor $ 591,403 $ 552,112 -6.6%~~

~~Clerk & Fiecorder S 1,307,934 $ 1,205,400 -7.8%~~

~~Coroner $ 156,903 S 157,168 0.2%~~

~~County Administration $ 1,042,450 $ 677,142 -35.0%~~

~~County Attorney $ 397,475 S 344,953 -13.2%~~

~~Facilities (Excludes Airport Mairttenance) $ 2,829,331 S 2,471,179 -12.7%~~

~~Finance S 617,643 S 602,192 -2.5%~~

~~Health & Human Services S 8,773,439 S 7,472,557 -14.8%~~

~~Internal Services $ 1,807,587 $ 1,443,457 -20.1%~~

~~Public Works $ 12,111,944 $ 11,705,881 -3.4%~~

~~Sheriff (Excludes Airport Security) $ 9,505,786 $ 8,699,273 -8.5%~~

~~Treasurer & Public Trustee $ 312,488 $ 300,006 -4.0%~~

~~Non-Departmental $ 1,879,568 $ 2,055,611 9.4%~~

~~TOTAL GENERAL GOVT. OPERATING EXPENSE, BY DEPT.~~

The total operating budget for all General Government departments (w/hich excludes the budget forthe Regional Airport and Hopkins Field), has been reduced 8.8% from 2011 -to- 2012, a reduction of $4.13 IVlillion.

~~25 Montrose Countv 2012 Budget Overview Interfund Transfers~~

Interfund Transfers {the transfer of money from one accounting fund to another) representitHfe V reallocation of available resources. These transactions are equity transfers; although they •are' ' v accounted for as revenue and expense in the appropriate funds - they do not increase the'total resources available, nor the actual total use of those resources for the County as a whole.- ^''/.y

~~In effect: These transactions result in the double counting of expenditures since the Fiind making the transfer budgets the amount as a Transfer-Out, v^hile the Fund receiving the tVan~~

~~budgets for the use of those resources. .;;''';V^'~~

~~:^ ii.- .:..^::s:X::s:.-^^^^~~

~~Airport Conservation Road & Bridge Social Services TOTAL Transfers-Out From General Fund Operations Trust Fund Fund Fund TRANSFERS-IN Fund~~

~~Transfers-lnto~~

~~General Fund $ 120,000 $ 120,000~~

~~Local Public Health Fund $ 550,000 $ 550,000~~

~~Public Safety Sales Tax Fund $ 5,577,917 $ 5,577,917~~

~~Capital Projects Fund $ 1,200,000 $ 1,200,000~~

~~Fleet Management Fund $ 1,000,000 $ 400,000 $ 100,000 S 1,500,000~~

~~Airport Debt Service Fund $ 502,750 $ 502,750~~

~~TOTAL TRANSFERS-OUT $ 8,327,917 $ 120,000 $ 400,000 $ 100,000 $ 502,750 $ 9,450,667~~

~~26 IVIontrose Countv Budget DEPARTMENT BUDGETS~~

~~EXPENSE TOTALS BY DEPARTMENT 1 2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budeet 1~~

~~Airport $ 3,348,651 $ 5,991,225 $ 5,512,652 $ 11,168,000 $ 6,511,672~~

~~Assessor $ 600,931 $ 626,744 $ 581,117 $ 601,797 7 552,112~~

~~Clerk & Recorder s 1,181,002 s 1,228,179 $ 1,219,257 $ 1,339,245 s 1,205,400~~

~~Coroner $ 121,715 $ 123,704 $ 156,253 s 156,903 $ 157,168~~

County Administration s 895,465 $ 871,909 $ 907,477 $ 1,043,425 s 677,142 County Attorney $ 384,951 $ 433,707 $ 387,630 $ 397,475 ± 344,953 Facilities 3,604,411 s 4,899,209 $ 3,236,702 ±. 3,688,221 6,094,754 Finance $ 505,622 $ 503,409 ±. 600,914 $ 665,658 s 602,192 Health & Human Services $ 8,135,754 9,224,280 $ 8,890,399 $ 8,807,170 $ 7,472,557 Internal Services 1 1,636,162 $ 2,104,835 1_ 1,868,558 ±. 1,930,667 $ 1,485,457

Public Works 1. 11,656,988 12,562,554 .1. 12,152,494 _$__ 13,941,834 1. 14,270,449 Sheriff $_ 8,718,919 s 8,977,162 1 9,337,086 ±_ 9,658,254 A 8,822,608 Treasurer & Public Trustee ± 317,806 1 305,834 $ 299,520 312,488 $ 300,006

~~Non-Departmental s 1,431,044 $ 2,154,397 s 1,815,649 $ 1,879,568 $ 2,055,611~~

~~Expense Total; $ 42,539,419 s 50,118,148 $ 46,965,730 $ 55,590,715 s 50,552,081~~

~~Pet. Change 17.8% -5.3% 18.4% -9.1%~~

~~Interfund Transfers 3,655,374 5,930,558 4,845,396 8,088,360 9,450,667~~

~~TOTAL USES $ 46,194,793 $ 56,048,706 $ 51,811,126 s 63,679,075 s 60,002,748~~

~~Expense Total $ 42,539,419 $ 50,118,148 s 46,965,730 s 55,590,715 $ 50,552,081~~

~~Less; Non-Departmental (1,431,044) (2,154,397) (1,815,649) (1,879,568) (2,055,611)~~

~~Less; Major Capital (7,979,680) (8,626,055) (8,024,782) (11,572,947) (9,895,754)~~

~~Department Operating Expense $ 33,128,695 s 39,327,696 $ 37,125,299~~

~~Pet, Change 18,7% -5.6% 13.5% -8.4%~~

~~Total Budgeted Department Operating Expense 2011 Budget 2012 Budget S Change % Change Manhours~~

~~Airport $ 2,683,817 s 2,573,300 A (110,517) -4.1% 23,950 Assessor $_ 591,403 ± 552,112 1_ (39,291) -6.6% 18,720~~

Clerk & Recorder s. 1,307,934 s 1,205,400 1_ (102,534) -7.8% 39,099 Coroner .$ 156,903 1 157,168 _s_ 255 0.2% 2,708 County Administration $ 1,042,450 577,142 A (365,308) -35.0% 14,550 County Attorney s 397,475 344,953 $ (52,522) -13.2% 6,240 Facilities A 2,829,331 A 2,743,940 $ (85,391) -3.0% 50,450

~~Finance .5. 617,643 A 502,192 _$ (15,451) -2.5% 16,640 Health & Human Services s 8,773,439 $ 7,472,557 A^ (1,300,882) -14.8% 199,321 Internal Services $ 1,807,587 S 1,443,457 s (354,130) -20.1% 35,440~~

~~Public Works s 12,111,944 $ 11,705,881 $ (406,053) -3.4% 151,152~~

~~Sheriff $ 9,505,785 $ 8,822,508 s (683,178) -7.2% 248,055~~

~~Treasurer & Public Trustee s 312,488 $ 300,005 $ (12,482) -4.0% 9,568 Total $ 1 (3,537,484) -8.4% 825,914~~

~~27 (This page intentionally left blank)~~

~~28 IVIontrose Countv Budget Airports~~

~~Historical Expenditures $12,000,000~~

~~$10,000,000~~

~~$8,000,000~~

~~$6,000,000~~

~~$4,000,000~~

~~$2,000,000~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Program % of Total~~

~~Airport Administration A.. 5^,194,336 79.8% Airport Operations $ 929,595 14.3%~~

~~Airport Rescue & Firefighting $ 387,741 6.0%~~

~~2012 Department Budget $ 6,511,672 100.0%~~

~~2011 Department Budget $ 11,168,000~~

~~% Change from 2011 to 2012 -41.7%~~

~~Manhours, By Program 1 Manhours % OfTotal~~

~~Airport Administration 3,754 15.7%~~

~~Airport Operations 11,190 46,7%~~

~~Airport Rescue & Firefighting 9,006 37.6%~~

~~Total 23,950 100.0%~~

~~29 Montrose Countv Budget Airports~~

~~The mission ofthe Montrose Regional Airport and Hopkins Field is to provide aviation services to the public so they can use the airport safely and efficiently.~~

~~Lease Debt Airport Administration (101) $ 5,194,336 Infrastructure Management Management~~

~~Activity/Org. Code 1011550 1012550 1013400~~

~~Budget By Activity $ 4,583,836 S 107,750 S 502,750~~

~~Airfield Wildlife Airport Operations (102) $ 929,595 Snow Removal Maintenance Management~~

~~Activity / Org. Code 1021550 1022550 1023550~~

~~Budget By Activity S 705,106 S 88,559 $ 135,930~~

~~Aircraft Rescue Airport Rescue & Firefigliting (103) $ 387,741 & Firefighting~~

~~Activity/Org. Code 1031550~~

~~Budget By Activity $ 387,741~~

~~DEPARTIVIENT TOTAL $ 6,511,672~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % ofTotal 2011 Revised S Change % Change~~

~~Personnel Costs S 707,743 10,9% $ 798,228 $ (90,485) -11.3%~~

~~Non-Personnel Operating 1,865,557 28.6% 1,885,589 (20,032) -1.1%~~

~~Subtotal: Operating Expense $ 2,573,300 39,5% $ 2,683,817 $ (110,517) -4.1%~~

~~Major Capital 3,938,372 60.5% 8,484,183 (4,545,811) -53.6%~~

~~DEPARTMENT TOTAL $ 6,511,672 100.0% $ 11,168,000 $ (4,655,328) -41.7%~~

~~30 IVIontrose Countv Budget Airports~~

~~PROGRAM Airport Administration (101)~~

The purpose of the Administration Program is to provide infrastructure and lease management services to airport users and businesses wanting to conduct business in the airport so they can travel or operate a business in a comfortable and safe airport.

~~Lease Debt Activities Infrastructure IVlanagement IVlanagement PROGRAM BUDGET BY EXPENSE TYPE 1011550 1012550 1013400 TOTAL~~

~~Personnel Costs $ 142,650 $ 68,402 $ 74,248 $~~

~~Non-Personnel Operating 1,113,314 577,062 33,502 502,750~~

~~Subtotal: Operating Expense S 1,255,964 $ 645,464 S 107,750 $ 502,750~~

~~Major Capital 3,938,372 3,938,372 PROGRAM TOTAL $ 5,194,336 $ 4,583,836 $ 107,750 S 502,750~~

PERFORMANCE MEASURES PROGRAM SERVICES INFRASTRUCTURE Result Measures: INFRASTRUCTURE * 7 square feet per person in the airport terminal. Project Management Services * 88% of survey respondents who stated they were satisfied with airport services. Grant Management Services * Level of airport staffing will be at 15 which complies with Industry standards. Customer Satisfaction Surveys * Rate of airport users traffic flow as measured by the average time from airplane to vehicle Development Plans will be at 20 minutes or less. Business Plans * Enplanements will at 100,000 or higher. Airfield Plans * Economic Impact from the airport will be at $330,000,000 or higher (information for this Facilities Plans measure may not be available on an annual basis). Marketing Materials Airport Master Plan Output Measures: Airport Master Plan Updates * 100,000 enplanements provided. Enplanements * 100,000 deplanements provided, Deplanements * $5.2 million of grants managed.

LEASE MANAGEMENT Demand Measures: Contracts and Contract Updates * 100,000 enplanements expected to be provided. Airline * 100,000 deplanements expected to be provided. Concession * SS,2 million of grants expected to be managed. Tenants Other Business Efficiency Measures: Business Plan Reviews * $14:12 expenditure per enplanement provided. Incentives Consultations LEASE MANAGEMENT DEBT MANAGEMENT Result Measures: Annual principal and interest payments on * 95% of contract and contract update decisions made within 3 months of receipt. the Airport Facilities Lease Purchase Certificates of Participation. Output Measures: * 165 contracts managed.

~~Demand Measures: * 165 contracts expected to be processed (includes updates and new contracts),~~

~~Efficiency Measures: $50 expenditure per contract managed.~~

~~31 Montrose Countv Budget Airports~~

~~PROGRAM Airport Operations (102)~~

The purpose of the Operations Program is lo provide airfield maintenance, wildlife management, and snow removal services to the public so they can travel safely in accordance with federal aviation regulation.

~~Airfield wildlife Activities Snow Removal IVlaintenance Management PROGRAM BUDGET BY EXPENSE TYPE 1021550 1022550 1023550 TOTAL~~

~~Personnel Costs $ 296,908 $ 211,023 $ 37,882 S 48,003~~

~~Non-Personnel Operating 632,687 494,083 50,677 87,927~~

~~Subtotal: Operating Expense $ 929,595 $ 705,106 $ 88,559 $ 135,930 Major Capital~~

~~PROGRAM TOTAL $ 929,595 S 705,106 $ 88,559 $ 135,930~~

~~PERFORIVIANCE IVIEASURES PROGRAIVI SERVICES~~

AIRFIELD MAINTENANCE AIRFIELD MAINTENANCE Result Measures: Runway/Taxiway Repairs and Maintenance Responses * 100% Airport safety measures exceeding Industry standards Sign ;Repair/lnstallati6ns,.„;>,,; * FAR Part 139 Inspections with 3 or fewer corrective actions. Lighting Repair/Installations Output Measures: Painted Marking Repairs * 1,460 of runway/ta)(lway, field repair and maintenance responses Crack Sealings * 1000 hours of equipment operating time for mowing and brush removal Pave Surface Repairs * 63,500 lineal feet of paint striping Concrete Surface Repairs Demand Measures: Field Maintenance and Repair Responses * 1,460 runway/taxiway, field repair and maintenance required to be addressed Mowed Field * 1,000 hours of equipment operating time for mowing and brush removal Safety Area Gradlngs * 63,500 lineal feet of paint striping Weed Mitigations Efficiency Measures: Drainage Repairs * $50 expenditure per runway/taxiway, field repair and maintenance response Equipment Maintenance and Repairs * 2,400 acres of mowing and brush removal * $.72 expenditure per lineal foot of paint striping WILDLIFE MANAGEMENT Wildlife Mitigations WILDLIFE MANAGEMENT Wildlife Plans Result Measures: Wildlife Plan Updates * FAR Part 139 Inspections regarding wildlife with 0 corrective actions Wildlife Suppression Actions * 98% of incursions of aircraft without involvingwlldlife Output Measures: SNOW REMOVAL * 365 Wildlife suppression actions conducted Snow Removals * 365 hours for mechanical and chemical wildlife suppression Runway Friction Testing Results Demand Measures: Snow Removal Plans * 365 wildlife suppression actions expected to be conducted Snow Removal Plan Updates * 365 hours for mechanical and chemical wildlife suppression Notice to Airmen System (NOTAMS) Notices Efficiency Measures: * $100 expenditure per wildlife suppression action conducted

SNOW REMOVAL Result Measures: * 100% of flights arriving and departing on a clear taxiway and runway * FAR Partl39 inspections regarding snow removal with 0 corrective actions Output Measures: * 1,152 snow removal equipment hours provided Demand Measures: * 1,152 snow removal equipment hours expected to be needed Efficiency Measures: * $117 expenditure per snow removal hour provided

~~32 Montrose Countv Budget Airports~~

~~PROGRAM Airport Rescue & Firefighting (103)~~

The purpose of the Aircraft Rescue Act vity is to provide fire suopression and medical response services to the public so they can be safer by having emergency responses within established time periods.

~~BUDGET BY EXPENSE TYPE~~

~~Personnel Costs 268,185 $ 268,185~~

~~Non-Personnel Operating 119,556 119,556~~

~~Subtotal: Operating Expense 387,741 $ 387,741 Major Capital PROGRAIVI TOTAL 387,741 I $ 387,741~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

Emergencv Responses Fire Suppressions Re?Mlt IVIegsures: Medical Responses 100% of aircraft emergency responses made n 3 minutes or less Environmental Containment Spill Responses 100% of terminal emergency responses made In 10 minutes or less

~~Safety Consultations Output Measures:~~

~~18 aircraft emergency responses provided 707 hours of airfield maintenance and inspection 10 medical and environmental containment spill responses~~

~~Demand Measures:~~

~~18 aircraft emergency responses expected to be requested 707 hours of airfield maintenance and Inspection 10 medical and environmental containment spill responses.~~

~~Efficiency Measures:~~

~~$18.14 expenditure per aircraft operation provided $ 45 expenditure per airfield inspection~~

~~33 (This page intentionally left blank)~~

~~34 IVIontrose County Budget Assessor~~

~~Historical Expenditures $700,000 — - - -~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Program % of Total~~

~~Property Appraisal $ 283,783 51.4% Administrative Assessment S 268,329 48.6%~~

~~2012 Department Budget $ 552,112 100,0%~~

~~2011 Department Budget $ 601,797 % Change from 2011 to 2012 -8.3%~~

~~Manhours, By Program Manhours % of Total~~

~~Property Appraisal 9,152 48.9%~~

~~Administrative Assessment 9,558 51,1%~~

~~Total 18,720 100.0%~~

~~Manhours~~

~~35 Montrose Countv Budget Assessor~~

The mission of the IVIontrose Gounty Assessor's Office is to provide real and personal property identification, ownership record, and valuation services to the public, real estate professionals and taxing authorities so they can be assured their property value is fair and equitable and have information needed to levy and collect property taxes.

~~Assessment & Property Value Property Appraisal (151) $ 283,783 Valuation Appeals~~

~~Activity/ Org. Code 1511100 1512100~~

~~Budget By Activity $ 177,053 $ 106,730~~

~~Taxable Value Administrative Assessment (152) % 268,329 Customer Service Certification~~

~~Activity/ Org. Code 1521100 1522100~~

~~Budget By Activity $ 72,623 S 195,706~~

~~DEPARTIVIENT TOTAL $ 552,112~~

~~BUDGET BY EXPENSE TYPE 2012 Budget %of Total 2011 Revised $ Change % Change~~

~~Personnel Costs S 453,753 82.2% $ 493,150 S (39,397) -8.0%~~

~~Non-Personnel Operating 98,359 17.8% 98,253 106 0.1%~~

~~Subtotal: Operating Expense s 552,112 100.0% $ 591,403 $ (39,291) -6.6%~~

~~Major Capital - 0.0% 10,394 (10,394) -100.0%~~

~~DEPARTMENT TOTAL S 552,112 100.0% $ 601,797 $ (49,685) -8.3%~~

~~36 IVIontrose Countv Budget Assessor~~

~~PROGRAM Property Appraisal (151)~~

The purpose of the Property Appra sal Program is to provide property identification, valuation, and appeal hearing services to property owners so they can be assured that their property valuation is fair and equitable.

~~Assessment & Property Value Valuation Appeals~~

~~PROGRAM BUDGET BY EXPENSE TYPE 1512100 TOTAL~~

~~Personnel Costs 231,352 S 144,234 87,118~~

~~Non-Personnel Operating 52,431 32,819 19,512~~

~~Subtotal: Operating Expense 283,783 $ 177,053 S 106,730~~

~~Major Capital~~

~~PROGRAM TOTAL~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

ASSESSMENTS. VALUATION ASSESSMENT & VALUATION Property Market Values (Notification of Values) Result Measures: Property Information Records 100% of records deemed to be complete per internal reviews Property Information Record 100% successful statistical and procedural audit Updates/Additions Annual new construction and permit field checks completed within: Historic Ownership Record Reports 50% completed by January 15"" Maps (e.g. ownership, tax area, school 75% completed by February 15* district) 100% completed by March 15'" Valuation Consultations 12% of business personal property accounts audited annually Business Personal Property Audit Results Output Measures: Business Personal Property Valuation Records 21,000 property market values completed Sales Confirmations 400 property information records updated or added 150 of business personal property audits completed PROPERTY VALUE APPEALS 600 of sales confirmations completed Letters of Determination (Assessor Appeal Demand Measures: results) 21,000 property market values required to be completed County Commissioner Appeal Hearings 400 property information records expected to be updated or added Expert Witness Testimonies for State/Court 120 business personal property audits required to be completed Appeal Hearings 600 sales confirmations expected to be completed Appeal Process and Data Consultations Efficiency Measures: $28.50 per parcel expenditure per property market value completed

~~PROPERTY VALUE APPEALS~~

Result Measures: Property value appeals rate at 20 per 1,000 parcels or below 90% of Assessor denied appeais that do not request a hearing from the county commissioners 95% of county commissioners denied appeals that do not request a state/court hearing Output Measures: 420 Letters of Determination (appeals) provided Demand Measures: 420 Letters of Determination expected to be provided Efficiency Measures: $220.00 expenditure per Letter of Determination provided

~~37 IVIontrose Countv Budget Assessor~~

~~PROGRAM Administrative Assessment (152)~~

The purpose of the Administrative Assessment Program is to provide certified valuation, information, and outreach services to taxing authorities, property owners, and real estate professionals so they can get accurate and timely information to make decisions concerning property valuation issues in Montrose County.

~~Taxable Value Activities Customer Service Certification~~

~~PROGRAIVI BUDGET BY EXPENSE TYPE 1521100 1522100 TOTAL~~

~~Personnel Costs S 222,401 S 60,141 $ 162,260~~

~~Non-Personnel Operating 45,928 12,482 33,445~~

~~Subtotal: Operating Expense $ 268,329 $ 72,623 $ 195,706~~

~~Major Capital~~

~~PROGRAM TOTAL S 268,329 S 72,623 S 195,706~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

TAXABLEVALUE CERTIFICATION TAXABLE VALUE CERTIFICATION Result Measures: Recertlflcatlon Letters (includes assessed valuation) * 100% of recertlflcatlon letters that do not require re-issuance * 100% of recertlflcatlon letters provided to taxing authorities 10 days or more Certification Letters (includes preliminary assessed values) before statutory deadline (12/10) Output Measures: Detail Abstracts (breakdown of valuations) 41Recertification Letters provided Demand Measures: Certification Consultations 41Recertificatlon Letters required to be provided Efficiency Measures: $ 7,300 expenditure per Recertlflcatlon Letter provided CUSTOMER SERVICE

Property Valuation Forms and Instructions CUSTOMER SERVICE Result Measures: Customer Service Consultations * 95% of deeds processed and ownership transferred within 5 days of receipt by the Assessor's Office from the Clerk and Recorder Property Ownership Transfers * Increase hits to Assessor's Office website from 136,000/yearto 163,000/year * 90% of the data taken from old property cards and historic documents Manufactured Home Authentications available through the Assessor's Office database * Increase In public relations outreach from 4 to 12 (includes press releases, Property Owner Inquiry Responses articles, interviews, presentations) * 70% of survey respondents who stated they understand the role of the Real Estate Professional Inquiry Responses Assessor's Office Output Measures: Data Verifications 600 property ownership transfers completed 4 public relation events conducted Public Relation Events Demand Measures: 600 of property ownership transfers expected to be completed Press Releases, Articles, Presentations, interviews, 12 of public relation events expected to be scheduled Flyers/Brochures Efficiency Measures: $155.00 expenditure per property ownership transfer completed

~~38 Montrose Countv Budget Clerk and Recorder~~

~~Historical Expenditures~~

~~$1,400,000~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised Z012 BudRet~~

~~2012 Budget, By Activity %of Total~~

~~Motor Vehicles s 459,840 39.0% Elections i. 452,848 37.6% Records s. 240,565 20.0%~~

~~Clerk of the BOCC .$ 21,271 1.8%~~

~~Liquor Licensing i 8,876 0.7% Clerk Technical Fund $ 12,000 1.0%~~

~~2012 Department Budget $ 1,205,400 100.0%~~

~~2011 Department Budget $ 1,339,245~~

~~% Change from 2011 to 2012 -10.0%~~

~~IVIanhours, By Activity Manhours % of Total~~

~~Motor Vehicles 19,278 49.3%~~

~~Elections 9,994 25.6%~~

~~Records 8,434 21.5%~~

~~Clerk of the BOCC 1,102 2.8%~~

~~Liquor Licensing 291 0.7%~~

~~Clerk Technical Fund - 0.0%~~

~~Total 39,099 100.0%~~

~~Manhours~~

~~39 IVIontrose County Budget Clerk and Recorder~~

The Mission of the Clerk & Recorder's Office is to provide vehicle licensing, property title management, vital statistics, elections, and Board of Commissioner support services to the citizens of Montrose County so they can have their particular needs fulfilled in an accurate, timely and courteous manner.

~~BUDGET BY PROGRAIVI~~

~~Clerk of the Nucla Branch Clerk & Recorder (201) $ 1,193,400 Motor Vehicles Elections Records Liquor Licensing BOCC Office~~

~~Activity / Org, Code 2011100 2012100 2013100 2014100 2015100 2016100~~

~~Budget By Activity $ 469,840 $ 452,848 $ 240,565 $ 21,271 S 8,876 $~~

~~Clerk Technical Fund (202) $ 12,000 C!eri< Technical Fund~~

~~Activity / Org. Code 2021205~~

~~Budget By Activity $ 12,000~~

~~DEPARTMENT TOTAL $ 1,205,400~~

~~BUDGET BY EXPENSE TYPE 2012 Budget %of Total 2011 Revised 5 change % Change~~

~~Personnel Costs 78.6% S 973,711 $ (26,672) -2.7%~~

~~Non-Personnel Operating 21.4% 334,223 (75,862) -22.7%~~

~~100.0% $ 1,307,934 $ (102,534) -7.8%~~

~~Major Capital 0,0% 31,311 (31,311) -100.0%~~

~~DEPARTMENT TOTAL $ 1,205,400 100.0% $ 1,339,245 S (133,845) -10.0%~~

~~40 Montrose Countv Budget Clerk and Recorder~~

~~PROGRAM Clerk & Recorder (201)~~

The Purpose of the Clerk & Recorder Program is to provide vehicle licensing, property title management, vital statistics, elections, and Board of Commissioner support services to the citizens of Montrose County so they can have their particular needs fulfilled in an accurate, timely and courteous manner.

~~Clerk of the Nucla Branch Activities IVlotor Vehicles Elections Records Liquor Licensing BOCC Office PROGRAM BUDGET BY EXPENSE TYPE 2011100 2012100 2013100 2014100 2015100 2016100 TOTAL~~

~~Personnel Costs S 947,039 $ 430,439 S 283,167 $ 204,663 $ 20,493 $ 8,277 $~~

~~Non-Personnel Operating 246,361 39,401 169,681 35,902 778 599~~

~~Subtotal: Operating Expense $ 1,193,400 $ 469,840 $ 452,848 S 240,565 $ 21,271 $ 8,876 $~~

~~Major Capital~~

~~PROGRAIVI TOTAL $ 1,193,400 S 469,840 $ 452,848 $ 240,565 S 21,271 $ 8,876 $~~

PROGRAM SEVICES KEY RESULT MEASURES MOTOR VEHICLE Vehicle Ucense Renewals MOTOR VEHICLE Vehicle Title Transfers * 100% of Motor Vehicle counter customers who have their vehicle licensing needs satisfied Vehicle Title Uen Assignments in a timely, courteous, and accurate manner. Final State Title Processing Batches * 35% of Motor Vehicle customers who process their renewals online. Vehicle Ucense Renewal Reminders * 100%of Clerk 8t Recorder customers saying that the Motor Vehicle license renewal-related Ucense Plates information provided online was helpful and met their needs. Handicapped Ucense Plates * 100% of Motor Vehicle employees completing required training classes. Motor Vehicle Revenue Transfers ELECTIONS ELECTIONS Mall Ballots * 100% of ballots cast by eligible Montrose County voters that are counted, as verified per Polling Place Ballots Voter Registration records. Military and Overseas Ballots * 85% of ballots cast as mall ballots. Voter Registration Information Cards ' 45% of Clerk & Recorder customers who say that the Election-related Information provided Ballot Initiative Information Packets online was helpful and met their needs. Polling Place Location Responses * 15% of voters validating that their mall ballot was submitted who do so online. Regulatory Interpretations * 100% of Election employees completing required training classes, Election Judge Training Sessions Handicapped Voting Assistance Services RECORDS Election Certifications * 100% of records requests filled rated as accurate, courteous, and timely by the requesting Pre-Election Audit Reports customer, Post-Election Audit Reports * 50% of Property Title records requests completed online. Voter * 97% of land title records converted to digital format. Registration Records * 38% of Clerk & Recorder customers saying that the Records-related information provided RECORDS online was helpful and met their needs. Birth Certificates * 100% of Records employees completing required training classes. Death Certificates Marriage Ucenses CLERK OF THE BOCC Recorded Property Titles and Other * 100% of approved synopses of meetings of the Board of Commissioners posted online with Property Documents 30 days of the meeting. Burial Permits * 100% of requests for audio recordings provided within three days of request. CLERK OF THE BOCC Board Meeting Audio Recordings LIQUOR LICENSING Board Meeting Online Written Synopses * 100% of establishments in unincorporated Montrose County licensed to sell liquor that Board Meeting Verbatim Transcripts complete liquor serving training in compliance with local requirements and receiving LIQUOR LICENSING license in compliance with legal requirements, Liquor Ucenses * 100% of Clerk & Recorder customers who say that the liquor license-related information Uquor Server Training Classes provided online was helpful and met their needs. Inspections * 100% of Liquor Ucense employees completing required training classes.

~~41 Montrose Countv Budget Clerk and Recorder~~

~~PROGRAM Clerk Technical Fund (202)~~

The Clerk Technical Fund is Special Revenue Fund used to account for the revenue received from a portion of specific fees collected by Montrose County. These resources can only be used for technology advances specilic to the operations of the Clerk & Recorder's Office.

~~Clerk Technical Activities Fund~~

~~PROGRAM BUDGET BY EXPENSE TYPE 2021205 TOTAL~~

~~Personnel Costs $ • S -~~

~~Non-Personnel Operating 12,000 12,000~~

~~Subtotal; Operating Expense S 12,000 S 12,000~~

~~Major Capital - -~~

~~PROGRAM TOTAL 12,000 s 12,000~~

~~42 Montrose Countv Budget Coroner~~

~~Historical Expenditures $180,000~~

~~$150,000~~

~~$140,000~~

~~$120,000 1 $100,000 1 $80,000 - $50,000 1 $40,000~~

~~$20,000 1 $- 1 2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Activity $ % OfTotal~~

~~Autopsy Coordination $ 65,549 41.7%~~

~~Coroner Services S 91,619 58.3%~~

~~2012 Departnfient Budget $ 157,168 100,0%~~

~~2011 Department Budget $ 156,903~~

~~% Ciiange from 2011 to 2012 0.2%~~

~~IVIanhours, By Activity Manhours % of Total~~

~~Autopsy Coordination 863 31.9%~~

~~Coroner Services 1,845 68.1%~~

~~Total 2,708 100.0%~~

~~Manhours~~

~~43 IVIontrose Countv Budget Coroner~~

The mission ofthe Montrose County Coroner's Office is to provide the citizens of Montrose with continuous, competent, and compassionate service, in addition to disaster preparation, in a fiscally responsible manner. Citizens who may have family members fall as victims of a sudden incident, unattended, violent or suspicious death are provided the best death investigations available in order to present a correct and appropriate cause and manner of death. '

~~Autopsy Coroner's Office (251) $ 157,168 Coroner Services Coordination~~

~~Activity / Org. Code 2511240 2512240~~

~~Budget By Activity $ 65,549 S 91,619~~

~~N/A~~

~~Activity/Org. Code~~

~~Budget By Activity $ $~~

~~DEPARTMENT TOTAL $ 157,168~~

~~BUDGET BY EXPENSE TYPE 2012 Budget %of Total 2011 Revised $ Ciiange % Ciiange~~

~~Personnel Costs $ 107,215 68,2% S 108,759 $ (1,544) 1.4%~~

~~Non-Personnel Operating 49,953 31.8% 48,144 1,809 ,8%~~

~~Subtotal; Operating Expense % 157,168 100.0% $ 156,903 $ 265 0.2%~~

~~Major Capital - 0.0% - - #DlV/0!~~

~~DEPARTMENT TOTAL 157,168 100.0% s 156,903 $ 265 0.2%~~

~~44 Montrose Countv Budget Coroner~~

~~PROGRAM Coroner's Office (251)~~

The Purpose ofthe Coroner's Office Program is to provide autopsy and coroner services to county agencies, relatives ofthe deceased and the people of iVIontrose County so they can have the manner and cause of death communicated in a timely manner.

~~Autopsy Activities Coroner Services Coordination~~

~~PROGRAIVI BUDGET BY EXPENSE TYPE 2511240 2512240 TOTAL~~

~~Personnel Costs $ 107,215 $ 29,559 $ 77,656~~

~~Non-Personnel Operating 49,953 35,990 13,963~~

~~Subtotal: Operating Expense $ 157,168 $ 65,549 $ 91,619~~

~~Major Capital~~

~~PROGRAIVI TOTAL $ 157,168 S 65,549 $ 91,619~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

Family Consultations Death Investigations Result Measures: Death Review Investigations Death Review Investigations with On- * 95% of cases In which Jurisdiction is accepted, the relatives of the deceased will receive site Component communication from the Coroner within three days of the death to help them understand Death Certificates and manage their responsibilities. Cause and Manner of Death Documents Victim Advocate referrals * 85% of responses to reported deaths that are initiated within 30 minutes of notification of Disaster Response Training Classes the Coroner's Office. In-House Training Classes External Training Classes * 75% of Coroner staff completing required training in disaster response. Disaster Response Preparation Meetings Autopsy Determinations * 15% of natural deaths requiring an autopsy to determine the cause of death. Autopsy Holds Autopsy Notifications * 97 % of deaths that require a statutorily mandated autopsy that have that autopsy completed Donor Alliance Decisions in a timely manner. Toxicology Decisions Autopsy Results Reports Public Health Notifications Output Measures: Law Enforcement Notifications District Attorney Notifications * 365 cases reported to the Coroner's Office. Familv Notifications * 31 autopsies conducted.

~~Demand Measures:~~

* 380 cases expected to be reported to the Coroner's Office .

* 41 autopsies expected to be conducted,

~~Efficiency Measures:~~

* $415 expenditure per case reported to the Coroner's Office.

* $,1500 expenditure per Autopsy conducted.

~~45 (This page intentionally left blank)~~

~~46 Montrose Countv Budget County Administration~~

~~Historical Expenditures $1,200,000 •[ • - -~~

~~$1,000,000~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Activity % of Total~~

~~Administrative Functions $ 248,558 35,7%~~

~~Board of County Commissioners S 335,057^^ 49.5%~~

~~Public Information s 93,527 13.8%~~

~~2012 Department Budget s 677,142 100.0%~~

~~2011 Department Budget $ 1,043,425 % Cliange from 2011 to 2012 -35.1%~~

~~IVIanhours, By Activity Manhours % ofTotal~~

~~Administrative Functions 4,888 33.6%~~

~~Board of County Commissioners 7,800 53.6%~~

~~Public Information 1,872 12.9%~~

~~Total 14,560 100.0%~~

~~47 Montrose Countv Budget County Administration~~

The Mission ofthe Administration Department is to provide policy, management and information services to the Montrose County government and the people it serves so they can assure their needs and issues are addressed within approved policies, procedures and budgets.

