HomeMy WebLinkAbout20133417.tiffPUBLIC WORKS
Revenue Changes
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530.000,000
525 000.000
$20.000.000 •
515.000 000
510 000 C00
55 000 000
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2014 Revenue
Total $74,828,235 (2013 $65,859,672)
Severance Tax
$2.000,000
3%
Fund Balance
$28.000,000
37%
Licenses/Permits
5500.000
1%
277
Other Taxes
$7,300.000
10%
Federal/State
54.530.000
6%
Property Taxes
S11.500.000
15%
Miscellaneous
$11.448.235
15%
Highway Users Fee
S9.550 000
13%
2013-3417
rr/ Ca5g
PUBLIC WORKS
2014 EXPENDITURES
Total $55,581,423 (2013 $41,793,329)
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Bridge Construction
$5,187,481 9%
Municipalities
$1,908,056 4%
Pavement
Mangement
$6,686,474 12%
Maintenance Support
Motorgrader $1,539,931 3%
$6,889,800 12%
Public Works
$25,637,579 46%
Trucking $4,497,244
8%
Mining $2,482,166
5%
Adminstration
$752,692 1%
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Public Works
Pavement
Mangement
Municipalities Bridge
Constructor
•
T rucking
Mining
Admmstration
SEVEN YEAR TREND
Public Works
$60
$50
$40
$30
J_
$20
$10
$0
2008
2009
2010
2011
279
2012
2013
2014
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use
in their road and street activities. The resources for 2014 total $74,828,235, which includes a
fund balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set
at $11,500,000 up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up
$1,300,000 from 2013, as vehicle sales recover. Total HUTF will be $9,550,000 unchanged
from 2013. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are
$330,000, and grazing fees are $70,000. Oil and gas revenues are $5,150,000.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the new district and
then Public Works will apply to the district for the funding of projects. In 2014, the district is
funding $1,000,000 in oil and gas haul route projects. The $1,000,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $330,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes, $1,500,000 from NFRMPO, CR 49/44 project includes
$828,000 from NFRMPO, Intersection of WCR 55 and SH 392 ($102,000), and CR 74/SH 392
project includes $56,000 from NFRMPO. There are also Energy Impact Assistance grants of
$3,000,000 for Phase I and II of WCR49 and $200,000 for WCR49/22. A HES grant for $22,500
is funded. Revenues include a CDBG for the Espanola Subdivision project ($275,000). There is
a state grant for 410,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000. In
accordance with the policy adopted by the Board of County Commissioners in 2010, the
severance tax revenue is budgeted at a five year leveling average due to the fluctuations of the
revenue created by the price and production levels of oil and gas commodities.
The budgeted appropriations for Public Works in 2014 total $5, 581,423 up $13,788,094 .
Municipal share back is funded at $1,908,056. Budget reflects an 8 percent increase in health
insurance costs. 2014 salary increases are funds for step increases due employees in 2014
and a 2.5 percent cost of living salary adjustment is includedthis budget for a total of
$511,416.
The Other Public Works budget is upl $217,040 based on the Capital Improvement Plan
(CIP). Contract Payments decreased $7,810,000 based on capital improvement projects for
2014. Strategic Roads increased $17,165,000 based on capital improvement projects including
Phases I and II of the Weld County Road 49 extension. The Haul Route Program decreased
$717,960 as a portion of the expenditures are funded from the Road and Bridge Construction
budget ($1,755,000).
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34 Q$7U00),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($50,000),
Intersection of WCR 49 and WCR 221,.1,500), Intersection of WCR 49 and WCR 44
($2,170,000), Intersection of WCR 49 and WCR 22 ROW ($325,000)jtersection of WCR55
and SH 392 ($620,000), WCR 49 acquisition of southern ROW ($650,000), Bridge9,€8/5
($300,000), WCR 49 Phase 1 ($8,100,000), Espanola Subdivision CDBG Project ('t«,200),
ROW expenses ($150,000) and other contracts ($850,000).
Pavement Management is funded at adecreased level of $213,493 and the Trucking budget is
down $55,850 both due to seasonal employees being moved to Other Public Works. Mining
280
operations are down $800,250 with a reduction in the purchase of class 6 materialsSeasonal
staffing is up $556,056 due to the transfers mention above and in order to staff for the 2014
workload. Motor grader operations are up 2$4,345 to fund dust palliative materials. Bridge
Construction is up $1,876,524 to primarily fund contract recycled asphalt crushing, recycled
asphalt supply, class 6 material purchase, and bulk cement purchase. Other operating budgets
for road and bridge maintence are funded at near the 2013 funding level. With some
operational economies to offset some of the inflationary costs the current service level should
be able to be maintained with the funding recommended.
As indicated in the budget cover letterua to the September, 2013 flooding the Contingency
Fund may have to be used to fund some flood mitigation efforts in 2014, depending on what
FEMA approves. Thisnay result ina transfer of funds from the Contingency Fund and
supplemental appropriations in the Public Works Fund. Some of the grant projects may have to
be delayed in 2014 to accommodate the flood repairs and mitigation projects. FEMA will pay
75% of the eligible flood repairs and mitigation costs. The State of Colorado will pay 12.5%. The
latest estimates of costs indicate the amount could exceed $20 million in total costs with Weld
County paying 12.5% or over $2.5 million.
The 2014 Public Works Capital Improvements Plan is available on the county web site at
http://www.co.weld.co.us/departments/public works/index.html.
281
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 291- 110, C.R.S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and
the County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the
proposed budget.
The proposed use of the 2014 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Maintenance of Condition
Maintenance Support
Trucking
TOTAL
$ 6,889,800
1,539,931
1,120,269
$ 9,550,000
282
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 2-1- 701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects of over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects), and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the
public health, welfare, or safety and any defined maintenance project which is funded in whole
or in part, from the highway users tax fund and which may be reasonably expected to exceed
$150,000 in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other
public improvement, including, but not limited to, repairing or seal coating of roads or highways
or major internal or external reconstruction or alteration of existing structures. "Defined
maintenance project" does not include routine maintenance activities such as snow removal,
minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads,
repainting, replacement of floor coverings, or minor reconstruction or alteration of existing
structures.
Based upon the above definitions, Weld County's Public Works 2014 budget would be allocated
as follows by the above categories:
Bridge Construction
Maintenance of Condition
Maintenance Support
Trucking
Mining
Administration
Pavement Management
Municipalities
Public Works:
Miscellaneous
Haul Route Program (HARP)
Part-time
Contract
TOTAL
TOTAL
$ 5,187,481
6,889,800
1,539,931
4,497,244
2,482,166
752,692
6,686,474
1,908,056
150,000
2,245,000
1,497,579
21,745,000
$55,581,423
HUTF STATE
$ 0
6,889,800
1,539,931
1,120,269
0
0
0
0
LOCAL/OTHER
$ 5,187,481
0
0
3,376,975
2,482,166
752,692
6,686,474
1,908,056
0 150,000
0 2,245,000
0 1,497,579
0 21,745,000
$ 9,550,000
$46,031,423
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and
contracts for overlays and reconstruction, and chip and seal ,df4($2 ,000, for a total of
$5,240,000 in bid projects for 2014 A maj or portion of the $21,745,000 for contracts may also
be contracted, which raises the potential bid project amount t26$8 5,000 Maintenance of
effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget;
therefore, it is not demonstrated in this budget document.
283
PUBLIC WORKS
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES
2000 90100 4130 SPECIFIC OWNERSHIP TAXES
2000 90100 4140 SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
INTERGOVERNMENTAL
2000 90100 4316 GRAZING ACT
2000 90100 4318 PAYMENT IN LIEU OF TAXES
2000 90100 4334 HIGHWAY USER
2000 90100 4338 MOTOR VEHICLE REG
2000 90100 4340 GRANTS
TOTAL INTERGOVERNMENTAL
OTHER
2000 90100 4640 ROYALTIES
2000 90100 4680 OTHER
TOTAL OTHER
TOTAL PUBLIC WORKS
9,000,000 11,500,000 11,500,000 11,500,000
6,000,000 7,300,000 7,300,000 7,300,000
2,250,000 2,000,000 2,000,000 2,000,000
17,250,000 20,800,000 20,800,000 20,800,000
530,000 500,000
500,000 500,000
90,000 70,000 70,000 70,000
300,000 330,000 330,000 330,000
9,550,000 9,700,000 9,700,000 9,550,000
330,000 330,000 330,000 330,000
3,216,672 6,298,235 6,298,235 6,298,235
13,486,672 16,728,235 16,728,235 16,578,235
3,000,000 5,000,000 5,000,000 5,150,000
3,593,000 3,800,000 3,800,000 3,800,000
6,593,000 8,800,000 8,800,000 8,950,000
37,859,672 46,828,235 46,828,235 46,828,235
284
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
2000 30100 ADMINISTRATION
2000 32100 TRUCKING
2000 32200 MOTORGRADER
2000 32300 ROAD AND BRIDGE CONSTRUCTION
2000 32400 MAINTENANCE SUPPORT
2000 32500 OTHER PUBLIC WORKS
2000 32600 MINING
2000 32700 PAVEMENT MANAGEMENT
2000 56200 CITIES AND TOWNS
2000 99999 SALARY CONTINGENCY
TOTAL PUBLIC WORKS
2013 2014 2014 2014
Budget Request Recommend Final
729,791
4,482,666
6,491,819
3,197,856
1,379,643
13,864,483
3,246,116
6,866,377
1,534,578
0
779,038
4,426,816
6,746,164
5,074,380
1,561,555
25,637,579
2,445,866
6,652,884
1,963,393
511,416
55,799,091 55,799,091 55,581,423
779,038
4,426,816
6,746,164
5,074,380
1,561,555
25,637,579
2,445,866
6,652,884
1,963,393
511,416
752,692
4,497,244
6,889,800
5,187,481
1,539,931
25, 637, 579
2,482,166
6,686,474
1,908,056
0
41,793,329
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 10,273,206
$ 11,023,839
$ 11,744,290
$ 11,581,959
Supplies
5,905,668
7,987,095
9,382,775
9,382,775
Purchased Services
18,322,901
22,736,395
34,626,026
34,570,689
Fixed Charges
3,511,328
46,000
46,000
46,000
Contra Expense
Capital
0
0
0
0
Gross County Cost
$ 38,013,103
$ 41,793,329
$ 55,799,091
$ 55,581,423
Revenue/Fund Bal.
31,053,627
32,793,329
44,299,091
44,081,423
Net County Cost
$ 6,959,476
$ 9,000,000
$ 11,500,000
$ 11,500,000
Budgeted Positions
137
141
141
141
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
286
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary;
coordinates complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 542,894
$ 594,878
$ 601,635
$ 575,289
Supplies
55,759
33,500
53,000
53,000
Purchased Services
171,130
101,413
124,403
124,403
Fixed Charges
1,139
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 770,922
$ 729,791
$ 779,038
$ 752,692
Revenue
0
0
0
0
Net County Cost
$ 770,922
$ 729,791
$ 779,038
$ 752,692
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services increased $6,757 for a job reclassification for
the Office Administrator. Supplies increased $19,500 as Other Operating Supplies increased
this amount based on historical costs and anticipated supply needs for 2014.
Purchased Services increased $22,990 based on the following: Other Purchased Services
decreased $384 due to a reduction in Dish Network service fees. Phones increased $6,285
based on historical data and anticipated phone costs for 2014. Medical Services increased
$12,464 in part due to historical data and fees for employee background checks. Repair and
Maintenance Other increased $2,000 for copy fees associated with the Canon Copier/Multi-
function device. Travel and Meetings increased $1,900 based on historical data and anticipated
costs. Training increased $725 based on anticipated training classes for 2014.
Final budget adjustments include a decrease in salaries of $26,346.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the Office
Administrator appears justified in examining the position's job assignments and comparably paid
positions in the county. The other line item changes are recommended based upon the
historical data and anticipated costs for 2014.
BOARD ACTION:Approved as recommended, including the reclassification of the Office
Administrator.
287
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
than 1% error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
95%
95% 95%
.266 .259 .259
$2.92 $2.87 $2.73
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the
Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Perform duties with less than 1% errors,
100%
100%
100%
Accurately
monitor and report
activities of the
department
90% of the time
288
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 31 assigned truck tractors
and 37 trailers, 4 loaders and 3 dump trucks. This department is responsible for organizing and
supervising the County Community Service Work Program and operational supervision and
management of the trucking contract.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,109,218
$ 2,267,097
$ 2,211,097
$ 2,281,525
Supplies
2,833
7,000
7,150
7,150
Purchased Services
2,032,422
2,208,569
2,208,569
2,208,569
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,143,378
$ 4,482,666
$ 4,426,816
$ 4,497,244
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
4,143,378
33
4,482,666
33
$ 4,426,816
33
4,497,244
33
SUMMARY OF CHANGES:Personnel Services decreased $56,000 for salaries for seasonal
employees in the Trucking division which are funded from the Other Public Works budget (2000-
32500). Supplies increased $150 for Uniform and Clothing reimbursement for one seasonal
employee. Final budget adjustments include an increase in salaries of $70,428.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
289
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.26
1.23
$16.64 $16.36
1.23
$16.34
Goal TPW5: Haul all material needed for gravel roads, RAP (recycled asphalt) roads and asphalt road
construction and overlay projects. Clear paved roads of snow and ice.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-1: Operate
within budget
limits
95% of the time operate within established
budget guidelines; emergencies, e.g.
weather, etc. excepted
Yes
Yes
Yes
TPW5-2:
Complete annual
gravel plan
100% of scheduled gravel plan
accomplished annually
100%
100%
100%
TPW5-3: Respond
to calls for service
within 24 hours
100% of service calls responded to within 24
hours
100%
100%
100%
290
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Motor Grader - - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 42 motor graders, 9 water tankers, 4 rollers,
2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving
maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately
2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 3,046,976
$ 3,220,119
$ 3,122,064
$ 3,265,700
Supplies
1,001,847
1,157,300
1,500,900
1,500,900
Purchased Services
2,599,649
2,114,400
2,123,200 2,123,200
Fixed Charges
-101,731
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,546,741
$ 6,491,819 $ 6,746,164
$ 6,889,800
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 6,546,741
46
$ 6,491,819
$ 6,746,164
46
46
$ 6,889,800
46
SUMMARY OF CHANGES: Personnel Services decreased a total of $98,055 for the following
reasons: $105,000 for salaries for seasonal employees in the Motor Grader division were
transferred to the Other Public Works budget (2000 32500). Overtime increased $6,945 based
on historical data. Mid -year, when a Grader Supervisor retired, the Supervisor position was not
filled; instead the position was reclassified to a Senior Foreman position and another Foreman
position was created. The two Foreman positions report to the Senior Foreman. The change
was cost neutral. Final budget adjustments include an increase in salaries of $143,636.
Supplies increased a total of $343,600 as Uniform and Clothing reimbursement for additional
seasonal employees increased $400 and Other Operating Supplies was increased $343,200
due to anticipated costs for dust palliative material and grader blades.
Purchased Services increased a total of $8,800 as Utilities was increased $3,800 based on
historic costs and Repair and Maintenance Other increased $5,000 based on historic data.
FINANCE/ADMINISTRATION RECOMMENDATION: Increases are justified based upon the
historical spending patterns and anticipated needs in 2014. Recommend approval.
BOARD ACTION: All other items were approved as recommended.
291
MOTOR GRADER
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.75
$25.35
1.71
$24.93
1.71
$25.03
Goal TPW4: To provide for the maintenance of 2,500 miles of ' ravel roads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1: Spread
gravel per annual
gravel plan
TPW4-2: Perform
surface
maintenance on
gravel roads
100% of gravel plan accomplished annually
Yes
Yes
Yes
80% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW4-3: Respond
to keep
Department of
Defense roads
open during snow,
construction events
100% of Air Force road maintenance done
annually
Yes
Yes
Yes
TPW4-4: Respond
to service calls
within 5 days to
acknowledge
concern for the
caller
95% of the time. Contact or resource
commitment will be made.
Yes
Yes
Yes
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 28 full time employees and 14seasonal
positions, with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas.
This unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,902,290
$ 1,955,286
$ 1,970,326
$ 2,083,427
Supplies
851,038
510,550
2,369,034
2,369,034
Purchased Services
1,549,974
686,020
689,020
689,020
Fixed Charges
35,522
46,000
46,000
46,000
Capital
0
0
0
0
Gross County Cost
$ 4,338,824 $ 3,197,856 $ 5,074,380
$ 5,187,481
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 4,338,824
27
$ 3,197,856
$ 5,074,380
28
28
$ 5,187,481
28
SUMMARY OF CHANGES: Personnel Services increased $15,040 for anticipated overtime
costs for 2014. Final budget adjustments include an increase in salaries of $113,101.
Supplies increased a total of $1,858,484 based on the following: Road Construction Supplies
increased $1,755,000 to fund contract recycled asphalt crushing, recycled asphalt supply, class
6 material purchase, and bulk cement purchase. Uniforms and Clothing increased $850 for
clothing reimbursement for seasonal employees. Other Operating Supplies increased $15,300
based on historic costs and anticipated needs for 2014. Cost of Goods Sold increased $87,334
for anticipated inventory needs for 2014.
Purchased Services increased $3,000 as Contract Payments was increased this amount for
water and dust control on projects for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based upon anticipated work plan.
BOARD ACTION: Approved as recommended.
293
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.06
$19.06
1.03
$18.75
1.03
$18.84
GoalTPW3: To repair and replace bridges, construct capital improvement projects, assist with snow removal
on road system and county parking lots, install and replace culverts and cattle guards and perform tree
removal/trimming in county rights of way.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Complete all
construction
projects by the end
of the year or as
scheduled
100% of construction projects completed
by the end of the year with 75% of them
completed within established timelines
Yes
Yes
Yes
Respond to service
calls within 24
hours of receipt
100% of the time service calls will be
responded to within 24 hours
97%
98%
98%
Maintain bridge
system with less
than 10% restricted
bridges
100% less than 10% restricted bridges,
100% scheduled critical repair of bridges
within one year of discovery
Yes
Yes
Yes
Snow removal
from county
parking lots in
business park and
Human Services
100% of the time accomplish task. If
task cannot be accomplished due to the
amount of snow or other conditions,
provide information to decision makers.
99%
99%
99%
294
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of
signs, barricades, construction project signing, and roadway striping county -wide. The unit
conducts routine and sustained snow removal operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 649,332
$ 637,824
$ 644,624
$ 623,000
Supplies
515,650
559,195
729,141
729,141
Purchased Services
203,336
182,624
187,790
187,790
Fixed Charges
-878
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,367,440 $ 1,379,643 $ 1,561,555
$ 1,539,931
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 1,367,440
9
$ 1,379,643
$ 1,561,555
9
$ 1,539,931
9
SUMMARY OF CHANGES: Personnel Services increased $6,800 for anticipated overtime in
2014. Supplies increased $169,946 based on the following: Small Items of Equipment
increased $9,000 based on historic data and the replacement of a pressure washer. Road
Construction Supplies increased $61,015 for the purchase of sand and ice slicer for snow
removal. Cost of Goods Sold increased $99,931 based on anticipated inventory needs for
2014. Contract Payments increased $5,166 for anticipated traffic control on projects.
Final budget adjustments include a decrease in salaries of $21,624.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified based upon anticipated work plan.
BOARD ACTION: Approved as recommended.
295
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.342 .333 .333
$5.86 $5.77 $5.59
Goal TPW6: Assure safe travel for the general public by maintaining clearly marked and signed roads and
bridges; assist in plowing of snow from county parking lots and roads; install and maintain snow fence in
selected areas of the county.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-1: Respond
to service calls
within 24 hours of
receipt
TPW6-2: Respond
and place
temporary stop
signs
100% of service calls will be responded to
within 24 hours
100% of the time
100%
100%
100%
100%
100%
100%
TPW6-3: Replace
warning advisory
and regulatory
signs
100% of the time
100%
100%
100%
TPW6-4:
Schedule road line
painting
Centerline
Shoulder line
100% of all new or improved hard surface
100% of the time
100% of the 50%
100%
100%
100%
296
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract
payments for bridge grants and road construction projects are included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 948,894
$ 941,523
$ 1,497,579
$ 1,497,579
Supplies
0
0
0
0
Purchased Services
7,932,320
12,922,960
24,140,000
24,140,000
Fixed Charges
72,165
0
0
0
Transfers
3,500,000
0
0
0
Gross County Cost
$ 12,453,379
$ 13,864,483
$ 25,637,579
$ 25,637,579
Revenue
0
0
0
0
Net County Cost
$ 12,453,379
$ 13,864,483
$ 25,637,579
$ 25,637,579
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Personnel Services increased a total of $556,056 in part based on
historic costs and to fund additional seasonal employees as follows: Salaries increased
$469,082; Overtime increased $29,135; Unemployment Insurance increased $2,692; Health
Insurance increased $43,435; FICA increased $9,504; Medicare increased $2,208. All seasonal
are funded in this budget unit for 2014.
Purchased Services increased $11,217,040 based on the following: Contract Payments
decreased $7,810,000 based on capital improvement projects for 2014. Strategic Roads
increased $17,165,000 based on capital improvement projects, including Phases I and II of the
Weld County Road 49 extension. The Haul Route Program decreased $717,960 as a portion of
the expenditures are funded from the Road and Bridge Construction budget (2000-32300).
The specific projects in the 2014 budget are: Intersection of WCR 49 and US 34 ($1,800,000),
Intersection of WCR 47 and SH 392 ($400,000), Intersection of WCR 74 and SH 392 ($70,000),
Intersection of WCR 49 and WCR 22 ($2,250,000), Intersection of WCR 49 and WCR 44
($3,000,000), Intersection of WCR 49 and WCR 22 ROW ($325,000), WCR 49 acquisition of
southern ROW ($650,000), Bridge 68/59A ($1,500,000), WCR 49 Phase 1A ($4,900,000), WCR
49 Phase 2 ($6,000,000), ROW expenses ($150,000) and other contracts ($850,000).
297
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board has
approved the above projects as part of the Five Year Capital ImprovementsPlan. The increase
for seasonal staffing is justified due to the workload of the projects.
BOARD ACTION: Due to the September, 2013 flooding the Contingency Fund may have to be
used to fund some flood mitigation efforts in 2014, depending on what FEMA approves. This
may result in a transfer of funds from the Contingency Fund and supplemental appropriations in
the Public Works Fund. Some of the grant projects may have to be delayed in 2014 to
accommodate the flood repairs and mitigation projects. FEMA will pay 75% of the eligible flood
repairs and mitigation costs. The State of Colorado will pay 12.5%. The latest estimates of costs
indicate the amount could exceed $20 million in total costs with Weld County paying 12.5% or
over $2.5 million.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Abutments
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
12 12 13
0 0
$92.28 $90.76
0
$93.13
298
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 331,719
$ 305,667
$ 307,167
$ 343,467
Supplies
248,023
2,386,400
1,584,650 1,584,650
Purchased Services
488,842
554,049
554,049
554,049
Fixed Charges
2,375
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,070,959
$ 3,246,116
$ 2,445,866
$ 2,482,166
Revenue
0
0
0
0
Net County Cost
$ 1,070,959
$ 3,246,116
$ 2,445,866
$ 2,482,166
Budgeted Positions
5
5
5
SUMMARY OF CHANGES: Personnel Services increased $1,500 for anticipated overtime in
2014. Supplies decreased $801,750 as Road Construction Supplies decreased by this amount
for Class 6 material and recycled asphalt crushing now funded from the Road and Bridge
Construction budget (2000-32300). Final budget adjustments include an increase in salaries of
$36,300.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
299
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.190
$9.19
.185
$9.03
.185
$9.02
Goal TPW2: To perform mining, crushing, and screening of aggregate materials and recycled asphalt.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-1:
Complete
scheduled
crushing and
screening
requirements
100% of scheduled production
Yes
Yes
Yes
TPW2-2: Follow
Mining Safety and
Health (MSHA)
guidelines and
directives
100%, provide detailed explanation of any
write-ups or discrepancies
Yes
Yes
Yes
300
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter,
crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 741,883
$ 1,101,445
$ 878,382
$ 911,972
Supplies
3,230,518
3,137,550
3,138,900
3,138,900
Purchased Services
1,901,727
2,627,382
2,635,602
2,635,602
Fixed Charges
3,831
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,877,959
$ 6,866,377
$ 6,652,884
$ 6,686,474
Revenue
0
0
0
0
Net County Cost
$ 5,877,959
$ 6,866,377
$ 6,652,884
$ 6,686,474
Budgeted Positions
10
13
13
13
SUMMARY OF CHANGES: Personnel Services decreased a total of $223,063 for the
following: Salaries decreased $226,000 for seasonal employees in the Pavement Management
division, which are funded from the Other Public Works budget (2000 32500). Overtime was
increased $2,937 for anticipated overtime costs in 2014. Final budget adjustments include an
increase in salaries of $33,590.
Supplies increased $1,350 as Uniforms and Clothing increased by this amount for clothing
reimbursement for seasonal employees. Purchased Services increased $8,220 as Utilities
increased $720 for an additional port -o -let. Machinery and Equipment increased $7,500 for the
rental of a water truck for the chip crew.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
301
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
Work Outputs ACTUAL ESTIMATED PROJECTED
FTE's per 10,000/capita .490 .480 .480
Per capita cost (county support)
$25.00 $24.59 $24.88
Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and
sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted
services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
TPW7-1: Respond
to calls for service
100% of the time to repair or schedule
TPW7-2: Perform
scheduled paving
and milling
operations
TPW7-3: Prepare
assigned contract
bids and documents
100% of schedule met or explained
100% of the time
TPW7-4: Assure
paved roads are
maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain following standards for paved
roads:
70% rated good
25% rated fair
5% rated poor
ACTUAL
ESTIMATED
100%
100%
100%
100%
100%
100%
66%G
68%G
33%F
31%F
1%P
1%P
PROJECTED
100%
100%
100%
69%G
30%F
1%P
302
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section -243 202, C.R.S., 1973,
50 percent of the mill levy collected by the County on assessed values within incorporated
municipalities to maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
0
0
0
0
Supplies
0
0
0
0
Purchased Services
1,443,501
1,534,578
1,963,393
1,908,056
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,443,501
$ 1,534,578
$ 1,963,393
$ 1,908,056
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
$ 1,443,501
n/a
$ 1,534,578
$ 1,963,393
$ 1,908,056
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the
municipalities with the 2014 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Final amount was $55,337 less than the 2014
Proposed Budget amount due to final assessed values.
303
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 33,960,748
$ 28,859,672
$ 44,299,091
$ 44,081,423
Net County Cost
$ 6,956,476
$ 9,000,000
$ 11,500,000
$ 11,500,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2014 total $74,828,235, which includes a fund
balance of $28,000,000, in addition to the revenue shown in the budget. Property tax is set at
$11,500,000 up $2,500,000. Specific ownership tax is estimated to be $7,300,000, up
$1,300,000 from 2013, as vehicle sales recover. Total HUTF will be $9,550,000 unchanged
from 2013. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are
$330,000, and grazing fees are $70,000. Oil and gas revenues are $5,150,000.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the new district and
then Public Works will apply to the district for the funding of projects. In 2014, the district is
funding $1,000,000 in oil and gas haul route projects. The $1,000,000 is budgeted in other
revenues from project reimbursements. PILT is budgeted at $330,000 with the Federal Mineral
Leasing District funding change.
Other revenues from project reimbursements total $5,898,235, which are up $1,318,563.
Transportation impact fees are budgeted at $2,800,000. Reimbursements for the intersections
of CR 49/US34 project includes $1,499,735 from NFRMPO, CR 49/SH 392 project includes
$320,000 from NFRMPO, and CR 74/SH 392 project includes $56,000 from NFRMPO. There
are also Energy Impact Assistance grants of $3,000,000 for Phase I and II of WCR49 and
$200,000 for WCR49/22. A HES grant for $22,500 is funded. There is a state grant for
$1,200,000 for Bridge 68/59A. Severance tax is budgeted at $2,000,000. In accordance with the
policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is
budgeted at a five year leveling average due to the fluctuations of the revenue created by the
price and production levels of oil and gas commodities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended. Due to the September, 2013 flooding the
Contingency Fund may have to used to fund some flood mitigation efforts in 2014, depending
on what FEMA approves. This may result in a transfers of funds from the Contingency Fund and
supplemental appropriations in the Public Works Fund. Some of the planned grant projects may
have to be delayed in 2014 to accommodate the flood repairs and mitigation projects.
