Every year, Weld County departments enter the budget process with requests for resources to help them better serve residents. Some involve new positions, equipment, or technology. Others address immediate needs or projects several years away.

While every request has a purpose, each faces the same question: What does the county need, and what can it responsibly afford?

Finding that balance is challenging, particularly when revenues are expected to remain relatively flat while service costs continue rising.

“That is absolutely the hardest part of putting together the budget — determining what is a need versus a want,” said Weld County Budget Manager Jennifer Oftelie. “A department may come in and say, ‘This is what we need,’ and our job is to ask why. Why is this a need now when you’ve been able to operate without it before? What has changed? It’s really about understanding what the department needs to provide its services and determining the best use of taxpayer money.”

For the 2027 budget, those conversations began early.

The Department of Finance shared a five-year financial outlook with county leadership, including expectations that assessed value — a key factor in property tax revenue — could remain flat. Meanwhile, costs for software, equipment, personnel, and other necessities continue increasing.

Imagine your paycheck remaining unchanged for several years while your expenses keep growing.

With that outlook, departments were asked to review their operations and help keep the county’s budget as flat as possible.

But “flat” doesn’t necessarily mean stagnant.

For example, if a department’s $500,000 budget included a software contract that increased by $30,000, its budget could grow without adding services. However, identifying expenses it no longer needs could help offset that increase.

Departments demonstrated this approach throughout the 2027 budget process.

One department eliminated three positions to create one it considered necessary, saving approximately $120,000 annually. Another identified efficiencies that allowed it to eliminate positions and restructure others to meet operational needs.

“I am very impressed with our department heads and elected officials this year,” Oftelie said. “They understood what we were asking them to do. They looked at their operations, found efficiencies, and came to us with solutions. They were the ones identifying where they could make changes, while still meeting the needs of their departments.”

These efforts are part of a process that takes months.

Departments submit requests based on anticipated needs and priorities established by the board of commissioners, including maintaining staffing levels and investing in employee training and retention.

In late August, the county receives its assessed value, providing a clearer picture of available resources. This year, the assessed value came in lower than anticipated, making careful planning even more important.

The budget team, which includes representatives from Finance, Human Resources, and the board of commissioners, then reviews requests department by department.

Their role is not to tell departments how to operate. It is to ask questions.

Why is something needed now? Could an existing resource be used differently? If three positions were requested, could two meet the need? Could a project wait without becoming more expensive?

These discussions help the team evaluate requests against available resources and develop recommendations.

Recommendations, however, aren't final decisions.

Departments can explain why they disagree with a recommendation, but the board ultimately determines what receives funding.

That means a “no” today may not mean never. A project could move into a future budget, while additional positions might be reconsidered when funding changes or a department's workload increases.

Keeping the overall budget flat also doesn't require every department to remain flat. One may need additional resources while another identifies savings, allowing the county to balance needs across the organization.

Although the annual budget determines how taxpayer dollars are allocated for the coming year, it has lasting effects. New positions create ongoing costs, facilities require maintenance, and delaying projects can increase future expenses.

Building a responsible budget isn't simply about saying yes or no. It's about asking the right questions — What do we need today? What will we need tomorrow? — and making thoughtful choices with the resources residents have entrusted to the county.