~~BUDGET BY PROGRAIVI~~

~~Administrative Board of County Public County Administration (301) $ 677,142 Functions Commissioners information~~

~~Activity/Org. Code 3011100 3012100 3013100~~

~~Budget By Activity $ 248,558 S 335,057 S 93,527~~

~~N/A~~

~~Activity / Org. Code~~

~~Budget By Activity $ $ s~~

~~DEPARTMENT TOTAL 677,142~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % ofTotal 2011 Revised S Change % Change~~

~~Personnel Costs 83.0% $ 681,134 $ (119,197) -17.5%~~

~~Non-Personnel Operating 17.0% 361,316 (246,111) -68.1%~~

~~Subtotal: Operating Expense $ 577,142 100.0% S 1,042,450 S (365,308) -35.0%~~

~~Major Capital 0.0% 975 (975) -100.0%~~

~~DEPARTMENT TOTAL $ 677,142 100.0% $ 1,043,425 $ (366,283) -35.1%~~

~~48 Montrose Countv Budget County Administration~~

~~PROGRAM County Administration (301)~~

The Purpose of the Administration Program is to provide policy, management and information services to the Montrose County government and the people it serves so they can assure their needs and issues are addressed within approved policies, procedures and budgets.

~~Administrative Board of County Public Activities Functions Commissioners Information~~

~~PROGRAM BUDGET BY EXPENSE TYPE 3011100 3012100 3013100 TOTAL~~

~~Personnel Costs $ 561,937 $ 193,391 S 307,025 $ 61,521~~

~~Non-Personnel Operating 115,205 55,167 28,032 32,006~~

~~Subtotal: Operating Expense $ 677,142 $ 248,558 $ 335,057 $ 93,527~~

~~Major Capital~~

~~PROGRAIVI TOTAL $ 677,142 $ 248,558 S 335,057 $ 93,527~~

~~PROGRAIVI SERVICES~~

~~ADlyllNISTRATIVE FUNCTIONS KEY RESULT IVIEASURES Commission Meeting Schedules Commission Meeting Agendas Commission Meeting Information Pacl~~

PLiBLIi; INFQRIVIATIQN PUBLICINFORMATION Media Request Responses Citizen Request Responses Employee Request Responses 70% of County residents accessing the County website who say that they could access the Weekly Employee Information Updates information they needed and that the Information is clear and understandable. Proactive Information Events * 80% of County residents who say that the information provided on key county processes Press Releases was understandable and helpful. Press Conferences * 40% change in hits to the County website in 2012. Employee Newsletters Citizen Newsletters * Departmental performance information will be reported to the public by the appropriate Public Hearings deadline. Press Interviews Community Consultations Letters of Support Website Updates

~~49 (This page intentionally left blank)~~

~~50 IVIontrose Countv Budget County Attorney~~

~~Historical Expenditures~~

~~2008 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Activity % of Total~~

~~County Attorney .i 344,953 100.0% - $ - 0.0%~~

~~2012 Department Budget $ 344,953 100.0%~~

~~2011 Department Budget $ 397,475 % Cliange from 2011 to 2012 -13.2%~~

~~IVIanhours, By Activity 1 Manhours % of Total County Attorney 6,240 100.0%~~

~~- - 0.0%~~

~~Total 6,240 100.0%~~

~~Manhours~~

~~51 IVIontrose Countv Budget County Attorney~~

~~The County Attorney's Office provides legal services and consultation to all County departments and repesents the County in all legal matters.~~

~~BUDGET BY PROGRAIVI ^^^^^^^^^^^^B~~

~~County Attomey (351) $ 344,953 County Attorney~~

~~Activity / Org. Code 3511100~~

~~Budget By Activity $ 344,953~~

~~N/A . • •$ • -~~

~~- " Activity / Org. Code~~

~~Budget By Activity $~~

~~DEPARTMENT TOTAL $ 344,953~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % of Total 2011 Revised $ change % Change~~

~~Personnel Costs S 270,602 78.4% S 372,164 $ (101,552) -27.3%~~

~~Non-Personnel Operating 74,351 21,6% 25,311 49,040 193.7%~~

~~Subtotal: Operating Expense s 344,953 100.0% s 397,475 $ (52,522) -13.2%~~

~~Major Capital - 0.0% - - #DiV/OI~~

~~DEPARTMENT TOTAL $ 344,953 100.0% $ 397,475 s (52,522) -13.2%~~

~~NOTE; Beginning in 2012, the expenses associated with the Health 8t Human Services Attorney are accounted for in that Department.~~

~~52 Montrose Countv Budget Facilities Department~~

~~Historical Expenditures $7,000,000~~

~~$5,000,000~~

~~$4,000,000~~

~~$3,000,000~~

~~$2,000,000~~

~~$1,000,000~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 BudRBt~~

2012 Budget, By Program i % of Total Facilities Maintenance A. 2,073,735 34,0% Fairgrounds Operation J..__ _ 210,151 3.4% W/eed Management $ 236,616 3,9% CSU Extension Services A___ 191,969 3.1% Communications Towers Maintenance $ 105,283 1.7% Capital Project Management $ 3,277,000 53.8%

~~2012 Department Budget s 6,094,754 100.0%~~

~~2011 Department Budget $ 3,688,221~~

~~% Cliange from 2011 to 2012 65,2%~~

~~Manhours, By Program 1 Manhours % of Total~~

~~Facilities Maintenance 34,368 68.1%~~

~~Fairgrounds Operation 4,058 8.0%~~

~~\Need Management 6,824 13.5%~~

~~CSU Extension Services 4,160 8.2%~~

~~Communications Towers Maintenance 1,040 2.1%~~

~~Capital Project Management - 0.0%~~

~~Total 50,450 100.0%~~

~~Communications Manhours Towers CSU Extension -^^^^ " IVlaintenance, Services, 4,160 1,040~~

~~Weed _ Management, 6,824~~

~~Fairgrounds Operation, 4,058~~

~~53 Montrose Countv Budget Facilities Department~~

The mission ofthe Facilities Department is to provide maintenance, repair, custodial, special event, construction planning and management services to benefit the residents of and visitors to Montrose County so j they can conduct their business in facilities and on lands that are safe, clean, ard free of noxious weeds.

Justice Center Justice Center Road & Bridge Admin. Facilities Airport Fairgrounds South Campus Facilities Maintenance (451) S 2,073,735 Maintenance Maintenance (Jail Facilitv Maintenance Maintenance Maintenance Maintenance (Courts) SiSO) Maintenance

~~AcXmty/ Org. Code 4511100 4512550 4513100 4514100 4514240 4515100 4516250~~

~~Budget By Activity $ 417,065 $ 272,761 $ 195,157 $ 279,880 $ 477,917 $ 425,799 $ 5,146~~

~~Outdoor Special Fairgrounds Operation (452) $ 2io,i5l Friendship Hall invents~~

~~Activity / Org, Code 7021240 7022240~~

~~Budget By Activity $ 116,410 $ 93,741~~

~~Noxious Weed Special Projects Weed Management (453) $ 236,616 Control Weed Control~~

~~Activity / Org. Code 4531100 4532100~~

~~Budget By Activity $ 183,810 S 52,806~~

~~Adult Youth CSU Extension Services (454) $ 191,969 Programming Development~~

~~Activity / Org. Code 4541100 4542100~~

~~Budget By Activity $ 70,079 $ 121,890~~

~~Gommunicatlon Towers Maint. (455) S 105,283 Comm. Towers~~

~~Activity / Org. Code 4551100~~

~~Budget By Activity S 105,283~~

~~Capital Project Mgmt. (456) $ 3,277,ooo Project Mgmt.~~

~~Activity/Org. Code 4561300~~

~~Budget By Activity $ 3,277,000~~

~~DEPARTMENT TOTAL $ 6,094,754~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % of Total 2011 Revised $ Change % Change~~

~~Personnel Costs $ 1,201,655 19.7% $ 1,289,367 $ (87,711) -6.8%~~

~~Non-Personnel Operating 1,542,284 25,3% 1,539,964 2,320 0.2%~~

~~Subtotal; Operating Expense $ 2,743,940 45,0% $ 2,829,331 $ (85,391) -3,0%~~

~~Major Capital 3,350,814 55.0% 858,891 2,491,923 290.1%~~

~~DEPARTMENT TOTAL s 6,094,754 100.0% $ 3,688,221 $ 2,406,533 55.2%~~

~~54 Montrose Countv Budget Facilities Department~~

~~PROGRAM Facilities Maintenance (451)~~

The Purpose ofthe Facilities Maintenance Program is to provide maintenance, repair custodial, and construction planning and management services to the users of Montrose County facilities so Ihey can use facilities that meet the needs for service delivery and are safe, comfortable a id energy efficient.

Justice Center Justice Center Road & Bridge Admin. Facilities Airport Fairgrounds Soutti Campus Activities IVlaintenance Maintenance Facility iVIatntenance IVlaintenance IVlaintenance Maintenance (Courts) JJailSiSOj IVlaintenance PROGRAM BUDGET BY EXPENSE TYPE 4511100 4512550 4513100 4514100 4514240 4S15100 4516250 TOTAL

~~Personnel Costs $ 407,926 S 200,127 $ 102,037 $ 105,762 $ 56,288 $ 132,176 S 205,788 $ 4,918 Non-Personnel Operating 477,067 216,938 170,724 89,405 179,778 345,741 220,011 228~~

~~Subtotal: Operating Expense $ 884,993 $ 417,065 $ 272,751 $ 195,167 $ 246,066 $ 477,917 $ 425,799 $ 5,146 Major Capital 33,814~~

~~PROGRAM TOTAL $ 2,073,735 $ 417,065 $ 272,761 $ 195,167 $ 279,880 $ 477,917 $ 425,799 $ 5,146~~

~~PROGRAM SERVICES PROGRAM STRATEGIC RESULT MEASURES~~

Facilitv Repairs 11 Montrose Countv government will have facilities that meet the needs for sen/Ice delivero and that are safe. HVAC Repairs comfortable, and energy efficient, ^s evidenced by: Electrical Repairs Plumbing Repairs By 2013, the Montrose County government's high priority space deficiency as measured in square Carpentry Repairs feet will be 0 square feel, compared to 21,200 square feet In 20 2011, Custodial services Landscaping & grounds maintenance By 2017, the Montrose County government's medium and low priority space deficiency will be 0 sq. ft., Sidewalk & Parking Lot Snow Removals compared to 126,141 square feet in 2015. New Construction Proiects Renovation Construction Proiects By 2013, the number of injuries due to facility-related deficiencies will be 2, compared to 4 in 2010. Construction Specifications Facility Contracts By 2015, the average energy use for Montrose County facilities will be reduced by 1%. Ad Hoc Service Responses

~~21 CMStomers win receive repairs to facility issues that are timelv and effective, as evidenced bv:~~

~~By 2012,90% of repairs entered In the work order system will be rated by customers as timely and effective.~~

~~By 2012, the average number of backlogged work orders for facilities repairs will be less than 50, compared to 85 in 2010.~~

~~55 Montrose Countv Budget Facilities Department~~

~~PROGRAM Fairgrounds Operation (452)~~

The Purpose of the Fairgrounds Program is to provide special event services to users of and visitors to the Fairgrounds so they can have access to event space and support that meets their particular event needs.

~~Outdoor Special Activities Friendship Hall Events PROGRAM BUDGET BY EXPENSE TYPE 7021240 7022240 TOTAL~~

~~Personnel Costs $ 102,169 $ 57,145 S 45,024 Non-Personne! Operating 67,982 39,265 28,717~~

~~Subtotal: Operating Expense S 170,151 S 96,410 $ 73,741 Major Capita! 40,000 20,000 20,000 PROGRAM TOTAL S 210,151 S 116,410 $ 93,741~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

FRIENDSHIP HALL FRIENDSHIP HALL IndoorEvent Reservations IndoorEventSet-Ups Result Measures: Indoor Event Tear-Downs • By 2012, 75% of people who request to schedule an event using Friendship Hall space will be abie to Indoor Event Consultations successfully schedule that event. Indoor Event Schedules • By 2012,90% of coordinators of events held at the Friendship Hall will say they were satisfied that the Indoor Event Contracts Fairgrounds met their event needs.

Output Mg^sures: OUTDOOR SPECIAL EVENTS * 60 Indoor Events held and 200 Indoor Meetings held annually Outdoor Event Reservations Outdoor Event Consultations Demand Measures: Outdoor Event Schedules * 65 Indoor Events and 225 Indoor Meeting expected to be requested annually Outdoor Event Contracts Dirt Preparations Efficiencv Measures: Outdoor Event Set-Ups * $252 Activity expenditure per Indoor Event Outdoor Event Tear-Downs * Efficiency measures for Indoor Events are an average of event expenses Including utilities and maintenance, custodial, and work crew labor.

~~OUTDOOR SPECIAL EVENTS~~

Result Measures: * By 2014, Fairgrounds outdoor special event usage will Increase by 50% compared to 25 event days in 2010. * By 2012, 90% of coordinators of Outdoor Special Events held at the Fairgrounds who say they were satisfied that the Fairgrounds met their event needs.

~~Output Measures: * 25 Outdoor Events held annually~~

~~Demand Measures:~~

* 25 Outdoor Events expected to be requested annually

~~Efficiency Measures: * $180 Activity expenditure per Outdoor Event. * Efficiency measures are an average of expenses for maintenance labor, custodial labor, work crew labor, utilities and fuel.~~

~~56 Montrose Countv Budget Facilities Department~~

~~PROGRAM Weed Management (453)~~

The Purpose of the Weed Management Program is to provide noxious/invasive weed control and prevention services to Montrose County and state and federal agencies so they can have an ecologically healthy and economically productive landscape resulting from noxious weed control.

Noxious Weed Special Projects Activities Control Weed Control PROGRAIVI BUDGET BY EXPENSE TYPE 4531100 4532100 TOTAL Personnel Costs $ 160,849 $ 125,172 $ 35,677 Non-Personnel Operating 75,767 58,638 17,129

~~Subtotal; Operating Expense $ 236,616 S 183,810 $ 52,806 Major Capital PROGRAM TOTAL $ 236,616 $ 183,810 $ 52,806~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

NOXIOUS WEED CONTROL NOXIOUS WEED CONTROL Private Land Weed Eradication Grants Result Mijasurgs: State A List Weed Species Targeted Eradications * By 2013,90% of responses to reports of List A noxious weeds are provided within 5 business days, State B List Weed Species Targeted Suppressions * By 2013, a 50% reduction in "A-level" Yellow Starthistle spedes noxious weeds In Montrose County, Noxious Weed Control Reports from 5600 plants to 2800 ©Buckhorn: 4000 plants to 2000 plants @ Uravan. Noxious Weed Control Contracts * By 2013,100% of weed department employees will be recognized as trained Public Applicators by State C List Weed Species Targeted Containments Colorado Department of Agriculture standards. G,I.S, Mapping of State Ust A and Targeted B Weed Output Measures: Species ' 1,741 man hours spent treating right of way & gravel pit noxious weeds Noxious Weed Control Complaint Responses * 1,433 man hours spent treating List A & B noxious weeds on private land * 382 man hours spent treating List A & B noxious weeds on federal land * 1,060 man hours spent mapping List A and Targeted B noxious weeds SPECIAL PROJEaS - WEED CONTROL Demand Measures: Road & Bridge Targeted Weed Eradications * 2,050 man hours expected to be required to treat right of way and gravel pit noxious weeds Special Project Stump Treatments * 1,450 man hours expected to be required to treat Ust A & B noxious weeds on private land County Facility Targeted Weed Eradications * 390 man hours expected to be required to treat List A & B noxious weeds on federal lands Targeted Prairie Dog Eradications * 1,200 man hours spent on mapping Ust A and Targeted B noxious weeds Special Project Weed Control Complaint Responses Efficiency Mg^Sprgs: Special Project Weed Control Reports * $30,400.00 activity expenditure and 1,488 man hours to eradicate Ust A weed infestations * $138,000.00 activity expenditure and 2,210 man hours to suppress Ust B weed infestations * $1,500.00 activity expenditure and 90 man hours for GIS Mapping of List A and Targeted B weed infestations

SPECIAL PROJECTS - WEED CONTROL Result Measures: * By 2013, 90% of County facilities will not have noxious weeds after a season of control work. * By 2012, a Master List of approved special projects and associated costs will be published. * By 2012,100% of weed department employees will be recognized as trained Public Applicators by Colorado Department of Agriculture standards. Output M^??Mrg?: * 372 man hours spent providing Invasive species control to County facilities * 310 man hours spent addressing right-of-way safety issues Demand Measures: * 380 man hours expected to be required to provide invasive species control to County facilities * 320 man hours expected to be required to address right-of-way safety issues Efficiency Measures: * Activity expenditure per County facility provided invasive species control was: * $6,400.00 and 88 man hours for the Airports * $7,300.00 and 155 man hours for Facilities * $6,700.00 and 128 man hours for the Fairgrounds * $10,000,00 activity expenditure and 168 man hours to address right-of-way safety issues

~~57 Montrose Countv Budget Facilities Department~~

~~PROGRAM~~

~~CSU Extension Services (454)~~

The mission of the Colorado State University Extension Office is to provide in^ornation and education, to encourage the application of research based know/iedge, youth development and community dovolopment to members ofthe Montrose Community in order to better their quality of life.

~~Adult Youth Activities Prografflming Developt«8nt PROGRAM BUDGET BY EXPENSE TYPE 4541100 4542100 TOTAL~~

~~Personnel Costs $ 85,226 $ 41,974 $ 43,252 Non-Personnel Operating 106,743 28,105 78,638~~

~~Subtotal; Operating Expense s 191,969 S 70,079 $ 121,890 Major Capita! - - -~~

~~PROGRAM TOTAL s $ 121,890~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

ADULT PROGRAMMING Consultations ADULT PROGRAMMINq Agriculture and Horticulture Site Visits Testing Analysis and Results Result Measures: Fact Sheets (University Revievned) 95% of customers reporting a gain of knowledge along with increased effectiveness and efficiency by utilizing Master Gardener Training information and skills from Extension Programming and Services. Plant/lnsecf/disease identifications Garden and Landscape Plans Output Measure?: Training Sessions 780 adult office consultations provided Agricultural Production 250 individual testing services provided Lawn and Garden Care 20 trainings and workshops provided Food Growing 240 adults provided trainings or workshops Master Gardener U website hits Computer Health and Nutrition ptjmand Mgajurg?: Master Food Preservers 850 adult office consultations expected to be provided Food Safety 275 individual testing services expected to be provided Parenting and Early Childhood Development 25 trainings and workshops expected to be provided Budgeting and Financial 340 adults expected to be provided trainings or workshops Volunteer Management Master Gardeners Efficiency Measures: Master Food Preservers An average of $73.53 per training, consultation, workshop or testing participant.

YOUTH DEVELOPMENT Volunteer Leader Training YOUTH DEVELOPMENT Volunteer Leader Consultations 4-H Meetings Result Measures: Recruitment Events 6% of eligible youth participating in Extension Programs Youth Leadership Training 80% annual retention rate for youth participants in Extension Program Youth Leadership Consultations $45,000 annual community-based financial support for youth programs Facility Maintenance and management Reports and data administration Output Measures: Youth Livestock Events 306 youth enrolled in Extension programs Youth Exhibition Events Youth Craft Events 92 adult volunteers trained, enrolled and participating in Extension youth programs Youth Camps Monthly Newsletters and dally correspondence Demand Measures: Chaperoning and transportation services 300 youth enrolled in Extension programs expected to be required Livestock and Project Field Days 75 adult volunteers trained, enrolled and participating in Extension youth programs expected to be required Assistance with the Montrose County Fair and Events Volunteer and Youth Recognition Events Efficiencv Measures: Environmental Appreciation Events $407.47 per youth enrolled in Extension programs

~~58 IVIontrose Countv Budget Facilities Department~~

~~PROGRAM~~

~~Communication Towers Maint. (455)~~

Tiie purpose of the Communication Towers Attivity is to provide administration, manaeement and operational services to local, state and federal governmental and private entities to they can have the physical infrastrurturu they need to operate their communications systems.

~~Communication Activities Towers PROGRAM BUDGET BY EXPENSE TYPE 4551100 TOTAL Personnel Costs $ 43,252 $ 43,252 Non-Personne! Operating 62,031 62,031~~

~~Subtotal; Operating Expense $ 105,283 $ 105,283 Major Capital~~

~~PROGRAM TOTAL $ 105,283 $ 105,283~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

Tpw^r-Related Contracts Tower Contracts Result Measures: Tower Facility Contracts Tower Land Contracts * By 2013,95% of the time Communication Tower physical infrastructure enables customers to operate their Tower Tenant Contracts communication system Rights of Way Tower Inspections * By 2016,50% of required contracts/MOU's In place Tower Facility Inspections Tower Preventive Maintenance Sessions Tower Emergencv Maintenance Sessions * By 2013, 50% of preventive maintenance will be conducted according to the maintenance schedule Equipment Interference Sessions Tower Load Capacity Assessments Tower Site and Development Plans/ Master Plan Cutout Measures:

~~1 tower-Related Contracts established~~

~~5 Tower Preventive Maintenance Sessions provided~~

~~5 Tower Emergency Maintenance Sessions Provided~~

~~Tower Site Master Pian established by 2014~~

~~Pemand Msasnr^s;~~

~~20 Tower-Related Contracts required to be established~~

~~1 Tower Preventive Maintenance Sessions expected to be required per tower, per year~~

~~1 Tower emergency Malnte nance Sessions expected to be required per tower, per year~~

~~1 Tower Site 8( Development Plans expected to be requested per year~~

~~Efficiency Measures:~~

~~Expenditure per Communication Tower Maintained in 2012 will be $12,000.~~

~~59 Montrose County Budget Facilities Department~~

~~PROGRAM~~

~~Capital Project Mgmt. (456)~~

~~The Facilities Department is responsible for manaKin,", ai: 'acility related construct'on projects throughout the organization.~~

~~Capital Project Activities Management PROlSRAM BUDGET BY EXPENSE TYPE 4561300 TOTAL~~

~~Personnel Costs $ - s - Non-Personnel Operating - -~~

~~Subtotal: Operating Expense $ - $ - Major Capita! 3,277,000 3,277,000~~

~~PROGRAM TOTAL $ 3,277,000 3,277,000~~

~~2011 Revised Capital Improvement Project Listing 2012 Budget Budget~~

Drainage Project $ 42,500 Eiections $ 75,000 South Campus Remodel s 100,000 $ 100,000 Justice Center Annex $ 256,000 s 2,734,000 Justice Center Remodel $ 423,000 Fairgrounds $ 20,000 F(aspberry Tower s 150,000 Jail Shower $ 20,000

~~TOTAL $ 653,600 $ 3,277,000~~

~~60 IVIontrose Countv Budget Finance Department~~

~~Historical Expenditures $700,000 — — -~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Activity % ofTotal~~

~~Accounting 381,879 63.4% Financial Management S 220,313 36,6%~~

~~2012 Department Budget s 602,192 100,0%~~

~~2011 Department Budget s 665,658~~

~~% Change from 2011 to 2012 -9.5%~~

~~IVIanhours, By Activity IVIanhours % ofTotal~~

~~Accounting 11,648 70,0%~~

~~Financial Management 4,992 30.0%~~

~~Total 16,640 100,0%~~

~~Manhours~~

~~nt "I t^^g^j^^^'~~

~~61 Montrose Countv Budget Finance Department~~

The Mission ofthe Finance Department is to provide financial management, accounting, and budgeting services to tlie departments of the Montrose County government so they can have the accurate and timely financial information they need to accomplish their results.

~~BUDGET BY PROGRAM~~

~~Financial Finance (501) $ 602,192 Accounting IVlanagement~~

~~Activity/Org. Code 5011100 5012100~~

~~Budget By Activity S 381,879 220,313~~

~~N/A~~

~~Activity / Org. Code~~

~~Budget By Activity~~

~~DEPARTIVIENT TOTAL $ 602,192~~

~~BUDGET BY EXPENSE TYPE % of Total 2011 Revised $ Change % Change~~

~~Personnel Costs 82.1% $ 509,640 S (15,038) -3.0%~~

~~Non-Personnel Operating 17.9% 108,003 (413) -0.4%~~

~~Subtotal; Operating Expense $ 100.0% $ 617,643 $ (15,451) -2.5%~~

~~Major Capital 0.0% 48,015 (48,015) -100.0%~~

~~DEPARTMENT TOTAL $ 602,192 100.0% s 665,658 $ (63,456) -9.5%~~

~~62 IVIontrose County Budget Finance Department~~

~~PROGRAM Finance (501)~~

Tiie Purpose of the Accounting Activity is to provide paymont, reporting, and accounting services to the departments ofthe IVIontrose Gounty government so they can have the timely and accurate financial informationthey need to make well-informed financial decisions.

The Purpose of the Financial Management Activity is to provide budgeting, planning, reporting and financial information services to the departments of the Montrose County government and the citizens of Montrose County so they can have the information they need to make informed financial decisions and have confidence that operations are managed in a fiscally responsible manner.

~~Financial Activities Accounting IVlanagement~~

~~PROGRAM BUDGET BY EXPENSE TYPE 5011100 5012100 TOTAL~~

~~Personnel Costs S 494,602 S 299,759 S 194,843~~

~~Non-Personnel Operating 107,590 82,120 25,470~~

~~Subtotal: Operating Expense $ 602,192 $ 381,879 $ 220,313~~

~~Major Capital - - -~~

~~PROGRAIVI TOTAL s~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

ACCOUNTING ACCQUNTINff Checks Result Measures: Vendor Payment Inquiry Responses * 100% of Montrose County Departments having the timely, accurate, user-friendly invoices financial information they needed to malce well-informed financial management Invoice Inquiry Responses decisions. Cost Allocation Plans * A 50% reduction in errors in financial Infornnation submitted to the Finance Department Indirect Cost Plans by the departments of the Montrose County government. Salary payments (paychecks/direct deposits) Output Measures: Employee Benefit Enrollments * # of General Ledger Transactions provided Wire Transfers Demand Measures: Journal Entries * # of General Ledger Transactions expected to be required Fixed Asset Reports Efficiencv Measures: Grant Reimbursement Requests * $ Activity expenditure per General Ledger Transaction provided Grant Compliance Reports FINANCIAL MANAGEMENT FINANCIAL MANAGEMENT Result Measures: Comprehensive Annual Financial Report * Montrose County Budget Is tied to specific result measures and aligned to the County's (CAFR) Strategic Plan. Recommended Operating Budget * Each county fund will have no less than a 6 month operating reserve compared to the Final Operating Budget annual operating budget. BOCC Financial Reports * Montrose County's bond rating is A3. Public Financial Management Reports * 100% of budgeted funds with five-year financial projections, including a 5-year capital Long-range Financial Plans plan, in place, "Budget In Brief" document * 75% of citizens who say they are satisfied with the level and frequency of financial Ad hoc analysis reports information that is available to them. Budget Training Sessions * The County has a citizen-focused "budget in brief" presentation available online, Budget Preparation Instructions * The County has quarterly financial reports with financial data available online. Budget Preparation Consultations Output Measures: Revenue Projections * # of Recommended Operating Budgets provided Expense Projections * # of Public Financial Management Reports provided Capital Budget * # of Custom Financial Report Formats provided Charts of Accounts Demand Measures: Munis Permission Access Changes * # of Recommended Operating Budgets expected to be required Munis Software Updates * # of Public Financial Management Reports expected to be requested Munis Software Training Sessions * # of Custom Financial Report Formats expected to be requested Custom Financial Report Formats Efficiencv Measures: $ activity expenditure per operating budget S dollar managed

~~63 (This page intentionally left blank)~~

~~64 IVIontrose Countv Budget Health and Human Services~~

~~Historical Expenditures $10,000,000~~

~~$9,000,000~~

~~$8,000,000~~

~~$7,000,000~~

~~$6,000,000~~

~~$5,000,000~~

~~$4,000,000~~

~~$3,000,000~~

~~$2,000,000~~

~~$1,000,000~~

~~$- 2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Program % ofTotal~~

~~HHS Administration S 733,169 9,8%~~

~~Adult Services 761,743 10.2%~~

~~Cliild Support Enforcement 591,814 7.9%~~

~~Child Welfare $ 1,545,298 20.7%~~

~~Family Support & Independence 927,780 12.4%~~

~~Eligibility s _ 1,014,704 13.6%~~

~~Communicable Disease Prevention J, 532,828 7.1%~~

~~Environmental Health $ 308,909 4.1% W/omen's & Childrens Health $ 1,056,312 14.1%~~

~~2012 Department Budget $ 7,472,557 100.0%~~

~~2011 Department Budget $ 8,807,170~~

~~% Change from 2011 to 2012 -15,2%~~

~~Manhours, By Program 1 IVIanhours % of Total~~

~~HHS Administration _23487 11.6%~~

~~Adult Services 22,105 11.1%~~

~~Child Support Enforcement 19,822 9.9%~~

~~Child Welfare 32,115 16.1%~~

~~Family Support & Independence 19,115 9.6%~~

~~Eligibility 38,334 19.2%~~

~~Communicable Disease Prevention 10,434 5.2%~~

~~Environmental Health 8,486 4.3%~~

~~Women's & Childrens Health 25,723 12.9%~~

~~Total 199,321 100.0%~~

~~65 Montrose Countv Budget Health and Human Services~~

The Mission of Montrose County Health and Human Services is to provide health, safety, prevention and support services to our Montrose County communities so they can experience improved wellness, enhanced independence, and a better quality of life and environment.

~~BUDGET BY PROGRAM HHS Fraud HHS Administration (550) 'Iiii 733,169,: Support Services Administration Administration Activity/Org, Code 5501265 5502265 5503265~~

~~Budget By Activity $ 528,006 $ 6,398 S 198,765~~

~~Adult Protection Medicad Adult Services (551) $ 761,743 Single Entry Point Veterans Services Homemalter Services Transportation~~

~~Activity/Org. Code 5511265 5512255 5513265 5514265 5515230~~

~~Budget By Activity S 233,450 $ 396,463 $ 24,507 $ 66,000 $ 41,323 Cliild Support Child Support Enforcement (552) $ 591,814 Enforcement Activity / Org, Code 5521265~~

~~Budget By Activity S 591,814 :~~

~~Child Welfare IV-E Parental Fee County Designed Child Welfare (553) S 1,545,298 Child Welfare CORE Services Incentives Incentives Services~~

~~Activity / Org. Code 5531265 5532255 5533255 5534255 5535265~~

~~Budget By Activity $ 1,260,824 $ 185,860 S 43,000 $ 25,950 S 29,664~~

~~County General Family Support & Independence (554) $ 927,780 TANF Child Care Employment First Fatherhood Assistance Activity/Org. Code 5541265 5542255 5543255 5544265 5545265~~

Budget By Activity $ 466,251 $ 259,093 S 192,436 S 10,000 $ Income LEAP: Low Income Aid to Needy & Eligibility (555) $ 1,014,704 Maintenance & Adult Eligibility Old Age Pension Energy Assistance Disabled Eiigibility Activity/Org, Code 5551265 5552265 5553255 5554265 5555255

~~Budget By Activity $ 472,332 $ 407,740 $ 129,182 S 450 $ 5,000~~

~~Communicable Disease, Prevention & Emergency $ 532,828 Immunizations Surveillance (557) Preparedness Activity/Org. Code 5571230 5572230~~

~~Budget By Activity $ 502,906 $ 29,922~~

~~Environmental Environmental Health (558) $ 308,909 Health Activity/Org. Code 5581230~~

~~Budget By Activity S 308,909~~

~~Women, Infants Nurse Family Healthy Women's & Children's Health (559) $ 1,056,312 Family Planning & Children (WIC) Partnership Communities~~

~~Activity / Org, Code 5591230 5592230 5594230 5595230~~

~~Budget By Activity $ 325,783 $ 309,806 S 387,199 S 33,524 DEPARTMENT TOTAL $ 7,472,557~~

~~BUDGET BY EXPENSE TYPE 2012 Budeet % ofTotal 2011 Revised $ Change % Change~~

~~Personnel Costs $ 5,320,619 71,2% $ 6,012,247 $ (691,528) -11.5%~~

~~Non-Personnel Operating 2,151,938 28.8% 2,761,192 (609,254) -22.1%~~

~~Subtotal: Operating Expense S 7,472,557 100,0% $ 8,773,439 $ (1,300,882) -14.8%~~

~~Major Capital - 0.0% 33,731 (33,731) -100.0%~~

~~$ 7,472,557 $ 8,807,170 $ (1,334,613) -15.2% 1 DEPARTMENT TOTAL 1 100.0%~~

~~66 IVIontrose Countv Budget Health and Human Services~~

~~PROGRAM HHS Administration (550)~~

The purpose of the Administration program is to provide employee support, fraud prevention and customer services to Health and Human Services employees and people applying for services so they can deliver and receive services of a high quality.

~~HHS Fraud Activities Support Services ; Administration Administration PROGRAIVI BUDGET BY EXPENSE TYPE 5501265 5502265 5503265 TOTAL~~

~~Personnel Costs S 575,540 $ 399,113 $ 3,759 $ 172,668~~

~~Non-Personnel Operating 157,529 128,893 2,639 26,097~~

~~Subtotal; Operating Expense $ 733,169 S 528,006 S 6,398 $ 198,755~~

~~Major Capital PROGRAIVI TOTAL~~

~~PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES~~

Plan Development Result Measures: Budget Management Observe Staff 95% of applications for assistance that meet/exceed state and federal Succession Planning requirements for timely processing. Attend Meetings; Webinars; Representations BOCC Education Establish a succession plan. Appeal Hearings Build Collaboratives with Community Resources 100% of Health and Human Services staff recently required training in safety, ICS Assess Gaps/Needs In the Community {Incident Command Systems) and HIPAA compliance. Coach/Mentor Staff Public Relations Establish regular, consistent effort to collect Information on employee Program Evaluation satisfaction and streamline processes. Hire and Fire Staff Policy and Procedure Development 90% of customers who walk in for services who report they are satisfied or better Contract Management with the customer service they received. Build Collaboratives With Regional Partners 3^" Partv Billing 100% of referrals for fraud will be reviewed for violation intent and/or Fiscal Tracking of grants/contracts Investigated. Data Entry Preparing Reports Serving Customers in a timely manner measure (?) Order Supplies Purchase Orders Output Measures: Inventories 2 Safety Training Classes provided Stocking Supplies 1500 customers per week coming in the building for services Suspect Interviews 75 fraud investigations conducted Fraud Investigations Surveillance for Fraud Demand Measures; Compiling Case Evidence 3 Safety Training Classes expected to be required Ambulance Inspections 1,800 customers per week expected to come into the building for services Safetv Education 83 fraud investigations expected to be required Conference Room Set-up Making Appointments Efficiencv Measures: Attending Court/testifying $1.00 spent for Administration per Department $16.00 allocated Greeting Clients Packet Development Grant writing Copying and filing

~~67 Montrose Countv Budget Health and Human Services~~

~~PROGRAM~~

~~Adult Services (551)~~

The Purpose ofthe Adult Services Program is to provide community education, consultation, and coordinated support services to at-risk adults in IVIontrose County and surrounding communities so they can live safely and independently in the community.