304
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$ 0
$ 511,416
$
0
Supplies
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost $
0
0
$ 511,416 $
0
Revenue
0
0
0
0
Net County Cost
Budgeted Positions
0
n/a
0
n/a
$ 511,416
n/a
0
n/a
SUMMARY OF CHANGES: Budget reflects an 8 percent increase in health insurance costs.
2014 salary increases are a policy issue for the Board, but there are funds for step increases
due employees in 2014 and a 2.5 percent salarycost- of living amount included in this budget.
There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: The salary adjustments and health insurance increases were approved as
recommended. Final salary and benefit amount was $349,085, which was a savings of
$162,331 over the recommended amount.
305
306
SOCIAL SERVICES
Revenue Changes
$25000,000
S20.000.000
$15,000,000
S10,000,000
$5,000,000
SO
$19,866.602
$6.500,000
■ 2013
O2014
0
0
O
Property taxes Federal/State
0
0
O
0
0
0
tO
Fund Balance
2014 Revenue
Total $33,644,170 (2013 $32,366,602)
Fund Balance
$4,000,000
12%
Federal/State
$21,205.333
63%
307
Property taxes
$8.438.837
25%
SOCIAL SERVICES
2014 Expenditures
Total $30,399,000 (2013 $28,997,045)
Child Welfare
$13,350,000 44%
Core Services
$828,000 3%
TANF $3,015,000
10%
Miscellaneous
$1,012,000 3%
AND $165,000 0%
$16,000,000
$14.000,000
$12,000.000
$10,000,000
$8,000,000
$6.000.000
Child Support
Admin $2,915,000
10%
LEAP $225,000
1%
Administration
$7,920,000 26%
Day Care
$969,000 3%
Expenditure Changes
po
O
S
$4,000,000 —y
N
H
O
$2,000,000 -
o
N 0
41 �
N N
$0
0
O
O
ke
•
308
❑ 2014
■ 2013
0 0
O {O
•n N
Si N
N N
N N
0 m
N
0 0
0 0
O 0
o
0)
01 0,
la to,
r�
O
0
0
O
N
N
SEVEN YEAR TREND
Social Services
$35
$30
$25
$20
z
O
J_
$15
$10
$5
$0
2008 2009 2010 2011 2012 2013 2014
309
SOCIAL SERVICES FUND SUMMARY
Calendar year 2014 holds great opportunity and concern for the Weld County Department of
Human Services. It will be the first full year of our implementation of an Electronic Document
Management System, enabling us to scan images of all documents that are presented to us, at
the time they are received, so that they can be stored and retrieved electronically, rather than
copying, filing, and storing physical documents. We will also participate in the state-wide Title
IV -E (Foster Care and Adoption Assistance Entitlement Grant) Waiver Project, designed to
provide permanent connections for children entrusted to our care. Senate Bill 12 078 mandates
reporting of abuse of at -risk adults and could significantly impact the workload of our Adult
Protection Caseworkers. The Department is reorganizing its staff in anticipation of this increase,
so that we can be prepared to provide services needed to address this issue. Finally, and likely
most significantly, 2014 will bring implementation of some of the most impacting aspects of the
Affordable Care Act. We anticipate the requirement of citizens to apply for Medicaid in order to
be eligible for services under the Health Exchange and the increase in income levels eligible for
Medicaid will create an increase in caseload of 25% 30%. We are hiring, equipping, and
training staff in anticipation of this increase, so that we can be prepared when it arrives.
The total Social Services Fund budget is $30,399,000. The programs are funded by property
tax of $8,438,837, state and federal funds of $21,205,333, and the potential use of fund balance
to cover unanticipated cost overruns. The Department continues to pursue innovative programs
to avoid, or reduce the duration of, clients' need for services. While this may, in sonmases,
drive greater costs in the current year, it is anticipated that these measures will enable the
Department to avoid costs in future years.
Food Assistance caseloads increased substantially from 2006 through 2011, increasing by
approximately 170%. However, they appear to have reached a plateau during the first few
months of 2012, remaining steady through the remainder of 2012 and the first half of 2013.
Other assistance programs administered by the Department, such as LEAP, Aid to the Needy
Disabled, Old Age Pension, and Child Care have been following a similar trend.
CBMS continues to impact the productivity of staff and create delays in the delivery of payments
and benefits for Food Assistance, Medicaid, Colorado Works, and State Only Programs. Many
of the inefficiencies creating these delays are being resolved. However, the inefficiencies that
remain continue to impact the time required to process cases and the number of cases in
pending status. Weld County remains hopeful that modifications currently under development
will rectify some of the issues created by the system. In the meantime, we have identified
changes to our internal practices that have enabled us to deliver services in more timely and
accurate ways, and will continue to identify practice and policy changes that will further this
effort.
The settlement agreement of a lawsuit, impacting all counties in Colorado, identifies goals that
counties must meet in processing applications for assistance through the CBMS system in a
timely manner. Weld County is achieving the goals set forth in that agreement and continually
surpasses the state wide average for timeliness. While our ultimate goal, of course, is to
process 100% of applications timely, our compliance with requirements of average processing
time continues to exceed 90%.
Weld County will be starting the State Fiscal Year 2013 2014 with a small amount of TANF
County Reserve, which will serve to insulate us, to some extent, from the requirement to use
county -only funds in coverin@hild Welfare and Colorado Works over -expenditures. The
requirements of Senate Bill 08 177 have increased the percentage of our Colorado Works
310
allocation that is expended on Basic Cash Assistance, leaving fewer funds available for
Supportive Services and Diversion Payments.
Quality day care, at an affordable cost, will continue to be a challenge for working families to
obtain. The Department continues to develop methods of providing appropriate reimbursement
to providers, being careful to not monopolize the market. The upgraded version of the CHATS
system continues to provide challenges for program and fiscal staff. Weld County has worked
closely with providers to encourage practices that result in accurate and timely reimbursement
for services and provide reliable information concerning the need for services. Expenditures for
services have declined, significantly, in many counties within the State. Weld County's
expenditures have remained fairly constant, possibly due to the fact that many of the program
integrity measures that the new system has brought about were already being practiced in Weld
County, prior to the implementation of the new system.
Weld County's efforts toward early intervention in Child Welfare involvements is beginning to
produce positive outcomes, both in our outcome tracking measures and in our ability to control
expenditures. Our caseworkers are regularly recognized for the accuracy and thoroughness of
their case files. Although referrals to the Department continue to increase, the number of cases
that ultimately result in intrusive and costly out -of -home placements has decreased significantly,
as more families are diverted to treatment and training services in an effort to keep them intact.
Recent increases to the amount of Child Welfare and Core Services funds allocated to Weld
County have enabled us to implement efficiencies and strategies to improve the decision
making process involved in protecting children, while providing permanence and safety in the
least restrictive setting, appropriate to each situation. Additional funding from the Title IV -E
Waiver will enhance these efforts even further.
311
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2014
FEDERAL
AND STATE COUNTY TOTAL
County Administration $ 4,500,000 $ 3,420,000 $ 7,920,000
Other Programs 361,000 0 361,000
Child Support Administration 2,150,000 765,000 2,915,000
TANF-Colorado Works 1,529,917 1,485,083 3,015,000
Aid to the Needy Disabled 0 165,000 165,000
Child Care 430,000 539,000 969,000
Old Age Pension 111,000 10,000 121,000
Child Welfare 9,911,163 3,438,837 13,350,000
Core Services 628,000 200,000 828,000
LEAP 200,000 25,000 225,000
General Assistance 460,000 70,000 530,000
Sub -Total $ 20,281,080 $10,117,920 $ 30,399,000
Federal/State Reimbursement $ 20,281,080
Claims Collection Incentives 185,000
TANF Adjustment 599,253
Child Support Incentives 140,000
Usage of Deferred Revenues 0
Sub -Total Revenue $ 21,205,333
Potential Use of Fund Balance 754,830
County Property Tax / Penalties 8,438,837
Total Available Funds $ 30,399,000
312
SOCIAL SERVICES FUND
MANDATED FEDERAL AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families — Colorado Works X X
Aid to the Needy Disabled X
Low Income Energy Assistance Program X X
Old Age Pension X
General Assistance* Optional Optional
* State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Federally State
Mandated Mandated
Child Protection — Casework Services
Youth Services — Casework Services
Administration: Costs associated with administration include compensation for direct services
through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities,
travel, supplies, and equipment are funded through administrative allocations. The State
establishes administrative allocations and reimburses at various rates depending on the type of
expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred
TANF funds, surplus distribution, or Federal pass-thru revenues.
313
SOCIAL SERVICES
SUMMARY OF REVENUES
2014
Fund Org Acct
Account Title
2013 2014 2014 2014
Budget Request Recommend Final
2100 42111 4112
TAXES
CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
2100 42700 4320 FEDERAL GRANTS
2100 42110 4336 REIMBURSEMENTS
2100 42111 4336 REIMBURSEMENTS
2100 42115 4336 REIMBURSEMENTS
2100 42200 4336 REIMBURSEMENTS
2100 42365 4336 REIMBURSEMENTS
2100 42375 4336 REIMBURSEMENTS
2100 42380 4336 REIMBURSEMENTS
2100 42410 4336 REIMBURSEMENTS
2100 42415 4336 REIMBURSEMENTS
2100 42610 4336 REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES
6,500,000 9,000,000 9,000,000 8,438,837
450,000
4,657,022
1,082,163
545,000
2,300,000
1,192,917
400,000
111,500
8,800,000
128,000
200,000
460,000
4,500,000
924,253
361,000
2,150,000
1,529,917
430,000
111,000
9,350,000
628,000
200,000
460,000
4,500,000
924,253
361,000
2,150,000
1,529,917
430,000
111,000
9,350,000
628,000
200,000
460,000
4,500,000
924,253
361,000
2,150,000
1,529,917
430,000
111,000
9,911,163
628,000
200,000
19,866,602 20,644,170
26,366,602 29,644,170
20,644,170 21,205,333
29,644,170 29,644,170
314
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
2100 42110 ADMINISTRATION -REGULAR
2100 42115 OTHER PROGRAMS
2100 42200 CHILD SUPPORT ADMINISTRATION
2100 42365 COLORADO WORKS
2100 42370 NEEDY AND DISABLED
2100 42375 DAY CARE & ADMINISTRATION
2100 42380 OLD AGE PENSION
2100 42410 CHILD WELFARE & ADMINISTRATION
2100 42415 PLACEMENT ALTERNATIVE CARE
2100 42610 LEAP ADMINISTRATION & OUTREACH
2100 42700 GENERAL ASSISTANCE
TOTAL SOCIAL SERVICES
2013 2014 2014 2014
Budget Request Recommend Final
8,282,945
250,000
3,125,000
2,678,000
20,000
916,000
121,500
12,530,000
328,000
225,600
520,000
28,997,045 30,399,000 30,399,000 30,399,000
7,920,000
361,000
2,915,000
3,015,000
165,000
969,000
121,000
13,350,000
828,000
225,000
530,000
7,920,000
361,000
2,915,000
3,015,000
165,000
969,000
121,000
13,350,000
828,000
225,000
530,000
7,920,000
361,000
2,915,000
3,015,000
165,000
969,000
121,000
13,350,000
828,000
225,000
530,000
315
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 20,261,852
$ 20,753,000
$ 21,129,000
$ 21,129,000
Supplies
559,074
566,600
1,867,000
1,867,000
Purchased Services
8,233,760
6,033,500
7,001,000
7,001,000
Fixed Charges
858,605
800,000
852,000
852,000
Capital
0
0
0
0
Contra Expense
- 661,265
- 844,000
- 450,000
- 450,000
Gross County Cost
$ 29,252,026
$ 27,309,100
$ 30,399,000
$ 30,399,000
Revenue
20,482,583
19,309,580
20,644,170
21,205,333
Net County Cost
$ 8,769,443
$ 7,999,520
$ 9,754,830
$ 9,193,667
Budget Positions
311.5
301.5
306.5
306.5
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
316
STRATEGIC AREA: HUMAN SERVICES
Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to
improve their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HH5 1-1: Increase quality
Implement continuous improvement system
Develop and/or refine methodology to gather
of work
to accomplish the following: Analyze
statistics in order to establish baselines against which
current processes to determine if they are
performance will be measured in future years.
achieving expected outcomes; develop
Certain Divisions of the Department were able to
remedies and improvements; deploy follow
define their methodology in 2010-2011 and will
up tracking system measuring the
effectiveness of improvements; reduce the
refine it in 2013.
duplication of services provided to customers
Continuous improvement system designed and
requiring wrap around services; train service
coordinators to provide upfront
implemented within DHS.
departmental -wide coordinated services.
Initial improvement teams launched addressing four
key opportunities for improvement.
Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-1: Increase
retention of quality staff
Identify existing performance management
approaches within Human Services to
include individual department approaches,
County approaches, and different
performance management philosophies and
styles within Human Services.
Statistically valid retention baseline developed
using several past years to determine trends.
- Used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5 (Workforce
Focus) and implement "best practice"
concepts to include factors affecting
employee satisfaction and engagement, staff
development, supervisory development,
employee safety and well-being, morale,
motivation and teamwork.
By the end of 2014 all employees will have
professional development plans incorporated and
addressed within their formal evaluation system.
317
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staffing levels to
Upper level DHS organization structure evaluated
succession plans created
across the Department
administer system.
and assessed.
Develop and deploy follow up tracking
system measuring the effectiveness of the
Human Services Department Human Capital
Management efforts.
Define how employees are measured.
Fully implement new County performance
management system.
Implement and perfect performance appraisal
system.
Train supervisors and staff on how to use the
new performance appraisal system.
Identifying current practices used for
measuring employee performance, best
practices and standards are set to reflect Core
Values.
Develop a uniform approach for performance
management and evaluation that contains
standards as dictated by job descriptions. .
Develop employee measurements based job
standards and assessments that will be
defined and implemented in the County
performance management system.
HHS2-4: Team culture
Develop and deploy continuous training and
Increase employee core knowledge of all
developed across the board
job sharing opportunities (using creative
departments across Human Services.
within the Department of
technological options) that will help improve
Human Services
organizational knowledge, job performance
and core values.
318
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services
Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS3-1: Improved
customer and stakeholder
access to DHS program
information and services
Implement the best methods to communicate
with clients, stakeholders and other agencies
to include using the intranet; newsletter, web
page; email or newsletters.
Implement the best methods to review policy
with the County Commissioners;
communicate with County departments; the
best methods to communicate with the rest of
the County.
Develop a process to share positive
information with the community. Greater
emphasis will be placed on positive outcomes
of the services provided by Human Services
and statistics that point to success, the image
of the department could be enhanced and
could improve relationships that are
considered confrontational.
An improved Human Services' website that
provides more program -related information
including qualification details could help
customers identify eligibility even before coming
into Human Services.
Increased and measureable use of the PEAK
system that enables customers to apply for benefits
on-line.
HHS3-2: Ensure all DHS
staff are fully engaged in
the communications loop
Create team backups from each division to
maintain continuity.
Form staff driven improvement teams.
Train staff members on project management
and process improvement methodologies that
will be used during the process.
Conduct research around the following: The 5
most important methods to communicate info
in HS; Communication methods that are
currently working and methods not working;
The best way to attain the voice of all staff.
Top five internal communication methods for DHS
identified and validated.
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may
impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY PERFORMANCE
INDICATOR(S)
HHS4-1: Increased
preparedness to handle
future contingencies
Develop & assess budget.
Formulate program projections based on
increased demand.
Identify mandatory program commitments.
Identify discretionary programs.
Forecast shell created through identified reports
and data that predict future trends and needs.
Developing Management Reports that will provide
fiscal data, useful for decision -making, across all
programs. Several programs are now being piloted
for refinement of format.
319
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY PERFORMANCE
INDICATOR(S)
HHS4-2: Increased
Explore ramifications of child welfare 90/10
DHS revenue generating sources compiled.
flexibility and agility in
to 80/20 switch.
meeting future customer
Cost Containment / Revenue Maximization
demands
Conduct scenario planning addressing the
strategies were identified, evaluated and, where
following: What can be cut first; the
feasible, implemented during 2010 and 2011. The
consequences; the potential alternative
Department has identified four additional
funding strategies and the business case in
strategies for 2013 that are reflected in the budget
supporting individual programs compared to
others.
narrative.
Identify "big ticket" items that must be
supported.
HHS4-3: Enhanced DHS
Form staff driven Continuity of Operations
Continuity of Operation Plan will have been
emergency preparedness
project planning team.
implemented and revised as appropriate and all
staff will participate in and be aware of the plan.
Develop and deploy Continuity of Operations
Plan.
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any
person inside and outside of the organization on a continuous basis
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY PERFORMANCE
INDICATOR(S)
HH55-1: County
Commissioners and other
stakeholders understand
the tangible value that
Weld County Human
Services provides to the
local community
Increase awareness of DHS programs and
services.
Enhance image of DHS programs and
services.
Development and implantation of the
recommendations of the O1 Group for the
reorganization of the Service Delivery Entry
Points to Human Services.
Individual DHS division education and promotion
plans developed that includes the Department's
mission, vision and purpose.
HH55-2: High level
connections can be
demonstrated from the
services that each team
provides to any family
Analyze coordinated services within a
targeted group of customers and identify what
everyone is gathering.
Expand coordinated service analysis after
targeted group analysis and construct ethics
guidelines regarding the information used in
conjunction with the coordinated service
analysis.
Determine what funding sources and
tracking/reporting are potential barriers and
explored possible resolutions.
Organizational report card shell designed.
320
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/ICEY PERFORMANCE
INDICATOR(S)
HH55-3: Effective
Build organizational report card: Benchmark
DHS stakeholder and customer perception baseline
stewardship of the taxpayer
Adams county; Incorporated "Return on
established.
dollar
Investment" language into report card based
on outcomes that can justify current
Department activities.
Validate the report card with stakeholders.
Publish report card on a routine basis.
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and
partners of the Weld County Department of Human Services.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HITS6-1: Increased
Ensure that customer goals are embedded within
Individual DHS division customer satisfaction
customer satisfaction levels
employee performance standards.
assessment tools developed.
Test the feasibility in monitoring phone calls to
test for quality customer service.
Develop multiple methods to assess the quality of
Overall DHS customer satisfaction index
customer service (staff, partners, boards, etc.);
identify the meaning of "respect" mean in the
eyes of all customers?
designed.
Determine key requirements for all DHS
Initial DHS customer satisfaction baseline
customers — as well as their priorities (ease of
use, quality of contact, quality of service, etc.)
established.
Offer ongoing training to all staff to improve
basic customer service skills.
Offer training for managers on the nuts and bolts
of reinforcing customer service standards.
Ensure partner accountability to Human Service
customer service standards through contract
language that can be developed to drive a closer
alignment and assisting partners by
communicating standards, training, and
reinforcement.
Develop strategies to quantify intangible aspects
of customer service (focus groups).
321
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Adult Protection, and Common Support programs.
The State establishes an allocation that limits the reimbursement for administrative
expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 5,891,156
$ 6,145,182
$ 7,100,000
$ 7,100,000
Supplies
12,040
110,000
150,000
150,000
Purchased Services
2,362,178
500,000
700,000
700,000
Fixed Charges
0
1,552,763
0
0
Contra Expense
-13,404
- 25,000
- 30,000
- 30,000
Capital
0
0
0
0
Gross County Cost
$ 8,251,970
$ 8,282,945
$ 7,920,000
$ 7,920,000
Revenue
5,309,556
4,657,022
4,500,000
4,500,000
Net County Cost
Budget Positions
$ 2,942,414
144.0
$ 3,625,923
$ 3,420,000
144.0 149.0
$ 3,420,000
149.0
SUMMARY OF CHANGES: The Department has reorganized several components of its
operations in an effort to increase efficiencies and recognize the increased demand for services
brought about by the economic downturn and by the actions of Federal and State legislators.
We are migrating from a back -end scanning system to an up -front imaging system, which
captures electronic copies of all documents needed for the verification of eligibility and
determination of benefit levels for all Assistance Payments programs, as well as upda:jirthe
scanning system used for all programs administered by the Department. We have also brought
on four temporary Fraud Investigative Technicians to reduce the backlog of referrals, as well as
ten Eligibility Technicians, one Case Reviewer, one Trainer and one Manager, in preparation for
the increased demand for service that will result from the enacting of Health Care Reform
legislation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In a work session
on May 7, 2013, the Board approved the additional staff mid -year to deal with the impacts of the
Health Care Reform legislation.
BOARD ACTION: Approved as recommended.
322
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
30,000 31,400 33,000
5.411 5.322 5.412
$11.06 $13.40 $12.42
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
323
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF
Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
0
0
0
0
Revenue
226,091
1,082,163
924,253
924,253
Net County Cost
$ 9,972,523
$ 6,500,000
$ 9,000,000
$ 8,438,837
Budget Positions
SUMMARY OF CHANGES: Property tax is budgeted at '1:,438,837 for 2014. The difference is
a combination of special revenue from various department programs. The Child Support TANF
Retained Incentive is estimated at $140,000. The TANF Adjustment is $599,253. Incentives
earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State Only
Programs are estimated to be $185,000. Counties will not receive Work Participation bonus
funds during 2014, but may, instead, receive a reduction to the Actual Spending MOE, which
may increase the TANF Adjustment, if it is received.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Weld County will participate in the Colorado Practice Initiative arai ha
received $561,163 in additional funding through the State-wide IV -E Waiver process. Expenses
for the program were already included in the 2014 Proposed Budget, so the added grant funds
will reduce the required property tax to $8,438,837 for the Social Services Fund in 2014.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
324
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 95,661
$
0
$ 72,000
$ 72,000
Supplies
4,337
0
6,000
6,000
Purchased Services
357,126
250,000
283,000
283,000
Fixed Charges
0
0
0
0
Contra
- 762
0
0
0
Gross County Cost
$ 456,362
$ 250,000
$ 361,000
$ 361,000
Revenue
337,102
545,000
361,000
361,000
Net County Cost
$ 119,260
$ - 295,000
$ 0
$ 0
Budget Positions
10.0
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2014.
There is, however, a proposal, initiated by the Colorado Department of Human Services, to
pass -through 100% of current Child Support collections to custodial parties. The proposal
includes a provision to back -fill the portion of the collections currently being retained by the
counties as AFDC Retained Collections and as Child Support State Incentives with State
General Fund dollars, which would render a zero net -impact to the counties.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
325
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
3,000 3,900 4,000
$0.448 $0.000 $0.000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
326
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,632,821
$ 2,750,000
$ 2,285,000
$ 2,285,000
Supplies
73,252
85,000
340,000
340,000
Purchased Services
323,453
220,000
220,000
220,000
Fixed Charges
62,460
70,000
70,000
70,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,091,986
$ 3,125,000
$ 2,915,000
$ 2,915,000
Revenue
2,328,575
2,300,000
2,150,000
2,150,000
Net County Cost
$ 763,411
$ 825,000
$ 765,000
$ 765,000
Budget Positions
30
30
30
30
SUMMARY OF CHANGES: No significant changes are anticipated in these programs in 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
327
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,500 7,522 7,525
1.1
$2.868
$3.049 $2.779
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
328
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,240,513
$ 1,200,000
$ 625,000
$ 625,000
Supplies
102,739
60,000
265,000
265,000
Purchased Services
1,383,126
1,400,000
2,100,000
2,100,000
Fixed Charges
25,268
28,000
30,000
30,000
Contra Expense
- 7,218
- 10,000
- 5,000
- 5,000
Capital
0
0
0
0
Gross County Cost
$ 2,744,428 $ 2,678,000 $ 3,015,000 $ 3,015,000
Revenue
1,953,468
1,192,917
1,529,917
1,529,917
Net County Cost
$ 790,960
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: Weld County continues to benefit from the passage of Senate Bill
11-124, providing the ability to purchase County Reserves from other counties in excess of the
statutory 40% limit. This will serve to insulate us, to some extent, from the requirement to use
county -only funds in covering Child Welfare, Child Care, and Colorado Works over -
expenditures. The requirements of Senate Bill 08 177 have increased the percentage of our
Colorado Works allocation that is expended on Basic Cash Assistance from 26% in 9?f0
66% in 2013. This demand on the "entitlement" side of Colorado Works greatly limits our ability
to use the funds for the intended purposes of assisting clients in returning to self-sufficiency.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
329
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
660 720 720
$2.972 $5.488 $5.394
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
330
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Fixed Charges
169,645
120,000
170,000
170,000
Contra Account
- 36,742
- 100,000
- 5,000
- 5,000
Capital
0
0
0
0
Gross County Cost
$ 132,903 $
20,000 $ 165,000 $ 165,000
Revenue
0
0
0
0
Net County Cost
$ 132,903
$ 20,000
$ 165,000
$ 165,000
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
331
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
370 365 365
$0.500 $0.074 $0.600
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 527,312
$ 503,000
$ 485,000
$ 485,000
Supplies
17,186
13,000
65,000
65,000
Purchased Services
400,043
400,000
420,000
420,000
Contra Expense
1,500
- 8,000
- 8,000
- 8,000
Fixed Charges
7,943
8,000
7,000
7,000
Capital
0
0
0
0
Gross County Cost
$ 953,984
$ 916,000
$ 969,000
$ 969,000
Revenue
457,396
400,000
430,000
430,000
Net County Cost
$ 496,588 $
516,000
$ 539,000
$ 539,000
Budget Positions
9.0
9.0
9.0
9.0
SUMMARY OF CHANGES: The upgraded version of the CHATS system continues to provide
challenges for program and fiscal staff. Weld County has worked closely with providers to
encourage practices that result in accurate and timely reimbursement for services and provide
reliable information concerning the need for services. Expenditures for services have declined,
significantly, in many counties within the State. Weld County's expenditures have remained
fairly constant, possibly due to the fact that many of the program integrity measures that the
new system has brought about were already being practiced in Weld County, prior to the
implementation of the new system.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
333
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
700 700 750
.338 .333 .218
$1.866
$1.907 $1.958
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
334
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors
who meet income, resource and age tests. Program costs are reimbursed 99.5 percent by the
state. Administrative costs are reimbursed 100 percent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 82,141
$ 90,000
$ 62,000
$ 62,000
Supplies
14,581
10,000
33,000
33,000
Purchased Services
21,163
18,500
23,000
23,000
Fixed Charges
0
4,000
5,000
5,000
Contra Expense
6,064
-1,000
- 2,000
- 2,000
Gross County Cost
$ 123,949
$ 121,500
$ 121,000
$ 121,000
Revenue
109,053
111,500
111,000
111,000
Net County Cost
$ 14,896 $
10,000
$ 10,000
$ 10,000
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
335
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
1,161 1,100 1,100
$0.056 $0.037 $0.036
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
336
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in substitute 24 hour care family foster
homes, group homes, residential treatment centers, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 9,614,378
$ 10,000,000
$ 10,000,000
$ 10,000,000
Supplies
315,695
280,000
1,000,000
1,000,000
Purchased Services
2,777,290
2,700,000
2,500,000
2,500,000
Contra Expenses
- 609,155
- 700,000
- 400,000
- 400,000
Fixed Charges
226,781
250,000
250,000
250,000
Capital
0
0
0
0
Gross County Cost
$ 12,324,989
$ 12,530,000
$ 13,350,000
$ 13,350,000
Revenue
8,779,790
8,800,000
9,350,000
9,911,163
Net County Cost
$ 3,545,199 $ 3,730,000
$ 4,000,000
$ 3,438,837
Budget Positions
107.5
107.5
118.5
118.5
SUMMARY OF CHANGES: The Child Welfare Division continues to increase efforts toward
avoiding costly congregate care placements. We are participating in the Colorado Practice
Initiative and have applied for funding through the State-wide IV -E Waiver, both intended to
further these purposes. Our caseworkers are regularly recognized for the accuracy and
thoroughness of their case files. Although referrals to the Department continue to increase by
approximately 3% per year, the number of cases that ultimately result in intrusive and costly out -
of -home placements has decreased by 26% over the past two years, as more families are
diverted to treatment and training services in an effort to keep them intact. The Child Welfare
Allocations Committee voted to migrate to a new methodology which utilizes a combination of
workload and expenditure factors to allocate the majority of funds, holding out approximately 2%
of the funds to award as "incentive" increases to allocations. Weld County's allocation for 2014
should increase slightly as a result of this decision.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Weld County will participate in the Colorado Practice Initiative ancbha
received $561,163 in additional funding through the Statewide IV -E Waiver process. Expenses
for the program were already included in the 2014 Proposed Budget, so the added grant funds
will reduce the required property tax to $8,438,837 for the Social Services Fund in 2014.
337
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1,970
1,873 1,833
4.039 3.973 4.304
$13.321 $13.784 $12.491
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the
foster care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$ 500,000
$ 500,000
Supplies
15,977
8,000
8,000
8,000
Purchased Services
0
0
0
0
Fixed Charges
366,508
320,000
320,000
320,000
Capital
0
0
0
0
Gross County Cost
$ 382,485
$ 328,000
$ 828,000
$ 828,000
Revenue
217,995
128,000
628,000
628,000
Net County Cost
$ 164,490 $
200,000
$ 200,000
$ 200,000
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: The Department has received approval to fund its Case Aide
positions, located at the Parent Education Center, through Core Services. This gives us the
ability to fund these positions through their appropriate funding source and frees up Child
Welfare dollars for their intended purpose.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
339
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
200 210 250
$0.618 $0.739 $0.726
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
340
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 177,870
$ 200,000
$ 0
$ 0
Supplies
3,267
600
0
0
Purchased Services
19,858
25,000
225,000
225,000
Fixed Charges
0
0
0
0
Contra Expenses
- 1,548
0
0
0
Gross County Cost
$ 199,447
$ 225,600
$ 225,000
$ 225,000
Revenue
225,554
200,000
200,000
200,000
Net County Cost
- 26,107
$ 25,600
$ 25,000
$ 25,000
Budget Positions
11.0
11.0
0.0
0.0
SUMMARY OF CHANGES: The Department has elected to outsource the LEAP Eligibility
Determination functions, in an effort to increase efficiencies.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
341
LEAP ADMINISTRATION
(CONTINUED)
2100-42610/42620
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
5,000
4,710 4,500
.413 .407
$0.000
$0.095 $0.091
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
342
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. Totally
funded by the County. Expenditures from this program are not covered by TANF, OAP, AND,
etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
0
0
0
0
Supplies
0
0
0
0
Purchased Services
589,523
520,000
530,000
530,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 589,523
$ 520,000
$ 530,000
$ 530,000
Revenue
538,003
450,000
460,000
460,000
Net County Cost
$ 51,520
$ 70,000
$ 70,000
$ 70,000
Budget Positions
SUMMARY OF CHANGES: Expenditures for dental, vision, prescriptions, and in -kind services
have remained fairly stable over the last few years. The State budget problems have created a
stronger need for General Administrative funds. The reimbursement shown will come from the
CDHS Office of Behavioral Health for the Colorado Partnership for Success Grant and from the
Dept of Local Affairs for the Community Services Block Grant (CSBG). Below is a breakdown of
the amounts requested for the different categories under General Assistance:
Co Partnership for Success $ 400,000
Dental 17,000
Vision 15,000
Shelter 15,000
In -Kind 12,000
Prescription 5,000
Burial 50,000
Shelter Care Management 20,000
Refund -4,000
Total $530,000
343
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load excluding shelter (Average) 100 100 100
Efficiency Measures
Per capita cost (county support) $0.194 $0.259 $0.254
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
344
HEALTH FUND
Revenue Changes
$4,500,000
$4,000,000
$3,500,000 _
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000 _
$500,000
$0
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Solid Waste Chg for Federal/State Licenses& Miscellaneous Fund Balance General Fd
Trfs Services Permits Trfs
2014 Revenue
Total $10,326,022 (2013 $9,597,448)
General Fd Trfs
$3,874,463
37%
Fund Balance
$1,400,000
14%
Solid Waste
Trfs
$567,283
5%
Miscellaneous
$36,924
0%
345
Chg for Services
$813,311
8%
Federal/State
$3,164,816
Licenses & 31
Permits
$469,225
5%
HEALTH FUND
2014 Expenditures
Total $8,926,022 (2013 $8,679,448)
Administration
$180,000
2%
$4,500,
$4,000,
$3,500,
$3,000,
$2,500,
$2,000,
$1,500
$1,000
$500
000
000
000
000
000
000
000
,000
,000
$0
Health
Communications
$1,373.338
16%
Envirnmental
Health Services
$2,796,984
31%
Health
Preparedness
$290,714
3%
Community Health
Services
$4,284,986
48%
Expenditure Changes
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SEVEN YEAR TREND
Health Subsidy
4.5
4
3.5
3
2.5
U)
z
O
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2
1.5
0.5
0
2008
200U
2010
347
201'
2 1
2013
2014
PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY
The mission of the Department, in partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health and
environment of the residents of Weld County. The department achieves its mission by focusing
activities in 9 of the 10 nationally recognized public health essential services (the 10th essential
service — research — is one to which the Department has not historicallycommitted resources).
The essential services are delivered through five divisions (from largest to smallest): Public
Health Services (clinical services including nursing); Environmental Health Services; Health
Communication, Education & Planning; Administrative Services (including Vital Records) and
Public Health Emergency Preparedness.
The 2014 Budget totaling $8,926,022 was prepared to ensure adequate resources will be
available to efficiently and effectively deliver the essential services to the increang number of
residents and businesses in Weld County. The Department's proposed budget was also
prepared to achieve the financial targets established by the Board of County Commissioners.
The Department was able to meet its assigned target number of $3,874,463 in net county costs,
even with requesting an additional 1.0 FTE Public Health Nurse for the Southwest Weld Service
Center, increasing some staff hours in the Public Health Services Division, accounting for step
increases and accommodating cost -of -living and benefit adjustments anticipated in 2014. The
Department's budget proposal reflects the most efficient operations that can be projected for
2014.
The Division Summaries provide explanations of changes between the Department's 2014
proposal and its 2013 budget. Highlights include:
Additional FTE is requested as described but the increased personnel costs for these
positions are either provided by grants or were achieved within the Department's target.
Cost of living, step and benefit adjustments were also achieved overall within the
Department's budget target.
Medical, laboratory and supply costs are increased by approximately 7% to reflect the
actual inflation experienced in 2013.
The cost for the Department to achieve national accreditation ($31,500), which will be
necessary to receive many federal and state funds in the future, was fully budgeted in
the 2014 proposal.
The Department continues to innovate using technology to enhance the efficient delivery of
public health services to all of Weld County. This budget proposal for 2014 reflects an efficiently
operating Department in accordance with the Board's directive to deliver efficient government to
the residents of Weld County.
348
PUBLIC HEALTH FUND
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
LICENSES AND PERMITS
2560 41400 4210 LICENSES
2560 41400 4221 PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
2530 41300 4321 MEDICAID
2534 41300 4321 MEDICAID
2535 41300 4321 MEDICAID
253211 41300 4321 MEDICAID
253910 41300 4321 MEDICAID
255211 41300 4321 MEDICAID
2560 41400 4321 MEDICAID
2500 41100 4340 GRANTS
2517 41210 4340 GRANTS
2520 41210 4340 GRANTS
2529 41210 4340 GRANTS
250911 41210 4340 GRANTS
251010 41210 4340 GRANTS
252710 41210 4340 GRANTS
2535 41300 4340 GRANTS
2537 41300 4340 GRANTS
253111 41300 4340 GRANTS
253211 41300 4340 GRANTS
253310 41300 4340 GRANTS
253610 41300 4340 GRANTS
253910 41300 4340 GRANTS
254311 41300 4340 GRANTS
254711 41300 4340 GRANTS
254911 41300 4340 GRANTS
255211 41300 4340 GRANTS
2560 41400 4340 GRANTS
256410 41400 4340 GRANTS
258110 41500 4340 GRANTS
2500 41100 4356 COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES
2530 41300 4410 CHARGE FOR SERVICES
2535 41300 4410 CHARGE FOR SERVICES
253211 41300 4410 CHARGE FOR SERVICES
253910 41300 4410 CHARGE FOR SERVICES
254311 41300 4410 CHARGE FOR SERVICES
255111 41300 4410 CHARGE FOR SERVICES
255810 41300 4410 CHARGE FOR SERVICES
2560 41400 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2560 41400 4510 FINES
2535 41300 4680 OTHER
2560 41400 4680 OTHER
2530 41300 4690 DONATIONS
2535 41300 4690 DONATIONS
253211 41300 4690 DONATIONS
254311 41300 4690 DONATIONS
254711 41300 4690 DONATIONS
255211 41300 4690 DONATIONS
TOTAL MISCELLANEOUS
2560 41400
TRANSFER
712700 TRANSFER
TOTAL PUBLIC HEALTH FUND
205,000
251,375
456,375 469,225 469,225 469,225
208,000 208,000
261,225 261,225
208,000
261,225
21,745 17,725 17,725 17,725
3,042 14,372 14,372 14,372
19,000 24,017 24,017 24,017
68,000 75,541 75,541 75,541
10,000 7,978 7,978 7,978
50,000 50,000 50,000 50,000
39,950 38,000 38,000 38,000
380,173 386,592 386,592 386,592
254,346 340,277 340,277 340,277
98,213 0 0 0
0 74,862 74,862 74,862
230,935 86,807 86,807 86,807
95,958 100,432 100,432 100,432
45,584 45,584 45,584 45,584
108,548 100,553 100,553 100,553
20,000 11,740 11,740 11,740
105,877 0 0 0
172,500 193,008 193,008 193,008
174,571 193,886 193,886 193,886
113,030 100,000 100,000 100,000
69,030 52,065 52,065 52,065
29,000 46,471 46,471 46,471
43,768 0 0 0
120,000 125,000 125,000 125,000
638,889 730,958 730,958 730,958
18,628 21,084 21,084 21,084
107,950 109,000 109,000 109,000
212,624 218,864 218,864 218,864
3,661,473 0 0 0
6,912,834 3,164,816 3,164,816 3,164,816
175,000
68,402
48,000
75,000
5,600
9,000
64,910
44,132
289,620
779,664 813,311
180,000
77,516
54,335
68,505
5,748
5,192
64,910
48,105
309,000
180,000
77,516
54,335
68,505
5,748
5,192
64,910
48,105
309,000
813,311 813,311
180,000
77,516
54,335
68,505
5,748
5,192
64,910
48,105
309,000
5,000
5,000
2,000
1,700
200
24,000
500
266
2,000
40,666 36,924
5,000
1,374
5,000
1,313
18
21,933
533
0
1,753
5,000
1,374
5,000
1,313
18
21,933
533
5,000
1,374
5,000
1,313
18
21,933
533
0 0
1,753 1,753
36,924 36,924
507,909 567,283
567,283 567,283
8,697,448 5,051,559
5,051,559 5,051,559
349
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
2500 41100 ADMINISTRATION
250911 41210 GENERAL HEALTH EDUCATION
251010 41210 GENERAL HEALTH EDUCATION
2517 41210 GENERAL HEALTH EDUCATION
2520 41210 GENERAL HEALTH EDUCATION
252710 41210 GENERAL HEALTH EDUCATION
2529 41210 GENERAL HEALTH EDUCATION
2530 41300 NURSING
253111 41300 NURSING
253211 41300 NURSING
253310 41300 NURSING
2535 41300 NURSING
253610 41300 NURSING
2537 41300 NURSING
253910 41300 NURSING
254110 41300 NURSING
254311 41300 NURSING
254711 41300 NURSING
254911 41300 NURSING
255111 41300 NURSING
255211 41300 NURSING
255810 41300 NURSING
2560 41400 ENVIROMENTAL
256410 41400 ENVI ROMENTAL
2580 41500 PUBLIC HEALTH PREPAREDNESS
258110 41500 PUBLIC HEALTH PREPAREDNESS
TOTAL PUBLIC HEALTH
2013 2014 2014 2014
Budget Request Recommend Final
175,000
222,177
85,019
251,393
823,838
49,356
0
675,682
154,942
987,062
381,880
208,458
139,104
28,439
269,808
19,287
47,062
35,000
199,608
82,077
762,207
59,022
2,599,832
127,582
50,402
263,211
8,697,448 8,926,022 8,926,022 8,926,022
180,000
105,436
100,432
340,277
698,028
54,303
74,862
620,665
0
1,118,916
412,579
456,645
138,312
30,409
255,467
0
52,196
0
241,434
86,817
807,310
64,236
2,672,748
124,236
51,386
239,328
180,000
105,436
100,432
340,277
698,028
54,303
74,862
620,665
180,000
105,436
100,432
340,277
698,028
54,303
74,862
620,665
0 0
1,118,916
412,579
456,645
138,312
30,409
255,467
1,118,916
412,579
456,645
138,312
30,409
255,467
0 0
52,196 52,196
0 0
241,434
86,817
807,310
64,236
2,672,748
124,236
51,386
239,328
241,434
86,817
807,310
64,236
2,672,748
124,236
51,386
239,328
350
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,014,699
$ 6,555,289
$ 6,919,443
$ 6,919,443
Supplies
453,995
455,663
477,112
477,112
Purchased Services
1,347,318
1,758,826
1,591,772
1,591,772
Fixed Charges
682,533
669,449
722,641
722,641
Contra Expense
- 685,501
- 741,779
-798,444
-798,444
Capital
164,065
0
13,498
13,498
Gross County Cost
$ 7,977,109 $ 8,697,448 $ 8,926,022
$ 8,926,022
Revenue
5,088,951
5,035,975
5,051,559
5,051,559
Net County Cost
Budgeted Positions
$ 2,888,158
85.83
$ 3,661,473
88.20
$ 3,874,463
90.23
SUMMARY OF CHANGES: Please see individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
$ 3,874,463
90.23
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
3.22
3.26
3.28
$10.85 $13.53 $14.07
351
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS1*: To improve the health of our diverse communities by assuring individuals, families, and
communities gain greater control of factors that influence their health.
PRELIMINARY
DESIRED
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES*
OBJECTIVE/ICEY
PERFORMANCE
INDICATOR(S)*
Increase residents'
Annually publicize at least
Pertussis
Pertussis
Campaigns
awareness/ knowledge
one high reach public health
campaign
campaign
under review
of the influencing
factors that affect their
health and the
communities' health
overall.
message that increases
community members'
awareness of place -specific
differences in health and
social indicators.
ongoing
Possible key
In progress
Implement a 3 to 6 -month
messages
In progress
Improve access to
needed preventive,
appropriate, affordable,
continuous, and timely
Weld Public Health
Campaign that raises overall
awareness of Health
Department functions and
reviewed
community health
services.
Electronic
Community data
services for residents.
health record
Social media
dashboard fully
Use technologies to improve
(EHR)
available for
implemented
access to services in all
improvements
departments by
divisions.
for clinical
services
June 2013
352
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Goal HS2*: To lessen adverse public health impacts of disease through prevention efforts.
PRELIMINARY
DESIRED
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES*
OBJECTIVE/ICEY
PERFORMANCE
INDICATOR(S)*
Reduce risks for
Oversee implementation of 5-
CHIP strategic
Over 45
Progress to be
chronic disease and
year Weld County
plan completed
partners
assessed and
help residents maintain
Community Health
engaged; at
results reviewed
a healthy body weight
Improvement Plan with
least $1 mil in
(see Healthy
through nutrition,
physical activity, and
public health partners
funds obtained
by partners
People 2020
Leading Health
obesity prevention
including
Indicators
strategies.
CHIP strategic
WCDPHE.
attachment)
Oversee implementation of 5-
plan completed
Joint
Increase years of
year Weld County
collaboration
healthy life and reduce
Community Health
on
disparities among all
Improvement Plan with
implementation
Weld County residents
through promoting
public health partners
with North
Colorado
social emotional
Radon and
Health
wellness.
food safety
Alliance
Additional
Increase residents' awareness
campaigns
campaigns under
Keep residents safe and
free of disease from
of identified environmental
health issues (e.g., lead, air
review
environmental hazards/
food
Incident
Radon and
forecast, prepare and
quality, radon, safety)
Command
food safety
Ongoing
respond to seen and
unseen threats to basic
Increase our internal capacity
Systems (ICS)/
National
campaigns
ongoing
trainings planned
good health.
to respond to natural and
man-made hazards
Incident
Management
Systems
Health Care
(NIMS)
trainings
ongoing
Coalition
operational
Goal HS3*: To enhance our organization's effectiveness by continually monitoring and improving our
performance and evaluating our programs.
DESIRED
OUTCOMES*
PRELIMINARY
PERFORMANCE
OBJECTIVE/ICEY
PERFORMANCE
INDICATOR(S)*
Establish a department -
wide quality
improvement plan
based on county and
organizational policies
and direction.
Developed quality
improvement plan that
includes communication and
professional development
plan that promotes
competencies
ACTUAL
ESTIMATED
PROJECTED
Meetings held
In progress
*NOTE: Goals, outcomes and indicators from 2012-2016 Department Strategic Plan dated 7/27/2012
In progress
353
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and
Environment, including personnel, procurement, budgeting, fiscal management, data and
records management, contract and grant management, and facilities management. The
Executive Director is the official registrar of vital statistics for Weld County. Records of deaths
that occurred in Weld County are kept and certified copies are available upon request from the
Deputy Registrars. Birth records for births that occurred anywhere in the State of Colorado are
available electronically and certified copies can be issued upon request from the Deputy
Registrars.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 620,938
$ 651,323
$ 682,481
$ 682,481
Supplies
14,415
16,950
18,150
18,150
Purchased Services
142,113
168,175
192,250
192,250
Fixed Charges
1,418
0
0
0
Contra Expense
- 609,118
- 661,448
-712,881
-712,881
Capital
9,965
0
0
0
Gross County Cost
$ 179,731
$ 175,000
$ 180,000
$ 180,000
Revenue
187,569
175,000
180,000
180,000
Net County Cost
$ -7,838
$ 0
$ 0
$ 0
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: There is a $31,158 (4.78%) proposed increase in Personnel
Services. This increase is the result of the increased cost of health insurance (increased
participation) and an increase in salaries and benefits due to step increases and a possible cost
of living adjustment in 2014. There is no change in the number of budgeted positions.
A modest increase of $1,200 for supplies is projected. The department has made a concerted
effort to redistribute and/or deplete our stock of old supplies across the Health Department in an
effort to reduce waste. Therefore the department anticipates slightly increased costs in 214 to
replenish that stock at appropriate levels.
The department is projecting an increase of $24,075, a 14.32% increase, in Purchased
Services. This is due to a proposed lump sum expenditure of $31,500 in 2014 for five year
public health accreditation which will be necessary to receive many federal and state funds in
the future. In general we have reduced expenditures in this category in order to absorb over 2/3
of the additional accreditation cost. There will be a net increase of 7.78%, or $51,433, in contra
expenditures that will be reallocated to the divisions of the Health Department.
354
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
SUMMARY OF CHANGES (CONTINUED): The estimated $5,000 overall increase in revenue
is an expectation of increased revenue from birth and death certificates in the Vital Statistics
division.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Board approved the budget as recommended, including the $31,500 in 2014
for five year public health accreditation which will be necessary to receive many federal and
state funds in the future.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Birth / Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
16,454
17,000 17,000
.301 .296
$2.29 $2.44
.291
$2.59
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Health goals
following Department of Public Health and Environment Summary.
355
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health
funds.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Gross County Cost
0
0
0
0
Revenue
383,971
380,173
386,592
386,592
Net County Cost
$ - 383,971
$ - 380,173
$ -386,592
$ -386,592
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly
known as Per Capita, to support essential public health services is projected to increase by
$6,419, or 1.69%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
356
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP)
includes county and grant funded health communication/prevention programs that promote
healthy behaviors to reduce the burden of chronic disease in our county. The Health
Communication team coordinatethe Community Health Improvement Plan and strategic
planning functions for the department. HCEP serves as the liaison with the local
TV/radio/newspaper media for the Health Department. They develop and disseminate
emergency communication and educational materials to the public. The HCEP team provides
support internally for producing educational materials, reports, and local health data. Health
Communication partners with the community to implement strategies that promote and support
healthy behaviors. These include improving access to healthy foods and recreation for all
residents, cardiovascular disease and diabetes prevention and management, men's health
screening and lifestyle education, healthy relationships for teens and parents to prevent
unintended pregnancy and STI, tobacco use prevention, and traffic safety and prevention of
unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community
Health Improvement Plan (CHIP) coalition, and the Weld Tobacco Free Coalition, pnaide
guidance to the department to address these important health issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 622,359
$ 826,553
$ 879,228
$ 879,228
Supplies
21,193
46,390
27,240
27,240
Purchased Services
219,744
466,630
366,014
366,014
Fixed Charges
118,767
92,210
100,856
100,856
Contra Expense
0
0
0
0
Gross County Cost
$ 982,063
$ 1,431,783
$ 1,373,338
$ 1,373,338
Revenue
555,168
725,036
647,962
647,962
Net County Cost
$ 426,895
$ 706,747
$ 725,376
$ 725,376
Budget Positions
9.00
11.25
11.65
11.65
SUMMARY OF CHANGES: Due to two (2) new grants, there will be an increase of 0.4 FTE in
the division. The personnel services costs and related expenses have increase due to the
grants and projected health insurance and COLA increases. The overall gross county cost will
decrease by $58,445. The net county cost will increase slightly by $18,629 from 2013.
357
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs 2012 2013 2014
# residents reached by the classes, programs 165,000 166,000 167,000
News release exposure 600,000 600,000 600,000
Efficiency Measures
FTE's per 10,000/capita .338 .406 .423
Per capita cost (county support) $1.60 $2.61 $2.63
Effectiveness results
Reduction in motor vehicle fatalities. 48 42 36
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 21/1,000 20/1,000 19/1,000
Number of obese adults -- BRFSS data 24% 23.0 23.0
Adult Smoking rates - - BRFSS data 13.0% 12.0% 11.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Health goals
following Department of Public Health and Environment Summary.
358
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, and Tuberculosis. It also provides immunizations, screening,
counseling, communicable disease surveillance, containment, treatment, and teaching.
Provides home visits for health promotion, evaluation, health assessment, and community
activities.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
$ 2,748,910 $ 2,941,664 $ 3,125,804
$ 3,125,804
Supplies
Purchased Services
232,070
205,250
243,199
243,199
591,645
547,557
510,075
510,075
Fixed Charges
354,708
355,167
392,410
392,410
Contra Expense
0
0
0
0
Capital
0
0
13,498
13,498
Gross County Cost
$ 3,927,333
$ 4,049,638
4,284,986
4,284,986
Revenue
2,159,984
2,115,710
2,094,549
2,094,549
Net County Cost
$ 1,767,349
$ 1,933,928
$ 2,190,437 $ 2,190,437
Budgeted Positions
42.98
42.6
44.125
44.125
SUMMARY OF CHANGES: Overall, net county cost is proposed to increase by $256,509.
The increase is primarily due to increased FTE needs for services at the Southwest Weld clinic
site and other increased personnel expenses. Personnel services expenses have increased by
$184,140. The increase results from the request for Public Health Nurse II ($68,745) to better
serve the Southwest Weld clinic site, as well as, planned step increases and a cost of living
increase.
Supplies, purchased services, and fixed cost categories have increased by a net of $37,710.
The increase is primarily due to increased cost of medical supplies and services across several
nursing programs.
Revenue is expected to decrease by $21,161. The decreased revenue from significant
reduction of CFPI/Family Planning funding and reduction of MCH funding is offset by increased
revenue projected in other fee for service programs, such as Travel Clinic, MD Clinic, STD, and
immunizations and increased grant revenue in our Nurse Home Visitor program.
359
PUBLIC HEALTH SERVICES
(CONTINUED)
2500-41300
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
staffing for the Southwest Weld clinic site. A full time presence at the Southwest Weld clinic site
is needed to service the area adequately.
BOARD ACTION: Approved as recommended, including the added staffing for full time
presence at the Southwest Weld clinic site.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Communicable Disease, IZ, TB
FPP, Prenatal Outreach, WWC
Nurse Home Visitor
HCP
TOTAL
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
6,950 6,900 6,100
5,245 5,000 5,200
265 245 270
952 700 900
15,084 12,000 16,000
1.62 1.57 1.58
$6.64
$7.15 $7.96
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Health goals
following Department of Public Health and Environment Summary.
360
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the
public health of the citizens of the county with scientific risk assessments, the development of
policies, monitoring and inspections, consultation, and the enforcement of regulations designed to
protect food, water, and air supplies. Services include technical assistance and consultation,
monitoring and sampling, inspection and enforcement, education and outreach, and planning
activities. The laboratory's purpose is to process medical and water samples.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,815,146
$ 1,908,582
$ 1,991,684
$ 1,991,684
Supplies
179,962
172,573
184,023
184,023
Purchased Services
378,614
527,828
500,879
500,879
Fixed Charges
187,362
198,762
205,961
205,961
Contra Expense
- 76,383
-80,331
-85,563
-85,563
Capital
154,100
0
0
0
Gross County Cost
$ 2,638,801
$ 2,727,414
$ 2,796,984
$ 2,796,984
Revenue
1,551,787
1,427,432
1,523,592
1,523,592
Net County Cost
$ 1,087,014
$ 1,299,982
$ 1,273,392
$ 1,273,392
Budgeted Positions
23.25
23.75
23.75
23.75
SUMMARY OF CHANGES: Overall, net county cost is proposed to decrease by $26,590. The
decrease is primarily due to increased anticipated revenue and reduced purchased services.
Personnel services expenses have increased by $83,102. The increase is due to planned step
increases, a cost -of -living increase, and the increase of the EH Directors salary (partial
promotion to Director of General Services). Note: 50% of expenses of EH Director's position is
budgeted in the contra expense account.
The EHS Division's request for supplies has increased by 7% or $11,450. The increase is
primarily due to increased consumable costs in laboratory programs, specifically STD, Medical
Screening, and Oil & Gas testing. The request for purchased services decreased by $26,949
or approximately 5%. The decrease is primarily due to a reduced cost allocation for information
technology services. The fixed charges request has increased by $7,199 or approximately 4%.
Revenue is expected to increase by $96,160. The increase is primarily due to continued growth
of the number of licenses issued in the food program ($3,000), increased activity in ISDS
($10,000), increased activity in water testing ($13,000) and medical testing ($10,930) in the
laboratory, an increase ($3,000) in revenue from recycling waste from the HHW site, as well as,
an increased transfer of $59,374 from the Solid Waste fund for the waste and HHW programs.
361
ENVIRONMENTAL
HEALTH SERVICES
(CONTINUED)
2560-41400
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs*
Food inspections, activities, complaints 2,580 2,600 2,650
Laboratory analyses 17,100 21,000 21,500
Household Hazardous Waste Disposed (#'s) 433,300 435,000 435,000
Environmental Planning Reviews 328 370 375
I.S.D.S. permits and inspections 358 360 365
Waste inspections, complaints, spill reports 240 250 250
Biosolids Inspections, activities, complaints 193 200 200
Efficiency Measures
FTE's per 10,000/capita .892 .877 .863
Per capita cost (county support) $4.08 $4.80 $4.63
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Health goals
following Department of Public Health and Environment Summary.
362
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to,
incidents and events which threaten the quality and quantity of life within the purview of health
and environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and
functions, along with regional bioterrorism laboratory duties and functions; houses the
county -wide Health Alert Network, communications and warning operations; and is engaged in
local, regional, state and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 207,346
$ 227,167
$ 240,246
$ 240,246
Supplies
6,355
14,500
4,500
4,500
Purchased Services
15,202
48,636
22,554
22,554
Fixed Charges
20,278
23,310
23,414
23,414
Capital
0
0
0
0
Gross County Cost
$ 249,181
$ 313,613
$ 290,714 $ 290,714
Revenue
250,472
212,624
218,864
218,864
Net County Cost $
Budgeted Positions
-1,291
2.6
$ 100,989
$ 71,850 $
2.6
2.7
71,850
2.7
SUMMARY OF CHANGES: Personnel expenses increased by $13,079 (5.75%) with a net 0.1
FTE increase resulting from a shifting of current personnel in order to meet the increased
demands of revitalizing (recruiting, training, managing, and retaining) the Weld County Medical
Reserve Corps, and health insurance and COLA increases.
Supplies expenses decreased by $10,000 (68.9%). This resulted from the shifting of
preparedness products from print and physical format to electronic. Purchased services
expenses decrease by $26,082 (53.6%) due to the trend of the state offering free training and
workshops coupled with a shift to electronic communication for the health alert network. Fixed
charges for departmental overhead increased $104, or 0.4%.
Revenue increased by $6,240 (2.9%) due to the updated funding formula from the state.
Net county cost thus decreases by $29,139 (28.8%).
363
PUBLIC HEALTH PREPAREDNESS
(CONTINUED)
2580-41500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended, including the added 0.1 FTE.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
.094 .096 .098
$-0.005 $0.37 $0.26
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Health goals
following Department of Public Health and Environment Summary.
364
SEVEN YEAR TREND
Human Services
$18
$16
$14
$12
U)
510
z
O
J
J
$8
$6
$4
$2
$0
2008
2009
2010
2011
365
2012
214
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $7,988,068 for 2014, which is up $55,021 or less than
one -percent percent, from the previous year, even though there are major shifts in funding by
program. Community Services Block Grant is down $72,814, and Senior Nutrition programs are
down $32,168. Department of Labor programs are down $595,550. Area Agency on Aging is up
$646,453 or nearly 30 percent. Temporary Assistance to Needy Families (TANF) is up
$109,100.