~~Adult Protection Medicad Activities Single Entry Point Veterans Services Homemaker Services Transportation PROGRAM BUDGET BY EXPENSE TYPE 5511265 5512265 5513255 5514255 5515230 TOTAL~~

~~Personnel Costs $ 606,157 S 195,093 $ 358,316 S 18,836 $ $ 33,912~~

~~Non-Personnel Operating 155,586 38,357 38,147 5,671 66,000 7,411~~

~~Subtotal: Operating Expense S 761,743 $ 233,450 S 396,463 $ 24,507 $ 66,000 S 41,323 Major Capital~~

~~PROGRAIVI TOTAL $ 396,453 $ 41,323~~

PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES Incident Reporting Provider/Client complaint resolution Result Measures: Statistical Reporting 90% of seniors served by HHS Single Entry Point with nursing home stays of 30 days Care Giver Jobs Relative Care Provider Home Care Allowance 96% of assigned Priority I (immediate) and 11 (24 hour) referral calls related to Long Term Home Health Utilization Review abuse, neglect and financial exploitation who receive a face-to-face contact with an Respite Care Adult Protective Services caseworker within the assigned time frame, Assisted Living Care Nursing Home Placement 50% of appropriate requests made of or identified by Montrose County for Functional Assessment petitioned guardianships that are met by Adult Protective Services. Electric Medication Dispensers Emergency Alert 100% of Adult Services Activity staff receiving required training/certifications. Non-Medical Transportation Home Modification Output Measures: Information and Referral Average 19 referrals/month of Adult Protective Services (228 annually). Case Coordination Average 44 referrals/month of Single Entry Point Services (522 annually). Education 692 Veterans Assistance contacts. Home Making 2,283 Non-Emergency Medical Transportation trips/year. Personal Care 24 homemaker clients served (1,548 units of service). Adult Dav Care Support of Other Communltv Organizations Demand Measures: APS team Average 21 referrals/month of Adult Protective Services (252 annually). Court Petition for Guardianship Average 49 referrals/month of Single Entry Point Services (588 annually). Case Management 751 Veterans Assistance contacts. Law Enforcement Intervention 2,283 Non-Emergency Medical Transportation trips/year. Advocacy Community Consultation Efficiencv Measures: Communltv Education $14,543 average expenditure to provide in home nursing care per client versus Client Education $69,981.48 avoided expenditure for nursing home stay per client. Information and Referral Crisis Intervention Average cost expenditure to provide in home nursing care annually per client Counseling versus cost expenditure of same client for nursing home annually stay per client. Risk Assessment investigation Caps Cost expenditure to provide in home nursing care annually tot total caseload Support of Other Community Organizations versus cost expenditure of total caseload stay In nursing home annually. •Court Appointed Guardian/Conservator Medicaid Travel Reimbursement Veterans Support Veterans Community Education

~~68 IVIontrose Countv Budget Health and Human Services~~

~~PROGRAM~~

~~Child Support Enforcement (552)~~

The purpose of the Child Support Enforcement Program is to provide financial and medical support establishment and enforcement services to children living without the benefit of both parents so they can receive the support of both parents.

~~Child Support Activities Enforcement PROGRAM BUDGET BY EXPENSE TYPE 5521265 TOTAL~~

~~Personnel Costs $ 495,030 S 495,030~~

~~Non-Personnel Operating 96,784 95,784~~

~~Subtotal; Operating Expense S 591,814 S 591,814~~

~~Major Capital PROGRAM TOTAL~~

~~PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES~~

Result Measures: Timelv Child Support Payments 1% annual increase in child support collections from non-custodial parents.. Establishment of Paternities 100% of Child Support Enforcement Activity staff receiving required Child Support Order Establishments training/certifications.

Enroll Kids on Insurance Policies 48% of children served by the Child Support Enforcement Activity who are enrolled in health Insurance. Establish Recovery on Foster Care expenditures 100% of families in CSEU receiving monthly child support payments. Recover Public Assistance Expenditures Output Measures; Locate Non-Custodial Parents 90% of families receiving monthly child support payments.

~~Demand Measures:~~

~~90% of families receiving monthly child support payments that are expected,~~

~~Efficiency Measures:~~

~~$1.00 expenditure per child support $5.00 collected.~~

~~69 Montrose Countv Budget Health and Human Services~~

~~PROGRAM Child Welfare (553)~~

The purpose of the Child Welfare program is to provide family-focused child protection investigation, on-going case management and county education services to children in need of protection and their families so they can have safe, permanent homes and communities that value children and foster their well being.

~~Child Welfare Parental Fee County Designed Activities Ciilld Welfare CORE Services IV-E Incentives Incentives Services~~

~~PROGRAM BUDGET BY EXPENSE TYPE 5531265 5532265 5533255 5524255 5535265 TOTAL~~

~~Personnel Costs $ 916,129 $ 729,775 $ 166,870 $ S $ 19,484 Non-Personnel Operating 629,169 531,049 18,990 43,000 25,950 10,180~~

~~Subtotal: Operating Expense $ 1,545,298 $ 1,260,824 $ 185,850 $ 43,000 $ 25,950 $ 29,664 Major Capital~~

~~PROGRAM TOTAL S 29,664 S 185,860 1 S 43,000 1 $ 25,950~~

PROGRAIVI SERVICES Anger Management DayTreatment PERFORMANCE MEASURES Special Economic Assistance Drug Testing Result Measures: Child Wellness Child Care Pay treatment 100% of Child Welfare Activity staff who continue to receive required Sexual Abuse Treatment training/certifications, Diligent Search for Extended Familv Legal Services 85% of assigned assessments regarding child abuse and neglect that receive a Child Abuse/Neelect Investigations face-to-face contact with an alleged victim within the assigned time frame. Forensic Interviewing Information and Referrals 65% of families participating in team decision making experiencing kinship Medical and Dental Assistance placements. Kinship Support Services Address Complaints Less than 25% of CMP youth will have new open Involvements in Trails after CMP Child Protection Investigation Findings Family Mentoring services begin. Parenting Education Life Skills 90% of assessments, all required parties will be Interviewed specific to Home Based Services allegations of abuse and neglect. Special Economic Assistance Adoption Subsidy 85% of safety assessments will be completed accurately in accordance with Transportation Assistance Volume 7. Supervised Visitation Out-Of-Home Placement 85% of participants in the Chafee program who report one or more permanent Team Decision Making connections with a supportive adult when they leave the program. Assistance to Neighboring Counties On-Call Mediation Output Measures: Food Assistance 34 Team Decision Making meetings provided. Housing Assistance 256 Assessments provided. Case Management 59 on-going cases opened. Substance Abuse Treatment Sessions Mental Health Treatment Sessions Demand Measures: Adolescent and Pre-Aduit Life Skills Mentoring Sessions 84 Team Decision Making meetings expected to be required. Mentoring Sessions when Youth are in Conflict 350 Assessments expected to be required. Teach Life Skills 70 on-going cases expected to be opened. Adolescent Advocacv Transportation Assistance Youth in Conflict Assessments Efficiencv Measures: Independent Living Allowance 99 Out-of-home (OOH) involvements versus $1,531,100 = Sl5,465/open Independent Living Skills involvement. GED Payments Referrals - Internal and External Services Average 147.9 days per child served in OOH placements Recreational Activities (Team Buildlngj State and Grant Reporting Clothing Purchases for Interviewing (CHAFEEJ

~~70 IVIontrose Countv Budget Health and Human Services~~

~~PROGRAM Family Support & Independence (554)~~

The purpose of the Family Support and Independence program is to provide life coaching, resource development and advocacy services to eligible IVIontrose County families seeking services so they can have stronger, healthier, safer, and more independent families who can continue contributing to their community.

~~County General Activities TANF Child Care Employment First Fatherhood Assistance PROGRAIVI BUDGET BY EXPENSE TYPE 5541265 5542255 5543255 5544255 5545265 TOTAL~~

~~Personnel Costs $ 506,147 S 212,555 $ 137,009 $ 156,583 $ $ Non-Personnel Operating 421,633 253,696 122,084 35,853 10,000~~

~~Subtotal: Operating Expense S 927,780 $ 466,251 $ 259,093 $ 192,436 S 10,000 $ Major Capital PROGRAM TOTAL~~

~~PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES~~

Individual/Family Coaching and Advocacv Result Measures: 30% Of Colorado Works participants become ineligible for continued participation Mentoring Sessions in the program because of positive circumstances (other income, etc.).

~~Parenting Education Classes/Sessions 90% of child care site visits without Identified safety or compliance issues.~~

Budgeting Classes/Sessions 100% of Family Support and Independence Activity staff receiving required training/certification. Relationships Classes/Sessions 15% employment rate for participants In Employment First. Connmunlcations Classes/Sessions Output Measures: Coaching/Nutrition on Budget Classes/Sessions 1,596 Fatherhood out-of-office participant contacts provided. 328 participants in Colorado Works. Healthy Parent-Child Interaction Classes/Sessions 3,500 Colorado Works participant contacts provided,- 89 Child Care Assistance provider site visits provided. Child Development Classes/Sessions 441 participating families in the Child Care Assistance Program. 3,250 individuals to participate in the Employment First Program. Child Behavior Consultations Demand Measures: School Expulsion Interventions 1,500 Fatherhood out-of-office participant contacts expected to be necessary. 350 of Colorado Works participants expected. In-Home Service Delivery 4,000 of Colorado Works participant contacts expected to be necessary. 70 Child Care Assistance provider site visits expected to be necessary. Job Readiness Sessions/Assessments (Colorado Vtforksl 325 families expected to participate in the Child Care Assistance Program. 3,000 Individuals expected to participate In the Employment First Program. Career Exploration Efficiencv Measures: Job Search Classes/Sessions $6,500 per household participating in the Colorado Works/TANF (Case Management & Direct Benefit). Welfare To Work Planning/Case Management $5,500 per child participating in the Child Care Assistance Program (Case Job Search Education Classes (Employment First) Management & Direct Benefit).

~~Job Search Education Consultations (Employment First)~~

~~Burial Assistance~~

~~71 Montrose Countv Budget Health and Human Services~~

~~PROGRAM~~

~~Eligibility (5S5)~~

The purpose ofthe Eligibility program is to provide food, cash and medical benefits and pre- employment training services to eligible Montrose County residents so they can have their application for assistance processed timely and accurately and move toward increased employment.

income LEAP: Low/ Aid to Needy & Activities Maintenance & Adult Eligibility Income Energy Old Age Pension Disabled iiliRibility Assistance PROGRAM BUDGET BY EXPENSE TYPE 5551265 5552265 5553265 5554265 5555265 TOTAL

~~Personnel Costs S 872,552 S 414,868 S 342,685 $ 114,999 S S~~

~~Non-Personnel Operating 142,152 57,464 65,055 14,183 450 5,000~~

~~Subtotal; Operating Expense S 1,014,704 $ 472,332 $ 407,740 S 129,182 $ 450 $ 5,000 Major Capital~~

~~PROGRAM TOTAL S 1,014,704 $ 472,332 $ 407,740 $ 129,182 1 $ 450 1$ 5,000~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

~~Medicaid Benefits Result Measures:~~

Food Benefits 95% of applications for assistance that meet/exceed state and federal requirements for timely processing. Cash Benefits 95% of applications for assistance that meet/exceed state and federal Heat assistance Benefits (LEAP) requirements for accuracy.

~~Resource Referrals 100% of Eligibility Activity staff receiving required training/certifications.~~

Fraud Identification Output Measures; 12,000 Applications and redeterms processed. Fraud Prevention Demand Measures: Home/Nursing Home/Hospital Visitations 13,000 Applications and redeterms expected to require processing. PEAK Efficiencv Measures;

~~1,000 Applications processed per FTE (what is the cost associated with this?).~~

~~Activity cost per application and redeterm processed (Create efficiency measure not sure these costs can be captured).~~

~~72 IVIontrose Countv Budget Health and Human Services~~

~~PROGRAM Communicable Disease, Prevention & Surveillance (557)~~

Tlie Purpose ofthe Communicable Disease Prevention and Surveillance Activity is to provide education, immunization and community outreach services to residents of and visitors to Montrose County communities so they can experience reduced environmental health risks and reduced rates of vaccine-preventable diseases.

~~Emergency Activities Immunizations Preparedness PROGRAIVI BUDGET BY EXPENSE TYPE 5571230 5572230 TOTAL~~

~~Personnel Costs S 357,897 $ 333,529 $ 24,368~~

~~Non-Personnel Operating 174,931 169,377 5,554~~

~~Subtotal: Operating Expense S 532,828 $ 502,906 $ 29,922 Major Capital - - - PROGRAIVI TOTAL Is $ 29,922~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

~~Disease Investigations Result Measures: Flu Clinics 95% vaccine completion rate for two-year-olds In the Health and Human Services Disease Reporting immunization program.~~

Immunizations 91% vaccine completion rate for 60-month-olds served by Health and Human Services. STI Investigation and Reporting 100% of Communicable Disease Prevention and Surveillance Activity staff West Nile Virus Surveillance - Submitting Dead Birds receiving required training/certifications, to Testing: Collecting Mosquitoes; Counting and Submitting for Testing Output Measures:

West Nile Virus Public Outreach - Providing DEET 6,000 Immunizations provided Wipes to Recreational Parks, Our Festival Events 70 Community Outreach Contacts provided Plague Surveillance - Flagging of Fleas From Prairie Dog Holes and Submitting for Testing Annual ERP SOW

~~Administration of Rabies Vaccination Board and/or Demand Measures: Outreach to Veterinarians/Animal Control, Law Enforcement 6,900 Immunizations expected to be required~~

Food-Borne Illness Team - Investigative Level for 75 Community Outreach Contacts expected to be requested Water-Borne Illness Outbreaks Efficiencv Measures: Emergencv Preparedness Responses $18.50 expenditure per immunization provided Annual EPRSOW

~~73 Montrose Countv Budget Health and Human Services~~

~~PROGRAM Environmental Health (558~~

The purpose ofthe Environmental Health program is to provide public health education, inspection, licensing, surveillance and intervention services lo resident of and visitors to IVIontrose County and surrounding counties so they can experience decreased risl< of food-borne and other environmental illness.

~~Environmental Activities Health PROGRAM BUDGET BY EXPENSE TYPE 5581230 TOTAL~~

~~Personnel Costs $ 244,886 $ 244,886~~

~~Non-Personnel Operating 64,023 64,023~~

~~Subtotal; Operating Expense S 308,909 S 308,909 Major Capital PROGRAIVI TOTAL~~

~~PROGRAM SERVICES PERFORMANCE MEASURES Retail food licenses / consultations / operating Inspections / inspections Result Measures:~~

~~Enforcement Letters, Board of Health Hearings, 90% of annual food safety inspections completed Court Litigations~~

12.4% of food inspections with three or more critical violations Radon training sessions / testing/ technical assistance consultations / communltv outreach activities 100% of Environmental Health Activity staff who receive the required training and certification Solid Waste Consultations / Investigations / Household Hazardous Waste Collection Events 33.3 % reduction in confirmed food borne Illnesses, from 18 to 12

~~Temporarv Event Permitting/Coordination Output Measures: Training/Inspections~~

~~25 Environmental Health training sessions provided Non-Communitv Groundwater Supply Inspections~~

~~440 food safety inspections provided Indoor Air Consultations/Complaint investigations/Testing Demand Measures:~~

~~Asbestos Air Violation Investigations/Consultations 24 Environmental Health training sessions expected to be requested~~

~~Open Burning investigations 741 food safety inspections expected to be required~~

~~Water Pollution Investigations Efficiency Measures:~~

~~System Cleaners Licensing/Inspections $ 169 per food retail inspection~~

~~Land Application and Septage/Blo-Soils Consultations/investigations~~

~~School Food/Facility Inspections~~

~~Dav Care Food/Facility Inspections and Licenses~~

~~Body Art inspections and Certifications~~

~~Plan Reviews~~

~~Food Handler Training Classes~~

~~74 Montrose Countv Budget Health and Human Services~~

~~PROGRAM~~

~~Women's & Children's Health (559)~~

The purpose ofthe Women's and Children's Health program is to provide assessment, health and advocacy services to individuals and families for our iVIontrose County communities so they can maintain and improve their health and stability.

~~Women, infants Nurse Family Healthy Activities & Children Family Planning Partnership Communities _. J.WIC) PROGRAM BUDGET BY EXPENSE TYPE 5591230 5592230 5594230 5595230 TOTAL~~

~~Personnel Costs s 746,281 $ 261,293 $ 178,454 S 277,650 S 28,874 Non-Personnel Operating 310,031 64,490 131,342 109,549 4,550~~

~~Subtotal; Operating Expense s 1,056,312 S 325,783 $ 309,806 $ 387,199 $ 33,524 Major Capital -~~

~~PROGRAIVI TOTAL $ 1,056,312~~

~~PROGRAIVI SERVICES~~

~~Nutrition Education/Consultations PERFORIVIANCE IVIEASURES~~

~~Supplemental Nutrition Assistance Result Measures:~~

Reproductive Health Screenings 95% of families served in Nurse Family Partnership who do not experience child abuse and neglect, as measured by the number of child welfare cases opened Nurse Home Visits after nurse visitation program enrollment.

Medicaid/CHP+ Enrollment Outreach 97% of children served In Nurse Family Partnership do not experience child abuse and neglect, as measured by Children with out-of-home placement. Pediatric NeuroloKical Clinics

~~3% Increase In number of clients receiving reproductive health services. Reproductive Education Sessions~~

18% of children participating In WIC who are obese. Sexuallv Transmitted Infection Screening and TestIQE (males & females) 100% of Women's and Children's Health Activity staff who receive the required Family Mentoring and Advocacv training and certification.

Parenting Education 31% or less of NFP clients experience a repeat pregnancy by 24 months. GED /Worlc Status measure Basic Health Screenings Output Measures: Childhood Obesity Screenings 1,507 WIC clients served 1,305 clients receiving reproductive health services Birth Control Methods 1,200 home visits provided by Nurse Family Partnership nurses 4 Pediatric Neurological Clinics Prescriptions

~~Demand Measures: Resource Referrals 1,550 people requesting to become WIC clients 1,340 clients expected to request reproductive health services Reproductive Health Screenings~~

~~Efficiencv Measures: Women's Health Exams $221 expenditure per WIC client $237 expenditure per Family Planning clients Children's Developmental Screenings~~

~~Children's Social and Emotional Screenings~~

~~Adolescent Health Education Sessions~~

~~Referrals - internal and External Services~~

~~75 (This page intentionally left blank)~~

~~76 IVIontrose Countv Budget Internal Services Department~~

~~Historical $2,500,000~~

~~2008 Actual Z009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Program %of Total~~

~~Operational Effectiveness & Efficiency 294,209 19.8%~~

~~Data & Information Services 936,599 63.1%~~

~~Compliance Adherence S 71,829 4.8% Employee IVlanagement $ 182,820 12,3%~~

~~2012 Department Budget $ 1,485,457 100.0%~~

~~2011 Department Budget $ 1,930,667~~

~~% Change from 2011 to 2012 -23,1%~~

~~IVIanhours, By Program 1 Manhours % of Total~~

~~Operational Effectiveness & Efficiency 7,332 20.7%~~

~~Data & Information Services 21,722 61,3%~~

~~Compliance Adherence 2,122 6.0%~~

~~Employee Management 4,264 12.0%~~

~~Total 35,440 100.0%~~

~~Manhours~~

~~Operational Compliance Effectiveness & Adherence, 2,122 Efficiency, 7,332~~

~~Information lervices. 21,72;~~

~~77 Montrose Countv Budget Internal Services Department~~

The Mission ofthe Internal Services Division is to provide guidance, information and organizational support services to Montrose County Government so it can improve its efficiency and effectiveness in providing professionally delivered services.

~~BUDGET BY PROGRAIVI ^^^^^^^^^^^^^^^^^^^^^^^^^^^H~~

~~Grant Operational Operational Effectiveness & Efficiency (601) S 294,209 Procurement Cost Savings Management Effectiveness~~

~~Activity / Org, Code 6011100 6012100 6013100 6014100~~

~~Budget By Activity $ 56,523 S 56,322 S 138,774 S 42,590~~

~~MUNIS Mapping & Data Data & Information Services (602) $ 936,599 Application IT Services Services Integration~~

~~Activity / Org, Code 6021100 6022100 6023100~~

~~Budget By Activity $ 99,337 $ 194,775 $ 642,486~~

~~Compiiance Compliance Adherence (603) S 71,829 Adtieriience~~

~~Activity/Org. Code 6031100~~

~~Budget By Activity $ 71,829~~

~~Employee Employee IVlanagement (604) $ 182,820 Management~~

~~Activity/ Org. Code 6041100~~

~~Budget By Activity $ 182,820~~

~~DEPARTIVIENT TOTAL $ 1,485,457~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % of Total 2011 Revised $ Change % Change~~

~~Personnel Costs $ 1,080,418 72.7% S 1,137,315 s (55,897) -5.0%~~

~~Non-Personnel Operating 353,039 24.4% 670,272 (307,233) -45.8%~~

~~Subtotal; Operating Expense S 1,443,457 97.2% S 1,807,587 $ (364,130) -20.1%~~

~~Major Capital 42,000 2,8% 123,080 (81,080) -65.9%~~

~~DEPARTIVIENT TOTAL $ 1,485,457 100.0% $ 1,930,557 $ (445,210) -23.1%~~

~~78 Montrose Countv Budget Internal Services Department~~

~~PROGRAM~~

~~Operational Effectiveness & Efficiency (601)~~

The Purpose ofthe Operational Effectiveness and Efficiency Program is to provide program and expense analysis, planning, recommendation and coordination services to IVIontrose County Government so it can improve and maximize organizational performance and effectively manage costs.

~~Grant Operational Activities Procurement Cost Savings Management EffectiyBness PROGRAM BUDGET BY EXPENSE TYPE 6011100 6012100 5013100 6014100 TOTAL~~

~~Personnel Costs S 227,730 $ 49,348 S 54,172 S 83,820 S 40,390~~

~~Non-Personnel Operating 66,479 7,175 2,150 54,954 2,200~~

~~Subtotal: Operating Expense $ 294,209 $ 56,523 S 56,322 $ 138,774 S 42,590 Major Capital PROGRAM TOTAL S 294,209 $ 56,523 S 56,322 $ 138,774 $ 42,590~~

~~KEY RESULT MEASURES~~

PROGRAIVI SERVICES Grant Applications and Management * 25% of grant applications are successful as measured by awards offered. Grant Applications and Management; The * $500,000 awarded (based on 2012 Federal government budget proposed) / $1,000,000 Purpose of the Grants Application & applied for. Management Activity is to provide * 85% of Grants Application and IVlanagement customers saying that the Activity team is cost/benefit analysis, coordination, training, responsive, effective and addressed their concerns. and grant application services to divisions and departments ofthe Montrose County Procurement Resources Government so they can build organizational * 90% of Montrose County employees in a purchasing role completing required training. * Purchasing role Is defined as 25% of work time dedicated to purchasing activities, capacity by obtaining additional resources to * 100% of office supplies, letterhead, envelopes and business cards purchased from the maximize programs, services, and operations. awarded vendors. * 85% of Procurement assistance requests Is completed by the timeframe promised. Procurement Resources; The Purpose ofthe Procurement Resource Activity is to provide Operational Effectiveness product and service evaluation, * Transition of County operations to a primarily paperless business operation in the recommendation, and solicitation services administration of regular business practices. Montrose County Government so it can make * Development and Implementation of collaborative partnerships and marketing plans for quality, timely purchases at the best value, economic growth and development in Montrose County, using fair and open business practices. * Establishment of collaborative relationships with local municipalities to create business- friendly practices, further develop existing businesses, and attract new businesses. * All sections of Internal Services completed and implemented Master Plans to improve and Operational Effectiveness: The Purpose of streamline business processes. the Operational Effectiveness Activity is to * 80% of all departmental Strategic Business Plan key performance measures not meeting provide cooperative planning and Integrated the performance target complete a response plan within 90 days to improve performance. process support services to Montrose County * Score in the County's employee performance management system for Interdepartmental Government so they can improve Collaboration; organizational performance through proactive 50% of employees with a score of at least 3 (meets expectations) and collaborative decision making and 20% of employees with a score of 4 or higher (exceeds expectations) effective business practices. * 70% of employees indicating they work in a positive and collaborative organization. * 70% of Montrose County employees who say they understand how their work contributes to Cost Savings: The Purpose of the Cost Savings the achievement of Department and County Strategic Results. * 80% of Montrose County departments accessing MFR Live for performance Information on at Activity is to provide comprehensive process least a quarterly basis, and expense analysis and recommendation * 75% completion/return rate on employee surveys. services to Montrose County Government so It can effectively reduce costs. Cost Savings * $250,000 cost savings achieved through Improvements In efficiency and business practices. * $100,000 cost savings achieved through implementation of Countywide Standard Contracts. * 5% change in the cost of Montrose County's worker's compensation premium, as compared to the Inflation rate. * 5% change in cost of Montrose County's health msurance premiums resulting from the County moving to a lower classification of use In Its health Insurance pool.

~~79 IVIontrose Countv Budget Internal Services Department~~

~~PROGRAM Data & Information Services (602)~~

The Purpose ofthe Data and Technology Services Program is to provide technical support, data access and information mapping services to iVIontrose County government and the public so they can easily access information to aid in effective decision-mal

~~IMUNIS IVIapping & Data Activities Application iT Services Services Jntegration PROGRAM BUDGET BY EXPENSE TYPE 5021100 6022100 6023100 TOTAL~~

~~Personnel Costs 657,539 75,587 173,401 $ 408,551~~

~~Non-Personnel Operating 237,060 23,750 21,375 191,935~~

~~Subtotal: Operating Expense 894,599 $ 99,337 $ 194,776 S 600,486~~

~~Major Capital 42,000 42,000 PROGRAM TOTAL~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

MUNIS APPLICATION INTEGRATION: The Purpose of the MUNIS APPLICATION INTEGRATION MUNIS Applications Integration Activity Is to provide Result Measures: training and data access services to the Montrose County * 50% of departments using the MUNIS reporting system on at least a monthly government and its employees so they can more easily basis. access a centralized source of data. * 85% of IVIontrose County employees completing open enrollment for benefits online and independently. * 70% of customers who say they are satisfied/highly satisfied with customer MAPPINGS. DATA SERVICES: The Purpose ofthe Mapping service support for their use of MUNIS. and Data Services Activity is to provide comprehensive * 50% of customers who say they are comfortable/very comfortable with mapping and analysis services to Montrose County MUNIS. government, other governmental entitles, and members of * 50% of applicable employees attending MUNIS training sessions. the public so they can have greater access to visually presented data that aids in effective decision making. MAPPING & DATA SERVICES Result Measures: * 70% of Montrose County departments saying that Mapping and Data INFORMATION TECHNOLOGY SERVICES: The purpose of Services help improve their performance and/or efficiency. the Information Technology Services Activity is to provide * 20% of Mapping and Data Services calls for service that are requests for basic integration and technical support services to Montrose data. County Government so it can effectively access, input, * 10% change in unique visits to the online Map Viewer, from 1,000 to 1,100, process, and disseminate information. * 500% change in departments using unique web viewers, from 0 to 5, by 2014. * 95% of Mapping and Data Services customers who say the Activity team is responsive, effective and addressed their concerns.

INFORMATION TECHNOLOGY SERVICES Result Measures: * 85% of ITS requests for service resolved within the established time. * 95% of the time the system is available for use by customers (uptime). * 90% of Information Technology Services customers saying the Activity team is responsive, effective, and addressed their concerns.

~~80 Montrose Countv Budget Internal Services Department~~

~~PROGRAM Compliance Adherence (603)~~

The Purpose ofthe Compliance Adherence Program islo provide policy and regulatory instruction services to IVIontrose County Government and employees so they can consistently comply with federal, state and County standards to avoid sanctions.

~~Compliance Activities Adherhence PROGRAM BUDGET BY EXPENSE TYPE 6031100 TOTAL~~

~~Personnel Costs S 67,809 s 67,809 Non-Personnel Operating 4,020 4,020~~

~~Subtotal: Operating Expense $ 71,829 $ 71,829 Major Capital - - PROGRAM TOTAL Is 71,829 71,829~~

~~PROGRAIVI SERVICES PERFORIVIANCE MEASURES~~

Federal and State regulatorv reports Result Measures: Employee policies * 90% of departmental Strategic Business Plans updated by the appropriate Strategic plan compliance reports* deadline. * 75% of Montrose County purchases compliant with state statutes, County Fiscal Procurement regulatorv compliance audits Rules and County procurement policy. * 75% of grants applied for and received by Montrose County in compliance with Procurement audit findings* County policy, * 90% of ITS systems in compliance vyith state/federal statutes. Procurement policv manual * 95% of Montrose County employees in compliance with County's ITS User Policy. * 80% of applicable County employees completing required Compliance Adherence Vendor contract compliance audits training sessions.

Grants compliance analysis consultations* Output Measures: Information Technology policies * 14 Departmental Strategic Business Plan updates provided. Emergencv Safety Training Classes * 12 Compliance Adherence Training Sessions provided. * 24 Compliance Adherence Analysis Consultations provided. Grants Policv Manual

~~Compliance Adherence Training Classes Demand Measures:~~

Compliance Adherence Analysis Consultations * 14 Departmental Strategic Business Plan updates expected to be requested. * 12 Compliance Adherence Training Sessions expected to be requested. * 5 Compliance Adherence Analysis Consultations expected to be requested.

~~Efficiencv Measures:~~

* $12.70 per County employee in compliance with federal, state and County standards ($52,828.64 for compliance related personnel and 416.07 FTE).

~~81 Montrose Countv Budget Internal Services Department~~

~~PROGRAM Employee Management (604)~~

The Purpose ofthe Employee Management and Relations Program is to provide recruiting, professional development and support services to employees and the Montrose County government so they can meet their strategic goals to effectively serve the public.

~~Employee Activities Management PROGRAM BUDGET BV EXPENSE TYPE 6041100 TOTAL~~

~~Personnel Costs S 127,340 $ 127,340~~

~~Non-Personnel Operating 55,480 55,480~~

~~Subtotal: Operating Expense S 182,820 $ 182,820~~

~~Major Capital PROGRAM TOTAL $ 182,820 $ 182,820~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

insurance and retirement applications Emplovee Assistance Program (EAP) access Result Measures: Benefits management reports New employee background checks * 85% of Montrose County employees completing open enrollment for Fair Labor Standards Act IFLSA) classification reports benefits online and independently. Insurance and retirement consultations * 85% of selected candidates able to start work by the agreed upon date. Job interviews * 85% of Employee Management and Relations customers who say the Salary surveys Activity team is responsive, effective, and addressed their concerns. Applicants sourced and screened Human Resource training classes Revised job descriptions Output Measures: Compensation reports Internal employee events * 104 Employee Management and Relations Consultations provided. Termination consultations * 10 Employee Management and Relations Training Classes offered. Supervisor-emplovee consultations * 15 employees (average) attending each training class. Emplovee-emplover consultations * 420 qualified applicants referred. Emplovee-communitv events Emplovment verifications Employee performance evaluation online (Trakstar) Access Demand Measure?: State ofthe Countv quarterly reports Workers compensation reports * 104 Employee Management and Relations Consultations expected to be Parades (floats) requested. Emplovment Offer Letters ' 5 Employee Management and Relations Training Classes expected to be Emplovment Forms requested. Employment Medical Tests * 15 employees (average) expected to attend training classes. * 420 qualified applicants expected to be referred.

~~Efficiencv Measures:~~

* $29 per Employee Management and Relations Consultation provided. * $21 per Employee Management and Relations Training Session provided, * $500 expenditure per Position Recruitment.

~~82 IVIontrose Countv Budget Public Works Department~~

~~Historical Expenditures $16,000,000 T - - -- " - -~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Program %of Total~~

~~Road & Bridge _s 9,899,535 69.4%~~

~~Safety & Connpliance 98,641 0.7%~~

~~Planning & Development 537,549 3.8% Engineering 1 445,495 3.1% Emergency IVlanagement 272,913 1.9%~~

~~Fleet Services 2,577,768 18.1%~~

~~Solid Waste IVlanagement 41,336 0.3%~~

~~Special Projects s 397,212 2.8%~~

~~2012 Department Budget $ 14,270,449 100.0%~~

~~2011 Department Budget s 13,941,834~~

~~% Change from 2011 to 2012 2.4%~~

~~Manhours, By Program 1 Manhours % of Total~~

~~Road & Bridge 108,098 67.1%~~

~~Safety & Compliance 2,169 1.3%~~

~~Planning & Development 12,106 7.5%~~

~~Engineering 10,005 6.2%~~

~~Emergency IVlanagement 1,664 1.0%~~

~~Fleet Services 21^67 13.1%~~

~~Solid V/aste IVlanagement 177 0.1%~~

~~Special Projects 5,866 3.6%~~

~~Total 161,152 100,0%~~

~~83 Montrose County Budget Public Works Department~~

The Mission ofthe Public Works Department is to provide public infrastructure and resource management services to citizens of and visitors to Montrose County so they can experience safe and efficient travel within a vibrant community characterized by natural

~~BUDGET BY PROGRAM ^|[||||||^^^~~

~~New Road & Bridge (651) $ 9,899,535 Reconstruction IVlaintenance Construction~~

~~Actmty/ Org. Corie 5511250 6512250 6513250~~

~~Budget By Activity S 6,722 S 4,127,772 S 5,765,041~~

Health & Safety Environmental Environmental Health & Safety Safety & Compliance (652) $ 98,641 (Solid Waste Compliance (R&B Compliance (Solid (R&B Fund) Fund) Fund) Waste Fund) Activity/Org. Code 6521250 6521270 6522250 6522270

~~Budget By Activity S 80,066 $ 237 S 13,603 $ 4,735~~

~~Planning & Development (653) $ 537,549 Building Planning~~

~~Activity/Org, Code 6531100 6532100~~

~~Budget By Activity $ 251,140 S 286,409~~

~~Permitting / Engineering (R&B Engineering (654) $ 445,495 Engineering (Solid Inspections Fund) Waste Fund)~~

~~Activity/Org, Code 6541250 6542250 6542270~~

~~Budget By Activity $ 97,106 S 345,448 $ 2,941~~

~~Emergency Emergency Management (655) $ 272,913 Management Activity / Org. Code 5551100~~

~~Budget By Activity S 272,913~~

~~Public Works / Airport / Heavy Fleet Services (656) S 2,577,768 Light Fleet Heavy Fleet Fleet~~

~~Activity / Org. Code 6551501 6552601 6563601~~

~~Budget By Activity S 1,245,443 $ 1,280,830 $ 51,495~~

~~Solid Waste Management (657) $ 41,336 Oversight & Compliance Activity/Org, Code 5571270~~

~~Budget By Activity $ 41,336~~

~~Special Projects Special Projects Special Projects Special Projects (658) $ 397,212 (Solid Waste (General Fund) (R&B Fund) Fund) Activity / Org, Code 5581100 6581250 5581270~~

~~Budget By Activity $ 150,000 S 242,212 S 5,000~~

~~DEPARTMENT TOTAL $ 14,270,449~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % ofTotal 2011 Revised S Change % Change~~

~~Personnel Costs $ 4,719,2(i0 33.1% $ 5,115,250 $ (395,990) -7.7%~~

~~Non-Personnel Operating 6,986,621 49.0% 6,996,694 (10,073) -0.1%~~

~~Subtotal: Operating Expense $ 11,705,881 82.0% $ 12,111,944 $ (406,063) -3.4%~~

~~Major Capital 2,564,568 18.0% 1,829,890 734,678 40.1%~~

~~DEPARTMENT TOTAL E 14,270,44pj 1 100.0% S 13,941,834 $ 328,515 2.4%~~

~~84 IVIontrose Countv Budget Public Works Department~~

~~PROGRAM~~

~~Road & Bridge (651)~~

The purpose of the Road & Bridge Program is to provide road and bridge construction and maintenance services to travelers in and through iVIontrose County so they can travel on quality, maintained roadways.