Being totally reliant upon state and federal funding sources, Human Services continues to
operate in an uncertain environment. The Human Services Fund budget has been constructed
based upon the best available information on the funding levels. It is very likely that many of the
amounts will be changed between now and the actual execution of the 2014 budget. As fiscal
pressures are dealt with, at the Federal and State levels, changes could be forthcoming that will
affect this funding.
The primary programs of Human Services are associated with the Workforce Investment Act
(WIA) funded under the Department of Labor, Employment and Training Administration. This
program is anticipating $2,668,950 for 2014. Temporary Assistance to Needy Families (TANF)
is funded at $761,100 primarily for training of TANF clients. In addition, the Job Service contract
will be $929,000 up$ 34,000. Funding for this program appears to be returning to pre-ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
The Human Services Fund is totally funded through state and federal programs, with the
exception of the 25 percent local match for the Area Agency on Aging program, which amounts
to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2014 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 2,911,920
$ 549,000
$ 168,098
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2014.
366
HUMAN SERVICES
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
INTERGOVERNMENTAL
2653 60000 4314 USDA
2654 60000 4314 USDA
2656 60000 4314 USDA
2627 60000 4320 FEDERAL GRANTS
2636 60000 4320 FEDERAL GRANTS
2637 60000 4320 FEDERAL GRANTS
2640 60000 4320 FEDERAL GRANTS
2643 60000 4320 FEDERAL GRANTS
2651 60000 4320 FEDERAL GRANTS
2652 60000 4320 FEDERAL GRANTS
2653 60000 4320 FEDERAL GRANTS
2654 60000 4320 FEDERAL GRANTS
2655 60000 4320 FEDERAL GRANTS
2657 60000 4320 FEDERAL GRANTS
2658 60000 4320 FEDERAL GRANTS
2673 60000 4320 FEDERAL GRANTS
262695 60000 4320 FEDERAL GRANTS
263907 60000 4320 FEDERAL GRANTS
265995 60000 4320 FEDERAL GRANTS
267895 60000 4320 FEDERAL GRANTS
2632 60000 4340 GRANTS
2635 60000 4340 GRANTS
2646 60000 4340 GRANTS
2648 60000 4340 GRANTS
2666 60000 4340 GRANTS
2667 60000 4340 GRANTS
2671 60000 4340 GRANTS
262995 60000 4340 GRANTS
2653 50000 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
2013 2014 2014 2014
Budget Request Recommend Final
CHARGE FOR SERVICES
2645 60000 4410 CHARGE FOR SERVICES
2646 60000 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2653 60000 4690 DONATIONS
TOTAL HUMAN SERVICES
68,182
12,500
11,631
40,000
1,008,000
450,500
26,000
490,000
89,716
308,975
309,635
28,500
12,954
2,065
7,256
100,132
895,000
25,000
1,261,200
240,912
652,000
155,000
200,000
182,000
5,000
12,000
454,538
293,000
12,351
7,354,047 7,465,068 7,465,068 7,465,068
68,182
12,500
15,000
30,000
529,350
486,300
0
486,300
92,500
259,855
274,467
31,500
11,798
2,061
6,875
87,420
929,000
40,000
1,784,900
168,098
761,100
127,000
149,000
190,000
0
12,000
639,511
258,000
12,351
68,182
12,500
15,000
30,000
529,350
486,300
68,182
12,500
15,000
30,000
529,350
486,300
0 0
486,300
92,500
259,855
274,467
31,500
11,798
2,061
6,875
87,420
929,000
40,000
1,784,900
168,098
761,100
127,000
149,000
190,000
486,300
92,500
259,855
274,467
31,500
11,798
2,061
6,875
87,420
929,000
40,000
1,784,900
168,098
761,100
127,000
149,000
190,000
0 0
12,000
639,511
258,000
12,351
12,000
639,511
258,000
12,351
383,000
46,000
327,000
46,000
327,000 327,000
46,000 46,000
373,000 373,000
429,000 373,000
150,000 150,000
150,000 150,000
7,933,047 7,988,068
7,988,068 7,988,068
367
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
262695 60000 HUMAN SERVICES
2627 60000 HUMAN SERVICES
262995 60000 HUMAN SERVICES
2632 60000 HUMAN SERVICES
2635 60000 HUMAN SERVICES
2636 60000 HUMAN SERVICES
2637 60000 HUMAN SERVICES
2639 60000 HUMAN SERVICES
263907 60000 HUMAN SERVICES
2640 60000 HUMAN SERVICES
2643 60000 HUMAN SERVICES
2645 60000 HUMAN SERVICES
2646 60000 HUMAN SERVICES
2648 60000 HUMAN SERVICES
2651 60000 HUMAN SERVICES
2652 60000 HUMAN SERVICES
2653 60000 HUMAN SERVICES
2654 60000 HUMAN SERVICES
2655 60000 HUMAN SERVICES
2656 60000 HUMAN SERVICES
2657 60000 HUMAN SERVICES
2658 60000 HUMAN SERVICES
265995 60000 HUMAN SERVICES
2666 60000 HUMAN SERVICES
2667 60000 HUMAN SERVICES
2671 60000 HUMAN SERVICES
2673 60000 HUMAN SERVICES
267895 60000 HUMAN SERVICES
TOTAL HUMAN SERVICES
2013 2014 2014 2014
Budget Request Recommend Final
895,000
40,000
293,000
652,000
155,000
1,008,000
450,500
0
25,000
26,000
490,000
383,000
246,000
182,000
89,716
308,975
540,168
41,000
12,954
11,631
2,065
7,256
1,261,200
5,000
12,000
454,538
100,132
240,912
7,933,047 7,988,068 7,988,068 7,988,068
929,000
30,000
258,000
761,100
127,000
529,350
486,300
15,000
25,000
0
486,300
327,000
195,000
190,000
92,500
259,855
505,000
44,000
11,798
15,000
2,061
6,875
1,784,900
0
12,000
639,511
87,420
168,098
929,000
30,000
258,000
761,100
127,000
529,350
486,300
15,000
25,000
929,000
30,000
258,000
761,100
127,000
529,350
486,300
15,000
25,000
0 0
486,300
327,000
195,000
190,000
92,500
259,855
505,000
44,000
11,798
15,000
2,061
6,875
1,784,900
486,300
327,000
195,000
190,000
92,500
259,855
505,000
44,000
11,798
15,000
2,061
6,875
1,784,900
0 0
12,000
639,511
87,420
168,098
12,000
639,511
87,420
168,098
368
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,932,921
$ 4,835,655
$ 5,146,084
$ 5,146,084
Supplies
165,671
167,412
88,500
88,500
Purchased Services
2,328,236
2,912,980
2,753,484
2,753,484
Fixed Charges
8,586
17,000
0
0
Gross County Cost
$ 7,435,414
$ 7,933,047
$ 7,988,068
$ 7,988,068
Revenue
7,020,778
7,920,696
7,975,717
7,975,717
Net County Cost
$ 414,636
$ 12,351
$ 12,351
$ 12,351
Budget Positions
SUMMARY OF CHANGES: See Individual Budget Units.
OBJECTIVES: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary for all budget units in this fund.
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 60000-2626
DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 909,008
$ 770,000
$ 820,000
$ 820,000
Supplies
6,362
5,000
3,000
3,000
Purchased Services
44,059
120,000
106,000
106,000
Gross County Cost
$ 959,429
$ 895,000
$ 929,000
$ 929,000
Revenue
959,429
895,000
929,000
929,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: Funding for this program appears to be returning to -pre ARRA
levels, and should remain fairly constant, depending on budget control measures enacted at the
Federal level.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Job placements
ACTUAL ESTIMATED PROJECTED
26,000 23,000 23,000
$3.605 $3.307 $3.375
57% 43% 45%
370
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - - 60000-2627
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer
months.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 32,758
$ 31,000
$ 26,500
$ 26,500
Supplies
0
0
0
0
Purchased Services
7,196
9,000
3,500
3,500
Gross County Cost
$ 39,954
$ 40,000
$ 30,000
$ 30,000
Revenue
39,954
40,000
30,000
30,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
4,000 2,600 2,400
$0.150 $0.148 $0.109
2,000 1,300 1,200
371
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Employment First - - 60000-262995
DEPARTMENT DESCRIPTION: This program allows eligible Food Stamp clients to participate
in various job search and development activities to retrain them for better paying jobs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 239,568
$ 205,000
$ 195,000
$ 195,000
Supplies
3,160
3,000
3,000
3,000
Purchased Services
104,544
85,000
60,000
60,000
Gross County Cost
$ 347,272
$ 293,000
$ 258,000
$ 258,000
Revenue
347,272
293,000
258,000
258,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients placed in employment
ACTUAL ESTIMATED PROJECTED
3,900 3,900 3,900
$1.305 $1.083 $0.937
1,900 1,900 1,900
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Assistance to Needy Families - - 60000-2632
DEPARTMENT DESCRIPTION: Employment/Training program for clients on welfare.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 393,176
$ 380,000
$ 440,300
$ 440,300
Supplies
1,623
2,000
0
0
Purchased Services
130,451
270,000
320,800
320,800
Fixed Charges
0
0
0
0
Gross County Cost
$ 525,250
$ 652,000
$ 761,100
$ 761,100
Revenue
527,203
652,000
761,100
761,100
Net County Cost
$ - 1,953
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served/month
Efficiency Measures
Per capita cost (county support)
Effectiveness Measures (desired results)
Meet Federal participation rates
ACTUAL ESTIMATED PROJECTED
330 330 330
$1.974 $2.409 $2.765
Yes Yes Yes
373
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Admin.) 60000-2635
DEPARTMENT DESCRIPTION: This program tracks the administration for all of the
Workforce Investment Act grants.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 134,307
$ 135,000
$ 125,000
$ 125,000
Supplies
0
0
0
0
Purchased Services
23,401
20,000
2,000
2,000
Gross County Cost
$ 157,708
$ 155,000
$ 127,000
$ 127,000
Revenue
157,708
155,000
127,000
127,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.593 $0.573 $0.461
374
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Adult) 60000-2636
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 180,482
$ 255,000
$ 162,650
$ 162,650
Supplies
1,538
3,000
1,000
1,000
Purchased Services
457,486
750,000
365,700
365,700
Fixed Charges
0
0
0
0
Gross County Cost
$ 639,506
$ 1,008,000
$ 529,350
$ 529,350
Revenue
639,506
1,008,000
529,350
529,350
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
ACTUAL ESTIMATED PROJECTED
176 278 180
$2.403 $3.725 $1.923
76% 60% 75%
375
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Workforce Investment Act (Youth) 60000-2637
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 388,169
$ 382,000
$ 345,000
$ 345,000
Supplies
3,289
1,500
4,000
4,000
Purchased Services
96,082
67,000
137,300
137,300
Fixed Charges
0
0
0
0
Gross County Cost
$ 487,540
$ 450,500
$ 486,300
$ 486,300
Revenue
487,540
450,500
486,300
486,300
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Youth served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered Employment rate (Older Youth)
Skill Attainment rate (Younger Youth)
ACTUAL ESTIMATED PROJECTED
269 270 270
$1.832 $1.665 $1.766
60%
58%
66% 65%
67% 65%
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 21,329
$ 25,000
$ 25,000
$ 25,000
Supplies
0
0
0
0
Purchased Services
4,476
0
15,000
15,000
Gross County Cost
$ 25,805
$ 25,000
$ 40,000
$ 40,000
Revenue
25,805
25,000
40,000
40,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2013-14 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$0.097 $0.092 $0.145
377
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640
DEPARTMENT DESCRIPTION: These funds are incentive grants based on performance of
the WIA programs and are used for staff training, administration, contracted services and other
programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
Personnel Services
$
0
$ 18,000
$
Supplies
0
0
Purchased Services
0
8,000
Fixed Charges
0
0
Gross County Cost
$
0
$ 26,000
$
Revenue
0
26,000
Net County Cost
$
0
$ 0
$
0
0
0
0
0
0
0
FINAL
NEXT FY
$ 0
0
0
0
$ 0
0
$ 0
Budget Positions
SUMMARY OF CHANGES: This funding may not be made available to local workforce centers
for the 2013-2014 State Fiscal Year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
$0.00 $0.096 $0.000
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Workforce Investment Act
BUDGET UNIT TITLE AND NUMBER: (Dislocated Worker Program) 60000-2643
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 251,039
$ 207,000
$ 240,000
$ 240,000
Supplies
3,368
3,000
2,000
2,000
Purchased Services
370,046
280,000
244,300
244,300
Fixed Charges
0
0
0
0
Gross County Cost
$ 624,453
$ 490,000
$ 486,300
$ 486,300
Revenue
624,453
490,000
486,300
486,300
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 160 161 165
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
$2.346
86%
$1.811 $1.766
91% 90%
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - - 60000-2645
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer
Education Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 290,488
$ 300,000
$ 240,000
$ 240,000
Supplies
39,680
32,000
33,000
33,000
Purchased Services
54,596
51,000
54,000
54,000
Gross County Cost
$ 384,764
$ 383,000
$ 327,000
$ 327,000
Revenue
95,605
383,000
327,000
327,000
Net County Cost
$ 289,159
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
GED's obtained
ACTUAL ESTIMATED PROJECTED
1,350 1,350 1,350
$1.446 $1.415 $1.189
120 120 120
380
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Program - - 60000-2646
DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 253,826
$ 175,000
$ 185,000
$ 185,000
Supplies
11,955
19,000
2,500
2,500
Purchased Services
47,541
35,000
7,500
7,500
Fixed Charges
8,586
17,000
0
0
Gross County Cost
$ 321,908
$ 246,000
$ 195,000
$ 195,000
Revenue
276,755
246,000
195,000
195,000
Net County Cost
$ 45,153
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
15 47 30
$1.210 $0.909 $0.708
40 40 30
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Tight Corp Program - - 60000-2648
DEPARTMENT DESCRIPTION: Youth Corp Program
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 127,690
$ 115,000
$ 120,000
$ 120,000
Supplies
5,233
7,000
3,000
3,000
Purchased Services
87,877
60,000
67,000
67,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 220,800
$ 182,000
$ 190,000
$ 190,000
Revenue
199,648
182,000
190,000
190,000
Net County Cost
$ 21,152
0
0
0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Participants completing program
ACTUAL ESTIMATED PROJECTED
30 24 24
$0.830 $0.673 $0.690
25 19 20
382
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Admin.) 60000-2651
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 51,200
$ 82,716
$ 85,000
$ 85,000
Supplies
37
0
0
0
Purchased Services
6,438
7,000
7,500
7,500
Gross County Cost
$ 57,675
$ 89,716
$ 92,500
$ 92,500
Revenue
57,675
89,716
92,500
92,500
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$0.217 $0.332 $0.336
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Support) 60000-2652
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
adult day care, ombudsman services, peer counseling, outreach, respite services and legal
counseling.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 121,685
$ 130,000
$ 110,000
$ 110,000
Supplies
108
0
0
0
Purchased Services
153,700
178,975
149,855
149,855
Gross County Cost
$ 275,493
$ 308,975
$ 259,855
$ 259,855
Revenue
275,493
308,975
259,855
259,855
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
384
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 800 800 800
Adult day care 2,083 1,785 1,785
Peer Counseling 1,675 1,675 1,595
Legal consultation/representation 850 500 500
Homemaker and personal care 1,107 1,657 881
Ombudsman Services 1,600 1,600 1,600
Efficiency Measures
Per capita cost $1.035 $1.142 $0.944
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Congregate Meal Program) 60000-2653
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 21
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 104,561
$ 120,000
$ 150,000
$ 150,000
Supplies
21,452
9,000
10,000
10,000
Purchased Services
314,241
411,168
345,000
345,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 440,254
$ 540,168
$ 505,000
$ 505,000
Revenue
385,753
527,817
492,649
492,649
Net County Cost
$ 54,501
$ 12,351
$ 12,351
$ 12,351
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 20.1 .
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
48,476 50,000 50,000
$1.654 $1.996 $1.834
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Home Delivered Meals) 60000-2654
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
23,395
41,000
44,000
44,000
Gross County Cost
$ 23,395
$ 41,000
$ 44,000
$ 44,000
Revenue
19,072
41,000
44,000
44,000
Net County Cost
$ 4,323
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
7,750 10,250 10,250
$0.088 $0.152 $0.160
Yes
Yes Yes
387
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (Health Services) 60000-2655
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,793
$ 10,954
$ 9,798
$ 9,798
Supplies
0
0
0
0
Purchased Services
1,423
2,000
2,000
2,000
Gross County Cost
$ 8,216
$ 12,954
$ 11,798
$ 11,798
Revenue
8,216
12,954
11,798
11,798
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
300 100 100
$0.031 $0.048 $0.043
Yes
Yes Yes
388
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (ARCH) 60000-2656
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 26,071
$ 8,329
$ 14,000
$ 14,000
Supplies
0
0
0
0
Purchased Services
10,995
3,302
1,000
1,000
Gross County Cost
$ 37,066
$ 11,631
$ 15,000
$ 15,000
Revenue
34,223
11,631
15,000
15,000
Net County Cost
$ 2,843
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
$0.139 $0.043 $0.054
Yes Yes Yes
389
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Elder Abuse Grant) 60000-2657
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,348
$ 1,700
$ 2,061
$ 2,061
Supplies
0
0
0
0
Purchased Services
168
365
0
0
Gross County Cost
$ 1,516
$ 2,065
$ 2,061
$ 2,061
Revenue
1,516
2,065
2,061
2,061
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Educated CNA, staff, NH residents/families 200 200 200
Efficiency Measures
Per capita cost $0.006 $0.008 $0.007
Effectiveness Measures (desired results)
Education of long term staff Yes Yes Yes
390
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Special Ombudsman) 60000-2658
DEPARTMENT DESCRIPTION: These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 3,496
$ 6,056
$ 5,675
$ 5,675
Supplies
0
0
0
0
Purchased Services
895
1,200
1,200
1,200
Gross County Cost
$ 4,391
$ 7,256
$ 6,875
$ 6,875
Revenue
4,391
7,256
6,875
6,875
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Complaints investigated
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work outputs are maintained
ACTUAL ESTIMATED PROJECTED
150 150 150
$0.016 $0.027 $0.025
Yes
Yes Yes
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging
BUDGET UNIT TITLE AND NUMBER: (Single Entry Point) 60000-265995
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,130,162
$ 1,138,900
$ 1,637,900
$ 1,637,900
Supplies
4,374
0
0
0
Purchased Services
37,373
122,300
147,000
147,000
Gross County Cost
$ 1,171,909
$ 1,261,200
$ 1,784,900
$ 1,784,900
Revenue
1,171,909
1,261,200
1,784,900
1,784,900
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: During Calendar Years 2012 and 2013, the Department was
approved to add supervisory and case manager positions, which will enable us to better serve
this population and maintain a well -trained, well -supervised staff.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,228 1,300 1,350
$4.403 $4.661 $6.483
1,000
1,300
1,350
392
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (NCMC) - - 60000-2666
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 5,000
$
0
$
0
Supplies
3,053
0
0
0
Purchased Services
107
0
0
0
Gross County Cost
$ 3,160
$ 5,000
$
0
$
0
Revenue
0
5,000
0
0
Net County Cost
$ 3,160
$ 0
$
0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: This is a year-to-year grant. The Department may subsequently
apply for the grant for 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
$0.012 $0.018 $0.000
Yes Yes Yes
393
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (VALE) - - 60000-2667
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 12,132
$ 12,000
$ 12,000
$ 12,000
Supplies
185
0
0
0
Purchased Services
75
0
0
0
Gross County Cost
$ 12,392
$ 12,000
$ 12,000
$ 12,000
Revenue
12,000
12,000
12,000
12,000
Net County Cost
$ 392
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
600 600 600
$0.045 $0.044 $0.044
Yes
Yes Yes
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Area Agency on Aging (State Funds) - - 60000-2671
DEPARTMENT DESCRIPTION: Supplemental funding source started July 1, 2000, ibis
combination of HB-1108 funds and General Fund Long Bill monies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 126,271
$ 105,000
$ 108,000
$ 108,000
Supplies
60,117
27,000
27,000
27,000
Purchased Services
262,286
322,538
504,511
504,511
Gross County Cost
$ 448,674
$ 454,538
$ 639,511
$ 639,511
Revenue
448,701
454,538
639,511
639,511
Net County Cost
$ - 27
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
DentalNision/Hearing Clients Served 100 120 160
Meals served 14,636 14,611 22,612
Other clients served 8,865 8,709 12,075
Efficiency Measures
Per capita cost $1.686 $1.680 $2.323
395
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Part E Family Caregiver Support - - 60000-2673
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 41,865
$ 32,000
$ 40,000
$ 40,000
Supplies
137
0
0
0
Purchased Services
48,090
68,132
47,420
47,420
Gross County Cost
$ 90,092
$ 100,132
$ 87,420
$ 87,420
Revenue
90,092
100,132
87,420
87,420
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2014.
However, as fiscal pressures are dealt with, at the Federal and State levels, changes could be
forthcoming that will affect this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 1,800 1,370 1,000
Efficiency Measures
Per capita cost $0.339 $0.370 $0.318
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Community Services Block Grant - - 60000-267895
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 85,497
$ 185,000
$ 47,200
$ 47,200
Purchased Services
41,295
55,912
120,898
120,898
Fixed Charges
0
0
0
0
Gross County Cost
$ 126,792
$ 240,912
$ 168,098
$ 168,098
Revenue
130,859
240,912
168,098
168,098
Net County Cost
$ - 4,067
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The Colorado Department of Local Affairs reports that Federal
funding for this program has decreased by approximately 53%. Funds may be partially restored,
at a later date.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
ACTUAL ESTIMATED PROJECTED
2,330 2,000 2,000
$0.492 $0.890 $0.611
Yes
Yes Yes
397
398
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $10,000,000 witl$5,000,000 from property tax
and $5,000,000 from carry-over fund balance. A beginning fund balance of $35,000,000 is
anticipated. An ending fund balance of $40,000,000 is projected, assuming no contingency
funds are needed in 2014. The fund balance will serve as a stabilization reserve for fluctuating
revenues due to Weld County's heavy dependency on oil and gas assessed values that can
fluctuate dramatically from year to year due to production levels and price changes. Besides
serving as a general contingency reserve, the fund is available to mitigate impacts from the oil
and gas industry, such as unanticipated road and bridge heavy hauling impacts.
SOLID WASTE FUND:
The Solid Waste Fund is funded at the anticipated revenue level of fees at $900,000. There is
an anticipated beginning fund balance of $1O,000. The Department of Public Health and
Environment costs for the Household Hazardous Waste program will be $425,493 $40,000 is
budgeted for community clean ups, and $75,000 to fund the roadside trash pick-up program
with Useful Public Service clients. $141,790 is funded for solid waste inspections and monitoring
by the Health Department. $40,000 is funded for the solid waste tank disposal at the Island
Grove Livestock Barn. $30,431 is budget for indirect costs. $85,000 is funded by a transfer
to the Sheriff's Office to support code enforcement for illegal dumping. Thda,2i86$
included in the budget that is undesignated.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $440,296 based upon the anticipated operating
costs for 2014. The budget reflects funding of Island Grove Park only.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund was established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent
or more for 1993, two percent or more for 1994, and three percent or more for all later years of
the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next
year's reserve. With the adoption of the new accounting rules under GASB 54 the three -percent
TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution
shall be a restricted fund balance in the General Fund in an amount egai to six -million dollars
or three -percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve
Fund will no longer be used to budget or account for the TABOR emergency reserve.
399
CONSERVATION TRUST
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
LOTTERY
2200 73700 4332 LOTTERY
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION TRUST FUND
376,000 412,000 412,000 412,000
3,500 3,000 3,000 3,000
379,500 415,000
415,000 415,000
400
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2014
Fund Org
2200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
406,647 440,296
406,647 440,296 440,296 440,296
440,296 440,296
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to
be used for the acquisition, development, and maintenance of new conservation sites within
Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
379,484
406,647
440,296
440,296
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
379,484
$ 406,647
$ 440,296
$ 440,296
Revenue/Fund
Balance
Net County Cost
414,315
$ - 34,831
406,647
440,296
0
440,296
$ 0
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $412,000
and $3,000 from interest earnings. For 2014, the budget for the county buildings at Island Grove
Park is proposed at $440,296. This represents an increase from the 2013 budget of $33,649
or 8.27 percent. Revenue from rents and facility use fees for 2014 is estimated at $117,500,
which isan increase of $15,000 from 2013. The county payment for 2014 is proposed at
$440,296, which is an increase of $33,649 from the 2013 payment of $406,647 or arincrease
of 8.3 percent. The increase in the 2014 county payment reflects the increase in salaries
granted, utility increases, and cost of repairs. No funds are allocated for capital improvements to
the buildings. Since 2002, the Missile Site Park has been funded in the General Fund.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
402
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983 $ 194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 312,024
1997 356,262
1998 $373,962
1999 286,971
2000 358,802
2001 361,050
2002 391,780
2003 385,070
2004 361,926
2005 371,213
2006 453,233
2007 423,260
2008 430,795
2009 408,648
2010 386,999
2011 376,031
2012 411,891
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
403
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
ACTUAL ESTIMATED PROJECTED
420,000 420,000 420,000
$1.45 $1.50 $1.60
$0.91 $0.97 $1.05
404
CONTINGENCY
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
TAXES
2300 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY FUND
12,000,000
12,000,000
5,000,000 5,000,000
5,000,000 5,000,000
5,000,000
5,000,000
405
CONTINGENCY
SUMMARY OF EXPENDITURES
2014
Fund Org
2300 90300 CONTINGENT
TOTAL CONTINGENCY
Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
12,000,000 10,000,000 10,000,000 10,000,000
12,000,000 10, 000,000 10,000, 000 10,000,000
406
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services $
0
0
0
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
12,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
0
$ 12,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund Bal.
7,977,517
12,000,000
5,000,000
5,000,000
Net County Cost
$ -7,977,517
$ 0
$ 5,000,000
$ 5,000,000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
$5,000,000 from property tax and $5,000,000 from carry over fund balance. A beginning fund
balance of $35,000,000 is anticipated. An ending fund balance of $40,000,000 is projected,
assuming no contingency funds are needed in 2014. The fund balance will serve as a
stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil
and gas assessed values that can fluctuate dramatically from year to year due to production
levels and price changes. Besides serving as a general contingency reserve, the fund is
available to mitigate impacts from the oil and gas industry, such as unanticipated road and
bridge heavy hauling impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended. Due to the September, 2013 flooding the
Contingency Fund may have to be used to fund some flood permanent repairs and mitigation
efforts in 2014, depending on what FEMA approves. The plan is that any funds from the
Contingency Fund required fdhe flood permanent repairs and mitigation efforts will be
replenished in the Contingency Fund in the 2015 budget process to return the fund balance to
the $40,000,000 funding level.
407
EMERGENCY RESERVE FUND
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
TAXES
2400 53100 4112 CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE FUND
0 0 0
0 0
0
0 0
408
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2014
Fund Org
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
0 0 0
0
0 0
0 0
409
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later
years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused
reserves apply to the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost $
0
0
0 $
0
Revenue
0
0
0
0
Net County Cost
0
0
0
0
SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 the
three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado
Constitution shall be a restricted fund balance in the General Fund in an amount equal to six -
million dollars or three -percent of the TABOR revenue limit, whichever is gril$r.
Emergency Reserve Fund will no longer be used to budget or account for the TABOR
emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
410
SOLID WASTE FUND
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE FUND
730,000 900,000
730,000 900,000
900,000 900,000
900,000 900,000
411
SOLID WASTE
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE
2013 2014 2014 2014
Budget Request Recommend Final
85,000
137,091
507,909
730,000 900,000 900,000 900,000
85,000
247,717
567,283
85,000
247,717
567,283
85,000
247,717
567,283
412
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
85,000
85,000
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the
Animal Control function in the Sheriff's Office. The cost of the code enforcement function is
$85,000. See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 800 800
$0.319 $0.314 $0.309
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORSSee Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
413
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
79,927
137,091
217,286
217,286
Fixed Charges
507,909
507,909
597,714
597,714
Capital
0
0
0
0
Gross County Cost
$ 587,836
$ 645,000
$ 815,000
$ 815,000
Revenue
999,619
730,000
900,000
900,000
Net County Cost
- 411,783
- 85,000
- 85,000
$ - 85,000
SUMMARY OF CHANGES: The revenue estimate is $900,000, up from $730,000 due to
special waste from oil and gas activity. The Department of Public Health and Environment costs
for the Household Hazardous Waste program will be $425,493. $40,000 is budgeted for
community clean- ups, and $75,000 to fund the roadside trash pick-up program with Useful
Public Service clients. $141,790 is funded for solid waste inspections and monitoring by the
Health Department. $40,000 is funded for the solid waste tank disposal at the Island Grove
Livestock Barn. $30,431 is budget for indirect costs. Since the landfill sites no longer impact
county roads due to being located off of state highways, no funds are provided for road projects
to mitigate landfill impacts. There is $62,286 included in the budget that is undesignated.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. There are
$62,286 in undesignated funds in the 2014 budget to mitigate impacts of landfills, such as road
access, cleanups, and transfer stations. A $1,000,000 fund balance also exists for the same
needs, if required.
BOARD ACTION: Approved as recommended.
414
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections 45 45 45
Household Hazardous Material (HHM) $373,127 $373,127 $425,493
Surcharge Collected $685,000 $730,000 $900,000
Efficiency Measures
Per capita cost (collected) $2.21 $2.70 $3.27
Per capita HHM cost $1.40 $1.38 $1.55
415
416
SEVEN YEAR TREND
Capital Expenditures
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
0
0
0
to
Cr,
N-
O
0
cn
r
0
0
0
0
0
0
2008
2009 2010
0
0
0
O
0
cc
0
0
0
0
0
0
co
N-
0
0
0
O
0
co
N-
2011 2012
0
0
0
O
In
0
c6
2013 2014
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget the financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long Range Capital
Plan for 20142018 is presented in this section and relates to the specifics of the 2014 capital
project budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2014 program is funded at $8,650,000, with $,250,000 from property tax,
$100,000 from capital expansion fees, and $300,000 from interest. Anticipated projects include
$300,000 for a grader shed for Public Works, and $86,000 for special projects. A carry -over
beginning fund balance of $2,552,000 is anticipated, and $20,16 ,000 ending reserve fund
balance for the future jail expans1dp1W00), Communications System reserve
($4,100,000), and Downtown Greeley land reserve ($2,000,000) is anticipated at the end of
2014.
Capital projects impacting the 2014 and future years' operational costs include the additional jail
space planned for construction in 2016-2017 will impact the operational budget by $1,210,000 in
2016, $770,000 in 2017, and $1,100,000 in 2020. Special projects and Public Works facility
projects are primarily cosmetic enhancements to buildings that will not impact operating costs,
but will improve the appearance and functionality of the buildings involved.
418
CAPITAL EXPENDITURE
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014
Budget Request Recommend
2014
Final
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
4000 17500 4610 EARNINGS ON INVESTMENTS
MISCELLANEOUS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURES
7,200,000 8,250,000 8,250,000 8,250,000
300,000 300,000 300,000 300,000
100,000 100,000 100,000 100,000
7,600,000 8,650,000
8,650,000 8,650,000
419
CAPITAL EXPENDITURE
SUMMARY OF EXPENDITURES
2014
2013 2014 2014 2014
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 7,600,000 8,650,000 8,650,000 8,650,000
TOTAL CAPITAL EXPENDITURES 7,600,000 8,650,000 8,650,000 8,650,000
420
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in
accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County
Buildings Fund (Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
6,461,281
7,600,000
8,650,000
8,650,000
Gross County Cost
$ 6,461,281
$ 7,600,000
$ 8,650,000 $ 8,650,000
Revenue
4,808,113
400,000
400,000
400,000
Fund Bal. Increase
5,516,861
0
0
0
Net County Cost
$ 7,170,029
$ 7,200,000
$ 8,250,000
$ 8,250,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2014 program is funded at $8,6600, with
$8,250,000 from property tax, $100,000 from capital expansion fees, and $300,000 from
interest. Anticipated projects include 'ari,000 for a grader shed for Public Works, and
$686,000 for special projects. A carry-over beginning fund balance of $12,552,000 is
anticipated, and $20,216,000 ending reserve fund balance for the future jail expansion
($14,116,000), Communications System reserve ($4,100,000), and Downtown Greeley land
reserve ($2,000,000) is anticipated at the end of 2014.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2014 funding level of
the Proposed Long Range Capital Plan for 2014 2018. The actual plan is on the pages
immediately following.
BOARD ACTION: Approved as recommended.
421
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2014 - 2018
Presented By: Donald D. Warden
Director of Budget Management and Analysis
September, 2013
422
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2014 - 2018
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Administration submit,
at the time of submission of the annual budget, a five year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2014 - 2018.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for
organizing solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2014 - 2018 Five-year Plan
4. 2014 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projectsrpgram. The
2014 - 2018 five-year plan section provides a list of recommended projects and the time
schedule for the next five fiscal years. Additionally, it provides justification for the
recommendation and attempts to enumerate problems and recommended solutions for the
capital improvements program over the next five years. The project section describes each
recommended project, and provides information on the existing situation, the proposed solution,
and the financing plan for each project.
The last section of the report provides a recommended 2014 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2014 county budget.
423
FINANCING ALTERNATIVES
424
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most
common methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current
year's capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be
cheaper to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt
service with the size of the annual resources setting the limit on the amount that
could be borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of
time is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements
trust fund for capital reserves.
425
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go
policy, and assures that the voters authorizing the approval will make a cash
contribution so all of the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without
any future payments. The rental over the years will have paid the total original
cost plus interest. This method has been used successfully in a number of
jurisdictions. The utilization of a building authority would fall under this category
of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above
alternatives. For example, the passage of general obligation bonds as a debt
financing mechanism has not met recent success at the polling places in most
jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large -fixed charge
costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of
the taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must take into account the extent to which
prepayment for capital outlay is warranted, when the opportunity for repayment of
the principal and interest in dollars that are less expensive can be arranged.
426
5. During periods of rapid rise in costs, the time delay necessary to accumulate
down payments or full pay as you go resources invites higher costs which may
wipe out most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction in an attempt to balance the economy of a payment in full program
with the fairness of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected
inflationary cost increases that would result from project delays.
427
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been proved
by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out
of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad
vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may
be pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is ove21$) million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district
bonded debt at a lower interest rate or adding new employees to existing district pension plans,
creation of any multiple fiscal year direct or indirect district debt or other financial obligation
whatsoever without adequate present cash reserves pledged irrevocable and held for payments
in all future fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with
the laws of the state, including the borrowing of money to fund county projects,
the pledging of project revenues and repayment thereof, and the issuance of
revenue warrants, or revenue bonds, or other forms of evidence of such
obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to
maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes
due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the
higher the yields or return on investment is demanded by the market price. Thus, a bond issue
that runs thirty years will pay a higher net effective interest rate than a bond issue that runs
twenty years.
428
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and
interest of the bond issue. Consequently, general obligation bonds are a debt subject to the
constitutional and statutory provisions discussed earlier. Because the issue of general
obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes
necessary to repay the principal and interest of the bond, it is generally agreed to be a more
secure investment than other types of bonds. Thus, the major advantage of general obligation
financing is the low rate of interest as compared to the interest of other types of bonds. The law
permits general obligation bonds to have a thirty-year term; however, general obligation bond
issues usually have terms of twenty years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter
approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond
election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for
enterprise funds and operations.
Although it may seem possible to pledge any non tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds
and the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are considered to be less secure than general obligation bonds because of the
inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there
is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond
twenty years, frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that
project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air
travelers and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to
repay the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
429
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverages, but also at more basic elements, such as the necessity of
the service, control over competition, and delinquency procedures. Revenue bonds are
becoming more popular because they do not require voter approval and do not apply in
statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. sek itea
executed with the county, which gives the county the option to purchase the equipment or
facility during the term of the lease. All or part of the lease payments may be applied to the
purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is
a debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which
underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the
system. Rather, it is usually a promise to pay only one year at a time, with an implied intention
to continue payment until ownership is transferred. As ultimate security, the holder of the lease
may look to the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation
to continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally are short, usually from seven to ten
years. Because the security underlying the lease is not good compared with conventional
financing, interest rates on leases are higher.
430
Building Authority:
A building authority is a non profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County
Finance Corporation. The directors are the Director of Finance and Administration, County
Attorney, and Director of Buildings and Grounds, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt
from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds
are issued on behalf of a political subdivision, which is determined based upon the following
factors as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and
other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After
receiving a favorable ruling from the IRS, a "no action" letter should be secured from the
Security and Exchange Commission, exempting the authority's bonds from these requirements.
The authority then issues bonds pledging the annual rental payments as security. After
issuance of bonds and construction of the facilities, the authority leases 1 cilities to the
county. Again, this must be a bona fide lease and possess all the elements discussed under
Lease/Purchase.
The bonds of a building authority are similar to municipal leases in the manner in which they are
viewed by investors. As with a simple municipal lease, building authority bonds are less secure
than general obligation or revenue bonds. As a result, bonds issued through a building authority
bear higher interest than more secure issues.
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld
County was done in 1997, and was paid off August 1, 2007. No outstanding debt exists for
Weld County.
431
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to
draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of
directors is formed. The board may consist of County Commissioners or administrative
personnel or individuals not associated with any public entity. The Weld County Finance
Corporation, created in 1987, consists of the Director of Finance and Administration, County
Attorney, and Director of Building and Grounds as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. In essence, the S.E.C. says
that no action will be taken if the bonds of the building authority/non-profit corporation are not
registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to
purchase the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
432
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority.
The bond holders may also have a first mortgage lien on the building. The combination of the
two results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax bendits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
433
COMPLETED CAPITAL PROJECTS
2008-2012
Total
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Actual
2012
Centennial Complex
$ 5,127,024
$ 1,865,352
$ 2,983,136
$ 27,817
$ 102,165
$ 148,554
Courthouse
208,485
9,310
191,071
8,104
Land Reserve
162,428
142,834
19,594
Stanley Bldg
321,921
321,921
Grader Sheds
1,020,286
228,564
1,333
271,410
518,979
Motor Pool
230,868
230,868
Health Department
189,669
105,109
15,118
69,442
Island Grove
295,180
181,035
60,345
53,800
North Jail
1,607,582
360,527
22,194
696,743
252,363
275,755
Back-up Dispatch
Center
808,401
808,401
Crime Lab
216,466
4,500
211,966
Public Works
70,630
7,820
62,810
Social Services
6,090,463
3,266,441
2,743,883
80,139
Gravel Pits
3,050,193
1,659,509
1,390,684
Southeast Weld
Building
72,762
54,026
18,736
South County
165,347
165,347
County Clinic
550,538
550,538
Admin. Bldg (Skyes)
6,308,870
3,608,942
2,639,337
60,591
Alternative Use Bldg
2,440,815
2,425,697
15,118
Community
Correction Building
5,404,294
81,145
3,106,139
2,201,892
15,118
Miscellaneous
285,803
48,157
177,174
60,472
CNG Station
449,370
90,117
359,253
Towers
3,921,827
1,665,000
2,256,827
North 1401-1402
324,964
122,386
202,578
TOTAL
$39,324,186
$ 8,726,252
$ 9,287,108
$ 7,965,402
$ 6,711,292
$ 6,634,132
NOTE: Expenditures listed in year incurred.
434
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2014-2018
Requirements
Total
2014
2015
2016
2017
2018
Jail Capital
Reserve
-$4,810,000
$6,714,000
$6,975,000
-$7,668,000
-$17,946,000
$7,115,000
Comm. System
Reserve
4,750,000
950,000
950,000
950,000
950,000
950,000
Jail Expansion
40,000,000
0
0
15,000,000
25,000,000
0
Land Reserve
0
0
0
0
0
0
Communications
System
0
0
0
0
0
0
Misc Projects
2,910,000
686,000
675,000
568,000
621,000
360,000
PW Projects
1,500,000
300,000
300,000
300,000
300,000
300,000
TOTAL
$44,350,000
$8,650,000
$8,900,000
$9,150,000
$8,925,000
$8,725,000
435
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
436
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2014 - 2018
YEAR
PROPERTY
TAX
INTEREST
FEES
TOTAL
2014
$8,250,000
$300,000
$100,000
$8,650,000
2015
8,250,000
550,000
100,000
8,900,000
2016
8,250,000
800,000
100,000
9,150,000
2017
8,250,000
550,000
125,000
8,925,000
2018
8,250,000
350,000
125,000
8,725,000
437
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2014
$ 12,552,000
$ 8,650,000
$ 986,000
$ 20,216,000
2015
$ 20,216,000
$ 8,900,000
$ 975,000
$ 28,141,000
2016
$ 28,141,000
$ 9,150,000
$ 15,868,000
$ 21,423,000
2017
$ 21,423,000
$ 8,925,000
$ 25,921,000
$ 4,427,000
2018
$ 4,427,000
$ 8,725,000
$ 660,000
$ 12,492,000
438
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978, and was remodeled three times to
increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed
with 160 beds and all of the core service facilities. The North Jail Complex is currently designed
for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase
would be in increments of approximately 160- 375 beds. Jail population continues to grow in
Weld County, but the growth rate has slowed the last few years due to more use of jail
alternative programs. Phase II was completed and opened in January, 2004. Phase II added
245 beds based upon the design. Construction of Phase II allowed for the closure of the
Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which
added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately331,143 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was
constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III
has 374 beds and was constructed in 2006 - 2007. There is currently 217,568 square feet of
building with 779 beds available.
Financing:
It is recommended that the county budget $40,000,000 in the 2014 - 2018 capital plan budget to
construct an additional 113,575 square feet of building for 350 additional beds. Nothing wilbe
in the capital budget in 2014 for jail construction. The capital plan is consistent with the inmate
population projections in the Weld County Jail Occupancy and Future Jail Needs Study
completed August 19, 2013, that calls for the opening of added jail beds at the end of 2017.
Impact on Operational Costs:
At the end of 2017, it is anticipated that the new jail capacity will be opened. The use of the
capacity will be phased in over a two to three year period, depending on inmate population
growth. Based upon past phased openings of the jail, the estimated additional annual costs are:
Item
2016
2017
2020
Staffing
$ 1,210,000
$ 770,000
$ 1,100,000
Medical Costs
0
600,000
320,000
Food
0
400,000
200,000
Utilities
0
60,000
0
Maintenance
0
60,000
0
439
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and
North 11th Avenue in Greeley. Funds for the property came from the sale of the Health
Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area.
The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000
with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square foot building for Hman Services and a county motor vehicle shop. Fifty to 60 acres
have been developed for building and storage sites and approximately 60 acres can be mined
for gravel and reclaimed in an attractive way. The new correctional facility is located on this
site, as well as the Health Department, Household Hazardous Waste Building, Training Center,
Motor Pool, Public Works, Law Administration, Buildings and Grounds, Alternative Programs
Facility, Community Corrections Facility, and four administrative buildings. A portion of the
property was made available for commercial development and offered at no cost or low cost to
private parties for economic development incentives. A PUD was approved for land use
purposes in 1989.
Financing:
Development, using future years' funds, is programmed into the long range plan under specific
projects, which include a correction facility ($40,000,000).
Impact on Operational Costs:
See individual projects for cost impacts.
440
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed
to fund the infrastructure to accommodate the communications system. The system consisting
of towers, radio receivers and transmitters, system controllers, consoles, computers, and
various communications equipment has been required to be replaced or upgraded
approximately every ten years with growth and technological changes. The costs have been
paid for by grants, Weld County government, and the E911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911
Authority Board has agreed to fund the console equipment upgrade in the amount of
$2,000,000, and Weld County, in the Capital Expenditure Fund, funded the remaining costs. In
addition, the Board of County Commissioners has agreed to adopt a policy of funding a
$9,500,000 capital reserve in the amount of $950,000 per year, so that in ten years funds will be
in the capital reserve for the next upgrade and the 700 MHz conversion.
Financing:
The upgrade for 2012 was funded by the E911 Authority Board funding $2,000,000 from its
reserve, and Weld County funded $5,700,000 in 2012 from the Capital Expenditure Fund for the
total cost of $7,700,000. Beginning in 2013, Weld County will fund $950,000 per year for the
Communications System Reserve for future communications systems upgrades and the 700
MHz conversion. $2,200,000 was placed in the capital reserve for the mobile and portable radio
replacement. Purchase of the radios is being delayed pending the FCC waiver regarding going
to a different bandwidth. Without the waiver the change must take place by 2017.
Impact on Operational Costs:
There will be no additional operational costs for the system. Operational costs are currently
funded by Weld County, City of Greeley, the E911 Authority Board, and users using in excess of
$10,000 per year in allocated costs. It is not anticipated that the upgraded systems will be any
more expensive, operationally, to maintain than the current system.
441
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 18 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. Seventeen have recently pSedre --
Nunn (1981), Gwonda (1982), Vim (1983), New Raymer (1984), Mead (1985), Rockport (1986),
Kiowa (1987), Severance (1987), Gilcrest (1989), Ault (1989), Briggsdale (1991),
Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001),
Galeton (2003), New Raymer (2004), Rockport (2007), Kersey (2010) and Briggsdale (2013). In
addition, four ice control storage buildings were constructed in 2001 2003. An additional
storage facilities at the Public Works Headquarters was built in 2003 and 2013. A new Buildings
and Grounds facility was built in 2007, and the old facility was converted to a Printing and
Supply facility. An additional storage facility was purchased in 2009.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have
been identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road
maintenance facilities. The county should continue a sound maintenance and replacement
program, so the buildings do not fall into the disrepair condition they were in prior to 19a. The
funding mechanism is a pay-as-you-go fuiction out of the Capital Fund. In 2Q13 a 15,000
square foot heavy equipment storage facility will be constructed ($800,000). Funds in the
amount of $300,000 per year for the years 2014-2018 are included for Public Works facilities.
The grader sheds will be replaced in Kiowa (2015), Johnstown (2016), and Nunn (2017).
Impact on Operational Costs:
Vehicle storage facility will have utility costs of approximately $2,400 per year. Since the old
grader sheds are being replaced with new sheds, the county's experience is that there is
approximately a $1,000 per year savings on the utilities due to the use of radiant heat and
improved insulation. Staffing is unchanged.
442
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings.
It provides for the space needs of the 19th Judicial District. Under state law the county is
obligated to provide and maintain the facilities for court related activities. The Courthouse was
built in 1917 and is maintained on the Federal Register of Historical Buildings. After many
remodels and upgrades it still functions as the main court facility for Weld County. In the mid
1980's two buildings across the street from the Courthee were acquired and remodeled to
house the Probation Department. In 2001, the West Courthouse Annex Building was acquired
to house the District Attorney Juvenile Division. As the population grows and court related
activities grow the space requirements continue to expand. Four courtrooms were added in
2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial
Center, including the jail, to courtrooms and court -related offices. With the construction of
Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related
space in 2004. All Sheriff's office administrative functions, along with Communications and
Records, were moved to the new Public Safety Administrative Building next to the North Jail in
2003. Over time the entire Centennial Complex will become court -related space, as well as the
two annex buildings to the west and east of the Courthouse. In 2004, three additional district
courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in
2009 four additional court rooms were built. The first floor of the Centennial Jail has been
converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for
additional court and office facilities. First floor Centennial offices were converted into office
space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the
Court was converted into a district courtroom. These courtrooms will supplement the current
vacant district courtroom and the visiting judge courtroom to accommodate four anticipated
additional judges through 2018. Space formerly occupied by the Weld County Commissioners
and administrative functions will be converted to court -related space since those functions
moved to a new administrative building in 2011.
Financing:
The county can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate.
The funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
443
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Vacant
Work Release (30,000 sf)
$ 4,275,000
2008
Second Floor Old Jail
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2013
Planning
Probation
$ 100,000
2019+
Third Floor Centennial
2 Courtrooms
$ 1,200,000
2019+
First Floor Centennial
1 Courtroom
$ 300,000
2019+
Vacant
Justice Center Annex Building
$ 5,000,000
2019+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2019+
Second Floor Centennial
2 Courtrooms
$ 750,000
2019+
First Floor Centennial (DA)
Court Offices
$ 200,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2013
2014
2015
2016
2017
2019+
$0
0
0
0
0
$ 176,000
444
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs are currently housed in the old jail and in the West Courthouse Annex. As
jail crowding becomes more and more of a problem, the alternative programs, such as work
release and pre-trial programs, are used more and more by the Court. The programs currently
occupy approximately 20,000 square feet. The space that the programs occupy is needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building is proposed. The facility will be constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
445
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court- related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all
Sheriff's office administrative functions, along with the Communications and Records, were
relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of
patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building.
In 2010, the Records Unit was moved from the Law Enforcement Administration Building to the
former Human Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There was no impact of additional costs on the 2010 budget for utilities and maintenance, since
the space has been maintained in the past. Staffing costs were unchanged, since personnel
were transferred from the old facility to the new building.
446
REGIONAL CRIME LAB
Existing Situation:
Currently the county has a crime lab located in the basement of the Centennial Complex, and
the former Planning Department office. The space is inadequate to meet the size and program
requirements. Weld County is taking the lead to create a regional crime lab for Northern
Colorado that would house approximately 40 crime lab staff members from various law
enforcement agencies and CBI.
Proposed Solution:
The proposed regional crime lab facility will consist of approximately 20,000 square feet. It will
contain private and open office areas, waiting areas, lobby space, meeting/conference rooms,
complete laboratory and forensics discovery area. It will be fully fire sprinkled. The crime lab's
location is in a business park off Highway 34 and WCR 17, which is a central location for the
Northern Colorado region.
Financing:
The construction of the regional crime labtarted in 2012 financed by $4,000,000 in county
funds. It was completed and fully operational in August, 2013.
Impact on Operational Costs:
Once the crime lab is constructed there will be additional costs in the budget for utilities and
maintenance, in the amount of $240,000. However, five participating agencies will pay
approximately 80% of this cost, or $192,000 for a net county cost of $48,000. Staffing costs are
unchanged, since personnel will be transferred from the old crime lab to the new building. A
Federal grant for $500,000 will fund the first two to three years of operational costs.
447
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program has been operated by private contractors since its
inception in Weld County in the early 1980's. The facility that the contractors have used is the
site known as The Villa, which were old dormitories on the UNC campus. UNC has encouraged
the Community Corrections Facility to move off campus due to the facility housing convicted
felons that are returning to the community from the Colorado Department of Corrections.
Recently, there have been problems with the contractor that owns the facility providing the
community correction services. The county realizes that without a county -owned community
corrections facility it limits the county's choices for a contract provider of the service and the
option of the county operating the facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park.
The site will be at the entrance of the park at the northwest corner of 11th Avenue and H Street.
A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site
can accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
There were additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state
contracts with the State Department of Corrections through a lease to ICCS, which is the sub
contractor operating the facility. Currently, the program services are provided by a private
contractor (ICCS).
448
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The
future plans are for these facilities to be the judicial center for the 19th Judicial District that
serves Weld County. Parking has been a long time problem in the area for citizens using the
facilities. In addition, as Weld County looks to the future there will be a need to have land to
locate future court facilities. The court administration is insistent upon having a centralized
location, since other jurisdictions have had logistical problems attempting to split court facilities
into more than one location. As a result, there is a need to acquire land adjacent to the current
location to accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in
2004, and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the
area. As portions of the site are needed for court building sites, a parking structure can be built
to accommodate added parking needs or land to the east or south of the site can be acquired
for surface parking. In the 2012 budget $2,000,000 was reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and
support services.
Impact on Operational Costs:
No new operation costs are anticipated.
449
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long term plan with the development of the Weld County Business Park was for the
eventual move of all administrative functions of the county to the business park. All of the
functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer,
Clerk and Recorder, and Planning were relocated to the business park. With the future space
demands of the courts it is anticipated that the remaining county administrative functions at the
Centennial Complex will need to be relocated to the Weld County Business Park within the next
year. This will leave the Centennial Complex as a justice and law enforcement center
exclusively.
Proposed Solution:
In order to accommodate the Courts space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future
growth, an existing 43,000 square -foot office building was purchased in 2010, and remodeled to
accommodate current and future County administrative functional needs.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June, 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
by Capital Reserve funds.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
450
SOCIAL SERVICES
BUILDING ANNEX
Existing Situation:
The Social Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and
parking.
Proposed Solution:
A new 40,000 square foot building was constructed in Greeley on the Social Services site in
2009. The building will accommodate the current services, plus allow room for future expansion
and consolidation of the Human Services and Social Services Departments.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building.
451
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional 20,000 square foot building be constructed on the Southwest
Weld County Service Center site in the future. The building will accommodate the current
services, plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2019, or beyond. Funds in the amount of $4,000,000 are
budgeted in the 2019 budget or beyond for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since thataff will
be moving from other facilities to occupy this building. Moving and relocation costs are
estimated to be $30,000.
452
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2019, or beyond.
Financing:
The building was constructed in 2006.
Impact on Operational Costs:
No new operational costs are anticipated until constructed in 2019, or beyond.
453
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which providesiiscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers.
In addition, such an approach can also make better utilization of existing facilities in order to
avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $3,154,000 be set aside for such projects in the Long
Range Capital Projects Plan. A detailed listing of special projects is on the following two pages.
Financing:
It is recommended the county budget $3,154,000 over the next five years to accommodate the
detailed listing of special projects found on the following two pages.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
454
B&G Capital Maintenance Projects 2014 - 2018
FY 2014
Building Name
Address
Type of Improvement
Budget Estimate
Public Works
1111 H Street Greeley,
CO 80632
Carpet
$40,000
Public Works
1111 H Street Greeley,
CO 80632
Teardown/Rebuild
Furniture for Carpet
$30,000
8th Avenue Storage
8th Ave Street
Greeley, CO
Roof Top Units
$22,000
Courthouse Annex
934 9th Ave
Greeley, CO
Roof Top Units
$60,000
Grader Shed Fencing
Perimeter Fencing
$72,000
Nine Locations
Centennial
915 10th Street
Greeley, CO
Data Center Generator
$145,000
1402 Admin
1402 N. 17th Ave.
Greeley, CO
Roof Top Units (RTU)
$175,000
Human Services A
315 A N. 11th Ave
Greeley, CO 80632
Elevator Modernization
$85,000
Human Services A
315 A N. 11th Ave
Greeley, CO 80632
Roof Top Units
$57,000
2014 Total
$686,000
FY 2015
Building Name
Address
Type of Improvement
Budget Estimate
1551
1551 N. 17th Ave
Greeley, CO
Roof Top Units (RTU)
$175,000
1551
1551 N. 17th Ave
Greeley, CO
Boiler
$57,000
Jail (Phase 1)
2110 "O" Street
Greeley, CO
New Roof
$363,000
Jail
2110 "O" Street
Fountain Replacement
Greeley, CO
(B,C,O,N,M Pods)
$25,000
8th Avenue Storage
8th Ave Street
Asbestos removal & gut
Greeley, CO
South
$55,000
2015 Total
$675,000
455
FY 2016
Building Name Address
Ambulance (North)
Jail
Human Services A
Jail
Jail
Jail
Jail
Ambulance (North)
1551
Jail
Alternative Programs
Alternative Programs
Household Hazardous Waste (North)
Centennial
1121 M Street
Greeley, CO
2110 "O" Street
Greeley, CO
315A N.11th Ave
Greeley, CO 80632
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
2110 "O" Street
Greeley, CO
1121 M Street
Greeley, CO
1551 N. 17th Ave
Greeley, CO
2110 "O" Street
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1399 N. 17th Ave.