~~New Activities Reconstruction IVlaintenance Construction PROGRAM BUDGET BY EXPENSE TYPE 6511250 6512250 6513250 TOTAL~~

~~Personnel Costs $ 3,013,920 $ 6,722 $ 1,276,010 $ 1,731,188~~

~~Non-Personnel Operating 4,707,047 - 1,122,194 3,584,853~~

~~Subtotal; Operating Expense s 7,720,967 $ 6,722 $ 2,398,204 S 5,316,041~~

~~Major Capital 2,178,568 - 1,729,568 449,000 PROGRAIVI TOTAL Is 6,722 S 4,127,772 $ 5,765,041~~

~~PROGRAM SERVICES KEY RESULT MEASURES~~

Construction Road Research Findings Road & Bridge Program: 80% of planned construction/reconstruction projects completed on time and within budget, Road Reconstructions (Miles/Segments) 45% of County arterial or collector roads that are at a quality A and/or B Grade level. Construction Culverts 21% of paved County arterial and collector roads that are D Grade level. Bridges Five-year Road & Bridge capital maintenance plan created. Fences New Construction Activity: Guard Rails 80% of planned construction projects completed on time and within budget.

~~Signs 5% of newly constructed road miles five years of age or younger that require corrective rework.~~

~~Construction Custom Fabrications 20% of new bridges 5 years of age or younger that require rework.~~

~~Construction Complaint Responses Five-year Road & Bridge capital maintenance plan created.~~

~~Construction Reports Reconstruction Activity:~~

~~Construction Contracts 80% of planned reconstruction projects completed on time and within budget.~~

~~Temporarv Construction Signs 5% of reconstructed road miles five years of age or younger that require corrective rework.~~

~~Pavement Markings 45% of County arterial or collector roads that are at quality B Grade or above.~~

~~Check Dams 21% of paved County arterial and collector roads that are D Grade or below.~~

~~Slit Fences Five-year Road & Bridge capital maintenance plan created~~

~~Revegetated Sites Maintenance Activity:~~

~~80% of complaints responded to within 24 business hours (not necessarily resolved).~~

~~95% of gravel roads targeted for dust control that receive the planned dust control.~~

~~100% of HUTF eligible roads are driven and inspected at least once between 2012 and 2014.~~

~~80% of gravel quantities (measured in cubic yards) actually applied to gravel roads.~~

~~85 Montrose Countv Budget Public Works Department~~

~~PROGRAIVI Safety & Compliance (652)~~

The Purpose ofthe Safety and Regulatory Compliance Program is to provide health, safety and environmental regulatory oversight and reporting services to the Public Works Department so they can have hazard-free program managemenl and a safety-minded workforce.

Health & Safety Environmental Environmental Health & Safety Activities (Solid Waste Compliance (R&B Compliance (Solid (R&B Fund) Fund) Fund) Waste Fund) PROGRAM BUDGET BY EXPENSE TYPE 6521250 6521270 6522250 6522270 TOTAL

~~Personnel Costs S 66,536 $ 54,661 $ 237 $ 9,503 $ 2,135~~

~~Non-Personnel Operating 32,105 25,405 4,100 2,600~~

~~Subtotal: Operating Expense $ 98,641 $ 80,066 $ 237 $ 13,603 S 4,735 Major Capital PROGRAM TOTAL $ 98,641 $ 80,066 S 237 S 13,603 $ 4,735~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

HEALTH & SAFETY ACTIVITY HEALTH & SAFETY ACTIVITY Health & Safety Regulatory Compliance Reviews Health & Safety Training Classes Result Measures: Health & Safety Complaint Responses Internal Safety Consultations 10% change in the number of accidents Worksite Safety Audits Workers Compensation Follow-up Reviews Output Measures: Accident Reports 2 Health and Safety Training Classes provided Safety Equipment 10 Worl

~~ENVIRONMENTAL COMPLIANCE ACTIVITY ENVIRONMENTAL COMPIIANCE ACTIVITY~~

Environmental Regulatory Compliance Reviews Result Measures: Environmental Complaint Responses 80% compliance for regulatory agencies Environmental Reviews 80% permit compliance for gravel, air and storm water Internal Environmental Consultations Stormwater Management Plan Reviews Output Measures: Gravel Pit Inspections 5 Environmental reviews provided Environmental Regulator/ Compliance Agency Liaison Responses Demand Measures: Environmental Reports 5 Environmental reviews expected Environmental Contracts Efficiencv Measures: Average $ activity expenditure per Environmental review

~~86 Montrose Countv Budget Public Works Department~~

~~PROGRAM Planning & Development (653)~~

The Purpose ofthe Planning and Development Program islo provide current and long-range planning, policy analysis and building permit and inspection services to the people of Montrose County and the Montrose County government so they can make informed decisions to support a community with orderly growth and development and safe, high-quality construction.

~~Activities' Building Planning PROGRAM BUDGET BY EXPENSE TYPE 6531100 6532100 TOTAL~~

~~Personnel Costs 406,539 $ 223,189 S 183,350~~

~~Non-Personnel Operating 131,010 27,951 103,059~~

~~Subtotal: Operating Expense 537,549 S 251,140 $ 286,409~~

~~Major Capital~~

~~PROGRAM TOTAL 537,549 I $ 251,140 | $ 286,409~~

~~PROGRAM SERVICES KEY RESULT MEASURES~~

PLANNING ACTIVITY PLANNING ACTIVITY Development Recommendations Planning Commission/BOCC Authorizations Montrose County will assess the 50 year demand for water as determined by a biennially Zoning Complaint Responses updated W/ater Demand Study. Policy Analysis Reviews Long Range Plans By 2012, a review letter will be Issued for 95% if completed subdivision and exemption State/Federal Planning Representation applications within 28 days of submittal. Internal Planning Consultations Review Letters By 2012, a review letter will be issued for 95% of completed Special Use Permit applications within 28 days of submittal. BUILDING ACTIVITY Building Permits By 2012, a review letter will be Issued for 95% of completed zoning applications within 28 Individual Sewage Disposal System (ISDS) Permits days of submittal. Building Inspections Code and Architectural Consultations By 2012, 95% of completed waiver applications will be scheduled for Planning Commission Internal Architectural Designs consideration within 14 days of submittal. Board of Health Recommendations Building Code Violation Reponses By 2012, 95% of completed appeal applications will be scheduled for review by the ISDS Code Violation Responses appropriate reviewing body within 7 days of submittal.

~~BUILDING ACTIVITY~~

~~95% of building permit applications will receive an Initial review response within 2 business days.~~

~~By 2012, the initial plan review for 90% of complete building permit applications will be completed within 5 business days of the submittal.~~

~~By 2012, 95% of applicant requested building inspections will be added to the inspection schedule within 1 business day of the request,~~

~~By 2012, 95% of applicant requested septic inspections will be added to the Inspection schedule within 1 business day of the request,~~

~~By 2012, 95% of information requests will be completed within 1 business day of request.~~

~~87 IVIontrose Countv Budget Public Works Department~~

~~PROGRAM Engineering (654)~~

The Purpose ofthe Engineering Program is to provide planning, research, design, permit and inspection services to the Public Works Department, other County departments, and outside entities so they can complete projects that comply with regulations and meet specifications.

~~Engineering Permitting / Engineering (R&B Activities (Solid Waste Inspections Fund) Fund) PROGRAM BUDGET BY EXPENSE TYPE 5541250 5542250 6542270 TOTAL~~

~~Personnel Costs S 378,147 $ 92,459 $ 282,747 $ 2,941~~

~~Non-Personnel Operating 67,348 4,647 62,701~~

~~Subtotal: Operating Expense S 445,495 S 97,106 S 345,448 S 2,941 Major Capital PROGRAM TOTAL $ 445,495 $ 97,106 $ 345,448 1 $ 2,941~~

~~PROGRAIVI SERVICES KEY RESULT IVIEASURES~~

~~PERMITTING & INSPECTIONS PERMITTING & INSPECTIONS Permits~~

~~Permitting Complaint Responses * 100 % of inspections made upon completion of worlc that find worl< meets Compliance Inspections regulations. Permit Reviews~~

~~Permitting/Inspection Standards/Regulations * Less than 5% of permitted projects that require reworl< within two years of Permitting/Inspection Reports project completion.~~

* Regulations developed to accommodate the impact of natural resource ENGINEERING developnnent on County roads, bridges and related structures by 2015. Construction Design Road/Bridge Research Findings * By 2013, outline specific needs to be addressed. Construction Design Engineering Studies/Reports Construction Plans * 100% permits completed by expiration date. Plan Reviews Right-Of-Way Acquisitions Design Standards/Regulations ENGINEERING Construction Design Complaint Responses

~~Construction Design Reports * % of Level D road miles that have shovel-ready designs on the shelf. Construction Design Contracts~~

~~Development Reviews * % of bridges with sufficiency ratings below 50% that have shovel-ready Master Transportation Plan designs on the shelf.~~

* Five-year Road & Bridge capital maintenance plan created and maintained.

* Establish the methodology in order to get political approval for the creation of a direct two-lane gravel road between Nucla and Montrose that Is drlvable year-round.

* Transportation Master Plan created.

~~88 Montrose Countv Budget Public Works Department~~

~~PROGRAM Emergency Management (655)~~

The purpose ofthe Emergency Management Program is to provide planning and coordination services to the Emergency Support Functions so they can protect public health, safety and welfare in the event of an emergency.

~~Emergency Activities IVlanagement PROGRAM BUDGET BY EXPENSE TYPE 6551100 TOTAL~~

~~Personnel Costs $ 56,337 S 55,337~~

~~Non-Personnel Operating 216,576 215,576~~

~~Subtotal: Operating Expense S 272,913 $ 272,913~~

~~Major Capital PROGRAM TOTAL $ 272,913 $ 272,913~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

~~Support/Guidance for Emergencv Support Functions Result Measures:~~

~~Emergency Operation Plans 25% of Emergency Support Function Plans that have been written.~~

~~Emergencv Management Training Classes 25% of Emergency Support Function (ESF) documents completed.~~

~~Emergency Management Exercises 80% of staff who have completed NIMS training .~~

Emergencv Notifications Output Measures: Emergencv Purchases 1 Emergency Operation Plan Emergency Equipment 3 Emergency Management Exercises conducted or participated In Emergencv Facilities 1 Training Exercise Plan Public Education Opportunities 1 EOC Standard Operating Procedures Manual Administration and Management of Grants 4 ESF Plans Written Rapid Needs Assessments Demand Measures; Attendance at Regional and State Meetings and Conferences 1 of Emergency Operation Plan expected to be completed

~~3 Emergency Management Exercises expected to be conducted or participated in~~

~~4 ESF plans expected to be written~~

~~Efficiencv Measures;~~

~~$ Activity expenditure per employee for NIMS training provided (Intro, Supervisory, Management)~~

~~89 Montrose Countv Budget Public Works Department~~

~~PROGRAM Fleet Services (656)~~

The Purpose ofthe Fleet Services Program is to provide repair, maintenance and field support services to IVIontrose County government departments so they can utilize their equipment to accomplish their goals.

~~Public Worl(s / Airport / Heavy Activities Light Fieet Heavy Fleet Fleet PROGRAM BUDGET BY EXPENSE TYPE 6561501 6552601 5563501 TOTAL~~

~~Personnel Costs $ 602,633 S 232,300 $ 332,883 S 37,450~~

~~Non-Personnel Operatmg 1,589,135 634,643 940,447 14,045~~

~~Subtotal; Operating Expense S 2,191,768 $ 866,943 $ 1,273,330 S 51,495~~

~~Major Capital 386,000 378,500 7,500~~

~~PROGRAM TOTAL I S 2,577,768 | S 1,245,443 | $ 1,280,830 | $~~

~~PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES~~

Veliicle & Equipment Repair and Malntenace Result Measures Custom Fabrications # 5% downtime for Light Fleet 8t Heavy Equipment. Vehicle & Equipment Evaluations # 60% of vehicles 8i equipment targeted for replacement are replaced. Vehicle & Equipment Acquisitions Output Measures: Fuel Cards # of repairs provided Vehicle & Equipment Assembly # of Preventative Maintenance Sessions provided Fleet Reports # of Acquisitions provided Fleet Contracts # of Evaluations provided Oversize Load Permits Demand Measures; Fleet Complaint Responses # of repairs expected to be required Tire Repairs/Replacements # of Preventative Maintenance Sessions expected to be required

~~# of Equipment Acquisitions expected to be requested~~

~~# of Evaluations expected to be requested~~

~~Efficiencv Measures:~~

~~$ activity expenditure per service~~

~~90 Montrose Countv Budget Public Works Department~~

~~PROGRAM Solid Waste Management (657)~~

Tiie Purpose of tlie Solid Waste Program is to provide administrative, regulatory oversigiit, and reporting services to tfie Pubiic Works Department, ether County departments, and the citizens of Montrose County so they can have assurance of effective and efficient program management.

~~Oversight & Activities Compiiance PROGRAM BUDGET BY EXPENSE TYPE 6571270 TOTAL~~

~~Personnel Costs S 7,936 $ 7,935~~

~~Non-Personnel Operating 33,400 33,400~~

~~Subtotal; Operating Expense $ 41,336 $ 41,335~~

~~Major Capital PROGRAIVI TOTAL S 41,336 $ 41,336~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

~~Local Landfill Result Measures: Controlled Waste Disposal Rates 95% of quarterly post-closure monitoring inspections of the closed Nucla landfill are In Post Closure Monitoring Reports compliance.~~

~~Free Dump Davs >1% change in landfill trash disposal rates.~~

~~West End Transfer Station 8% of capacity of landfill consumed.~~

~~Recvcling Center Output Measures:~~

~~Hazardous Waste Recvcle Davs # of tons of trash disposed.~~

~~Landfill Replacement Reserves # of tons of trash recycled.~~

~~Solid Waste Complaint Responses Demand Measures:~~

~~Solid Waste Reports # of tons of trash expected to require disposal.~~

~~Solid Waste Contracts # of tons of trash expected to be recycled.~~

~~Efficiency Measures:~~

~~$ expense for post-closure support of closed Nucla landfill.~~

~~S added to Landfill Replacement Reserves.~~

~~91 Montrose Countv Budget Public Works Department~~

~~PROGRAM Special Projects (658)~~

The Purpose ofthe Special Projects Program is to provide special request services to County departments and IVIontrose County residents so they can have their project completed in a satisfactory manner.

~~Special Projects Special Projects Special Projects Activities (Solid Waste (General Fund) (R&B Fund) Fund) PROGRAM BUDGET BY EXPENSE TYPE 658H00 6581250 6581270 TOTAL~~

~~Personnel Costs $ 187,212 S S 187,212 $~~

~~Non-Personnel Operating 210,000 150,000 55,000 5,000~~

~~Subtotal: Operating Expense $ 397,212 $ 150,000 $ 242,212 $ 5,000 Major Capital~~

~~PROGRAM TOTAL $ 397,212 S 150,000 $ 242,212 $ 5,000~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

~~Result Measures: Special Project Plan Reviews~~

~~100% of special projects completed in a satisfactory manner. Special Project Custom Fabrications~~

~~90% of special projects where actual cost does not exceed projected cost. Special Proiect Engineering Studies/Reports~~

~~List of approved special projects and associated costs published. Special Project Contracts~~

~~All available unclaimed water secured for the use of Montrose County. Special Proiect Technical & Ahalvtlcal Evaluations~~

~~Output Measures: Special Proiect Technical & Analytical~~

~~1 special projects completed. Consultations~~

~~Demand Measures: Special Proiect Complaint Responses~~

~~2 special projects expected to be requested. Special Proiect Road Research Findings~~

~~Efficiencv Measures: Special Proiect Technical & Analytical Reports~~

~~Actual dollar amount of each project. Special Proiect Inspection Reports~~

~~Special Proiect Reports~~

~~92 IVIontrose Countv Budget Sheriffs Department~~

~~Historical Expenditures~~

~~$10,000,000~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budfiet~~

~~2012 Budget, By Program % ofTotal~~

~~Slieriff Administration $ 840,672 9,5%~~

~~Justice Center 3,423,667 38.8%~~

~~Public Safety 3,433,769 38.9%~~

~~Communications Center S 1,124,500 12.7%~~

~~2012 Department Budget $ 8,822,608 100.0%~~

~~2011 Department Budget $ 9,658,264 % Change from 2011 to 2012 -8,7%~~

~~Manhours, By Program 1 Manhours %of Total~~

~~Sheriff Administration 23,366 9.4%~~

~~Justice Center 100,805 40.6%~~

~~Public Safety 85,519 34.5%~~

~~Communications Center 38,376 15,5%~~

~~Total 248,066 100.0%~~

~~93 Montrose Countv Budget Sheriffs Department~~

Tlie mission of tiie IVIontrose County Sheriffs Office is to provide public safety and emergency services to citizens of and visitors to Montrose County so they can enjoy a safe and secure environment.

~~Sheriff Dept. Property & Sheriff Administration (701) S 840,672 Administration Evidence Mgmt.~~

~~Activity!/Org. Code 7011240 7012240~~

~~Budget By Activity S 789,065 $ 51,607~~

~~Jail Courthouse Justice Center (702) $ 3,423,667 Services Management~~

~~Activity / Org. Code 7022240 7021240~~

~~Budget By Activity $ 3,102,045 S 321,622~~

~~Wildfire Public Safety (703) $ 3,433,769 Victim Services Patrol Division Search & Rescue Investigations Airport Security Response~~

~~Activity/Org. Code 7031240 7032240 7033240 7034240 7035240 7036550~~

~~Budget By Activity S 61,950 $ 2,718,752 $ 36,507 $ 35,449 S 457,776 S 123,335~~

~~Communications Center (704) $ 1,124,500 Comm. Center~~

~~Activity / Org. Code 7041240~~

~~Budget By Activity $ 1,124,500~~

~~DEPARTOENT TOTAL $ 8,822,608~~

~~BUDGET BY EXPENSE TYPE 2012 Budget %of Total 2011 Revised $ Change % Change~~

~~Personnel Costs $ 6,921,246 78.4% $ 7,467,224 S (545,978) -7,3%~~

~~Non-Personnel Operating 1,901,362 21.6% 2,038,552 (137,200) -6,7%~~

~~Subtotal; Operating Expense $ 8,822,608 100.0% s 9,505,786 s (683,178) -7.2%~~

~~Major Capital - 0.0% 152,478 (152,478) -100.0%~~

~~DEPARTMENT TOTAL $ 8,822,608 100,0% $ 9,658,264 $ (835,656) -8.7%~~

~~94 IVIontrose Countv Budget Sheriffs Department~~

~~PROGRAM Sheriff Administration (701)~~

The Purpose ofthe Administrative and Evidence & Property IVlanagement Program is to provide data management, community services, and proper chain of custody services to the Sheriff's Office, external agencies and the public so they can have their administrative and evidence & secured property needs met in an accurate and timely manner.

~~Sheriff Dept. Property & Activities Administration Evidence Mgmt. PROGRAIVI BUDGET BY EXPENSE TYPE 7011240 7012240 TOTAL~~

~~Personnel Costs $ 713,204 $ 664,528 $ 48,675~~

~~Non-Personnel Operating 127,468 124,537 2,931~~

~~Subtotal: Operating Expense $ 840,672 $ 789,065 $ 51,507 Major Capital PROGRAIVI TOTAL $ 840,672 $ 789,065 $ 51,607~~

PROGRAIVI SERVICES PERFORIVIANCE IVIEASURES ADIVIINISTRATION Budget Development and Administration ADMINISTRATION Administrative Consultations Records Releases Result Measures: Sheriffs Office Records VIN Inspections * 90% of County residents satisfied with the Sheriffs Office services . Fingerprints * 90% of calls for service responded to in an appropriate and professional manner. Concealed Handgun Permit Registration * 90% of records requests fulfilled within 15 minutes time. Employee ID Cards * 75% of civil process issued to service personnel who will provide service of that process Fee/Fine Collections within one week. Data Reports Output Measures: Case Fiie Reports *16,550 Records Services provided (Case servicing, records release, Certified VIN, VIN, Court Testimonies (Records) concealed weapon, sex offender registry). Public Information Releases Invoices for Dispatch Services ' 1,620 Civil Processes provided. Payroll Reports Demand Measures: Supplies * 15,550 Records Services expected to be requested. Contracts * 1,650 Civil Processes expected to be requested. Bail Bond Reports Efficiency Measures: Sheriff Public Appearances * $13.59 per admin service provided. Employment Application Initial Responses * >$.01 per admin service provided per capita. Permit Applications Permit Approvals PROPERTY 8i EVIDENCE MANAGEMENT Indigent Vouchers Employee Evaluations Result Measures: Activity Quality Reviews Disciplinary Actions * 90% of County residents satisfied with the Sheriffs Office services. Hiring Decisions * 90% of calls for service responded to in an appropriate and professional manner, Employee Dismissals * Accreditation measure Strategic Business Planning* * 5% of the time service delivery' is interrupted by equipment failures. Emergency Management Response Plans * 100% of property and evidence items that per audit are secure, properly tracked, and Fingerprints (west end) maintained Case File Reports Output Measures: Sheriff Sales * 5,777 items logged into evidence since 2007 Processed Purchase Orders * 1,076 items to be logged in 2012 Sex Offender Lists * 4,186 items disseminated between September 2010 and May 2011 Civil Processes Civil Process Packets Demand Measures: Civil Process Notifications * 1,076 Items expected to be logged into evidence Civil Process Invoices * 2,667 items expected to be disseminated PROPERTY & EVIDENCE MANAGEMENT Efficiency Measures: Secured Recovered Property * $7.25 per item of evidence = $19,335.75 Evidentiary Property Evidence Releases Evidence Destruction Releases Chain of Evidence Logs

~~95 Montrose Countv Budget Sheriff's Department~~

~~PROGRAM Justice Center (702)~~

The Purpose of the Justice Center Program is provide Courthouse security and detention services to Montrose County residents and inmates so they can safely conduct their business, complete their court-ordered obligations and be assured inmates are detained in a professional, safe and secure environment.

~~Jail Courthouse Activities IVlanagement Services PROGRAM BUDGET BY EXPENSE TYPE 7021240 7022240 TOTAL~~

~~Personnel Costs $ 2,562,538 $ 2,261,247 $ 301,291 Non-Personnel Operating 861,129 840,798 20,331~~

~~Subtotal; Operating Expense $ 3,423,667 $ 3,102,045 $ 321,622 Major Capital - - _^ PROGRAIVI TOTAL u 3,423,667 $ 3,102,045 321,622~~

~~PROGRAM SERVICES PERFORMANCE MEASURES~~

JAIL MANAGEMENT JAIL MANAGEMENT Inmate Meals Inmate Medical Services Resglt Measures: Inmate Supplies * 90% of County residents satisfied with the Sheriff's Office services , Inmate Transports * 90% of calls for service responded to in an appropriate and professional manner. Inmate Visitations *100%of Inmates not escaping from the lockup facility Jail Security Checks (Interior) Output Measures: Inmate Bookings * 8,612 Jail Security Checks provided Inmate Work Release Sessions * 18 Facility Inspections provided Officer Supervised Work Crews * 512 inmates enrolled in Personal Development Sessions Perimeter Checks * 18,400 hours of service performed by Community Workers Community Worker Service Hours Demand Measures: Inmate Banl< Accounts * 9,000 Jail Security Checks expected to be provided Inmate Bond Forms * 20 Facility Inspections expected to be provided Jail Records * 720 Inmates expected to be enrolled in Personal Development Sessions Inmate Personal Development Sessions * 20,800 hours of service expected to be performed by Community Workers Jail Incident Reports Efficiency Measures: Jail Crime Reports * $118 Activity expenditure per inmate day Mental Health Holds Alcohol Detox Holds COURTHOUSE SERVICES Inmate Laundr/ Loads Comply with Court Sentences Result Measures: Juvenile Bookings * 90% of County residents satisfied with the Sheriff's Office services, Public Fingerprints * 90% of calls for service responded to In an appropriate and professional manner. Facility Inspections * 100% of visitors to the Courthouse who safely conduct their business * 80% of customers who successfully complete their community service obligations COURTHOUSE SERVICES Output Measures: Courthouse Entry Screenings * 94,560 Courthouse users/visitors Directions * 252 Courthouse Incident Responses provided Security Inspections * 52 client work place assignments provided Courthouse Arrests * 28,774 client hours of service from useful public service provided Courthouse incident Responses Demand Measures: Worksite Assignments * 100,000 Courthouse users/visitors expected Client Compliance Checks * 275 Courthouse Incident Responses expected to be required Court Testimonies (progress/testimonies) * 60 client work place assignments expected to be required UPS Draft Reports * 30,000 client hours of service expected to be required Efficiencv Measures: * $32,22 per Courthouse operational hour * $3.54 per Activity client

~~96 Montrose Countv Budget Sheriffs Department~~

~~PROGRAM Public Safety (703)~~

~~The Purpose of the Public Safety Program is to provide emergency and support services to citizens of and visitors to Montrose County so they can experience a safe environment.~~

~~Wildfire Activities Victim Services Patrol Division Search St Rescue Investigations Airport Security Response PROGRAM BUDGET BY EXPENSE TYPE 7031240 7032240 7033240 7034240 7035240 7035550 TOTAL~~

~~Personnel Costs S 2,651,029 $ 53,279 $ 2,060,804 $ 20,172 $ 22,114 $ 385,212 $ 109,448~~

~~Non-Personnel Operating 782,740 8,671 657,948 16,335 13,335 72,564 13,887~~

~~Subtotal; Operating Expense S 3,433,769 $ 61,950 $ 2,718,752 $ 35,507 $ 35,449 $ 457,775 S 123,335 Major Capital PROGRAM TOTAL S 3,433,769 $ 61,950 $ 2,718,752 $ 36,507 $ 35,449 S 457,776 S 123,335~~

KEY RESULT MEASURES ACTIVITY PURPOSE STATEMENTS VICTIM SERVICES * 90% of County residents satisfied vsdth the Sheriffs Office services . VICTIM SERVICES; The Purpose of the Victim Services * 90% of calls for service responded to in an appropriate and professional manner, Activltyls to provide victim information and advocacy * 90% of crime victims who say the resources they received were helpful In their recovery from the services to victims of qualifying crimes so they can trauma ofthe crime. recover from trauma Inflicted on them as a crime victim. PATROL DIVISION * 90% of County residents satisfied with the Sheriffs Office services. PATROL DIVISION: The Purpose ofthe Patrol Division * 90% of patrol responses to calls for sen/ice rated as prompt, appropriate and professional Activity is to provide protection, criminal, civil, and * 5% of the time service delivery is interrupted by equipment failures emergency sen/ices to citizens of and visitors to * % of Interdiction stops resulting in the detection of illegal drugs Montrose County so they can enjoy a safe and secure * 10% rate of reportable crime Incidents (crime rate) environment. * 25% increase in the total number of DUI related arrests * 75% prosecution rate on all definable criminal cases WILDFIRE RESPONSE: The Purpose ofthe Wildfire * 25% Increase in the total number of felony drug related arrests Response Activity Is to provide fire control and suppression services to citizens of and visitors to WILDFIRE RESPONSE unincorporated Montrose County so they can receive a * 90% of County residents satisfied with the Sheriffs Office services, timely response to their call for service. * 90% of calls for service responded to in an appropriate and professional manner. * 100% of responses provided In a timely manner upon notification. SEARCH & RESCUE: The Purpose ofthe Search and Rescue Activity is to provide emergency response and SEARCH & RESCUE assistance services to missing and/or injured citizens of * 90% of County residents satisfied with the Sheriffs Office services. and visitors to Montrose County so they can receive * 90% of calls for service responded to in an appropriate and professional manner. the necessary and appropriate assistance. * 90% of search and rescue operations resulting In a successful mission * 100% of Posse team members certified in First Ald/CPR INVESTIGATIONS: The Purpose ofthe Investigations * 90% of Posse team members with advanced training certifications Activity is to provide criminal investigative and administrative services to the District Attorney, victims of crime, and the Sheriffs Office so they can be INVESTIGATIONS provided the timely and accurate information they * 90% of County residents satisfied with the Sheriffs Office services . require. ' 90% of calls for service responded to in an appropriate and professional manner. * 90% of employment background investigations completed within two weeks * 90% of cases (not considered major) resolved within 90 days AIRPORT SECURITY: The Purpose of the Airport * 90% of major cases resolved within 180 days Security Activity is to provide law enforcement sen/ices * 75% of all investigative findings lead to a request for prosecution to the airport, air carriers, general aviation, and the traveling public so they can enjoy safe air travel to and AIRPORT SECURITY from Montrose County, Colorado. * 90% of County residents satisfied with the Sheriffs Office services * 90% of patrol responses to calls for service rated as prompt, appropriate and professional * 98% of Transportation Security Administration security inspections that find security records are at least 99% accurate * 98% of flights where a Sheriffs Office law enforcement officer is present to assist the

~~97 IVIontrose Countv Budget Sheriff's Department~~

~~PROGRAM Communications Center (704)~~

The Purpose of the Communications Program is to provide public safel:y communications services to all citizens and service providers so they can receive a timely, appropriate response in a professional manner.

~~Activities Comm. Center PROGRAIVI BUDGET BY EXPEIMSE TYPE 7041240 TOTAL~~

~~Personnel Costs S 994,475 $ 994,475~~

~~Non-Personnel Operating 130,025 130,025~~

~~Subtotal: Operating Expense S 1,124,500 $ 1,124,500 Major Capital PROGRAIVI TOTAL $ 1,124,500 $ 1,124,500~~

~~PERFORIVIANCE IVIEASURES PROGRAM SERVICES Result Measures: Warrant Checks * 90% of County residents satisfied with the Communications services Vehicle Checl~~

~~98 Montrose Countv Budget Treasurer and Public Trustee~~

~~Historical Expenditures $350,000 -r- — — - - - - ~ - —~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Revised 2012 Budget~~

~~2012 Budget, By Activity % ofTotal~~

~~Tax Collection 133,310 44.4%~~

~~Banl~~

~~Public Trustee $ 88,753 29,6%~~

~~2012 Department Budget $ 300,006 99.0%~~

~~2011 Department Budget s 312,488~~

~~% Change from 2011 to 2012 -4.0%~~

~~IVIanhours, By Activity Manhours % of Total~~

~~Tax Collection 3,526 36.9%~~

~~Banking & Financial Management 2,340 24.5%~~

~~Public Trustee 3,702 38.7%~~

~~Total 9,568 100.0%~~

~~Manliours~~

~~99 Montrose Countv Budget Treasurer and Public Trustee~~

The Mission of the Montrose County Treasurer & Public Trustee's Office is to provide tax collection, banking, property foreclosure and deed of trust release services to the people of Montrose County, the Montrose County government, and other taxing entities so they can obtain the information and resources they need in a timely manner to meet their stale- mandated obligations.

~~BUDGET BY PROGRAIVI~~

~~Banking & Treasurer & Public Trustee (801) $ 300,006 Tax Collection Public Trustee Financial Mgmt.~~

~~Actmty / Org. Code 8011100 8012100 8013100~~

~~Budget By Activity $ 133,310 $ 77,943 S 88,753~~

~~N/A $~~

~~Activity / Org. Code~~

~~Budget By Activity $ $ $~~

~~DEPARTMENT TOTAL 300,006~~

~~BUDGET BY EXPENSE TYPE 2012 Budget % of Total 2011 Revised $ Change % Change~~

~~Personnel Costs 250,231 83,4% $ 271,517 S (21,286) -7.8%~~

~~Non-Personnel Operating 49,775 16,6% 40,971 8,804 21.5%~~

~~Subtotal; Operating Expense $ 300,006 100.0% s 312,488 $ (12,482) -4.0%~~

~~Major Capital 0.0% - - #DIV/OI~~

~~DEPARTIVIENT TOTAL S 300,006 100.0% $ 312,488 $ (12,482) -4.0%~~

~~100 Montrose Countv Budget Treasurer and Public Trustee~~

~~PROGRAM Treasurer & Public Trustee (801)~~

The Purpose of the Montrose County Treasurer & Public Trustee Program is to provide tax collection, banking, property foreclosure and deed of trust release services to the people of Montrose County, the Montrose County government, and other taxing entities so they can obtain the information and resources they need in a timely manner to meet their state-m.andated obligations.