Greeley, CO
1311 N.17th Ave
Greeley, CO
915 10th Street
Greeley, CO
Type of Improvement
Carpet
Domestic Water Pump
Roof
Kitchen
Refrigerator/Equipment
Two Food Warmers
Clothes Washers (3)
Sprinkler system control
wires & clocks
AC/Furnace
Sprinkler system control
wires & clocks
Clothes Dryers (3)
Clothes Washers (1)
Clothes Dryers (2)
Roof
Remove osolete mech
room equipment
2016 Total
Budget Estimate
$40,000
$30,000
$150,000
$78,000
$16,500
$50,000
$20,000
$35,000
$15,000
$27,000
$16,500
$18,000
$42,000
$30,000
$568,000
Building Name
Planning & Health Building
Print Shop
Centennial
FY 2017
Address
1555 N. 17th Ave.
Greeley, CO
1500 2nd Street
Greeley, CO
915 10th Street
Greeley, CO
Type of Improvement
Chiller
Roof (sloped portion)
Domestic Water Pump
2017 Total
Budget Estimate
$526,000
$65,000
$30,000
$621,000
456
>FY 2018
Centennial
Centennial
Centennial
Centennial
Centennial
Courthouse
Centennial
Centennial
Centennial
Building Name Address
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
901 9th Ave,
Greeley, CO
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
915 10th Street
Greeley, CO
Type of Improvement
DA Carpet
DA Teardown/Rebuild
Furniture for Carpet
3rd Floor Carpet
3rd Teardown/Rebuild
Furniture for Carpet
Lighting Upgrade $70,000
Carpet
CH Teardown/Rebuild
Furniture for Carpet
1st Floor Carpet
1st Teardown/Rebuild
Furniture for Carpet
Budget Estimate
$80,000
$30,000
$30,000
$10,000
$70,000
$30,000
$30,000
$10,000
2018 Total $360,000
457
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five
years, it is suggested the county proceed very cautiously and very conservatively in the area of
financing. To do this, it is suggested that a contingency be set aside each year on a pay as you
go basis to accommodate unanticipated cost increases or emergency situations which cannot
be foreseen at this time. If the contingency amount is accumulated over the next five years, it
can be used as a reserve for the capital projects program in future years, or it can be used as a
funding mechanism in years beyond 2020. The primary reserve would be for a future
correctional facility or other facilities at the North County Complex and southwest and southeast
County administrative office sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amount each year on a contingency basis that ultimately could be used
to meet any contingency or emergency situation, or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2020.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
458
MISCELLANEOUS FUNDS
459
AIRPORT
Existing Situation:
The Weld County Board of County Commissioners, with approval of the Airport Master Plan,
committed to participate in certain enhancements at the Airport facility, especially those
enhancements that will ensure the safety of airport operations. If the Board decides to continue
to participate in the joint funding of the Greeley/Weld County Airport Authority with the City of
Greeley, funds should be provided for in the Long Range Capital Projects Plan to accommodate
the FAA ADAP program during the next five years. Funds can also be made available to
maintain FAA constructed facilities.
Proposed Solution:
In the Long Range Capital Projects Plan for 2014, funds are included to accommodate capital
improvements at the Greeley/Weld County Airport. If funding is provided, it should be for
projects that emphasize safety features and other essential enhancements to the current
operation.
Financing:
Funding, in the amount ofC$00 i s required in the Airport's 2014 Capital Improvement Plan
(CIP).
Impact on Operational Costs:
Although the Airport Authority may incur additional operational costs from the projects in the
Airport CIP, no new operational costs are anticipated as a result of the Airport CIP for Weld
County government.
460
SIX YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) WORKSHEET
Airport Name Greeley -Weld County Airport (GXY) CIP Update 11-17-09
Airport Manager Mike Reisman Airport Engineer/ Consultant: RS&H
Airport Sponsor Greeley -Weld County Airport Authority ADO Contact: Don O'Bnen
Address P.O. Box 727 Greeley. CO 80632 rerrr&mv nor
Phone (970) 336-3000 FAX (970) 336-3030
Pro ed oescnchon
istorical Year 2010
Apron Rehab Preliminary Design and Construction Phase I
FAA State Ay• •
Fed Draaec
=
150.000.00
State
3,947.00
Local
3,947.00
Tota'
157,894.00
Comments
Total Year 2010
-
150.000.00
3.947.00
3,947.00
157,894.00
Year 2011
Taxilane Rehab
600,000.00
15 789,00
15.789.00
631,578.00
Uses Buena Vista, Erie & Holyoke GA Ent.
Equipment Storage Building
2_4 21 1 .00
635.000.00
869.211.00
Additional local funds to be provided
above match
Total Year 2011
000 000.00
250.000.00
650.789.00
1,500,789.00
Yrdr 2012
GA Ent.
-
Transfer to Buena Vista
Multi -Use Tractor System
120,000.00
30 000.00
150.000.00
Total Year 2012
-
0.00
120,000.00
30.000.00
150,000,00
Year 2011
GA Entitlement
-
Transfer to Ene
Pavement Fog Seal
250.000.00
62.500.00
312.500.00
Total Year 2013
-
-
250.000.00
62.500.00
312,500.00
Year 2014
GA Entitlement
-
Transfer to Hdyoke
Total - Year 2014
-
-
-
-
-
-
Year 2015
Pavement Fog Seal
150,000.00
3,947.00
3,947.00
157,894.00
3,947.00
157,894.00
Total - Year 2015
150.000.00
3 947.00
Yeas 2016
GA Ent.TBD
150,000.00
3,947.00
3,947.00
157,894.00
Runway 16/34 and Tvry C Overlay
7,476,500.00
196,750.00
196.750.00
7.870,000.00
Total - Year 2016
-
7,476.500.00
150.000.00
200,697.00
200.697.00
8.027,894.00
Total 6 -Year CIP
NPIAS projects for long-term completion - by priority
T/way B and E
-
7,476,500.00
1.050,000.00
828,591.00
951,880.00
10.306,971.00
5,400,000.00
Taxilane Re-hab - Future Phase 600,000.00
461
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the
lottery is anticipated to be $376,000 per year. The funds must be used for "the acquisition,
development, and maintenance of new conservation sites, or for capital improvements or
maintenance for recreational purposes on any public site". (Section 29 21-101, C.R.S.) With
the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $400,000 per
year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $29,000 in the General Fund from property taxes. Funds from
2014 forward are uncommitted.
Impact on Operational Costs:
No new operational costs are anticipated.
462
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation
of an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of
the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund
budget to add air conditioning to the Island Grove Community Building. The county paid
$1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the
park for the next 10 - 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the
projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP
for Weld County government. In most cases, the new park facilities planned will generate
revenues to support the additional operating costs.
463
464
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers. With the transfer of the Paramedic Service to the local
hospital in 2012 Weld County will no longer have an Enterprise Fund in its budget.
MOTOR VEHICLE FUND: The Motor Vehicle Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $8,820,000 in 2014 with $ 4,475,500 budgeted for new capital equipment.
The budget reflects the continuation of the contract fleet management approach adopted by the
Board in August, 1984. Depreciation is $3,130,000 for new equipment purchases, plus sale of
surplus items of4$0,000. Grants in the amount df,0$5,000 for CNG vehicles and
conversions are included in the 2014 budget.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the
program and coverage are found under the specifics of the fund summary. In 2014 the county
will continue with only dental and vision being self -insured. Health coverage will be provided by
a private company on a partially self -insured basis with a Preferred Provider Organization (PPO)
option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross bullet
costs are $2,140,000 in 2014, with a property tax levy of $2,000,000. Details of the program are
provided under the specifics of the fund summary.
PHONE SERVICE FUND: Budget reflects total consolidation of phone service costs of
$1,542,248 in Weld County. Funding is at current level and reflects capital upgrades of
$250,000.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of
August 1, 2007, there are no active leases. Weld County has no long-term debt.
465
MOTOR POOL
SUMMARY OF REVENUES
2014
Fund Org Acct
Account Title
2013 2014 2014 2014
Budget Request Recommend Final
GRANTS
6000 17550 4340 GRANTS
6000 96300 4340 GRANTS
TOTAL GRANTS
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6000 96300 4680 OTHER
6000 17550 4810 GAIN LOSS ON SALE
6000 96300 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL MOTOR POOL
0 865,000 865,000 1,133,829
510,000 0 0 0
510,000 865,000
865,000 1,133,829
4,500,000 5,690,000 5,690,000 5,690,000
2,850,000 3,130,000 3,130,000 3,130,000
0 460,000 460,000 460,000
500,000 0 0 0
3,350,000 3,590,000 3,590,000 3,590,000
8,360,000 10,145,000
10,145,000 10,413,829
466
MOTOR POOL
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
6000 17550
6000 96300
2013 2014 2014 2014
Budget Request Recommend Final
3,201,000 4,500,500 4,475,500 4,458,500
8,360,000 8,820,000 8,820,000 8,820,000
11,561,000 13, 320,500 13,295, 500 13,278,500
VEHICLE REPLACEMENT
COUNTY SHOP
TOTAL MOTOR POOL
467
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services
0
$
0
$
$
Supplies
2,740,698
2,421,000
2,521,000
2,521,000
Purchased Services
3,586,758
2,936,000
3,036,000
3,036,000
Fixed Charges
3,012,705
2,980,000
3,240,000
3,240,000
Capital
486,711
23,000
23,000
23,000
Gross County Cost
$ 9,826,872
$ 8,360,000
$ 8,820,000
$ 8,820,000
Revenue
9,591,683
8,360,000
8,820,000
8,820,000
Net County Cost
$ 235,189
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES:Supplies increased $100,000 with anticipated fuel cost, however
we should experience saving with the use of CNG/LNG fuel Purchased Services are up
$100,000 with anticipated cost of new fleet maintenance costs for 2014. Fixed costs are up
$260,000 for increase depreciation with increase in fleet equipment. Total expenses are
$8,820,000.
Revenue includes $5,690,000 for maintenance charges, $3,130,000 for recovery of depreciation
for a total of $8,820,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
468
MOTOR POOL ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
6,300 6,350 6,400
787 800 800
.488 .480 .4872
485 488
492
Goal ES19: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: Safe and
reliable vehicles
ready to meet needs
90% of department users satisfied with
the quality and timeliness of fleet
management services
90%
90%
90%
ES19-2: Worker -
friendly and
functional vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
ES19-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value) within prescribed industry
standards
95%
95%
95%
ES19-4: Fuel-
90% of internal customers satisfied
efficient/
with county vehicle
90%
90%
90%
environmentally -
friendly vehicles
469
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - MOTOR POOL
BUDGET UNIT TITLE AND NUMBER: Motor Pool Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
6,187,860
3,217,000
4,500,500
4,458,500
Gross County Cost
$ 6,187,860
$ 3,217,000
$ 4,500,500
$ 4,458,500
Revenue
0
0
1,505,000
1,593,829
Net County Cost
$ 6,187,860
$ 3,217,000
$ 2,995,500
$ 2,864,671
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page.Fifteen vehicles has been
identified for CNG/LGN, 82.79% will be covered with CMAQ grants. Sheriff is requesting 2
transport vehicles, which will be box over chassie, so future replacement will be chassie only.
District attorney is requesting an additional vehicle.
Revenue includes $460,000 from gains on the sale of equipment and $1,133,829 from CMAQ
grant funding for CNG vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: The District Attorney's request is for an
additional investigator's vehicle. This same request was denied by the Board in the 2013 budget
process, so it is not included in the 2014 recommended amount. Policy issue.
All other vehicle requests are recommended.
BOARD ACTION: The District Attorney's request is for an additional investigator's vehicle was
not approved. Public Works' vehicles were amended as shown on the 2014 Final Equipment
Replacement for Public Works listing on page 472. Two CNG 1/2 ton trucks for Engineering and
a flex wing rotary mower for Weeds were added in the Final Budget. All other items were
approved as recommended.
470
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
4 Door SUV - K-9 1 28,000 28,000 28,000
Patrol Vehicles 8 200,000 200,000 200,000
Crime Scene Vehicle 1 110,000 110,000 110,000
Inmate Transport Vehicles 2 160,000 160,000 160,000
Buildings & Grounds
3/4 ton crew cab 4X4 long bed utility box 1 44,500 44,500 44,500
District Attorney
Full size 4 door sedan 1 25,000 0 0
Engineering
Passenger Van* 1 40,000 40,000 45,000
UTV & Trailer (addition to fleet) 1 29,000 29,000 29,000
1/2 ton Truck long box (CNG) 2 0 0 76,000
Weed
Flex Wing Rotary Mower 1 0 0 7,000
Public Works
See Basic List 3,864,000
3,864,000 3,759,000
Total $4,500,500 $4,475,500 $4,458,500
* Identifed as possible CNG conversion
471
Division
Trucking
2014 FINAL EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT
Description Estimated
(Shaded items reflect outgoing equip) Price Per
Qty Unit
2 Quad -Axle Belly Dump Trailers $108,000
15610011/1983 Belly Dump Trailer
15610016/1988 Belly Dump Trailer
1 Articulating Wheel Loader $350,000
Grader
Grader
15830017/1994 Loader
Tandem Axle Multi -Purpose Truck
Motor Grader w/V Plow
15820111/2003 Motor Grader (rebuild)
15820117/2005 Motor Grader
15820118/2005 Motor Grader (rebuild)
3/4 Ton CNG Truck
15220143/2007 1/2 Ton Ford 150 Truck
15220153/2008 1/2 Ton Truck w/Ext Cab
Est.
Value Addition
To Fleet
$12,000
$12,000
$25,000
$220,000 YES
$240,000
$50,000
$50,000
$90,000
$50,000
$2,500
$2,500
Bridge
1
Maint-Supt
Tandem Axle Truck w/Sander & Plow (LNG)
15460026/2000 Ford Tandem
Multipurpose Tandem Truck w/Sander & Plow (LNG)
15450017/1997 Single Axle Truck
Skidsteer Loader w/Mower Attachment
1583012/1990 Loader
(15830025) Transfer to Pavement Management
One -Ton 4X4 Ext Cab Truck w/Utility Box (CNG)
15420076/2005 One -Ton 4X4
1.5 Ton 4X4 Ext Cab Dual Wheels w/Flatbed
15420066/2001 Welding Truck
50 -Ton Hydraulic Rear Load Trailer
15660005/1988 Eager Beaver Trailer
Backhoe - w/attachments
15840012/2002 JD Backhoe
Portland Cement Trailer to be built
1/2 Ton Truck, long box (CNG)
15220160/2009 1/2 Ton Truck
4X4 Cab & Chassis w/Flatbed Utility Box
15230046/2003 Pickup
1 Skidsteer Loader w/attachments
15430017/2003 Loader
Mining
Message Sign Boards
15700001/1995 Message Sign Board
15700002/1995 Message Sign Board
3/4 Ton Truck (CNG)
15220150/2007 1/2 Ton Truck
1 Extendable Stacker
16230018/Conveyor
1 Hydraulic Excavator
15850009/Excavator
3/4 -Ton Ext Cab Pickup/Long Box CNG
15220120/2005 1/2 -Ton Pickup
3/4 Ton Truck (CNG)
15220120/2005 1/2 Ton Truck
$225,000
225,000
$40,000
$60,000
$50,000
$45,000
$97,000
$20,000
$12,000
$20,000
$10,000
$20,000
$15,000
$35,000
$155,000 YES
$38,000
$55,000
$50,000
$40,000
$45,000
$200,000
$421,000
$45,000
$45,000
$2,500
$5,000
$35,000
$500
$500
$2,500
$5,000
$25,000
$2,500
$2,500
Pvmt Mgmt
1
Chip Spreader
16180003/1996 Chipper
Side Dump Trailer
Tandem Axle Trucks (LNG)
15460028/2001 Tandem Axle Dump Truck
15460032/2004 Tandem Axle Dump Truck
Steel Wheel Roller (Lease Purchase in 2013)
16010006/1987 Ferguson Roller
3/4 Ton Crew Cab Truck, long box (CNG)
15220115/2004 1/2 Ton Truck
Admin No Equipment Needed
Sub -Total
$250,000
$40,000
$450,000
$30,000
$45,000
$35,000
$20,000
$20,000
$500
$2,500
$3,759,000 $395,000
GRAND TOTAL PRICE LESS REVENUE $3,364,000
YES
472
HEALTH INSURANCE
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013
Budget
2014 2014
Request Recommend
2014
Final
MISCELLANEOUS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
16,800,000
16,800,000 17,914,044 17,914,044 17,914,044
17,914,044 17,914,044
17,914,044
473
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
6200 93100
6200 93400
2013 2014 2014 2014
Budget Request Recommend Final
15,817,088 16,791,644
982,912 1,122,400
16,800,000
HEALTH INSURANCE
DENTALNISION
TOTAL HEALTH INSURANCE
16,791,644 16,791,644
1,122,400 1,122,400
17, 914,044 17,914,044 17,914,044
474
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
0
0
0
0
Purchased Services
1,069,800
737,912
877,400
877,400
Fixed Charges
11,249,990
16,062,088
17,036,644
17,036,644
Gross County Cost
$ 12,319,790
$ 16,800,000
$ 17,914,044
$ 17,914,044
Revenue
13,114,868
16,800,000
17,914,044
17,914,044
Net County Cost
$ -795,078
0
0
0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($245,000), Wellness Program ($185,000), and the -on site county clinic
($692,400). In addition, the budget, in 2005, started to include the partially self -insured health
program offered county employees through CIGNA. The partially self -insured health program is
funded at the level of $16,791,644 in 2014.
FINANCE/ADMINISTRATION RECOMMENDA TIONRecom mend approval. Budget
anticipates an 8 percent county contribution increase, which takes into account the cost
increase of medical care and the anticipated impact on insurance costs from the health reform
legislation. Weld County will utilize CIGNA, with a hybrid universal health PPO/HMO plan as
the health insurance provider in 2014, plus offer a high deductible health plan with a health
reimbursement account option through CIGNA.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co- pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The
health plan is being offered through CIGNA. In 2008, the County moved to a universal health
care option that has lower employee premiums and higher co insurance and out-of-pocket
costs. A comprehensive wellness program was also implemented in 2008. In July, 2010, the
County opened its own health clinic in an attempt to better serve county employees' and their
dependents' primary health needs in a more convenient and cost effective manner. The clinic
contract will cost $692,400 in 2014. It is anticipated that there will be a savings to the insurance
plan of over $1,400,000, with a return on investment of at least 2 to1.
475
IS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2014, it is recommended to continue that the base health plan offered along with the standard
PPO be a high deductible health plan with a health reimbursement account (HRA) option
through CIGNA. The County would contribute $1,000 to the HRA for those employees taking the
high deductible health/HRA plan. The standard PPO option offered will have higher deductibles,
co -pays, and out of pocket expenses. The Choice PPO with low deductibles will no longer be
offered. The new health plan options are consistent with the changes being made by the health
insurance industry and by major employers offering employee and dependent healthcare
benefits.
The 2014 program is calculated with current participation as follows:
Single Coverage: 516
Dependent Coverage: 590
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAP Costs
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
GRAND TOTAL - COSTS
REVENUE:
Health Premiums
Dental/Vision
$ 1,541,661
692,400
185,000
$ 2,419,061
$15,249,983
155,000
90,000
$15,494,983
$17 914.044
TOTAL REVENUE
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
$17,669,044
245,000
$17,914,044
Work Outputs
Single coverage
Family coverage
ACTUAL ESTIMATED PROJECTED
554 485 516
535 560 590
476
INSURANCE
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014
Budget Request Recommend
2014
Final
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
2,000,000 2,000,000
145,000 90,000
50,000 30,000
20,000 20,000
70,000 50,000 50,000 50,000
2,000,000 2,000,000
90,000 90,000
30,000 30,000
20,000 20,000
2,215,000
2,140,000 2,140,000 2,140,000
477
INSURANCE
SUMMARY OF EXPENDITURES
2014
Fund Org Expenditure Function
6300 93200
6300 93300
2013 2014 2014 2014
Budget Request Recommend Final
WORKERS COMPENSATION
LIABILITY
TOTAL INSURANCE
1,535,800 1,461,300
679,200 678,700
2,215,000
1,461,300 1,461,300
678,700 678,700
2,140,000 2,140,000 2,140,000
478
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage.
This fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
0
0
0
Supplies
1,631
3,500
3,500
3,500
Purchased Services
42,852
40,200
43,500
43,500
Fixed Charges
1,475,822
2,171,300
2,093,000
2,093,000
Gross County Cost
$ 1,520,305
$ 2,215,000
$ 2,140,000
$ 2,140,000
Revenue
203,289
215,000
140,000
140,000
Net County Cost
$ 1,317,016
$ 2,000,000
$ 2,000,000
$ 2,000,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $353,700.
Effective January 1, 1992, Weld County became self -insured for workers compensation.
Workers Compensation includes excess insurance and bonds costing $180,000, claims
administration costs of $43,300, and a loss fund of $1,238,000. A loss fund for all other
insurance coverage is budgeted at $325,000. Unemployment insurance is being charged
directly to departments. The program is supported by property tax ($2,000,000), charges for
service ($90,000), interest ($30,000), and compensation for losses ($20,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2014.
Property tax remains at $2,000,000 due to workers' compensation claim history. Claim costs for
workers compensation have been increasing due to rising healthcare costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section -8 44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local
county activities and a charge back mechanism be used only for programs funded by state and
federal funding sources. Weld County, through CAPP, has reduced limits of coverage and
placed reliance on sovereign immunity to stay within the budgeted amount. The legislative
changes in 1986 strengthened the county's position in the use of sovereign immunity limits in
Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any
judgment against it. Continuation of the self -insured program for workers compensation is
recommended, which should result in cost savings, plus no shared risks with other counties.
Unemployment costs are recommended to be charged directly to departments for revenue
raising strategies and departmental accountability for costs.
479
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Number of workers compensation claims 110 110 110
Dollar amount of prop/casualty claims paid $325,000 $325,000 $325,000
Efficiency Measures
FTE'S per 10,000/capita 0.038 0.037 0.036
Per capita cost (county support) $4.94 $7.39 $7.26
Cost per claim processed $356.31 $365.45 $374.59
480
PHONE SERVICES
SUMMARY OF REVENUES
2014
Fund Org Acct Account Title
2013 2014 2014 2014
Budget Request Recommend Final
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
1,354,772
1,354,772
1,292,248 1,292,248
1,292,248 1,292,248
1,292,248
1,292,248
481
PHONE SERVICES
SUMMARY OF EXPENDITURES
2014
Fund Org
6400 17400 PHONE SERVICES
TOTAL PHONE SERVICES
Expenditure Function
2013 2014 2014 2014
Budget Request Recommend Final
1,604,772 1,542,248 1,542,248 1,542,248
1,604,772 1,542,248 1,542,248 1,542,248
482
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Phone Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide phone services to Weld County and the Court system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 174,030
$ 182,778
$ 249,429
$ 249,429
Supplies
27,941
14,100
14,100
14,100
Purchased Services
863,585
877,641
733,966
733,966
Fixed Charges
282,619
280,253
294,753
294,753
Capital
254,083
250,000
250,000
250,000
Gross County Cost
$ 1,602,258
$ 1,604,772
$ 1,542,248
$ 1,542,248
Revenue/Fund Bal.
1,210,701
1,604,772
1,542,248
1,542,248
Net County Cost
$ 391,557
$ 0
$ 0
$ 0
Budgeted Positions
2
2
3
3
SUMMARY OF CHANGES: Personnel Services are up $66,651 due to increases in salaries
and health insurance, plus an additional Phone Services Technician position. Phone costs are
funded at $480,600, and repair and maintenance of phones is $130,000. Depreciation is up
$14,626 due to new equipment being installed. Capital costs cover the system upgrades
approved in 2011 for the 2011 2015 Capital Plan for phone systems. In 2014 the capital items
will include replacing five pieces of equipment for phone greetings with interaiS✓e
response systems, and replacing T1 lines with SIP trunking, which is a newer technology that is
more flexible and better in disaster recovery.
Revenue is budgeted at $1,292,248. With the rate adjustment done in mid 2013 the utilization
billed will cover the costs of the phone service with the projected revenue. In October, 2012, the
State court facilities went off the county's phone system. The revenue from court's use was
about $108,000 per year. There will be some offsetting decreases in corresponding costs, but a
rate study was done in 2013 and rates were adjusted effective July 1, 2013, to insure full cost
recovery.
FINANCE/ADMINISTRATION RECOMMENDATION: The workload of the department due to
the number of phones and cell phones has grown to the point that an additional Phone Services
Technician position is needed. Plus, the added staff will accommodate the necessary training
for succession planning for the department over the next two years. Recommend approval of
the position and the budget as requested.
BOARD ACTION: The Board approved the additional position as recommended. All other
items were also approved as recommended. With the change in the management of Information
Services the Board placed Phone Services under the management of the Chief Information
Officer effective January 1, 2014.
483
PHONE SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls 6,400,000 5,950,000 6,000,000
Efficiency Measures
FTE's per 10,000/capita .075 .074 1.090
Per capita cost (county support) $6.02 $5.93 $5.60
Annual cost per call $0.25 $0.27 $0.26
Goal ES18: Capitalize on phone technology to improve service, increase efficiency and provide greater phone
access and exchange.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES18-1: User
Percent of users (residents, visitors,
friendly phone
services
employees, etc.) satisfied with phone
access to services and information
99%
99%
99%
484
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county
buildings.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT FY
NEXT FY
Personnel Services $
0
0
0 $
0
Fixed Charges
0
0
0
0
Gross County Cost $
0
0
0 $
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long -term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
485
486
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and
summarize financial information to produce financial reports
and to provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of
related cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the
government is responsible. For example, "food inspection" is
an activity performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a lump sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION
A part of a lump sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during
which an allotment is effective. - Bi monthly and quarterly
allotment periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
487
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes.
An appropriation is usually limited in amount and as to the
time when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by
which the expenditure side of the annual operating budget is
enacted into law by the legislative body. In many
governmental jurisdictions, appropriations cannot be enacted
into law by resolution but only by a bill, ordinance, or order.
An expenditure chargeable to an appropriation. Since
virtually all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a gike
function or a restricted group of related activities. Usually
such units are financed from service charges, fees, and tolls,
but in some instances they also have taxing powers. An
authority may be completely independent of other
governments or partially dependent upon other governments
for its creation, its financing, or the exercise of certain
powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BALANCED BUDGET
BUDGET
A balanced budget occurs when the total sum of money a
government collects in a year is equal to the amount it
spends on goods, services, and debt interest.
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the
term usually indicates a financial plan for a single fiscal year.
The term "budget" is used in two senses in practice.
Sometimes it designates the financial plan presented to the
appropriating body for adoption and sometimes the plan
finally approved by that body. It is usually necessary to
specify whether the budget under consideration is preliminary
and tentative or whether it has been approved by the
appropriating body.
488
BUDGET DOCUMENT
BUDGET MESSAGE
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the
budget -making authority, together with a summary of the
proposed expenditures and the means of financing them.
The second consists of schedules supporting the summary.
These schedules show, in detail, the information as to past
years' actual revenues, expenditures, and other data used in
making the estimates. The third part is composed of drafts of
the appropriation, revenue, and borrowing measures
necessary to put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at
the time of the message, and recommendations regarding
the financial policy for the coming period.
BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual
operating budget into the general ledger as pare of th
management control technique of formal budgetary
integration.
BUDGETARY COMPARISONS Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided
with assurances that government monies are spent in
accordance with the mutually agreed -upon budgetary plan.
BUDGETARY CONTROL
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
BUDGETARY EXPENDITURES Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount
to exclude amounts represented by noncurrent liabilities.
Due to their spending measurement focus, governmental
fund types are concerned with the measurement of budgetary
expenditures.
BUDGETED FUNDS
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
CALLABLE BONDS Bonds which are redeemable by the issuer prior to the
maturity date at a specified price at or above par.
489
CAPITAL BUDGET
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COST ALLOCATION PLAN
DEFAULT
DEFICIT
A plan of proposed capital outlays and the means of
financing them.
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets faith e
project or other contemplated expenditure in which the
government is to have a part and specifies the full resources
estimated to be available to finance the projected
expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet
current expenditures.
Form of financial instrument similar to a bond to facilitate
lease/ purchase agreements. Not a debt of the County.
State ofColorado lottery funds remitted to the County for
parks and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused
with INDETERMINATE APPROPRIATION.
Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods
used.
Failure to pay principal or interest when due. Defaults can
also occur for failure to meet nonpayment obligations, such
as reporting requirements, or when a material problem
occurs for the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
490
DEPRECIATION
DIRECT COSTS
DURATION
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a
wasting asset which is charged as an expense during a
particular period. In accounting for depreciation, the cost of a
fixed asset, less any salvage value, is prorated over the
estimated service life of such an asset, and each period is
charged with a portion of such cost. Through this process,
the entire cost of the asset is ultimately charged off as an
expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed income investment=s cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
ENCUMBRANCES Obligations in the form of purchase orders, contracts, or
salary commitments which are chargeable to an
appropriation and for which a part of the appropriation is
reserved. They cease to be encumbrances when paid or
when an actual liability is set up.
ENTERPRISE FUND A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting
by user charges. The Paramedic Service operates as an
Enterprise Fund.
ESTIMATED REVENUE The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the
amount approved by the Board.
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or
future use of net current assets, debt service, and capital
outlays. The unmodified use of the term expenditures in this
text is intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
FIXED ASSETS Assets of a long term character which are intended to
continue to be held or used, such as land, buildings,
491
improvements other than buildings, machinery and
equipment.
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GOVERNMENTAL FUNDS
GRANT
HIGHWAY USER TAX (HUTF)
Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours
or 52 forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public
safety, public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer=s full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The base map contains the least amount of
common data which is supplemented by attribute overlays.