~~Banking & Activities Tax Collection Public Trustee Financial Mgmt.~~

~~PROGRAM BUDGET BY EXPENSE TYPE 8011100 8012100 8013100 TOTAL~~

~~Personnel Costs $ 250,231 $ 96,199 $ 70,203 $ 83,829~~

~~Non-Personnel Operating 49,775 37,111 7,740 4,924~~

~~Subtotal: Operating Expense S 300,006 $ 133,310 $ 77,943 $ 88,753~~

~~Major Capital - - - -~~

~~PROGRAM TOTAL $ 300,006 $ 133,310 $ 77,943 s 88,753~~

~~PERFORMANCE MEASURES~~

PROGRAIVI SERVICES TAX COLLECTION Result Measures; TAX COLLECTION * 100% of tax notices distributed by deadline Tax payments * 100% of tax collections made by deadline Tax collection notices * 100% of monthly tax distributions made by deadline Tax revenue distributions * 100% of archived tax records accessible to the public through relocation of the records * 1% of tax payments made via direct bank draft Tax delinquency notifications Outppt Measure;: Investor tax lien notifications * 26,000 Tax collection notices provided Delinquent tax advertisements * $37,581,911 of Tax revenue distributions provided to 42 entities Mobile home distraints (Sheriff serves for Demand Meajpre;: payment of taxes) ' 26,000 Tax collection notices expected to be required Personal property distraints (Sheriff and * $37,581,911 Tax revenue distributions expected to be required Treasurer serves for payment of taxes) Efficiency Measures: Tax lien sale * $7,88 activity expenditure per $476,800 of tax revenue collected Tax certifications BANKING & FINANCIAL IVIGMT. BANKING & FINANCIAL MGMT. Result Measures: Bank deposits * 100% of business days the verification of the County's cash and fund balances are conducted. Bank reconciliations * 100% of financial reports delivered accurately and timely External payment reconciliations Output Meas^r^s: Deposit receipts * 384 Bank reconciliations provided Financial balance statements * 612 Financial reports provided Financial reports Demand Measures: * 384 Bank reconciliations expected to be required PUBLIC TRUSTEE * 612 Financial reports expected to be required Deed of trust releases Efficiencv Measures: Property foreclosures * $45.12 activity expenditure per Bank reconciliation provided

PUBLIC TRUSTEE Result Measures: * 100% of property foreclosures that meet all filing and administrative requirements * 100% of deed of trust releases that meet all filing and administrative requirements * 75% of deed of trust releases filed electronlcaiiy * 90% of foreclosures filed electronically Output Measures: * 286 of Property foreclosures provided * 2,100 of Deed of trust releases provided Demand Measures: * 385 of Property foreclosures expected to be requested * 2,100 of Deed of trust releases expected to be requested Efficiency Measures: * $138.03 activity expenditure per Property foreclosure provided * $3.80actiyitv expenditure per Deed of trust release provided

~~101 (This page intentionally left blank)~~

~~102 Montrose Countv Budget Non-Departmental~~

~~The Non-Departmental category Is used to budget and account for expenditures that cannot be directly or specifically allocted to a particular Department's program or activity.~~

~~NON-DEPARTMENTAL BUDGET~~

~~ASSOCIATION DUES~~

General Fund Public Lands Partnership $3,000 Colorado Counties Inc. $14,027 Dues to Organization-Wide Associations S 50,759 - MEDC $250 National Association of Counties $633 Treasurer Collection Fees, Property Tax 171,000 Region-10, Dues $19,933 Region-lO, AAA Assessment $8,325 Region-lO, Transportation Assessment $4,591 Contributions to Outside Agencies 221,159

~~Settlement, Lav/suit Against Former DA 2,500~~

~~Pass-Tltru Grants 141,000 OUTSIDE AGENCY FUNDING~~

All Points $17,500 County Surveyor 3,940 CCI Public Lands $7,719 Center For Mental Health $1,500 Contingency Account 200,000 Citv of Montrose (Haz-Waste) $8,000 Coalition-Drug Free Montrose $10,000 Community Options $4,000 Subtotal: General Fund 790,358 County Fair $23,500 Public Safetv Sales Tax Fund Dolphin House $4,000 Economic Development $100,000 Montrose West Rec. District S8.500 District Attorney, County's Share - 7th Judicial Dist. 502,753 Nucla-Naturita Chamber $10,000 Nucla-Naturita Food Banl< $1,940 Contribution for Ambulance Services 15,000 Nucla-Naturita Senior Citizens $2,000 Olathe Community Center $2,000 Contribution to Rural Medical Clinics 300,000 RSVP-Colorado West Inc.. $1,250^ Samaritan Aviation $1.250 Saies Tax Collection Fees 213,700 San MiRuel Basin Fairboard $8,000 Senior Community Meals $5,000 Other/Contingency $5,000 Subtotal: PSST Fund S 1,131,453

~~Road & Bridge Fund~~

~~Sales & Use Tax Collection Fees 110,800~~

~~Social Services Fund~~

~~Treasurer Collection Fees, Property Tax 23,000~~

~~TOTAL NON-DEPARTMENTAL BUDGET $ 2,055,611~~

~~103 (This page intentionally left blank)~~

~~104 Montrose Countv Budget TOTAL ALL FUNDS~~

~~2011 Revised 2012 Adopted % Change SUMMARY: ALL FUNDS 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-10-2012~~

~~Beginning Fund Balance $ 30,525,447 $ 32,981,774 $ 31,386,634 $ 33,001,736 $ 32,325,203~~

Total Sources 49,373,971 54,225,734 53,425,297 63,002,542 55,979,201 -U.1% Total Uses 46,194,793 56,048,706 51,811,126 63,679,075 60,002,748 -5,8% NET: Source (Use) of Funds 3,179,178 (1,822,972) 1,614,171 (676,533) (4,023,547)

~~Audit Adjustments (723,852) 227,832 931 - -~~

~~ENDING FUND BALANCE $ 32,981,774 $ 31,386,634 $ 33,001,736 $ 32,325,203 % 28,301,656 -12,4%~~

~~$34,000,000 -~~

~~$33,000,000~~

~~$32,000,000 i~~

~~$31,000,000 :~~

~~$30,000,000 J~~

~~$29,000,000~~

~~$28,000,000 '~~

~~$27,000,000 -] ------^ -~~

~~$26,000,000 - - — — - - _ ^~~

~~$25,000,000 \ ' - r , , r 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted $ Change ENDING FUND BALANCES 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

General Fund S 13,375,858 $ 13,757,114 $ 13,149,345 S 15,176,909 S 13,934,132 $ (2,242,777) Clerk Technical Fund 52,229 39,846 22,202 18,202 18,202 $ Conservation Trust Fund 97,676 72,220 69,330 60,035 60,035 $ Tabor Emergency Reserve 152,990 152,990 1,500,000 - $ Impact Fee Fund 207,665 353,285 467,474 577,659 577,659 $ Local Public Health Fund - 283,651 490,922 410,429 364,937 $ (45,492) Public Safety Sales Tax Fund 827,847 1,043,114 1,369,635 1,277,728 1,339,355 $ 61,627 Road & Bridge Fund 5,090,562 4,714,184 5,207,968 4,350,552 4,127,791 $ (222,761) Justice Center, Sales & Use Tax 3,663,127 2,801,190 2,207,582 - - $ Social Services Fund 1,483,719 1,280,139 1,154,640 1,079,881 929,446 $ (150,435) Solid Waste Fund 1,300,735 1,397,958 1,512,916 1,555,461 1,623,212 S 57,751 Capital Expenditures Fund 5,305,993 3,622,804 4,201,607 5,148,007 3,071,007 $ (2,077,000) Airport Debt Service Fund 494,989 498,572 497,986 495,327 495,327 $ Airport Operations Fund 928,383 1,369,569 1,150,128 1,165,012 631,554 $ (533,458) Fleet Services Fund - - - - 1,128,998 $ 1,128,998 TOTAL: ALL FUNDS S 32,981,774 S 31,386,634 $ 33,001,736 S 32,325,203 S 28,301,656 $ (4,023,547) Year-to-Year $ Change $ (1,595,140) $ 1,615,102 $ (575,533) S (4,023,547)

~~105 Montrose Countv Budget TOTAL ALL FUNDS~~

~~2012 REVENUE. BvTvpe (Minions)~~

~~2011 Revised 2012 Adapted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011 Budget~~

~~Property Tax $ 9,661,002 $ 10,394,130 $ 10,856,303 $ 12,782,000 S 9,507,000 20.4%~~

~~Sales Tax 9,404,563 8,808,192 8,753,971 8,380,172 8,528,000 18.3% Specific Ownership Tax 1,410,782 1,314,327 1,109,399 1,221,000 1,173,100 2.5%~~

~~Use Tax 596,928 471,081 443,494 469,000 469,000 1.0%~~

~~Other Tax Revenue 38,987 122,176 73,752 42,250 63,000 0.1%~~

~~Licenses & Permits 607,464 474,288 466,310 428,600 317,950 0.7% Federal Revenue 7,834,281 9,808,100 9,117,793 14,294,824 9,507,381 20,4%~~

~~State Revenue 6,167,643 6,864,472 7,236,704 8,578,086 7,277,668 15.6%~~

~~Other Intergovernmental 1,460,221 1,344,261 1,375,359 1,065,780 959,300 2,1%~~

Charges For Services 4,786,779 4,356,243 4,379,945 4,215,805 4,503,900 9,7% Other Revenue 1,147,109 1,461,713 1,690,493 404,236 640,390 1.4% Internal Charges 2,602,838 2,876,192 3,076,377 3,032,429 3,581,845 7.7%

~~TOTAL REVENUE 45,718,597 48,295,175 48,579,901 54,914,182 46,528,534 100.0%~~

~~Year-to-Year % Change 5.6% 0.5% 13.0% -15.3%~~

~~Transfers-ln from Other Funds 3,655,374 5,930,558 4,845,396 8,088,360 9,450,667~~

~~TOTAL SOURCES $ 49,373,971 $ 54,225,733 $ 53,425,297 $ 63,002,542 $ 55,979,201~~

~~Year-to-Year % Change 9.8% -1.5% 17.9% -11.1%~~

~~106 Montrose Countv Budget TOTAL ALL FUNDS~~

~~2012 EXPENDITURES. BvTvpe (Miii.onsi~~

~~2011 Revised 2012 Adopted % OfTotal USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ 20,275,113 $ 24,459,338 $ 24,360,826 $ 25,470,478 $ 23,040,186 45.6% Year-to-Year % Change 20.5% -0.4% 4.6%~~

~~Non-Personnel Operating 14,284,626 17,032,755 14,580,122 18,547,290 17,616,141 34.8%~~

~~Year-to-Year % Change 19.2% -14.4% 27.2% : -5.0%~~

~~Capital Expenditures 7,979,680 8,626,055 8,024,782 11,572,947 9,895,754 19,6%~~

~~TOTAL EXPENDITURES 42,539,419 50,118,148 46,965,730 55,590,715 50,552,081 100.0%~~

~~Year-to-Year % Change 17.8% -6.3% 18.4% -9.1% Transfers-Out to Other Funds 3,655,374 5,930,558 4,845,396 8,088,360 9,450,667 TOTAL USES $ 46,194,793 S 56,048,706 $ 51,811,126 $ 63,679,075 $ 60,002,748~~

~~Year-to-Year % Change 21.3% -7.6% 22.9% ; ^ v: -5;8%~~

~~107 Montrose Countv Budget TOTAL ALL FUNDS~~

~~2012 Revenue. Bv Fund (Millions)~~

~~Road & Bridge Fund, $11.0 , 23%~~

~~2011 Revised 2012 Adopted %0f Total REVENUE BY FUND 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~General Fund $ 19,417,392 $ 19,679,465 $ 18,530,249 S 20,229,596 S 14,933,152 32.09%~~

~~Year-to-Year % Ciiange 1.3% -5.8% 9.2% -26.2%~~

Clerk Technical Fund 12,213 10,968 10,315 12,000 12,000 0.03% Year-to-Year % Change -10.2% -6.0% 16.3% ^ o'.o% Conservation Trust Fund 132,831 124,915 118,410 120,705 120,000 0.26% Year-to-Year % Change -5.0% -5.2% 1.9% -0.6% Tabor Emergency Reserve - 0.00% Year-to-Year % Change 0.0% 0.0% 0.0% ^••::'-'';0;0% Impact Fee Fund .207,665 145,619 114,190 110,185 0.00% Year-to-Year % Change -29.9% -21.6% -3.5% -100.0% Local Public Health Fund - 1,634,870 1,602,915 1,504,243 1,343,880 2.89% Year-to-Year % Change 0.0% -2.0% -6.2% -10.7% Public Safety Sales Tax Fund 4,378,268 4,106,063 3,920,362 3,729,680 1 4,949,521 10.64% Year-to-Year % Change -6.2% -4.5% -4.9% i 32.7% Road & Bridge Fund 11,688,444 11,074,183 11,718,076 11,478,035 10,971,155 23,58% Year-to-Year % Change -5.3% 5.8% -2.0% -4.4% JC, Sales & Use Tax Fund 125,016 38,306 6,243 88,138 0,00% Year-to-Year % Change -69.4% -83.7% 1311.9% -100.0% Social Services Fund 5,840,586 5,819,481 5,757,255 6,547,675 5,505,750 11.83% Year-to-Year % Change 16.8% -0.8% -3.2% -15.9% Solid Waste Fund 226,922 158,567 160,201 113,500 112,000 0.24% Year-to-Year % Change -30.1% 1.0% -29.1% '•••:?1.4% Capital Expendutires Fund 666,351 746,773 595,000 0.00% Year-to-Year % Change 12.1% -20.3% -100.0% : 0.0% Airport Debt Service Fund 11,104 4,468 70 1,955 0.00% Year-to-Year % Change -59.8% -98.4% 2706.3% -100.0% Airport Operations 3,011,805 3,751,497 5,035,513 10,978,269 6,374,310 13.70% Year-to-Year % Change 24.6% 34.3% 118.0% -41.9% Fleet Services - 2,206,766 4.74% Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%

~~TOTAL REVENUE 45,718,597 48,295,175 48,579,901 54,914,182 46,528,534 100.00%~~

~~Year-to-Year % Change 5.6% 0.6% 13.0% -15.3%~~

~~108 Montrose Countv Budget TOTAL ALL FUNDS~~

~~2012 Expenditures, By Fund (Millions)~~

~~Road & Bridge Fund, $10.8, 21%~~

~~2011 Revised 2012 Adopted % OfTotal EXPENDITURES BY FUND 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

General Fund $ 17,383,367 $ 18,036,600 $ 16,675,817 $ 17,440,492 S 8 968,012 17,74% Year-to-Year % Cfiange 3.8% -7.5% 4.6% -48.6% Clerk Technical Fund 58,708 38,351 27,958 16,000 12,000 0,02% Year-to-Year % Ciiange -34.7% -27.1% -42,8% -25.0% Conservation Trust Fund 10,000 10,000 9,700 10,000 0.00% Year-to-Year % Change 0.0% -3.0% 3,1% : -100.0% Tabor Emergency Reserve - 0.00% Year-to-Year % Change 0.0% 0.0% 0.0% 0.0% Impact Fee Fund - 0,00% Year-to-Year % Change 0.0% 0.0% 0.0% 0 0% Local Public Health Fund - 2,201,220 2,195,644 2,184,736 1,939,372 3,84% Year-to-Year % Change 0.0% -0.3% -0.5% -11.2% Public Safety Sales Tax Fund 4,840,072 4,771,583 4,869,619 5,095,587 10 465,811 20.70% Year-to-Year % Change -1.4% 2.1% 4,7% 105.3% Road & Bridge Fund 9,892,950 11,211,755 10,918,134 12,335,451 10,793,916 21,35% Year-to-Year % Change 13.3% -2.6% 13.0% -12.5% JC, Sales & Use Tax Fund 393 243 2,360 0,00% Year-to-Year % Change -38.2% -100.0% 0.0% -100iO% Social Services Fund 6,118,487 7,023,061 6,694,755 6,622,434 5,556,185 10.99% Year-to-Year % Change 14,8% -4.7% -1.1% -16.1% Solid Waste Fund 150,205 61,344 45,243 61,055 54,249 0.11% Year-to-Year % Change -59.2% -26.2% 35.0% -tia% Capital Expendutires Fund 736,584 772,765 16,198 653,600 3,277,000 5,48% Year-to-Year % Change 4.9% -97.9% 3935.1% /401i4% Airport Debt Service Fund 508,744 504,283 505,655 504,615 ' 502;750; 0.99% Year-to-Year % Change -0.9% 0.3% -0,2% -0i4% Airport Operations 2,839,907 5,486,942 5,007,005 10,653,385 6,405,018 12.57% Year-to-Year % Change 93,2% -8.7% 113.0% -39.9% Fleet Services - 2,577,768 5,10% Year-to-Year % Change 0.0% 0.0% 0.0% ::0^0%

~~TOTAL EXPENDITURES 42,539,419 50,118,148 46,965,730 55,590,715 50,552,081 100.00% Year-to-Year % Change 17.8% -6.3% 18.4% v--9;i%~~

~~109 (This page intentionally left blank)~~

~~110 Montrose Countv Budget General Fund~~

~~FUND OVERVIEW:~~

The General Fund is the primary operating fund ofthe County and is used to account for all general government activities not required to be accounted for in a separate Special Revenue, Capital Expenditure, Debt Service, or Proprietary Fund.

Funding Sources: Property Tax is the primary source of revenue for the General Fund (approx. 55%). The County also receives a significant portion (16%) of its General Fund revenue from Federal and State revenue sharing and grant programs. Charges For Services (including Internal Charges for Service to other County Funds) account for approximately 19% ofthe General Fund's sources.

The most significant change in 2012 is the consolidation of the Sheriff Department's budget into the Public Safety Sales Tax Fund. The General Fund will continue to provide its historical level of funding, albeit through a Transfer-Out of the General Fund into the Public Safety Sales Tax Fund.

~~Fund Balance History~~

~~$18,000,000~~

~~$16,000,000~~

~~$14,000,000~~

~~$12,000,000~~

~~$10,000,000~~

~~$8,000,000~~

~~$6,000,000~~

~~$4>000,000~~

~~$2,000,000~~

~~2008 2009 2010 2011 2012 Um i«BiiiiiiiiiBiifri»iiaffii»ijiiii»iiiaiiii»ii.iiiiiii.~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 12,305,925 $ 13,375,858 $ 13,757,114 $ 13,149,345 $ 16,176,909~~

~~Total Sources 20,721,576 20,958,643 19,247,857 24,143,055 15,053,152 -37.7%~~

~~Total Uses 19,288,459 20,577,387 19,855,505 21,115,492 17,295,929 -18.1%~~

~~NET; Source (Use) of Funds 1,433,107 381,256 (607,748) 3,027,564 (2,242,777)~~

~~Audit Adjustments (363,174) (21)~~

~~ENDING FUND BALANCE $ 13,375,858 $ 13,757,114 $ 13,149,345 $ 16,176,909 $ 13,934,132 -13.9%~~

~~111 Montrose Countv Budget General Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax S 8,640,319 $ 9,210,552 $ 9,500,503 $ 11,431,000 S 8,343,000 55,4%~~

~~Sales Tax - 0.0%~~

~~Specific Ownership Tax 846,496 775,824 660,757 731,000 683,100 4.5%~~

~~Use Tax - 0.0%~~

~~Other Tax Revenue 35,294 109,582 65,704 40,000 61,000 0.4%~~

~~Ucenses & Permits 400,955 251,406 248,571 226,600 197,950 1.3%~~

~~Federal Revenue 3,170,793 3,097,098 2,470,943 2,553,796 1,833,752 12.2%~~

~~State Revenue 647,135 673,981 385,105 355,187 653,921 4.3%~~

~~Other Intergovernmental 884,934 1,085,313 904,365 809,920 30,600 0.2%~~

~~Charges For Services 1,773,411 1,564,998 1,583,486 1,400,650 1,489,750 9.9%~~

~~Other Revenue 603,832 400,625 322,679 166,354 265,000 1.8%~~

~~Internal Charges 2,414,224 2,500,086 2,388,128 2,515,189 1,375,079 9,1%~~

~~TOTAL REVENUE 19,417,392 19,679,466 18,530,249 20,229,696 14,933,152 99.2%~~

~~Year-to-Year % Change 1,3% -5.8% 9.2% -26.2%~~

~~Transfers-ln from Other Funds 1,304,183 1,279,177 717,608 3,913,360 120 000 0.8%~~

~~TOTAL SOURCES $ 20,721,576 S 20,958,643 $ 19,247,857 $ 24,143,056 $ 15,053,152 100.0%~~

~~Year-to-Year % Change 1.1% -8.2% 25,4% ; -37.7%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense S 11,103,969 $ 10,809,458 S 11,260,916 $ 11,555,028 $ 5,487,848 31.7%~~

~~Year-to-Year % Change -2,7% 4.2% 2.6% ,-::;,:-52.S%~~

~~Non-Personnel Operating 4,982,264 5,071,118 4,805,854 5,445,141 3,364,350 19.5%~~

~~Year-to-Year % Change 1.8% -5.2% 13,3% • • •38,2%~~

~~Capital Expenditures 1,297,135 2,155,024 609,037 440,324 115,814 0.7%~~

~~TOTAL EXPENDITURES 17,383,367 18,036,600 16,675,817 17,440,492 8,968,012 51.9%~~

~~Year-to-Year % Change 3.8% -7.5% 4,6% -48,6%~~

~~Transfers-Out to Other Funds 1,905,102 2,540,787 3,179,788 3,675,000 8,327,917 48.1%~~

~~TOTAL USES $ 19,288,459 $ 20,577,387 $ 19,855,605 $ 21,115,492 $ 17,295,929 100.0%~~

~~Year-to-Year % Change 6.7% -3.5% 6,3% -18.1%~~

~~112 Montrose Countv Budget General Fund~~

~~2011 Revised 2012 Adopted COMPARATIVE BUDGET, BY DEPARTMENT S Change % Change Budget Budset~~

~~General Fund Total $ 21,115,492 $ 17,295,929 $ (3,819,553) -18.1%~~

~~Less: Sheriff Dept. Expenditures to PSST Fund (5,636,333) -~~

~~Less: Jail & SO Facility Maint. to PSST Fund (372,068)~~

~~Less: HHS Attorney to Social Services Fund (112,554)~~

~~Less: Airport Facility Maint. To Airport Fund (207,158)~~

~~Less: Engineering to R&B Fund (Excl. $400K Water) (531,190)~~

~~Less: Transfers-Out to Other Funds (3,675,000) (8,327,917)~~

~~= Comparative Expense Total $ 10,581,189 8,968,012 $ (1,613,177) -15.2%~~

~~Comparative Expense, Bv Department~~

~~Assessor 601,797 552,112 (49,685) -8,3%~~

~~Clerk & Recorder 1,323,245 1,193,400 (129,845) -9.8%~~

~~County Administration 785,956 577,142 (108,814) -13.8%~~

~~County Attorney (2011 excludes HHS Attorney) 284,921 344,953 60,032 21.1%~~

~~Facilities (2011 excludes Jail/SO & Airport l/laint.) 2,506,520 2,061,930 (444,590) -17.7%~~

~~Finance 555,658 502,192 (63,466) -9.5%~~

~~Internal Services 1,776,243 1,485,457 (290,785) -16.4%~~

~~Public W/orks (2011 excludes Engineering) 1,014,138 960,462 (53,576) -5.3%~~

~~Surveyor 3,956 3,940 (16) -0,4%~~

~~Treasurer & Pubiic Trustee 312,488 300,006 (12,482) -4.0%~~

~~Non-Departmental 1,305,267 785,418 (519^849) -39.8%~~

~~All Other Operating Expense -~~

~~COMPARATIVE TOTALS $ 10,581,189 A; 8,968,012 $ (1,613,177) -15.2%~~

~~113 Montrose Countv Budget Clerk Technical Fund~~

~~FUND OVERVIEW:~~

~~The Clerk Technical Fund is a Special Revenue Fund used to account for the revenue received from a portion of specific fees collected by Montrose County.~~

~~These resources can only be used for technology advances specific to the operations of the Clerl< and Recorder's office.~~

~~Other historical funding sources include: * A $72,168 grant received from the State of Colorado in 1997. *Transfers-ln from the General Fund: $10,000 in 2O08, and $15,000 in 2009.~~

~~Fund Balance History~~

~~$60,000~~

~~2011 Revised 2012 Adopted % Ciiange FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance S 88,724 $ 52,229 $ 39,846 $ 22,202 $ 18,202~~

~~Total Sources 22,213 25,968 10,315 12,000 12,000 0.0%~~

~~Total Uses 58,708 38,351 27,958 16,000 12,000 -25.0% NET: Source (Use) of Funds (36,495) (12,383) (17,643) (4,000) - Audit Adjustments~~

~~ENDING FUND BALANCE $ 52,229 $ 39,846 $ 22,202 $ 18,202 $ 18,202 0.0%~~

~~114 Montrose Countv Budget Clerk Technical Fund~~

~~2011 Revised 2012 Adopted % OfTotal SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ s $ $ 0.0%~~

~~Sales Tax - 0.0%~~

~~Specific Ownership Tax - 0.0%~~

~~Use Tax - _ 0.0%~~

~~Other Tax Revenue - 0,0%~~

~~Licenses & Permits - - - 0.0%~~

~~Federal Revenue - 0,0%~~

~~State Revenue - 0,0%~~

~~Other Intergovernmental - 0,0%~~

~~Charges For Services 12,213 10,968 10,315 12,000 12,000 100.0%~~

~~Other Revenue - _ 0.0%~~

~~Internal Charges - - - _ 0.0%~~

~~Subtotal; Revenue 12,213 10,968 10,315 12,000 12,000 100.0%~~

~~Year-to-Year % Change -10.2% -6.0% 16.3% 0.0%~~

~~Transfers-ln from Other Funds 10,000 15,000 0.0%~~

~~TOTAL SOURCES $ 22,213 $ 25,968 $ 10,315 $ 12,000 $ 12,000 100.0%~~

~~Year-to-Year % Change 16.9% -60.3% 16.3% 0.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ $ 0,0%~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating 9,167 12,541 15,958 16,000 12,000 100,0%~~

~~Capital Expenditures 49,541 25,810 12,000 - - 0.0%~~

~~TOTAL EXPENDITURES 58,708 38,351 27,958 16,000 12,000 100.0%~~

~~Year-to-Year % Change -34.7% -27.1% -42.8% -25.0%~~

~~Transfers-Out to Other Funds 0.0%~~

~~TOTAL USES $ 58,708 $ 38,351 $ 27,958 $ 16,000 $ 12,000 100.0%~~

~~Year-to-Year % Change -34.7% -27.1% -42,8% -25.0%~~

~~115 Montrose Countv Budget Conservation Trust Fund~~

~~FUND OVERVIEW:~~

~~The Conservation Trust Fund is a Special Revenue Fund used to account for the County's allocation of Lottery Fund proceeds distributed by the State of Colorado and the interest income thereon.~~

The use of these resources are restricted by the State and can only be used for the acquisition, development and maintenance of new and existing parks and recreational sites. These resources have historically been utilized for improvements to, and the maintenance of, the Montrose County Fairgrounds.

~~$120,000~~

~~$100,000~~

~~$80,000~~

~~$60,000~~

~~$40,000~~

~~•$20,000 -[ ------— - - - - -~~

~~2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Ciiange FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 45,045 $ 97,676 $ 72,220 $ 69,330 S 60,035~~

~~Total Sources 132,831 124,915 118,410 120,705 120,000 -0.6% Total Uses 80,200 150,371 121,300 130,000 120,000 -7.7% NET: Source (Use) of Funds 52,631 (25,456) (2,890) (9,295) - Audit Adjustments~~

~~ENDING FUND BALANCE $ 97,676 $ 72,220 $ 69,330 $ 60,035 $ 60,03S 0.0%~~

~~116 Montrose Countv Budget Conservation Trust Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax s $ $ $ ^••>-' 0.0%~~

~~Sales Tax - _ A:A-A 0.0%~~

~~Specific Ownership Tax - - _ • . • w ••: 0.0%~~

~~Use Tax - 0.0%~~

~~Other Tax Revenue - _ - 0.0%~~

~~Licenses & Permits - 0.0%~~

~~Federal Revenue 0.0%~~

~~State Revenue 130,436 123,305 117,540 120,000 119,500 99.6%~~

~~Other Intergovernmental - _ 0.0%~~

~~Charges For Services - _ 0.0%~~

~~Other Revenue 2,395 1,610 870 705 500 0.4%~~

~~Internal Charges - - - - 0.0%~~

~~Subtotal: Revenue 132,831 124,915 118,410 120,705 120,000 100.0% Year-to-Year % Change -6.0% -5.2% 1.9% -0^6%~~

~~Transfers-ln from Other Funds 0.0%~~

~~TOTAL SOURCES $ 132,831 $ 124,915 $ 118,410 $ 120,705 $ 120,000 100.0%~~

~~Year-to-Year % Change -6.0% -5.2% 1.9% -0.6%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ 0.0%~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating 10,000 10,000 9,700 10,000 - 0.0%~~

~~Capital Expenditures - - - - 0.0%~~

~~TOTAL EXPENDITURES 10,000 10,000 9,700 10,000 0.0%~~

~~Year-to-Year % Change 0.0% -3.0% 3.1% -100.0%~~

~~Transfers-Out to Other Funds 70,200 140,371 111,600 120,000 120,000 100.0%~~

~~TOTAL USES $ 80,200 $ 150,371 $ 121,300 $ 130,000 $ 120,000 100.0%~~

~~Year-to-Year % Change 87.5% -19.3% 7.2% -7.7%~~

~~117 Montrose Countv Budget Tabor Emergency Reserve Fund~~

~~FUND OVERVIEW:~~

The Tabor Emergencv Reserve Fund was established in 2010 to set-aside in a separate accounting fund, the fund balance reserve required by Article X, Section 20 (Tabor Amendment), Subsection 5, ofthe Colorado Constitution.

The text of the amendment reads as follows:: "To use for declared emergencies only, each district shall reserve for 1993 1% or more, for 1994 2% or more, and for all later years 3% or more of its fiscal year spending excluding bonded debt service. Unused reserves apply to the next year's reserve."

Due to the GASB-54 pronouncement, it was determined this fund did not meet the criteria for designation as a separate accounting fund. Consequently, the balance in this fund has been transferred to the General Fund where the appropriate amount will be reflected as a separate "Reserved" Fund Balance.

~~Fund Balance History~~

~~$1,600,000~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

Beginning Fund Balance $ 152,990 $ 152,990 S 152,990 $ 1,500,000 $ Total Sources - - 1,347,010 - - 0.0% Total Uses - - - 1,500,000 - -100,0% NET; Source (Use) of Funds - - 1,347,010 (1,500,000) Audit Adjustments

~~ENDING FUND BALANCE $ 152,990 $ 152,990 $ 1,500,000 $ n/a~~

~~118 IVIontrose Countv Budget Tabor Emergency Reserve Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ •$••.•,.•.. "•~~

~~Sales Tax~~

~~Specific Ow/nership Tax _ _~~

~~Use Tax - _ _ -~~

~~Other Tax Revenue - _ - •m-~~

~~Licenses & Permits _ _ _~~

~~Federal Revenue -~~

~~State Revenue - •' ^ ;~~

~~Other Intergovernmental - _ 'm'~~

~~Charges For Services - _ - ' • '"~~

~~Other Revenue - - _ . ..'.»~~

~~Internal Charges - -~~

~~Subtotal; Revenue~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Transfers-ln from Other Funds 1347,010~~

~~TOTAL SOURCES $ $ $ 1,347,010 $~~

~~Year-to-Year % Change 0.0% 0.0% -100.0% 0.0%~~

~~2011 Revised 2012 Adopted % OfTotal USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ s $ $ $~~

~~Year-to-Year % Change 0.0% 0.0% 0,0% 0.0%~~

~~Non-Personnel Operating - - - - -~~

~~Capital Expenditures - - - - -~~

~~TOTAL EXPENDITURES - - - - -~~

~~Year-to-Year % Change 0.0% 0,0% 0,0% 0.0%~~

~~Transfers-Out to Other Funds - - - 1,500,000 \ •~~

~~TOTAL USES $ $ $ $ 1,500,000~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% -100.0%~~

~~119 IVIontrose Countv Budget Impact Fee Fund~~

~~FUND OVERVIEW:~~

~~The Impact Fee Fund, established in 2008, is used to account for fees collected through the land development and construction permitting processes.~~

~~These resources are designated to partially offset the cost of future capital improvements which are needed resulting from the impact of development and construction activity.~~

~~In response to the economic downturn; in 2010 the BOCC decided to suspend the collection of impact fees in an effort to ease the burden on development activities.~~

~~$700,000~~

~~$600,000 -~~

~~$.500,000 •~~

~~$400,000 -i~~

~~$300,000 -~~

~~$200,000~~

~~$100,000~~

~~$-1 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

Beginning Fund Balance $ $ 207,565 $ 353,285 $ 467,474 $ 577,659 Total Sources 207,665 145,619 114,190 110,185 -100.0% Total Uses - - - - - 0.0% NET: Source (Use) of Funds 207,665 145,619 114,190 110,185 - Audit Adjustments

~~ENDING FUND BALANCE $ 207,665 $ 353,285 $ 467,474 $ 577,659 $ 577,659 0.0%~~

~~120 Montrose Countv Budget Impact Fee Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax s $ $ $~~

~~Sales Tax -~~

~~Specific Ow/nership Tax - _~~

~~Use Tax - _~~

~~Other Tax Revenue -~~

~~Licenses & Permits 206,508 145,195 113,972 110,000~~

~~Federal Revenue -~~

~~State Revenue -~~

~~Other Intergovernmental~~

~~Charges For Services~~

~~Other Revenue 1,157 424 218 185~~

~~Internal Charges - - - _ .~~

~~Subtotal: Revenue 207,665 145,619 114,190 110,185~~

~~Year-to-Year % Change -29.9% -21.6% -3.5% -100.0%~~

~~Transfers-ln from Other Funds~~

~~TOTAL SOURCES $ 207,665 $ 145,619 $ 114,190 $ 110,185~~

~~Year-to-Year % Change -29.9% -21.6% -3,5% -100.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ $:~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating - - - - -~~

~~Capital Expenditures - - - - -~~

~~TOTAL EXPENDITURES~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Transfers-Out to Other Funds~~

~~TOTAL USES $ $ $ $ $~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~121 Montrose Countv Budget Local Public Health Fund~~

~~FUND OVERVIEW:~~

The Local Public Health Fund was established in 2009 as required by the State of Colorado. With the passage of Senate Bill 08-194, the Colorado Public Health Reauthorization Act (the Act), effective July 1, 2008, state and local public health agencies were charged with establishing state and local public health plans that set priorities for the public health system in Colorado.

The Act requires all Colorado counties to establish a local public health agency fund to which shall be credited: • Any moneys appropriated from a county general fund for public health programs or initiatives, and • Any moneys received from state or federal appropriations or any other gifts, grants, donations or fees for local public health purposes, and • Assure that moneys from the fund shall be expended only for purposes of Part 5 of the Act. All claims or demands against the fund must be certified by the local public health director and the local board of health.

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

Beginning Fund Balance $ $ $ 283,551 $ 490,922 $ 410,429 Total Sources - 2,484,870 2,402,916 2,104,243 1,893,880 -10.0% Total Uses - 2,201,220 2,195,644 2,184,736 1,939,372 -11,2% NET: Source (Use) of Funds - 283,651 207,272 (80,493) (45,492) Audit Adjustments

~~ENDING FUND BALANCE $ $ 283,651 $ 490,922 $ 410,429 $ 364,937 -11.1%~~

~~122 Montrose Countv Budget Local Public Health Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ $ 0.0%~~

~~Sales Tax - ». 0.0%~~

~~Specific Ownership Tax - 0.0%~~

~~Use Tax _ _ 0.0%~~

~~Other Tax Revenue - _ _ 0.0%~~

~~Licenses & Permits - 67,686 103,768 92,000 98,000 5.2%~~

~~Federal Revenue _ 806,740 817,922 726,100 751,800 39.7%~~

~~State Revenue - 369,896 400,633 405,018 312,000 16,5%~~

~~Other Intergovernmental - 68,344 62,286 42,225 20,600 1.1%~~

~~Charges For Services - 161,721 124,823 145,950 118,770 6,3%~~

~~Other Revenue - 17,635 16,863 15,400 42,710 2.3%~~

~~Internal Charges - 142,848 76,621 77,550 0,0%~~

~~Subtotal: Revenue 1,634,870 1,602,916 1,504,243 1,343,880 71,0% Year-to-Year % Change 0.0% -2.0% -6.2%~~

~~Transfers-ln from Other Funds 850,000 800,000 600,000 550,000 29.0%~~

~~TOTAL SOURCES $ $ 2,484,870 $ 2,402,916 $ 2,104,243 $ 1,893,880 100.0%~~

~~Year-to-Year % Change 0.0% -3.3% -12.4% -10.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ S 1,605,971 $ 1,525,608 $ 1,476,276 $ 1,382,976 71.3%~~

~~Year-to-Year % Change 0.0% -5.0% -3.2% -6,3%~~

~~Non-Personnel Operating - 562,500 648,213 688,779 556,396 28.7%~~

~~Capital Expenditures - 32,749 21,823 19,681 0,0%~~

~~TOTAL EXPENDITURES 2,201,220 2,195,644 2,184,736 1,939,372 100.0%~~

~~Year-to-Year % Change 0,0% -0.3% -0.5% -11.2%~~

~~Transfers-Out to Other Funds 0,0%~~

~~TOTAL USES $ $ 2,201,220 $ 2,195,544 $ 2,184,736 $ 1,939,372 100.0%~~

~~Year-to-Year % Change 0.0% -0.3% -0.5% -11.2%~~

~~123 Montrose Countv Budget Public Safety Sales Tax Fund~~

~~FUND OVERVIEW:~~

The Public Safetv Sales Tax Fund is used to account for the resources collected from the voter approved 0.75% Public Safety Sales Tax. In accordance with the provisions of the enacting resolution, 70% of the sales tax collected is allocated to the Sheriff's Department. The remaining 30% is directed for other public safety programs which include; Montrose County's share of District Attorney's budget, the Coroner's Office, and the County's contribution for ambulance services and rural medical clinics.

Prior to 2012 only about 40% of the Sheriff Department's expenditures were accounted for in this fund, Beginninngin 2012, in an effort to simplify the budget and accounting processess and provide greater transparency, the portion of the SO's budget that was in the General Fund has been moved to the Public Safety Sales Tax Fund.

~~The General Fund will maintain its historical level of funding to the Sheriff's Department through a trasfer to the PSST Fund.~~

~~Fund Balance Historv~~

~~$1,600,000~~

~~$1,369,635 $1,400,000~~

~~$1,339,355 $1,200,000~~

~~$1,000,000~~

~~$800,000~~

~~$600,000~~

~~$400,000~~

~~$200,000~~

~~$- 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ S 827,847 $ 1,043,114 $ 1,369,635 $ 1,277,728~~

Total Sources 5,753,135 4,986,850 5,196,140 5,004,680 10,527,438 110.4% Total Uses 4,840,072 4,771,583 4,869,619 5,096,587 10,465,811 105.3% NET: Source (Use) of Funds 913,064 215,267 326,521 (91,907) 61,627 Audit Adjustments (85,217) (1)

~~ENDING FUND BALANCE $ 827,847 $ 1,043,114 $ 1,369,635 $ 1,277,728 $ 1,339,355 4.8%~~

~~124 Montrose Countv Budget Public Safety Sales Tax Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ 0.0% Sales Tax 4,232,015 3,938,601 3,644,810 3,482,000 3,661,000 34.8% Specific Ow/nership Tax - - - - 0.0% Use Tax - - - - 0.0%~~

Other Tax Revenue - - - - • 0.0% Licenses & Permits - - - - 20,000 0.2% Federal Revenue 14,309 1,669 - 11,600 12,500 0.1% State Revenue 10,116 1,183 4,832 - 111,071 1.1% Other Intergovernmental 94,370 96,379 122,504 102,500 871,100 8.3% Charges For Services - 404 - - 270,350 2.6% Other Revenue 19,962 3,608 53,575 36,580 3,500 0.0% Internal Charges 7,496 64,220 94,642 97,000 . • . 0.0% Subtotal: Revenue 4,378,268 4,106,063 3,920,362 3,729,680 4,949,521 47.0% Year-to-Year % Change -6.2% -4.5% -4.9% 32.7% Transfers-ln from Other Funds 1,374,869 880,787 1,275,778 1,275,000 5,577,917 53,0% TOTAL SOURCES $ 5,753,136 $ 4,986,850 $ 5,196,140 $ 5,004,680 $ 10,527,438 100.0% Year-to-Year % Change -13.3% 4.2% -3.7%

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

Personnel Expense $ 2,111,206 S 2,714,253 $ 2,911,941 $ 2,983,164 $ 7,051,189 67.4% Year-to-Year % Change 28.6% 7,3% 2.4% 135.4% Non-Personnel Operating 2,209,513 1,772,121 1,811,422 1,980,254 3,414,622 32.6%

~~Capital Expenditures 519,353 285,209 146,257 133,170 . 0,0% TOTAL EXPENDITURES 4,840,072 4,771,583 4,869,619 5,096,587 10,465,811 100.0%~~

~~Year-to-Year % Change -1,4% 2.1% 4.7% 105.3% Transfers-Out to Other Funds 0.0%~~

~~TOTAL USES $ 4,840,072 $ 4,771,583 $ 4,869,619 $ 5,096,587 $ 10,465,811 100.0%~~

~~Year-to-Year % Change -1.4% 2.1% 4.7% 105.3%~~

~~EXPENDITURES BY 2011 Revised 2012 Adopted % Of Total 2008 Actual 2009 Actual 2010 Actual DEPARTMENT Budget Budget 2012 Budget~~

~~Coroner $ 121,715 $ 123,704 S 156,253 $ 156,903 $ 157,168 1,5% Year-to-Year % Change 1,6% 26.3% 0.4% 0.2%~~

District Attorney 555,206 607,628 594,916 602,753 602,753 5.8% Year-to-Year % Change 9.4% -2.1% 1.3% 0.0% Sheriff 3,671,128 3,553,334 3,728,325 3,923,555 8,699,273 83.1% Year-to-Year % Change -3.2% 4.9% 5.2% IZI.7%

~~Community Programs 410,000 410,750 315,000 315,000 315,000 3.0% Year-to-Year % Change 0.2% -23.3% 0,0% 0.0%~~

~~Facilities - 477,917 4.6% Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Departmental 82,024 76,167 75,126 98,376 213,700 2,0% Year-to-Year % Change -7.1% -1.4% 30.9% 117.2%~~

~~TOTAL EXPENDITURES 4,840,072 4,771,583 4,869,619 5,096,587 10,465,811 100.0%~~

~~125 Montrose Countv Budget Road & Bridge Fund~~

~~FUND OVERVIEW:~~

~~The Road & Bridge Fund is used to account for the revenue and expenditures associated with the Road & Bridge Department.~~

The fund's primarv sources of revenue include: * Revenue collected from the voter approved 1.00% Road & Bridge Sales & Use Tax, ••Specific Ownership Tax, ••State shared HUTF and FASTER program revenue, and ••Federal funds.

The Road & Bridge Fund contains most all ofthe expenditures associated with the maintenance, improvements, and expansion ofthe vast network of transportation infrastructure within the unincorporated area of Montrose County.

~~Fund Balance Historv~~

~~$6,000,000~~

~~$5,000,000~~

~~$4,000,000~~

~~$3,000,000~~

~~$2,000,000~~

~~$1,000,000~~

~~$- 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 3,446,726 $ 5,090,562 $ 4,714,184 $ 5,207,958 $ 4,350,552~~

~~Total Sources 11,688,444 11,074,183 11,718,076 11,478,035 10,971,155 -4,4% Total Uses 9,927,328 11,450,561 11,224,292 12,335,451 11,193,916 -9.3%~~

~~NET: Source (Use) of Funds 1,761,116 (376,378) 493,784 (857,416) (222,761) Audit Adjustments (117,280)~~

~~ENDING FUND BALANCE $ 5,090,562 $ 4,714,184 $ 5,207,968 $ 4,350,552 $ 4,127,791 -5.1%~~

~~126 IVIontrose Countv Budget Road & Bridge Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax S 56,007 $ 59,925 $ 64,581 $ 70,000 s 0.0%~~

~~Sales Tax 5,172,154 4,845,307 5,109,162 4,812,000 4,867,000 44,4%~~

~~Specific Ow/nership Tax 564,285 538,503 448,632 490,000 490,000 4,5%~~

~~Use Tax 596,928 471,081 443,494 469,000 469,000 4,3%~~

~~Other Tax Revenue 204 667 387 250 0,0%~~

~~Licenses & Permits - - " 0.0%~~

~~Federal Revenue 1,236,760 536,685 454,938 394,000 441,251 4.0%~~

~~State Revenue 3,937,071 3,884,544 4,407,579 5,008,206 4,597,604 41.9%~~

~~Other Intergovernmental 5,148 2,706 3,120 1,500 22,500 0.2%~~

~~Charges For Services 25,628 39,885 17,881 12,650 7,800 0.1%~~

~~Other Revenue 87,861 689,541 417,843 24,979 76,000 0.7%~~

~~Internal Charges 6,396 5,340 350,460 195,450 ,•:,'".:",'••..;• ".• ' 0,0%~~

~~Subtotal: Revenue 11,588,444 11,074,183 11,718,076 11,478,035 10,971,155 100.0%~~

~~Year-to-Year % Change -5,3% 5.8% -2.0% -4.4%~~

~~Transfers-ln from Other Funds 0.0%~~

~~TOTAL SOURCES $ 11,688,444 $ 11,074,183 $ 11,718,076 $ 11,478,035 $ 10,971,155 100.0%~~

~~Year-to-Year % Change -5.3% 5.8% -2.0% -4.4% ..- - -~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ 2,446,444 $ 3,923,377 $ 3,215,660 $ 4,121,811 $ 3,645,420 32.6%~~

~~Year-to-Year % Change 60.4% -18.0% 28.2%~~

~~Non-Personnel Operating 2,414,566 5,463,886 3,247,159 6,385,700 4,969,928 44.4%~~

~~Capital Expenditures 5,031,940 1,824,492 4,455,305 1,827,940 2,178,568 19.5%~~

~~TOTAL EXPENDITURES 9,892,950 11,211,755 10,918,134 12,335,451 10,793,916 96.4%~~

~~Year-to-Year % Change 13.3% -2.6% 13,0% -12.5%~~

~~Transfers-Out to Other Funds 34,378 238,806 306,158 400,000 3.5%~~

~~TOTAL USES $ 9,927,328 $ 11,450,561 $ 11,224,292 $ 12,335,451 $ 11,193,916 100.0%~~

~~Year-to-Year % Change 15.3% -2.0% 9,9% -9.3%~~

~~127 Montrose Countv Budget JC - Sales & Use Tax Fund~~

~~FUND OVERVIEW:~~

~~The Justice Center (JC) Sales & Use Tax Fund was used to account for the resources remaining from the previous Justice Center Sales Tax which sunset in 2006.~~

Pusuant to GASB-54, the remaining funds are being transferred to the General Fund in 2011. These funds will be reserved to offset the costs associated with the maintenance of the portion of the Justice Center utilized by the courts.

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 4,738,111 $ 3,663,127 $ 2,801,190 $ 2,207,582~~

~~Total Sources 125,016 38,306 6,243 88,138 _ -100.0% Total Uses 1,199,999 900,243 599,850 2,295,720 -100.0% NET: Source (Use) of Funds (1,074,983) (861,937) (593,607) (2,207,582) -~~

~~Audit Adjustments (1) (1)~~

~~ENDING FUND BALANCE $ 3,663,127 $ 2,801,190 $ 2,207,582 s~~

~~128 Montrose Countv Budget JC - Sales & Use Tax Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ s $ s~~

~~Sales Tax 393 24,285 86,172~~

~~Specific Ow/nership Tax - _ -~~

~~Use Tax -~~

~~Other Tax Revenue -~~

~~Licenses & Permits - _~~

~~Federal Revenue - „ AAA:::-.~~

~~State Revenue - _~~

~~Other Intergovernmental -~~

~~Charges For Services - _~~

~~Other Revenue 124,623 14,021 6,243 1,966~~

~~Internal Charges - - - _~~

~~Subtotal: Revenue 125,016 38,306 6,243 88,138~~

~~Year-to-Year % Change -69.4% -83.7% 1311.9% -100.0%~~

~~Transfers-ln from Other Funds~~

~~TOTAL SOURCES $ 125,016 $ 38,306 $ 6,243 $ 88,138~~

~~Year-to-Year % Change -69.4% -83.7% 1311.9% -100.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense s $ $ $ $~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating 393 243 - 2,360 -~~

~~Capital Expenditures - - - - -~~

~~TOTAL EXPENDITURES 393 243 - 2,360 -~~

~~Year-to-Year % Change -38.2% -100.0% 0,0% -100:0%~~

~~Transfers-Out to Other Funds 1,199,606 900,000 599,850 2,293,360 -~~

~~TOTAL USES $ 1,199,999 $ 900,243 $ 599,850 $ 2,295,720~~

~~Year-to-Year % Change -25.0% -33.4% 282.7% -100.0%~~

~~129 Montrose Countv Budget Social Services Fund~~

~~FUND OVERVIEW:~~

~~The Social Services Fund is used to account for all the social services and progranns, outside of public health programs, provided by the County to the public.~~

The primary programs and services provided include: Temporary Aide to Needy Families (TANF), Child Welfare, Employment First, Child Support Enforcement, low Income Energy Assistance (LEAP), Adult Protection, and Veterans Affairs.

~~Primary funding sources include: Federal Pass-thru's (50%), the State of Colorado (25%), and County Property Tax (20%).~~

~~Fund Balance Historv~~

~~$1,000,000~~

~~$1,400,000 • - - •~~

~~$1,200,000 ;~~

~~$1,000,000 -~~

~~$800,000~~

~~$600,000 H —~~

~~$400,000 - —~~

~~$200,000 • -~~

~~2008 2009 2010 2011 2012~~

•

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 1,910,630 $ 1,483,719 $ 1,280,139 $ 1,154,640 $ 1,079,881~~

Total Sources 5,840,586 6,819,481 6,767,256 6,547,675 5,505,750 -15.9% Total Uses 6,118,487 7,023,061 6,892,755 6,622,434 5,656,185 -14.5% NET: Source (Use) of Funds (277,900) (203,580) (125,499) (74,759) (150,435) Audit Adjustments (149,011)

~~ENDING FUND BALANCE $ 1,483,719 $ 1,280,139 $ 1,154,540 $ 1,079,881 $ 929,446 -13.9%~~

~~130 Montrose Countv Budget Social Services Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ 964,675 $ 1,123,653 $ 1,291,219 $ 1,281,000 $ 1,164,000 21,1%~~

~~Sales Tax - 0.0%~~

~~Specific Ownership Tax - 0.0%~~

~~Use Tax - 0.0%~~

~~Other Tax Revenue 3,489 11,926 7,661 2,000 2,000 0.0%~~

~~Licenses & Permits - - 2,000 0.0%~~

~~Federal Revenue 3,112,595 3,622,451 3,370,130 3,299,600 2,764,750 50.2%~~

~~State Revenue 1,396,995 1,656,031 1,616,964 1,635,900 1,387,300 25.2%~~

~~Other Intergovernmental 58,181 70,203 165,645 105,635 14,500 0.3%~~

~~Charges For Services 38,843 26,631 33,360 38,300 36,100 0,7%~~

~~Other Revenue 91,085 144,887 115,753 38,000 135,100 2,5%~~

~~Internal Charges 174,723 163,698 166,525 147,240 0.0%~~

~~Subtotal; Revenue 5,840,586 6,819,481 6,767,256 6,547,675 5,505,750 100,0% Year-to-Year % Change 16.8% -0.8% -3.2% ^ -15.9%~~

~~Transfers-ln from Other Funds 0,0%~~

~~TOTAL SOURCES $ 5,840,586 $ 6,819,481 $ 6,767,256 $ 6,547,675 $ 5,505,750 100,0%~~

~~Year-to-Year % Change 16.8% -0.8% -3,2% ;-l5i9%~~

~~2011 Revised 2012 Adopted % OfTotal USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ 3,943,156 S 4,656,398 $ 4,642,698 $ 4,535,971 $ 3,937,643 69.5%~~

~~Year-to-Year % Change 18.1% -0,3% -2.3% -13.2%~~

~~Non-Personnel Operating 2,082,504 2,281,891 2,028,689 2,072,413 1,618,542 28.6%~~

~~Capital Expenditures 92,817 84,772 23,368 14,050 - 0.0%~~

~~TOTAL EXPENDITURES 6,118,487 7,023,061 6,694,755 6,622,434 5,556,185 98,2%~~

~~Year-to-Year % Change 14.8% -4,7% -1.1% -16.1%~~

~~Transfers-Out to Other Funds 198,000 100,000 1,8%~~

~~TOTAL USES $ 6,118,487 $ 7,023,061 $ 6,892,755 $ 6,622,434 S 5,656,185 100,0%~~

~~Year-to-Year % Change 14.8% -1.9% -3.9% -14.6%~~

~~131 Montrose Countv Budget Solid Waste Fund~~

~~FUND OVERVIEW:~~

~~The Solid Waste Fund is used to account for revenue and expenses associated with the managennent contract at the County's landfill.~~

~~Fund Balance Historv~~

~~$1,800,000 .~~

~~$1,600,000 -~~

~~$1,400,000~~

~~$1,200,000 -~~

~~j $1,000,000 I~~

~~$800,000 ;~~

~~$600,000 i~~

~~$400,000~~

~~$200,000~~

~~$- 2008 2009 2010 2011 2012 •.'•if.iai,iiiffli'«ii.ii«..i~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 1,224,017 $ 1,300,735 $ 1,397,958 $ 1,512,916 $ 1,565,461~~

~~Total Sources 226,922 158,567 160,201 113,600 112,000 -1.4% Total Uses 150,205 61,344 45,243 61,055 54,249 -11.1%~~

~~NET: Source (Use) of Funds 76,718 97,223 114,958 52,545 57,751 Audit Adjustments~~

~~ENDING FUND BALANCE $ 1,300,735 $ 1,397,958 $ 1,512,916 $ 1,565,461 $ 1,623,212 3.7%~~

~~132 Montrose Countv Budget Solid Waste Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ 0,0%~~

~~Sales Tax _ - _ 0,0%~~

~~Specific Ow/nership Tax _ 0.0%~~

~~Use Tax _ _ • ' '[ '/.- . •'^]._ 0,0%~~

~~Other Tax Revenue _ 0.0%~~

~~Licenses &. Permits - 0,0%~~

~~Federal Revenue 50,000 0.0%~~

~~State Revenue - _ - 0,0%~~

~~Other Intergovernmental 7,000 21,316 14,792 4,000 0.0%~~

~~Charges For Services 150,062 133,874 143,689 108,000 110,500 98.7%~~

~~Other Revenue 19,861 3,377 1,720 1,600 1,500 1.3%~~

~~Internal Charges - - - - - 0.0%~~

~~Subtotal; Revenue 226,922 158,567 160,201 113,600 112,000 100.0% Year-to-Year % Change -30.1% 1,0% -29,1% -1.4%~~

~~Transfers-ln from Other Funds 0.0%~~

~~TOTAL SOURCES $ 226,922 $ 158,567 $ 160,201 $ 113,600 $ 112,000 100.0%~~

~~Year-to-Year % Change -30,1% 1.0% -29.1% -1.4%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ $ 13,249 24,4%~~

~~Year-to-Year % Change 0,0% 0,0% 0,0% 0.0%~~

~~Non-Personnel Operating 150,205 61,344 45,243 61,055 41,000 75,6%~~

~~Capital Expenditures - - 0,0% - - •~~

~~TOTAL EXPENDITURES 150,205 61,344 45,243 61,055 54,249 100,0%~~

~~Year-to-Year % Change -59.2% -25,2% 35,0% •"••''";:-ll;194~~

~~Transfers-Out to Other Funds 0,0%~~

~~TOTAL USES $ 150,205 $ 61,344 $ 45,243 $ 61,055 $ 54,249 100,0%~~

~~Year-to-Year % Change -59.2% -26.2% 35.0% -11.1%~~

~~133 Montrose Countv Budget Capital Expenditures Fund~~

~~FUND OVERVIEW:~~

~~The Capital Expenditures Fund is used to accumulate resources for future capital improvement projects.~~

~~The primary funding source for capital Improvement projects is Transfers-ln fronn the General Fund.~~

~~The most significant project is the expansion and remodel of the Justice Center, estimated at $3,423,000.~~

~~Fund Balance Historv~~

~~$6,000,000~~

~~$5,000,000~~

~~$4,000,000 -~~

~~$3,000,000 -~~

~~$2,000,000~~

~~$1,000,000~~

~~2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 4,905,993 $ 5,305,993 $ 3,622,804 $ 4,201,607 $ 5,148,007~~

~~Total Sources 1,136,584 746,773 595,000 1,600,000 1,200,000 -25.0%~~

~~Total Uses 736,584 2,429,962 16,198 653,600 3,277,000 401.4%~~

~~NET: Source (Use) of Funds 400,000 (1,683,189) 578,802 946,400 (2,077,000) Audit Adjustments 1~~

~~ENDING FUND BALANCE $ 5,305,993 S 3,622,804 $ 4,201,607 $ 5,148,007 $ 3,071,007 -40.3%~~

~~134 Montrose Countv Budget Capital Expenditures Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ $ 0.0%~~

~~Sales Tax - 0.0%~~

~~Specific Ownersliip Tax - - • 0.0%~~

~~Use Tax - _ 0.0%~~

~~Other Tax Revenue - _ „ • 0.0%~~

~~Licenses & Permits - - _ 0.0%~~

~~Federal Revenue - 746,773 0.0%~~

~~State Revenue _ 0,0%~~

~~Other Intergovernmental _ 0,0%~~

~~Charges For Services 666,351 _ 0,0%~~

~~Other Revenue 0 _ 595,000 0.0%~~

~~Internal Charges - - - 0.0%~~

~~Subtotal: Revenue 666,351 746,773 595,000 0.0%~~

~~Year-to-Year % Change 12.1% -20,3% -iOO,0% #fDIV/0!~~

~~Transfers-ln from Other Funds 470,233 1,600,000 1,200,000 100.0%~~

~~TOTAL SOURCES $ 1,136,584 $ 746,773 $ 595,000 $ 1,600,000 $ 1,200,000 100.0%~~

~~Year-to-Year % Change -34.3% -20,3% 168.9% -25.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ .:$••; 0.0%~~

~~Year-to-Year % Change 0,0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating - - - - - 0.0%~~

~~Capital Expenditures 736,584 772,765 16,198 653,600 3,277,000 100.0%~~

~~TOTAL EXPENDITURES 736,584 772,765 16,198 653,600 3,277,000 100,0%~~

~~Year-to-Year % Change 4.9% -97.9% 3935.1% 401.4%~~

~~Transfers-Out to Other Funds 1,657,197 0,0%~~

~~TOTAL USES $ 736,584 $ 2,429,962 $ 16,198 $ 653,600 $ 3,277,000 100,0%~~

~~Year-to-Year % Change 229,9% -99.3% 3935.1% 401.4%~~

~~135 Montrose Countv Budget Airport Debt Service Fund~~

~~FUND OVERVIEW:~~

~~The Airport Debt Service Furid is used to account for the debt service payments for the Airport Facilities - Lease Purchase Certificates of Participation,~~

~~As of the end of the fiscal year 2011, there is a $2,905,000 outstanding principal balance which is scheduled to paid-off in 2018. The annual debt service requirement is approximately $500,000.~~

~~Payments are funded by a transfer-in from the Airport Operations Fund.~~

~~$499,000~~

~~$498,000 ,~~

~~$497,000 -~~

~~$496,000 -~~

~~$494,000~~

~~$493,000 - - - - .-r - - 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

Beginning Fund Balance $ 496,540 $ 494,989 $ 498,572 $ 497,986 $ 495,327 Total Sources 507,193 507,865 505,070 501,956 502,750 0.2% Total Uses 508,744 504,283 505,656 504,615 502,750 -0.4% NET: Source (Use) of Funds (1,551) 3,582 (586) (2,659) Audit Adjustments 1

~~ENDING FUND BALANCE $ 494,989 $ 498,572 $ 497,986 $ 495,327 $ 495,327 0.0%~~

~~136 Montrose Countv Budget Airport Debt Service Fund~~

~~2011 Revised 2012 Adopted % OfTotal SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ 0,0%~~

~~Sales Tax - - - _ 0.0%~~

~~Specific Ownership Tax - 0,0%~~

~~Use Tax - _ 0,0%~~

~~Other Tax Revenue - _ 0.0%~~

~~Licenses & Permits - 0,0%~~

~~Federal Revenue - _ _ 0,0%~~

~~State Revenue - - 0.0%~~

~~Other Intergovernmental - 0,0%~~

~~Charges For Services - _ 0,0%~~

~~Other Revenue 11,104 4,468 70 1,956 - 0.0%~~

~~Internal Charges - - - - - 0.0%~~

~~Subtotal; Revenue 11,104 4,468 70 1,956 0.0%~~

~~Year-to-Year % Change -59.8% -98.4% 2706.3% -100.0%~~

~~Transfers-ln from Other Funds 496,089 503,398 505,000 500,000 502,750 100.0%~~

~~TOTAL SOURCES $ 507,193 $ 507,865 $ 505,070 S 501,956 $ 502,750 100.0%~~

~~Year-to-Year % Change 0,1% -0.6% -0.6% 0.2%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ s $ 0,0%~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~Non-Personnel Operating 508,744 504,283 505,656 504,615 502,750 100,0%~~

~~Capital Expenditures - - - - - 0,0%~~

~~TOTAL EXPENDITURES 508,744 504,283 505,656 504,615 502,750 100.0%~~

~~Year-to-Year % Change -0.9% 0,3% -0,2% -0.4%~~

~~Transfers-Out to Other Funds 0.0%~~

~~TOTAL USES $ 508,744 $ 504,283 $ 505,656 $ 504,615 $ 502,750 100.0%~~

~~Year-to-Year % Change -0,9% 0.3% -0,2% -0.4%~~

~~137 Montrose Countv Budget Airport Operations Fund~~

~~FUND OVERVIEW:~~

The Airport Operations Fund is the County's sole enterprise/proprietary fund. The Airport is a business type activity whereby its operations are funded primarily by charges for services, rather than the County's general government taxes.

~~This fund accounts for the County's airports in Montrose (Montrose Regional Airport) and Nucla (Hopkins Field Airport) which provide services for both commercial and general aviation.~~

While charges for services are the source of revenue covering the operation of the airports, grant revenue from both the Federal and State governments fund 95% ofthe capital improvements at the airports.

~~Fund Balance Historv~~

~~$1,600,000~~

~~$1,400,000~~

~~$1,200,000~~

~~$1,000,000~~

~~$800,000~~

~~$600,000~~

~~$400,000~~

~~$200,000~~

~~$- 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ 1,211,747 $ 928,383 $ 1,369,569 $ 1,150,128 $ 1,165,012~~

Total Sources 3,011,805 6,153,694 5,236,613 11,178,269 6,374,310 -43.0% Total Uses 3,285,996 5,940,340 5,457,006 11,163,385 6,907,768 -38.1% NET: Source (Use) of Funds (274,192) 213,354 (220,393) 14,884 (533,458) Audit Adjustments (9,173) 227,832 952

~~ENDING FUND BALANCE $ 928,383 $ 1,369,569 $ 1,150,128 $ 1,165,012 $ 631 554 -45.8%~~

~~138 Montrose Countv Budget Airport Operations Fund~~

~~2011 Revised 2012 Adopted % OfTotal SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ $ 0.0%~~

~~Sales Tax _ 0.0%~~

~~Specific Ownership Tax - _ 0.0%~~

~~Use Tax - - - 0.0%~~

~~Other Tax Revenue - 0.0%~~

~~Licenses &. Permits 0.0%~~

~~Federal Revenue 249,825 996,685 2,003,861 7,309,728 3,703,328 58.1%~~

~~State Revenue 45,891 155,531 304,052 1,053,775 96,272 1.5%~~

~~Other Intergovernmental 410,587 _ 102,647 _ • • ' . ."•J- • 0,0%~~

~~Charges For Services 2,120,272 2,417,761 2,466,392 2,498,255 2,458,630 38.6%~~

~~Other Revenue 185,230 181,519 159,662 116,511 116,080 1,8%~~

~~Internal Charges - - - - 0.0%~~

~~Subtotal; Revenue 3,011,805 3,751,497 5,036,613 10,978,269 6,374,310 100.0% Year-to-Year % Change 24.6% 34,3% 118.0% -41.9%~~

~~Transfers-ln from Other Funds 2,402,197 200,000 200,000 0.0%~~

~~TOTAL SOURCES $ 3,011,805 $ 6,153,694 $ 5,236,613 $ 11,178,269 S 6,374,310 100.0%~~

~~Year-to-Year % Change 104.3% -14.9% 113.5% -43.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense S 670,325 $ 749,881 $ 804,004 $ 798,228 $ 919,228 13.3%~~

~~Year-to-Year % Change 11.9% 7.2% -0.7% 15.2%~~

~~Non-Personnel Operating 1,917,271 1,292,829 1,462,208 1,380,974 1,547,418 22,4%~~

~~Capital Expenditures 252,311 3,444,233 2,740,794 8,484,183 3,938,372 57.0%~~

~~TOTAL EXPENDITURES 2,839,907 5,486,942 5,007,006 10,663,385 6,405,018 92.7%~~

~~Year-to-Year % Change 93.2% -8.7% 113.0% -39.9%~~

~~Transfers-Out to Other Funds 446,089 453,398 450,000 500,000 502,750 7.3%~~

~~TOTAL USES $ 3,285,996 $ 5,940,340 $ 5,457,006 $ 11,163,385 $ 6,907,768 100.0%~~

~~Year-to-Year % Change 80.8% -8.1% 104.6% -38.1%~~

~~139 Montrose County Budget Fleet Services Fund~~

~~FUND OVERVIEW:~~

The Fleet Services Fund has been established as an Internal Service Fund beginning in 2012. The purpose of this fund Is to account for all costs associated with operating and maintaining the County's fleet of vehicles and equipment. This fund will operate on a breakeven basis as each department will be charged their pro-rata share of the total cost.

The intent, in the near future, is to also utilize this fund to accrue for the replacement of the County's "light fleet" vehicles and equipment. This funding mechanism will assure that adequate funds are available to replace individual vehicles when warranted based on lifecycle costing.