Funds generally used to account for tax -supported activities.
There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds,
capital funds, and permanent funds.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed the grantee.
Revenue that is derived from the state gasoline tax, and
restricted for Road and Bridge activities.
492
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must
be made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from
municipalities, the State of Colorado, and the Federal
Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Phone Services Fund.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine lainbp
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
493
MODIFIED ACCRUAL BASIS
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which
may be recorded when due rather than accrued, if
approximately offset by interest earnings on special
assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the
modified accrual basis of accounting.
NET BUDGET The net budget eliminates double counting in the budget,
such as fund transfers, and thus represents the true level of
programmed spending in the budget.
NON -DEPARTMENTAL A category established to account for expenses not
associated with any specific department, but all departments
or many, within a fund.
OBJECT As used in expenditure classification, this term applies tothe
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
OPERATING BUDGET
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
494
OPERATING EXPENSES
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
OVERHEAD
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
Proprietary fund expenses which are directly related to the
fund's primary service activities.
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification
of expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become
an integral part of the finished product or service such as
rent, heat, light, supplies, management, supervision, etc.
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user
fees that are directly related to the services received. There
are two types of proprietary funds - enterprise and internal
service funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
495
REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements
of a fund for expenditures or expenses initially made from it
which are properly applicable to another fund -- e.g., an
expenditure properly chargeable to a Special Revenue Fund
was initially made from the General Fund, which is
subsequently reimbursed. They are recorded as
expenditures or expenses (as appropriate) in the reimbursing
fund and as reductions of the expenditure or expense in the
fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and
residual equity transfers. Under NCGA Statement 1,
operating transfers -in are classified separately from
revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries"
and "replacing defective street lamps" would be subactivities
under the activity of "street light maintenance".
A grouping of related activities within a particular
governmental function. For example, "police" is a
subfunction of the function "public safety".
496
SURPLUS
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
TAXES
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and
local government revenue and expenditures, makes provision
for annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% "of Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against
particular persons or property for current or permanent
benefits such as special assessments. Neither does the term
include charges for services rendered only to those paying
such charges as, for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
TAX ROLL
TRADITIONAL BUDGET
The amount of tax stated in terms of a unit of the tax base;
for example, 25 mills per dollar of assessed valuation of
taxable property.
The maximum rate at which a government may levy a tax.
The limit may apply to taxes raised for a particular purpose,
or to taxes imposed for all purposes, and may apply to a
single government, to a class of governments, or to all
governments operating in a particular area. Overall tax rate
limits usually restrict levies for all purposes and of all
governments, state and local, having jurisdiction in a given
area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the
two can be distinguished.
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on
objects of expenditure.
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
497
WELL PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
WELD
NOTE:
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken fr&nvernmental Accounting,
Auditing, and Financial ReportipgGFOA, Chicago, 2012, Appendix G .
pp. 1051-1093.
498
ACRONYMS
AAA
ACS
ARRA
CAFR
CAPP
CCI
CDBG
CDHS
CDOT
CIP
COPS UHS
COLA
CMAQ
CPI
C.R.S.
CSBG
DA
DHS
DOC
DOLA
DUI
EDAP
EOC
Area Agency on Aging
Affiliated Computer Services
American Recovery and Reinvestment Act.
Comprehensive Annual Financial Report
Colorado Counties Casualty and Property Pool
Colorado Counties Inc. association of Colorado counties.
Community Development Block Grant
Colorado Department of Human Services
Colorado Department of Transportation
Capital Improvement Plan
Federal community oriented policing grant.
Cost of Living Allowance
Congestion Mitigation and Air Quality Improvement Program
Consumer Price Index
Colorado Revised Statutes
Community Services Block Grant
District Attorney
Department of Human Services
Colorado Department of Corrections
Colorado Department of Local Affairs
Driving Under the Influence
Economic Development Action Partnership.
Emergency Operations Center
499
FEMA
FTE
GAAP
GASB
GFOA
GIS
HARP
HES
HUTF
HRA
HVAC
IT
IGS
IGA
LEAP
MOU
MOE
NCMC
NFRMPO
NRBH
O&M
OEM
OPED
PERA
PPACA
PPO
ROW
SH
Federal Emergency Management Agency
Full Time Equivalent
Generally Accepted Accounting Principles
Government Accounting Standards Board
Government Finance Officers Association
Geographical Information System
Haul Route Program
Hazard Elimination Program for transportation projects.
Highway Users Tax Fund.
Health Reimbursement Account
Heating, ventilation, and air conditioning
Information Technology
Intergovernmental Service Fund
Intergovernmental Agreement
Low-income Energy Assistance Program
Memorandum of Understanding
Maintenance of Effort
North Colorado Medical Center
North Front Range Metropolitan Planning Organization
North Range Behavioral Health
Operations and maintenance
Office of Emergency Management
Other Post Employment Benefits
Colorado Public Employees' Retirement Association
Patient Protection and Affordable Care Act (Obamacare)
Preferred Provider Organization
Right -of way
Abbreviation for State Highway
500
TABOR
TANF
UNC
URA
VALE
VW
WCR
WCRCC
Taxpayers Bill of Rights
Temporary Assistance to Needy Families.
University of Northern Colorado
Urban Renewal Authrity
Victim Assistance Law Enforcement
Victim Witness
Weld County Road.
Weld County Regional Communications Center
501
502
2013-2014 ECONOMIC & DEMOGRAPHIC PROFILE
WELD COUNTY,
COLORADO
Snapshot
2012/11 STATISTICS
Square Miles: 3,987
Communities: 31
Population: 263,691
Labor Force: 124,972
Unemployment: 8.7%
Median Age: 33.7
Per Capita Income: $29,986
Household Income: $51,773
2011 HS Graduate: 85.2%
Avg. Annual Wage: $42,023
Primary Industry Sectors:
Manufacturing
Agriculture
Energy Production
Health & Wellness
Business Services
GRP: $8 billion
Source: Stats America, EMS!, BLS
CLIMATE
The area offers a dry, sunny climate with
low humidity and all four season
Climate
Greeley
U.S.
Rainfall (inches)
14
36.5
Snowfall (inches)
41
25
Precipitation Days
69
100
Sunny Days
244
205
Avg. July High
90
86.5
Avg. Jan Low
15.3
20.5
Comfort Index
,higher = better)
55
44
UV Index
5.2
4 3
Elevation (feet)
4,746
1,443
Source: Sperling's Best Places- 2013 Annual Avg.
OIMIna
L
duty/ tiE
Manan
NWta
Part
S
Fort Collins
Loongirmontl.
- Bould
WELD
COUNTY
COLORADO
DenverI E-.1,
Dc'nvrr
Inlet national
.Aitpcnt
LOCATION/TRANSPORTATION
Highway Access —
North/South Demand — 1-25 and State Highway 85
East/West Demand — 1-76, State Highway 34 & State Highway 14
Freight Rail Access - (see following map)
Class 1 —Union Pacific (UP) & Burlington Northern Santa Fe (BNSF)
Short Line — The Great Western Railway of Colorado (GWR)
Air Access -
Denver International Airport (DIA) - fifth business airport in the US
(30 minute commute from South Weld; hour from Central/West Weld)
Greeley/Weld County Airport — General Aviation
Erie Airport — General Aviation
Fort Collins -Loveland Airport — General Aviation
503
CULTURAL/RECREATIONAL
AMENITIES
Weld County offers a rich and diverse selection of cultural
and recreational opportunities including numerous golf
courses, a multitude of parks, miles of paved bike/
pedestrian paths, the Pawnee National Grasslands and
numerous annual events including:
The Greeley Stampede Colorado Farm Show
Greeley Blues Jam UNC/Greeley Jazz Festival
Weld County Fair Windsor Harvest Festival
Numerous Community Summer Celebrations
The1,600 seat Greeley Union Colony Civic Center
provides even more entertainment options along with
UNC Bears Division I Athletics. A Weld location also
offers easy access to multiple world class ski areas,
camping, fishing, hunting, snow sports, hiking and all the
Rocky Mountains have to offer.
Weld County is Colorado after all!
For more information visit the following web sites and
websites of our 31 communities.
www.discoverweld.com
www.upstatecolorado.orq
With a median age of 33.7, Weld
County offers a young population
that grew by almost 40% from
2000 - 2010. The current
population is 263,691, of which
28% is Hispanic and 85% are high
school graduates. The per capita
income is $29,986 and median
household income is $51,773.
Population Over Time
Number
2012
263,691
2010
252,825
2000
180,936
2000 to 2010 % change
39.7%
Components of change 2011/12
Net Migration
2,986
Natural (births —deaths)
2,327
Population Estimates
by Age in 2012
Number
Preschool ;0 to 4)
19,759
School Age (5 to 17)
52,056
College Age (18 to 24;
28.097
Young Adult (25 to 44;
72,431
Older Adult (45 to 64)
63,748
Older Adult (45 to 64)
63,748
Median Age
33.7
Educational
Attainment: ACS 2011
% of Pop
25+
Total Population 25 +
100.0%
Less than 9th Grade
6.8%
9th -12th, No Diploma
8.0%
HS Graduate/equivalent
22.9%
Some College/No Degree
22.5%
Associate Degree
8.9%
Bachelor's Degree
23.3%
Graduate, Professional/
Doctorate Degree
8.0%
HS Graduate +
85.2%
Bachelor's Degree +
25.6%
Households in 2011
Number
Total Households
88,242
Avg. Household Size
2.75
2010 Housing Units
;Census Count,
96,281
Median Home Value
$175,597
Per Capita Personal
Income
Number
Per Capita Income —
2011
$29.986
DEMOGRAPHICS
Per Capita Income —
2001 (adj. for inflation)
$33,942
10 -year % change
-11.7%
Population Estimates
by Race and Hispanic
Origin in 2012
0/0 Dist in
County
American Ind. or
Alaskan native Alone
1.7%
Asian Alone
1.4%
Black Alone
1.3%
Native Hawaiian and
Other Pacific Island
Alone
0.1%
White Alone
93.4%
Two or More Race
Groups
2.1%
Non -Hispanic or Latino
71.6%
Hispanic or Latino
28.4%
Median Income
Number
Median household
income in 2011
$51,773
Median household
income in 2000 (adj. for
inflation)
$55,588
10 -year percent change
(2000 to 2011)
-6.9%
Source: Stats America, Census, BLS & BEA
504
SUB -REGIONS & COMMUNITIES
The sheer size and diversity of Weld County allows it to meet almost any type of site requirement from North suburban
Denver 1-25 needs in South Weld to the booming opportunities of the 1-25 and Hwy 34 corridors in Central/West Weld, to
the wide open spaces of farmland/prairie in East and North Weld.
Gfr�
Gk'R
GwR
5
CR 126
UP
CR 100
Pierce
r
CR 122
CR 120
tJunn
14
C
R
7
Grover
CR 390
Ault
,2m Severance
"•'••GWR
•
Windsor
S.
34
Eaton
--Greet
(25
Garden City
Milliken UP
Berthoud 25
Jotjnstown
1...:
G'f'! R
Mead
�1 L
Longnont
Erie
Firestone
Frederic
2)
Airport
Kersey
Evans
La Salle
• Gilcrest
Platteville
Fort Lupton
c
4
9
Keenesburg
52
• .BNSF
CR 125
R
1
2
7
New Raymer
Dacono
UP
Brighton
Hudson
orthglenn Thornton
Loc the
SOUTH WELD COUNTY
With a population estimated to reach 70,867 by 2017, the
southern region of the county has experienced some of the
fastest growth over recent years. Offering an attractive small
town/rural quality of life with abundant new homes, excellent
schools and breathtaking mountain views; the region is
strategically located just north of metro Denver and east of
Boulder, which has fueled booming residential growth. With an
estimated 21,781 households and $278.7 million in retail sales,
the region is poised to see continued growth. The median
household income average is $63,830, the median home value
average is $202,386 and it offers a wide -range of educational
opportunities, sport venues and recreation. Commercial/
industrial sites are available and large tracts of undeveloped land
provide opportunity for future growth. East/west access is
provided by Hwy. 52 which connects to 1-76 and 1-25. North/
south access is provided by 1-25 and Hwy 85 which connect to l-
70 in Denver and 1-80 in Wyoming. DIA is 20-30 minutes away.
North
North & East Weld County
Central/West Weld County
South Weld County
EAST/NORTH WELD COUNTY
Home to the Pawnee National Grasslands,
this sub region is the most rural in the
County with an estimated municipal
population of less 1,000. However, it's
become one of the most important energy
regions for both oil/gas development and
wind farms. It's also an important farming
and livestock grazing area. East/west
access through the region is provided by
Hwy. 14 which intersects with Hwy. 85 and
1-25.
CENTRAL/WEST WELD COUNTY
With a population estimated to reach 178,904 by 2017, this sub
region is the most populace of the County. With 58,880
households and $1.297 billion in sales, it's the retail core and
offers an attractive mix of lifestyles from mid -size cities to small
rural communities nestled in amongst some of the most
productive farm land in the country. The median household
income average is $52,367 and the median house value average
is $167,473. The region offers spectacular mountain views, an
excellent quality of life with plenty of outdoor recreation, low
traffic, excellent schools and easy access to two state
universities. Developed commercial/ industrial sites abound and
the region has seen numerous employers locate/ expand which
has produced a vibrant and growing business sector. The region
has excellent east/west access via US Hwy. 14 and US Hwy 34
which connect to 1-25 and 1-76. US Hwy. 85 provides north/south
access connecting to 1-70 in Denver and 1-80 in Wyoming. Main/
short line rail access is ample and DIA is about an hour away.
505
Weld Sub Region & Municipal Demographic
Source: ESRI; NOTE: Sub -region values are totals or
Multiple County Place (mcp) data not included for populations fewer
Summary Information
averages of all communities within the region.
than 1,000 in Weld, to more accurately portray sub region.
2017 Est.
Population
2012
Census
Population
Local
Sales
Tax
2012 Retail
Sales
2012
House-
holds
2012
Median
Household
Income
2012
Median
Home
Value
2012 Per
Capita
Income
Weld County Total
282,388
260,533
0.0%
$1.931 billion
92,116
$54,328
189,809
25,486
North /East Sub Region
684
653
96,656
267
47,858
152,698
25,616
'Grover
135
135
0.0%
33,765
61
45,247
145,000
23,887
Nunn
448
423
2.0%
62,891
169
54,506
163,095
29,150
Raymer
95
95
0.0%
n/a
37
43,821
150,000
23,811
Central/West Sub Region
178,904
165,505
1.297 billion
58,880
$52,367
167,473
23,214
Ault
1,684
1,558
3.0%
12,969,119
593
46,191
146,681
21,805
Eaton
4,782
4,464
3.0%
30,582,370
1,657
57,401
184,783
27,874
Evans
20,774
19,140
3.5%
88,261,851
6,473
48,147
147,434
19,856
Garden City
263
241
3.0%
17,378,014
115
24,615
110,000
12,855
Gilcrest
1,171
1,065
4.0%
7,664,087
334
44,795
158,125
17,893
Greeley
102,472
95,313
3.46%
913,058,110
34,371
45,671
175,898
24,201
Johnstown
11,899
10,613
3.0%
26,736,149
3,603
64,620
216,907
26,960
Kersey
1,597
1,486
3.6%
6,608,371
506
57,190
159,226
23,821
La Salle
2,267
2,037
3.5%
22,870,736
729
47,291
139,827
21,269
Milliken
6,092
5,697
2.5%
20,441,591
1,894
53,027
161,476
20,382
Pierce
936
858
2.0%
406,439
321
51,040
125,272
23,901
Severance
3,547
3,258
3.0%
1,074,095
1,139
66,754
218,062
28,574
Windsor (mcp)
22,356
19,775
3.2%
149,424,963
7,145
74,040
233,470
32,392
South Sub Region
70,867
64,951
$278.7 million
21,781
$63,830
$202,386
$26,724
Berthoud (mcp)
see note
Brighton (mcp)
see note
Dacono
4,736
4,314
3.0%
30,235,581
1,515
44,236
132,326
19,071
Erie (mcp)
20,293
18,767
3.5%
30,047,767
6,509
92,682
326,537
39,282
Firestone
11,488
10,555
2.0%
52,826,697
3,413
74,723
232,829
26,983
Fort Lupton
7,441
7,311
4.0%
74,796,974
2,371
47,887
156,561
19,500
Frederick
10,328
9,124
2.5%
23,176,772
3,086
70,327
226,075
28,876
Hudson
2,777
2,430
4.0%
17,737,577
539
53,710
168,493
24,282
Keenesburg
1,197
1,138
2.0%
7,292,239
443
55,292
179,646
24,263
Lochbuie (mcp)
5,576
5,090
4.0%
4,690,021
1,760
51,709
156,911
22,970
Longmont (mcp)
see note
Mead
4,201
3,655
2.0%
25,898,264
1,252
96,052
272,104
40,594
Northglenn ;mcp;
see note
Platteville
2,830
2,567
3.0%
12,091,018
893
51,685
172,378
21,419
Thornton (mcp)
See note
GROSS REGIONAL
PRODUCT (GRP),
EXPORTS Sc IMPORTS
2012 Total Weld GRP - $8 Billion
Earnings - $5.2 Billion
Property Income - $2.3 Billion
Taxes on Production -$437 Million
Exports - $14.1 Billion (81% of Supply)
Imports - $14.7 Billion (82% of Demand)
Locally Produced/Consumed - $3.3 Billion
(18% of Demand)
Source: EMS!
CONSUMER PRICE INDEX CPI J - 2.1
Consumer prices for the Denver -Boulder -Greeley area increased 2.1% from
the second half of 2011 to the second half of 2012. Source: BLS
UNEMPLOYMENT RATE
2012 Labor Force Annual Averages
Source: Bureau of Labor Statistics (BLS)
Weld
Colorado
Total Labor Force
124,972
2,743,264
Employed
114,057
2,523,535
Unemployed
10,915
219,729
Unemployment Rate
8.7%
8.0%
506
WELD LABOR FORCE
2011 Major Industry Sectors by Place of Work
Source: US Bureau of Economic Analysis (BEA)
NAICS
Place of Work
Earnings
($000)
g
Earnings/
Job
Jobs
% Dist. in
County
Total by place of work
S5,299,36
S44,109
120,143
100.0%
Wage and Salary
3,670,775
41,440
88.581
73.7%
Proprietors
786,170
24,909
31,562
26.3%
Farm
96,957
27,982
3,465
2.9%
Nonfarm
689,213
24,530
28,097
23.4%
Farm
214,534
35,431
6,055
5.0%
Nonfarm
5,084,832
44,569
114,088
95.%
Private
4,317,653
44,063
97,988
81.6%
Forestry. Fishing, etc.*
41,964
42,833
982
0.8%
21
Mining
385,836
75,477
5,112
4.3%
22
Utilities
31,285
109,388
286
0.2%
23
Construction
589,243
60,164
9,794
8.2%
31-33
Manufacturing
619,453
52,341
11,835
9.9%
42
Wholesale Trade
310,253
74,778
4,419
3.5%
44-45
Retail Trade
317,995
28,993
10,968
9.1%
48-49
Transportation & Warehousing
223,557
60,981
3,666
3.1%
51
Information
49,090
44.995
1,091
0.9%
52
Finance and Insurance
248,690
39,462
6,302
5.2%
53
Real Estate/Rental and Leasing
70,519
13,103
5,382
4.5%
54
Professional, Technical Services
184,162
37,792
4,873
4.1%
55
Mgmt of Companies/Enterprises
212,304
121,664
1,745
1.5%
56
Administrative & Waste Services
183,404
28,532
6,428
6.2%
61
Educational Services
16.761
15,293
1,096
0.9%
62
Health Care. Social Assistance
455,367
46,165
9,864
8.2%
71
Arts, Entertainment & Recreation
21,629
10,761
2,010
1.7%
72
Accommodation & Food Services
114,118
17,495
6,523
5.4%
81
Other Services, Exc. Public Adm.
242,023
41,146
5,882
4.9%
N/A
Gov. & Gov Enterprises
767,179
47.651
16,100
13.4%
Growing/Declining Industries
(Change in Jobs 2010-2012)
Growing Industries Jobs
Support Activities - Oil/Gas
+1,502
General Medical/Surgical Hospitals
+ 638
Animal Production
+491
Declining Industries
Jobs
Crop Production
-154
Photo Film, Paper, Plate &
Chemical Manufacturing
-157
Specialty Hospitals
-435
Growing/Declining Occupations
(Change in Jobs 2010-2012)
Growing Occupations
Jobs
Heavy & Tractor -Trailer Drivers
+491
Service Unit Operators, Oil/Gas
+329
Personal Financial Advisors
+212
Declining Occupations
Jobs
Claims Adjusters,
Examiners &Investigators
-32
Painters, Construction &
Maintenance
-33
Childcare Workers
-34
Source: EMSI
2012 Employment
by 20
Most
Concentrated
Source: EMSI
Occupations
with Wage
Information
SOC
Occupation Description
2012 Jobs
% All
Occupations
National Location
Quotient
Med Hr
Wage
Avg Hr
Wage
41-0000
Sales & Related Occupations
15.590
12.67%
0.96
$15.72
$16.85
43-0000
Office & Administrative Support Occupations
13,806
11.22%
0.82
$15.58
$16.27
47-0000
Construction & Extraction Occupations
10,669
8.67%
1.99
$19.08
$19.67
11-0000
Management Occupations
10,420
8.47%
1.25
$24.78
$26.56
51-0000
Production Occupations
8,628
7.01%
1.34
S15.01
$15.87
53-0000
Transportation & Material Moving Occupations
8,351
6.79%
1.17
$15.95
$17.04
35-0000
Food Preparation and Serving Related Occupations
6.846
5.56%
0.84
$9.38
$9.71
25-0000
Education, Training & Library Occupations
6,778
5.51%
1.07
$19.62
S20.84
13-0000
Business & Financial Operations Occupations
6,665
5.42%
0.95
$27.35
$28.31
39-0000
Personal Care & Service Occupations
4,786
3.89%
0.84
$10.25
$10.62
29-0000
Healthcare Practitioners and Technical Occupations
4,391
3.57%
0.76
$33.34
$33.37
37-0000
Building & Grounds Cleaning & Maintenance Occupations
4,161
3.38%
0.80
$11.19
$11.66
49-0000
Installation, Maintenance & Repair Occupations
4,148
3.37%
0.97
$18.84
$19.45
27-0000
Arts, design, Entertainment, Sports & Media Occupations
3,017
2.45%
0.83
$15.42
$15.88
45-0000
Farming, Fishing & Forestry Occupations
2,962
2.41%
3.46
$10.22
S10.76
31-0000
Healthcare Support Occupations
2,450
1.99%
0.76
$13.09
S13.37
33-0000
Protective Service Occupations
1,878
1.53%
0.81
$21.57
S21.78
17-0000
Architecture and Engineering Occupations
1.582
1.29%
0.87
$34.33
$35.21
21-0000
Community & Social Service Occupations
1,485
1.21%
0.88
$19.79
S20.83
15-0000
Computer & Mathematical Occupations
1,422
1.16%
0.51
$31.74
$32.41
Location Quotient is a way of quantifying how concentrated a particular occupation is compared to the nation. The higher the number the more concentrated- US = 1.0
507
LABOR SHEDS
Central/West Weld Labor Shed
5-10-15 mile ring from Hwy. 34 Business & Hwy. 34 Bypass
SOUTH WELD LABOR SHED
5-10-15 mile ring from I-25 & Hwy.52
2012 Estimate
5 Miles
10 Miles
15 Miles
Total Population
24,704
174,448
350,535
Population 18+
18,034
128,043
261,499
Per Capita Income
$33.329
$25,829
$28,405
Med Household
Income
$72,367
$53,134
$57,054
2017 Estimate
5 Miles
10 Miles
15 Miles
Total Population
27,025
190,592
378,897
Population 18+
19,810
140,084
283,036
Per Capita Income
$38,287
$29,472
$32,636
Med Household
Income
$82,732
$61,686
$67,942
Source: ESRI
2012 Estimate
5 Miles
10 Miles
15 Miles
Total Population
28,721
171,217
554.871
Population 18+
20,363
123,276
407,830
Per Capita Income
S28,290
$31,335
$31,463
Med Household
Income
$65,924
$67,836
$67,950
2017 Estimate
5 Miles
10 Miles
15 Miles
Total Population
32,023
186,865
598,645
Population 18+
22,735
134,729
440,003
Per Capita Income
S32,008
$36,148
$35,819
Med Household
Income
S77.284
$79,711
$79,478
Source: ESR1
508
COMMUTING PATTERN
2011Top 5 In -Commuter Origins
Larimer County
10,351
Adams County
5,069
Boulder County
3,828
Jefferson County
2,104
Arapahoe County
2,042
All Counties
33,361
2011Top 5 Out -Commuter
Destinations
Larimer County
15,937
Boulder County
12,955
Denver County
11,926
Adams County
9,000
Arapahoe County
6,741
All Counties
74,170
Source: Colorado DOLA, Planning & Management Regional 2, Socioeconomic Profile, Census
Source: LEND
MAJOR EMPLOYERS
2013 Largest Private
(based on employment
Non -Retail Employers
number)
Rank
Company
Product/Service
Location
FTE
1
JBS USA & Affiliates
Beef Processing, Corporate HQ, Trucking
Greeley/Weld
4,619
2
Banner Health: North CO Medical Ctr
Regional Hospital, Corporate Service Center
Greeley
3,000
3
State Farm Insurance
Regional Claims Center
Greeley
1,828
4
Vestas
Wind Turbine Blade/Nacelle Mfg
Windsor/Brighton
870
5
Halliburton Energy Services
Oil/Gas Development Services
Fort Lupton
800
6
TeleTech
Financial Services Support Center
Greeley
700
7
Anadarko Petroleum
Oil/Gas District Field Office/Warehouse
Evans/Platteville
550
8
Afni, Inc.
Telecom Services Support Center
Evans
500
9
Carestream Health, Inc.
Medical/Dental Imaging Product Manufacturing
Windsor
440
10
Select Energy Services
Oil/Gas Development Services
Greeley/Weld
428
11
McLane Western
Grocery Warehouse/Distribution
Weld
418
12
StarTek, Inc.
Business Processing Outsourcing Services
Greeley
370
13
Xerox Business Services, LLC
Health Services Support Center (350FT/350sea)
Greeley
350
14
Baker Hughes
Oil/Gas Development Services
Weld/Brighton
350
15
Leprino Foods
Cheese Processing
Greeley
320
16
Colorado Premium Foods
Value -Added Beef/Pork Processing
Greeley
300
17
Noble Energy
Oil/Gas District Field Office
Greeley
300
18
Leed Fabrication
Oil/Gas Development Services
Greeley/Brighton
300
19
Hensel Phelps Construction Co
Corporate Headquarters
Greeley
270
20
PTI Group USA Manufacturing
Remote/Portable Housing Manufacturing
Johnstown
256
21
Advanced Forming Technologies
Metal Injection Parts Manufacturing
Firestone
220
22
Sparton Medical Systems
Medical Component Manufacturing
Frederick
220
123
Kodak Colorado
Personalized Imaging Product Manufacturing
Weld/Windsor
220
24
O -I
Glass Bottle Manufacturing
Windsor
190
125
All American Homes
Manufactured Housing
Milliken
160
Source: Upstate Colorado Economic Development — 7/2013
ceJ IBS) vestal
I'IALLIBURTON saivipsckaiiPri9eSy Ca'StarTek
Carestream
Leprino Foods
""Asi
Banner Health -
I0%, sparton
w o-
A OQMT COMPANY
HENSEL PHELPS
AnDdm1%2
Petroleum Corporation
State Farm
509
KEY INDUSTRY SECTORS (PRIMARY)
Manufacturing Sector
The manufacturing sector is the largest in Weld and
includes a wealth of companies producing a wide variety
of products focused primarily in food manufacturing,
wood products, chemical manufacturing, plastics/rubber
products, fabricated metal products, machinery
manufacturing, electrical equipment/ components,
transportation equipment and miscellaneous
manufacturing. Key manufacturers include: JBS, Vestas
Blades & Nacelles, Carestream Health, Leprino Foods,
Sparton Medical Systems, PTI Group, etc. In 2011, this
sector employed 11,835 - 9.9% of total Weld
employment; had an average earnings of $52,341 which
resulted in total sector earnings of $619.4 million -
11.7% of total Weld employee earnings. Total 2012
Gross Regional Product (GRP) was $1.056 billion - 13%
of total Weld GRP.