~~Fund Balance Historv 1~~

~~$1,200,000~~

~~$1,000,000~~

~~$800,000~~

~~$600,000~~

~~$400,000~~

~~$200,000~~

~~$- 2008 2009 2010 2011 2012~~

~~2011 Revised 2012 Adopted % Change FUND SUMMARY 2008 Actual 2009 Actual 2010 Actual Budget Budget 2011-to-2012~~

~~Beginning Fund Balance $ $ $ $ S Total Sources - - - - 3,706,766 0.0%~~

~~Total Uses - - - - 2,577,768 0,0% NET; Source (Use) of Funds - - - - 1,128,998 Audit Adjustments - - -~~

~~ENDING FUND BALANCE s $ $ $ $ 1,128,998 0.0%~~

~~140 Montrose Countv Budget Fleet Services Fund~~

~~2011 Revised 2012 Adopted % Of Total SOURCES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Property Tax $ $ $ $ 0.0%~~

~~Sales Tax - _ 0.0%~~

~~Specific Ow/nership Tax - 0.0%~~

~~Use Tax 0,0%~~

~~Other Tax Revenue - _ 0,0%~~

~~Licenses & Permits _ - 0.0%~~

~~Federal Revenue - - _ 0.0%~~

~~State Revenue - 0.0%~~

~~Other Intergovernmental - - 0,0%~~

~~Charges For Services - 0.0%~~

~~Other Revenue - - 0.0%~~

~~Internal Charges - 2,206,766 59.5%~~

~~Subtotal: Revenue 2,206,766 59.5%~~

~~Year-to-Year % Change 0,0% 0.0% 0.0% 0.0%~~

~~Transfers-in from Other Funds 1,500,000 40.5%~~

~~TOTAL SOURCES $ $ $ $ $ 3,706,766 100.0%~~

~~Year-to-Year % Change 0.0% 0.0% 0.0% 0.0%~~

~~2011 Revised 2012 Adopted % Of Total USES BY TYPE 2008 Actual 2009 Actual 2010 Actual Budget Budget 2012 Budget~~

~~Personnel Expense $ $ $ $ $ 602,633 23.4%~~

~~Year-to-Year % Change 0.0% 0,0% 0.0% 0.0%~~

~~Non-Personnel Operating - - - - 1,589,135 61.6%~~

~~Capital Expenditures - - - - 386,000 15.0%~~

~~TOTAL EXPENDITURES - - - - 2,577,768 100.0%~~

~~Year-to-Year % Change 0,0% 0.0% 0.0% 0 0%~~

~~Transfers-Out to Other Funds - - - - - 0.0%~~

~~TOTAL USES $ $ $ $ $ 2,577,768 100.0%~~

~~Year-to-Year % Change 0,0% 0.0% 0.0% 0.0%~~

~~141 IVIontrose Countv FINANCIAL SUMMARY, BY FUND~~

2012 Original Budget Beginning Transfers-ln Transfers-Out Net Ending Fund From Other Total To Other Total Change In Fund Fund# Baiance Revenue Funds Sources Expenditures Funds Uses Fund Baiance Baiance

~~GENERAL GOVERNMENT~~

100 Genera! Fund s 16,176,909 14,933,152 120,000 15,053,152 8,958,012 8,327,917 $ 17,295,929 $ (2,242,7771 s 13,934,132 205 County clerk Technical Fund s 18,202 12,000 s 12,000 12,000 - $ 12,000 $ s 18,202 210 Conservation Trust Fund s 60,035 120,000 $ 120,000 120,000 s 120,000 s 60,035 215 Tabor Emergency Reserve Fund $ 1_ - 1_ - s i - 222 Impact Fee Fund s 577,659 s .i. i. 577,659 230 Local Public Health Fund $ 410,429 1,343,880 550,000 s 1,893,880 1,939,372 1. 1,939,372 s (45,4921 s 364,937 240 Public Safety Sales Tax Fund s 1,277,728 4,949,521 5,577,917 $ 10,527,438 10,465,811 s 10,465,811 $ 61,627 $ 1,339,355 250 Road & Bridge Fund s 4,350,552 10,971,155 s 10,971,155 10,793,916 400,000 11,193,916 (222,761) s 4,127,791 255 justice Center, Sales & Use Tax Fund i -

265 Social Services Fund 1,079,881 5,505,750 s 5,505,750 5,556,185 100,000 i_ 5,656,185 i 1150,435) s 929,446 270 Solid Waste Fund s 1,565,461 112,000 $ 112,000 54,249 54,249 $ 57,751 s.. 1,523,212 300 Capital Expenditures Fund s 5,148,007 1,200,000 $ 1,200,000 3,277,000 - s 3,277,000 $ (2,077,000) s 3,071,007

Sub: General Government $ 30,664,863 37,947,458 7,447,917 $ 45,395,375 41,066,545 8,947,917 $ 50,014,462 s (4,619,087) $ 26,045,777 ENTERPRISE ACTIVITIES 400 Airport Debt Service A. 495,327 - 502,750 1. 502,750 502,750 s 502,750 .5 L 495,327 550 Airport Operations i 1,165,012 6,374,310 $ 6,374,310 6,405,018 502,750 s 5,907,768 $ (533,458) s 631,554 601 Fleet fvianagement 5 2,206,766 1,500,000 s 3,706,766 2,577,768 $ 2,577,768 S 1,128,998 $ 1,128,998

~~Sub: Enterprise Activity s 1,660,339 8,581,076 2,002,750 10,583,826 9,485,536 502,750 s 9,988,286 s 595,540 $ 2,255,879~~

~~TOTAL: MONTROSE COUNTY $ 32,325,202 46,528,534 ^r;''.9,450;667. 55,979,201 50,552,081 : 9,450,667 60,002,748 s (4,023,547) 28,301,656~~

2011 Revised Budeet Beginning Transfers-in Transfers-Out Net Ending Fund From Other Total To Other Total change In Fund Fund 8 Balance Revenue Funds Sources Expenditures Funds Uses Fund Balance Balance

~~GENERAL GOVERNMENT~~

100 General Fund S 13,149,345 20,229,696 3,913,360 S 24,143,056 17,440,492 3,675,000 S 21,115,492 $ 3,027,564 $ 16,175,909 205 County Clerk Technical Fund S 22,202 12,000 s 12,000 16,000 S_ 16,000 1. (4,000) $ 18,202 210 Conservation Trust Fund S 69,330 120,705 S 120,705 10,000 120,000 .L 130,000 $ (9,295) s 60,035 215 Tabor Emergency Reserve Fund $ 1,500,000 i_ 1,500,000 1- 1,500,000 i (1,500,000) s 222 Impact Fee Fund S 467,474 110,185 S 110,185 - s $ 110,185 _i_ 577,659 230 Local Public Health Fund S 490,922 1,504,243 600,000 S 2,104,243 2,184,736 S 2,184,736 $ (80,493) $ 410,429 240 Public Safety Sales Tax Fund S 1,369,635 3,729,680 1,275,000 S 5,004,680 5,096,587 s 5,096,587 s (91,907) 1,277,728 250 Road & Bridge Fund S 5,207,968 11,478,035 S 11,478,035 12,335,451 i. 12,335,451 $ (857,416) 1. 4,350,552 255 Justice Center, Sales 8, Use Tax Fund S 2,207,583 88,137.80 88,138 2,360 2,293,360 2,295,720 (2,207,583) - 265 Social Services Fund J. 1,154,640 6,547,675 i_ 6,547,675 6,622,434 .1 6,622,434 $ (74,759) s 1,079,881 270 Solid Waste Fund A 1,512,916 113,600 S 113,500 61,055 i. 61,055 s 52,545 s 1,565,461 300 Capital Expenditures Fund i 4,201,607 - 1,600,000 S 1,600,000 653,600 - $ 653,600 $ 946,400 s 5,148,007

~~Sub; Genera! Government $ 31,353,622 43,933,957 7,388,360 s 51,322,317 44,422,715 7,588,360 s 52,011,075 s (688,759) s 30,664,863 ENTERPRISE ACTIVITIES~~

400 Airport Debt Service s 497,986 1,956 500,000 s 501,956 504,615 $ 504,615 $ (2,659) s 495,327 550 Airport Operations S 1,150,128 10,978,269 200,000 s 11,178,269 10,663,385 500,000 s 11,163,385 $ 14,884 $ 1,165,012

~~Sub: Enterprise Activity S 1,648,114 10,980,225 700,000 s 11,680,225 11,168,000 500,000 s 11,668,000 $ 12,225 s 1,660,339~~

~~TOTAL: MONTROSE COUNTY $ 33,001,736 54,914,182 8,088,360 '* 63,002,542 55,590,715 8,088360 $ 63,679,075 $ (676^33) 32,325,203~~

~~COMPONENT UNIT 999 Montrose Memorial Hospital S 29,977,416 75,555,693 s 75,555,693 73,128,949 s 73,128,949 s 2,426,744 32,404,160~~

~~TOTAL: ALL FUNDS $ 62,979,152 130,469,875 8,088,360 S 138,558,235 128,719,664 8,088,360 S 136,808,024 S 1,750,211 1 S 64,729,363~~

~~142 Montrose Countv FINANCIAL SUMMARY, BY FUND~~

2010 Actual Beginning Transfers-in Transfers-Out Net Ending Source: AudltediFlnahdVl Staternents Fund From Other Total To Other Total Change In Fund Fundi Balance Revenue Funds Sources Expenditures Funds Uses Fund Balance Balance GENERAL GOVERNMENT 100 General Fund S 13,757,114 18,530,250 717,608 S 19,247,857 16,675,817 3,179,788 $ 19,855,605 1 (607,769) s 13,149,345 205 County Cierk Technical Fund J 39,846 10,315 i_ 10,315 27,958 s 27,958 1, (17,643) s 22,202 210 Conservation Trust Fund S 72,220 118,410 118,410 9,700 ,L 111,600 s 121,300 1. (2,890) i- 69,330 215 Tabor Emergency Reserve Fund S 152,990 - 1,347,010 1,347,010 $ A- $ 1,347,010 i__ 1,500,000 222 Impact Fee Fund S 353,285 114,190 $ 114,190 _$_ 114,190 $ 467,474 230 Local Public Health Fund S 283,651 1,602,916 800,000 s 2,402,916 2,195,644 i 2,195,644 S 207,272 s_ 490,922 240 Public Safety Sales Tax Fund S 1,043,114 3,920,362 1,275,778 S 5,196,140 4,869,619 s 4,869,619 $ 326,521 1,369,635 250 Road Si Bridge Fund 4,714jl84 11,718,076 s 11,718,076 10,918,134 306,158 s 11,224,292 $ 493,784 5,207,968 255 Justice Center, Sales & Use Tax Fund .± 2,801,190 _6,24_3_ 6,243 599,850 599,850 i (593,607) 2,207,582 265 Social Services Fund 1,280,139 6,767,256 6,767,256 6,694,755 1. S 198,000 5,892,755 } (125,499) i_ _y54,640 270 Solid Waste Fund i 1,397,958 160,201 $ 160,201 45,243 s 45,243 i 114,958 s 1,512,916 300 Capital Expenditures Fund $ 3,622,804 595,000 $ 595,000 15,197 s 16,197 S 578,803 4,201,607

Sub; General Government $ 29,518,493 43,543,218 4,140,396 S 47,683,613 41,453,068 4,395,396 s 45,848,463 S 1,835,123 s 31,353,622 ENTERPRISE AaiVITIES 400 Airport Debt Sen/ice S 498,572 70 505,000 S 505,070 505,656 s 505,656 S (586) s 497,986 550 Airport Operations $ 1,369,569 5,036,613 200,000 S 5,236,613 5,007,006 450,000 s 5,457,006 $ (219,441) s 1,150,128 Sub: Enterprise Activity $ 1,868,141 5,036,683 705,000 $ 5,741,683 5,512,662 450,000 $ 5,962,662 $ (220,027) $ 1,648,114

~~TOTAL: MONTROSE COUNTY $ 31,386,634 48,579,901 4,845,396 63,425,297 46,965,730 4,845,396 t 51,811,126 $ 1,615,102 $ '33,ripii736~~

~~COMPONENT UNiT 999 Montrose Memorial Hospital S 27,888,024 71,296,002 S 71,296,002 69,206,610 s 69,206,610 S 2,089,392 s 29,977,416~~

~~TOTAL: All FUhlDS S 59,274,658 119,875,903 4,845(396 $ 124,721,299 116,172,340 4,845,396 S 121,017,736 s 3,704,494 s 62,979,152~~

2009 Actual Beginning Transfers-in Transfers-Out Net Ending : Source: Audited Financial Statements - Fund From other Total To Other Total Change In Fund Fund It Balance Revenue Funds Sources Expenditures Funds Uses Fund Balance Baiance GENERAL GOVERNMENT

100 General Fund i 13,375,858 19,679,466 1,279,177 20,958,643 18,036,600 2,540,787 s 20,577,387 $ 381,256 S 13,757,114 205 County Clerk Technical Fund 52,229 10,968 15,000 25,968 38,351 38,351 S (12,383) S 39,846 210 Consen/ation Trust Fund S 97,676 124,915 - 124,915 10,000 s 140,371 .L 150,371 ,1 (25456] 1 72,220 215 Contingency Fund s 152,990 - A.- S_ 152,990 222 Impact Fee Fund s 207,665 145,620 A. 145,620 A. S 145,620 S 353,285 230 Local Public Health Fund s 1,634,870 850,000 s. 2,484,870 2,201,220 s 2,201,220 s 283,651 S 283,651 240 Public Safety Sales Tax Fund 827,847 4,106,063 880,787 4,986,850 4,771,583 A.. ,s_ .1.. 4,771,583 ,1 215,267 i.. 1,043,114 250 Road & Bridge Fund 5,090,562 11,074,183 1. s,. 11,074,183 11,211,755 238,806 A. 11,450,561 1 (376,378) ..L 4,714,184 255 JC Sales & Use Tax Fund i 3,663,127 38,306 - s 38,306 243 900,000 s 900,243 S (861,937) i 2,801,190 265 Social Services Fund 1,483,719 6,819,481 s 6,819,481 7,023,061 1. 7,023,061 i (203,581) 1. 1,280,139 270 Solid Waste Fund A 1,300,735 158,567 158,567 61,344 $ 61,344 S 97,223 L 1,397,958 300 Capital Expenditures Fund s 5,305,993 746,773 s 746,773 772,765 1,657,197 i 2,429,962 S (1,683,189) i 3,622,804

~~Sub: General Government s 31,558,402 44,539,211 3,024,964 s 47,564,175 44,126,923 5,477,161 $ 49,604,084 s (2,039,908) S 29,518,493 ENTERPRISE ACTIVITIES~~

400 Airport Debt Service s 494,989 4,468 503,398 s 507,865 504,283 s 504,283 S 3,583 $ 498,572 550 Airport Operations $ 928,383 3,751,497 2,402,197 s 6,153,694 5,486,943 453,398 s 5,940,340 S 441,186 $ 1,369,569

Sub; Enterprise Activity $ 1,423,372 3,755,965 2,905,595 $ 6,661,559 5,991,225 453,398 $ 6,444,623 $ 444,769 $ 1,868,141 , TOTAL; MONJROSE COUNTY $ 32,981,774 48,295,176 5,930,558 :$ 54,225,734 50,118,148 5,930,558 s 56,048,706 $ (6595,140) 1 31,386,634

~~COMPONENT UNIT 999 Montrose Memorial Hospital s 26,744,866 67,280,124 - s 67,280,124 66,136,966 s 66,136,966 S 1,143,158 S 27,888,024~~

~~143 (This page intentionally left blank)~~

~~144 Montrose Countv FULL-TIME EMPLOYEES~~

~~All Other Depts., Internal Services, 33.30 16.50 T Facilities, 22.44 i~~

~~HHS, 89.80 Airport, 11.50~~

~~Clerk & Recorder, 18.50~~

~~PTE's PTE's 2012 Staffing~~

~~2011 2012 ChanEe % Change % of Total~~

~~Airports 12,50 11.50 -1.00 -8.0% 3.0%~~

~~Assessor 11,00 9.00 -2.00 -18.2% 2.3%~~

~~Clerk & Recorder 19.00 18.50 -0.50 -2.6% 4.8%~~

~~Coroner 0.60 0.60 0.00 0.0% 0.2%~~

~~County Administration 8.80 7.00 -1.80 -20.5% 1.8%~~

~~County Attorney 4.00 4.00 0.00 0.0% 1.0%~~

~~Facilities 25.44 22.44 -3.00 -11.8% 5.8%~~

~~Finance 8.00 8.00 0.00 0.0% 2.1%~~

~~Health & Human Services 102.08 89.80 -12.28 -12.0% 23.3%~~

~~Internal Services 19.00 16.50 -2.50 -13.2% 4.3%~~

~~Public Works 77.55 76.60 -0.95 -1.2% 19.9%~~

~~Sheriff 123.00 116.00 -7.00 -5.7% 30.2%~~

~~Surveyor 0.10 0.10 0.00 0.0% 0.0%~~

~~Treasurer & Public Trustee 5,00 4.60 -0.40 -8.0% 1.2%~~

~~TOTALS 416.07 384.64 -31.43 -7.6% 100.0%~~

~~2011 2012 Change % Change Budget Budget~~

~~Personnel Expense $ 25,470,478 $ 23,040,186 $ (2,430,292) -9.5%~~

~~145 RECEPTION*: 830546, 12/14/2011 at 01:09:06 PM, 1 OF 3, RES FRANCINE TIPTON-LONG, MONTROSE COUNTY, CO CLERK AND RECORDER~~

~~BEFORE THE BOARD OF COUNTY COMMISSIONERS OF THE COUNTY OF MONTROSE STATE OF COLORADO RESOLUTION # 53-2011~~

~~RE: 2012 BUDGET ADOPTION AND APPROPRIA TION~~

WHEREAS, the Board of County Commissioners of the County of Montrose, State of Colorado, pursuant to Section 29-1-104, C.R.S., designated and appointed Cindy Bennet, Finance and Budget Director, to prepare and submit to the Board a proposed budget for the year 2012; and

~~WHEREAS, Cindy Bennet, Finance and Budget Director, did submit a proposed budget for 2012 to the Board of County Commissioners for its consideration; and~~

WHEREAS, pursuant to Section 29-1-106, C.R.S., the Board of County Commissioners caused to be published legal notice showing that the proposed 2012 budgets below-listed were open for inspection by the public at the Montrose County Administration Office, Montrose, Colorado; that the Board of County Commissioners would consider the adoption of such proposed budgets at a meeting of the Board of County Commissioners to be held on the 14'^ day of December, 2011, at 10:30 a.m. at 320 Main Street, Nucla, Colorado via telephone conference; and that any interested elector could inspect such proposed budgets and, at any time prior to the fmal adoption and appropriation of said budgets, file or register objections to the same; and

WHEREAS, the Board of County Commissioners has in public hearing reviewed and considered the proposed 2012 budgets below-listed, and desires to formally adopt and appropriate the same as amended hereby; and

NOW, THEREFORE, BE IT RESOLVED that the Board of County Commissioners ofthe County of Montrose, State of Colorado, hereby and herewith approves, adopts and appropriates the following budget for the County for the calendar year 2012:

TABOR Fundff Fund Name Emergency Ap prqprlation Reserve 100 General Fund $ 17,295,929 $ 1,500,000 205 County Clerk Technical Fund $ 12,000 210 Conservation Trust Fund $ 120,000 230 Local Public Health Fund $ 1,939,372 240 Public Safety Sales Tax Fund $ 10,465,811 250 Road & Bridge Fund $ 11,193,916 265 Social Services Fund $ 5,656,185 270 Solid Waste Fund $ 54,249 300 Capital Expenditures Fund $ 3,277,000 400 Airport Debt Service $ 502,750 550 Airport Operations $ 6,907,768 501 Fleet Services $ 2,577,768 TOTAL

~~Appropriation Totals $ 60,002,748 S 1,500,000 $ 61,502,748~~

~~146 RECEPTION*: 830546, 12/14/2011 at 01:09:06 PM, 2 OF 3, RES FRANCINE TIPTON-LONG, MONTROSE COUNTY, CO CLERK AND RECORDER~~

~~Resolution #53-201 1 Page 2~~

~~BE IT FURTHER RESOLVED that a summary of appropriated expenditures by elected official and funds, as set forth in Exhibit A, is attached as part of this resolution.~~

~~BE IT FURTHER RESOLVED that the Finance and Budget Director shall send to the State a copy of the proposed budget finalized as adopted hereby.~~

~~Adopted this 14* day of December, 2011 by.~~

~~Montrose Board of Countv Commissioners:~~

~~lis, Chairmari~~

~~Ronald D. Henderson, Vice-Chairman~~

~~avid S. White, Commissioner~~

~~ATTEST:~~

~~Francine Tipton-Long, Clerk & Recorder~~

~~147 RECEPTION*: 830546, 12/14/2011 at 01:09:06 PM, 3 OF 3, RES FRANCINE TIPTON-LONG, MONTROSE COUNTY, CO CLERK AND RECORDER~~

~~EXHIBIT A - BUDGET ADOPTION AND APPROPRIATION~~

~~Fundff Fund Name / Elected Official • Department zm AoDfODri ation 100 General Fund~~

Assessor $ 552,112 Clerk & Recorder $ 1,193,400 Public Trustee & Treasurer $ 300,006 Surveyor $ 3,940 TABOR Reserve $ 1,500,000 General Fund, All Other $ 15,246,471 205 County Clerk Technical Fund $ 12,000 210 Conservation Trust Fund $ 120,000 230 Local Public Health Fund $ 1,939,372 240 PublicSafety Sales Tax Fund Sheriff $ 8,699,273 Coroner $ 157,168 District Attorney $ 602,753 PublicSafety Fund, All Other $ 1,006,617 250 Road & Bridge Fund $ 11,193,916 265 Social Services Fund $ 5,656,185 270 Solid Waste Fund $ 54,249 300 Capital Expenditures Fund $ 3,277,000 400 Airport Debt Service $ 502,750 550 Airport Operations $ 6,907,768 601 Fleet Services Fund $ 2,577,768 Total Appropriations $ 61,502,748

~~148 PTION#: 830545, 12/14/2011 at 01:09:05 PM, 1 OF 1, RES FRANCINE TIPTON-LONG, MONTROSE COUNTY, CO CLERK AND RECORDER~~

~~BEFORE THE BOARD OF COUNTY COMMISSIONERS OF THE COUNTY OF MONTROSE STATE OF COLORADO RESOLUTION NO. S^-2o\\~~

~~RE: ESTABLISHMENT OF MILL LEVIES AND LEVYING PROPERTY TAXES FOR THE LEVY YEAR 2011 / BUDGET YEAR 2012~~

~~WHEREAS, the Board of County Commissioners desires to fix the rate of levy for Montrose County.~~

NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of the County of Montrose, State of Colorado, hereby and herewith fixes a rate of levy, and hereby and herewith levies a tax upon each dollar of valuation for assessment of taxable property within the County for purposes of paying of expenses, costs, and other obligations of the County for budget year 2012 as set forth below;

~~Temporary Abatement Gross MIII NET MILL Property Tax 2011 Lew Year Credit Mill Levy from Assessed Value Levy LEVY Assessment Levy Prior Year~~

~~General Fund 21.452 -6.774 0,125 14.813 $ 563,242,320 $ 8,343,308~~

~~Social Services Fund 2,066 O.CXX) 0,000 2.066 S 563,242,320 $ 1,153,659~~

~~Total 23.528 -e,774 0.12S 16.879 $ 563,242,320 S 9,506,967~~

BE IT FURTHER RESOLVED that the Board of County Commissioners hereby and herewith authorizes and directs Jesse Smith, County Manager or Cindy Bennet, Finance and Budget Director, to execute the certification form on behalf of the Board of County Commissioners, County of Montrose, State of Colorado, the mill levy hereinabove determined and set,

~~Board of County Commissioners Attest:~~

~~Francinlee Tipton-LongTipt , Caerk vJ Recorder~~

~~/id S. White, Commissioner~~

~~149 IVIontrose Countv 2011 Property Tax and Mill Levy Calculations for the 2012 Budget Year~~

~~2011 Final Assessed Value S 563,242,320 Final Certification, due from the County Assessor by December 10th.~~

Montrose County levies the full amount authorized every year. For most jurisdictions, unless they have "De-Bruced" property taxes, this is the Mill Levy Authorized / Gross Mill Levy 23.528 that was in effect the year the TABOR amendment was passed, In accordance with TABOR, the 23,528 mills (which is also referred to as the "Gross" Levy) cannot be Increased without voter approval.

~~Millage Rate 0.023528 Equals the Mill Levy / 1,000~~

The "Gross" Tax Levy equals the Assessed Value multiplied by the Millage Rate. Gross Tax Levy $ 13,251,962 This is the actual amount of property tax levied by Montrose County against properties In the County for 2011.

This is the amount the Prior Year (2010) "Gross" Levy was above the TABOR Limit. The 2010 Limit is calculated by applying the Allowed Growth Rate (which is the Local Growth Rate + the Denver/Boulder CPI-Uj to the Prior Year's (i,e. 2009) property tax limit. This amount cannot be calculated until the final TABOR Refund Amount s 3,815,137 Denver/Boulder CPI-U figures are released in February of the ensuing year. Therefore, the amount ofthe 2010 TABOR Refund could not be calculated until February of 2011. The County is required to refund this amount using a "Temporary Credit" Mill Levy as part ofthe next property tax assessment (i.e. the 2011 Levy).

~~The Millage Rate for the Temporary Credit Mill Levy is calculated by dividing the "Temporary Credit" Millage Rate 0.005774 Required Refund by the Assessed Value.~~

The "Temporary" Credit Mill Levy Is calculated by multiplying the millage rate by 1,000. Although this mechanism reduces the effective mill levy for a given "Temporary Credit" Mill Levy 6.774 year, it does not reduce the "Authorized" Mill Levy - hence the term "Temporary" Credit Mill Levy.

The county assessor reports on the Certification of Valuation (DLG 57, Line 11) the amount of revenue from property tax that the local government did not receive in Taxes Abated or Refunded s 70,172 the prior year because taxpayers were given refunds or abatements for taxes due to errors nnade in their property valuation.

~~The Millage Rate for the Abatement Mill Levy is calculated by dividing the Abatement Millage Rate 0.000125 Abatement/Refunded amount by the Assessed Value,~~

The Abatement Mill Levy is calculated by multiplying the Abatement Millage Rate by 1,000. Since the local government was due the tax revenue and would have "Abatement" Mill Levy 0.125 collected it through an adjusted mill levy had the valuation errors not occurred, it may levy, in the subsequent year, a mill to collect the refund/abatement revenue,

~~The "NET" Mill Levy = the Gross Mill Levy, minus the Credit Mill Levy, NET Mill Levy 16.879 plus the Abatement Mill Levy (23.528 - 6.674 -i- 0.125).~~

~~The "NET" Tax Levy = the Assessed Value X (Net Mill Levy/1,000) or, the Gross "NET" Tax Levy s 9,506,967 Tax Levy, minus the Credit Tax Levy, plus the Abatement Tax Levy:~~

NOTE: The Temporary Credit Levy can gnl^ be used to refund revenue ti>at was assessed over tiie TABOR Limit in previous years [CRS 39-1- 111.5(1)]. Any reduction of ttie levy above this amount would constitute o PERMANENT reduction in the "Authorized" Mill Levy. For example: If the BOCC decided they wanted the "Net" Mill Levy to be 16,000 mills, the "Authorized" Mill Levy going forward would be reduced by 0.754 (0,879 less the 0,125 Abatement Levy) -to- 22.774 Mills. Future voter approval would then be required to increase the new "Authorized" Mill Levy.

~~l/10/2012Z:\Lannv\Property Tax S. Tabor HistoryZ 150 TABOR Refund / Credit Levy Calculation Resulting from the 2010 Property Tax Levy Refunded with the 2011 Levy for the 2012 Budget-Year~~

~~Growth In Real Property Values (2010 Levy Year)~~

~~Additions to Taxable Real Property:~~

Construction of taxable real property $ 41,293,060 Annexations/inclusions $ - Increase in nnining production s - Previously exempt property $ 756,410 Oil or gas production from a new weii $ - Omitted property from prior year's tax warrant $ 152,350 Deletions from Taxable Real Property

~~Destruction of property improvements $ (1,448,846) Disconnections/Exclusions $ - Previously taxable property $ (3,309,477) Growth in Real Property Values Due to Additions & Deletions $ 37,443,497~~

~~TABOR Growth Rate Calculation Local Growth Component~~

~~Growth Due to Additions & Deletions $ 37,443,497~~

~~Divided by the Prior Year's (2009) Actual Value of All Real Property $ 4,264,717,562~~

~~= Local Growth Rate Component 0.88%~~

~~Plus: Inflation Component = Denver/Boulder CPl-U for the "Levy" Year (2010) 1.87% = TABOR Growth Rate for 2010 2.75%~~

~~TABOR Property Tax Limit Calculation~~

Prior Year's Limit (2009 Levy Year) $ 10,346,201 Prior Year's (2009) "Gross" Levy $ 14,743,020 CURRENT YEAR'S BASE = The Lower of the Prior Year's Limit or Levy $ 10,346,201 Multiplied by (1 + TABOR Growth Rate) 102.75% = TABOR Property Tax Limit for 2010 $10,630,513

~~ACTUAL "Gross" Property Tax Levy~~

~~Assessed Value for the Levy Year (2010) 622,667,650~~

~~Multiplied by the Gross Mill Levy/1,000 (Excludes Abatement & Credit Mill Levies) 23.528~~

~~= "Gross" Property Tax Levy for 2010 $14,650,124~~

~~TABOR REFUND DUE FROM THE 2010 LEVY~~

Gross Property Tax Levy $ 14,650,124 Less: TABOR Property Tax Limit $ (10,630,513) Plus: Adjustment resulting from Audit of Prior Year Calculations $ (204,475) = TABOR Refund Due From The 2010 Property Tax Levy $ 3,815,137 1

~~Amount required to be refunded with a Credit Mill Levy for the Levy Year 2011 / Budget Year 2012.~~

~~Z;\Lanny\Property Tax & Tabor HistoryCredit Levy 151 Historical Property Tax Levies~~

$ Levied Net Mill Levy The County's Mill Levy/Millage Rate is set at 23.528 mills. The actual rate that is assessed fluctuates annually based upon a combination of the $14,000,000 25.000 Abatement Levy, the Credit Levy calculated in regard to Tabor limits, and the 5.5% Statutory Limitation on Property Taxes.

~~$12,000,000~~

~~20.000~~

~~$10,000,000 H~~

~~15.000 $8,000,000~~

~~$6,000,000 10.000~~

~~$4,000,000~~

~~5.000~~

~~$2,000,000 -~~

~~$0 0.000 2005 Actual 2006 Actual 2007 Actual 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Estimate~~

~~nn Net Mill Levy / Millage Rate ®0 Net Property Tax $ Levied Credit Levy / $ Amount Refunded~~

~~Levy Year 2005 Actual 2006 Actual 2007 Actual 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Estimate~~

~~Net Mill Levy / Millage Rate 21.060 21,145 17.586 18.039 17.484 20.599 16.879 20.023~~

~~Net Property Tax S Levied $8,375,699 $9,109,637 $9,733,377 $10,437,768 $10,955,753 $12,826,331 $9,506,967 $11,277,806~~

~~Credit Levy / $ Amount Refunded $1,008,981 $1,069,720 $3,316,964 $3,196,310 $3,819,224 $1,850,568 $3,815,137 $2,002,321~~

~~Z:\Lannv\PropertyTax & Tabor HistoryGraph-History Montrose County Property Tax History~~

Mill Levies Actual Actual Actual Actual Actual Actual Actual Estimated Lew Year 2005 2006 2007 2008 2009 2010 2011 2012 Collection Year 2006 2007 2008 2009 2010 2011 2012 2013 General Fund 21.304 21.298 21.670 21.474 21.345 21.349 21.462 21.462 Road & Bridge Fund 0.121 0.122 0.102 0.104 0.104 0.113 - - Social Services Fund 2.103 2.108 1.756 1.950 2.079 2.066 2.066 2.066 Subtotal: 23.528 23.528 23.528 23.528 23.528 23.528 23.528 23.528 Abatements 0.069 0.100 0.051 0.035 0.051 0.043 0.125 0.050 Credit Mill Levy (2.537) (2.483) (5.993) (5.524) (6.095) (2.972) (6.774) (3.555) Net Levy 21.060 21.145 17.586 18.039 17.484 20.599 16.879 20.023

ProoertvTax Actual Actual Actual Actual Actual Actual Actual Estimated Lew Year 2005 2006 2007 2008 2009 2010 ZOU 2012 Coiiection Year 2006 2007 2008 2009 2010 2011 2012 2013 General Fund S 8,472,739 $ 9,175,552 S 11,993,762 S 12,425,336 S 13,375,117 S 13,293,332 $ 12,088,307 S 12,088,307 Abatements $ 27,442 $ 43,082 $ 28,227 $ 20,252 $ 31,957 S 26,775 S 70,172 S 28,162 Credit Mill Levy $ (1,008,981) S (1,069,720) $ (3,316,964) S (3,196,310) $ (3,819,224) S (1,850,568) $ (3,815,137) $ (2,002,321) NET: General Fund $ 7,491,200 $ 8,148,914 S 8,705,025 S 9,249,278 $ 9,587,850 $ 11,469,538 $ 8,343,308 $ 10,114,148 Road & Bridge Fund S 48,122 S 52,560 $ 56,454 S 60,177 $ 65,168 $ 70,361 s $ Social Services Fund S 836,377 S 908,163 $ 971,899 S 1,128,314 S 1,302,735 S 1,286,431 $ 1,163,659 $ 1,163,659 Total Property Tax Assessment S 8,375,699 S 9,109,637 $ 9,733,377 S 10,437,768 S 10,955,753 $ 12,826,331 S 9,506,967 $ 11,277,806 $ Change $733,938 $623,740 $704,390 $517,985 $1,870,578 ($3,319,364) $1,770,840

Prooertv Tax - Tvoical Single Familv Residence Actual Actual Actual Actual Actual Actual Actual Estimated Lew Year 2005 2006 2007 2008 2009 2010 2011 2012 Ul Collection Year 2006 2007 2008 2009 2010 2011 2012 2013 OJ Actual Value (Estimated 10% deciine in 2011 due to Re-Assessment} $190,000 $190,000 $209,000 $209,000 $219,450 $219,450 $197,505 $197,505 Multiplied by the Residential Assessment Rate 0.0796 0.0796 0.0796 0.0796 0.0796 0.0796 0.0796 0.0796 = Assessed Value $15,124 $15,124 $16,636 $16,636 $17,468 $17,468 $15,721 $15,721 Multiplied by the Net Mill Levy /1,000 0.02106 0.02115 0.01759 0.01804 0.01748 0.02060 0.01688 0.02002 s Property Tax on a Typical single Family Residence $318.51 $319.80 $292.57 $300.10 $305.41 $3S9;83 $265.36 $314.79 1 $ Change Sl.29 ($27.23)1 S7.54 $531 $54.41 ($94.47) S49.43J

~~Property Tax Assessment - Typical Residential Property~~

~~$500.CX3 •,~~

~~$450.00^ :\~~

~~$400.00 7 $359.83~~

~~S350.00 •) $318.51 $319.80 $314.79 $292.57 $300.10 $305.41 $300.00 i~~

~~$250.00 H~~

~~S20t0.00 j wore- The average over the time period 200S thru 2010=$316.04. The projected average for 2011 thru 2012 = $290.08. $150.00 J~~

~~$100.00 -L 2005 Z006 2008 2009 2011 2012 Levy Year~~

~~ZAlannvXPropprtv Tax 6 Tabor HistaryGr^ph-ftesidtntiat Property Tax Levies, By Jurisdiction~~

Lew Year 2009 2010 2011 Budget Year 2010 2011 Change 2012 ! Change School Districts Delta 27.192 27.157 -0.035 27.550 0.393 IVIontrose 23.502 ^ •.23.4971 -0.005 23.653 0.156 Norwood 6.762 12.468 5.706 15.123 2.655 West End 25.435 25.415 -0.020 25.470, 0.055

~~Montrose County 17.484 20.599 3.115 16.879 -3.720~~

~~Cities & Towns Montrose 0.000 0.000 0.000 0.000 0.000 Naturita 13.936 13.936 0.000 13.936 0.000 Nucla 15.253 15.253 0.000 15.253 0.000 Olathe 6.616 7.025 0.409 7.943 0.918~~

Other Taxing Districts Bostwick Park Water 0.851 0.907 0.056 0.986 0.079 Colorado River Water 0.166 0.188 0.022 0.228 0.040 Cornerstone IVletro Dist. 39.000 39.000 0.000 52.000 13.000 Crawford Cemetery 0.559 0.559 0.000 0.559 0.000 Crawford Fire 2.868 2.972 0.104 3.382 0.410 Crawford Water 0.433 0.497 0.064 0.469 -0.028 Delta Library 3.QO0 3.000 0.000 3.000 0.000 Montrose DDA 0.000 5.000 5.000 4.490 -0.510 Montrose Fire 8.841 8.838 -0.003 8.861 0.023 Montrose Library 5.330 3.830 -1.500 4.500 0.670 Montrose Recreation 2.905 3.060 0.155 3.630 0.570 Norwood Fire 5.898 5.898 0.000 5.898 0.000 Nucla Sanitation 11.037 10.652 -0.385 10.652 0.000 Nucla-Naturita Cemetery 0.606 0.609 0.003 0.635 0.026 Nucla-Naturita Fire 5.580 5.789 0.209 5.789 0.000 Olathe Cemetery 0.897 0.897 0.000 0.897 0.000 Olathe Fire 4.152 4.152 0.000 4.105 -0.047 Paradox Fire 7.000 7.000 0.000 7.000 0.000 Paradox Valley Water 0.600 0.600 0.000 0.550 -0.050 Pea Green Cemetery 0.341 0.341 0.000 0.341 1 0.000 San IViiguel Water 0.050 0.105| 0.055 0.112 0.007 Southwestern Water 2.000 0.2721 -1.728 q.29i 0.019 Tri-County Water 1.502 1.600 1 0.098 1.907 0.307 Uncompahgre Valley Pest 0.051 0.055 1 0.004 0.065 0.010 West Montrose Sanitation 2.909 2.922 3.391 1 0.469 j 0.013 TOTALS 242.756 254.093 11.337 269,545 15.452

154 SrtmS oSooal Affairs Statutory Property Tax Revenue Limitation Form DLG-53 Son of LL^^^^^^^^^^ The "5.5%" Limit, 29-1-301, C.R.S R--d 2006 www.doia.colorado.gov/ TaxYear2011 (Budget Year 2012) Calculated: 08:40 11/28/2011 Generated: 11:45 12/21/2011 Montrose County (43001/1) Limit ID: 65305

Tine foiiowing steps were used to calculate your limit. The Division of Local Government encourages you to check each figure for accuracy. Years referenced are 'Tax Year", not budget years. Amounts are rounded to whole dollars.

~~Al. Adjust the 2010 5.5% Revenue Limit to correct the revenue base, if necessary:~~

~~A1a. The 2010 Revenue Limit [$12,826,765] + 2009 Amount Over Limit [$0] = $12,826,765 Alb. The lesser of Une Ala [$12,826,765] or the 2010 Certified Gross General Operating Revenue [$14 650 124]~~

~~Ale. Line Alb [$12,826,765]+ 2010 Omitted Revenue, it any [$1,184] ' ' =A1. I $12.827.9491~~

~~A2. Calculate the 2010 Tax Rate, based on the adjusted tax base: Adjusted 2010 Revenue Base [$12,827,949] + 2010 Net Assessed Value [$622,667,650] =~~

~~A3. Total the assessed value of all the 2011 "growth" properties:~~

~~Annexation or Inclusion [$0] + New Construction [$3,563,230] + Increased Production of Producing Mine [$0]' + Previously Exempt Federal Property [$0]' + New Primary Oil & Gas Production [$0]'~~

~~A4. Calculate the revenue that the "growth" properties would have generated in 2010: Line A3 [$3,563,230] x Une A2 [0.020602] _ ^4 | f73UTol~~

~~A5. Expand the Revenue Base by "revenue" from "growth" properties: Une Al [$12,827,949] + Une A4 [$73,410]~~

A6. Increase the Expanded Revenue Base by allowable amounts: A6a. The greater of 5.5% of Line A5 [$709,575] or $0 = $709,575 A6b. Une A5 [$12,901,359] + Line A6a [$709,575] + DLG Approved Revenue Increase [$0] + Voter

~~Approved Revenue increase [$d] - = A6. [ $13.610.93^~~

~~A7. 2011 Revenue Limit:~~

~~Line AS [$13,610,933] - 2011 Omitted Property Revenue [$2,118] = A7. j S13.608.815l AB. Adjust 2011 Revenue Limit by amount levied over the limit in 2010:~~

~~Une A7 [$13,608,815] - 2010 Amount Over Umit [$0] = p^Q * [ $13.608.8151~~

' TH— E ALLOWED REVENUE OF ,A .„8 DOE—S NOT• TAK' ">*tE- .1.INT1 Ow r-v^v^v^vACCOU^ 1.1NT1 r^i-tAN Yi wOTHE I ncirR^ LIMITL.1IV1I IS o THAI nMT i MAiviMYT APPLArrLYY T\O u YOURPROPERTYUUK rKUrbK YI YTA TAX X REVENUE, SUCH AS STATUTORY MILL LEVY CAPS, VOTER-APPROVED LIMITATIONS, THE TABOR PROPERTY TAX REVENUE LIMIT OR THE TABOR PROHIBITION AGAINST INCREASING THE MILL LEVY WITHOUT VOTER AUTHORIZATION THE PROPERTY TAX LIMITATIONS WORKSHEET (FORM DLG-53A) MAY BE USED TO PERFORM SOME OF THESE CALCULATIONS FOR COMPARISON TO THE "5.5%" LIMIT.

' These amounts, if certified by your County Assessor(s), may only be used in this calculation after an application has been made to the Division by November 1st (for New Primary Oil & Gas Production). Forms and guidelines are available by contacting the Division.

~~The formula to calculate a Mill Levy is:~~

~~Mill Levy = Revenue + Current Year's Net Total Taxable Assessed Valuation^ x 1,000 =(Round to three decimals)^~~

^ Use the Net Total Taxable Valuation as provided on line 4 of the final Certificatiotion of Valuation from the County Assessor. Rounding the mill levy up may result in revenues exceeding allowed revenue.

Montrose County If you need assistance, please contact the Attn: Budget Officer Division of Local Government: 161 So. Townsend Avenue www.dola.colorado.gov/dlg/ta/budgeting/ Montrose, CO 81401 » a a a Phone: (303) 866-2156 Fax: (303)866-4819

~~155 HISTORICAL SALES and USE TAX COLLECTIONS Print Date 1/18/2012~~

Cumulative Cumulative TOTAL % Change Cumulative 1.00% Cumulative 12-Month % Change 1.00% 0.75% TOTAL Monttily Annual from Annual Annual Annual Moving 12-Month Public Safety Monthly Road & Bridge Annual Month/Year Road & Bridge TOTAL Sales & Use TOTAL Prior Year / Road & Bridge Public Safety Use Tax Use Tax Total Moving Total Saies Tax Sales Tax Sales Tax Tax Sales & Use Tax Month Sales Tax Sales Tax Sales Tax 14,309 14,309 $ 634,233 $ 634,233 351,100 s 351il00 $ 268,825 $ ; 268,825 $ 619,925 619,925 s $ 32,551 46,860 $ 686,333 S 1.320,567 ^ Feb-08 $ 358,943 $ 710,043 $ 294,839 $ 563,664 $ 653,782 S 1,273,707 s $ 2,169,495 784,344 2,058,050 $ 64,584 $ 111,444 S 848,928 ... Mar-OS $ 435,900 s 1,145,943 $ 348,444 $• 912,107 $ $ s $" 63,471 174,915 801,055 .5 : 2,970,549 , - ... Apr-08 398,ei9 $ 1,544,561 S 338,966 $ 1,251,073 S 737,584 s 2,795,635 s $ s $ 3,580,479 59,907 S 234,822 844,752 $ 3,815,301 - _ . ... . May-08 432,820 $ 1,977,382 $ 352,024 $. 1,603,097 $ 784,844 s s s 4,413,818 57,976 $ ,292,798 891,314 . 4,706,615 - .. Jun-08 L 457,545 $ 2,434,927 $ 375,793 $ 1;978;890 s 833,339 .$ $ s S; 55,330 349,128 905,126 C . ; 5,611,742 - . 465,194 $ 2,900,121 $ 383,602 $ 2,362,492 $ 848,796 $ 5,262,5B s s s ,6,176,322 $ 72,740 $ 421.868 986,448 6,598,190 Aug-08 502,319 . 3,402,440 $ 411,390 $ 2,773,882 $ 913,708 $ s i 53,369 475,237, 875,349 7,473,539 ^...... _ Sep-08 $ 448,100 $ 3,850,540 $ 373,881 $ 3,147,763 $ 821,981 s 6,998,302 s $ s s 757,833 7,756,135 43,333 $ : 518,570 $ 801,167 8,274,706 Oct-08 $ 411,953 $ 4,262,493 s 345,880 $ 3,493,643 $ s s :s- 703,903 - 8,460,038 46,357 $. 564,928 S 750,260 9,024,966 - - - $ 389,876 4.652.369 s 314,027 $ 3,807,669 $ $ s s 9,404,170 32,001 $ 596,928 S 976,132 10,001,098 10,001,098 Dec-08 $ 519,785 S S.172.154 s 424,346 B 4,232,015 $ 944,131 s • B 10,064,518 0.63% 662,232 35,421 35,421 $ 597,653 $ 697,653, 10.0% $ Jan-09 $ 370,080 s 370,080 s 292,152 $ 292,152 $ 562,232 $ s $ 10,052,072 -0.12% 29,991 65,412 $ 673,887 1,371340: -1,8% $ Feb-09 s 354,078 $ 724,159 s 289,818 $ 581,970 $ 643,896 s 1,306,128 $ $ s 2,148,789 -8.4% $ 9,980,392 -0.71% 735,128 2,041,257 $ 42,121 $ . 107,532 777,249 Mar-09 $ 405,587 s 1,129,745 s 329,542 $ 911,511 $ s s 2,879,456 -8.8% $ 9,910,005 -0.71% 2,730,880 $ 41,044 S: ~ .148,577 s 730,667 $ Apr-09 $ 378,948 '$ 1,508,693 $ 310,675 $ 1,222,186 $ 689,623 s 3,680,321 -5.2% 9,866,117 -0.44% 758,705 3,489,584 5 42,160 $^ ;::;:a90,736 800,865 $ S iVlay-09 $ 418,588 $^ 1,927,282 $ 340,116 s 1,562,303 $ s s 4,498,679 -8.2% 9,793,161 -0.74% 4,251,037 46,905 $ ^: f i237,64i;: $ 818,358 $ s Jun-09 $ 424,662 $ 2,351,944 $ 346,791 $ : 1,909,094. $ 771,453 $ i 831,588 5,330,267 -8.1% 9,719,623 -0.75% 790,575 $ 5,051,612 $ 41,013 $: i^:^ 278,654: s $ s Jui-09 $ 436,658 2,7SS,S02 $ 353,917 s 2,263,011 $ 6,117,841 -20.2% $ 9,520,749 -2.05% , 5,790;493 48,594 $ . -327,348 $ 787,574 $ Aug-09 $ 404,803 T 3,193,405 $ 334,077 $ 2,597,088 s 738,880 $ $ -9.1% 9,440,792 -0.84% 6,539,686. 46,199 $ 373,548 $ 795,392 $ 6,913,233 Sep-09 s 413,742 s 3,607,147 $ 335,451 $ 2,932,539 s 749,193 $ $ s 7,658,250 -7.0% 5 9,384,642 -0.59% 711,052 7,250,738 33,965 5 407,512 $ 745,017 $ Oct-09 $ 389,703 $ 3,996,850 $ 321,349 $ 3,253,888 $ $. $ -5.0% 9,339,522 -0.48% 7,922,618 $ 33,260 ..,$ 440,772:. $ 705,140 $ 8,363,390 $ Nov-09 $ 369,512 $ 4,366,361 s 302,369 $ 3,556,257 s 671,881 $ — 30,309 471,081 $ 891,598 $ 9,254,988 -8.7% 5 9,254,388 -0.91% Dec-09 $ 478,945 n s 382,344 5 861,289 S 9,231,013 -0.26% B 642,848 30,830 30,830 $ 673,578 673,678 -3.4% Jan-10 $ 482,266 mm 482,266 $ 160,582 s 160;582 $ 642,848 $ $ s s s -3.4% $ 9,208,272 -0.25% 1,266,279 27,714 58,544 $ 651,145 1,324,823 Feb-10 $ 262,242 $S 744,508 s 361,189 s 521,771 s 523,431 s $ s s 9,155,832 -0.57% 1,943,157 47,931 106,476 $ 724,809 $ 2,049,632 -6.7% Mar-lO $ 396,107 s 1,140,615 $ 280,770 s 802,542 $ 576,877 5 $ s 44,474 150,950 691,383 $ 2,741,015 -5,4% $ 9,116,548 -0-43% Apr-ID s 372,949 s 1,513>564 $ 273,960 s 1,076,502 $ 646,909 s 2,590,066 s s $ 9,035,705 -0.89% 3,280,353 29,736 180,686 $ 720,023 $ 3,461,039 -10.1% May-lO $ 415,516 $ 1,929,080 $ 274,771 $ 1,351,273 $ 690,287 $ s $ s 4 ,386 41,902 222,588 $ 780,936 $ 4,241,975 ^.6% $ 8,998,284 -fl-41% Jun-10 $ 423,591 $ 2,358,670 $ 309,443 $ 1,660,716 $ 733,034 $ ;019 $ $ 9,329,550 3.68% 5,135,656 45,584 $ 269,172 S 1,162,854 $ 5,404,828 39.8% $ Jul-10 689,000 $ 3,047,670 $ 427,270 s 2,087,986 $ 1,116,270 s s $ 9,302,745 -0-29% 5,855,397 41,028 310,200 $ 760,769 $ 6,165,598 -3.4% $ Aug-lO $ 416,063 s 3,463,734 s 303,578 s 2,391,664 s 719,741 $ $ s 9,240,594 -0.57% 6,557,026 31,613 341,813 $ 733,241 $ 6,898,839 -7.8% Sep-lO $ 398,917 $ 3,862,650 $ 302,712 s , 2,694,375 s 701,528 s s s s -8.8% 9,174,912 -0-71% 7,197,259 $ 39,102 380,915 679,335 7,578,173 $ Oct-10 $ 361,523 $ 4,224,173 $ 278,710 $ 2,973,085 $ 540,233 $ s s s 8,295^92 1.7% $ 9,186,890 0-13% • 7,886,657 27,720 $ 408,635 717,119 Nov-10 s 393,207 s 4.617,380 $ 295,192 s 3,269,277 $ 589,398 s s s s 0.12% 867,314 8,753,971 34,859 443,494 $ 902,174 9,197,466 1.2% 5 9,197,466 491,782 S S.109.162 s 375,532 3,644,810 $ s s 9,168,382 -0.32% 618,069 26,526 26,526 $ 644,595 644,595 ^-3% $ Jan-ll $ 352,296 s 352,296 $ 265,773 $ 265,773 s 618,069 s $ s s -2.4% 9,152,471 -0.17% 1,223,741 29,562 $ 56,088 635,234 $ 1,279,829 Feb~ll $ 352,965 705,261 $ 252,707 $ 518,480 s 605,672 $ $ s s 0.33% : 1,942,357 35,965 92,053 754,581 2,034,410 4.1% $ 9,182,243 Mar-11 $ 416,960 s 1,122,221 $ 301,655 s 820,135 s 718,616 s 5 $ s s 9,170,976 -0.12% - 2,586,532 35,941 $ 127,994 $ 680,117 2,714,526 -1.6% Apr-11 $ 367,091 s 1,489,312 s 277,085 s 1,097,220 $ 644,175 s s s s 9,174,090 0-03% .3,266,813 42,856 $ 170,851 $ 723,137 3,437,663 0.4% $ May-11 $ 387,648 $ 1,876,959 $ 292,633 $ 1,389,853 $ 680,281 $ s 9,237,545 0.59% 4,068,499 42,805 213,655 $ 844,491 4,282,154 8.1% jL:n-ll 440,112 $ 2,317,071 s 361,575 s 1,751,428 s 801,587 s $ $ s s 8,857,368 -4-12% 4,817,571 33,504 $ 247,160 $ 782,576 5,064,730 -32.7% $ Jul-11 $ 428,330 $ 2,745,401 $ 320,742 s 2,072,170 s 749,071 s s s 5,864,009 5.1% 8,895,877 0-43% 767,228 5,584,799 $ 32,051 $ 279,210 $ 799,279 Aug-11 s 439,631 '$ 3,185,032 $ 327,597 s 2,399,767 $ s s s 6,687,779, 12.3% 8,986,406 1.02% 788,809 6,373,607 $ 34,961 $ 314,172, $ 823,770 Sep-11 $ 451,513 $ 3,636,545 $ 337,296 2,737,063 $ s s s 8,985,907 0.01% 34,556 348,728 $ 679,835 7,367,614 0.1% $ Oct-11 $ 366,600 $ .4,003,145 s 278,679 s 3,015,742 $ 645,279 s 7,018,886 $ $ s 8,135,357 7.1% 9,037,531 0-55% 712,989 7,731,875 $ 54,754 $ 403,482 $ 767,743 Nov-11 $ 417,407 $' 4.420.551 s 295,582 $ 3,311,324 s s s s W.,(;80 440,162 $ 931,853 9,067,210 3.3% 9,067,210 0-33% " PROJ: Dl-!- 11 500,693 4.921.244 s 304.47'! 3,705.803 s 895,1,/. B 8,627,048 $ $ s B Bm Average -0.27% Annualized -3.15%

~~Z:\Unny\Sales & Use Tax SumimaryChari t Data 12-Month Historical Sales & Use Tax Collections 2008 - 2011 Moving Total In Millions Projected thru Dec-2012~~

~~$10.50~~

~~$10.00~~

~~$9.50~~

~~Logarithmic Trend Line $9.00 Actual 12-IVIonth Moving Total~~

~~^ $8.50 Linear Trend Line~~

~~$8.00 -~~

~~$7.50 00 cn cn cn cn cn cn O) cn o 0000000<-H tH T-i ooo o o o o o o - o o r< tH ^ tH ' OD £X > Ofl £1. ti ^ OD Q. Q. 3 OJ o ^2 =5 QJ " •g -2 O. Q < _2L <~~

~~TOTAL SALES & USE TAX~~

~~$5,000,000 +- 2008 Actual 2009 Actual 2010 Actual 2011 Budget 2012 Budget~~

~~2008 Actual 2009 Actual 2010 Actual 2011 Budget 2012 Budget~~

~~Road & Bridge Sales Tax $ 5,172,154 $ 4,845,307 $ 5,109,162 $ 4,812,000 $ 4,867,000~~

~~Use Tax $ 596,928 $ 471,081 $ 443,494 $ 469,000 $ 469,000 TOTAL SALES & USE TAX $ 5,769,082 $ 5,316,388 $ 5,552,656 $ 5,281,000 $ 5,336,000~~

~~% Change -7.8% 4.4% -4.9% 1.0% PUBLIC SAFETY SALES TAX HISTORY~~

~~2011 % Change 2012 % Change TOTAL 2008 2009 % Change 2010 % Change Artii.il Budget From PY Budget From PY 2008 - 2012 Actual Actual From PY From PY~~

~~-7.5% $ 3,482,000 -4.5% $ 3,661,000 5.1% $ 18,958,426 Public Safety Sales lax Revenue $ 4,232,015 $ 3,938,601 -6.9% $ 3,644,810~~

%0f %0f %0f %0f %0f %0f Total Total Total Total Use of PSST Revenue Total Total $ 13,513,679 71% S 2,578,641 71% S 2,407,344 70% S 2,586,080 71% Sheriff Department $ 3,145,095 74% S 2,796,519 71% 4% 5% 4% 5 715,741 4% Coroner S 121,715 3% S 123,704 3% S 156,253 S 156,903 S 157,167 16% $ 594,916 16% S 602,753 16% $ 602,753 16% S 2,963,256 District Attorney $ 555,206 13% S 607,628 15% $ 1,765,750 9% $ 315,000 9% $ 315,000 9% $ 315,000 9% Community Healtti Programs S 410,000 10% $ 410,750 10% $ 18,958,426 100% $ 3,644,810 100% $ 3,482,000 100% $ 3,661,000 100% Total Use of PSI Sales Tax $ 4,232,015 100% $ 3,938,601 100%

~~Z:\Lannv\Shenff-5 YearPSST Hist Specific Ownership Tax, Historical Collections~~

Road & YTD % General Fund Monthly Total Year-to-Date Bridge Fund Change 2011 January $ 58,064.91 $ 38,918.68 $ 96,983.59 $ 96,983.59 -4.51% February $ 57,149.16 $ 38,304.94 $ 95,454.10 $ 192,437.69 2.07% March $ 52,690.91 $ 35,316.77 $ 88,007.68 $ 280,445.37 1.23% April $ 59,169.97 $ 39,659.36 $ 98,829.33 $ 379,274.70 -0.36% May $ 52,542.81 $ 35,217.43 $ 87,760.24 $ 467,034.94 -1.28% June $ 56,094.05 $ 37,597.73 $ 93,691.78 $ 560,726.72 0.26% July $ 65,079.42 $ 43,620.28 $ 108,699.70 $ 669,426.42 0.59% August $ 60,997.11 $ 40,884.06 $ 101,881.17 $ 771,307.59 1.67% September $ 59,058.59 $ 39,584.75 $ 98,643.34 $ 869,950.93 2.09% October $ 53,339.62 $ 35,751.54 $ 89,091.16 $ 959,042.09 2.42% November $ 53,653.52 $ 35,961.92 $ 89,615.44 $1,048,657.53 1.90% December $ 51,588.45 $ 34,577.76 S 86.166.21 lliRlimfai

2010 January $ 60,491.65 $ 41,071.19 $ 101,562.84 $ 101,562.84 -13.78% February $ 51,797.64 $ 35,168.31 $ 86,965.95 $ 188,528.79 -22.27% March $ 52,712.03 $ 35,789.16 $ 88,501.19 $ 277,029.98 -17.48% April $ 61,722.05 $ 41,906.61 $ 103,628.66 $ 380,658.64 -16.11% May $ 55,045.99 $ 37,373.86 $ 92,419.85 $ 473,078.49 -17.63% June $ 51,322.55 $ 34,845.83 $ 86,168.38 $ 559,246.87 -16.98% July $ 63,279.98 $ 42,964.36 $ 106,244.34 $ 665,491.21 -17.10% August $ 55,486.77 $ 37,673.13 $ 93,159.90 $ 758,651.11 -17.15% September $ 55,693.41 $ 37,813.42 $ 93,506.83 $ 852,157.94 -17.40%) October $ 50,153.91 $ 34,052.34 $ 84,206.25 $ 936,364.19 -16.95% November $ 55,251.30 $ 37,513.22 $ 92,764.52 $1,029,128.71 -16.39% December $ 47,809.58 $ 32,460.66 $ 80,270.24 -15.59%

2009 January $ 69,534.66 $ 48,264.35 $ 117,799.01 $ 117,799.01 3.38% February $ 73,625.83 $ 51,104.02 $ 124,729.85 $ 242,528.86 0.34% March $ 55,002.74 $ 38,177.64 $ 93,180.38 $ 335,709.24 -8.79% April $ 69,681.61 $ 48,366.35 $ 118,047.96 $ 453,757.20 -7.77% May $ 71,162.79 $ 49,394.45 $ 120,557.24 $ 574,314,44 -1.61% June $ :')8,615.74 $ 40,685.48 $ 99,301.22 $ 673,615.66 -3.33% July $ '6,216.14 $ 52,902.01 $ 129,118.15 $ 802,733.81 -1.19% August $ «6,685.20 $ 46,286.52 $ 112,971.72 $ 915,705.53 -2.62% September $ 68,436.98 $ 47,502,44 $ 115,939.42 $1,031,644.95 -3.59% October $ 56,534.45 $ 39,240.82 $ 95,775.27 $1,127,420.22 -5.03% November $ 61,052.64 $ 42,376.97 $ 103,429.61 $1,230,849.83 -6.38% December $ 49,275.38 $ 34,202.26 $ 83,477.64 $1,314,327.47 -6.84%

2008 January $ 68,368.23 $ 45,575.16 $ 113,943.39 $ 113,943.39 -14.82% February $ 76,657.90 $ 51,101.16 $ 127,759.06 $ 241,702.45 -9.73% March $ 75,817.42 $ 50,540.91 $ 126,358.33 $ 368,060.78 -5,44% April $ 74,360.20 $ 49,569.46 $ 123,929.66 $ 491,990.44 -4.55% May $ 55,019.95 $ 36,677.02 $ 91,696.97 $ 583,687.41 -9.30% June $ 67,885.00 $ 45,253.05 $ 113,138.05 $ 696,825.46 -9.41% July $ 69,362,05 $ 46,237.63 $ 115,599.68 $ 812,425.14 -11.56% August $ 76,772.50 $ 51,177.56 $ 127,950.06 $ 940,375.20 -11.64% September $ 77,845.69 $ 51,892.95 $ 129,738.64 $1,070,113.84 -11.18% October $ 70,218.66 $ 46,808.63 $ 117 027.29 $1,187,141.13 -10.40% November $ 76,540.51 $ 51,022.89 $ 127 563.40 $1,314,704.53 -11.81% December $ 57,648.05 $ 38,428.92 $ 96,076,97 1 $1,410,781.50 -13.57%

~~160 Highway Users Tax Fund (HUTF) Historical Revenue~~

% Change % Change % Change Annual 12-Month IVIonthly from Prior from Prior 12-Month Year-to-Date Moving Total Year / Month Year-to-Date Moving Total 2011 January $ 298,942.75 $ 298,942.75 6.7% 6.7% $ 3,532,140.06 0.5% February $ 279,531.20 $ 578,473.95 9.4% 8.0% $ 3,556,165.14 0.7% March $ 270,117.09 $ 848,591.04 -10.1% 1.5% $ 3,525,861.76 -0.9% April $ 306,138.88 $ 1,154,729.92 -1.7% 0.7% $ 3,520,723.16 -0.1% May $ 260,036.02 $ 1,414,765.94 -8.3% -1.1% $ 3,497,191.50 -0.7% June $ 321,772.13 $ 1,736,538.07 9.4% 0.7% $ 3,524,858.74 0.8% July $ 374,527.16 $ 2,111,065.23 -4.4% -0.3% $ 3,507,537.89 -0.5% August $ 421,078.17 $ 2,532,143.40 11.7% 1.5% $ 3,551,762.90 1.3% September $ 411,994.25 $ 2,944,137.65 3.4% 1.8% $ 3,565,140.22 0.4% October $ 335,867.11 $ 3,280,004.76 -6.4% 0.9% $ 3,542,158.92 -0.6% November $ 104,084.17 $ 3,384,088.93 7.1% 1.1% $ 3,549,061.32 0.2% December $ 168,600.10 $ 3,552,689.03 1.1% $ 3,552,689.03 0.1% Average 0.1% 2010 January $ 280,047.73 $ 280,047.73 89.2% 89.2% $ 3,563,574.51 3.8% February $ 255,506.12 $ 535,553.85 -10.5% 23.5% $ 3,533,575.75 -0.8% March $ 300,420.47 $ 835,974.32 -6.8% 10.6% $ 3,511,518.38 -0.6% April $ 311,277.48 $ 1,147,251.80 8.0% 9.9% $ 3,534,649.69 0.7% May $ 283,567.68 $ 1,430,819.48 9.5% 9.8% $ 3,559,214.67 0.7% June $ 294,104.89 $ 1,724,924.37 -7.9% 6.3% $ 3,533,826.93 -0.7% July $ 391,848.01 $ 2,116,772.38 0.1% 5.1% $ 3,534,332.05 0.0% August $ 376,853.16 $ 2,493,625.54 -2.2% 3.9% $ 3,525,942.41 -0.2% September $ 398,616.93 $ 2,892,242.47 2.1% 3.7% $ 3,534,189.53 0.2% October $ 358,848.41 $ 3,261,090.88 -6.5% 2.5% $ 3,509,292.05 -0.7% November $ 97,181.77 $ 3,348,272.65 -41.4% 0.3% $ 3,440,532.09 -2.0% December $ 164,972.39 $ 3,513,245.04 2.4% $ 3,513,245.04 2.1% Average 0.2% 2009 January $ 148,016.92 $ 148,016.92 -39.0% -39.0% $ 3,684,472.57 -2.5% February $ 285,504.88 $ 433,521.80 -8.7% -22.0% $ 3,657,099.34 -0.7% March $ 322,477.84 $ 755,999.64 6.4% -11.9% $ 3,676,559.69 0.5% April $ 288,146.17 $ 1,044,145.81 -6.2% -10.4% $ 3,657,357.97 -0.5% May $ 259,002.70 $ 1,303,148.51 -14.0% -11.2% $ 3,615,078.81 -1.2% June $ 319,492.63 $ 1,622,641.14 4.1% -8.5% $ 3,627,551.18 0.3% July $ 391,342.89 $ 2,013,984.03 -3.0% -7.5% $ 3,615,590.43 -0.3% August $ 385,242.80 $ 2,399,226.83 -0.2% -6.4% $ 3,614,874.79 0.0% September $ 390,369.81 $ 2,789,596.64 -3.4% -6.0% $ 3,600,962.53 -0.4% October $ 383,745.89 $ 3,173,342.53 0.0% -5.3% $ 3,601,112.01 0.0% November $ 165,941.73 $ 3,339,284.26 -56.3% -10.5% $ 3,387,521.37 -5.9% December $ 92,259.44 $ 3,431,543.70 -9.2% $ 3,431,543.70 1.3% Average -0.8% 2008 January $ 242,620.37 $ 242,620.37 -23.1% -23.1% $ 3.790,831.90 -1.9% February $ 312,878.11 $ 555,498.48 6.1% -9.0% $ 3,808,691.46 0.5% March $ 303,017.49 $ 858,515.97 -2.1% -6.7% $ 3,802,309.37 -0.2% April $ 307,347.89 $ 1,165,863.86 -5.8% -6.4% $ 3,783,510.88 -0.5% May $ 301,281.86 $ 1,467,145.72 1.8% -4.9% $ 3,788,725.25 0.1% June $ 307,020.26 $ 1,774,165.98 -3.0% -4.5% $ 3,779,076.02 -0.3% July $ 403,303.64 $ 2,177,469.62 -6.3% -4.9% $ 3,751,839.88 -0.7% August $ 385,958.44 $ 2,563,428.06 -9.8% -5.7% $ 3,709,863.71 -1.1% September $ 404,282.07 $ 2,967,710.13 -3.8% -5.4% $ 3,693,797.72 -0.4% October $ 383,596.41 $ 3,351,306.54 1.7% -4.6% $ 3,700,180.69 0.2% November $ 379,532.37' $ 3,730,838.91 8.8% -3.4% $ 3,730,838.91 0.8% December 48,237.11 $ 3,779,076.02 $ 1 -2.2% 1 $ 3,779,076.02 1.3% j Average -0 2%

~~161 CAPITAL IMPROVEMENT PROJECT FUND 5-Year Financial Projection~~

SOURCES Actual Actual Budget Projection Projection Projection Projection Projection REVENUE 2009 2010 2011 2012 2013 2014 2015 2016 County Taxes Ucenses & Pernnits Federal Revenue 746,773 State Revenue Other Governmental Sales & Services Internal Service Fees Capital Proceeds 595,000 Other Revenue

~~SUBTOTAL; REVENUE $ 746,773 $ 595,000 $ s $ $ $~~

Transfers-ln from Other Funds General Fund 1,600,000 1,200,000 1,000,000 1,000,000 1,000,000 1,000,000 Other SUBTOTAL; TRANSFERS-IN 0 0 1,600,000 1,200,000 1,000,000 1,000,000 1,000,000 1,000,000 TOTAL SOURCES $ 746,773 S 595,000 $ 1,600,000 $ 1,200,000 S 1,000,000 $ 1,000,000 $ 1,000,000 S 1,000,000

. "USES' Actual Actual Budget Budget Projection Projection Projection Projection PROJECT EXPENDITURES 2009 2010 2011 2012 2013 2014 2015 2016 Drainage Project I, 42,600 Elections v " • 75,000 942,000 South Campus Remodel ; • / 100,000 100,000 Justice Center Annex 266,000 2,734,000 Justice Center Remodel 423,000 - West End Annex 172,500 Jail 1,250,000 450,000 Treasurer's Office, Storage 22,500 Assessor's Office, Plan Storage 22,500 Finance 45,000 Sheriff, Storage 245,000 Administration, Remodel 716,000^ Health & Human Services 720,000 Fairgrounds 20,000 500,000 Clerk & Recorder 540,000 Raspberry Tower 150,000 - - Jail Shower 20,000 - - TBD 1,445,507 TOTAL; PROJECT EXPENSE $ 772,765 $ 16,197 $ 653,600 S 3,277,000 $ 3,753,000 $ 1,422,500 $ 450,000 $ 1,445,507

~~Transfers-Out to Other Funds 1,657,197 0 0 0 0 0 0 0~~

~~TOTAL USES $ 2,429,962 S 16,197 $ 653,600 $ 3,277,000 $ 3,753,000 $ 1,422,500 $ 450,000 $ 1,445,507~~

FUND BALANCE & RESERVES Actual Actual Budget Budget Projection Projection Projection Projection 2009 2010 2011 2012 2013 2014 2015 2016 Beginning Fund Balance $ 5,305,993 $ 3,522,804 _$ 4,201,607 $ 5,148,007 S 3,071,007 $ 318,007 S (104,493) $ 445,507 Net Source (Use) of Funds (1,683,189) 578,803 946,400 (2,077,000) (2,753,000) (422,500) 550,000 (445,507) Audit Adjustment 0 0 0 0 0 0 0 0

~~Ending Fund Balance $ 3;622,804 S 4,201,607 $ 5,148,007 $ 3,071,007 $ 318,007 $ (104,493) $ 445,507 $~~

~~Z:\UnnY\Genera! Fund-S Year.xIsCiP-Fund 162 Montrose County i\ifliWiii)SEl]{iiimv: REAL PROPERTY LEASE-PURCHASE AGREEMENTS~~

~~Montrose County has only one outstanding debt issue which is described below:~~

~~Airport Facilities Lease Purchase Certificates of Participation~~

Certificates of Participation ("2006 Certificates"), dated July 1, 2006, in the amount of $4,735,000 represented by Certificates of Participation, Series 2006A in the amount of $535,000, its Taxable Refunding and Improvement Certificates of Participation, Series 2006B in the amount of $2,720,000, and its Taxable Convertible to Tax-Exempt Refunding Certificates of Participation, Series 2006C in the amount of $1,480,000. The 2006 Certificates amend, restate and supersede in its entirety the Airport Facihties Lease Purchase Agreement dated, July 1, 1996.

~~The county has agreed to pay base rentals from annually appropriated funds to pay the debt service requirements on the certificates of participation.~~

The 2006 Certificates are secured by the base rentals under the lease purchase agreement, a mortgage and security interest in the airport facilities, and an initial reserve fund in the amount of $473,500. The Series 2006A certificates maturing on or after December 1, 2018 are subject to redemption on December 1, 2015, and on any date thereafter, at the option of the county. The Series 2006B certificates maturing on or after December 1, 2015 are not subject to redemption prior to maturity. The 2006B certificates maturing on and after December 1, 2016 are subject to redemption prior to their maturity, at the option ofthe county. The Series 2006C certificates maturing on December 1, 2015 are not subject to redemption at the option of the county.

Principal payments on the certificates are payable on December 1, beginning December 1, 2006, with interest at 4.35% to 5,2%, payable semiannually on June 1, and December 1. Future minimum ' payments under the lease agreement for the combined Series A, B, and C are as follows:

Year Principal Interest Total 2011 335,000 165,015 500,015 2012 355,000 145,250 500,250 2013 370,000 130,162 500,162 2014 385,000 114,253 499,253 2015 405,000 96,927 501,927 2016 425,000 75,643 500,643 2017 450,000 49,717 499,717 2018 515,000 22,402 537,402 Total 3,240,000 799,369 4,039,369

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