Energy Sector (Fossil & Renewable)
Shale oil mining production in 2012, primarily from the
Niobrara formation, led to the extraction of an estimated
37 million barrels of oil from the 20,000+ oil/gas wells
throughout Weld — the highest producing County in the
state. Located in the Denver-Julesburg (DJ) Basin, the
Niobrara formation is part of the Wattenburg field and
has a 40+ year proven track record. The Niobrara —
7,000 feet down, is the most productive so far due to
new horizontal drilling technology coupled with mulit-
stage hydraulic fracturing — fracking. In 2011, the sector
employed 5,112 jobs — 4.3% of all Weld employment;
had an average earnings of $75,477 with total sector
earnings of $385.8 million — 7.3% of total Weld
employee earnings. Total 2012 GRP was $847.5 million
— 10% of total Weld GRP.
Agriculture Sector
Weld is an agriculture empire with over 2 million acres
devoted to farming and raising livestock. The County
ranks 8th in the nation in market value at $1.54 billion —
the only county outside of California to consistently rank
in the top ten. The bulk - $1.26 billion comes from
livestock production. In Colorado, Weld ranked 1St in 16
of 27 categories including total value of products sold.
Key crops include: hay, wheat, corn, sugar beets,
barley, dry beans, onions and carrots. Weld is home to
two of the largest cattle feeding operations in the nation
and about half of the dairy cows in the state, which is
growing. There's also lamb, goat and hog operations;
poultry, equine and cattle ranching. The impact of
agriculture extends from the traditional farm production
of commodities to large agribusiness/food manufacturing
operations processing value-added consumer goods
exported all over the world. In 2011, this sector
employed 6,055 jobs — 5% of total Weld employment;
had an average wage of $35,431 with total sector
earnings of $214.5 million — 4% of total Weld employee
earnings. Total 2012 GRP was $368 million — 5% of
total Weld GRP.
Health and Wellness Sector
The cornerstone of Weld's growing health sector is the
Regional 378 bed North Colorado Medical Center
(NCMC) located in Greeley. Part of the Banner System;
NCMC was named "A Top 100 Hospital" in the 2012
National Truven Health Analytics report. Key NCMC
services include: Heart and Cancer Care, Trauma and
Emergency Care, Surgical Care and Women's Health.
The hospital offers a full range of specialty services
including a regional burn unit and hyperbaric medicine
facility. Air Life of Greeley provides immediate
emergency transport within a 300 mile radius. In 2011,
the healthcare/social assistance sector employed
9,864 - 8.2% of total Weld employment; had an
average wage of $46,165 with total sector employee
earnings of $455.3 million — 8.6% of total Weld
employee earnings. Total 2012 GRP was $496.7 million
— 6% of total Weld GRP.
Business Services Sector (Company Management,
Administrative/Back Office Support)
Offering the perfect central US location with easy access
to Denver International Airport, a skilled labor force and
exceptional quality of life, Weld is home to several large
corporate/regional headquarters, business service
centers and customer/administrative support operations.
While the JBS North American Corporate HQ is the
largest single employer in this sector other important
players include State Farm Insurance Regional
Operations Center, Animal Health International, Banner
Health Corporate Center, Xerox, etc. In 2011, these two
sectors together employed 8,173 — 7.7% of total Weld
employment. The Company Management Sector had an
average wage of $121,664 and Administrative/ Business
Services was $28,532. Together, total employee
earnings was $395.7 million — 7.5% of total Weld
employee earnings. Combined total 2012 GRP was
$458.8million - 6 % of total Weld GRP.
Source: BEA, EMS!;
GRP measures final market value of all goods and services produced
in a region or sector and is the sum of earnings, property income and
taxes on production. It does not include actual production value.
510
Weld Public School District
K-12 EDUCATION
2012-13
Enrollment
Gilcrest/Platteville RE -1
St. Vrain Valley RE -1J
(Dacono, Erie. Mead, Firestone, Frederick)
Eaton RE -2
Keenesburg RE -3J
Windsor RE -4
Johnstown/Milliken RE5J
Greeley/Evans RE -6
Platte Valley (Kersey) RE -7
Fort Lupton RE -8
Ault -Highland RE -9
Briggsdale RE -10
Prairie RE -11
Pawnee RE -12
1,933
5,300
1,804
2,312
4,739
3,363
19,821
1,047
2,411
770
162
181
88
Source: Colorado Department of Education
Weld County is served by 13 public school districts with total 2012-13
Student enrollment of 43,931, which includes six charter schools.
There are also ten private school educational opportunities located
throughout the Weld County.
Weld K-12 Education Statistics
Most Recent Available School Year
Enrollment
2012-2013
43,931
Number of Schools
2012-2013
79
Classroom Teacher FTE
2012-2013
2,117
Pupil/Teacher Ratio
2012-2013
16.6/1
Dropout Rate (grades 7-12)
2011-2012
1.2%
Completer Rate
2011-2012
80.2%
Graduation Rate
2011-2012
88%
ACT Composite Score
2012
18.7%
Source: Colorado Department of Education, ACT Inc. & College Board
University of Northern Colorado (UNC)
Fall 2012 Enrollment - 12,497 FTE
UNC offers a comprehensive baccalaureate and
specialized graduate research Liberal Arts education
through their six colleges: Education & Behavioral
Science; Humanities & Social Science; Natural & Health
Science; Performing & Visual Arts; Monfort College of
Business and University College. In 2013, The College
Database ranked UNC 12t" in the nation on its list of "39
Colleges with Psychology at Their Core" and ranked
UNC 44th in the nation in "Top US Colleges and
Universities for teaching Education. For the last ten
years, the UNC Monfort College of Business graduating
students have tested in the top 10% of graduates across
the country.
Top 5 Undergraduate Degrees Awarded:
Interdisciplinary Studies; Business Administration;
Psychology, English and History. Top 5 Graduate
Degrees Awarded: Special Education; Music; Sport &
Exercise Science; Nursing and Clinical Counseling. For
more info see www.unco.edu.
Aims Community College
Fall 2012 Enrollment - 4,936 Headcount
With two Weld campus locations, Aims offers 160+
degree and certificate programs. Each academic
division of the college represents the integration of
academics (liberal arts & science) and career and
technical education (vocational/occupations training).
Two -Year Degrees Awarded - Associate of Arts,
Associate of Science and Associate of General Science
plus numerous certificates. For more info see
www.aims.edu.
HIGHER EDUCATION
Public Higher Education Facilities in
Northern Colorado and Metro Denver
Four Year Public Colleges/Universities
Fall 2012
Enrollment
Colorado School of Mines — Golden
5,550
Colorado State University — Fort Collins
27,168
Metropolitan State University - Denver
22.865
University of Colorado - Boulder
30,139
University of Colorado - Denver
18.206
University of Northern Colorado - Greeley
12,497
Two -Year Public Colleges
Aims Community College — Greeley, Ft.
Lupton, Loveland
4,936
Arapahoe Community College — Littleton
11.806
Community College of Aurora
7.824
Community College of Denver
11,901
Front Range Community College — Fort Collins
20,527
Red Rocks Community College — Lakewood
9,031
Source: Colorado Department of Higher Education
2012 Weld/Larimer
Top Education Program Completions
Program
Number
Business. Management, Marketing & Related
1.465
Health Professions & related programs
1,306
Social Sciences
647
Biological & Biomedical Science
623
Education
600
Parks, Recreation, Leisure & Fitness Studies
572
Visual & Performing Arts
531
Family & Consumer Sciences/Human Sciences
512
Communications. Journalism & Related Programs
485
Psychology
481
Source: EMSI
511
UTILITY PROVIDERS
Major Electricity Providers
Service Area
Rate Info
Xcel Energy
Poudre Valley REA
United Power, Inc.
Central/West Weld
Central/West & North/East Weld
www.xcelenergy.com
www.poudrevalleyrea.com
www.unitedpower.com
South Weld
Atmos Energy
Xcel Energy
Source Gas
Major Gas Providers
Central/West Weld
Central/West Weld
South Weld
Water/Sewer Providers
www.atmosenergy.com
www.xcelenergy.com
www.sourcegas.com
Water is available for purchase from municipalities throughout the county who typically provide water
treatment/delivery services within municipal boundaries. In addition, there are several water districts that partner with
communities and/or can provide raw water. Water rates will vary depending upon location and provider.
Sewer services are also provided by municipalities in the most developed areas. Saint Vrain Sanitation District provides
services in much of Southwest Weld. Septic and/or packaged systems can also be viable in the most rural
circumstances and locations. Rates will vary depending upon location and provider.
COMMERCIAL/INDUSTRIAL REAL ESTATE
Commercial/industrial real estate opportunities can be
found throughout Weld County to meet virtually any
business need from an existing building to developed
sites for construction, including available lots in the
industrial business parks listed to the right.
Real estate prices will vary widely depending upon the
level of development and location within the County.
7/2012-6/2013 Weld
Commercial/Industrial Sales Trend Information
#Sales
Average Size
Average $/SF
Office
34
10,722 sf
$132.68
Industrial Bldg
47
20,997 sf
$42.16
Retail
74
7,893 sf
$99.26
Land
88
2,133,433 sf
$.40
Source: Xceligent/Northern Cob Commercial Area Realtors - Weld Sales
9/2013 Weld
Commercial/Industrial Lease Rates
Asking
Low/sf
Asking
High/sf
Avg Asking
Gross
Avg Asking
NNN
Office
$0.89
$30.86
$11.96
$11.33
Industrial
$2.00
$15.73
$9.52
$6.91
Retail
$0.64
$20.00
$3.77
$10.80
Source. Xceligent/Northem Colo Commercial Area Realtors - Weld Listings
Weld Industrial/Commercial Business Parks
Name
Total
Acres
Location
Bellmore Farms Industrial Park
15
Nunn
Berthoud Tech Center
120
Berthoud
Eagle Business Park
133
Frederick
Eaton Hickman Industrial Park
50
Eaton
Falcon Point Business Park
32
Windsor
Fossil Industrial Park
27
Millliken
Frederick West Business Park
160
Frederick
Gateway Center
146
Johnstown
Gilcrest Enterprise Park
75
Gilcrest
Glacier Business Park
120
Frederick
Great Western Industrial Park
500
Windsor
Highpoint Business Center
136
Greeley
Hudson Industrial Park
50
Hudson
1-25 Business Park
77
Weld (Mead)
Lost Creek Commons
74
Keenesburg
M&M Industrial Park
54
Kersey
Niobrara Data Center/Energy Park
662
Weld (North)
Northland Industrial Park
432
Fort Lupton
Platteville Energy Park
45
Platteville
Promontory Business Park
200
Greeley
Sandstone Ridge Business Park
28
Frederick
Silver Peaks Business Park
148
Dacono
Stone Gate Industrial Park
25
Evans
The Grainery Ind/Com Park
156
Greeley
The Shores Park
68
Firestone
Union Colony Industrial Park
112
Weld (Greeley)
Vista Commercial Center
145
Weld (Del Camino)
Weld Industrial Park
100
Weld (Central)
512
TAXES
Sales & Use Tax
Weld County DOES NOT asses a county -wide sales/use
tax. Communities through the county charge sales/use
tax rates ranging from 2%-4% (see Weld Sub Region
section for community list). Colorado has a 2.9%
sales/use tax rate.
Real & Personal Property Tax
Industrial/commercial property (building, land and
equipment) is assessed for property tax purposes at
29% of actual value (based on a variety of factors). The
mill levy assigned to each property location includes the
taxing jurisdictions serving that location and represents
the number of dollars, or property taxes, levied for each
$1,000 of assess value. For example; with a mill levy of
75.7333 mills the owner pays $75.73 in taxes for every
$1,000 in assessed value. Weld County has over 2.200
tax areas each with a unique mill levy ranging from
approximately 54 mills to 148 mills. The average 2011
Weld County mill levy rate was 92.402 mills. Property
taxes fund local schools, special propose districts and a
portion of city/county government.
Residential Property Tax
Residential property is assessed at 7.96% of the actual
value and is exempt from personal property taxation.
State Corporate and Personal Income Tax -
The corporate and personal Colorado income tax rate is
a flat rate of 4.63% of federal taxable income. Local
governments DO NOT assess income taxes.
Inventories, Goods in Transit and Intangibles are not
taxed in Colorado and there is no Franchise Tax.
Colorado has established Enterprise Zones (EZ) that
offer state income tax credits. Select Weld
locations/communities have EZ designation. Companies
that locate or expand within the physical boundaries of
the EZ are eligible to earn a variety of state income tax
credits based on their specific activities primarily in
equipment investment, job creation/training, research
and development activities, etc. Earned credits are
applied to the company's Colorado income tax liability.
Go to www.upstatecolorado.orq for program details.
BUSINESS ASSISTANCE
Weld County and its communities are pro -growth, prepared to handle company needs and will do what can reasonably be
done to reduce the development/start-up costs of qualifying primary sector companies looking to locate/expand.
Key Incentives Include:
• Municipal Development Incentives
• Personal Property Tax Partial Rebate
• Weld Employment Service recruitment/training assistance and training grants
• Financing through the Weld/Larimer Revolving Loan Fund or Greeley Development Fund
• Greeley/Weld EZ State Income Tax Credits
• Colorado First Customized Training Grants
• Colorado Job Growth Incentive State Income Tax Credit OR Colorado Strategic Fund Grant
For more detailed assistance information contact Upstate Colorado Economic Development, a private, non-profit
economic development agency, that serves as a single confidential source of information about the Weld region. Upstate
maintains information concerning communities, real estate, labor, etc., and can coordinate/facilitate customized local,
county and state government economic incentive packages.
UPSTATECOLORADO
ECONOMIC DEVELOPMENT
Supporting Job Opportunities in Greeley & Weld County Communities
970.356.4565 phone • 970.352.2436 fax • 822 Seventh Street, Suite 550. Greeley, CO 80631
www.upstatecolorado.org
513
514
COLORADO'S LARGEST TEN COUNTY
BUDGET COMPARISONS FOR THE
PRIOR YEAR
The Colorado's Largest Ten County Budget Comparison for the Prior Year is a collection of data and
graphs produced by the ten largest counties in Colorado. The data is based on adopted budgets, as
provided by participating counties. Budget information is readily available to all citizens in each
county. This compilation helps identify similarities and differences between participating counties. It is
important to note that these are not exact comparisons. Therefore, further investigation and analysis
is required to make comparisons.
Out of Colorado's largest ten counties Weld County compares as follows:
• Largest county geographically at 3,999 square miles
• Ranks eight in population with a population of 258,448
• Weld County is the only large county with NO sales tax
• Weld County is the only large county with NO debt
• Weld County has the fourth lowest mill levy at 16.804 mills
• Weld County ranks fifth in budget amount per capital at $877.63
• In per capital for local tax costs Weld County ranks fourth at $440.39
• Weld County ranks seventh lowest in total FTE at 1,301
515
10 -County Budget Survey - 2013
Population Distribution
N Total Population ❑ Unincorporated Population
700,000
600,000 -
500,000 -
s 400,000 -
a 300,000 -
200,000 -
100,000 -
f
I
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
County
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Total Population 467,697 602,868 305,251 298,215 652,519 540,013 316,031 150,123 160,852 258,448
Unincorporated 88,292 86,893 44,139 174,949 172,091 189,720 75,384 70,915 52,605 43,224
Population
516
10 -County Budget Survey - 2013
Taxable Assessed Value by Type
• Residential 0 Commercial ® Vacant Land 0 Agriculture
Percent of Taxable Assessed +Tahoe
100%
90%
80% —
70% -
60% —
50% - •
40% —
30% -
20% —
10% -
0%
i
Adams Arapahoe Boulder Douglas El Paso Jefferson
County
Lorimer
Mesa
Pueblo Weld
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
Residential 1,979 3,796 3,139 2,634 3,510 4,125 2,208 682 565 1,126
Commercial 2,119 2,595 2,222 1,460 2,244 2,365 1,570 669 529 1,146
Vacant Land 132 213 153 230 300 182 201 123 54 76
Agriculture 25 12 42 17 13 34 19 26 13 120
10 -County Budget Survey - 2013
Revenue Sources
® Current Property Taxes O Specific Ownership Tax Sales and Use Tax
❑ Highway Users Tax i All Federal/State/Municipal Grants Charges for Services
❑ Interest/Investment Earnings
100% _
90% -
80% -
?0% -
60% -
50%-
40% -
30%
Adams Arapahoe Boulder Douglas El Paso Jefferson
County
i
Larinier Mesa Pueblo Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Current Property Taxes
30.2%
53.5%
57.3%
46.6%
18.7%
50.9%
44.5%
18.1%
34.5%
60.7%
Specific Ownership Tax
2.0%
3.4%
2.8%
3.4%
2.0%
3.8%
3.0%
2.3%
2.9%
3.4%
Sales and Use Tax
9.0%
6.8%
13.7%
20.4%
39.6%
11.6%
12.3%
22.8%
12.1%
0.0%
Highway Users Tax
2.0%
3.1%
2.3%
3.1%
4.7%
3.9%
3.7%
5.5%
4.1%
5.4%
All Federal/State/
Municipal Grants
50.6%
24.3%
18.5%
12.2%
27.1%
21.6%
20.8%
35.6%
38.9%
21.5%
Charges for Services
5.6%
8.0%
5.2%
13.6%
7.8%
7.5%
15.3%
15.5%
7.3%
8.2%
InterestJ1nvestment
Earnings
0.5%
1.0%
0.2%
0.6%
0.0%
0.6%
0.5%
0.1%
0.2%
0.8%
518
10 -County Budget Survey - 2013
Primary Sources of Revenues
▪ Current Property Taxes 0 Sales and Use Tax
▪ All Federal/State/Municipal Grants 0 Charges for Services
$400,000,000.00 _
$350,000,000.00 -
$300,000,000.00 -
$250,000,000.00 -
1$200,000,000.00 -
$150,000,000.00 -
$100,000,000.00 -
$50,000,000.00 -
$0.00 -
Adams Arapahoe Boulder Douglas El Paso Jefferson Latimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Current Property Taxes
$121,286,000
$137,579,000
$137,049,000
$102,754,000
$44,032,000
Sales and Use Tax
$36,024,000
$17,408,000
$32,832,000
$44,910,000
$93,236,000
All Federal/State/
Municipal Grants
$203,255,000
$62,436,000
$44,191,000
$26,921,000
$63,853,000
Charges for Services
$22,498,000
$20,545,000
$12,559,000
$30,041,000
$18,419,000
Jefferson
Larimer
Mesa
Pueblo
Weld
Current Property Taxes
$172,448,000
$91,072,000
$24,342,000
$44,901,000
$107,817,000
Sales and Use Tax
$39,367,000
$25,150,000
$30,633,000
$15,712,000
$0
All Federal/State/
Municipal Grants
$73,090,000
$42,541,000
$47,702,000
$50,516,000
$38,200,000
Charges for Services
$25,481,000
$31,268,000
$20,854,000
$9,439,000
$14,578,000
519
10 -County Budget Survey - 2013
Primary Revenue Sources (Normalized to Population)
Property Taxes per Capita 0 SOT per Capita
$800.00 _
$700.00 -
$600.00 -
$500.00 -
f
U
x$400.00 -
4 $300.00 -
® All Grants per Capita 0 Charges for Services per Capita
$200.00 -
$100.00 -
$0.00 _
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Property Taxes
per Capita
$259.33
$228.21
$448.97
$344.56
$ 67.48
$319.34
$288.17
$162.15
$279.14
$417.17
SOT per Capita
$ 17.53
$ 14.68
$ 21.93
$ 25.49
$ 7.16
$ 23.68
$ 19.40
$ 20.31
$ 23.68
$ 23.22
All Grants per
Capita
$434.59
$103.56
$144.77
$ 90.27
$ 97.86
$135.35
$134.61
$317.75
$314.05
$147.81
Charges for
Services per
Capita
$ 48.10
$ 34.08
$ 41.14
$100.74
$ 28.23
$ 47.19
$ 98.94
$138.91
$ 58.68
$ 56.41
520
I 0 -County Budget Survey - 2013
Parcel Counts
• Land Parcels I Residential Improved Land Parcels ■ Commercial/Industrial Land Parcels
300,000
250,000 -
200,000 -
150,000 -
a
100,000 -
50,000 -
Douglas
Larirner
Adams Arapahoe Boulder
El Paso Jefferson
County
Mesa
Pueblo Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Land Parcels
169,088
214,669
133,153
132,913
262,448
235,134
150,995
83,398
110,581
178,067
Residential
Improved Land
Parcels
138,814
180,796
102,098
96,755
197,500
193,602
105,772
48,062
58,906
104,121
Commercial/
Industrial Land
Parcels
5,100
5,552
4,260
2,243
7,659
4,792
5,785
4,039
2,948
5,049
521
10 -County Budget Survey - 2013
Property Tax per Parcel
❑ Property Tax Revenue per Land Panel 0 Property Tax Revenue per Residential Land Panel
1,100
1,000
900
E.:00 -
'700
I
'7'00
400 -
200
1 00
Pueblo
Weld
Adam;
Arapahoe Boulder.
E) coat; 1 as El Paso Jefferi art L.�tittter l,le a
i_�'uttty
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Property Tax
Revenue per Land
Parcel
$ 0.00
$ 566.60
$ 1,044.62
$ 676.62
$ 185.71
$ 0.00
$ 596.13
$ 267.13
$ 463.17
$ 605.47
Property Tax
Revenue per
Residential Land
Parcel
$ 385.31
$ 345.99
$ 761.34
$ 538.32
$ 137.36
$ 518.73
$ 474.26
$ 174.27
$ 299.36
$ 181.72
522
10 -County Budget Survey - 2013
Citizens Served per County Employee
350
300-
250-
4200 -
w
a
A150-
100
50 -
Adams Arapahoe Boulder Douglas El Paso Jefferson Latimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Citizens Served per
Employee
265
307
198
281
280
187
193
152
153
199
523
10 -County Budget Survey - 2013
Support Functions per 1,000 Employees
® HR FTE's per 1,000 O Risk Mgmt FTE's per 1,000 IT FTE's per 1,000
50
40 -
0 30 -
0
a
a
W
20 -
10-
•
Adams Arapahoe
Boulder
Douglas
Larimer
Mesa
El Paso Jefferson
County
Pueblo Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
HR FTE's per
1,000
7.4
7.1
8.8
6.6
7.7
6.7
7.5
6.1
5.7
4.6
Risk Mgmt FTE's
per 1,000
1.1
2.0
2.6
0.9
0.0
1.4
1.7
1.0
1.0
0.0
IT FTE's per 1,000
23.8
30.0
33.1
48.5
25.8
24.5
28.7
29.4
31.4
0.0
524
10 -County Budget Survey - 2013
Finance Support Functions per 1,000 Employees
® Accounting & Reporting FTE's per 1,000 1 Payroll FTE's per 1,000
• Budget FTE's per 1,000 O Purchasing FTE's per 1,000
a
a
w
rzl g
6
4-
2
Laiirner
Mesa
Adams
Arapahoe
Boulder
1
I
Douglas
El Paso Jefferson
County
A
Pueblo
I
Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Accounting & Reporting
FTE's per 1,000
9.6
9.1
8.4
6.6
17.6
5.5
7.3
4.1
2.6
3.8
Payroll FTE's per 1,000
1.1
1.0
1.3
1.9
1.7
1.2
1.8
1.0
1.4
0.8
Budget FTE's per 1,000
?.8
2.5
2.9
3.8
7.3
2.2
1.2
2.0
2.6
0.8
Purchasing FTE's per
1,000
2.3
2.0
1.9
1.9
3.0
2.8
1.8
1.0
2.9
1.5
525
10 -County Budget Survey - 2013
Planning & Zoning and Building Inspection FTE per 10,000 Unincorporated
Population
. Planning & Zoning FTE's per 10,000 ® Building Inspection FTE's per 10,000
3
g 2.5 -
0
0
a
0
a
24
W
0.5 -
t
r
I
Adams Arapahoe Boulder Douglas El Paso Jefferson Latimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Planning & Zoning
FTE's per 10,000
1.7
1.5
2.4
1.8
1.3
2.2
2.7
1.6
1.9
�.:
Building Inspection
FTE's per 10,000
0.6
1.8
1.2
1.7
0.0
1.4
1.2
1.1
0.0
'I.�
526
10 -County Budget Survey - 2013
Treasurer FTE per 100,000 Population/100,000 Tax Notices
0 Treasurer FTE's per 100,000 Population 0 Treasurer FTE's per 100,000 Tax Notices
16
14 -
12
C
C
C
N4 8
4-
2 -
Adams Arapahoe Boulder Douglas El Paso Jefferson
County
Latimer Mesa
Pueblo Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Ida rimer
Mesa
Pueblo
Weld
Treasurer FTE's per
100,000 Population
2.1
3.6
3.6
3
3.7
.,
2.9
-.4
4.3
4.7
9.3
3
3.9
Treasurer FTE's per
100,000 Tax Notices
5.8
9.9
8.6
8.3
7.8
6.0
9.2
8.6
14.3
5.5
527
10 -County Budget Survey - 2013
Assessor FTE per 100,000 Population/10,000 Parcels
0 Assessor FTE's per 100,000 Population 0 Assessor FTE's per 10,000 Parcels
18
16-
14-
12-
6-
4-
2
Adams Arapahoe Boulder Douglas El Paso Jefferson Later Mesa Pueblo Weld
County
Assessor FTE's per
100,000 Population
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
9.4 10.6 14.9 14.4 8.0 9.8 13.6 16.3 17A 13.0
Assessor FTE's per
10,000 Parcels
2.6 3.0 3.4 3.2 2.0 2.3 2.8 2.9 2.5 1.9
10 -County Budget Survey - 2013
Clerk & Recorder FTE per 100,000 Population
Ei Elections FTE's per 100,000 Population 0 Admin & Clerk FIt's per 100,000 Population
Recording FTE's per 100,000 Population 0 Motor Vehicle FTE's per 100,000 Population
30
25 -
20
10-
5
Adams Arapahoe Boulder Douglas El Paso Jefferson Latimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Elections FTE's per
100,000 Population
3.0
2.5
3.4
3.6
1.5
3.0
3.3
2.0
5.0
1.9
Admin & Clerk FTE's
per 100,000 Population
0.5
1.4
1.8
1.8
4.9
2.0
3.3
3.3
0.6
1.2
Recording FTE's per
100,000 Population
1.5
1.1
4.3
2.7
1.0
3.1
5.1
4.0
3.7
3.1
Motor Vehicle FTE's
per 100,000 Population
13.1
11.9
14.3
10.6
8.6
12.1
13.6
13.3
14.3
13.5
529
10 -County Budget Survey - 2013
Clerk Motor Vehicle FTE per 100,000 Vehicle Registrations
10-
a
Adams Arapahoe Boulder Douglas El Paso Jefferson Latimer Men Pueblo Weld
Lt:glint 17
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Clerk Motor Vehicle FTE
per 100,000 Vehicle
Registrations
17.9
13.8
18.7
12.9
11.0
13.8
11.1
11.0
14.2
6.5
530
10 -County Budget Survey - 2013
District Attorney FTE per 100,000 Population
40
35
30 -
rt125
20 -
15-
10-
5
0
Adams Arapahoe
Boulder Douglas
El Paso Jefferson
County
Larimer Mesa Pueblo Weld
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
34.4
20.4
21.6
21.1
28.0
32.6
23.1
30.3
38.5
21.5
District Attorney FTE's
per 100,000 Population
531
10 -County Budget Survey - 2013
Sheriff Office FTE per 100,000 Population
�z Sheriff FTE's per 100,000 Population O Detention FTE's per 100,000 Population
I Administration FTE's per 100,000 Population
Mesa
Pueblo
Weld
Adams
Arapahoe
Boulder
Douglas
El Paso Jefferson
County
Later
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
Sheriff FTE's per
100,000 Population
114.9
114.5
115.4
151.7
94.4
151.9
83.4
148.5
202.0
134.0
Detention FTE's per
100,000 Population
58.8
65.2
52.1
47.8
46.7
62.6
58.2
63.9
106.3
90.9
Administration
FTE's per 100,000
Population
13.7
9.7
8.7
15.9
11.5
20.5
24.5
9.3
10.6
7.7
532
10 -County Budget Survey - 2013
Sheriff Patrol FTE per 100,000 Unincorporated Population
180
160 -
140 -
120--
w
100-
2
a
80 -
60 -
40 -
20 —
Adams Arapahoe Boulder Douglas El Paso Jefferson Larimer Mesa Pueblo Weld
County
Adams
Arapahoe
Boulder
Douglas
El Paso
Jefferson
Larimer
Mesa
Pueblo
Weld
139.9
64.4
115.5
72.9
62.2
100.7
100.8
118.5
114.1
177.6
Sheriff Patrol FTE's per
100,000 Unincorporated
Population
533
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